A model of a decision support system based on case‐based reasoning for third‐party logistics evaluation

Yan, Jiang; Chaudhry, Peggy E.; Chaudhry, Sohail S.

doi:10.1111/1468-0394.00244

Cited by 64 publications

(36 citation statements)

References 24 publications

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“…The functions performed by a 3PL can encompass the entire logistics process or selected activities within that process. The significance of a beneficial relationship between enterprises and 3PL depends on the following factors (Ballou, 1999;Yan, Chaudhry, & Chaudhry, 2003):…”

Section: Pl Functionalitymentioning

confidence: 99%

What is the Role of Third Party Logistics (3PL) Partners in an Omni-Channel Strategy?

Fairchild

2016

International Journal of Operations Research and Information Systems

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The logistical infrastructure of the supply chains of online and offline sales channels of suppliers have been historically often completely separate. In the growing mobile commerce market, customers interact with suppliers using multiple touch points in one overall stream of information and goods which is considered an omni-channel.For larger suppliers, this can be an intricate chain of either their own resources or global partners. For many smaller suppliers, this is a chain of third parties adding value to the core competency of the supplier. The selection of a logistics partner for a small and medium-sized enterprise (SME) is a substantial investment in both infrastructure and a trusted relationship. But do SME suppliers know what they are looking for in an omni-channel strategy, and why?This article examines what characteristics an SME looks for in a 3PL partner in an omni-channel strategy, and discusses how an omni-channel strategy can be developed for these players.

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Section: Pl Functionalitymentioning

confidence: 99%

What is the Role of Third Party Logistics (3PL) Partners in an Omni-Channel Strategy?

Fairchild

2016

International Journal of Operations Research and Information Systems

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“…These techniques have been already applied in the logistic sector. We can mention the work of (Yan et al 2003) to evaluate a logistic application, or using a CBR method to construct a risk assessment model to identify and manage risks in future projects (Kumar and Viswanadham 2007).…”

Section: Related Workmentioning

confidence: 99%

Acquisition of business intelligence from human experience in route planning

Orgaz

Barrero

R-Moreno

et al. 2013

Enterprise Information Systems

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The logistic sector raises a number of highly challenging problems. Probably one of the most important ones is the shipping planning, i.e., plan the routes that the shippers have to follow to deliver the goods. In this paper we present an AI-based solution that has been designed to help a logistic company to improve its routes planning process. In order to achieve this goal, the solution uses the knowledge acquired by the company drivers to propose optimized routes. Hence, the proposed solution gathers the experience of the drivers, processes it and optimizes the delivery process. The solution uses Data Mining to extract knowledge from the company information systems and prepares it for analysis with a Case-Based Reasoning (CBR) algorithm. The CBR obtains critical business intelligence knowledge from the drivers experience that is needed by the planner. The design of the routes is done by a Genetic Algorithm (GA) that, given the processed information, optimizes the routes following several objectives, such as minimize the distance or time. Experimentation shows that the proposed approach is able to find routes that improve, in average, the routes made by the human experts.

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“…Yan, Chaudhry and Chaudhry (2003) developed a methodology for the evaluation of logistics performance specifically oriented to the measurement of the quality of the service provided by those suppliers, which is perfectly justifiable as a result of the increasing demand for this type of service. The methodology uses the CBR (case-based reasoning) in a type of decision model to solve problems related to the selection of logistics service providers by the hiring party.…”

Section: Measuring the Performance Of Logistics Processesmentioning

confidence: 99%

“…The measuring system used to select a logistics operator is based, according to these authors, on four relevant factors: 1. information on the business environment; 2. information on services that were carried out by the assessed company in the past; 3. technical and financial information and managerial terms; and 4. the importance of each type of information. According to Yan, Chaudhry and Chaudhry's (2003) research, the method proved efficient in the field. (2004) study the effectiveness of a performance indicators' system comprising technical and commercial features, developed in order to provide better understanding of the relationship between car assemblers and their supply chains.…”

Section: Measuring the Performance Of Logistics Processesmentioning

confidence: 99%

Measuring Logistics Performance: the Effectiveness of Mmog/Le as Perceived by Suppliers in the Automotive Industry

Graeml

Peinado²

2011

JOSCM

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In spite of logistics having grown in importance lately, which included the discussion of concepts such as integrated logistics and supply chain management in the business agenda, little has been discussed about how to measure logistics performance. This paper analyzes the perception of logistics professionals about the effectiveness of MMOG/LE (Materials Management Operating Guideline/Logistics Evaluation), which is a set of recommendations regarding logistics and materials management that was created by the automotive industry to be used by those comprising its supply chain. The respondents, who were naturally all from the automotive industry (they were suppliers of large vehicle assemblers with industrial plants located in Brazil), had been previously trained on this logistics performance evaluation tool in order to implement it in their organizations. They filled in an email survey with Likert scale questions, early in 2008. Among other findings of the research, it was noticed that the impact of the MMOG/LE recommendation is stronger with respect to activities that had not been previously addressed by quality norms and recommendations. Most respondents also considered that their organizations were already efficient in integrating their activities with their customers (car assemblers) but rarely with their suppliers, which was acknowledged to be the bottleneck of their logistics systems.

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A model of a decision support system based on case‐based reasoning for third‐party logistics evaluation

Cited by 64 publications

References 24 publications

What is the Role of Third Party Logistics (3PL) Partners in an Omni-Channel Strategy?

What is the Role of Third Party Logistics (3PL) Partners in an Omni-Channel Strategy?

Acquisition of business intelligence from human experience in route planning

Measuring Logistics Performance: the Effectiveness of Mmog/Le as Perceived by Suppliers in the Automotive Industry

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