Problem – Logistics services worldwide are not considered to be environmental sustainable because of their high emissions of greenhouse gasses (GHG) as well as its air, soil and water pollution. Since fourth party logistics providers (4PLs) manage the entire supply chain they can reduce their harmful environmental impact on a large scale through green logistics innovation., There are however difficulties for 4PLs to innovate in green logistics.  Purpose – This paper investigates how 4PLs generate and manage green logistics innovation. It also explores what drivers and barriers there are for developing green logistics innovation.  Method – This paper is based on a single case study that uses CIMO logic in the theoretical framework to thoroughly explore and clarify the area of green logistic innovation among 4PLs. Semi structured interviews and a questionnaire were constructed as the main source for gathering empirical evidence.   Results – The case company provided evidence for how 4PLs innovate by being close to their suppliers and customers and finding new opportunities for green logistics innovation. Drivers and barriers are also identified for green logistics innovation.  Conclusions – The study shows how 4PLs can manage and generate innovations as well as create their own playing field by developing competence for new areas of business, enlarging the boundaries for 4PLs to innovate in. The study also shows the importance of considering the goods as a factor in green logistics (particularly reverse logistics).

Outsourcing of logistical operations is becoming more and more frequent in order to address the needs of a company's supply chain as well as improving customer service and reducing operating costs. The main objective of this study was to provide a guideline to Logistics and Supply Chain Managers on how to successfully implement an outsourcing (3PL/4PL) partnership, as well as identify the pitfalls that should be avoided during the implementation process. To realise this objective an extensive review of the current literature was undertaken on the concept of logistics and the supply chain and how the concept of outsourcing has influenced this concept. The literature presented the following results: ~ Logistics is often perceived as non-core business function to a company and hence suitable as an outsourcing option. ~ Outsourcing of the logistics function should be a strategic decision that offers both a reduction in costs as well as improvements in sales revenue and customer service. ~ Outsourcing is able to contribute value for a company through reduced cost and increased revenue as well as improved service levels due to the specialist nature of the outsourcing partner. ~ Some competitive advantage is possible when choosing a 3PLl4PL to operate your logistics function. ~ The 3PL industry is currently in a state of transition, with many smaller 3PL's consolidating their business efforts to form Lead Logistics Provider companies. An empirical research on the South African perception of the 3PLl4PL industry was then conducted using a structured questionnaire. The results of the questionnaire providing an answer on the state of the 3PLl4PL industry in South Africa along with comments on how successful implementation differed from the failures. From the literature review and the empirical research it was possible to establish recommendation on how to establish a successful outsourcing partnership with a 3PLl4PL, as well as a tool was developed to aid those companies that currently experience problems with their outsourcing partnership. While the outsourcing process is unique to every situation the guidelines offer a generic approach that prevents the prospective outsourcing company from falling into common pitfalls that often lead to failure of the partnership. / Outsourcing of logistical operations is becoming more and more frequent in order to address the needs of a company's supply chain as well as improving customer service and reducing operating costs. The main objective of this study was to provide a guideline to Logistics and Supply Chain Managers on how to successfully implement an outsourcing (3PL/4PL) partnership, as well as identify the pitfalls that should be avoided during the implementation process. To realise this objective an extensive review of the current literature was undertaken on the concept of logistics and the supply chain and how the concept of outsourcing has influenced this concept. The literature presented the following results: ~ Logistics is often perceived as non-core business function to a company and hence suitable as an outsourcing option. ~ Outsourcing of the logistics function should be a strategic decision that offers both a reduction in costs as well as improvements in sales revenue and customer service. ~ Outsourcing is able to contribute value for a company through reduced cost and increased revenues as well as improved service levels due to the specialist nature of the outsourcing partner. ~ Some competitive advantage is possible when choosing a 3PLl4PL to operate your logistics function. ~ The 3PL industry is currently in a state of transition, with many small 3PL's consolidating their business efforts to form Lead Logistics Provider companies. An empirical research on the South African perception of the 3PLl4PL industry was then conducted using a structured questionnaire. The results of the questionnaire providing an answer on the state of the 3PLl4PL industry in South Africa along with comments on how successful implementation differed from the failures. From the literature review and the empirical research it was possible to establish recommendation on how to establish a successful outsourcing partnership with a 3PLl4PL, as well as a tool was developed to aid those companies that currently experience problems with their outsourcing partnership. While the outsourcing process is unique to every situation the guidelines offer a generic approach that prevents the prospective outsourcing company from falling into common pitfalls that often lead to failure of the partnership. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2004.

Diplomová práce se zaměřuje na oblast ?inbound? logistického řetězce v automobilovémprůmyslu. Charakterizuje roli logistického integrátora a jeho funkce při zásobování výrobního závodu. Na konkrétním příkladu firmy GEFCO jako výhradního poskytovatele logistických služeb pro klienta PSA Peugeot Citroën práce ukazuje možnosti zkvalitnění služeb logistického integrátora. Práce vychází z roční odborné praxe uskutečněné autorkou v sídle společnosti GEFCO v Paříži v období červenec 2006- červen 2007.

Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2004.

The number of Fourth-Party Logistics providers (4PLs) is growing. Researchers have expressed the importance of measuring the performance of a business, but still there are only a few customised performance measurement frameworks developed for logistic service providers. This Master Thesis addresses this issue by performing a multiple case study at two 4PLs that are operating in separate industries, one in reverse logistics and the other in the construction industry. Previous research agrees that performance measurement frameworks have to be comprehensive and at the same time provide the right information in an understandable way. The Balanced Scorecard and the EFQM Business Excellence Model address this issue with different approaches and have been used in further developments of new frameworks. The empirical study found that none of the studied businesses had a well-developed framework for their performance measurement and therefore the alignment between their measurements and their business strategy was affected. Performance measurement frameworks, which have a wide application, do not have a flaw that make them unsuitable to use for a 4PL. Managers in the researched businesses therefore see a need for frameworks that are easily implemented and are customised to their specific situation. Moreover, the study found that no alignment had been developed yet between the customer and the 4PL. The businesses strive to align their KPIs among the partners they are cooperating with, down the supply chain, but are not interested in communicating them to their customers. Offering their customers full transparency might affect the businesses’ processes. Research connected to performance measurement specified to 4PLs and Logistic Service Providers (LSPs) in general is needed since the currently available research leaves space for uncertainties and further discussion.

Background:                 The development of recent means of transportation, information has increased opportunities for global business and it is very common that the companies involved in global business often need to outsource logistic function, as they cannot perform global logistics on their own. The need of service effectiveness for companies and operations efficiency from logistics service providers involves the minimization of the uncertainties associated with logistics outsourcing, therefore risks reduction measures must be implemented using logistics outsourcing. Research questions:     ­-    How do the Pakistani manufacturing and exporting companies currently outsource their logistics function in their downstream supply chain? -           What benefits they seek with respect to 3PL and 4PL? -           What factors they consider for outsourcing logistics? Purpose:                       To investigate the current logistics outsourcing situation of the Pakistani Manufacturing and Exporting Companies. What logistics functions they outsource, and the focus of the study is downstream supply chain. To study application of logistics outsourcing concepts i.e. 3PL and 4PL, services provided by these providers, and what benefits companies seek. What factors are important for them for logistics outsourcing and what fectors they consider for logistics outsourcing, what factors among these are important for them, who make the decision for logistics outsourcing? Method:                        The empirical data and the conclusions made from it are based on quantitative facts and figures collected through an e-survey. Results are drawn from responses of manufacturing companies that all outsource logistics. This thesis is written from a positivistic perspective with a deductive approach. Conclusions:                 The current logistics outsourcing situation in Pakistan is found to be uneven companies majorly concerned in textile manufacturing and are not in knowledge of the newer logistics outsourcing 4PL. Downstream supply chain is followed by cross-docking shipments. Cost factor is not that much important for companies but the timely delivery is more important.

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<p>Elektroniska affärer mellan företag har skapat en ny generation av logistik, e-logistiken. I e-logistiken är kraven på informations- och kunskapstillgänglighet större än på fysiska resurser. E-logistik bygger på att ha tillgång till rätt information på rätt plats i rätt tid. Det är därför viktigt att ha en så klar bild som möjligt av informationsutbyten i logistikprocesserna. Detta arbete syftar på att belysa vilka informationsflödena är i dagens e-logistik, samt vilka aspekter är viktiga att beakta med avseende på elektroniska informationsflöden i e-logistiken?</p><p>En tänkbar uppdelning av informationsflödena i e-logistik är före, under och efter transport. Det är huvudsakligen fraktdokumentation som fortfarande sker manuellt, annars är flödena fullt elektroniska. Det är viktigt att definiera ansvar för loggning och lagring av de elektroniska informationsflödena.</p><p>Huvudvinsterna med elektroniskt informationsutbyte är tidsbesparingar, ökad översyn, bättre informationskvalitet, effektivare arbetsprocesser, bättre relationer och mindre kapitalbindning. Problemen är behovet för dubbla system, brist på standarder för fraktdokumentation och ostrukturerade arbetsprocesser.</p><p>Elektroniskt informationsutbyte kommer att anses vara en självklarhet och kritisk överlevnadsfaktor i framtiden. Företagen öppnar sina informationssystem för sina partners i större grad. Tredjepartslogistik fortsätter utvecklas och eventuellt kommer logistikföretagen att ta hand om alla logistikfrågor. Detta kommer att påverka informationsflödena på olika sätt och nya informationstjänster skapas.</p>

Purpose: The thesis has two objectives. First, from a theoretical perspective, it investigates the interrelationship between the theory of supply chain flexibility, the notion of leagility and the concept of 4PL. The second and primary objective is to explore the influence 4PLs have on leagile supply chain structures by integrating different types of both vendor and sourcing flexibility to analyse further whether 4PL providers facilitate a novel form of leagility. Design, Methodology &amp; Approach: To suit the exploratory nature of the investigation, the thesis adopts an interpretivist, qualitative approach to research. Three semi-structured interviews were conducted with a sample of purposively selected 4PL providers. Furthermore, the study follows an abductive research approach because the underlying objective is not to test but rather to propose new theory in the field of supply chain management. The empirical findings are analysed based on a template analysis, while the quality of the research design is assessed by the criteria of credibility, transferability, dependability and conformability. Findings: From a theoretical perspective, a 4PL Leagility Framework is proposed that defines nine different types of leagility. These are generally interrelated; consequently, three particular categories were identified that determine the overall leagile configuration of a supply network: the family of sourcing leagility, vendor leagility or supplier leagility. Empirically, however, the framework could not have been tested to its full extent, meaning that none of the nine forms of leagility is validated. The study further concludes that 4PL providers may increase the level of flexibility within a supply network based on their expertise in coordinating and integrating the virtual supply chains and transportation networks. It is also argued that 4PL providers establish both sourcing leagility and leagile supply chain constructs, from the perspective of managing inter-organisational alliances. Limitations &amp; Implications: The proposed framework may generally be applicable, although not without sacrifices. Practitioners would need to limit their service offerings to particular industry sectors and product categories. The framework neglects the coordination of 3PLs. Future research needs extend the sample of 4PLs to the fashion and beverage industry. Originality &amp; Value: The thesis is a first attempt to integrate three different streams of research, namely, supply chain flexibility, the notion of leagility and the concept of 4PL. The thesis proposes a 4PL Leagility Framework that extends the leagility concept beyond the material flow decoupling point principle. Ultimately, the research illustrates potential approaches for 4PLs to facilitate leagile supply chain constructs.

Outsourcing of logistical operations is becoming more and more frequent in order to address the needs of a company's supply chain as well as improving customer service and reducing operating costs. The main objective of this study was to provide a guideline to Logistics and Supply Chain Managers on how to successfully implement an outsourcing (3PL/4PL) partnership, as well as identify the pitfalls that should be avoided during the implementation process. To realise this objective an extensive review of the current literature was undertaken on the concept of logistics and the supply chain and how the concept of outsourcing has influenced this concept. The literature presented the following results: ~ Logistics is often perceived as non-core business function to a company and hence suitable as an outsourcing option. ~ Outsourcing of the logistics function should be a strategic decision that offers both a reduction in costs as well as improvements in sales revenue and customer service. ~ Outsourcing is able to contribute value for a company through reduced cost and increased revenue as well as improved service levels due to the specialist nature of the outsourcing partner. ~ Some competitive advantage is possible when choosing a 3PLl4PL to operate your logistics function. ~ The 3PL industry is currently in a state of transition, with many smaller 3PL's consolidating their business efforts to form Lead Logistics Provider companies. An empirical research on the South African perception of the 3PLl4PL industry was then conducted using a structured questionnaire. The results of the questionnaire providing an answer on the state of the 3PLl4PL industry in South Africa along with comments on how successful implementation differed from the failures. From the literature review and the empirical research it was possible to establish recommendation on how to establish a successful outsourcing partnership with a 3PLl4PL, as well as a tool was developed to aid those companies that currently experience problems with their outsourcing partnership. While the outsourcing process is unique to every situation the guidelines offer a generic approach that prevents the prospective outsourcing company from falling into common pitfalls that often lead to failure of the partnership. / Outsourcing of logistical operations is becoming more and more frequent in order to address the needs of a company's supply chain as well as improving customer service and reducing operating costs. The main objective of this study was to provide a guideline to Logistics and Supply Chain Managers on how to successfully implement an outsourcing (3PL/4PL) partnership, as well as identify the pitfalls that should be avoided during the implementation process. To realise this objective an extensive review of the current literature was undertaken on the concept of logistics and the supply chain and how the concept of outsourcing has influenced this concept. The literature presented the following results: ~ Logistics is often perceived as non-core business function to a company and hence suitable as an outsourcing option. ~ Outsourcing of the logistics function should be a strategic decision that offers both a reduction in costs as well as improvements in sales revenue and customer service. ~ Outsourcing is able to contribute value for a company through reduced cost and increased revenues as well as improved service levels due to the specialist nature of the outsourcing partner. ~ Some competitive advantage is possible when choosing a 3PLl4PL to operate your logistics function. ~ The 3PL industry is currently in a state of transition, with many small 3PL's consolidating their business efforts to form Lead Logistics Provider companies. An empirical research on the South African perception of the 3PLl4PL industry was then conducted using a structured questionnaire. The results of the questionnaire providing an answer on the state of the 3PLl4PL industry in South Africa along with comments on how successful implementation differed from the failures. From the literature review and the empirical research it was possible to establish recommendation on how to establish a successful outsourcing partnership with a 3PLl4PL, as well as a tool was developed to aid those companies that currently experience problems with their outsourcing partnership. While the outsourcing process is unique to every situation the guidelines offer a generic approach that prevents the prospective outsourcing company from falling into common pitfalls that often lead to failure of the partnership. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2004.