A Comprehensive Framework for Measuring Performance in a Third-party Logistics Provider

A hesitant fuzzy linguistic term sets-based AHP approach for analyzing the performance evaluation factors: an application to cargo sector

“…These cargos are then delivered to final destination through the branches of the firm within the customers' region [2]. Most of the cargo firms provide their organizational customers third party logistics services and play an important role in their competitive advantage by creating value [3] which enable these customers to reduce costs and focus on their core activities [4,5]. Prajogo et al [6] studied the multidimensional relationships between supplier management practices and firm operational performance.…”

An Integrated Analytic Hierarchy Process—Slack Based Measure-Data Envelopment Analysis Model for Evaluating the Efficiency of Logistics Service Providers Considering Undesirable Performance Criteria

“…The set of criteria was in the second phase adjusted and harmonized to the measurement of the logistics provider that performs only transport activities. By using very comprehensive and one of the latest performance frameworks for measuring the performance of transport activity of a 3PL firm [53] some variables were subdivided into more sub-variables (for example the cost variable was divided into turnover per km and profit per delivery; circumstances per delivery was subdivided into correctness and completeness sub-variables), some new variables were added due to their relevance and to cover the overall sustainability performance of the LP (the average lead time per delivery, productivity per driver, the utilization of the cargo space, distance travelled, productivity per driver, transportation accidents per year, total number of orders and total number of employees). Since the group of environmental variables was not sufficiently comprehensive, two more variables were added (Carbon dioxide (CO 2 ) Greenhouse gas emissions (GSG) and average speed per km) [5] (Tables 2 and 3).…”

Logistic performance assessment systems: Structuring, challenges and development opportunities

“…One of the objectives of logistics is to guarantee the efficiency and effectiveness of production processes from the origin to the final customer, paying attention to the quality required by the customer, ensuring the reliability of information and the flexibility to meet their needs (Domingues et al, 2015). The activities that converge towards the objectives of logistics are, according to Silva et al (2015), from storage, handling, consolidation and deconsolidation (picking), as well as production scheduling.…”

“…Increasingly fierce competition, according to Kucukaltan et al (2016), this has forced logistics companies to evaluate their performance using more effective measurement models, in order to be more competitive in the market. In addition, Domingues et al (2015) highlight that the current competitive environment requires an imminent need to obtain control of logistical costs, and the use of performance measurement has proven to be a great tool in achieving these objectives. Fundação Dom Cabral (2018), points to an increase in logistics costs in Brazil of about 15.5 billion companies in the period from 2015 to 2017, which represents 12.37% of the revenue of these companies.…”