Quality management and sustainability in logistics service providers: case study in brazilian company

Logistics operators have become important agents in supply chains, due to the current trend of outsourcing logistical activities by companies. In this way, the level of quality of the services provided is an important aspect for the competitiveness of companies. In addition, the sustainability aspect has become relevant, given the environmental impact caused by logistics activities. Studies have shown that there are points of convergence between quality management approaches and sustainable practices. The objective of this work was to analyze aspects of quality management and sustainability in Brazilian logistics operators, from the perspective of the company contracting these services. To this end, a case study was conducted at a large company that outsources its logistics activities. The five main logistics operators providing services to the company were considered. The analysis was carried out on the basis of a model that integrates sustainability and quality management criteria. Quality assets, processes and dimensions were considered.  It was found that the contracted logistics operators have a wide portfolio of services offered, quality assets and well-defined processes. However, sustainability practices are still in their infancy

Third-Party Logistics

Third-party logistics was propelled first in US; later on, European nations put it on to successfully deal with an organization’s coordination exercises, re-appropriating the capacity and purchasing the administrations. 3PL suppliers without their very own advantages are called lead coordination suppliers that have preferred the standpoint that they have particular industry ability combined with low overhead expenses, yet they bring down arranging power. Lead coordination suppliers may likewise be less bureaucratic with shorter basic leadership cycles because of the littler size of the organization, and the most critical contrast between a second gathering coordination supplier and an outsider coordination supplier is the way that a 3PL supplier is constantly incorporated in the client’s framework. The 2PL is not coordinated as compared to the 3PL as it is just a redistributed coordination supplier with no framework mix. A 2PL regularly just gives institutionalized administrations, while 3PLs frequently give benefits that are redone and particular to the necessities of their client. Coordination is evaluated as a significant use for organizations. Thus, in the present aggressive condition, there is a squeezing need to control coordination expenses, and execution estimation has turned out to be an effective apparatus in accomplishing business targets

Logistics innovation in China: the lens of Chinese Daoism

Innovation is vital for the logistics industry. This paper develops a Daoism-based conceptual model for logistics innovation in China. It identifies research gaps in this area and provides directions for future research. Following a content-based literature review methodology, 45 studies were selected. We identified five research themes: interpretation of logistics innovation; Chinese institutional environment for logistics innovation; innovation generation; innovation adoption; and innovation capability. We integrate the process view and outcome view of logistics innovation and propose that logistics capability, as an innovation outcome, is reflected and measured by innovation generation and adoption. This study is probably one of the first conceptual development papers on logistics innovation in China, providing a model for innovation within this context. It provides new avenues of research in this emerging, albeit important, area of research. Our conceptual framework utilizes Chinese Daoism philosophical thinking to provide a new lens for logistics innovation that is sensitive to the cultural environment

Logistics innovation in China: the lens of Chinese Daoism

Innovation is vital for the logistics industry. This paper develops a Daoism-based conceptual model for logistics innovation in China. It identifies research gaps in this area and provides directions for future research. Following a content-based literature review methodology, 45 studies were selected. We identified five research themes: interpretation of logistics innovation; Chinese institutional environment for logistics innovation; innovation generation; innovation adoption; and innovation capability. We integrate the process view and outcome view of logistics innovation and propose that logistics capability, as an innovation outcome, is reflected and measured by innovation generation and adoption. This study is probably one of the first conceptual development papers on logistics innovation in China, providing a model for innovation within this context. It provides new avenues of research in this emerging, albeit important, area of research. Our conceptual framework utilizes Chinese Daoism philosophical thinking to provide a new lens for logistics innovation that is sensitive to the cultural environment

A comparative study of market potential for logistics outsourcing in Estonia and Finland

Purpose This research analyzes the development of logistics outsourcing market in two countries, Estonia and Finland, with different paths as members of the single European market. The purpose of this paper is to examine whether the two markets have become more similar or whether their logistics costs and logistics markets have developed differently over time. Design/methodology/approach The development of the logistics market is addressed through two survey-based variables. Logistics costs are used to measure the size of the logistics market, whereas logistics outsourcing is analyzed to measure the development phase as well as the market potential for logistics service provision. Findings Estonian logistics outsourcing market was found to be underdeveloped and small compared to the Finnish market. At the same time, the logistics costs of Finnish companies are high and rising, whereas the costs of Estonian firms are declining. Research limitations/implications The results imply that the level of outsourcing might explain the visibility of logistics costs, which should be taken into account when making estimates on logistics costs both at the firm as well as on country level. Social implications Logistics sector is an important source of national competitiveness and employment. This research identifies subareas for the two countries on how to develop competitiveness through the logistics market. Originality/value This research provides a unique method to estimate the size of logistics outsourcing market in these two countries. It also represents as one of the rare works to provide multiyear comparison between countries in logistics costs.</p

Relational resources and performance of Chinese third-party logistics providers: The mediating role of innovation capability

Purpose Drawing upon the theory of the resource-based view, the purpose of this paper is to examine the relationships among relational resources, innovation capability and firm performance in the third-party logistics (3PL) industry. Design/methodology/approach Based on data collected from 203 3PL providers in China, this study adopts the approach of structural equation modeling to examine the hypothesized relationships among relational resources, innovation capability and firm performance. Findings The results of this research confirm that relational resources have a positive effect on firm performance. However, the effect is not direct, but realized through the mediation of innovation capability. This study indicates that relational resources are important for 3PL providers to achieve superior performance, and innovation capability plays a mediating role between relational resources and firm performance. Originality/value The main contributions of this paper to the literature are twofold. First, it extends the extant research by highlighting the mediating mechanism of innovation capability in relational resources’ influence on firm performance. Second, it advances the existing perspectives on 3PL firms in the Chinese context and this sheds light on logistics research on emerging markets

Evaluando los operadores logísticos. Retos y tendencias

Objective: Establish the state of the art through a literature review of theoretical and empirical research conducted in the last decades in the field of logistics operators. Methodology: A systematic review of the literature was carried out in the Web of Science, Science Direct, Springer Link, IEEE and Google academic databases, and of documents from entities that report on logistics aspects. Results: New evaluation and selection mechanisms are identified, as well as a comparative analysis of the national logistics operators sector with respect to the international environment and identification of possible future work. Conclusions: The work of Colombian logistics operators is a little explored field, in terms of operational opportunities, as well as the strategies and methodologies used for their management in both normal and extraordinary conditions. Financing: Francisco José de Caldas District UniversityObjetivo: Establecer el estado del arte mediante una revisión de la literatura de las investigaciones teóricas y empíricas, realizadas en las últimas décadas en el ámbito de operadores logísticos. Metodología: Se realizó una revisión sistemática de la literatura en las bases de datos Web of Science, Science Direct, Springer Link, IEEE, Google Académico y de documentos de entidades que reportan aspectos de logística. Resultados: Se identifican nuevos mecanismos de evaluación y selección, análisis comparativo del sector de operadores logísticos nacionales, con respecto al entorno internacional e identificación de posibles trabajos futuros. Conclusiones: El quehacer de los operadores logísticos colombiano es un campo poco explorado, en cuanto a oportunidades operacionales, así como a las estrategias y metodologías empleadas para su gestión, tanto en condicionales normales como extraordinarias. Financiamiento: Universidad Distrital Francisco José de Caldas.

Third-Party Logistics\u27 Hiring Manager Strategies to Recruit Supply-Chain Professionals

Leaders of third-party logistics companies face a critical talent shortage because of the global deficiency of supply-chain professionals. The lack of trained supply-chain professionals negatively affects business and market performance. The purpose of this multiple case study was to explore the strategies used by third-party logistics hiring managers to recruit supply-chain talent to meet industry demands. The resource-based view theory was used as a lens for this study. Data were collected from 5 Pennsylvania third-party logistics hiring managers from interviews, organizational documents, and company websites. Member checking occurred after transcription and summarization of the interview data. Data analysis occurred using Yin\u27s 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. Four themes emerged from the data: (a) strategies for recruitment resourcing, (b) strategies to address market drivers, (c) interview method strategies, and (d) strategies for determining skill requirements. The findings and recommendations resulting from this study might be valuable to senior management, human resource leaders, and hiring managers for creating strategic plans to address recruitment to alleviate supply-chain talent shortages. The implications for positive social change include the potential for business leaders to decrease unemployment, produce greater local economic stability, and improve the standard of living of community residents

Strategies for Small and Medium-Sized Enterprises to Engage Third-Party Logistics Providers

Small and medium-sized enterprise (SME) managers struggle to stay competitive. The purpose of this multiple case study was to explore the strategies SME managers located in Canada use to engage third-party logistics (3PL) providers to improve their supply chains. Porter\u27s value chain theory formed the conceptual framework for this study. Data collection included semistructured interviews with 3 managers from 3 different SMEs in the province of Ontario and a review of the documents related to the use of 3PL providers. Member checking was conducted to enhance credibility of interpretation of the data collected. Data analysis was used to identify key themes, and data triangulation was performed on data from interviews and relevant company documents. Main themes that indicated the benefits of 3PL providers were identified through data analysis. The main themes included access to resources, competitive advantage, and enhanced customer service. Study findings may contribute to social change by helping SME managers improve their survival rate in Canada, maintain or create employment, and generate more personal income and taxes

A strategic decision-making model for optimal alignment of 3PL providers with SASOLs outbound supply chain

Abstract in English, Afrikaans and SesothoThe study was inspired by the global phenomenon of failure rates of outsourcing ventures; yet, the outsourcing value proposition of 3PL providers is promising and potentially lucrative. The approach of the outsourcing venture was thus investigated, specifically how to align and integrate outsourcing parameters appropriately at the inception of the outsourcing venture in order to attain the benefits brought about by the outsourcing decision over the projected life of the outsourcing venture. To this effect, a strategic decision-making model, with the objective of ascertaining optimal alignment and integration was developed. The model comprises a dualistic development followed by a methodological process path to operationalise the strategic decision-making model. A services continuum (development one) is established, which is a permutation matrix that classifies four aspects of importance (service type, category of 3PL provider, strategic alignment and investment), in order to align the aspects optimally and enable appropriate model application. The services continuum is a conglomeration of nine models: a capabilities matrix for 3PL provider services; a framework for evaluating the supply chain role of 3PL providers; a mathematical model; a supplier selection and evaluation process; a presentation of the Hayes–Wheelwright framework; an outsourcing variables differentiated model; four categories of the 3PL providers model; an estimated path model; and a process integration via survey data collection model. The services continuum was extended for utilisation with risk management practices, and an outsourcing risk matrix (development two) was established. The enablement of the outsource risk matrix is an element review, consisting of three categories: collaboration and integrated planning systems; performance measurement; and broad-based black economic empowerment. The strategic decision-making methodology process path was developed as having three phases, which operationalise the strategic decision-making model. The research was primarily focussed on literature reviews, with the models classified according to the services continuum. To a lesser extent, the research focussed on primary data, which served as model application input specifically for application requirements related to Sasol. The study established a universally applicable strategic decision-making model, as well as the application of the model for Sasol’s outbound (final packaged product) supply chain.Thuto e ile ya kgothaletswa ke tshebetso ya lefatshe mabapi le maemo a ho hloleha ha ho nyaolwa/ntshuwa ha diprojeke kgwebong; leha ho le jwalo, tlhahiso ya boleng ba ditshebeletso tsa 3PL e a tshepisa ebile e ka ba le hlahiso ya tjhelete e ngata. Ka tsela eo, mokgwa wa ho tswa kgwebong o ile wa phenyekollwa, haholoholo mabapi le ho tsamaisana le ho kenyelletsa maemo a ho ntshetsa pele maruo ka mokgwa o nepahetseng ha ho thehwa kgwebo ya ho ntshetsa pele ho fumana melemo e tliswang ke qeto ya ho ntshetsa pele ka bophelo ba morero wa ho nyaolwa kgwebong. Ka lebaka lena, ho ntshetswa pele mokgwa/motlolo o motle wa ho etsa diqeto, ka sepheo sa ho netefatsa hore ho na le boemo bo nepahetseng le ho kopanngwa ho tsitsitseng. Motlolo ona o na le ntshetso pele e habedi e latelwang ke tshebetso ya mokgwa wa ho kenya tshebetsong tsela ya ho nka diqeto. Tatellano ya ditshebeletso e tswelang pele (ntshetsopele ya pele) e a thehwa, e leng phethoho ya tikoloho e kgethollang dikarolo tse nne tsa bohlokwa (mofuta oa tshebeletso, mokga wa mofani wa 3PL, kemiso ya moralo le matsete), e le ho dumellana le dintlha ka tsela e nepahetseng le ho etsa hore ho sebediswe motlolo hantle. Ditshebeletso tse tswelang pele ke kopano ya dimotlolo tse robong: bokgoni ba maemo a tikoloho bakeng sa ditshebeletso tsa bafani ba 3PL; sebopeho sa ho hlahloba phepelo ya tatellano ya ho nka karolo ha bafani ba 3PL; mokgwa/motlolo wa mathemathiks; kgetho ya mofani le mokgwa wa o hlahloba; tlhaloso ya moralo wa Hayes-Wheelwright; mefuta e fapaneng ya ho nyaola dikarolo tse fapaneng; ntho tse mene tsa bafani ba 3PL; mohlala wa tsela ya dimotlolo; le mokgwa wa ho kopanya ka mokgwa wa ho bokella lesedi la dipatlisiso. Dishebeletso tse tswelang pele di ile tsa atoloswa bakeng sa tshebediso ya mekgwa ya taolo ya dikotsi, mme maemo a tikoloho a kotsing ya boipheliso (ntlafatso ya bobeli) a thehwa. Ho kengwa tshebetsong ha kotsi ya maemo a tikoloho ke ntho e shejwang botjha e nang le mekga e meraro: mekgwa ya ho sebedisana le meralo e kopanetsweng; tekanyo ya tshebetso; le ho matlafatsa bofuma ba batho batsho lehlakoreng la moruo. Mokgwa wa ho etsa diqeto o ile wa ntlafatswa e le o nang le mekgahlelo e meraro, e sebetsang ka mokgwa o motle wa ho etsa diqeto. Phuputso e ne e lebisitswe haholo ditabeng tsa tlhahlobo ya dingodilweng, le dimotlolo tse kgethollwang ho latela ditshebeletso tse tswelang pele. Ho ya ka tekanyo e nyenyane, dipatlisiso di lebisitse tlhokomelong ya lesedi la mantlha, le neng le sebetsa e le mokgwa wa ho kenya letsoho bakeng sa ditlhoko tsa kopo tse amanang le Sasol. Phuputso ena e thehile mokgwa wa ho etsa diqeto tse amohelehang lefatsheng ka bophara, hammoho le ho sebediswa ha setshwantsho sa phepelo ya tlhahiso ya Sasol (thlahiso ya ho qetela).Dié studie is deur die globale verskynsel van die falingstempo van uitkontrakteringsondernemings geïnspireer; ten spyte hiervan lyk die uitkontrakteringswaardevoorstel van 3PL-verskaffers belowend en is dit potensieel winsgewend. Die benadering wat die uitkontrakteringonderneming volg, is derhalwe ondersoek en in die besonder hoe om die uitkontrakteringparameters by die aanvang van die uitkontrakteringonderneming toepaslik in lyn te stel en te integreer om die voordele te benut van die uitkontrakteringsbesluit oor die geprojekteerde lewe van die uitkontrakteringsonderneming. ’n Strategiesebesluitnemingsmodel wat ten doel het om optimale inlynstelling en integrasie te verseker, is dus ontwikkel. Die model bestaan uit ’n dualistiese ontwikkeling, gevolg deur ’n metodologiese prosesbaan om die strategiese besluitnemingsmodel te operasionaliseer. ’n Dienstekontinuum (ontwikkeling een) is op die been gebring, wat ’n permutasiematriks is wat vier aspekte van belangrikheid (dienssoort, kategorie van die 3PL-verskaffer, strategiese inlynstelling en investering) klassifiseer, ten einde die aspekte optimaal in lyn te stel en toepaslike modeltoepassing moontlik te maak. Die dienstekontinuum bestaan uit ’n versameling van nege modelle: ’n bekwaamheidsmatriks vir 3PL-diensverskafferdienste; ’n raamwerk om die voorsieningskettingsrol van 3PL-verskaffers te evalueer; ’n wiskundige model; ’n verskafferseleksie en evalueringsproses; ’n aanbieding van die Hayes-Wheelwright-raamwerk; ’n uitkontrakteringsveranderlike-gedifferensieerde model; vier kategorieë van die 3PL-verskaffersmodel; ’n geraamde baanmodel; en prosesintegrasie deur middel van ’n ondersoekdata-insamelingsmodel. Die dienstekontinuum is uitgebrei vir gebruik by risikobestuurspraktyke en ’n uitkontrakteringrisikomatriks (ontwikkeling twee) is op die been gebring. Die bemagtiging van die uitkontrakteringsrisikomatriks is ’n elementhersiening, wat uit drie kategorieë bestaan: samewerkings- en geïntegreerdebeplanningstelsels; prestasiemeting; en breë swart ekonomiese bemagtiging. Die strategiese besluitnemingsmetodologieprosesbaan is met drie fases ontwikkel, wat die strategiese besluitnemingsmodel operasionaliseer. Die navorsing het hoofsaaklik op literatuuroorsigte gefokus, met die modelle wat volgens die dienstekontinuum geklassifiseer is. Die navorsing het in ’n mindere mata op die primêre data gekonsentreer, wat as die modeltoepassingsinset gedien het, in die besonder vir die toepassingsvereistes wat op Sasol betrekking het. Die studie het ’n universele, toepaslike strategiesebesluitnemingsmodel daargestel, asook die aanwending van die model op Sasol se uitgaande voorsieningsketting (finaal verpakte produk).Business ManagementD. Phil. (Management Studies