Outsourcing the logistics function: the supply chain role of third-party logistics service providers in UK convenience retailing

Logistics, defined as the process of strategically managing the procurement, movement and storage of materials; parts; finished inventory and related information flow through the organisation and its marketing channels, is increasingly being recognised as a vital part of an organisation’s marketing strategy. In many organisations, the logistics function is currently facing significant challenges. Pressures from increasing competition and high customer service-level expectations have created a need for more professional and better-equipped logistics services. Confronted with such competitive pressures, these organisations are faced with decisions of the make OR buy kind with regard to the logistics processes of supply and distribution. In addition, the emergence of a need to focus on core capabilities has led many organisations to contract out all, or part of, the logistics function to third-party providers. This paper explores the challenges of outsourcing logistics in the UK convenience-retailing sector

Outsourcing the logistics function : the supply chain role of third-party logistics service providers in UK convenience retailing

School of Managemen

Supply chain integration : a forecourt perspective

School of Managemen

Supply chain management : a review of relevant literature and theory

School of Managemen

Logistics outsourcing in the UK forecourt convenience retail sector : the supply chain role of third party service providers

Outsourcing, where an organisation charges an external provider with the performance of an activity, has attracted growing interest in recent years as organisations have considered whether it is in their best interest to perform activities in-house or externally. Academic attention has also focused on the notion of supply chain management through effective Logistics management in organisations, as increased emphasis has been placed on the importance of seamiess supply chain processes for the achievement and sustenance of competitive advantage. Some academic theorists recommend that in order to achieve this, organisations should focus on their core, value-adding activities and outsource the non-core, non value-adding ones. In the UK, some petrol retailers have adopted Logistics outsourcing as a strategy through which supply chain solutions can be implemented within their petrol forecourt convenience retail operations. This research explores factors which influence these outsourcing decisions, the nature and supply chain impact of the outsourcing strategies and evaluates the supply chain role of Logistics service providers (3pls) and the implications of Logistics outsourcing in general for supply chain management and for the future of the 3pl industry. The study examines outsourcing from are source-based, transaction costs and supply chain perspective, highlighting the rationale behind organisations' decisions to outsource activities for which they lack in-house capability and which third parties can provide at lower costs. The study adopts an exploratory, theory building case-study approach in which data is gathered primarily through indepth interviews with informants from retailers and 3pls. Data analysis is carried out through a strategy of within- and cross-case evaluation of findings, highlighting key patterns and relationships in the data

Benchmarking individual publication productivity in logistics

What constitutes excellence in publication productivity in logistics journals? Several previous studies have examined this question at the institutional level. However, prior literature has not examined in detail the research productivity patterns of the entire distribution of individual logistics authors across a relatively large number of journals within a lengthy time frame. Prior work has also not established the benchmarks or thresholds of individual research productivity, in terms of both quantity and quality, which are necessary to be ranked among the leading contributors in the discipline. To address this void in the literature, we examine 3,312 articles published in seven leading logistics journals from 1990 to 2009, inclusive, to which 3,657 different individual authors contributed at least one authorship or coauthorship. Using the rankings and associated percentiles of individual authors according to six quality and quantity metrics, we identify the aggregate productivity benchmarks necessary for individual authors to be ranked at various positions in the field. We find that the thresholds necessary to be among the leaders in logistics research productivity, or to meet typically posited expectations for performance, are not necessarily reflective of the traditional wisdom. Copyright © 2012 The Pennsylvania State University, University Park, PA

The new age of customer impatience: An agenda for reawakening logistics customer service research

Purpose The purpose of this paper is to shed light on the body of logistics customer service (LCS) research published in leading logistics journals from 1990 to 2017. Specifically, the paper presents a call to arms for logistics and supply chain researchers to address new and emerging issues impacting customer service in the age of omnichannel and e-commerce retailing. Design/methodology/approach The authors reviewed academic journals to identify articles focusing on LCS from 1990 through 2017. The authors noted trends in academic research activity/focus and supplemented the findings by examining more recent trends covered in trade publication articles. Findings The authors observed a large amount of LCS research in the early 1990s and 2000s, but noticed a substantial decline in coverage within academic journals since the late 2000s while industry continues to give customer service issues even greater attention. The difference between the level of coverage within academic journals and the increased importance firms place on customer service represents a critical gap and opportunity for scholars. This research represents a “call to arms” to address this gap. With particular emphasis on observed customer impatience and escalating requests, within omni- and e-commerce channels of distribution, we suggest greater theoretical insights into customer service strategies and their role in successfully navigating today’s changing logistics service environment are needed. Originality/value The review serves as a call for more attention to customer service issues within leading logistics journals. Suggestions for research into new and emerging topics are offered.This accepted article is published as Patricia J. Daugherty, Yemisi Bolumole, Scott J. Grawe, (2018) "The new age of customer impatience: An agenda for reawakening logistics customer service research", International Journal of Physical Distribution & Logistics Management, DOI: 10.1108/IJPDLM-03-2018-0143. Posted with permission. </p