Strategic positioning of logistics service providers

Juga, Jari; Pekkarinen, Saara; Kilpala, Heli

doi:10.1080/13675560802373472

Cited by 20 publications

(8 citation statements)

References 14 publications

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“…Therefore, in some instances, it is very difficult to differentiate the service offered (transit time and frequency for instance) by a line with the one of competitor, with price as the only major factor of differentiation. Juga, Pekkarinen and Kilpala [46] highlights that it is increasing difficult to gain competitive advantage for liners. Within a firm, differentiation can take many shapes and dimension as it can include a product or service differentiation, marketing differentiation, customer service differentiation or technological differentiation [3].…”

Section: Differentiationmentioning

confidence: 99%

“…Lorange [47] suggests differentiation can be achieved through the development of human resources within the company, considering the market as a learning process and new technologies. Juga, Pekkarinen and Kilpala [46] further indicates that terminal operations and logistics services are modes of achieving differentiation. In line with Juga et al, Gadhia, Kotzab and Prockl [48] confirms differentiation includes offering door-to-door, intermodal and logistics services.…”

Section: Differentiationmentioning

confidence: 99%

See 1 more Smart Citation

Gaining Competitive Advantage at Sea: An Overview of Shipping Lines’ Strategic Decisions

D’agostini¹,

Nam²,

Kang³

2019

IJTET

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The liner shipping sector has significantly changed in recent years. Largest shipping lines have expanded their business scope becoming global carriers and a recent wave of industry consolidation has profoundly modified the market structure and, consequently, the business models followed by liners. This, coupled with weak market fundamentals, generally poor balance sheets, and ordering of increasingly larger container vessels, has led each shipping line to follow a specific dominant strategy aimed at increasing market shares, margins and creating value for costumers. This article proposes an overview of the main market strategies pursued by the largest shipping lines. Through an analysis of major container lines strategies, the study aims at identifying what are the preferred strategies to gain competitive advantage. Particularly, the concept of diversification (product and geographical diversification), modes of diversification (internal and external), differentiation and concentration are comprehensively discussed and applied to the liner shipping industry. Furthermore, it tries explaining what are the most significant similarities and differences in market strategies in relation to the size of each shipping line. The review of our analysis suggests that 1) all shipping lines follow a hybrid strategic model with more than one individual strategy pursued 2) larger shipping lines prefer to diversify or differentiate 2) mid-sized shipping and smaller lines tend to pursue market concentration.

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Section: Differentiationmentioning

confidence: 99%

Section: Differentiationmentioning

confidence: 99%

Gaining Competitive Advantage at Sea: An Overview of Shipping Lines’ Strategic Decisions

D’agostini¹,

Nam²,

Kang³

2019

IJTET

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“…It was found that the positioning strategy does not present an appropriate approach to the OLS (Juga et al, 2008), because analyses must be made of the internal conditions of the firm (including scope and criticality of outsourced tasks) and type of relationship (Sanders et al, 2007). The aim is the development of a partnership in relation to experience in the service provided, information system, operational control, planning, benefits, and improvements (Hofer et al, 2009), based on the planning and execution model with innovative solutions and mutual benefits (Bajec, 2013).…”

Section: /484mentioning

confidence: 99%

“…Because outsourcing processes are not static and can be adapted according to the needs of the contracting company (Simmonds & Gibson 2008), in this context basing the outsourcing strategy on the experiences of professionals working in the logistics segment, and with knowledge in the operational routine, can be an opportunity for success (Mello et al, 2008). A successful relationship will also consider the external analysis of the LSP, based on the strategic positioning (Juga et al, 2008), because of the development of integrated planning to improve competitiveness (Chan et al, 2009), focused on creating competitive advantage (Kang et al, 2009).…”

Section: Analysis and Expected Benefitsmentioning

confidence: 99%

Framework built on resource based view for outsourcing strategy on hiring logistics service provider

et al. 2018

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Resumo: O processo de terceirização de serviços logísticos (TSL) é considerado incipiente na gestão das organizações, não só pelas suas questões operacionais como também pelas dificuldades de se criar elos com a estratégia da empresa. O presente estudo teórico, fundamentado na Teoria Baseada em Recursos, visa propor umAbstract: The process of Outsourcing Logistics Service (OLS) is deemed incipient in the management of organizations, not only because of the operational problems it presents, but also of its difficulties fitting into the company's overall strategy. The present theoretical study, building on the resource-based view of the firm, aims to propose a framework that guides managers in developing strategies to OLS starting from the operational structure to establish the necessary resources, capabilities, and routines. In addition, taken into account is the importance of analyzing risks and resilience in the environment, concomitantly with the analysis of the operational structure. Thus, four questions were developed, aimed at leading operations managers to reflect on the development of the strategy. The framework proposed for OLS considers the supply chain management department as the main interlocutor of the strategy. This framework can be adapted according with the necessity of the contracting company, and its main intention is to enable the establishment of a project that contemplates the necessary resources, the capabilities (criteria), and the operational routines (subcriteria) for the selection of a logistics service provider in the market, one which truly addresses the needs of the organization. This framework is already intrinsic in the practical actions of the authors, because of their extensive advisory activity over the last five years in OLS to logistics service provider. In addition, it is worth mentioning that so far in the tacit applications of this framework there has been no application similar to another.

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“…Most of the extant strategic management studies of LSPs have taken a professional service firm perspective. These studies include topics such as competitive advantage and firm performance (Sum and Teo, 1999;Wang et al, 2006;Yeung et al, 2006), strategic positioning (Juga et al,2008) in terms of classical-based positioning (Bask, 1999;Cooper et al, 1994;Delaney, 1991;Persson and Virum, 2001), resource-based positioning (Berglund, 2000;Persson and Virum, 2001;Skjøtt-Larsen et al, 2007), and competency-based positioning (Berglund, 2000;Lai, 2004;Hertz and Alfredsson, 2003;Naim et al, 2010), etc.…”

Section: Logistic Service Providers and Valuementioning

confidence: 99%

Logistics Service Providers and Value Creation Through Collaboration: A Case Study

Wang¹,

Persson²,

Huemer³

2016

Long Range Planning

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Strategic positioning of logistics service providers

Cited by 20 publications

References 14 publications

Gaining Competitive Advantage at Sea: An Overview of Shipping Lines’ Strategic Decisions

Gaining Competitive Advantage at Sea: An Overview of Shipping Lines’ Strategic Decisions

Framework built on resource based view for outsourcing strategy on hiring logistics service provider

Logistics Service Providers and Value Creation Through Collaboration: A Case Study

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