Outsourcing And Third Party Logistics Book in PDF, ePub and Kindle version is available to download in english. Read online anytime anywhere directly from your device. Click on the download button below to get a free pdf file of Outsourcing And Third Party Logistics book. This book definitely worth reading, it is an incredibly well-written.
Essay from the year 2013 in the subject Business economics - Supply, Production, Logistics, grade: 1, Heriot-Watt University Edinburgh, language: English, abstract: The process of globalization and the removal of barriers to international trade have led to an increased importance of Supply Chain Management for most businesses involved. To remain competitive, there is a need for all partners within the supply chain to collaborate and communicate (Zacharia et al. 2011; Christopher 2011). These two requirements, together with the creation of efficiency in all processes involved, an increased concentration on core competencies and the outsourcing of certain functions, can enhance the competitiveness and the service level of a company, as discussed by Christopher (2011). According to Bolumole (2003), there exists an imbalance between what companies seek to achieve and what they are able to perform in-house. Therefore, “the rationale for outsourcing to third party increases” (Bolumole 2003, p.93). This assignment will illustrate the development of third party logistics companies (3PLs) from the initial outsourcing to a collaborative partnership in supply chains today. The essay will be divided into three parts: development of 3PL, drivers for outsourcing as well as outsourced activities and how these add value to businesses.
How to save your business millions!!! The international expert and author Rob O’Byrne gives his powerful and essential tips and insights based on over 1,200 client assignments across 22 countries. This book shows you how to find the greatest potential for massive savings and increased bottom line. You’ll Learn:* How to access the big ticket items to reduce costs* 5 critical tips on measuring for superior performance* Balancing cost and service for more effective distribution* How to stop inventory investment blow outs* 3 key steps to developing a game winning supply chain strategy* The 5 key steps to improving warehousing effectiveness* Avoiding the stuff that screws your supply chain performance
This book uses state-of-the-art scientific methods to reveal that most firms currently do not realize the full potential of logistics outsourcing. It shows the complexity of outsourcing performance and that its true drivers lie in the relationship between service providers and their customers. Through the results of a large-scale empirical survey, the book also emphasizes the importance of a firm's approach towards outsourcing.
ISBN 978 1 846930577 Published: 2007 Pages: 130 Description Fourth Party Logistics: Is It The Future Of Supply Chain Chain Outsourcing? About the Author Serafettin was born in Turkey and has a Bsc. Finance degree. He then came to Manchester, UK to further his education in Master's level. He is a recent graduate of the University of Salford with an Msc. International Business. He understands that globalisation affects everyone. He is one of the few people that can forward think changes, and understands that the complex nature of 4PL, will make the world a smaller place. He believes that value adding should be the initial focus for every business model, not only for 4PL, and utilising 4PL will significantly help achieve this initial focus. That's why he is passionate about this new wave in supply chain outsourcing. He is a person that can refocus companies. He is the sort of person that consultant companies would charge their clients 7,000 a day for. He is among the few that understand 4PL. This book is written as a single case study, focusing on leading edge technology to assist the reader in understanding 4PL. About this Book This book is for those who are looking to know all about Fourth Party Logistics (4PL). This book is produced using 4PL methods, printed in print runs of one plus books in three global centers and delivered directly or indirectly throughout the supply chain. Describing 4PL is like describing the offside rule. However, once you understand the principles it really is simple. You can then understand why some corporate companies become lean companies just holding IPR and Trademarks, with very little in turnover, however high GP and NP along with exceptional earnings per head compared to the industry Key Performance Indicators (KPI). This is an educational and practical book that starts to address how 4PL can change your business. There are a number of other books out there that are too sterile in their approach. The author approached 80 consulting companies only one would put its head up to be counted. This book will reveal to you the, who, why and where and without doubt get every Finance Director within different companies asking if they can use 4PL. The book covers the client, the outsource provider and the consultancy company that sold the solution and made it work. 'Fourth Party Logistics' is less of a case study and more of a real practical business guide. The consultancy company in the book was the only one to put their experience to the test. Serafettin Kutlu has much to bring to the party and really does know his stuff. "
Logistics and Supply Chain Management has been a vital part of every economy and every business entity. Both sciences have become prestigious research fields focusing on best practices, concepts, and methods. Outsourcing Management for Supply Chain Operations and Logistics Services is concentrated on the key players of the outsourcing paradigm; the organizations that provide logistics services, the Third Party Logistics (3PLs), as well as their clients, presenting and promoting the lessons learned by their cooperation. Specifically, this publication presents studies which are relevant to practitioners, researchers, students, and clients of the application of the Outsourcing practice on the Logistics and Supply Chain Management services giving emphasis to 3PLs.
This is unlike any outsourcing book you have seen because it is specifically designed for logistics and manufacturing executives. To successfully outsource today, you need to gain a core competency in outsourcing, avoid setbacks, and understand how to keep the outsourcing relationship robust. Most organizations do not have outsourcing as a core competency, and this is why so many outsourcing relationships fail. Altogether, the four authors of this book have nearly 100 years of solid experience in logistics and manufacturing outsourcing. They have seen outsourcing from all angles'either as providers, consultants, clients, attorneys or expert witnesses'and it is not always a pretty picture. This expertise makes the authors uniquely qualified to teach companies how to harness the real power behind outsourcing.
Logistics and supply chain outsourcing is an area of constant growth, and global sourcing is now a competitive requirement. This text covers both strategic and operational aspects with observations and practical advice.
Essay from the year 2012 in the subject Business economics - General, grade: 2, Heriot-Watt University Edinburgh (School of Language and Management), language: English, abstract: The business world offers numerous examples of companies sourcing their activities out. This literature review will put emphasis on companies that engage with a third-party that provide logistics services to them. Third-party logistics (TPL), which can be perceived as outsourcing logistics, has been receiving considerable amount of attention within the academic world (e.g. Lieb and Bentz, 2004, 2005; Lieb and Randall, 1999; Cooper and Johnstone, 1990; Fernie, 1989; Marasco, 2007). This trend has been dominating both the business world and the academic world since the 1980s (Stalk, Evans and Shulman, 1992; McKinnon, 1999) and yet, this topic doesn’t seems to be exhausted. While Porter (1985) illustrate the Value Chain, he argues that organisations need to assess their activities in their value chain and evaluate whether they create a competitive advantage by executing this activity in-house. If they do not achieve so, he continues by suggesting outsourcing that activity. Hsiao et al. (2009) distinguish between core business outsourcing and non-core business outsourcing. A firm’s core business or core competencies can be designated as “the collective learning in the organization, especially how to coordinate diverse production skill and integrate multiple streams of technologies” (Prahalad and Hamel, 1990). Core business outsourcing can be understand as activities such as product design, development, manufacturing, marketing, and sales (Facanha and Horvath, 2005), and research has proven that this business conduct may have positive effects in order to be responsiveness to inconsistencies in demand (Dabhilkar and Bengtsson, 2008; Jiang et al, 2007). The non-core business in manufacturing industry incorporates activities such as IT, HRM, accounting and logistic services (Hsiao et al, 2009). However, this literature review will not focus on outsourcing core business but will concentrate on outsourcing non-core business; in particular outsourcing of logistics activities to TPL. Initially, this paper will draw attention to essential definitions that have been published over the years. This will be followed by an examination to discover the driving forces for this field. The main body will be closing with the highlighting the risk that are associate with outsourcing.
With the current urbanization trend, there is an increased need for city development, i.e. to build apartment buildings, hospitals, schools and infrastructure in cities and urban areas to meet the rising demands. At the same time, land is increasingly seen as a finite resource. This has led to the regeneration of decommissioned industrial-use land for development purposes. This means that multiple individual construction projects are being built in the same or nearby areas during the same time-period. However, the end products of construction projects are produced at their place of consumption, which means that large quantities of materials and resources need to be delivered to, and removed from, each construction site. This leads to new transport flows being created in connection to city development. These transport flows need to be coordinated to ensure efficient construction productivity and reduce the transports’ environmental and social impact on the urban transport system. At the same time, it is important to ensure that construction sites can be managed from a logistics perspective without impairing efficiency due to the challenges of building in urban environments. One way of managing logistics to and from construction projects in city development is through so-called construction logistics setups (CLS). However, the implementation of CLS’s affect many different stakeholders and the interorganizational relationships between them. The implementation of CLS’s therefore faces three challenges; management of transport to and from construction sites, management of logistics at construction sites, and managing the interorganizational relationships amongst construction project stakeholders. The development of CLS’s is often undertaken by mimicking previous setups as there is currently no guiding procedure for developing and implementing CLS’s. To reduce the ad hoc approach to developing and implementing CLS’s, the purpose of this dissertation is to propose a framework for developing construction logistics setups. The purpose is fulfilled with the aid of the following four research questions: RQ1: Taking the perspectives of different stakeholders’, why are CLS’s implemented? RQ2: What type of CLS services are offered? RQ3: How can performance effects of CLS’s be measured? RQ4: How do CLS’s affect the identified challenges of managing the transports to and from construction sites, managing logistics at construction sites, and managing the interorganizational relationships amongst construction project stakeholders? To answer the research questions, three main methodologies have been used; literature reviews to inform the background of the studies and develop analytical frameworks, and case study and Delphi research for the empirical studies. In fulfilling the research purpose, the findings of this dissertation suggests that when developing a CLS, three activities need to be considered; 1. setting the scope of the CLS, 2. deciding on the structure of the CLS, and 3. managing the interorganizational relationships of the CLS. These activities are the foundation of the developed framework. The contents of the activities were derived through the research questions. When answering RQ1, it was found that contractors implement CLS’s to ensure construction productivity, developers implement CLS’s to reduce disturbances to businesses and residents nearby, and municipalities implement CLS’s to reduce disturbances to third-parties and to reduce the impact from construction logistics on the urban transport system. These stakeholder drivers for implementing CLS’s will impact the scope of the CLS. Furthermore, the scope of the CLS was found to be dependent on both the contextual considerations of the CLS in terms of physical context at site and in terms of what is being built, as well as the organizational context in terms of what stakeholders are part of the project, where in the hierarchy the CLS is located, and what level of mandate the CLS has. The scope will also set the terms for how transports are managed through the CLS. If for instance there is limited space at site, this can imply that time-planned deliveries are favoured. In answering RQ2, it was found that as a consequence of what transport management approach is chosen, the structure of the CLS will differ. This dissertation shows that asset-based setups are similar to traditional logistics outsourcing and TPL in which physical distribution services are offered. Non-asset based services on the other hand act more as supply chain orchestrators similar to fourth-party logistics service providers. In these cases, supplied services are aimed more at ensuring that the right services and capabilities can be procured for the CLS. One value-adding service that was found crucial to include in CLS’s is a joint booking and planning system. Having this type of support systems will allow the CLS to coordinate the different stakeholders connected to the CLS. Related to the structure of the CLS, RQ3 suggest that performance needs to be monitored for deliveries, on-site logistics, and the coordination of logistics activities on and off site. The performance monitoring needs to be developed from a logistics point-of-view, taking into consideration the different stakeholders’ perspectives. Finally, in answering RQ4, it was found that a CLS can affect the identified challenges positively. In essence, a CLS aims at managing construction logistics and if developed and implemented from this notion, transports to and from site as well as on-site logistics management can become more efficient. Additionally, the dissertation shows that CLS’s can help in managing the interorganizational relationships within the construction project(s). However, this builds on the notion of having well-developed and communicated service offerings and regulations, e.g. through business and governance models. It was also found that the activities of the framework are interrelated and dependent on one another, suggesting that developing construction logistics setups is an iterative process. The proposed framework should thus be seen as a guideline for how to develop the setup, allowing for adaptations of the setup to the context for which it is developed. Med pågående urbaniseringstrend finns det ett ökat behov av att bygga bostadshus, sjukhus, skolor och infrastruktur i stadsområden för att möta de ökande behoven. Samtidigt ses mark allt mer som en ändlig resurs. Detta har lett till att avvecklad industriell mark tas i anspråk för förtätning och storskaliga stadsutvecklingsprojekt där flera enskilda byggprojekt byggs i närliggande områden under samma tidsperiod. Byggprojekt produceras dock på konsumtionsplatsen vilket innebär att stora mängder material och resurser måste levereras till och tas bort från varje byggarbetsplats. Detta leder i sin tur till att nya transportflöden skapas i samband med stadsutveckling. Dessa måste samordnas för att säkerställa effektiv byggproduktion samtidigt som transporternas miljömässiga och sociala påverkan på det urbana transportsystemet kan minskas. Samtidigt är det viktigt att byggarbetsplatserna kan hanteras ur ett logistikperspektiv utan försämrad effektivitet på grund av det urbana läget. Ett sätt att hantera logistiken till och från byggprojekt inom stadsutveckling är genom så kallade bygglogistiklösningar (BLL). Dock påverkar införandet av BLL många olika intressenter och de interorganisatoriska relationer dem emellan. Införandet av BLL ställs därför inför tre utmaningar; att hantera transporter till och från byggprojekt, att hantera logistiken på byggarbetsplatser och att samordna de interorganisatoriska relationerna mellan byggprojektets intressenter. Utvecklandet av BLL utgår ofta från tidigare lösningar då det i nuläget saknas riktlinjer för hur man kan utveckla och implementera lösningarna. För att minska den här ad hoc-strategin för utvecklandet av BLL är syftet med denna avhandling att föreslå ett ramverk för att utveckla bygglogistiklösningar. Syftet uppnås med hjälp av följande forskningsfrågor: FF1: Utifrån olika intressenters perspektiv, varför implementeras bygglogistiklösningar? FF2: Vilken typ av bygglogistiktjänster erbjuds? FF3: Hur kan bygglogistiklösningars prestanda mätas? FF4: Hur påverkas de tre identifierade utmaningarna av implementeringen av bygglogistiklösningar? Hur påverkar bygglogistiklösningar de identifierade utmaningarna med att hantera transporter till och från byggprojekt, att hantera arbetsplatslogistiken och att samordna de interorganisatoriska relationerna mellan byggprojektets intressenter? För att besvara forskningsfrågorna har tre huvudmetoder använts; litteraturgranskningar för studiernas bakgrund och att utveckla analytiska ramverk, och fallstudieforskning och Delphi-forskning för de empiriska studierna. I uppfyllandet av syftet föreslår avhandlingen att tre aktiviteter måste övervägas när man utvecklar en BLL; 1. fastställa omfattningen av BLL, 2. besluta om BLL-strukturen och 3. hantera interorganisatoriska relationerna i BLL. Dessa aktiviteter är grunden för det utvecklade ramverket. Innehållet i aktiviteterna härleddes genom forskningsfrågorna. I besvarandet av FF1 befanns att entreprenörer implementerar BLL:er för att säkerställa byggproduktivitet, byggherrar implementerar BLL:er för att minska störningar för företag och boende i närheten, och kommuner implementerar BLL:er för att minska störningar för tredje part och för att minska påverkan från bygglogistik på det urbana transportsystemet. De identifierade drivkrafterna för att implementera BLL:er kommer även att påverka BLL:ens struktur. Avhandlingen visar att BLL-strukturen är beroende av kontextuella överväganden med avseende på arbetsplatsens fysiska egenskaper samt vad som byggs, såväl som den organisatoriska kontexten med avseende på vilka intressenter som är del av projektet, var i hierarkin BLL:en placeras och vilken mandatnivå BLL:en har. BLLomfattningen sätter även villkoren för hur transporter hanteras i projektet. Om utrymmet exempelvis är begränsat kan detta innebära att tidsplanerade leveranser premieras. I besvarandet av FF2 befanns det att en konsekvens av hur transporthanteringen läggs upp så kommer BLL-strukturen att påverkas. Den här avhandlingen visar att fysiska logistiklösningar liknar traditionell outsourcing av logistik och TPL där fysiska distributionstjänster erbjuds. Icke-fysiska logistiklösningar fungerar mer som försörjningskedjeorkestratorer och påminner om fjärdepartslogistiktleverantörer. I dessa fall syftar de erbjudna tjänsterna mer till att säkerställa att rätt tjänster och kapacitet kan erbjudas genom BLL. En värdeadderande tjänst fanns vara en grundförutsättning för BLL:er, nämligen gemensamma boknings- och planeringssystem. Ett sådant system hjälper BLL-operatören i koordinationen av de olika intressenterna som är kopplade till BLL:en. I framtagandet av BLL-strukturen föreslår FF3 även att logistikprestanda måste följas upp i processerna leveranser, arbetsplatslogistik och samordning av logistikaktiviteter på och utanför byggarbetsplatsen. Prestationsutvärderingen måste utvecklas ur ett logistikhänseende med hänsyn tagen till de olika intressenternas perspektiv. Slutligen, i besvarandet av FF4, befanns att en BLL kan påverka de identifierade utmaningarna positivt. I grund och botten syftar en BLL till att hantera bygglogistik och om BLL:en utvecklas och implementeras utifrån detta synsätt kan transporter till och från byggarbetsplats samt logistikhantering på plats bli effektivare. Vidare visar avhandlingen att BLL:er kan hjälpa till att hantera de interorganisatoriska relationerna inom byggprojekten. Detta bygger dock på att man har väl utvecklade och kommunicerade serviceerbjudanden med tillhörande regelverk för hur service skall användas. Dessa bör kommuniceras genom affärs- och styrningsmodeller. Det konstaterades också att ramverkets aktiviteter är inbördes relaterade och beroende av varandra, vilket tyder på att utvecklandet av bygglogistiklösningar är en iterativ process. Det föreslagna ramverket bör därför ses som riktlinjer för hur man utvecklar BLL, vilket möjliggör för anpassningar av lösningen till det sammanhang för vilken den utvecklas.