De meados da década de 80 até a atualidade as atividades básicas que fazem parte da logística deixaram de ser somente consolidadoras de uma relação de compra e venda, e passaram a ter uma importância estratégica bastante grande em busca de uma maior vantagem competitiva. Esta nova importância para a logística surgiu com a abertura econômica e o acirramento da competitividade mundial. Assim, empresas se especializaram em projetar, implantar e gerenciar as atividades de logística para outras empresas (Operadores Logísticos). A tomada de decisão entre realizar as atividades logísticas através de competência interna da empresa ou repassa-las aos operadores logísticos se tornou mais freqüente nos dias de hoje. O trabalho propõe um procedimento de auxílio a tomada de decisão para empresas em fase de análise da viabilidade da utilização de operadores logísticos. Por fim o procedimento é testado no campo com dados reais uma empresa de grande porte. / From the middle of 80\'s until today, the basic logistic activities are not only to consolidate buy and sales relationship, these activities became important in strategic planning, being important to reach new markets. This new logistic importance started with openning of Brazilian economy and with the increase in world competitiveness. For this reason, enterprises improvement the logistic activities techniques, as project, implementation an management and starting to execute these activities to another enterprises with do not have logistic as core competence, these enterprises are called Third Party Logistic Provider. The decision make between insourcing or outsourcing logistic activities became more frequently nowadays. This thesis propose a procedure to help enterprises in the viability analysis phase to use third party logistic provider in its supply chain. In the end the procedure is tested in a global company with real data.

De meados da década de 80 até a atualidade as atividades básicas que fazem parte da logística deixaram de ser somente consolidadoras de uma relação de compra e venda, e passaram a ter uma importância estratégica bastante grande em busca de uma maior vantagem competitiva. Esta nova importância para a logística surgiu com a abertura econômica e o acirramento da competitividade mundial. Assim, empresas se especializaram em projetar, implantar e gerenciar as atividades de logística para outras empresas (Operadores Logísticos). A tomada de decisão entre realizar as atividades logísticas através de competência interna da empresa ou repassa-las aos operadores logísticos se tornou mais freqüente nos dias de hoje. O trabalho propõe um procedimento de auxílio a tomada de decisão para empresas em fase de análise da viabilidade da utilização de operadores logísticos. Por fim o procedimento é testado no campo com dados reais uma empresa de grande porte. / From the middle of 80\'s until today, the basic logistic activities are not only to consolidate buy and sales relationship, these activities became important in strategic planning, being important to reach new markets. This new logistic importance started with openning of Brazilian economy and with the increase in world competitiveness. For this reason, enterprises improvement the logistic activities techniques, as project, implementation an management and starting to execute these activities to another enterprises with do not have logistic as core competence, these enterprises are called Third Party Logistic Provider. The decision make between insourcing or outsourcing logistic activities became more frequently nowadays. This thesis propose a procedure to help enterprises in the viability analysis phase to use third party logistic provider in its supply chain. In the end the procedure is tested in a global company with real data.

Under de senaste fem åren har e-handlare börjat att outsourca sina lager och sin logistik till tredjepartslogistiker. E-handlarna vill kunna skräddarsy en lager och logistiklösning som uppfyller verksamhetens krav tillsammans med bolag som är experter på lager och logistik. Uppgiften är däremot komplicerad på grund av att e-handlare inte alltid vet vilken lösning som är bäst för deras verksamhet och har svårt att specificera vad som är deras behov. Dessutom har e-handlare ofta svårt att lära sig om tredjepartslogistikers roll i verksamheten och dra maximal nytta av samarbetet när tredjepartslogistiker väl har tagit över. E-handlares önskan om skräddarsydda lösningar ställer dock stora krav på tredjepartslogistiker på grund av att de måste anpassa sina verksamheter till många unika kunder, vilket kräver mycket kunskap och resurser. Uppgiften kompliceras ytterligare på grund av att tredjepartslogistiker, som är vana vid industrikunder, är osäkra på vad e-handelsföretag egentligen värdesätter och hur de skall arbeta värdeskapande från den initiala kontakten tills dess att någon part väljer att avsluta samarbetet. I dagsläget ställs det således stora krav på tredjepartslogistiker som arbetar mot e-handlare och författarna har därför valt att undersöka processen. Mer specifikt handlar examensarbetets syfte om att besvara med vilka aktiviteter som tredjepartslogistiker kan öka e-handelsföretagens upplevda värde, i försäljningsprocessens olika faser.   För att besvara syftet används först och främst teori kring värde, värdeskapande och försäljningsprocesser, vilket ligger till grund för en analysmodell och examensarbetets huvudstudie. Genom att konstruera en workshop där e-handlare får placera ut kort som representerar fördelar i en försäljningsprocess med fem faser, får författarna underlag för att kunna sluta sig till vilka fördelar e-handlare anser vara värdeskapande i de olika faserna. Varje fas analyseras sedan var för sig för att matcha fördelarna till aktiviteter hämtade från teorin om försäljningsprocesser. Genom att justera aktiviteterna med hänsyn till underlaget från huvudstudien resulterar varje analys i aktiviteter som en tredjepartslogistiker kan utföra för att öka e-handelskundernas upplevda värde. Analyserna har resulterat i ett ramverk av aktiviteter som strukturerar upp hur tredjepartslogistiker bör fokusera sina resurser och strukturera sina aktiviteter i försäljningsprocessens faser. Tillsammans med författarnas rekommendationer ger ramverket en struktur för hur tredjepartslogistiker bör arbeta om de vill öka e-handelskunders upplevda värde. / During the past five year online retailers have started to outsource their warehouse and logistics to third-party logistic providers. Online retailers’ reason for outsourcing are the possibility to develop a tailored solution, with regards to their businesses’ needs, as well as doing it together with a partner whom is an expert on warehouse management and logistics. However, outsourcing is a problematic and major decision for online retailers to make. Especially since they do not necessarily know how to specify their needs and select the best possible solution for their businesses. Additionally, online retailers find it challenging to incorporate third-party logistic providers and use their abilities and expertise optimally. Online retailers’ demand for tailored solutions stresses third-party logistic providers’ operations since they have to adapt their offering to multiple customers, which requires flexibility, resources, and knowledge. In addition, third-party logistic providers are accustomed to traditional industries. Therefore, they lack understanding of online retailers’ preferences and does not know how to create value in the process from an initial contact to an ongoing relationship.   In summary, there are huge demands on third-party logistic providers that have chosen to focus on online retailers. Therefore, the authors of this thesis have decided to investigate the process. More specifically the purpose of this thesis is to investigate by which activities third-party logistic providers can effectively increase online retailers perceived value in the sales process’ phases.   In order to achieve the purpose of this thesis the authors have applied theory of value, value-creation, and sales processes to design a model of analysis and develop the main study. With respect to the model of analysis a workshop was used, where online retailers got to place cards (representing benefits) in a sales process with five phases (representing the relation between online retailers and third-party logistic providers) to give the authors a basis for analysis. The online retailers had to select if they perceived a benefit to be of importance during different phases. Thereafter, each phase was analysed to pair benefits with activities that was found in theory about sales processes. By adjusting each activity with respect to data from the main study, each analysis resulted in activities that can be performed by third-party logistic providers in order to increase online retailers perceived value. Conclusions from the assays were then used to build a framework, structuring how third-party logistic providers should focus its resources and organize its activities in the phases of the sales process. Along with the authors’ recommendations the framework provides a structure for third-party logistics providers to be used in order to increase online retailers perceived value.

Purpose: In this study, areas of use of blockchain technology in transportation management will be discussed. The purpose is to contribute with theoretical research of advantages and disadvantages of blockchain technology in transportation management before an implementation at Rhenus Logistics.   Methodology: Through interviews and literature, ways of using blockchain in transportation management is researched. A case study is set up, to further analyze the research topic from the view of an individual third-party logistic company.  Findings: Results showed that for a third-party logistic provider to successfully use blockchain technology within transportation management, it is important to have the entire network onboard in the process. If so, functionalities such as track and trace, digital handling of paperwork and smart contracts could be used. The advantages of using blockchain technology for transportation management at Rhenus Logistics were found to be trust, transparency, traceability, efficiency, cost-saving opportunities and the use of smart contacts. Identified disadvantages for Rhenus Logistics was that blockchain is costly, stakeholders are hesitant to get involved, smart contracts are not considerate of blurry lines in real life practice and there is a challenge in finding an accurate blockchain design for their business model.