Robert C Lieb

Third Party Logistics Services: A Comparison of Experienced American and European Manufacturers

Provides a comparison of third‐party logistics services utilization between large manufacturing firms in the USA and Western Europe. All these firms had been utilizing third‐party providers for at least three years, although many had been doing so for five years or longer. The group of Western European firms is more committed to outsourcing, as evidenced by the substantially greater percentage of their total corporate logistics budget allocated to third‐party firms. The strategic decision to utilize third‐party companies is more often made at the corporate level and includes input more frequently from other functional areas in Western European firms. However, many of the findings indicate that the issues faced by both groups of executives are very similar, such as their reservations to outsourcing and their experiences with implementation. Almost all the executives indicated that they are satisfied with the performance of third‐party providers, and would, at least moderately, increase their use of such firms.

Third party logistics services usage by large Australian firms

Provides information relating to the experiences of Australian firms using third party logistics services (outsourcing of logistics functions being a business dynamic of growing importance in Australia). Presents conclusions from a survey showing that many of Australia’s largest firms utilize the services of contract logistics providers and some other firms are considering doing so. Provides insights in planning for implementation, for example, the need to educate the third party logistics services provider about the firm’s requirements and also information for the providers of the services.

The Use of Third-party Logistics Services by Large US Manufacturers, The 2000 Survey

This paper examines the findings of a survey of the chief logistics executives of Fortune 500 manufacturers concerning their use of third party logistics services (3PL). The survey determined that, as a group, their use of those services has reached an all-time high, as has the percentage of their logistics budgets being given to 3PL providers. The typical 3PL user identified in this survey uses a wide variety of those services and buys them from multiple providers. While many 3PL users also rely upon 3PL providers for information technology support, less than one-third of them use those providers to support their E-commerce initiatives. Users are generally well satisfied with the impact of 3PL services on their companies, and are most satisfied with the impact on logistics costs, logistics service levels, and customer service.

The Third-Party Logistics Industry in Europe: Provider Perspectives on the Industry's Current Status and Future Prospects

ABSTRACT This study reports the findings of a survey of the Chief Executive Officers (CEOs) of 16 large third-party logistics companies in Europe. It provides data concerning the evolution, status and future prospects of the industry. The CEO responses give insight into such matters as company size, service offerings, geographical coverage, marketing strategies and revenues. The CEOs are fairly conservative with respect to the growth prospects of their companies and the industry. According to the CEOs, the most important dynamics operating in the marketplace are growing customer interest in outsourcing a broader array of logistics services, downward pressure on prices and increased customer desire for one-stop shopping. They believe the most important problems faced by the industry are systems development costs, and matching promises with performance. They also believe that continued internationalisation provides the industrys greatest opportunity.

The use of third-party logistics services by European industry

Logistics managers in Europes leading manufacturing and commercial organisations were surveyed regarding their use of third-party logistics (TPL) services. Their responses provide insights into the depth and scope of logistics outsourcing in Europe. Areas specifically addressed in the European survey include; services being used, related implementation problems, the benefits that have emerged and the impact of third-party services on costs, customer satisfaction and employees. The results indicate that logistics outsourcing, at least for basic services, has become well established in Europe. Emphasis on logistics cost reduction, service improvement and flexibility of response are at the centre of most logistics outsourcing decisions. On the downside there is a mixed response on employee morale associated with outsourcing.

The year 2007 survey

Purpose – This study attempts to provide insight into the dynamics of the third party logistics (3PL) industry in the Asia‐Pacific (APAC) region.Design/methodology/approach – The data reported in this paper were generated through a survey of the chief executive officer (CEOs) of ten of the largest 3PLs operating in the region.Findings – Those companies anticipate substantial regional revenue growth, with nearly one‐quarter of that growth coming from acquisitions. Private equity (PE) investors have been active in the region, and the CEOs are divided as to whether that is a positive or negative development. Price compression, market entrance of foreign 3PLs, and increased pressure to internationalize services were identified as the most important regional market dynamics. Continued growth of intra‐Asian business and possible expansion of transportation services were cited as the most important regional opportunities. A continuing shortage of management talent, the regions regulatory structure, and inferior...

CEO perspectives on the current status and future prospects of the third-party logistics industry in the United States

This article provides information gathered in a survey of the CEOs of the 25 largest third-party logistics companies operating in the US. Their industry is relatively new, with more than half of their companies having initiated operations since 1984. Most of their companies are subsidiaries of large transportation or warehousing enterprises. These service providers are becoming increasingly international, with nearly all of them having expanded their operations outside the US. As the industry continues to evolve, the large providers are increasingly turning to alliances with other companies as a means of broadening their services offerings. Transportation services, warehousing, and value-added services are the industrys most significant revenue generators. The net investment, employment base, and customer base of these companies vary considerably. All of the survey respondents reported annual revenues in excess of

JIT and Corporate Transport: An International Comparison

50 million, with one exceeding

The North American Third Party Logistics Industry in 2010: the Provider Ceo Perspective

1 billion. Many of the companies have attempted to niche themselves in particular industries, and, to date, they have primary focused their sales efforts on large corporations. The industry continues to grow rapidly, with more than two-thirds of the CEOs projecting one and three year company growth rates in excess of 20 percent. According to the CEOs, the most important industrial dynamics affecting the industry are increased interest in outsourcing logistics activities, greater interest in one-stop shopping, and increased CEO/CFO participation in considering the third-party option.

The European Third Party Logistics Industry in 2009: the Provider Ceo Perspective

A comparison of the impact of Just‐in‐Time (JIT) manufacturing programmes on corporate transport requirements between American and French firms is provided. Five major areas were addressed: (1) changes in carrier portfolios; (2) carrier selection and evaluation criteria; (3) internal and external information flows; (4) impediments encountered; and, (5) financial implications. The results indicate that the implementation of JIT manufacturing programmes introduce major changes for the logistics function in both countries. Responses from both groups were very similar in terms of the types of changes required. However, the manner in which firms in the two groups reacted to these changes differed in many cases due to country‐specific factors. While the findings of the survey question‐naire must be considered tentative, due to the size of the samples, they provide further evidence that JIT programmes can be applied in transport/ logistics across different cultures wherever firms develop and maintain the necessa...