Outsourcing Logistics Report
Outsourcing Logistics – The latest trends in using 3PL providers
January 2005
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Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 - Hyatt Regency McCormick Place, Chicago, IL www.eyefortransport.com/outsourcelog
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Outsourcing Logistics Report
Table of Contents:
I II III IV V VI VII
Introduction ……………………………………………………..………. 3 Survey overview …………………………………………….…………. 3 Overall use of 3PL services …………………………….…........... 4 Key drivers in outsourcing logistics to a 3PL …….……........ 5 Overall
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Overall, 1 in 4 respondents outsources less than 20% of their logistics operations to 3PLs. Is this is a sign that shippers are hesitant to allow too much ownership of their supply chain to outside companies, or that they prefer to bring the expertise into their own logistics division? Concerns over integrating the two businesses into a successful working relationship and ensuring mutually viable contract terms could also be factors in the decision against outsourcing a large percentage of key business operations.
Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 - Hyatt Regency McCormick Place, Chicago, IL www.eyefortransport.com/outsourcelog
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Outsourcing Logistics Report
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Key drivers in outsourcing logistics to a 3PL
Given that 4 out of 5 companies are using 3PL services, what are the key reasons behind using a 3PL? The survey aimed to uncover some of the common drivers for outsourcing logistics.
Key drivers in choosing a 3PL
Relevant Very Important
Reduce Costs Increasing customer satisfaction Increasing speed of services Improving Supply Chain Management Reducing staff headcount Globalising your supply chain Increase efforts on core competencies Lack of in-house skills 0% 5% 10% 15% 20% 25% 30%
Operation leaders are tasked to identify the critical success factors and core competencies of their business functions and objectives in order to generate sustainable long-term growth. Critical success factors are actions essential for a business to reach its objectives. (Heizer & Render, p. 42, 2009). UPS’s key success factors are its efficiencies in scheduling, integrating the stream of goods, its ability to provide multiple solutions such as “harmonizing the flow of goods, information and funds across customer supply chains” while enabling consumers to “evolve in new and necessary ways” (Lewis, Forquer & Quinter, pg. 2, 2007). UPS’s environmental factors include their supply chain design and planning, competitors in logistics such as FedEx, distribution services, diversification in the global environment and focusing on differentiation. UPS is also an expert in its industry because the strategy is globally focused and is centered on diversification of its systems (See Appendix1.1)
The third party logistics (TPL) and fourth party logistics (FPL) act as a support system for companies to effectively formulate and manage their supply chain process.
(Bowersox, D.J., Closs, D.J., and Cooper, M.B. (2010). Supply Chain Logistics Management. (3rd Edition) New York, NY: McGraw-Hill/Irwin.
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Justification: In order to perform the job requirements an individual must exhibit a number of different skills and talents. For example, the person who fills the position must do the following: * Decide whether the research has commercial application * Move patent applications forward * Consult with management on corporate strategy
Ford Motor Company, one of the world’s largest automotive manufacturers, has worked with Penske on several Six Sigma initiatives. As its lead logistics provider (LLP), Penske’s quality team of associates are trained in Six Sigma practices and work closely with Ford to streamline operations and create and maintain a more centralized logistics network. Together, they uncovered several areas for real cost savings as a result of reducing inbound carrier discrepancies, eliminating unnecessary premium costs and reducing shipment overages. Plus, Penske implemented accountability procedures and advanced logistics management technologies to gain more visibility of its overall supply network.
The announcement today that DHL will be developing a global trading and transportation hub at the Cincinnati/Northern Kentucky Airport (CVG) signals a broader trend of freight forwarders, third party logistics (3PL) providers, and transportation services organizations to seek greater economies of scale to reduce lag times in supply chains (Schmidberger, Bals, Hartmann, Jahns, 2009). DHL is building a 180,000 square foot facility at the Cincinnati/Northern Kentucky Airport to support large-scale express shipment, better integrate with motor and rail carriers, and increase efficiencies of 3rd party logistics services across the 220 nations DHL serves (HeraldOnline.com, 2013).
by Seyed-Mahmoud Aghazadeh Abstract The purpose of this article was to identify the steps that need to be taken when choosing an effective third party logistics provider. Based on the research completed, it was determined that third party logistics are beneficial to many companies. The use of third party logistics provides a competitive advantage in today’s business world. The optimal solution for a company choosing a third party logistic provider would be a five-step process. Introduction The
The selected business functions that outsource to a third party has become a common practice in the corporate world. The function of logistics is often to outsourced and providing logistics service companies have evolved into providing a vast range of logistics functions including inventory management, transportation services and warehousing services. The companies which provides logistics services on contract to other companies are known as Third Party Logistics Providers ( 3PLs).
OPERATIONS AND SUPPLY CHAIN MANAGEMENT Vol. 2, No. 3, September 2009, pp. 167-171 ISSN 1979-3561|EISSN 1979-3871
In the article, “Best Practices for Transporters and 3PL Service Provider”, it talks about the advantages and disadvantages of third-party logistics. It also talks about how the industry is growing now and in the future. Third-party logistics primary focus is on global expansion. Expansion in the marketplace that can have a greater impact in a company’s supply chain management function. Most businesses today choose to outsource a portion if not all of its logistics functions to third parties in the hope of achieving operational efficiencies within the supply chain area of operations. By doing this companies are able to place more focus on core business activities. Third-party logistics providers has the capability of taking
The construction market structure and price pressure (as opposed to genuine supply chain waste reduction), have restricted the ability of 3PL’s to play a greater supply chain collaborative role during the downturn. Cost and efficiency reduction decisions have been egocentric at times in attempt for self preservation of an enterprise in the construction supply chain, sometimes resulting in cost saving issues being passed back up the supply chain. This has included moves to little and often deliveries at shorter lead times. 3PL’s have been able to provide collaborative network solutions that share fleet and facilities to reduce the cost impact and capacity flexibility to achieve these changing ordering patterns. Some 3PL’s have delivered a management, optimization and execution role in enterprises, working as a ‘4PL’ or Lead Logistics Partner. However, these roles have tended to provide value mainly to the contracting entity and not the wider construction supply chain.
Customers are becoming more cost-conscious and this is resulting in changes in our supply chain process in order to reduce production costs and remain competitive in our market. Outsourcing has become a necessary measure in order to cut costs and increase competitive advantage. Outsourcing certain aspects of the supply chain, while having both advantages and disadvantages, can be very beneficial to the company. When analyzing whether outsourcing will be good for the company, one must look at the advantages and disadvantages of outsourcing, how it will decrease costs and increase competitive advantage, and what changes will take place with a newly developed global workforce.
Despite the third- party logistics was an improvement studies area in a recent business market, the studies of this area still existed some arguments and limitation (Marasco, 2008). The literature review in TPL studies based on a comprehensive literature review, which including some relevant research paper and journal paper published within the period 1990 to recent years (Selviaridis and spring, 2007). Some existing studies focus on the benefits and limitation of TPL services for company management. Leahy (1995) and other scholars were defined as the TPL is usually associated with the providing of multiple services rather than just isolation transport functions (Leahy et al., 1995). Therefore, some other research believes that the TPL services can reduce the total
All of the changes we as a society have adjusted to over the past few decades have created revolutionary milestones for our everyday lifestyles and habits. Thanks to these advancements, we are also given a glimpse of what our society may become in the near and distant future. One of the most evolutionary aspects to today’s society is the cell-phone. As of today, our society most definitely takes the idea of cell-phones for granted, since they are now so easily accessible and common. But cell-phones weren’t nearly as useful and convenient to society decades ago. Throughout the nearly seventeen years of my life, I have observed how much society has improved technologically. How cell-phones became such an important part of our everyday lives is the idea that I am most curious about.