第三方物流一个文献综述和研究议程外文翻译.docx
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第三方物流一个文献综述和研究议程外文翻译.docx
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第三方物流一个文献综述和研究议程外文翻译
外文翻译
原文
Thirdpartylogistics:
aliteraturereviewandresearchagenda
MaterialSource:
DepartmentofManagementScience
Author:
KonstantinosSelviaridis
Introduction
Inrecentyearstherehasbeenasurgeofacademicinterestandpublicationsintheareaofthirdpartylogistics(3PL).Thiscanbepartlyexplainedbythegrowingtrendofoutsourcinglogisticsactivitiesinawidevarietyofindustrialsectors.Thecontinuingwaveofconsolidationwithinthe3PLindustryhasalsoresultedintheemergenceoflargecompaniesthathavethecapabilitiestooffersophisticatedlogisticssolutionsonacontinentalorevenglobalscale.Suchlogisticsserviceproviders(LSPs)strivetoassumeamorestrategicrolewithinthesupplychainofclients,expandingtheirscaleandscopeofoperations.
Despitethegrowinginterestin3PL,theliteratureonthisareaappearstobedisjointed.Basedonanextensiveliteraturereview,thispaperaimstoofferataxonomyof3PLstudiesandpointoutopportunitiesforfurtherresearch.Inapreviousattempt,summarisedtheresultsoftheirliteraturesurveywhichalsoincludedarticlesfrompractitionerjournalsandthetradepress.Forthesakeofrigour,thepresentstudyconcentratesonlyonrefereedjournalpaperspublishedduring1990-2005.
Analysisoffindings
Theanalysisofliteratureisbasedonmultipledimensions.Bothcontent-andmethod-orientedcriteriaareused.Thepaperswerefirstlyclassifiedaccordingtotheirresearchpurpose(descriptivevsnormative)andnature(empiricalvsconceptual).Theresultsindicatethatmost3PLstudies(60percent)areempirical-descriptiveinnature.
3PLstudiesareweaklytheorised,with69percentofthepapershavingnotheoreticalfoundationandsimplydescribingtrendsintheindustry.Thisconfirmsothers'viewsthatlogisticsresearchlacksatheoreticalbasis.Nonetheless,someworkusestheoriessuchastransactioncosteconomics(TCE)andtheresource-basedview(RBV)ofthefirmtoexplainlogisticsoutsourcing.Relationshipmarketingapproaches,networktheory,agencytheory,competencetheory,channeltheory,politicaleconomytheoryandsocialexchangetheoryhavealsobeenappliedtoexplainaspectsof3PLrelations.However,theiruseseemstobetheexceptionratherthantheruleandmostofthemareappliedonapiecemealbasis,withoutservinganybroaderresearchobjective.
Thelevelofanalysisof3PLresearchisalsoexamined.InlinewithHarland(1996)andHakanssonandSnehota(1995),studiesareclassifiedintermsofthreelevels:
1.thefirm
2.thedyad
3.thenetwork.
Thefirmlevel
Thedecisiontooutsource(ornot)logisticsactivitiesdependsonamultitudeofvariables,whichrefertobothinternalandexternalconsiderations.haveidentifiedfactorssuchascentralityofthelogisticsfunction,riskandcontrol,cost/servicetrade-offs,informationtechnologiesandrelationshipswithLSPs.Theconceptoflogisticscomplexityisalsointroducedtoincorporateanumberofcriticaldriversthatimpactontheaboveidentifiedfactors.Product-related(e.g.specialhandlingneeds),process-related(e.g.cycletimes)andnetwork-related(e.g.countriesserved)driversarebelievedtohaveanindirectinfluenceintheoutsourcingdecision.
Avarietyofbenefitsandrisksinrelationto3PLhavebeenreportedintheliterature.Thesecanbeclassifiedasstrategy-,finance-andoperations-related.Outsourcingnon-strategicactivitiesenablesorganisationstofocusoncorecompetenceandexploitexternallogisticalexpertise.3PLproviderscanalsocontributetoimprovedcustomersatisfactionandprovideaccesstointernationaldistributionnetworks.Themostoften-citedrisksareassociatedwithlossofcontroloverthelogisticsfunctionandlossofin-housecapabilityandcustomercontact.However,itisusuallythecasethatshippersemployamixedstrategyregardinglogisticsandretainimportantlogisticsactivities(e.g.ordermanagement)in-house.Whileitisreportedthatusersof3PLenhancetheirflexibilitywithregardtomarket(investments)anddemand(volumeflexibility)changes,lackofresponsivenesstocustomerneedsisalsocitedasaproblemofoutsourcing.
Thereviewrevealsamismatchbetweensupplyanddemandforlogisticsservices.EvidencefromrecentindustrysurveysindicatesthatwhileLSPsexpandtheirofferingstoincludeinformationsystems,consulting,contractmanufacturingandevenpurchasingandfinancialservices,thereisalowuptakeofsuchservicesandbuyersingeneralprefertooutsourcetransport-andwarehouse-relatedfunctions.
Threemainframeworksforprocurementoflogisticsserviceshavebeenidentified.comparethepurchasingprocessbetweencommoditised(e-freightexchanges)andadvancedlogisticsservices.Theyfindthatdefinitionofservicerequirementsappeartobemoredifficult,criteriafor3PLselectionextendfarbeyondpriceconsiderationsandcontractsaremuchmoredetailedwhenbuyingadvancedlogisticssolutions.
Berglundhaveidentifiedseveralfactorsfacilitatingtheriseofthe3PLmarket.Onthedemandside,keydriversincludereductioninassetintensity,reductionoflaborcostsandrestructuringofdistribution;onthesupplyside,industryderegulationanddecliningprofitmarginsinbasicservicesareamongthereasonsforgrowth.Someauthorshaveexplainedhowtransportationfirmsdevelopedinto3PLprovidersbyexpandingtheirserviceofferingstodifferentiatethemselvesfromcompetition.
Inahighlycompetitivesectorcostreduction,marketsegmentationandservicedifferentiationarethemainwaysofimproving3PLperformanceandprofits.Inaddition,environmentalchangesandtheintroductionofnewtechnologieshaveanimpactonLSPstrategicplanning.Forexample,e-commerceanditsimplicationsforlogisticsoperationsshouldbefullyunderstoodby3PLfirms.
Bothvertical(shipper-LSP)andhorizontal(amongLSPs)alliancesaresetupmainlywiththeaimofgettingaccesstocomplementaryresourcesandcapabilities.Inparticular,horizontalalliancesamongLSPsaredeemednecessaryforthedevelopmentofcross-borderlogisticssolutions.SomeauthorsthoughquestiontheeffectivenessofPan-Europeanandgloballogisticsoperatorsandtheyarguefortheexistenceoflocal,medium-sized3PLsthatbetterservecustomerneedsinforeignmarkets.
Thedaydlevel
Existingliteraturesuggeststhatthenatureof3PLrelationshipsisafunctionofserviceofferingcomposition,contractdurationandtheclient'smotivationforoutsourcing.TherearemanyexamplesofpartnershipsbetweenLSPsandmanufacturers/retailersinthelogisticsliterature.Itissuggestedthatsuchpartnershipsdevelopgradually,asthenumberofoutsourcedactivitiesincreasesovertime.Shippersoftenadoptan“increasingscope”strategyinrespectoftheirrelationshipswithLSPs.Accordingtothispractice,buyersarelookingforspecificsolutionsattheinitialstagesoftherelationshipinordertotesttheprovider'scapabilities.However,overtime,thescopeoftherelationshipincreasesandtheofferingexpandstoincludemorevalue-addedandcustomisedsolutions.
Thedesignandimplementationof3PLrelationsappearstobeproblematic.Often-citeddifficultiesincludelackofunderstandingofclient'ssupplychainneeds,lackofadequateexpertiseinspecificproductsandmarkets,unrealisticcustomerexpectations,inadequatedescriptionofservicesandservicelevels,lackoflogisticscostawarenessbytheclientandlackof3PLinnovation.Inresponsetosuchproblemstheliteraturefocusesonissuessuchas3PLselection,contracting,informationsharingbetweenclient-LSPandperformancemeasurementsystems.Inrelationtoserviceproviderchoice,thebuyerorganizationshouldcreateacomprehensivelistofselectioncriteriathatextendbeyondpriceconsiderations.Theseissuesarenowconsideredinturn.
Frequentcommunicationsandinformationsharingbetweenthecontractingpartiesarecrucialforeffectivemanagementof3PLrelations.Informationexchangeisimportanteveninthepre-contractingperiod,whenthebuyerattemptstoassessthecapabilitiesofthepotentialsupplier.Communicationchannelsinmultipleorganizationallevelsareestablishedinordertocoverthestrategicaswellasoperationalinformationneeds.Inmanyinstances,jointmeetingsarealsoestablishedtoreviewtheprovider'sperformanceandsolveanyarisingproblems.Moreseldom,inter-organisationalteamsandcommitteesareformedwiththeaimoffacilitatinginformationexchangebetweencontractingpartiesand/orimprovingbusinessprocesses.
Whatevertheirstartingpointofanalysisortheoreticalperspective,allframeworksincludearelationshipevaluationstage.Afeedbackmechanismisalsoincorporatedinordertoadjusttherelationshipobjectivesandadaptprocesses.Someofthemdonotconsiderspecific3PLcharacteristics.Evenworse,researcherswhoapplysuchframeworksto3PLrelationshipsdonoappeartoprovideanyjustificationfordoingso.Theseframeworksalsosuggest,eitherimplicitlyorexplicitly,that3PLalliancesareameanstoachievecompetitiveadvantage,bygainingaccesstoexternalresourcesandcapabilities.Collaborative3PLrelationscanleadtonewcompetencedevelopmentandinnovation,providedthatpartnersopenlyexchangeinformationandsharetheirknowledgeandskills.Organisationallearningisthoughttobeanimportantqualitywhichfacilitatesinnovationand3PLserviceimprovement.
Thenetworklevel
CurrentresearchfocusesondyadicLSP-clientinteractions.However,theboundary-spanningroleoflogisticsandtheimportanceofcustomerservicefor3PLarrangementsarereflectedinmanystudies,whicheitherimplicitlyorexplicitlydiscussthe
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