Is the US 3PL industry overcoming paradoxes amid the pandemic?

Abstract

PurposeThird-party logistics (3PL) companies have experienced an explosion of volume during coronavirus disease 2019 (COVID-19). Special tiers have been introduced to provide differentiated levels of service to the customers. However, such changes in an organization reveal and intensify tensions known as paradoxes. The purpose of this research is to identify what paradoxes emerged or have become more salient specifically due to COVID-19 in 3PLs' ground operations and how they are dealt with by ground operation managers.Design/methodology/approachThis is a qualitative study conducted in two phases. Phase one utilizes a questionnaire approach to identify the paradoxes within the 3PLs operating in the USA. Phase two, conducted six months after phase one, follows an in-depth one-on-one interview approach. NVivo 12 is employed to analyze the interview data.FindingsThe results show that new paradoxes did in fact emerge due to the COVID-19 and are mostly related to the performing paradox category. Findings from in-depth interviews show that the 3PL managers focus on keeping safety as priority to manage COVID-19 related paradoxes, along with modifying operational plans, improving communication, investing in training, optimizing hub network, introducing modified/new methods and adapting modified human resource policies.Originality/valueThis paper is among the first known to identify paradoxes within the 3PL operations during the COVID-19 and provides insights into how these paradoxes are dealt with at mid-management level. Findings of this study provide foundations for the development of a theoretical framework on handling paradoxes within 3PLs.

Innovations in freight transport: a systematic literature evaluation and COVID implications

“…Therefore, transport and logistics firms need to develop informed and innovative plans, policies and solutions to enhance their resilience, to maintain their workforce and to improve their logistics service quality with constrained resources (Loske, 2020). The flood of online shopping (from companies such as Amazon and Walmart) has increased the demand for logistics and transport services to deliver goods to customers on time (Ashraf et al, 2021). In addition, the growth of volume through online businesses and the commitment of sellers to on-time delivery of critical packages have challenged transport and logistics companies to devise strategic and tactical transport policies to guarantee their short-term competitiveness and long-term survival (Ziobro, 2020).…”

“…Therefore, transport and logistics firms need to develop informed and innovative plans, policies and solutions to enhance their resilience, to maintain their workforce and to improve their logistics service quality with constrained resources (Loske, 2020). The flood of online shopping (from companies such as Amazon and Walmart) has increased the demand for logistics and transport services to deliver goods to customers on time (Ashraf et al. , 2021).…”

Guest editorial: Bridging the research-practice gaps in supply chain management: lessons from COVID-19

“…Based on the interpretivism philosophy, we have accepted nine articles. The authors have used qualitative interviews to derive their research propositions (see, Shareef et al , 2021; Modgil et al , 2021; Ashraf et al , 2021; Castka et al , 2021; Klymenko and Halse, 2021; Hohenstein, 2022; Wagner et al , 2022; Kohl et al , 2022; Song et al , 2022). Two articles based on pragmatism philosophy were accepted (see, Nayal et al , 2021; Kumari et al , 2021).…”

Assessment of research trends in the Covid-19 epidemic for logistic and supply chain management

“…Ancak bu çalışmada COVID 19 salgını araştırmanın odağında olmamış, sadece tarım tedarik zincirinin salgından önemli düzeyde etkilenmiş olması nedeniyle gelecekteki çalışmalar için bulguların uygulanabilir olduğuna değinilmiştir. Ashraf, Yalcin, Zhang, Ozpolat (2021), COVID 19'a bağlı olarak 3PL'lerin operasyonlarında hangi paradoksların ortaya çıktığını veya daha belirgin hale geldiğini ve yöneticiler tarafından bu paradoksların nasıl çözümlenmeye çalışıldığını araştırmıştır. Araştırma, 3PL yöneticilerinin yeni paradoksları yönetmek için öncelikli olarak güvenliği sağlamaya odaklandığı, bununla birlikte operasyonel planların modifiye edilmesi, iletişimi geliştirme, eğitime yatırım yapma, merkez ağını optimize etme, yeni operasyonel yöntemler geliştirme, insan kaynakları politikalarının uyarlanması konularına odaklandığını göstermiştir.…”