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Provides a comparison of third‐party logistics services utilization between large manufacturing firms in the USA and Western Europe. All these firms had been utilizing third‐party providers for at least three years, although many had been doing so for five years or longer. The group of Western European firms is more committed to outsourcing, as evidenced by the substantially greater percentage of their total corporate logistics budget allocated to third‐party firms. The strategic decision to utilize third‐party companies is more often made at the corporate level and includes input more frequently from other functional areas in Western European firms. However, many of the findings indicate that the issues faced by both groups of executives are very similar, such as their reservations to outsourcing and their experiences with implementation. Almost all the executives indicated that they are satisfied with the performance of third‐party providers, and would, at least moderately, increase their use of such firms.

The purpose of this paper is to document the extent to which large third‐party logistics (3PL) companies have committed themselves to environmental sustainability goals. It also aims to examine the sustainability initiatives undertaken by those companies and the impact of those initiatives on the 3PL and their customers. Finally, the research seeks to examine the impact of the global recession of 2008‐2009 not only on the commitment of the 3PL to their sustainability goals but also on how the recession impacted 3PL customer interest in such goals.

The data upon which this paper is based was generated in two annual surveys of the chief executive officers of 40 large 3PL companies operating in North America, Europe, and the Asia‐Pacific region. These surveys were conducted in 2008 and 2009 and were part of a long‐term series of annual surveys that began in 1994.

The findings indicate that nearly all of the companies involved in the surveys have made substantial commitments to environmental sustainability goals during the past several years and that they have launched a broad range of related projects that have had quite positive impacts on those companies. Despite the recession, none of the 3PL scaled back their commitment to those goals; in fact, many launched new sustainability projects during that period. 3PL customers have also shown increasing interest in the environmental sustainability capabilities of the 3PL.

The paper effort represents the first large‐scale effort to document the commitment of large 3PL to environmental sustainability goals.

The use of information technology (IT) in the logistics area is growing all over the world and so is the number of third party logistics providers. In this article a specific case of interrelation between the uses of IT at the third party logistics service providers (3PLs) in Singapore is highlighted. Information collected through a randomly selected sample of 3PLs indicates that more and more service providers are either planning to incorporate IT in their operations or are benefiting from their use. Towards this end, the providers are acquiring new knowledge, skills and technologies. The survey results showed that respondents are also concerned about their investments in IT as they feel that with rapidly changing technology, their equipment, skill and processes could become obsolete before any tangible benefits could be derived from them. The providers indicate that financial justification is another key barrier to full‐scale IT implementation. These constraints hinder the implementation of strategic IT projects, which require significant investments. Therefore, a package program for skill development and equipment incentive could be initiated for 3PLs in Singapore.

The topic of transportation incorporates a vast amount of divergent information. The subject matter varies greatly, and includes titles ranging from Camels of the Outback to The Great American Motion Sickness; or Why You Can't Get There from Here. To establish boundaries for this resource guide, the present authors referred to Public Law 87–449, 14 May 1962, which authorized the president to proclaim an annual National Transportation Week. Using this as a basis, they defined transportation As the movement of people or goods from one place to another, and included a little tourism to break up the concrete and steel. While some historical materials are included, this resource guide emphasizes modes of transportation currently used in the United States.

In this paper, I demonstrate an alternative explanation to the development of the American electricity industry. I propose a social embeddedness approach (Granovetter, 1985, 1992) to interpret why the American electricity industry appears the way it does today, and start by addressing the following questions: Why is the generating dynamo located in well‐connected central stations rather than in isolated stations? Why does not every manufacturing firm, hospital, school, or even household operate its own generating equipment? Why do we use incandescent lamps rather than arc lamps or gas lamps for lighting? At the end of the nineteenth century, the first era of the electricity industry, all these technical as well as organizational forms were indeed possible alternatives. The centralized systems we see today comprise integrated, urban, central station firms which produce and sell electricity to users within a monopolized territory. Yet there were visions of a more decentralized electricity industry. For instance, a geographically decentralized system might have dispersed small systems based around an isolated or neighborhood generating dynamo; or a functionally decentralized system which included firms solely generating and transmitting the power, and selling the power to locally‐owned distribution firms (McGuire, Granovetter, and Schwartz, forthcoming). Similarly, the incandescent lamp was not the only illuminating device available at that time. The arc lamp was more suitable for large‐space lighting than incandescent lamps; and the second‐generation gas lamp ‐ Welsbach mantle lamp ‐ was much cheaper than the incandescent electric light and nearly as good in quality (Passer, 1953:196–197).

A comparison of the impact of Just‐in‐Time (JIT) manufacturing programmes on corporate transport requirements between American and French firms is provided. Five major areas were addressed: (1) changes in carrier portfolios; (2) carrier selection and evaluation criteria; (3) internal and external information flows; (4) impediments encountered; and, (5) financial implications. The results indicate that the implementation of JIT manufacturing programmes introduce major changes for the logistics function in both countries. Responses from both groups were very similar in terms of the types of changes required. However, the manner in which firms in the two groups reacted to these changes differed in many cases due to country‐specific factors. While the findings of the survey question‐naire must be considered tentative, due to the size of the samples, they provide further evidence that JIT programmes can be applied in transport/ logistics across different cultures wherever firms develop and maintain the necessary commitment.

Blues music is in the midst of its second revival in popularity in roughly thirty years. The year 1960 can be identified, with some qualification, as a reference point for the first rise in international awareness and appreciation of the blues. This first period of wide‐spread white interest in the blues continued until the early seventies, while the current revival began in the middle 1980s. During both periods a sizeable literature on the blues has appeared. This article provides a thumbnail sketch of the popularity of the blues, followed by a description of scholarly and critical literature devoted to the music. Documentary and instructional materials in audio and video formats are also discussed. Recommendations are made for library collections and a list of selected sources is included at the end of the article.

A survey of 372 logistics managers in different industries revealed multiple outsourcing linkages among logistics activities. These results are consistent with previous findings that suggest that firms can improve customer service and reduce costs by outsourcing multiple logistics functions. The results are also consistent with previous research on the role that improved coordination of information and material flows have in the achievement of economies of scale and economies of scope. Future research developments in the field of logistics outsourcing are also proposed.

Focusses on three constructs that we believe are the primary determinants of the future usage of third party logistics services. These constructs are: extent of use of the third party logistics services; decision making process for choosing contract logistics services provider; and impact of the usage of contract logistics services on the organisation. An empirical research was carried out in Singapore to study the impact of these three factors on the future usage of third party logistics services in Singapore. Results based on an analysis of data relating to 126 Singapore‐based firms indicate that most users of these services are satisfied with their providers and believe that this has led to positive developments within the organisation. With a high current level of satisfaction, a large number of these firms are likely to increase their usage of contract logistics services moderately or substantially.

In this Industry 4.0 era, third-party logistics (3PL) industries face huge cost pressure to deliver their service. With increase in competition among the players, constant mergers and acquisitions (M&A) have been taking place to sustain competitive advantage. Therefore, this study aims to investigate the growth dynamics among the 3PL service providers.

In this research, the system dynamics methodology was applied to the study of the growth of 3PL industry in Singapore. A population growth model incorporating the predator–prey interaction is developed to account for growth through M&As among 3PLs and their interaction phenomenon are modeled through modified Lotka–Volterra method. The two-species system model consisting of small and medium logistics service providers (SMLSPs as the prey) and the lead logistics providers (LLPs as the predator) are gauged according to the firm size.

Results from the baseline model indicates that Singapore’s logistics industry looks very optimistic for SMLSPs for another 6 years from 2018, while the LLP population will achieve a peak at about 12 years from 2018. Further sensitivity analysis through macroeconomic and microeconomic changes reveals increase in trend of M&As. By varying competitive pressures between firms, results indicate that the LLP population experiences a decreasing rate of increasing SMLSP population falls.

The research provides guidance for logistics and supply chain managers to better understand the critical factors that impact and determine competitive dynamics. The paper further recommends managers to build sustainable logistics strategies to retain competitive advantages.

The research contributes to both economic and social dimensions of logistics sustainability of how resilient the industries are during uncertain conditions. Some of the limitations of this research include the geographic coverage of the study region and other methodological aspects. The research value thus helps policymakers for developing strategic policies for sustainable industrial growth.