With the development of logistics market, the third party logistics can no longer solve all the problems in supply chain management, the appearance of fourth party logistics is a breakthrough solution to modern supply chain challenge. Since China has become the manufacturing center of the world, it attracts more attentions to its own logistics market. But at the same time, there are few studies on Chinese fourth party logistics. This purpose of the study is to research a fourth party logistics service provider in China, including the barriers and the recommendations to promote its development. The fourth party logistics assembles the resources, capabilities, and technologies of its own company and other companies to design, build and run comprehensive supply chain solutions (Foster 1999). The research objectives of the study are 1. Identify what is the smart logistics and the factors comprised smart logistics network in general. 2. Describe the Rookie plan and analysis its property and prospect. And 3. Classify the impact of smart logistics on customer satisfaction or requests, and formulate recommendations on how to improve the performance of Rookie plan. Due to such aims, this research pursues a hybrid method which consists both of survey and case study about the ‘Rookie Plan’. Hereby, not only the secondary data for theoretical framework establishment and information gathering of the case project is engaged, but also the primary data through questionnaire to the sellers on the ecommerce platform named ‘Taobao’. For enhancing the reliability and validity of the survey, the overall process is conducted base on a four step guideline, as well as four-phase data analysis method for analyzing the information. What is more, the overall analysis part is led by PEST model. The integration of all methods above confirm the reliability and validity of the research process. The results of survey show that there is a necessary to bring smart logistics into e-commerce, and there is a huge potential for the development of fourth party logistics.  This study has demonstrated that Rookie Plan, the new type of logistics service provider in China has obtained a significant achievement and bring the customers huge benefits, but it also faced some risks including it cannot guarantee all aspects of this plan can have well function, and the underdevelopment logistics infrastructure also hinder its development. As the reason of achieving a better development of Rookie plan and shining a light for other 4PL companies in China, the recommendations for Rookie Plan are strengthen the planning and construction of logistics infrastructure, promote the development of third party logistics service provider, and accelerate the integration of e-commerce and modern logistics industry.

This paper aims to analyze the potential future of the 4PL concept based on expert opinions with special regard to the influence of digitalization coming with a disruptive trans-formation of supply chains. Service arrangements, provider capabilities and benefits resulting from a 4PL partnership are compared in current and future configurations. The research follows an explorative mixed methods approach with semi structured interviews followed by an expert panel. This builds a basis for an online survey questionnaire to inquire on important future aspects for the 4PL concept by a sample of respondents from multinational companies. Our results show a clear trend away from simply organizing transportation and logistics activities towards the provision of an IT platform as well as further value-added service activities such as planning, analytics and monitoring. Along with this, IT capabilities appear to be an important differentiator for 4PL providers in the future. Moreover, relationships between 4PL providers and their clients become closer and more strategic, which leads to a customer valuing not only direct cost reductions but rather improvements resulting from optimized operations through superior analysis and planning functions.

Die vorliegende Arbeit zur Logistik,verstanden als eine anwendungsorientierte Wissenschaftsdisziplin, verfolgt eine wissenschaftliche sowie praxisorientierte Zielsetzung. Als übergeordnetes Ziel ist die Feststellung des Status quo und der Entwicklungsperspektiven des 4PL-Ansatzes anzuführen. Durch die Verwendung von etablierten Forschungsmethoden wird die wissenschaftliche Rigorosität sichergestellt. Zur Erfüllung der praxisorientierten Zielsetzung wurden Fallstudien und Experteninterviews im Rahmen des Forschungsprozesses verwendet, um zum einen das Wissen aus der Praxis einzubinden und zum anderen eine Relevanz für die Praxis sicherzustellen. Für eine konsistente Praxis-Orientierung wurde die Branche der landwirtschaftlichen Schüttgutlogistik als exemplarisches Anwendungsfeld zur Untersuchung des 4PL-Ansatzes gewählt. Die Schüttgutlogistik beschreibt das Bindeglied zwischen der Landwirtschaft, dem Handel und der Ernährungsindustrie und somit einen Teil eines Netzwerkes. Das Transportvolumen betrug im Jahr 2010 ca. 3,5 Mrd. t, wobei 76 % (2,7 Mrd. t) auf den Straßenverkehr entfielen (Bundesministerium für Ernährung, Landwirtschaft und Verbraucherschutz 2010). In Anlehnung an die Trends der Logistik konnten gefestigte und klassische Strukturen vorgefunden werden, weshalb der 4PL-Ansatz als wahre Innovation untersucht werden konnte. Dies ist dadurch begründet, dass die Branche über genossenschaftliche Strukturen verfügt und neue technologische Trends eher zurückhaltend verfolgt. Dennoch sind die logistischen Herausforderungen wie die Reduzierung von Leerkilometern, die Optimierung der Frachtraumkapazitäten sowie die CO2-Reduzierung laut den befragten Akteuren der Branche von hoher Bedeutung (Müller 2010). Im Rahmen dieser Arbeit wurden daher Methoden, Modelle, Applikationen und Vorgehensweisen entwickelt, welche zur Beantwortung der folgenden übergeordneten Forschungsfragen herangezogen werden: 1. Was ist der Status quo des 4PL-Ansatzes sowie das Anforderungsprofil der landwirtschaftlichen Schüttgutlogistik an den 4PL? 2. Was sind die wichtigsten Diffusionsfaktoren des 4PL-Ansatzes in der deutschen landwirtschaftlichen Schüttgutlogistik? 3. Was sind die Potenziale innerhalb einer Branche durch Einführung eines 4PL? 4. Wie können eine Implementierung sowie die organisatorische Einordnung des 4PL-Ansatzes für eine Branche erfolgen? 5. Welche Trends der Zukunft zeigen Parallelen zum 4PL-Ansatz auf? Die vorliegende kumulative Dissertation zeigt Potenziale für die Branche auf und trägt zum Verständnis einer zukünftigen Entwicklung des 4PL-Ansatzes bei. Zur Zielerreichung wird ein Mixed-Methods-Ansatz verfolgt.

This paper examines the process of employing four kinds of information systems in fourth-party logistics. The paper mainly tries to answer research questions: what is fourth-party logistics and information systems; what are benefits and barriers for using four kinds of information systems (RFID, WMS, EDI, Electronic marketplace) with the help of fourth-party logistics; what are unique benefits and barriers for fourth-party logistics to employ the four kinds of information systems and how to overcome the difficulties. To answer the research question, qualitative case study approach was employed and two case companies were chosen. Information in literature review was collected from secondary data for example scientific paper. Information in findings was collected from interviews of people in charge of the project and internal reports.   Definitions of fourth-party logistics and information system were reviewed in literature review. The differences between fourth-party logistics and third-party logistics were presented as well. In addition, categorization of various kinds of advanced information systems was also listed.   Benefits and barriers organized from literature and case studies were gathered and compared in discussion. Two significant benefits were identified: opportunities to do businesses with leading companies and improved efficiency. Two main barriers are confusion of the concept of fourth-party logistics and terminology of information system and financial justification. There are different opinions between the two case companies, literature review and empirical data, and between different literature. The paper concluded that there are many benefits and barriers for employing the four kinds of information systems in fourth-party logistics, and the future development of it is promising.

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.

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

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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.

As the cities are becoming more crowded, the urban distribution has become a major logistical challenge. Some commonproblems in the inner cities arelimited accessibility and idling. Many of Sweden's municipalities are above the limit values for PM10limit set by the EU.Sundsvall is one of these municipalities and has the vision to create a sustainable city and region. Sundsvall LogistikparkAB is part of an EU project, SMARTSET, which is collaborationbetween several cities in Europe. SMARTSETSundsvall is about to develop a market-based sustainable model for city logistics. Itsobjective has been to compare and assess the potential of two business models forcoordinated goods distribution, with a micro terminal, in to Sundsvall Stenstad,with the current status. To achieve the purpose of the survey is the mapping of the current situation made with the help of interviews with shippers and identification of criteria for a multi-criteria analysis. In the result, the interviews compiled and formed the basis of the data used in the MCA. To get the values of the different criteria, the calculations are made and then the dependency between the different criteria illustrated in the scatter plots. It has been found that business model 1 and 2 is better than the current statusofthe majority of the criteria. The study's main purpose has been fulfilled when the MCA has shown that both the business modelsare profitable for shippers and reduces emissions in Sundsvall. The study has also shown that there are more factors than just the profitability and environmental impacts that affect an imple-mentation of any of these business models. To further develop this survey is required that more shippers interviewed and that the stores specifications are compiled. To get a project with a longer lifethan the contribution period required financing method identified. / I och med att städerna blir allt mer befolkade har stadsdistributionen blivit en stor logistisk utmaning. Några vanliga problem i innerstäderna är begränsad framkomlighet och tomgångskörning. Många av Sveriges kommuner ligger överde gränsvärden för PM10som bestämts av EU. Sundsvall är en av dessa kommuner och har som vision att skapa en hållbar stad och region. Sundsvall Logiskpark AB ingår i ett EU-projekt, SMARTSET, som är ett samarbete mellan flera städer i Europa. SMARTSET Sundsvall handlar om att fram en marknadsmässigt hållbar modell för citylogistik. Undersökningens syfte äratt jämförasamt bedöma potentialen hostvå logistikmodellerför samordnad varudistribution,med en mikroterminal,in till Sundsvalls Stenstadmed nuläget.För att uppnå undersökningens syfte har kartläggning av nuläget gjorts med hjälp av interjuver med speditörer samt identifiering av kriterier för en multikriterieanalys. I resultatet har intervjuerna sammanställts och legat till grund för dedata som har använts i multikriterieanalysen. För att få värden på de olika kriterierna har beräkningar gjorts och sedan har beroendet mellan de olika kriterierna illustrerats i scatter plots. Det har visat sig att logistikmodell1 och 2 är bättre än nuläget på majoriteten av kriterierna.Undersökningens huvudsakliga syfte har uppfyllts då multikriterieanalysen harvisat att båda logistikmodellernaär lönsam för speditörerna samt minskar utsläppen i Sundsvall. Undersökningen har också visat att det är fler faktorer än bara lönsamhet och miljöpåverkan som påverkar en implementation av någon av dessa logistikmodeller.För att vidareutveckla denna undersökning krävs det att fler speditörer intervjuas samt att butikernas kravspecifikation sammanställs. För att få ett projekt med längre livslängd än bidragsperioden behövs finansieringssätt identifieras.

Plusieurs facteurs importants interviennent dans la dynamique concurrentielle des chaînes logistiques, à savoir les caractéristiques structurales et relationnelles. Nous optons dans ce travail doctoral pour l'étude des registres relationnels afin de comprendre le rôle des réseaux sociaux dans la construction d'une capacité de coordination au sein des chaines logistiques. Le champ d'investigation est celui du prestataire logistique de dernière génération dénommé 4PL, dont le métier consiste à concevoir et à orchestrer des systèmes logistiques sans pour autant posséder d'actifs matériels. Afin de faire la lumière sur cette problématique, nous mobilisons trois cadres d'analyse, à savoir le management inter-organisationnel, l'approche par les réseaux sociaux et la prestation logistique. La démarche empirique s'est appuyée sur l'analyse du discours de personnes évoluant dans des entreprises ayant mis en oeuvre une prestation 4PL. Les résultats de notre recherche doctorale soulignent qu'il faut tenir compte de valeurs aussi bien économiques que sociales, comme la confiance et les liens interpersonnels, pour dynamiser les relations inter-organisationnelles. Ces valeurs sociales facilitent le travail de coordination du 4PL au sein des chaînes logistiques et légitiment son pilotage. / Several important factors are involved in the competitive dynamics of supply chains: namely the structural and relational characteristics. In this doctoral research we choose to use the relational register in order to understand the role of social networks in building coordination capacity within supply chains. The field of investigation is the Fourth Party Logistics (4PL), whose job is to design and orchestrate logistics systems without ownership of physical assets. To shed some light on this issue we engage three analytical frameworks: the inter-organizational management, the social networks paradigm and logistics services. The empirical approach was based on discourse analysis of people operating in 4PL companies. The results of our study highlight that we must rely on economical as well as social values, such as trust and interpersonal ties, in order to maintain and boost inter-organizational relationships. These social values facilitate 4PL's coordination within supply chains and legitimize its control.