the trend of logistics outsourcing - IIASS - Innovative Issues and ...

3 downloads 384 Views 2MB Size Report
in logistics outsourcing in Slovenian organizations and to determine the trend of future ... decision-making policies about strategic development of logistics outsourcing ..... http://www.scl.gatech.edu/research/supply-chain/3pl.php. Langley, C.J. ...
Peer-reviewed academic journal Innovative Issues and Approaches in Social Sciences

IIASS – VOL. 9, NO. 1, JANUARY 2016

Innovative Issues and Approaches in Social Sciences

Innovative Issues and Approaches in Social Sciences IIASS is a double blind peer review academic journal published 3 times yearly (January, May, September) covering different social sciences: political science, sociology, economy, public administration, law, management, communication science, psychology and education. IIASS has started as a SIdip – Slovenian Association for Innovative Political Science journal and is now being published in the name of CEOs d.o.o. by Zalozba Vega (publishing house).

Typeset This journal was typeset in 11 pt. Arial, Italic, Bold, and Bold Italic; the headlines were typeset in 14 pt. Arial, Bold Abstracting and Indexing services COBISS, International Political Science Abstracts, CSA Worldwide Political Science Abstracts, CSA Sociological Abstracts, PAIS International, DOAJ. Publication Data: CEOs d.o.o. Innovative issues and approaches in social sciences

ISSN 1855-0541 Additional information: www.iiass.com

|2

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

THE TREND OF LOGISTICS OUTSOURCING (3PL) IN SLOVENIAN ORGANIZATIONS Franc Brcar1 Abstract The purpose of this research study is to determine the current situation in logistics outsourcing in Slovenian organizations and to determine the trend of future development. The data was collected using a questionnaire with 500 largest organizations. The data was analyzed using frequency statistics and Wilcoxon signed-rank test. The most important finding was that the level of logistics outsourcing will grow in Slovenia. The growth will be higher in: (a) production organizations compared to service ones, (b) large organizations compared to mediumsized organizations and (c) domestic owned organizations compared to foreign owned organizations. The results are similar with global trends. Logistics outsourcing is important for management, namely because of improved effectiveness and efficiency. The results of the study also are important for management of logistic suppliers to better prepare them for future demands. Key words: 3PL, Third-Party Logistics, Logistics Outsourcing, Logistics, Business Process Outsourcing DOI: http://dx.doi.org/10.12959/issn.1855-0541.IIASS-2016-no1-art05

1

PhD Franc Brcar is an assistant professor at Faculty of Industrial Engineering Novo mesto (franc.brcar (at) fini-unm.si)

| 77

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Introduction The situation on the market is becoming increasingly complex every day. Organizations i.e. enterprises have to take advantage of all possibilities to stay competitive. Business process outsourcing (BPO) has experience tremendous expansion in the last few years. The outsourcing of logistics (transport) is form of BPO and it is the effect of increased global competition on markets, deregulation of the transportation industry, rising customer expectations on superior logistical service, growing focus on organizations on core competencies, increasing use of just-in-time (JIT), and development of computers and communication technologies (Marasco, 2008; Sheffi, 1990). Prognoses for BPO and logistics outsourcing are positive, further expansion is expected. The growth forecast for outsourcing logistics between 2009 and 2022 is 17% (Deepen, Goldsby, Knemeyer, & Wallenburg, 2008). Such growth demands not only from organizations a serious approach and active involvement, but also from researchers to investigate such phenomena. The external provision of logistics services is commonly known as 3PL (Third-Party Logistics), logistics outsourcing or contract logistics. The research topic of this article is on logistics outsourcing and the research question is that the level of logistics outsourcing will increase in Slovenia within the next three years. We are also interested (1) if exist differences between production and services, (2) between large (more than 250 employees) and medium-sized organizations (between 50 and 250 employees), and (3) between foreign and locally owned organizations. The most important finding was that the level of logistics outsourcing will grow in Slovenia, which corresponds to global trends. Moreover, production organizations, large organizations and locally owned organizations forecast a larger growth of logistics outsourcing, compared with service organizations, medium-sized organizations and foreign organizations in Slovenia. The most intensive growth of logistics outsourcing happened in most developed countries approximately one decade ago. Slovenia is less of a developed country compared with Western Europe and US in all business areas, including logistics outsourcing. This is the reason why research of logistics outsourcing is still quite interesting and important. This research field is not sufficiently explored. The main goal of the study is to support top management in decision-making. The results of the research study will assist top management to be able to make better decision-making policies about strategic development of logistics outsourcing within their own organizations. The results of the study also are interesting for logistics outsourcing suppliers. They will be better prepared for future buyers’ demands and expectations.

| 78

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Literature review Logistics is one of the core activities i.e. process in an organization. Supply chain management is important for the normal operation of an organization, where transfer occurs in material, products as well as information between/among organizations. We consider a supply chain as union of producers, third-party logistics providers (3PLs) a distant market with customers. The presence of 3PLs has direct impact on supply chain's performance (Cai, Chen, Xiao, Xu, & Yu, 2013). We distinct thirty-one activities of logistics (Aktas, Agaran, Ulengin, & Onsel, 2011): (1) domestic road transportation; (2) international road transportation; (3) customs clearance; (4) distribution to customer warehouse; (5) container transportation; (6) distribution to endconsumer; (7) air transportation; (8) bonded warehouse; (9) warehouse; (10) export-import operations; (11) reverse logistics; (12) intermodal transportation; (13) ro-ro transportation; (14) packaging; (15) labeling; (16) distribution center; (17) railway transportation; (18) harbor operations; (19) bulk load transportation; (20) shrink-wrapping; (21) palleting; (22) cross-docking; (23) shipment consolidation; (24) project transportation; (25) quality control; (26) product prospects preparation and printing; (27) e-order fulfillment; (28) vendor managed inventory; (29) operational reporting; (30) collaborative planning and forecasting; and (31) light assembly-disassembly. We emphasize fifteen activities which are most frequently outsourced i.e. most frequently carried out by external suppliers (Hofer, Knemeyer, & Dresner, 2009): (1) transportation operations; (2) freight consolidation; (3) final consumer distribution; (4) freight bill payment; (5) warehousing; (6) reverse logistics; (7) IT systems; (8) EDI capability; (9) traffic control (distribution); (10) transportation planning; (11) network/route optimization; (12) inventory management/control; (13) order management; (14) cross-docking; and (15) traffic control (supply). Business process outsourcing means radical organizational change for organizations. Careful consideration is necessary before implementation otherwise the results could be catastrophic. Five reasons for the implementation of business process outsourcing are (Click & Duening, 2005, p. 48): (1) cost saving; (2) acquiring third-party expertise; (3) increased market flexibility; (4) improved scalability; and (5) reduced time to market. Similarly ten arguments for outsourcing are (Brown & Wilson, 2005, pp. 42–44): (1) accelerate re-engineering benefits; (2) gain access to world-class capabilities; (3) earn cash back; (4) release resources for other purpose; (5) reevaluate problematic functions; (6) improve company focus; (7) make capital funds available; (8) lower operating costs; (9) minimize risk; and (10) gain access to resources not available internally. Expectations of outsourcing implementation from

| 79

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

management are: (1) focus on core competencies; (2) logistics cost reduction; (3) imbibe more flexibility in operations; (4) improved customer services; (5) productivity improvements; (6) access to emerging technology; (7) access/expansion to unfamiliar market; (8) diverting capital investment; (9) to increase inventory turn; (10) success of firms using 3PL services; (11) corporate restructuring; (12) to develop supply chain partnerships; and (13) improve return of assets (Sahay & Mohan, 2006). The implementation of logistics outsourcing is a complex project. We are talking about outsourcing logistics as a process after implementation, which is very complex also. Complexes are the relations between different business partners that are involved. Many authors have pointed out the risks and problems indicated on an organization's side are (Shi, 2007): (1) cost-saving mirage; (2) lack of process model maturity; and (3) lack of understanding or consensus of target business model. On the other hand, the reasons for the failure in the supplier's side are: (1) competence gap; (2) heavy turnover of key personnel; and (3) weak security practices or requirements. Finally, the causes for failure also may be in the relationship between the organization and suppliers: (1) lack of precise and detailed project specification; (2) language and culture misalignment; (3) knowledge transfer difficulties; (4) process calibration difficulties; (5) incompatible pace of technology change; (6) incompatible architectural style; and (7) loss of continuity due to employee shuffles. Risks that inhibit the growth of logistics outsourcing are also (Wang, Chu, Zhou, & Lai, 2008): (1) intense competition on local market; (2) intense competition of national market; (3) intense competition of oversea market; (4) low profit margin; (5) lowering demand of local market; (6) lowering demand of oversea market; (7) hard keep service quality; (8) unstable service quality of vendor and sourcing company; (9) increasing cost; (10) lack of qualified logistics personal; and (11) lack of innovation and unable to use advanced technology. Logistics outsourcing means that part of the logistics or the complete logistics cycle is no longer executed in an organization, it is executed by an external business partner, i.e. logistics provider. We can eliminate part of the logistics activity, full activity or the whole logistics cycle as a business function. We must emphasize that the logistics outsourcing implementation project is very complex and that many attempts of implementation ends with failure. The management of relations with business partners is crucial for success through the whole logistics outsourcing life-cycle. The support of top management also is crucial for successful partnerships between buyer (organization) and suppliers

| 80

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

(logistics providers) (Chen, Tian, Ellinger, & Daugherty, 2010). Relationships with suppliers and capability to develop relationships are most important for good results in logistics outsourcing (Gadde & Hulthén, 2009; Hsu & Liou, 2013). Hofer, Knemeyer and Murphi (2012) emphasize justice – procedural and distributive – as key elements of logistics outsourcing relationship. Managing logistics outsourcing relationships is a critical capability for all partners (Chu & Wang, 2012). Operational information exchange, planning, and extendedness positively and significantly influence goal achievement and goal exceedance (Hartmann & de Grahl, 2012). Bajec (2013) suggests a general model of intelligent logistics outsourcing. We can conclude based on the results of previous studies that top management support and relationships management are crucial for the growth of logistics outsourcing. Core competences are most important for organizations and expectations with logistics outsourcing are huge. The forecast is that logistics outsourcing will continue to grow. Users of logistics outsourcing consistently report cost reductions in the range of 12-15%, fixed logistics asset reductions in excess of 20%, and order cycle reductions of 2030%; based on the total logistics, 49% is outsourced in North America, 61% in Europe, 57% in Asia Pacific, and 48% in Latin America, with predictions that these percentages will continue to grow in all regions over the next few years (Langley & Capgemini, 2008). Based on aforementioned review the following research hypotheses were developed:  Hypothesis 1: The level of logistics outsourcing will increase in organizations in the next few years.  Hypothesis 2: The level of logistics outsourcing will increase more in production organizations in the next few years compared to service organizations.  Hypothesis 3: The level of logistics outsourcing will increase more in large organizations in next few years compared to medium-sized organizations.  Hypothesis 4: The level of logistics outsourcing will increase more in locally owned organizations in next few years compared to foreign organizations.

| 81

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Method The questionnaire contains five questions that were developed based on the review of literature. The first two questions are: (1) where logistics activities are executed now and (2) where logistics activities will be executed in the future (for example, after 3 years). Both questions have four different answers: (1) internally in the organization; (2) partly by the suppliers; (3) fully by the suppliers; or (4) logistics is not important for the organization. We also asked respondents (1) what is the type of their organization (production or service), (2) the size of the organization (large or medium-sized), and (3) who is the owner of the organization (foreign or local ownership). The research model is represented in Figure 1 and contains two components: (1) actual i.e. current level of logistics outsourcing and (2) expected i.e. future level of logistics outsourcing. We have three control variables (1) type, (2) size, and (3) ownership. We wanted to determine differences of organizations according to the control variables.

Figure 1: Research model 1) Type: production / service 2) Size: large / medium-sized 3) Ownership: foreign / local

Current level of logistics outsourcing

H1, H2, H3 H4

Future level of logistics outsourcing

The questionnaire was distributed to 500 largest organizations in Slovenia based on: (1) average number of employees in the last fiscal year, (2) net income, and (3) asset value of the organization. The sample does not contain mini and micro organizations as smaller organizations usually do not have a separate department for logistics. The questionnaires were distributed by standard mail, where the initial return rate was 19% or n=92 after two months. We were not satisfied with the response rate, so we resent the questionnaires to those organizations that did not respond. Finally, we received back 141 questionnaires or n=29%. The sample used for analysis was 141 large and medium-sized Slovenian organizations. We did not considering government organizations, hospitals, schools and non-profit organizations. The data were analyzed by frequency statistics and

| 82

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Wilcoxon signed-rank test of two related conditions. All variables are nominal or ordinal. All hypotheses are directional, so one-tailed tests were used. Table 1 shows the sample characteristics.

| 83 Table 1: Sample characteristics Type Size Ownership

Service Production Medium-sized Large Local Foreign

Frequency 55 85 74 66 111 27

Percent 39.3 60.7 52.9 47.1 80.4 19.6

Results and discussion Logistics can be implemented internally in the organization, partially with a supplier or suppliers, or completely externally. Organizations which have not yet begun to outsource logistics have the greatest chance of growth in this area. Our sample includes 43 organizations with internal logistics, 37 will remain with current outsourcing activities and 6 organizations plan on implementing mixed logistics. Mixed logistics activities are carried out by 69 organizations and 3 organizations plan on fully outsourcing all their logistics activities. External logistics activities are carried out by 11 organizations and all of these will remain with external logistical outsourcing. We did not find organizations that plan to reduce the level of logistics outsourcing. All organizations with full logistics outsourcing will continue to cooperate with current external logistics providers. The frequency distribution of the data is shown in table 2.

Table 2: Current and future frequencies Current Future Frequency Internal 37 Internal Mixed 6 External 0 Internal 0 Mixed Mixed 66 External 3 Internal 0 External Mixed 0 External 11

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Table 3 shows the results of frequency statistics of current and future level of logistics outsourcing for all organizations, for organizations separated by type, size and ownership. As we can see the level of internal logistics will decrease in all instances. Upon examination of all organizations, internal logistics activity is currently at 30.5% and is predicted to decrease to 26.2% in the future. Mixed logistics activities will increase in all cases, except for foreign organizations that will remain at 37%. Full external logistics will also increase in all cases except in medium-sized organizations. Total logistics outsourcing will rest at 9.1% among these organizations. Service organizations (29.1%), mediumsized organizations (18.2%) and foreign organizations (18.5%) more frequently do not have logistics outsourcing compared to production organizations (1.2%), large organizations (6.8%), and locally owned organizations (10.8%). Hypothesis 1: the level of logistics outsourcing will increase in organizations in next few years is confirmed with these results.

Table 3: Frequency statistic of current and future outsourcing Interna Mixed Organization Implementation l [%] [%] C 30.5 48.9 All F 26.2 51.1 C 29.1 38.2 Service F 25.5 40.0 C 31.8 56.5 Production F 27.1 58.8 C 25.8 47.0 Medium-sized F 22.7 50.0 C 35.1 51.4 Large F 29.7 52.7 C 33.3 52.3 Local F 28.8 55.0 C 22.2 37.0 Foreign F 18.5 37.0 Notes. C: Current, F: Future, NA: Not applicable.

level of logistics External [%] 7.8 9.9 3.6 5.5 10.6 12.9 9.1 9.1 6.8 10.8 3.6 5.4 22.2 25.9

NA [%] 12.8 12.8 29.1 29.1 1.2 1.2 18.2 18.2 6.8 6.8 10.8 10.8 18.5 18.5

We can say based on the results of this study that logistics outsourcing will growth in the future, i.e. in the next three years. All organizations predict growth in logistics outsourcing. Outsourcing as organizational change is without a doubt a very important organizational approach. The confirmation of the first hypothesis is similar to global growth of logistics

| 84

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

outsourcing in the global market (Langley & Capgemini, 2009; 2010; Selviaridis & Spring, 2007). A similar trend is expected in Turkey in the next three years (Aktas & Ulengin, 2005). We can conclude that the behavior of Slovenian organizations is similar to global trends. The growth of globalization, connections among organizations, and competitiveness on the market force enterprises into radical organizational changes. Without a doubt, the level of logistics outsourcing will augment the future. This also means new business opportunities for logistics providers. The results of this study are important for suppliers for future decision-making policies regarding business expansion. The suppliers’ top management has to rethink its global position, organizational restructuring and how to deliver solid value propositions to increasingly demanding customers (Lieb & Lieb, 2010). And finally, such market situation is positive for brand new logistics suppliers. The suppliers with “orientation to customer” and diversity of supply encourage expansion of logistics outsourcing (Tian, Ellinger, & Chen, 2010). Similar results were given using Wilcoxon signed ranks test (see Table 4). Majority of ranks are equal, some are positive, and none are negative. The prediction for all organizations is growth or remaining stagnant. The differences of Wilcoxon signed ranks tests between future and current levels with service organizations, middle-sized organizations, and foreign owned organizations are not statistically significant. The results cannot be generalized to the whole population.

Table 4: Wilcoxon signed ranks test between current and future level of logistics outsourcing Wilcoxon test Future Negativ Positive Ties Total vs. e ranks ranks [n] [n] Za p Current [n] [n] All 0 9 114 123 –3.00 < 0.01 Service 0 3 36 39 –1.73 > 0.05 Production 0 6 78 84 –2.45 < 0.05 Medium-sized 0 2 52 54 –1.41 > 0.05 Large 0 7 62 69 –2.65 < 0.01 Local 0 7 92 99 –2.65 < 0.01 Foreign 0 2 20 22 –1.41 > 0.05 Notes. Negative ranks: future < current; positive ranks: future > current; ties: future = current; a: based on negative ranks.

| 85

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Production organizations will increase level of logistics outsourcing in the future. The difference between current and future level is significant. Growth is evident for service organizations, but Wilcoxon signed ranks test is not significant. Hypothesis 2: the level of logistics outsourcing will increase more in the production organizations in the next few years compared to service organizations is supported. Two reasons exist for this distinction. First, the market forces production organizations into such organizational changes more than service organizations; and second, production organizations accept logistics outsourcing as business opportunities more than service organizations. This conclusion is supported by the fact that production enterprises have higher level of internal logistics activities than service organizations; for production organizations logistics activities is normally essential. And finally, service organizations more often do not have logistics or logistics is less important for their operations. Comparing medium-sized and large organizations the findings are similar. Large organizations achieve higher level of logistics outsourcing, whereas medium-sized organizations more often do not implement logistics in their value chain. The importance of logistics is greater for larger organizations and will act more aggressively in the future compared to medium-sized organizations. Hypothesis 3: the level of logistics outsourcing will increase more in large organizations in the next few years compared to medium-sized organizations is confirmed. The reason for higher level of logistics outsourcing in large organizations are due to organizational structures, which contain more complex logistics processes and more interactions between buyers and supplier and/or because of higher costs of 3PL (Hong, Chin, & Liu, 2004). Foreign owned organizations reach higher level of logistics outsourcing compared to domestic organizations. This is the reason why logistics activities in local organizations will increase more compared to foreign organizations. Hypothesis 4: the level of logistics outsourcing will increase more with locally owned organizations in the next few years compared to foreign organizations is confirmed. A similar but more prominent situation is in Turkey, where 95% of foreign organizations use logistics outsourcing (Aktas & Ulengin, 2005). Mexican organizations with mixed ownerships more often implement logistics outsourcing because of connections to international organizations and transfer of experiences into domestic organizations (Arroyo, Gayan & de Boer, 2006). Similar reasons for logistics outsourcing are for Slovenian foreign or mixed owned organizations. The domestic owned organizations have to implement logistics outsourcing more frequently in the future, because

| 86

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

of positive experiences. Slovenian organizations more often choose domestic suppliers, because market is traditionally very closed, which is domestic oriented. Conclusion The level of logistics outsourcing will increase in Slovenian organizations in the next three years. Production organizations will increase logistics outsourcing more than services organization; large organizations more than medium-sized organizations; and domestic owned organizations more than foreign owned organizations. Nationally, logistics outsourcing will grow in the future – in the next three years. Slovenian economy is in transition. The development gap with EU is two decades or more. Research in organizational sciences is necessary to reduce this gap and research of logistics outsourcing has not been investigated sufficiently. This research study is the first of such type in the Slovenian area. Top management must search for new business opportunities to increase efficiency and effectiveness of their organizations. The rate of growth in services, medium-sized organizations, and foreign owned organizations is not significant. This is an opportunity for future organizational development. The results from this study are important for top management of logistics suppliers. They can prepare future strategy in accordance with expected future growth. They have to plan expansion of business and most importantly offer new services. Global logistics providers will expand and will offer new services as well. The focus of the research study is the trend of logistics outsourcing and differences among organizations according to type, size, and ownership. Further research should examine the determinants that stimulate logistics outsourcing and to examine reasons why there are differences among organizations based on type, size, and ownership form. Examining causes is interesting for future decision-making about logistics outsourcing and for any other organizational changes. The comparisons between and among different economies is always interesting, especially among countries that are in the stage of transition and with neighboring countries. We can easily avoid risks during strategic organizational changes. In addition, it would be interesting to examine the optimal level of logistics outsourcing. Additional research can also propose a model of optimal logistics outsourcing that are based on advantages and disadvantages, i.e. savings and costs, between internal and external operations.

| 87

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

The limitations of the research study also vary. We did not include in our sample mini or micro organizations which also are important players in the logistics arena. The geographic area, Slovenia, also is a limitation. We investigated logistics as a whole and we did not investigate individual logistic activities. The implementation of logistics outsourcing per partes is a common approach, so research of individual activities also is important. Resources Aktas, E., Agaran, B., Ulengin, F., & Onsel, S. (2011): The use of outsourcing logistics activities: The case of Turkey. Transportation Research Part C: Emerging Technology. Vol.: 19, No.: 5, pp.: 833– 852, DOI: 10.1016/j.trc.2011.02.005 Aktas, E., & Ulengin, F. (2005): Outsourcing logistics activities in Turkey. Journal of Enterprise Information Management. Vol.: 18, No.: 3, pp.: 316–329, DOI: 10.1108/17410390510591996 Arroyo, P., Gayan, J., & de Boer, L. (2006): A survey of third party logistics in Mexico and a comparison with reports on Europe and USA. International Journal of Operations & Production Management. Vol.: 26, No.: 6, pp.: 639–667, DOI: 10.1108/01443570610666984 Bajec, P. (2013): The possibility of developing intelligent logistics outsourcing in Slovenia. Transport. Vol.: 28, No.: 3, pp.: 244–255, DOI: 10.3846/16484142.2013.829520 Brown, D., & Wilson, S. (2005): The black book of outsourcing: How to manage the changes, challenges, and opportunities (reprint 2008). Hoboken, NJ: John Wiley & Sons. Cai, X., Chen, J., Xiao, Y., Xu, X., & Yu, G. (2013): Fresh-product supply chain management with logistics outsourcing. Omega. Vol.: 41, No.: 4, pp.: 752–765, DOI: 10.1016/j.omega.2012.09.004 Chen, H., Tian, Y., Ellinger, A. E., & Daugherty, P. J. (2010): Managing logistics outsourcing relationships: An empirical investigation in China. Journal of Business Logistics. Vol.: 31, No.: 2, pp.: 279–299, DOI: 10.1002/j.2158-1592.2010.tb00152.x Chu, Z., & Wang, Q. (2012): Drivers of relationship quality in logistics outsourcing in China. Journal of Supply Chain Management. Vol.: 48, No.: 3, pp.: 78–96, DOI: 10.1111/j.1745-493X.2011.03259.x Click, R. L., & Duening, T. N. (2005): Business process outsourcing: The competitive advantage. Hoboken, NJ: John Wiley & Sons. Deepen, J. M., Goldsby, T. J., Knemeyer, A. M., & Wallenburg, C. M. (2008): Beyond expectations: An examination of logistics outsourcing goal achievement and goal exceedance. Journal of Business Logistics. Vol.: 29, No.: 2, pp.: 75−105, DOI: 10.1002/j.21581592.2008.tb00088.x

| 88

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Gadde, L.-E., & Hulthén, K. (2009): Improving logistics outsourcing through increasing buyer–provider interaction. Industrial Marketing Management. Vol.: 38, No.: 6, pp.: 633–640, DOI: 10.1016/j.indmarman.2009.05.010 Hartmann, E., & de Grahl, A. (2012): Logistics outsourcing interface: The role of customer partnering behavior. International Journal of Physical Distribution & Logistics Management. Vol.: 42, No.: 6, pp.: 526–543, DOI 10.1108/09600031211250578 Hofer, A. R., Knemeyer, A. M., & Dresner, M. E. (2009): Antecedents and dimensions of customer partnering behavior in logistics outsourcing relationships. Journal of Business Logistics. Vol.: 30, No.: 2, pp.: 141–159, DOI: 10.1002/j.2158-1592.2009.tb00116.x Hofer, A. R., Knemeyer, A. M., & Murphy, P. R. (2012): The roles of procedural and distributive justice in logistics outsourcing relationships. Journal of Business Logistics. Vol.: 33, No.: 3, pp.: 196– 209, DOI: 10.1111/j.2158-1592.2012.01052.x Hong, J., Chin, A. T. H., & Liu, B. (2004): Firm-specific characteristics and logistics outsourcing by Chinese manufacturers. Asia Pacific Journal of Marketing and Logistics. Vol.: 16, No.: 3, pp.: 23–36, DOI: 10.1108/13555850410765212 Hsu, C.-C., & Liou, J. J. H. (2013): An outsourcing provider decision model for the airline industry. Journal of Air Transport Management. Vol.: 28, pp.: 40–46, DOI: 10.1016/j.jairtraman.2012.12.009 Langley, C.J., & Capgemini, U. S. (2008): The state of logistics outsourcing: 2008 third-party logistics. Results and findings of the 13th annual study. Retrieved July 22, 2014, from http://www.scl.gatech.edu/research/supply-chain/3pl.php Langley, C.J., & Capgemini, U. S. (2009): The state of logistics outsourcing: 2009 third-party logistics. Results and findings of the 14th annual study. Retrieved July 22, 2014, from http://www.scl.gatech.edu/research/supply-chain/3pl.php Langley, C.J., & Capgemini, U. S. (2010): The state of logistics outsourcing: 20010 third-party logistics. Results and findings of the 15th annual study. Retrieved July 22, 2014, from http://www.scl.gatech.edu/research/supply-chain/3pl.php Lieb, R. C., & Lieb, K. J. (2010): The North American third-party logistics industry in 2008: The provider CEO perspective. Transportation Journal. Vol.: 49, No.: 2, pp.: 53–65. Marasco, A. (2008): Third-party logistics: A literature review. International Journal of Production Economics. Vol.: 113, No.: 1, pp.: 127–147, DOI: 10.1016/j.ijpe.2007.05.017 Sahay, B. S., & Mohan, R. (2006): Third party logistics practices: An India perspective. International Journal of Physical Distribution and Logistics Management. Vol.: 36, No.: 9, pp.: 586–601.

| 89

Innovative Issues and Approaches in Social Sciences, Vol. 9, No. 1

Selviaridis, K., & Spring, M. (2007): Third party logistics: A literature review and research agenda. The International Journal of Logistics Management. Vol.: 18, No.: 1, pp.: 125−150, DOI: 10.1108/09574090710748207 Sheffi, Y. (1990): Third-party logistics: Present and future prospects. Journal of Business Logistics. Vol.: 11, No.: 2, pp.: 27–35. Shi, Y. (2007): Today’s solution and tomorrow’s problem: The business process outsourcing risk management puzzle. California Management Review. Vol.: 49, No.: 3, pp.: 27–44. Tian, Y., Ellinger, A. E., & Chen, H. (2010): Third-party logistics provider customer orientation and customer firm logistics improvement in China. International Journal of Physical Distribution & Logistics Management. Vol.: 40, No.: 5, pp.: 356–376, DOI 10.1108/09600031011052822 Wang, Q., Chu, Z., Zhou, Q., & Lai, F. (2008): A comparative study of third-party logistics in mainland China and Hong Kong. Transportation Journal. Vol.: 47, No.: 3, pp.: 48–58.

| 90