MAG: 1034144788
Outsourcing and global supply chain management
As a result of globalisation, supply chains of many large business organizations nowadays tend to become very long and complex. The traditional simple linear supply chains are quickly replaced by extended supply chain networks comprising not only suppliers, manufacturers, distributors, and end customers, but also service providers. With the increasing use of third-party logistics (3PL) service by international firms, many global 3PL providers are forming partnerships with large corporations to take care of the latter?s logistics operations in different regions. The management of global supply chains therefore involves not only the maintenance of relationships with suppliers and distributors but also third-party logistics providers. This paper investigates the role of 3PL providers in global supply chain management and proposes a framework for evaluation of 3PL providers as global logistics partners for international firms. The framework focuses on the core competencies of the 3PL provider and its abilities to achieve economies of scale for its users so as to assist them to achieve their outsourcing goals and objectives.
DOI: 10.1108/09574090310806620
Evaluating the Supply Chain Role of Logistics Service Providers
The shift from traditional and functional third‐party logistics to comprehensive supply‐chain relationships has significant implications for the role of third‐party logistics service providers (3pls). Extending previous research in which four factors were found to influence 3pls' supply chain function, this paper contains an assessment of the varying role(s) 3pls can play in the supply chain. The factors include: the strategic orientation of the outsourcing organization; its perception of 3pls' roles within the logistics strategy; the nature of the resultant client‐3pl relationship; and, the extent to which logistics is outsourced. The supply chain impact of these factors are evaluated based on the findings from case study research. Each different 3pl role (conceptual and empirical) is examined and implications for practical implementation are provided.
DOI: 10.1108/09574090110806316
The Supply Chain Role of Third‐Party Logistics Providers
Outsourcing, the strategy in which organizations employ the services of external providers, has attracted growing interest. Academic and industrial attention has also focused on the role of seamless supply chain processes in achieving and sustaining competitive advantage. This research is based on petrol retailers in the UK that have adopted logistics outsourcing strategies for implementing supply chain solutions to their convenience‐goods operations. Its aim is to identify the factors, which influence outsourcing decisions and the nature and supply chain implications of outsourcing strategies. Research findings indicate that the capability of service providers to facilitate supply chain solutions is largely influenced by four main factors, which in turn substantially determine their role in the supply chain: the strategic orientation of the outsourcing organization; its perception of service providers' role within the logistics strategy; the nature of the resultant client‐provider relationship; and, the extent to which the logistics process is outsourced.
DOI: 10.1007/978-3-7908-2404-9_35
Supply Chain Coordination and IT: The Role of Third Party Logistics Providers
Logistics Service Providers have become important players in supply chain management as increasing numbers of firms are outsourcing their logistics activities. In a highly competitive context characterized by “time compression”, IT alignment between supplier and logistics service provider has a direct positive impact on, strategic and operational performance. The success of logistics outsourcing relationship is entrenched in the third party’s technological ability to improve the supply chain reactivity.
MAG: 2366340811
Study on the Supply Chain Management Based on CPFP under the Coordinate Commerce
CPFR(collaborative planning, forecasting and replenishment) is a new mode of supply chain management occurring in recent years. This paper analyzes the correlation of the CPFR with other cooperative modes, advances the process model and inventory control strategy of CPFR, and probes into the implementation scheme of CPFR.
MAG: 2382100893
Marketing from the Perspective of Supply Chain Management
With the increased competition in the market,supply chain and supply chain,the focus of competition between the fight to the end customers,supply chain management will be the evolution of the supply chain marketing,supply chain marketing,the goal is to create customers,retain customers and to meet the needs of customers.
DOI: 10.1142/9789813230002_0012
TOPICS IN LEAN SUPPLY CHAIN OUTSOURCING
The following sections are included:Learning ObjectivesIntroductionIntroduction to OutsourcingTypes of OutsourcingBenefits of Outsourcing for Lean Supply Chain ManagementOutsourcing Planning ProcessStrategic Outsource PlanningTactical Outsource PlanningOperational Outsource PlanningOutsourcing and Supply Chain ManagementLean Supply Chain Outsourcing TopicsMoving Suppliers to be Lean with an Outsourcing StrategyBalancing In-house and Outsourcing ProductionTrends in Outsourcing Distribution Management (Downstream)Trends in Outsourcing Sourcing and Procurement (Upstream)Supply Chain Outsourcing FocusOutsourcing, Supply Chain, and Lean ParadoxesSummaryReview TermsDiscussion QuestionsReferences
DOI: 10.1504/ijpqm.2017.10007878
The mediating role of outsourcing in the relationship between speed, flexibility and performance: a Saudi Arabian study
Supply chain operatives that want to grow and develop competitive advantage must be able to adapt their operations to the dynamic market variables and effectively meet their customers' demand. Supply chain competitive advantage can be attained by excelling at quality, responsiveness, innovativeness and skilled workforce. The preliminary findings from the tested hypothesised theoretical model suggest that despite being affected by a skills shortage, Saudi Arabian supply chain operatives tend to keep their logistics operations in-house, to achieve speed and flexibility, rather than outsourcing specialised 3PL firms for more efficient execution. The lack of outsourcing practices seems to go against international trends, where an increasing amount of partnerships are being formed between companies with limited supply chain skills and 3PL firms with the experience to manage these new challenges. The heavy reliance of Saudi supply chain operatives on do-it-yourself strategies is negatively impacting on service levels, competitive advantage, profitability and performance.
MAG: 3133008747
Improving Health Industries by the Supply-Chain Policy
Abstract — the article deals with issues of the policy in the sphere of protection of a Supply-Chain management’s rights and legitimate interests in the health centres. The issues of protection of the rights of Supply-Chain management in the field of health care revealed. In today's global and national economy, businesses are increasingly relying on outsourcing some of their activities and processes. Therefore, more and more companies at the Supply-Chain level, in specific networks, operate and compete with their suppliers and service providers. This process of outsourcing and the growing importance of supply chains has its consequences in the working conditions and health and safety of workers of supply companies and contractors. There are two main networks of Supply-Chain or relationships between companies and members of their supply chain: the main network (a company and suppliers of its specific goods and materials) and the secondary network (a company and its contractors and subcontractors special services such as activities Maintenance, construction, cleaning or catering This report provides an overview, analysis, conclusions and recommendations on how to upgrade health centers through the above Supply-Chain networks.