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1 – 10 of over 1000Shane R. Premeaux, Roger D. Abshire, Charles R. Huston and Sonya Premeaux
Focusses on the identification of the significant differences inthe assessment of the importance of 35 carrier selection variables byboth carriers and shippers. The…
Abstract
Focusses on the identification of the significant differences in the assessment of the importance of 35 carrier selection variables by both carriers and shippers. The results indicate that significant perceptual differences do exist for those surveyed, and it is quite possible that such differences also exist in the general population. Industrial marketing managers involved in satisfying shipper needs must gain an appreciation of actual shipper needs in order to develop service mixes which will satisfy those needs more thoroughly.
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John L. Kent and R. Stephen Parker
Examines the difference in perceptions of 18 carrier selections factors between import shippers, export shippers, and international containership carriers. MANOVA was used…
Abstract
Examines the difference in perceptions of 18 carrier selections factors between import shippers, export shippers, and international containership carriers. MANOVA was used to determine differences between the three groups. Suggests that there are significant differences between import shippers and carriers; export shippers and carriers; and import shippers and export shippers. Significant differences between the import shipper and carrier groups were found on the loss and damage and equipment availability factors. Significant differences between the export shipper and carrier groups were found on the rate changes, service frequency, financial stability, service changes, and equipment availability factors. The only significant difference between the import shipper and export shipper groups was found on the door‐to‐door transportation rates factor.
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Samsul Islam, Mohammad Jasim Uddin, Peter Shi, Taimur Sharif and Jashim Uddin Ahmed
A seaport is an essential part of a supply chain, but many ports experience truck shortages, creating pressure for port authorities from shippers who need more trucks that…
Abstract
Purpose
A seaport is an essential part of a supply chain, but many ports experience truck shortages, creating pressure for port authorities from shippers who need more trucks that move cargo. This study explores and ranks the motives for adopting a truck-sharing concept (where shippers share the same truck for delivery) as a mechanism to improve transport capacity.
Design/methodology/approach
This study adopts a multi-method approach – both interviews and surveys. Interviews are first conducted with shippers to explore truck-sharing usage motives. Next, quantitative surveys of both shippers and carriers are conducted to rank those motives.
Findings
The study identifies five motives (operational efficiency goal, quick transport solution, sustainability policy, convenience-seeking behavior and secure transport process) for truck-sharing, four critical transport attributes (lower charges for freight, distance travelled, full capacity utilization and environmental recognition), four psychological consequences (monetary savings, greater safety, instant availability of trips and clarification of environmental values), and six core values (secure transport process, being careful of money, ease of doing business, sustainability, status in the community and recognition by customers of shippers).
Research limitations/implications
The qualitative results will help researchers better understand how usage motives influence shippers' willingness to share a truck for transport needs. The quantitative results are useful for ranking truck-sharing motives by their importance.
Practical implications
Based on the findings, managers of carriers can categorize shippers according to their specific needs and thereby customize promotions to attract more shippers.
Originality/value
The findings provide the first, exploratory insights into shippers' motives.
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Adriana Rossiter Hofer, Yao Henry Jin and A. Michael Knemeyer
This study follows the tenets of the resource dependence theory (RDT) to investigate the effects of four dimensions of industry-level environmental uncertainty …
Abstract
Purpose
This study follows the tenets of the resource dependence theory (RDT) to investigate the effects of four dimensions of industry-level environmental uncertainty – munificence, dynamism, complexity and innovative intensity – on a shipper's cross-buying (i.e. outsourcing across multiple service categories) in logistics outsourcing arrangements.
Design/methodology/approach
Negative binomial regression was used to test the hypotheses with a sample of US manufacturers. Measures were developed through information acquired from a proprietary database of 3PL companies obtained through Armstrong and Associates, Inc. and publicly available industry measures from the US Manufacturing Census and Compustat.
Findings
The findings indicate that individual dimensions of environmental uncertainty exhibit distinct influences on shippers' cross-buying in their logistics outsourcing arrangements. Specifically, the growth and initial innovative intensity of shippers' industries lead to an increased number of logistics service categories outsourced to 3PLs, while industry dynamism and exceptionally high innovative intensity drive the opposite effect.
Practical implications
These findings provide valuable guidance to 3PLs with respect to decisions related to the acquisition of specialized transportation, storage, information systems and personnel assets to serve specific industries. The findings highlight industry conditions that are more likely to lead shippers to outsource across a wider array of logistics service categories and, as a result, potentially yield higher customer retention and profit margins.
Originality/value
While extant 3PL literature posits that shippers' individual strategic orientations and capabilities impact their outsourcing strategy, this study contributes to the literature by providing a theoretical-based empirical examination of the industry-level influencers of such behavior.
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Nayara Louise Carvalho, Juliana Veiga Mendes, Erica Kushihara Akim, Ricardo Coser Mergulhão and José Geraldo Vidal Vieira
This article examines the extent of collaboration experienced by 191 Brazilian shippers, logistics service providers (LSPs) and carriers in their logistics operations in…
Abstract
Purpose
This article examines the extent of collaboration experienced by 191 Brazilian shippers, logistics service providers (LSPs) and carriers in their logistics operations in urban freight transport. This study investigates relationships over time, the type of service and the nuances associated with the frequency of meetings, frequency of technical visits and frequency of training.
Design/methodology/approach
The authors carried out a component analysis and, based on factor loadings, calculated indexes for use in non-linear canonical correlations to evaluate company-level differences in perceptions of the degree of collaboration and strength of relationship over time.
Findings
The results indicate that in the triad, LSPs are the strongest supporters of collaboration over time regardless of whether the logistics service is shared or dedicated; shippers demonstrate the weakest support for collaboration and prioritize relationships of one to three years in length. Carriers seek to develop short-term relationships and participate actively in meetings and technical visits because they strongly support strategic and interpersonal collaboration. Carriers also follow LSPs in terms of strategic and interpersonal collaboration and shared logistics services.
Originality/value
This article contributes to understanding the perceptions of interactions among specific logistics collaboration elements related to strategic, tactical and interpersonal relationships that the Brazilian companies face in their daily urban freight transport.
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Maria Huge-Brodin, Edward Sweeney and Pietro Evangelista
Various suggested paths for greening logistics and supply chains often address the specific perspectives of single supply chain actors. Drawing on stakeholder theory, the…
Abstract
Purpose
Various suggested paths for greening logistics and supply chains often address the specific perspectives of single supply chain actors. Drawing on stakeholder theory, the purpose of this paper is to develop a deeper understanding of the alignment between logistics service providers (LSPs) and shippers in the context of adopting more environmentally sustainable logistics practices.
Design/methodology/approach
With a case study approach, a dual perspective is taken in which both LSPs and shippers were researched. The cases comprise eight LSPs and six shipper companies in Sweden, Italy and Ireland. Information was first analysed in relation to levels of environmental awareness, customer requirements and provider offerings and critical success factors (CSFs) and inhibitors. In a second step, the findings were analysed using stakeholder theory.
Findings
LSPs demonstrate higher ambition levels and more concrete offerings compared to shippers' requirements for green logistics services. Paradoxically, customers are an important CSF and also an inhibitor for both LSPs and shippers. Both LSPs and shippers perceive financial factors and senior management priorities as important CSFs. The application of stakeholder theory helps to illuminate the importance of the many secondary stakeholders vs that of one or a relatively small number of primary stakeholders.
Originality/value
The three-dimensional analysis of environmental alignment between LSPs and shippers reinforces existing knowledge and provides new insights. A novel use of stakeholder theory in a supply chain context underlines its usefulness in research of this kind.
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Amer Jazairy and Robin von Haartman
The purpose of this study is to measure the gaps between the engagements of shippers (i.e. logistics buyers) and logistics service providers (LSPs) in different green…
Abstract
Purpose
The purpose of this study is to measure the gaps between the engagements of shippers (i.e. logistics buyers) and logistics service providers (LSPs) in different green logistics practices (GLPs) throughout the key phases of the logistics purchasing process: request for proposal, negotiations, contracting and execution.
Design/methodology/approach
A large-scale survey of shippers and LSPs in Sweden was conducted. Respondents were 331 firms (169 shippers, 162 LSPs). Mean values of the actors' perceptions were analysed using independent- and paired sample t-tests.
Findings
While this study supports previous research indicating that LSPs engage more extensively in selling GLPs than shippers do in buying them, it shows that this conclusion does not uniformly apply to all GLPs nor all purchasing phases. Three patterns emerged for the gaps between the actors' buying-selling engagements throughout the purchasing process: (1) steady and wide gaps, (2) steady and narrow gaps and (3) emergent gaps. Distinct GLPs were associated with each pattern. It is also shown that the prioritisation of GLPs is fairly aligned between shippers and LSPs.
Research limitations/implications
This study contributes to the green logistics purchasing literature by systematically and simultaneously creating three types of distinction, between (1) shippers and LSPs, (2) different GLPs and (3) different logistics purchasing phases. Future studies could replicate the analysis in countries other than Sweden.
Practical implications
Managers of shipper/LSP firms learn tips to spot the GLPs that their partners prioritise, enabling them to modify their purchasing/marketing strategies accordingly.
Originality/value
The three types of distinction represent a novel approach in the green logistics purchasing literature.
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