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Journal articles on the topic 'Outsourcing Logistics'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Sokoliuk, K., and A. Lyashenko. "Priority Types of the Enterprise Logistic Activities for Outsourcing." Modern Economics 24, no. 1 (December 16, 2020): 189–93. http://dx.doi.org/10.31521/modecon.v24(2020)-30.

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Annotation. Introduction. The article examines the services of logistic outsourcing from the point of view of Ukrainian manufacturing companies, analyzes the results of the survey, compares them with global trends. It was determined that Ukrainian companies use logistic outsourcing less often than companies in other regions of the world. Also, the most often outsourced fields were identified. Purpose. Analysis of logistics outsourcing services from the viewpoint of Ukrainian manufacturing companies and comparison of survey results based on the survey with global trends. Results. It was found that from the list of enterprise groups classification (micro, small, medium, large) all categories use the services of freight forwarding companies. The following types of logistic processes are most often outsourced: transportation, lease and maintenance of equipment, warehousing, logistic chain optimization. It was found that among other countries in the study of third-party logistics, Ukraine occupies the lowest position in the usage of outsourcing services in logistics. The reasons for outsourcing logistic processes in logistics are significant: lack of own resources and capacity, cost reduction. The relationship between causes and logistic processes has shown that in order to reduce logistic costs in the enterprise it is necessary to outsource transportation. Conclusions. Statistical research has shown a small relationship between the areas of logistic outsourcing and the main causes of outsourcing of logistic activities. Therefore, it is not appropriate to say that some logistical measures should be outsourced and others should not. The mixed system, which combines the usage of own and third-party production facilities, is the most suitable for most Ukrainian manufacturing companies Keywords: logistics, outsourcing, third-party logistics, transport, warehousing, supply chain management, optimization, respondent, survey.
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Tkach, Oleg, Liubov Hryniv, and Halyna Mykhailiv. "Logistical outsourcing as an effective enterprise activity mechanism rising." Journal of Vasyl Stefanyk Precarpathian National University 7, no. 3 (November 30, 2020): 97–114. http://dx.doi.org/10.15330/jpnu.7.3.97-114.

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The purpose of the article is to substantiate logistics outsourcing as an effective mechanism for improving the efficiency of the enterprise. The authors summarize the arguments and counterarguments in the scientific discussion on logistics outsourcing as one of the best methods of optimizing resources in the activity of enterprises, one of the important factors of modern business. Systematization of the results of the research of scientific sources made it possible to identify the problems of outsourcing use in various spheres of activity of economic entities. Systematization of studies of aspects of enterprise management based on logistic approaches has allowed formulating the statement that special value all over the world in logistics is devoted to outsourcing. For many years there is a tendency in this area to transfer a part or all of the logistics functions to specialized companies and outsourcing of logistics services is used by the vast majority of enterprises. Because, as higher the level of consumption in the country, there is more need to involve in the supply chain the goods of qualified logistics operators and transfer part of their operations to logistics outsourcing. The authors estimate the logistic outsourcing of the enterprise of PE “VEGA LTD” for the method of Yu. Zhelinskiy, which combines the change of income and expenses of the enterprise. Based on the calculations, it is proved that outsourcing for PE “VEGA LTD” is profitable. Therefore, it is advisable to use outsourced services not only for transport logistics but also for other logistic activities of the enterprise. In the process of investigating the problems of logistics outsourcing and its impact on the efficiency of foreign economic activity of the company, the authors proved that outsourcing in logistics is one of the most modern business models. The use of this approach makes it possible to achieve significant competitive advantages in the activity of the enterprise. The main motives that drive outsourcing of logistics functions are the desire to make the business manageable, reduce transaction costs while obtaining quality service and profit. The results of the study are of practical importance and may be useful to scholars interested in the study of logistical outsourcing, as well as to the enterprises where outsourcing is most commonly used.
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Jarzemskis, Andrius. "DETERMINATION AND EVALUATION OF THE FACTORS OF OUTSOURCING LOGISTICS." TRANSPORT 21, no. 1 (March 31, 2006): 44–47. http://dx.doi.org/10.3846/16484142.2006.9638040.

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This paper focuses on the determination and evaluation of the factors of logistic outsourcing. Many authors usually talk about logistics service outsourcing and its reasons and benefits as well, but if some functions of the service are not outsourced, we can not really entitle “outsourcing” as the whole service providing. In logistics activity if one or several functions are outsourced it is not always possible to entitle “logistics outsourcing”. In this paper outsourcing logistics criteria are described. The results of the survey among traders in Lithuania of outsourcing logistics are presented as well.
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Falagara Sigala, Ioanna, and Tina Wakolbinger. "Outsourcing of humanitarian logistics to commercial logistics service providers." Journal of Humanitarian Logistics and Supply Chain Management 9, no. 1 (April 30, 2019): 47–69. http://dx.doi.org/10.1108/jhlscm-12-2017-0073.

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Purpose The purpose of this paper is to empirically explore the potential of outsourcing of humanitarian logistics activities to commercial logistics service providers (LSPs) throughout the different disaster phases. The authors identify incentives for initiating outsourcing of humanitarian logistics activities to commercial logistics providers, humanitarian logistics activities to be outsourced and selection criteria for partners. Design/methodology/approach This study is based on empirical data collected by interviewing 12 practitioners from commercial LSPs and 12 practitioners from humanitarian organizations (HOs). A review of related literature guided this research. Findings This research shows that incentives for initiating outsourcing engagements, partner selection criteria and activities to be outsourced are changing throughout the different disaster phases. A number of research propositions are presented. Research limitations/implications This research constitutes a first step towards the goal of a comprehensive analysis of humanitarian logistics outsourcing throughout the different disaster phases. The authors collected data from practitioners and large organizations based mainly in Europe and the USA. Hence, insights from national and local organizations of other parts of the world are missing. Practical implications This research provides a deeper understanding of outsourcing of humanitarian logistics activities. As the main implication for practice, the research suggests a strategic use of outsourcing during the three disaster phases. The authors acknowledge that business objectives, risks, stakeholder agendas and requirements, as well as costs play a vital and changing role for outsourcing decision-making during the three disaster stages. The managerial implications arising from the research can provide support to commercial LSPs and HOs that initiate or develop strategic outsourcing relationships. Originality/value This study covers the gap in the humanitarian literature related to context-specific factors of outsourcing in humanitarian logistics by empirically investigating the phenomenon. This is one of the first studies that empirically investigate the potential of outsourcing of humanitarian logistics activities throughout the disaster phases.
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Xiao, Xi Sheng. "Business Logistics Outsourcing Risk and Management." Advanced Materials Research 479-481 (February 2012): 1718–21. http://dx.doi.org/10.4028/www.scientific.net/amr.479-481.1718.

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Logistics outsourcing as a form of outsourcing, are increasingly welcomed by the enterprises in developed countries, which has become the strategic orientation of many enterprise logistics mode. However, the development of business logistics outsourcing in China is far from that in developed countries, mechanism factors restricting the development of business logistics outsourcing of China has its characteristic, for this, this article analyses the advantages and risks of logistics outsourcing, and proposed prevention countermeasures of enterprise logistics outsourcing in China.
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Janusz, Grabara. "Outsourcing In Reverse Logistics." Annales Universitatis Apulensis Series Oeconomica 2, no. 9 (December 31, 2007): 383–88. http://dx.doi.org/10.29302/oeconomica.2007.9.2.1.

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7

van Damme, Dick A., and Marinus J. Ploos van Amstel. "Outsourcing Logistics Management Activities." International Journal of Logistics Management 7, no. 2 (July 1, 1996): 85–94. http://dx.doi.org/10.1108/09574099610805548.

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In most developed economies the costs of logistics management are steadily growing and account for an increasing proportion of the gross national product. Logistics costs have become an important part of the added value of products and logistics management is increasingly regarded as an important weapon in the international competitive struggle, in particular by large market‐oriented companies. The emphasis in marketing strategies is shifting from product and price to promotion and place. Rapidly changing customer demands have an increasing effect on company policies. Reduction of product life cycles and assortment expansion will lead to faster development and delivery of new products and to smaller‐sized and more frequently placed delivery orders. Advancing technology will cause production to require more focus. Customers are becoming more demanding and manufacturers have to react faster to changing demand on the part of both private consumers and industrial customers. This requires enormous flexibility, which will be increasingly aimed at conquering and securing sales potential in the liberalized European market. Successful companies will focus on core activities. Activities other than core activities, but serving them, will have to be outsourced.
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Kimura, Tatsuya. "Logistics Innovation Through Outsourcing." Japanese Economy 33, no. 3 (September 2005): 91–118. http://dx.doi.org/10.2753/jes1097-203x320305.

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Wan, Qingyao, Yang Yuan, and Fujun Lai. "Disentangling the driving factors of logistics outsourcing: a configurational perspective." Journal of Enterprise Information Management 32, no. 6 (October 11, 2019): 964–92. http://dx.doi.org/10.1108/jeim-10-2018-0236.

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Purpose The purpose of this paper is to explore how external pressures, internal capability and transaction attributes of logistics outsourcing synergically influence the extent of asset-based and non-asset-based logistics outsourcing. Design/methodology/approach Based on the data surveyed from 250 manufacturing companies in China, this study employed fuzzy-set qualitative comparative analysis (fsQCA) to deduce multiple configurations for logistics outsourcing decisions. Findings The results suggest that asset-based logistics outsourcing is primarily driven by external imitation pressures or internal demands for logistics technologies, while non-asset-based logistics outsourcing is mainly driven by the demands for external management-based logistics services. Asset specificity plays a positive role in promoting both asset-based and non-asset-based logistics outsourcing. The requirement for third-party logistics (3PL) management capability depends on the outsourcing types and outsourcing causes. Practical implications This study provides guidance to practitioners for them to make outsourcing decisions. It suggests that asset-based logistics outsourcing is more appropriate when there are high external imitation pressures or more internal logistics demands, while non-asset-based logistics outsourcing should be used only when a firm needs management-based logistics services. Besides, 3PL users are suggested to outsource their logistics when their 3PL providers are required to make specific investments. In addition, managers should carefully evaluate firms’ capabilities in managing outsourcing relationships. Originality/value Previous studies largely ignored the interaction effects of a set of factors on logistics outsourcing decisions, and to date, little research empirically examined how outsourcing is driven in terms of different types of outsourcing. Drawing on the institutional theory, dynamic capability view, and transaction cost theory and overarching under the complexity theory, this study examines how institutional, organizational and transactional factors interplay with each other to influence different types of logistics outsourcing (i.e. asset based and non-asset based). Methodologically, the configural analysis (i.e. fsQCA) is applied to explore complex causal configurations that drive logistics outsourcing.
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Liu, Chen, Baofeng Huo, Shulin Liu, and Xiande Zhao. "Effect of information sharing and process coordination on logistics outsourcing." Industrial Management & Data Systems 115, no. 1 (February 2, 2015): 41–63. http://dx.doi.org/10.1108/imds-08-2014-0233.

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Purpose – The purpose of this paper is to test how integrative mechanisms, including information sharing and process coordination, influence logistics outsourcing, and how logistics outsourcing influence performance from an extended RBV perspective. Design/methodology/approach – The structural equation modeling (SEM) method is used to examine the proposed model, based on data collected from 361 companies in greater China. Findings – Integrative mechanisms are helpful for logistics outsourcing (basic, customized, and advanced outsourcing). Specially, information sharing contributes to customized and advanced outsourcing, but has no significant effect on basic outsourcing. In contrast, process coordination improves basic and advanced outsourcing, but insignificantly influences customized outsourcing. Besides, each type of logistics outsourcing has differently effects on 3PL users’ performance. This study contributes to 3PL theories and practices. Originality/value – This study empirically examines the antecedents and the outcomes of logistics outsourcing, contributing to 3PL literature and practices.
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Bilovodska, Olena, Nataliia Gaidabrus, and Daria Ruban. "An analytical study on logistics outsourcing impact on logistical service quality in supply chains (case study: industrial enterprises of Sumy region)." Problems and Perspectives in Management 15, no. 3 (October 31, 2017): 201–11. http://dx.doi.org/10.21511/ppm.15(3-1).2017.04.

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The aim of this paper is to analyze and evaluate the impact of logistical outsourcing on the overall quality of the level of the logistical service of enterprises-producers in supply chains. In this study, special attention is paid to the estimation of indicators of logistics service as by their own forces and due to outsourcing and assessing the elasticity of these indicators, for an example, in Sumy Engineering Works Ltd. As a result of the study, in case of their own delivery, logistics service level is higher than in case of logistics outsourcing. It may be related to the fact that in the first case, at the industrial enterprises, there is higher level of control over the process and the capacity for flexible and rapid response to various demands of consumers, which is very important for competitiveness. It was determined how the value of each individual index varies with the change in the supply control volume.
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Shaiq, Mohammad, and Masood Hassan. "Factors Affecting Growth of Logistics Outsourcing: A Perspective of Third-party Logistics Providers in Pakistan." Journal of Business Strategies 13, no. 1 (October 31, 2019): 143–60. http://dx.doi.org/10.29270/jbs.13.1(2019).080.

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Logistics outsourcing markets are globally expanding at a breakneck pace. Like other industries, the demand and supply forces of the logistics service industry are also affected by external determinants. The primary objective of this research is to evaluate the behavior patterns of Logistics Outsourcing Market (LOM) in Pakistan in contrast to global demand and supply patterns of the logistics industry and find out the major factors, drivers and obstacles which impact the growth of logistics outsourcing in Pakistan. For statistical analysis, this study solely relied upon the perspective of logistics service providers. A sample of 180 logistics service providers was surveyed to gather information through a semi-structured questionnaire. Results confirmed that the behavior of the logistics outsourcing market in Pakistan is tilted towards local business needs and customer demands. Statistical analysis also proved that, as far as the growth of logistics market is concerned, the internal industry factors along with national business environment have more impact on the growth of logistics outsourcing than global drivers and challenges.
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Arskiy, A. A. "LOGISTICS OUTSOURCING IS AN INSTRUMENT OF ANTICRISIS MANAGEMENT." Business Strategies, no. 12 (December 29, 2018): 13–15. http://dx.doi.org/10.17747/2311-7184-2018-12-13-15.

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This article covers the strategic logistics of the company, which is anticyced. The effectiveness of logistics depends on logistical risks. Logistical risks must be taken into account when developing a logistics strategy. Special efficiency factors for the implementation of logistics outsourcing have been developed.
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14

Peng, Jian Liang. "Evaluation on the Competitiveness of Logistics Outsourcing Based on TOPSIS: 4 Cities in Yangtze River Delta." Applied Mechanics and Materials 58-60 (June 2011): 7–12. http://dx.doi.org/10.4028/www.scientific.net/amm.58-60.7.

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Urban logistic capability is an importation area of urban competition capability. The competitiveness index system of city logistics service outsourcing was constructed in this paper. According the actual situation of 4 cities in China's Yangtze River delta, the competitiveness evaluation of logistics service outsourcing of them were carried out based on TOPSIS method. Furthermore, by comparing we can discover the experience and main existing problems of urban logistics service outsourcing, so as for the feasible countermeasures of development to provide the scientific basis. The evaluation method has certain practical value.
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Facanha, Cristiano, and Arpad Horvath. "Environmental Assessment of Logistics Outsourcing." Journal of Management in Engineering 21, no. 1 (January 2005): 27–37. http://dx.doi.org/10.1061/(asce)0742-597x(2005)21:1(27).

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Song, Yim‐Yu, Thomas E. Maher, Joel D. Nicholson, and Nicholas P. Gurney. "Strategic alliances in logistics outsourcing." Asia Pacific Journal of Marketing and Logistics 12, no. 4 (December 2000): 3–21. http://dx.doi.org/10.1108/13555850010764640.

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Aktas, E., and F. Ulengin. "Outsourcing logistics activities in Turkey." Journal of Enterprise Information Management 18, no. 3 (June 2005): 316–29. http://dx.doi.org/10.1108/17410390510591996.

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Fatma, Chaabouni. "Logistics Outsourcing Partnerships: Conceptual Model." International Journal of Economics, Finance and Management Sciences 1, no. 2 (2013): 81. http://dx.doi.org/10.11648/j.ijefm.20130102.13.

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Knemeyer, A. Michael, Thomas M. Corsi, and Paul R. Murphy. "LOGISTICS OUTSOURCING RELATIONSHIPS: CUSTOMER PERSPECTIVES." Journal of Business Logistics 24, no. 1 (March 2003): 77–109. http://dx.doi.org/10.1002/j.2158-1592.2003.tb00033.x.

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Rabinovich, Elliot, Robert Windle, Martin Dresner, and Thomas Corsi. "Outsourcing of integrated logistics functions." International Journal of Physical Distribution & Logistics Management 29, no. 6 (August 1999): 353–74. http://dx.doi.org/10.1108/09600039910283587.

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Buldeo Rai, Heleen, Sara Verlinde, Cathy Macharis, Penelope Schoutteet, and Lieselot Vanhaverbeke. "Logistics outsourcing in omnichannel retail." International Journal of Physical Distribution & Logistics Management 49, no. 3 (April 16, 2019): 267–86. http://dx.doi.org/10.1108/ijpdlm-02-2018-0092.

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Purpose The purpose of this paper is to identify in what way logistics service providers are involved in the logistics operations of omnichannel retailers. Given the importance of logistics in omnichannel retail and the complexities that it brings forth, it is unclear if the current tendency towards logistics outsourcing continues, and how logistics service providers should adapt to remain relevant in the omnichannel retail environment. Design/methodology/approach The research draws on both desk and field research. The authors analysed the scientific information available on omnichannel retail logistics and conducted semi-structured expert interviews with food and non-food retailers that adopt an omnichannel model. Findings The research demonstrates distinct differences between food and non-food retailers. While food retailers are inclined to organise fulfilment and last mile activities in-house, non-food retailers partner closely with logistics service providers. Nonetheless, the store network of non-food retailers is attracting a growing part of logistics activities, which retailers are building themselves. To sustain their relevance in the omnichannel environment and strengthen their position for the future, the authors created a competency recommendation framework for logistics service providers, in which service differentiation is proposed as a viable direction for growth. Research limitations/implications The research is based on insights from retailers based in the Brussels-Capital Region (Belgium) and requires further and wider testing in other contexts and geographical areas. Practical implications The findings have strategic importance for retailers that are developing an omnichannel retail model and logistics service providers that (aim to) serve clients and operate activities within the retail sector. Originality/value The research provides a holistic view of logistics in omnichannel retail by identifying insourcing and outsourcing mechanisms and developing competency recommendations to fulfilment, internal transport and last mile transport in omnichannel retail.
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Alkhatib, Saleh Fahed. "Strategic logistics outsourcing: upstream-downstream supply chain comparison." Journal of Global Operations and Strategic Sourcing 10, no. 3 (November 20, 2017): 309–33. http://dx.doi.org/10.1108/jgoss-08-2016-0024.

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Purpose The purpose of this paper is to develop a new integrated approach for the strategic logistics outsourcing process through identifying the logistics independent success factors (ISFs) and linking them with the firm’s strategic objectives and logistics requirements. Then, the new integrated approach will be used to compare the outsourcing processes for the upstream and downstream supply chain members. Studies of logistics outsourcing reveal the strategic importance of this process and the increasing need for new strategic approach. Design/methodology/approach The design is based on mixed methodology and integrated approach. The fuzzy decision-making trial and evaluation laboratory technique has contributed to the construction of interdependent relationships, development of impact-relationship maps (IRMs) and identifying ISFs. The fuzzy quality function deployment technique was used to link the strategic objectives, logistics requirements and the ISFs to evaluate and select logistics service providers (LSPs) strategically. Finally, two case studies (upstream and downstream supply chains) are used to demonstrate the new approach effectiveness and to highlight the differences/similarities between the two streams. Findings In addition to the new strategic logistics outsourcing approach, this study analysed the impact relationships of the LSPs’ framework factors and constructed their maps. In all, 21 ISFs have been identified: 8 logistics key performance indicators, 7 logistics services and activities and 6 logistics resources and capabilities. The two streams’ comparison relived several differences in terms of strategic objectives, logistics requirements and ISFs. Research limitations/implications The new approach for strategic logistics outsourcing can help firms to perform a better multi-stakeholder multi-criteria strategic outsourcing process. In addition, the upstream–downstream supply chain comparison increases our understanding how different supply chain members perform different outsourcing processes. Originality/value This is one of the pioneering studies that compares the supply chain upstream–downstream perspectives to highlight logistics outsourcing similarities and differences. To the best of author’s knowledge, this is one of the first logistics outsourcing studies that identifies ISFs for strategic logistics outsourcing, provides the first IRMs for the strategic logistics factors and develops a new integrated approach for strategic logistics outsourcing
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Bilous, M. V., O. P. Shmatenko, O. A. Ryzhov, T. S. Raikova, and D. V. Drozdov. "Logistic outsourcing in pharmacy. the theory and practice." Farmatsevtychnyi zhurnal, no. 3-4 (August 14, 2018): 18–25. http://dx.doi.org/10.32352/0367-3057.3-4.17.02.

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Today, the introduction and application of a logistics approach to resource management allows pharmaceutical companies to increase their social, environmental and economic efficiency. The article is aimed to research the essence of the concept, types and party of logistic outsourcing in practical pharmacy. To reach the aimreview of foreign and domestic scientific sources and the existing legal framework of Ukraine on this issue have been analyzed. Investigation methods were bibliographic and analytical ones. The results of these studies indicate the today outsourcing is one of the main logistics strategies of domestic pharmaceutical companies, which is actively used in the sphere of IT-technologies and warehouse services. At the same time for ensuring high-quality providing outsourcing services, a legal and regulatory framework is needed that standardizes the interaction between firm customer and the outsourcer, also the development of standards for the provision of services of a certain type of outsourcing. Wide introduction of logistics outsourcing, as a modern form of optimization of logistics business processes, requires the formation of professional competence among future pharmacists in pharmaceutical logistics, its tools and strategies, i.e. training of competitive professionals capable of working in various directions of practical pharmacy. Introduction of the topic «Logistic outsourcing in practical pharmacy» in the educational process of students of pharmaceutical faculties (university), pharmacists-interns and pharmacists at the postgraduate level of training is necessary. It will improve the theoretical and practical training of future specialist pharmaceutists and will allow them to apply the knowledge which would be gained in the future in logistics outsourcing in the activities of pharmaceutical companies.
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Ji, Shou Wen, and Ling Li Li. "Game Analysis on Bulit-In Outsourcing Alliance of Logistics." Advanced Materials Research 834-836 (October 2013): 1942–46. http://dx.doi.org/10.4028/www.scientific.net/amr.834-836.1942.

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The built-in outsourcing logistics alliance is a new thing compared to other logistics concepts. This paper first makes a game analysis on the bulit-in outsourcing alliance of logistics based on game theory after conducting the research actuality on logistics outsourcing and alliance. According to research and analysis, the game theory is applied to the composition of built-in outsourcing logistics alliance and cooperative game is suitable for the alliance. Then the game analysis of the built-in outsourcing logistics alliance is made, which includes the establishment of a general game model and the game analysis which is suitable for choosing alliance member.
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Jiang, Hua, and Shuang Lin Zhao. "Assessment on Logistics Outsourcing Risk Based on Rough Set Theory and Unascertained Measure Model." Key Engineering Materials 439-440 (June 2010): 51–58. http://dx.doi.org/10.4028/www.scientific.net/kem.439-440.51.

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In recent years, logistics outsourcing has gained increasing importance and today is used by a large number of firms across virtually all industries worldwide. However, while logistics outsourcing brings enterprises economic benefits, it also brings in a lot of potential risks. It has an utmost significance to strengthen the identification and assessment of logistics outsourcing risks. The paper applies unascertained measure model to analyze and assess logistics outsourcing risks, which provides a new way to assess the risks of logistics outsourcing and is helpful for enterprises’ decision-making. Lastly, according to analysis results, the paper proposed aversion strategies for logistics outsourcing risks.
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La Londe, Bernard J., and Arnold B. Maltz. "Some Propositions About Outsourcing The Logistics Function." International Journal of Logistics Management 3, no. 1 (January 1, 1992): 1–11. http://dx.doi.org/10.1108/09574099210804769.

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As business firms and even public sector operations opt to run leaner operating systems, the question of outsourcing becomes an increasingly popular topic for discussion. There are substantial differences between countries and between industries on what is considered “best practice” in outsourcing. There is ample evidence that some of these views on outsourcing are changing and will continue to change during the 1990s. This paper offers eight central propositions on logistics outsourcing with special emphasis on warehousing. The paper briefly reviews selected foundation literature in the area and then shapes the eight propositions. Findings are reviewed from an empirical study of U.S. firms. Among the findings are that there are significant differences across industries in their use of outsourcing. Each of the propositions are examined in turn, the evidence reviewed and conclusions and implications presented. The thrust of the findings suggest a new level of consideration for outsourcing as an element of logistics strategy.
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Shao, Bai Chun. "Rational Analysis Model Construction of the Port Trade Logistics Outsourcing." Applied Mechanics and Materials 687-691 (November 2014): 5061–64. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.5061.

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In the process of port logistics outsourcing, because there are different throughput requirements of port logistics, there are inherent risks in logistics outsourcing companies, it cannot ensure the reasonableness of port logistics outsourcing. In this paper, a rationality analysis model of port trade logistics outsourcing based on analytic hierarchy process is proposed. Using the Analytic Hierarchy Process get different specification weights, and sort the importance degree of port trade logistics outsourcing risk, to create the hierarchical structure model of port trade logistics hierarchical assessment. The operating performance, cost performance and service performance and so on of port trade enterprises are made overall decomposition and analysis. Through the assignment make comparison operation to obtain the proportion of different schemes which should be accounted for in the overall target. Using analytic network process and customer rationality index model make accurate analysis of the rationality of hierarchical logistics outsourcing in port trade. The experimental results show that the coverage rate of logistics outsourcing, value of port trade and the effectiveness of the model under this kind of model is superior to the traditional model, and it achieves satisfactory results.
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Akbari, Mohammadreza. "Logistics outsourcing: a structured literature review." Benchmarking: An International Journal 25, no. 5 (July 2, 2018): 1548–80. http://dx.doi.org/10.1108/bij-04-2017-0066.

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Purpose The purpose of this paper is to provide a structured literature review (SLR) and systematic insight into logistics outsourcing research, in order to identify gaps in knowledge, and provide future research direction in the logistics outsourcing discipline. Design/methodology/approach This paper identifies and synthesises information from academic journals and examines research designs and methods, data analysis techniques, geographic locations, industry engagements, year of publication, publishers, university and author affiliations. A collection of online databases from 1991 to 2016 were explored, using the keywords “third-party”, “logistics” and “outsourcing” in their title and/or abstract, to deliver an inclusive listing of journal articles in this discipline area. Based on this approach, a total of 263 articles were found and data were derived from a succession of variables. Findings There has been a significant increase and concentration by researchers over the past 25 years focussing on logistics outsourcing. A need to implement best practice has been universally identified, owing to increasing global supply chain complexity. This analysis shows that only seven literature reviews were published in the logistics outsourcing discipline. Additionally, this study revealed that 42 per cent of the work in this field was found to be survey based and this trend in research indicates the development of the structural equation modelling and multi-criterion decision-making methods. Investigations between 2010–2012 and 2015–2016 accounted for 151 of the total 263 articles published. Finally, reverse logistics is an area that requires special attention. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “logistics” and “outsourcing” in the title and/or abstract. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value This review will provide an increased understanding of the existing state of current research, trends and future research directions in the logistics outsourcing discipline.
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Rovšek, Vesna, and Bojan Beškovnik. "FACTORS INFLUENCING STUDENTS’ READINESS FOR OUTSOURCING THEIR LOGISTICS." Transport 32, no. 1 (June 15, 2015): 101–10. http://dx.doi.org/10.3846/16484142.2015.1052555.

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The purpose of the present paper is to contribute to better knowledge of consumer logistics and consumer preferences. This aspect of logistics is to our mind rather unexplored, but seems to be very important for the development of logistics companies. The paper is confined to the logistics executed by the younger population. The main goal of the research was to identify the factors influencing students’ readiness for outsourcing their logistics. Further, the survey aims at developing an instrument for measuring the scope and structure of the students’ logistics and the share of their mobility which they would be ready to have executed by the suppliers of logistic services. Two segments were statistically analysed: social-demographic data and the diary of travel behaviour. Among twenty-two independent variables, the results highlighted ‘length of journey’, ‘time necessary for the execution of logistics’ for the purpose of: ‘giving a ride to neighbours’, ‘shopping for consumer goods’, ‘change of residence’ and ‘entertainment’. Interestingly, it was ascertained that the more time the students travel by car, the more logistics they were prepared to outsource. Finally, the survey methodology applied might serve as the basis for further research into the market of logistic services as well as other aspects of consumers’ preferences referring to their logistics. Based on this, new means of public transportation might be designed and offered by various localities.
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Etokudoh, Emah Patrick, Mehraz Boolaky, and Mridula Gungaphul. "Third Party Logistics Outsourcing: An Exploratory Study of the Oil and Gas Industry in Nigeria." SAGE Open 7, no. 4 (October 2017): 215824401773556. http://dx.doi.org/10.1177/2158244017735566.

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Not much has been researched in logistics outsourcing in the emerging countries, particularly in the oil and gas industry. This article investigates the feasibility of logistics outsourcing by the international oil and gas companies in the emerging business environment of Nigeria. An exploratory, multicase, qualitative approach was applied, involving 40 interviewees in three international oil companies and three of their logistics service providers. Findings reveal that vendors’ capabilities, host community issues, joint venture influence, and employees’ reactions challenge international oil companies’ logistics outsourcing implementation while relationship management, contract management, and change management skills enable them handle these challenges. The results also show that surveyed organizations implement logistics outsourcing piecemeal and need to scale up their current capabilities to effectively integrate logistics outsourcing. The research confirms logistics outsourcing is achievable in Nigeria, but requires synergies and symbiosis between the oil companies and their local vendors.
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Kavčič, Klemen, Jana Suklan, and Franko Milost. "Outsourcing Logistics Activities: Evidence from Slovenia." PROMET - Traffic&Transportation 28, no. 6 (December 8, 2016): 575–81. http://dx.doi.org/10.7307/ptt.v28i6.2042.

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The purpose of this research is to investigate how logistics outsourcing performs activities that have been traditionally carried out within the outsourcer’s company. The study examines the characteristics of logistics and transport services, which are important in cooperation with service providers. Two groups were formed according to the average values of the characteristics of logistics activities. ‘Cost, quality and response’ are important for the first group, while ‘logistics, environment and the ability to adapt to client processes’ are important for the second group. The results of the survey carried out in Slovenian enterprises show that both groups are primarily interested in express freight and shipment services, the difference lying in the understanding of logistics, mutual trust and brand recognition. The findings will be useful both in business practice and for managers, providing them with a better understanding of the performance of logistics outsourcing.
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Uzair, Kanwar, and Danish Ahmed Ayub Siddiqui. "Factors Influencing Logistics Outsourcing in Pakistan." Asian Business Review 8, no. 1 (2018): 13–20. http://dx.doi.org/10.18034/abr.v8i1.3.

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Fredriksson, Anna, and Eva Johansson. "Integrating logistics into the outsourcing process." International Journal of Logistics Research and Applications 12, no. 4 (July 13, 2009): 281–98. http://dx.doi.org/10.1080/13675560903076149.

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Sankaran, Jay, David Mun, and Zane Charman. "Effective logistics outsourcing in New Zealand." International Journal of Physical Distribution & Logistics Management 32, no. 8 (October 2002): 682–702. http://dx.doi.org/10.1108/09600030210444926.

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Marcus Wallenburg, Carl, David L. Cahill, Thomas J. Goldsby, and A. Michael Knemeyer. "Logistics outsourcing performance and loyalty behavior." International Journal of Physical Distribution & Logistics Management 40, no. 7 (August 10, 2010): 579–602. http://dx.doi.org/10.1108/09600031011072019.

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Mutwil, Anita. "Market Analysis of Business Process Outsourcing in Logistics." Marketing i Zarządzanie 42 (2016): 127–38. http://dx.doi.org/10.18276/miz.2016.42-08.

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Huo, Baofeng, Chen Liu, Mingu Kang, and Xiande Zhao. "The impact of dependence and relationship commitment on logistics outsourcing." International Journal of Physical Distribution & Logistics Management 45, no. 9/10 (October 5, 2015): 887–912. http://dx.doi.org/10.1108/ijpdlm-04-2015-0109.

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Purpose – The purpose of this paper is to develop a theoretical framework involving dependence, relationship commitment, logistics outsourcing and service quality to exhibit the roles of the relational factors involved in logistics outsourcing and their outcomes. Design/methodology/approach – Based on data collected from 361 companies in Greater China, the authors use the structural equation model approach to examine the hypothesized relationships. Findings – Both normative and instrumental relationship commitment are necessary for third party logistics (3PL) users to cope with their goal dependence on 3PL providers. However, only normative relationship commitment is necessary when users perceive switch dependence. Normative relationship commitment also plays a more important role than instrumental relationship commitment in facilitating the adoption of 3PL logistic outsourcing. In addition, both basic and advanced outsourcing practices have a positive effect on service quality. Originality/value – This study contributes to both 3PL theories and practices by clarifying how relationships between 3PL users and providers in China are managed.
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Huang, Min, Jun Tu, Xiuli Chao, and Delong Jin. "Quality risk in logistics outsourcing: A fourth party logistics perspective." European Journal of Operational Research 276, no. 3 (August 2019): 855–79. http://dx.doi.org/10.1016/j.ejor.2019.01.049.

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Tsai, Cheng-An, Tien-Hwa Ho, Jyh-Shyan Lin, Chien-Chih Tu, and Che-Wei Chang. "Model for Evaluating Outsourcing Logistics Companies in the COVID-19 Pandemic." Logistics 5, no. 3 (September 14, 2021): 64. http://dx.doi.org/10.3390/logistics5030064.

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The COVID-19 pandemic has severely affected the world’s manufacturing industry, particularly in terms of the continued increase in logistics costs that has led to an increase in business operating costs. This study proposes a two-stage model for evaluating the most appropriate outsourcing logistics companies for a manufacturing factory. In the first stage, a modified Delphi method was used to recruit experienced experts to determine criteria for evaluating outsourcing logistics vendors and establish a hierarchical structure. In the second stage, the analytic hierarchy process (AHP) was used to evaluate suitable logistics companies based on the hierarchical structure. Finally, a case study was conducted to demonstrate the suitability of the two-stage model for evaluating outsourcing logistics companies for reducing logistics costs while maintaining service quality. The proposed model can be used as a basis for evaluating outsourcing logistics companies.
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Chen, Jia Juan, Si Si Zhou, Ying Guo, and Xiang Yu Han. "Analysis on the Incentive Decision of Manufacturing Logistics Outsourcing." Advanced Materials Research 199-200 (February 2011): 1734–37. http://dx.doi.org/10.4028/www.scientific.net/amr.199-200.1734.

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The logical relationship of manufacturing and logistics industry joint development is analyzed using system dynamics approach. Factors that affect Manufacturing Logistics Outsourcing were summarized as economic factors, technical factors, risk factors and external factors. Principal-Agent Model is established to analyze the decision-making process of logistics outsourcing in manufacturers and logistics companies.
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Bolumole, Yemisi A. "The Supply Chain Role of Third‐Party Logistics Providers." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 87–102. http://dx.doi.org/10.1108/09574090110806316.

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Outsourcing, the strategy in which organizations employ the services of external providers, has attracted growing interest. Academic and industrial attention has also focused on the role of seamless supply chain processes in achieving and sustaining competitive advantage. This research is based on petrol retailers in the UK that have adopted logistics outsourcing strategies for implementing supply chain solutions to their convenience‐goods operations. Its aim is to identify the factors, which influence outsourcing decisions and the nature and supply chain implications of outsourcing strategies. Research findings indicate that the capability of service providers to facilitate supply chain solutions is largely influenced by four main factors, which in turn substantially determine their role in the supply chain: the strategic orientation of the outsourcing organization; its perception of service providers' role within the logistics strategy; the nature of the resultant client‐provider relationship; and, the extent to which the logistics process is outsourced.
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König, Alexander, and Stefan Spinler. "The effect of logistics outsourcing on the supply chain vulnerability of shippers." International Journal of Logistics Management 27, no. 1 (May 9, 2016): 122–41. http://dx.doi.org/10.1108/ijlm-03-2014-0043.

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Purpose – From a synthesis of literature, the purpose of this paper is to present a conceptual risk management framework, showing the effect of logistics outsourcing on the supply chain vulnerability (SCV) of shippers. The framework is designed to assist practitioners and academics in better understanding the key research, management as well as operational aspects involved. Design/methodology/approach – A literature review is conducted and based on these findings a conceptual framework developed. Findings – Logistics outsourcing is increasingly used by shippers, but the specific aspect of supply chain risk management (SCRM) and SCV in this context is rarely covered in research and implementation in practice is limited. Logistics outsourcing can have an ambiguous effect on the SCV of shippers and is influenced by other internal and external factors. Research limitations/implications – Literature directly dealing with logistics outsourcing and SCV/SCRM is rare and thus the framework is built on insights, compiled from the distinct research areas. Further research should be performed on this nascent topic. Practical implications – Shippers may use the framework to revise their risk management strategy and actively use logistics outsourcing to decrease SCV. Logistics service providers can tailor their services specifically toward clients and thus both can be better prepared for future supply chain disruptions. Originality/value – This paper looks specifically at SCV and SRCM of shippers with regards to logistics outsourcing.
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Liyanagamage, C., and R. Ranasinghe. "Factors Determining Adoption of Outsourcing Logistics Functions: A Study of Manufacturing and Trading Sectors in Sri Lanka." Asian Journal of Engineering and Applied Technology 9, no. 2 (November 5, 2020): 36–44. http://dx.doi.org/10.51983/ajeat-2020.9.2.1087.

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This study aims at identifying the determinants of adoption of outsourcing logistic functions in Manufacturing and Trading companies in Sri Lanka. After careful review of the existing literature perceived cost effectiveness, quality concerns of logistics outsourcing, perceived risk and perceived professionalism of logistics service provider were identified for the study as their high theoretical and empirical importance in determining outsourcing decision. Primary data was collected by means of semi structured questionnaire from 60 organizations that carry out manufacturing and trading businesses in Sri Lanka. The collected data was analyzed using descriptive statistics and simple and multiple linear regression analysis. Initial simple linear regression analysis proved the statistically significant impact that each of the identified variables have on the adoption of outsourcing. However the multiple regression estimated in this study to analyze the collective effect of the suggested model concludes that the decision makers perception about the cost effectiveness of outsourcing and their perception of risk of outsourcing better explain the adoption of outsourcing in Manufacturing and trading sector in Sri Lanka. Hence, the outsource decision depends on the careful assessment of the decision-making company on its cost effectiveness and possible risk. Therefore, the findings of the present study suggest that outsourcing partners should be carefully selected in order to get the benefit of outsourcing.
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Svensson, Göran. "The Impact of Outsourcing on Inbound Logistics Flows." International Journal of Logistics Management 12, no. 1 (January 1, 2001): 21–35. http://dx.doi.org/10.1108/09574090110806208.

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This research explores the linkage between firms' outsourcing activities and the occurrence of supply chain disruptions. It is based upon a two‐phase process utilizing methodological triangulation. Phase one applies qualitative methods that explore the overall environment of outsourcing and disruptions in supply chains in the automotive industry based upon a case study of a Swedish car manufacturer. Phase two applies quantitative methods to test the findings from phase one in a wider context in the automotive industry. The results indicate that there is a significant association between the outsourcing of internal activities and the occurrence of disruptions in firms' inbound logistics flows from subcontractors.
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Andrzejczak, Beata. "Outsourcing of logistics services in the german automotive industry." Ekonomiczne Problemy Usług 131 (2018): 9–17. http://dx.doi.org/10.18276/epu.2018.131/2-01.

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Wang, Xiaoyu, Xinchun Wang, and Linzan Ran. "Promoting synergistic innovation in logistics service outsourcing." Journal of Business & Industrial Marketing 35, no. 6 (March 20, 2020): 1099–112. http://dx.doi.org/10.1108/jbim-08-2019-0385.

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Purpose The purpose of this study is to explore what is synergistic innovation in the logistics service outsourcing context and how this strategy can potentially benefit an organization by improving performance outcomes. Design/methodology/approach A total of 21 in-depth interviews were conducted to conceptualize the construct of synergistic innovation. In addition, a theory-based model is tested using data collected from 282 Chinese manufacturing firms that are currently engaged in logistics service outsourcing. Findings The results from the in-depth interviews reveal that synergistic innovation goes beyond just interactions on innovation but requires both parties to achieve synergies that otherwise cannot be achieved by individual party alone. In addition, the empirical analysis suggests that synergistic innovation can help firms improve both logistics service performance and market performance. This process is dynamic as knowledge integration capability influences the outcomes of synergistic innovation. Originality/value This study is among the first to conceptualize synergistic innovation. It also offers a practical scale that helps future studies effectively measure this construct. Moreover, the results of this study provide compelling insights into how managers can use logistics service outsourcing as an important source for improving innovation outcomes.
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Wu, Qing, and Bin Dan. "Outsourcing logistics channel coordination with logistics service levels dependent market demand." International Journal of Services Technology and Management 11, no. 2 (2009): 202. http://dx.doi.org/10.1504/ijstm.2009.022525.

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Lukoszová, Xenie, and Ladislav Bartuska. "Using the Tools of Logistics in Terms of Globalization." Applied Mechanics and Materials 708 (December 2014): 93–98. http://dx.doi.org/10.4028/www.scientific.net/amm.708.93.

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The content of this contribution is aimed at presenting the characters and the tendency of logistics management in terms of globalization. The contents involved in this paper regard the mutually coherent approaches and methods that are suitable for logistics firms’ management, such as Supply Chain Management, Just in Time, Kanban, The outsourcing and IT support of the logistic processes, their advantages and disadvantages with regard to their usefulness in logistics management in a company, as well as the rationalization of these logistical processes are needed to search for the optimization. They will also ensure their effective interaction with other business processes within an enterprise logistics system. The authors have also discussed the strengths and weaknesses of the application tools of logistics in the global market.
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Bajec, Patricija. "Evolution of Traditional Outsourcing into Innovative Intelligent Outsourcing - Smartsourcing." PROMET - Traffic&Transportation 21, no. 2 (March 2, 2012): 93–101. http://dx.doi.org/10.7307/ptt.v21i2.215.

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The concept and practice of traditional outsourcing is certainly not a new concept. Globalisation, competition and other market pressures have driven more businesses to consider using logistics provider to increase efficiency and effectiveness [11]. Many companies have successfully used traditional outsourcing to lower costs and have improved the bottom line. However, unless the company’s efforts are unusually good, true competitive advantage is fleeting when competitors begin outsourcing and achieving similar results [2]. Some companies have discovered even greater returns are possible and are now using advanced form of outsourcing – intelligent outsourcing or smartsourcing, to drive new revenues, quicken time-to-market, and increase innovation [2]. This shift, from traditional outsourcing to intelligent outsourcing - smartsourcing which has become a competitive advantage and is likely over time to become a competitive necessity for all, will be analysed in this paper. KEY WORDS: logistics, growth, globalization, traditional outsourcing, innovation, intelligent outsourcing - smartsourcing
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Hsiao, H., R. Kemp, J. G. van der Vorst, and S. (Onno) Omta. "Make-or-buy decisions and levels of logistics outsourcing: an empirical analysis in the food manufacturing industry." Journal on Chain and Network Science 9, no. 2 (January 1, 2009): 105–18. http://dx.doi.org/10.3920/jcns2009.x165.

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The objective of this paper is to study the determinants of outsourcing of different levels of logistics activities in the food manufacturing industry. In our research, four different levels of logistics activities were examined: (1st level) transportation, (2nd level) packaging, (3rd level) transportation and inventory management, and (4th level) distribution network design. Questionnaires were mailed to logistics managers in the Netherlands and Taiwan of which an effective sample size of 114 were used in this study. Our results reveal that three theoretical perspectives (transaction cost theory, resource-based view, supply chain management) contribute to the explanation of an outsourcing decision, i.e. the determinant factors for logistics outsourcing in the food industry are: asset specificity, core closeness and supply chain complexity. Furthermore, the results show that each level of logistics activity has its own key outsourcing determinants.
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