Supply Chains and Logistics Services

Abstract

No market economy can operate without a complex and extensive service industry that supports flows of people, money, raw materials, components, customers and completed products and service delivery systems. Thus, no business functions in a vacuum as it must be integrated into a set of inter-organizational relationships facilitating innovation, development, manufacturing and the co-creation of services. A key element within this network of inter-organizational relationships is logistics, or the industry that has been developed to transport and manage inputs that flow between places and across space. Thus, logistic services are one of the catalysts behind internationalization. Reading service business involves understanding the ways in which logistic services and supply chain management support outsourcing, offshoring and inter- and inter-firm movements of all types. This includes the services that support flows of raw materials, components, completed goods, people, expertise and information and finance that are the focus of this chapter. Electronic Supplementary Material The online version of this chapter (10.1007/978-3-030-52060-1_11) contains supplementary material, which is available to authorized users.

Multi-demand supply chain triads and the role of Third-Party Logistics Providers

“…dealing with late deliveries, yet they have strategic consequences: they bring benefits beyond cost efficiencies such as avoiding problems from escalating, such as re-routing in case of traffic delays and responding collectively to disruptions such as the latest pandemic outbreak. A recent failure of KFC in partnership with DHL logistics highlighted the role of 3PL in achieving both efficiency and effectiveness (Bryson et al ., 2020).…”

“…Other scholars concur on the emerging role of 3PLs, e.g. Barker et al (2021) note that in the 1980s, 3PLs services were very limited and confined to transportation but 3PLs gradually diversify their portfolio which now includes strategic services such as "orchestrating" operations and vertical product flows, implanting employees at customer facilities and supply chain consulting (Bryson et al, 2020). This evolution in the roles and responsibilities of 3PLs forces them to reconfigure their resource base and their position in the supply chain networks to minimise supply chain and transaction costs (Choi and Krause, 2005).…”

“…Barker et al . (2021) note that in the 1980s, 3PLs services were very limited and confined to transportation but 3PLs gradually diversify their portfolio which now includes strategic services such as “orchestrating” operations and vertical product flows, implanting employees at customer facilities and supply chain consulting (Bryson et al. , 2020).…”