Supply chain performance measurement for third party logistics

Jothimani, Dhanya; Sarmah, S.P.

doi:10.1108/bij-09-2012-0064

Cited by 68 publications

(37 citation statements)

References 17 publications

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“…The suggested framework for ESLPM process integration extends the existing limited research on environmental performance management frameworks and approaches (see frameworks by [14,15,17,23,26,27]). The framework adapts the process perspective from [13], for example, by including six ESLPM activities such as selecting variables, defining metrics, setting targets, measuring, feedback and analyzing the ESLPM process.…”

Section: Discussionmentioning

confidence: 91%

“…This model possesses a challenge for an organization to define, align and prioritize the competitive requirements within each attribute [23]. Moreover, reference [26] argued that the SCOR model has been developed in a manufacturing context and is less available for service-based industries like 3PLs. Integration of environmental performance management process across organizations is also supported by guidelines for the phased implementation of an environmental management system ISO14005: 2010.…”

Section: Integrating Environmentally Sustainable Logistics Performancmentioning

confidence: 99%

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Environmentally Sustainable Logistics Performance Management Process Integration between Buyers and 3PLs

2019

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To ensure environmentally sustainable logistics, organizations need to have an environmentally sustainable logistics performance management (ESLPM) process. In line with supply chain management (SCM) literature, there is a desire towards integrating processes with supply chain partners to increase performance. The purpose of this paper is to propose a framework for ESLPM process integration and to illustrate this framework in practice between buyers and third-party logistics (3PLs) providers. The method used is multiple case studies of three dyads of 3PLs and buyers from the public and private sector. Data were collected through 10 semi-structured interviews. Our major result is a proposed framework with criteria for the degree of ESLPM process integration between buyers and 3PLs. It includes six activities: Selecting environmentally sustainable logistics performance (ESLP) variables, defining ESLP metrics, setting ESLP targets, measuring ESLP metrics, ESLPM feedback, and analyzing ESLP outcomes and processes. It considers suggested operationalization of each activity and the corresponding degree of integration. The framework can provide guidelines for practitioners in identifying current degree of process integration. It may also support decisions regarding actions needed to advance to a higher degree. This framework is the first to address logistics performance management process integration including environmental sustainability.

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Section: Discussionmentioning

confidence: 91%

Section: Integrating Environmentally Sustainable Logistics Performancmentioning

confidence: 99%

Environmentally Sustainable Logistics Performance Management Process Integration between Buyers and 3PLs

2019

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“…Accordingly, in order to identify the key indicators in logistics performance measurement, the Balanced Scorecard (BSC) concept, which is a widely accepted approach (Rajesh et al, 2012), was found to be suitable for the present study due to its outstanding features, such as incorporating financial and non-financial indicators from different perspectives (Jothimani & Sarmah, 2014;PovedaBautista et al, 2012;Chia, Goh, & Hum, 2009) and allowing cause-and-effect relationships (Kaplan & Norton, 1996). Thus, the present study extends the existing knowledge on the applicability of the BSC in the logistics industry by presenting a comprehensive balanced set of logistics performance indicators from different perspectives.…”

Section: Introductionmentioning

confidence: 99%

A decision support model for identification and prioritization of key performance indicators in the logistics industry

Küçükaltan

Irani

Aktaş

2016

Computers in Human Behavior

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Performance measurement of logistics companies is based upon various performance indicators. Yet, in the logistics industry, there are several vaguenesses, such as deciding on key indicators and determining interrelationships between performance indicators. In order to resolve these vaguenesses, this paper first presents the stakeholder-informed Balanced Scorecard (BSC) model, by incorporating financial (e.g. cost) and non-financial (e.g. social media) performance indicators, with a comprehensive approach as a response to the major shortcomings of the generic BSC regarding the negligence of different stakeholders. Subsequently, since the indicators are not independent of each other, a robust multi-criteria decision making technique, the Analytic Network Process (ANP) method is implemented to analyze the interrelationships. The integration of these two techniques provides a novel way to evaluate logistics performance indicators from logisticians' perspective. This is a matter that has not been addressed in the logistics industry to date, and as such remains a gap that needs to be investigated. Therefore, the proposed model identifies key performance indicators as well as various stakeholders in the logistics industry, and analyzes the interrelationships among the indicators by using the ANP. Consequently, the results show that educated employee (15.61%) is the most important indicator for the competitiveness of logistics companies.

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“…The Supply Chain Operations Reference (SCOR) is a model that supports the development of the Performance Measurement System (PMS). SCOR function is not only to measure and improve the internal and external business processes of the company [28], but also displays a crossfunctional framework that links business processes measurement of techniques, guidelines, and performance [29]. The SCOR model, perfect order fulfilment and overall value at risk, have been used to measure supply chains for material construction to support sustainable construction [30], as well as to measure supply chain performance in building projects [31].…”

Section: Supply Chain Operation Reference (Scor) Modelmentioning

confidence: 99%

Managing risks of precast concrete supply chain: a case study

Hatmoko

Wibowo

Astuty³

et al. 2019

MATEC Web Conf.

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Precast concrete has typically long lead time, starting from order placement, production stage, to delivery to project site, all of which requires good supply chain management. As a consequence, the risks of its supply chains are inevitable and must be anticipated to ensure the success of a project. The aim of this research is to assess the risks of the supply chain of precast concrete from production to delivery to projects. WKB, a government-owned company that produces precast concrete, has been used as the case study. Activities along the supply chain were mapped based on five dimensions of Supply Chain Operation Reference (SCOR), i.e. Plan – Source – Make – Deliver – Return, upon which risks were identified. Data was collected through in-depth interview and questionnaire survey to key persons of WKB. A 1-5 Likert scale was used to quantify the occurrence and severity of risks along the supply chain. The identified risks were classified into four levels based on the multiplication of the occurrence and the severity, i.e. critical, major, moderate, and minor. A total of nine critical risks were found along the supply chain, i.e. sales forecast and planning for production (Plan); production capacity of natural material vendors (Source); sudden change of production, shortage of skilled workers, additional cost for land stockyard rental, and renewal for industrial land lease license (Make); risk of non-standard transportation (Deliver); defective and failed products (Return). This research provides a valuable understanding of the risks of the precast concrete supply chain and the mitigation strategies.

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Supply chain performance measurement for third party logistics

Cited by 68 publications

References 17 publications

Environmentally Sustainable Logistics Performance Management Process Integration between Buyers and 3PLs

Environmentally Sustainable Logistics Performance Management Process Integration between Buyers and 3PLs

A decision support model for identification and prioritization of key performance indicators in the logistics industry

Managing risks of precast concrete supply chain: a case study

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