A Framework for the Management of Logistics Outsourcing Life Cycle

Folinas, Dimitris

doi:10.4018/978-1-4666-2008-7.ch002

Cited by 3 publications

(3 citation statements)

References 6 publications

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“…client reviews, LSPs' reputation) (Selviaridis and Spring, 2007). Shippers then narrow down the list of potential LSPs to no more than three to five (Folinas, 2012), and those are invited to the negotiations.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Contracting – Writing of the contract normally begins during negotiations (Andersson and Norrman, 2002), once an LSP is selected and a joint agreement is reached (Folinas, 2012). Jané et al (2006) defined the logistics contract as a commercial contract under which one party, known as the LSP, provides services of a logistical nature to a customer/client in exchange for payment of an economical amount.…”

Section: Literature Reviewmentioning

confidence: 99%

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Measuring the gaps between shippers and logistics service providers on green logistics throughout the logistics purchasing process

Jazairy

Haartman

2020

IJPDLM

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PurposeThe purpose of this study is to measure the gaps between the engagements of shippers (i.e. logistics buyers) and logistics service providers (LSPs) in different green logistics practices (GLPs) throughout the key phases of the logistics purchasing process: request for proposal, negotiations, contracting and execution.Design/methodology/approachA large-scale survey of shippers and LSPs in Sweden was conducted. Respondents were 331 firms (169 shippers, 162 LSPs). Mean values of the actors' perceptions were analysed using independent- and paired sample t-tests.FindingsWhile this study supports previous research indicating that LSPs engage more extensively in selling GLPs than shippers do in buying them, it shows that this conclusion does not uniformly apply to all GLPs nor all purchasing phases. Three patterns emerged for the gaps between the actors' buying-selling engagements throughout the purchasing process: (1) steady and wide gaps, (2) steady and narrow gaps and (3) emergent gaps. Distinct GLPs were associated with each pattern. It is also shown that the prioritisation of GLPs is fairly aligned between shippers and LSPs.Research limitations/implicationsThis study contributes to the green logistics purchasing literature by systematically and simultaneously creating three types of distinction, between (1) shippers and LSPs, (2) different GLPs and (3) different logistics purchasing phases. Future studies could replicate the analysis in countries other than Sweden.Practical implicationsManagers of shipper/LSP firms learn tips to spot the GLPs that their partners prioritise, enabling them to modify their purchasing/marketing strategies accordingly.Originality/valueThe three types of distinction represent a novel approach in the green logistics purchasing literature.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Measuring the gaps between shippers and logistics service providers on green logistics throughout the logistics purchasing process

Jazairy

Haartman

2020

IJPDLM

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“…Within about 15 years, LSPs moved from “improved carriers” to “contributors of turnkey logistical solutions”; however, this revolution has not been fully acknowledged. There are many authors who have attempted to better understand this situation by analyzing the activity scope taken over by LSPs; they have often done so by looking at the outsourcing contracts signed by LSPs with their customers (Roques and Michrafy, 2003; Fulconis et al , 2011; Cabigiosu et al , 2012; Folinas, 2013). Figure 3 illustrates the evolution of the logistics industry, initially focused on its core competencies, trucking and warehousing (Circles 1 and 2), but then expanding to offer additional services (Circle 3) and, subsequently, new global packages (Circle 4).…”

Section: How Can a Logistical Service Provider Move Toward A Better Position?mentioning

confidence: 99%

Purchasing of logistical services: a new view of LSPs’ proactive strategies

Fulconis¹,

Nollet

Paché

2016

EBR

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Purpose The purpose of this viewpoint is to analyze the emergence of a modified equilibrium in the relationship between buyers (“shippers”) and suppliers (“providers”) of logistical services. In the 1990s, the logistical service providers (LSPs) had relatively little power and were often asked to perform basic operations. The situation has evolved as a result of proactive strategies implemented by some forward-thinking LSPs. In this viewpoint, the emphasis is on the strategies developed by shippers which the authors labeled the “ramp effect”. Design/methodology/approach The authors discuss the impact of the ramp effect on LSPs’ innovation processes. This viewpoint is based on the authors’ experience in the field, on a literature review focused on the logistics industry and on the purchasing strategies applied to logistical services. Findings The authors show that the buyers of logistical services have lost some of their power because of two main factors: LSPs’ embeddedness in the shipper’s supply chain and the transformation of LSPs into orchestrators (labeled fourth-party logistics). This viewpoint discusses the relational disequilibrium between shippers and LSPs rather than the cooperative relationships between them. Originality/value The ramp effect as a source of innovation and proactive strategies for LSPs has never been covered in the management literature. This viewpoint provides both academics and practitioners with a different perspective of the relational disequilibrium between buyers and sellers of logistical services.

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Outsourcing Management for Supply Chain Operations and Logistics Service

Folinas

2013

Advances in Logistics, Operations, and Management Science

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A Framework for the Management of Logistics Outsourcing Life Cycle

Cited by 3 publications

References 6 publications

Measuring the gaps between shippers and logistics service providers on green logistics throughout the logistics purchasing process

Measuring the gaps between shippers and logistics service providers on green logistics throughout the logistics purchasing process

Purchasing of logistical services: a new view of LSPs’ proactive strategies

Outsourcing Management for Supply Chain Operations and Logistics Service

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