The impact of logistics resources on the performance of Malaysian logistics service providers

Karia, Noorliza; Wong, Chee Yew

doi:10.1080/09537287.2012.659871

Cited by 76 publications

(102 citation statements)

References 59 publications

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“…Therefore, firms acquire various resources to generate the flexibility necessary to provide services that meet customer needs. A number of studies have identified the resources of various LSPs and their effects on firm performance (Hunt 2001;Lai et al, 2008;Hartmann and Grahl 2011;and Karia and Wong 2013).…”

Section: Introductionmentioning

confidence: 99%

A novel technique for evaluating and selecting logistics service providers based on the logistics resource view

Alkhatib

Darlington

Yang

et al. 2015

Expert Systems with Applications

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The increasing importance of logistics outsourcing and availability of logistics services providers (LSPs) highlights the significance and complexity of the LSP evaluation and selection process.Most existing LSP evaluation and selection studies use historical performance data and assume independence among decision criteria. This paper proposes an integrated logistics outsourcing approach to evaluate and select LSPs based on their logistics resources and capabilities. This novel approach combines a fuzzy decision making trial, evaluation laboratory (FDEMATEL) and fuzzy techniques to order preferences by similarity to ideal solution (FTOPSIS) methods.The new multi-criteria decision making (MCDM) model addresses the impact relationships between decision criteria and ranks LSP alternatives against weighted resources and capabilities.The effectiveness of this approach is demonstrated through a real case study and a two-phase sensitivity analysis confirms its robustness.

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Section: Introductionmentioning

confidence: 99%

A novel technique for evaluating and selecting logistics service providers based on the logistics resource view

Alkhatib

Darlington

Yang

et al. 2015

Expert Systems with Applications

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show abstract

“…Different modes of transportation such as rail, road, water, air, pipeline, cable and space can be used to transmit the goods from one point to another (Karia & Wong 2013). As confirmed by Sukati, Abdul Hamid and Baharun (2013), the performance of logistics and transportation processes has an impact on customer service, inventory levels and cost optimisation that lead to better business performance.…”

Section: Logistics and Transportation And Business Performancementioning

confidence: 87%

Supply chain management problems in the food processing industry: Implications for business performance

Nguegan

Mafini

2017

Acta Commercii

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Orientation: In emerging economies such as South Africa, the implementation of supply chain management is characterised by significant problems. Despite its continued growth and importance to the economy, the food processing industry in the country remains vulnerable to these problems, which threaten its viability.Motivation for the study: The aim of this study was to investigate supply chain management problems in the food processing industry and their influence on business performance. The study was motivated by the need to use supply chain management practices as a tool to improve business performance in the food processing industry.Research design, approach and method: A questionnaire was distributed to a sample of 303 supply chain professionals working in the food processing industry in Gauteng Province. The collected data were analysed by using descriptive statistics, factor analysis, Pearson correlations and regression analysis.Main findings: Supply chain management problems were identified in seven areas, namely human resource management, technology, facilities, supplier relationship management, customer relationship management, regulatory factors and logistics and transportation. Except for regulatory factors, all supply chain management problems negatively predicted business performance.Contribution or value-add: Practically, the study enables supply chain professionals in the food processing industry to understand the sources of problems and use this information to develop solutions for the improvement of business performance. Theoretically, the study endorses the view that part of the key to resolving business performance complications in the food processing industry involves streamlining supply chain management by resolving its identifiable problems.

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“…Lai (2004) has used variables related to services such as assisting customers to solve problems, efforts shown in emergency cases, and assessing customer complaints, while Mothilal et al (2012) and Liu & Lyons (2011) used financial and operational performance variables. Karia & Wong (2013) used variables which are directly related with logistics services such as better services, greater percentage of on-time and accurate delivery, quick responses, more unique solution, more satisfied with the service level, more additional service, lower facility cost, lower distribution cost.…”

Section: Logistics Performancementioning

confidence: 99%

“…(1) Researches in which 3PLs evaluate their own logistic performances (Lai, 2004;Ellinger et al, 2008;Wang et al, 2010;Liu & Lyons, 2011;Mothilal et al, 2012;Karia & Wong, 2013;Karagöz & Akgün, 2015): In these researches the data were collected based on the self-assessment of 3PLs. Meaning that they did not made evaluations through the eyes of customers but they evaluated their own performances themselves.…”

Section: Logistics Performancementioning

confidence: 99%

An Analysis of Third Party Logistics’ Performance and Customer Loyalty

Özoğlu¹,

Büyükkeklik²

2017

IJMS

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Althought all over the world 3PL service providers has been an emerging demand; it is a developing business for Turkey. The main aims of this study are to identify of the logistics performance dimensions and to explore the impact of 3PL service providers' performance dimensions on the customer loyalty. Data has been collected from manufacturers which is the most important customers of 3PL service providers. The results of the study showed that logistics performance is a three dimensional structure; (i) cost performance, (ii) operational performance and (iii) relationship performance which explain 76% of logistics performance. These three dimensions have almost equal and positive impact on customer loyalty. Logistics performance explains an important part of customer loyalty, corresponding to 48% of variance. Cost performance (β=0.476) has the greatest positive and significant impact on customer loyalty. Operational performance (β=0.394) and relationship performance (β=0.349) have the positive and significant impact on customer loyalty.

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The impact of logistics resources on the performance of Malaysian logistics service providers

Cited by 76 publications

References 59 publications

A novel technique for evaluating and selecting logistics service providers based on the logistics resource view

A novel technique for evaluating and selecting logistics service providers based on the logistics resource view

Supply chain management problems in the food processing industry: Implications for business performance

An Analysis of Third Party Logistics’ Performance and Customer Loyalty

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