Exploring knowledge management practices in third-party logistics service providers

Abstract

Purpose This paper aims to explore knowledge management (KM) practices implemented by third-party logistics service companies (3PLs) and the main barriers slowing down the adoption of such practices. Design/methodology/approach The methodological approach used in this paper is based on a multiple case study analysis involving a set of 3PLs operating in Italy and Sweden. The empirical analysis has explored the KM practices used by 3PLs and the main barrier hindering their adoption. Findings In spite of some adoption, the findings suggest that 3PLs are not sufficiently realizing the full potential of KM. The evidence also indicates that there is a link between the type of 3PL company (in terms of the breadth and complexity of the services supplied) and the sophistication of KM tools adopted. Research limitations/implications From a research point of view, further research should focus on the validation of the link between the number and sophistication of KM tools used and the breadth of services supplied. Further research should also focus on exploring how KM can support 3PL companies in enhancing their performance. Practical implications From a practical point of view, the findings may help the management of 3PL companies to take a more strategic approach to KM and thus its contribution to the firms’ overall goals. Additionally, it is critical to conduct a careful analysis of current and future KM needs to identify the most suitable KM solutions linked to the specific characteristics of the business in which 3PLs operate. Originality/value This study provides fresh insights into the adoption of KM practices in logistics service organizations. The findings advance the limited body of knowledge regarding this topic and contribute to the further development of the study of KM.

Performance measurement of India-based third party logistics sector: an empirical study of user versus provider perspectives

“…The paired samples t-test conducted to evaluate the impact of Equipment in the Tangibility dimension showed a mean difference of 1.100 with 95% 4, we can conclude that that there are significant differences between the expected and the actual services provided by the 3PL service providers' themselves, in-terms of facilities such as warehouses, distribution centers, and tracking and transport facilities, and that there is a small perceptual gap between reliability, responsiveness, assurance, and empathy. This finding is consistent with that of Durst and Evangelista (2018) who noted that 3PL service providers' do not take advantage of a broad number of external parties for knowledge creation, and that generally 3PL service providers' prefer to develop their knowledge in-house. differences between the values for 'expected service quality' by 3PL service providers' and 'actual service quality provided' by 3PL service providers' were highly statistically significant, with p < 0.001 for all the 5 dimensions of service quality (i.e.…”

Knowledge capabilities in supply chain networks: a taxonomy

“…Supply chains require managing knowledge and learning to develop capabilities to adapt to diverse market needs Spekman et al (2002), Durst and Evangelista (2018) SCNs that are able to adapt to market conditions achieve competitive advantage Desouza et al (2003), Hult et al (2007), Saenz et al (2014) Integration between supply chain partners is required to enhance KM. Flexibility of the SCNs can be enhanced by establishing stable links between SCN partners Bontis (2002), Lee (2004), Hult et al (2004) Collaborative supply chains focus on knowledge relating to product and process flexibility; adequate in evolving and advanced markets/contexts Desouza et al (2003), Svahn and Westerlund (2007), Dekkers and Bennett (2010), Lopez andEsteves (2013), Sudhindra et al (2014), Gosling et al (2016), Ramish and Aslam (2016) Agile Focus on flexibility and responsiveness to quickly cope with unanticipated changes.…”

“…According to the intellectual capital literature (Sappington and Bedford, 2017; Choo and Bontis, 2002), intangible knowledge assets include knowledge, information, skills, experience and competences that are in people’s minds and bodies, which enable relationships with customers, supplier and partners. Knowledge capabilities facilitate the development of adaptive network configurations which are aligned with customer needs and supports the creation of value networks that can lead to competitive advantage (Cerchione and Esposito, 2016; Durst and Evangelista, 2018). Knowledge capabilities encompass knowledge assets, competences and activities for monitoring and sensing the external environment (searching new knowledge or knowledge exploration capability); assimilating, adapting and utilising existing knowledge (knowledge exploitation capability) (Zahra and George, 2002; March, 1991; Saenz et al , 2014); and for ongoing knowledge adaptation to changing market conditions through a flexible combination of resources and skills (Ambidextrous knowledge capability) (Teece et al , 2000; Teece, 2007).…”

An inquiry on knowledge management in third-party logistics companies

“…Although logistics are theoretically just a supporting function in SCM, the 3PLs play a very important role in assisting the supply chain integration and in certain cases they are entrusted to manage the entire supply chains (Jayaram and Tan, 2010). The growth in the 3PLs industry provides sufficient reason for a specific study to be conducted on it (Durst and Evangelista, 2018). The current business setting which is dynamic and unpredictable creating the needs for organisations to react by improving their efficiency and effectiveness.…”

“…Therefore, we believe there is a gap in finding out the relevance and implementation of KM in this industry. Furthermore, Durst and Evangelista (2018) suggested that each country has different business practices, cultures and logistical systems and it would be very interesting to know if these differences are influencing the KM practices in the country as well as within the organisation. Therefore, realising the importance and benefits of KM, a specific study on KM for 3PLs in Malaysia should be conducted to better understand the current practice and recommend improvement for the industry.…”