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1、Chapter9TheThirdPartyLogisticUnit1Third-PartyLogisticsUnit2The3PLIndustry:WhereIt’sBeen,WhereIt’sGoingUnit1Third-PartyLogistics1Whatis3rdPartyLogistics(3PL)2WhyUse3PL3Activityof3rdPartyLogistics(3PL)4Usageof3rdPartyLogistics(3PL).5Stepsin3rdPartyLogistics(3PL).6Limitationsof3rd
2、PartyLogistics(3PL).7Assumptionsof3rdPartyLogistics(3PL).8Developmentof3rdPartyLogistics(3PL).1Whatis3rdPartyLogistics(3PL)Third-partylogistics,alsocalledlogisticsoutsourcing,orcontractlogistics,continuestobeoneofthemostmisunderstoodtermsinlogisticsandsupply-chainmanagement.ToS
3、aveTimeBecauseSomeoneElseCanDoitBetterToShareResponsiblityToRe-EngineerDistributionNetworks2WhyUse3PL3Activityof3rdPartyLogistics(3PL)Whilethird-partylogisticsisnotanewidea,severalfactorsdistinguishcontemporary3PLfrompreviousincarnations.All3PLcustomerscandemandanumberofdiffere
4、ntactivities,withsomeofthemostcommoninvolvinginboundandoutboundtransportation,carriernegotiationandcontracting,andfreightconsolidation.Avarietyofdifferentactivitiesalsocanbeperformedbythird-partylogisticsproviders,withsomeofthemostcommonincludingdevelopmentofdistributionsystems
5、,electronicdatainterchangecapability,andfreightconsolidation.4Usageof3rdPartyLogistics(3PL)(1)Firmswithawideand/orcomplexdistributionnetwork.Example:IBM.(2)Firmsthatdonotfocusonlogisticsasoneoftheircorecompetencies.Example:ChevronCorporBritishPetroleum.(3)Instrategicdiscussions
6、onCoreCompetence.(4)Inthecaseofthecreationofanewproductgroup.(5)Whenacompanyisintegratingactivitiesofatakeover.CompareAcquisitionIntegrationApproaches5Stepsin3rdPartyLogistics(3PL)Theapplicationof3PLisnormallydoneinanumberofphases:(1)Awareness.Investigatepossibilities,informemp
7、loyees,SWOTAnalysis.(2)MarketResearch.Investigatemarkettrends,inparticularservicedemands.See:SERVQUAL,CustomerSatisfactionModel,andQualityFunctionDeployment.(3)Strategy.Developandcomparelogisticsconcepts.(4)MakeorBuy.Buildowncompetenceoroutsource.Outsourcecompletelyorpartly.(5)
8、BusinessPlan.Costs,benefits.Phasing.Timing.Risks.Commu
