Abstract
The purpose of this research is to investigate how logistics outsourcing performs activities that have been traditionally carried out within the outsourcer’s company. The study examines the characteristics of logistics and transport services, which are important in cooperation with service providers. Two groups were formed according to the average values of the characteristics of logistics activities. ‘Cost, quality and response’ are important for the first group, while ‘logistics, environment and the ability to adapt to client processes’ are important for the second group. The results of the survey carried out in Slovenian enterprises show that both groups are primarily interested in express freight and shipment services, the difference lying in the understanding of logistics, mutual trust and brand recognition. The findings will be useful both in business practice and for managers, providing them with a better understanding of the performance of logistics outsourcing.References
Tate WL, Ellram LM, Bals L, Hartmann E. Offshore outsourcing of services: an evolutionary perspective. Int J Prod Econ. 2009;120(2):512-524.
Vitasek K, Ledyard M. Vested outsourcing: a better way to outsource. Supply Chain Management Review. 2010;13(6):20-27.
Langley CJ. Third-party logistics study: the state of logistics outsourcing. Atlanta, GA: Capgemini Consulting; 2013.
Zacharia ZG, Sanders NR, Nix NW. The emerging role of the third-party logistics provider (3PL) as an orchestrator. J Bus Logist. 2011;32(1):40-54.
Langley JC. Third-Party Logistics – The state of logistics outsourcing 2015. 19th Annual Third-Party Logistics Study [Internet]. 2015 [cited 2015 Oct 10]. Available from: http://www.3PLstudy. com
Ernst & Young. Outsourcing in Europe: an in-depth review of drivers, risks and trends in the European outsourcing market [Internet]. 2013 [cited 2015 Mar 7]. Available from: http://www.ey.com/Publication/vwLUAssets/Outsourcing_in_Europe_2013/$FILE/EY-outsourcing-survey.pdf
Maloni MJ, Carter CR. Opportunities for research in third-party logistics. Transport J. 2006;45(2):23-38. [8] Skjoett-Larsen T. Third party logistics – from an interorganizational point of view. Int J Phys Distrib Logist Manag. 2000;30(2):112-27.
Liu C, Huo B, Liu S, Zhao X. Effect on information sharing and process coordination on logistics outsourcing. Ind Manage Data Syst. 2015;115(1):41-63.
Hsiao HI, Vorst JG, Kemp RGM, Omta, SWF. Developing a decision-making framework for levels of logistics outsourcing in food supply chain networks. Int J Phys Distrib Logist Manag. 2010;40(5):395-414.
Jayanth J, Keah-Choon T. Supply chain integration with third-party logistics providers. Int J Prod Econ. 2010;125(2):262-271.
Deutsche Post DHL. Innovationcenter [homepage on the Internet]. 2012. Available from: http://dsi.dhl-innovation.com/en/innovationcenter/indexS4
Razzaque MA, Sheng CC. Outsourcing of logistics functions: a literature survey. Int J Phys Distrib Logist Manag. 1998;28(2):89-107.
Chen H, Tian Y, Ellinger AE, Daugherty PJ. Managing logistics outsourcing relationship: an empirical investigation in China. J Bus Logist. 2010;31(2):278-299.
Krakovics F, Leal J, Mendes P, Lorenzo R. Defining and calibrating performance indicators of a 4PL in the chemical industry in Brazil. Int J Prod Econ. 2008;115(2):502-514.
Yeung K, Zhou H, Yeung ACL, Cheng TCE. The impact of third-party logistics providers’ capabilities on exporters’ performance. Int J Prod Econ. 2012;135:741-753.
Boyson S, Corsi T, Dresner M, Rabinovich E. Managing effective third-party logistics relationships: what does it take? J Bus Logist. 1999;20(1):73-100.
Buyukozkan G, Cifci G. A novel hybrid MCDM approach based on fuzzy DEMATEL, fuzzy ANP and fuzzy TOPSIS to evaluate green suppliers. Expert Systems with Applications. 2012;(39):3000-3011.
Chang SI, Yen C, Ng SP, Chang WT. An analysis of IT/IS outsourcing provider selection for small- and medium-sized enterprises in Taiwan. Information & Management. 2012;(49):199-209.
Chen LY, Wang TC. Optimizing partners’ choice in IS/IT outsourcing projects: the strategic decision of fuzzy VIKOR. Int J Prod Econ. 2009;(120):233-242.
Lofvers, M. Trends & strategies in logistics and SCM. 2013. [cited 2015 Mar 9]. Available from: http://www.supplychainmovement.com/trends-strategies-in-logistics-and-supply-chain-management
Škerlič S, Muha R. The importance of systems for controlling logistics costs in the supply chain: a case study from Slovenian automotive industry. Promet-Traffic&Transportation. 2016;28(3):299-310.
