Logistics Outsourcing Performance Research Articles

Examining How Logistics Service Providers' Adaptability Impacts Logistics Outsourcing Performance, Customers' Satisfaction and Loyalty

Examining How Logistics Service Providers' Adaptability Impacts Logistics Outsourcing Performance, Customers' Satisfaction and Loyalty

Influence of Coordination Mechanisms on Logistics Outsourcing Performance based on the Supply Chain Strategic Fit

본 연구의 목적은 화주와 물류기업의 물류 아웃소싱 관계에서 제품 특성과 공급망 전략 적합성 그룹들이 사용하는 협력방법과 물류 아웃소싱 성과에 대한 영향을 고찰하는 것이다. 제품 특성은 기능성 제품과 혁신적 제품으로 구분하였고 공급망 전략은 효율적 공급망(Efficient SCM)과 시장 대응적 공급망(Market responsive SCM)으로 구분하였다. 또한 공급망 성과에 영향을 미치는 협력 방법에 관한 선행 연구를 정리하고 공급망 관리에 사용된 다양한 협력방법을 물류 프로세스 동기화, 정보공유, 계약 방식, 조직 의사소통 방식, 정보기술의 5가지 영역으로 구분하였다. 연구 모델과 2가지의 연구 가설을 설정하여 회귀분석을 통해 실증분석을 하였다. 그 결과, 기능성 제품과 효율적 공급망 전략 그룹에서 정보공유와 조직 의사소통 방식이 물류 비용 성과에 영향을 미치며, 혁신적 제품과 시장 대응적 공급망 전략 그룹에서 정보공유가 물류 품질 성과에 영향을 미치는 것으로 확인되었다. 본 연구 결과에 의하면 물류 아웃소싱 관계는 비용 절감을 위해 상호 협조적 관계로 이익 공유 개념에 집중하기 보다는 조직간의 유대 관계나 의사소통을 통해 문제를 최소화하거나 계약 연장을 통해 관계를 유지하기 위한 정보공유와 같은 협력방법을 사용한다고 볼 수 있다.The purpose of this study is to examine the effect of relationships among the coordination mechanisms on logistics service outsourcing performance within the product-supply chain combination groups, with a specific reference to the Fisher’s product-supply chain model. Based on literature review of the studies concerning about the fitness between the product and supply chain strategy, logistics outsourced product is categorized into functional and innovative, while logistics strategy is classified into efficient and market responsive SCM. By means of reviewing and summarizing the previous studies on the effect of coordination mechanisms on SCM performance, five sub-coordination mechanisms are selected such as logistics process synchronization, information sharing, contract type, organization participation and communication, information technology. A conceptual model is developed and two hypotheses are empirically examined using the statistical analysis such as multiple-regression. In the functional product and efficient SC strategic Fit group, organization participation and communication, information sharing make influence to the logistics cost performance. Information sharing make influence to the logistics cost performance in innovative product and market response SC strategic Fit group. In order to reduce the logistics cost, the organization participation and communication are more important coordination measures than making profit-sharing by making the process efficient. This result shows that we might minimize the troubles between shipper and Logistics Service Provider by means of the organization participation and communication and 3PL wants to sustain and extend the contract in the logistics outsourcing relationships. To improve the logistics quality, process synchronization and customer’s required information are more useful, especially in the case of the innovative product. As the logistics outsourcing environment is changed, future research is required continuously.

Influential factors and performance of logistics outsourcing practices: an evidence of malaysian companies

Despite the growing trend of logistics outsourcing, there are very limited sources of literature on logistics outsourcing, especially in determining the relationship between factors influencing outsourcing and the extent of logistics outsourcing practices. In this study, we tap into the field of strategic management to help clarify the mechanisms underlying the links between factors influencing, logistics outsourcing practices and outsourcing performance. A model based on the resource based view illustrates the hypothetical connections among these variables. The data gathered from the survey were analysed using SmartPLS software. A response rate of 21 % out of the 486 firms selected was achieved and fixed as the empirical data for this study. The results of this study provide support that superior performance is correlated to the resources of the firm. The analysis shows that lack of human and physical asset capabilities, as well as transaction uncertainty influence the extent of different logistics outsourcing practices. The four logistics outsourcing practices under study were found to have a positive relationship with logistics outsourcing performance, particularly strategic focus. This study shows that although theoretically firms aim at cost reduction by employing a logistics outsourcing strategy but not proven in this study because the financial benefit was only positively contributed by one of the four logistics outsourcing practices under study. Besides that, the results from this study also support that most firms outsource their non-core activities of the logistics practices to respond to the transaction uncertainty that their business experiences.

Logistics outsourcing performance and loyalty behavior

PurposeThe purpose of this paper is to examine how goal achievement and goal exceedance influence the aspects of loyalty in logistics outsourcing relationships. Specifically, it aims to develop and test a model of customer loyalty across two cultures to determine if dedicated strategies for building loyalty are required.Design/methodology/approachThis effort develops a conceptual model that provides a better understanding of the relationship between two dimensions of logistics outsourcing performance (goal achievement and goal exceedance) to loyalty across cultures. The model is then tested using structural equation modeling along with multi‐group analysis.FindingsThe findings indicate that goal achievement strongly influences the loyalty aspects of retention and referrals, but not extension. Meanwhile, all three dimensions of loyalty were influenced by goal exceedance of the logistics provider. Further, goal achievement was found to have a stronger effect on retention only, with goal exceedance demonstrating a stronger influence on extension and referrals. In addition, cultural differences in the model were identified.Research limitations/implicationsFuture research should examine more transactional settings as well as other potential moderators that may be consequential to the examination of loyalty formation.Practical implicationsThe findings suggest that logistics service providers (LSPs) need to have an appreciation for the differences between goal achievement and goal exceedance as it relates to loyalty formation. In addition, LSPs need to adapt their performance goals based on cultural differences that may exist across their markets.Originality/valueThe close examination of the two dimensions of outsourcing performance on three aspects of loyalty behavior builds on the extant literature. The examination across the two national settings provides yet another contribution of the study.

Impact of Disturbing Factors on Cooperation in Logistics Outsourcing Performance: The Empirical Model

The purpose of this paper is to present the research results of a study conducted in the Slovene logistics market of conflicts and opportunism as disturbing factors while examining their impact on cooperation in logistics outsourcing performance. Relationship variables are proposed that directly or indirectly affect logistics performance and conceptualize the hypotheses based on causal linkages for the constructs. On the basis of extant literature and new argumentations that are derived from in-depth interviews of logistics experts, including providers and customers, the measurement and structural models are empirically analyzed. Existing measurement scales for the constructs are slightly modified for this analysis. Purification testing and measurement for validity and reliability are performed. Multivariate statistical methods are utilized and hypotheses are tested. The results show that conflicts have a significantly negative impact on cooperation between customers and logistics service providers (LSPs), while opportunism does not play an important role in these relationships. The observed antecedents of logistics outsourcing performance in the model account for 58.4% of the variance of the goal achievement and 36.5% of the variance of the exceeded goal. KEYWORDS: logistics outsourcing performance; logistics customer–provider relationships; conflicts and cooperation in logistics outsourcing; PLS path modelling