An analysis of third-party logistics performance and service provision

How do supply chain management and information systems practices influence operational performance? Evidence from emerging country SMEs

“…Likewise, JIT often reduces lead-time in production, stock levels, and holding costs which are directly linked to EC SMEs' operational performance (Mistry, 2005). Furthermore, previous research suggests several advantages of logistics outsourcing that include operating cost reduction, service level enhancement, core competence prioritizing, and capital cost lessening (Liu and Lyons, 2011). Particularly, EC SMEs can utilize logistics outsourcing to leverage economies-of-scale and knowhow that cannot be obtained singlehandedly, given their small scales and insufficient resources to run effective logistics systems.…”

An Analysis of Third Party Logistics’ Performance and Customer Loyalty

“…(1) Researches in which 3PLs evaluate their own logistic performances (Lai, 2004;Ellinger et al, 2008;Wang et al, 2010;Liu & Lyons, 2011;Mothilal et al, 2012;Karia & Wong, 2013;Karagöz & Akgün, 2015): In these researches the data were collected based on the self-assessment of 3PLs. Meaning that they did not made evaluations through the eyes of customers but they evaluated their own performances themselves.…”

“…For example, Ellinger et al (2008) used variables such as increase in personnel efficiency through the years and increase in market share, whereas Wang et al (2010) used operational variables such as customer service, delivery speed, and delivery reliability. Lai (2004) has used variables related to services such as assisting customers to solve problems, efforts shown in emergency cases, and assessing customer complaints, while Mothilal et al (2012) and Liu & Lyons (2011) used financial and operational performance variables. Karia & Wong (2013) used variables which are directly related with logistics services such as better services, greater percentage of on-time and accurate delivery, quick responses, more unique solution, more satisfied with the service level, more additional service, lower facility cost, lower distribution cost.…”

“…(2) Researches in which logistics performance of 3PLs is evaluated from the customer perspective (Forslund, 2007;Wallenburg et al, 2010;Li, 2011;Zailani et al, 2017;Stank et al, 2003;Liu & Lyons, 2011): In these researches, the data were collected from users of logistics services as manufacturing, wholesale and retailing companies. For example, Forslund (2007) evaluated logistics performances of Swedish manufacturing companies, Zailani et al (2017) examined logistics performances of electrical and electronics companies in Malaysia.…”

“…However, financial performance (market share) data gathered from 3PLs. In addition, Liu & Lyons (2011) have realized a comparative analysis from the perspective of two sides by gathering data both from 3PL providers and from customers (large manufacturing firms).…”