1. ARAB ACADEMY FOR SCIENCE, TECHNOLOGY & MARITIME TRANSPORT
Institute of International Transport and Logistics
Logistics Outsourcing
• By Marwan Bahgat
Supervised by:
Prof. Dr.Islam Al-Naqeeb
2. Chapter 1
Logistics and Supply Chain Management
Logistics and supply chain definition
• Logistics Management
• Supply Chain Management (CRM)
• Deference between logistics and supply chain
3. Chapter 1
Logistics and Supply Chain Management
Logistics and supply chain definition
• Logistics Management
• Supply Chain Management (CRM)
• Deference between logistics and supply chain
4. Chapter 1
Logistics and Supply Chain Management
Logistics and supply chain definition
• Logistics Management
• Supply Chain Management (CRM)
• Deference between logistics and supply chain
5. Chapter 1
Logistics and Supply Chain Management
Conclusion
• Logistics management is only an integral portion of
supply chain but this is vary between organizations
• We can say the supply chain and logistics is two terms if
they combined in one sentence diverged in the meaning
and vise versa
• Finally, SCM is a business philosophy that enables
individual companies and channel partners to achieve
high levels of productivity, profit and growth.
6. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Logistics as a percentage of GDP
7. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Profit impact of logistics cost saving
8. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Logistics Customer service Expectations Are Increasing
• Supply and Distribution Lines Are Lengthening with Greater
Complexity
• Supply chain Is Important to Strategy
9. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Logistics Customer service Expectations Are Increasing
• Supply and Distribution Lines Are Lengthening with Greater
Complexity
• Supply chain Is Important to Strategy
10. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Logistics Customer service Expectations Are Increasing
• Supply and Distribution Lines Are Lengthening with Greater
Complexity
• Supply chain Is Important to Strategy
12. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Supply Chain Adds Significant Customer Value
• Supply chain provides competitive advantages
• Supply chain Shifts in Channel Power
13. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Supply Chain Adds Significant Customer Value
• Supply chain provides competitive advantages
• Supply chain Shifts in Channel Power
14. Chapter 1
Logistics and Supply Chain Management
Importance of logistics
• Supply Chain Adds Significant Customer Value
• Supply chain provides competitive advantages
• Supply chain Shifts in Channel Power
15. Chapter 1
Logistics and Supply Chain Management
The main supply chain role and activities
• Customer Service
• Demand Forecasting
• Inventory management
• Materials Handling
• Order Processing
• Packaging
16. Chapter 1
Logistics and Supply Chain Management
The main supply chain role and activities
• Plant and Warehouse Site Selection
• Parts and Service Support
• Procurement
• Reverse Logistics
• Traffic and Transportation
• Warehousing and Storage
18. Chapter 1
Logistics and Supply Chain Management
Logistics activity Trade-offs
• Inventory vs. Customer Service
• Inventory and economies of scale
• Going green in the supply chain
19. Chapter 1
Logistics and Supply Chain Management
Logistics activity Trade-offs
• Inventory vs. Customer Service
• Inventory and economies of scale
• Going green in the supply chain
20. Chapter 1
Logistics and Supply Chain Management
Logistics activity Trade-offs
• Inventory vs. Customer Service
• Inventory and economies of scale
• Going green in the supply chain
21. Chapter 2
Logistics Outsourcing
Logistics Outsourcing Definition
Key Element:
• Deciding to obtain selected, recurring, non-core goods and services
previously provided internally, from outside the company
• Finding outside providers and new ways to secure the delivery of raw
materials, goods, components and services, by
• Utilizing the knowledge, experience, creativity and facilities or capabilities of
new providers not used previously, thus
• Handing over or transferring the planning, management and operation of
certain functions to an independent third party, and
• Using formalized agreements/contracts and payment.
22. Chapter 2
Logistics Outsourcing
The development of the outsourcing concept
• “Smaller is beautiful” concerns over conglomeration and
vertical integration
• The rise and rise of core competence thinking
• The emergence of outsourcing as a key business practice
• Primary supply chain outsourcing
23. Chapter 2
Logistics Outsourcing
The development of the outsourcing concept
• “Smaller is beautiful” concerns over conglomeration and
vertical integration
• The rise and rise of core competence thinking
• The emergence of outsourcing as a key business practice
• Primary supply chain outsourcing
24. Chapter 2
Logistics Outsourcing
The development of the outsourcing concept
• “Smaller is beautiful” concerns over conglomeration and
vertical integration
• The rise and rise of core competence thinking
• The emergence of outsourcing as a key business practice
• Primary supply chain outsourcing
25. Chapter 2
Logistics Outsourcing
The development of the outsourcing concept
• “Smaller is beautiful” concerns over conglomeration and
vertical integration
• The rise and rise of core competence thinking
• The emergence of outsourcing as a key business practice
• Primary supply chain outsourcing
27. Chapter 2
Logistics Outsourcing
Benefits of Business Process Outsourcing
• Best in Class Capabilities
• Better Use of Company Resources
• Reduce Operating Costs
• Reduce Business Risk
• Company Lacks Necessary Resources
28. Chapter 2
Logistics Outsourcing
Benefits of Business Process Outsourcing
• Best in Class Capabilities
• Better Use of Company Resources
• Reduce Operating Costs
• Reduce Business Risk
• Company Lacks Necessary Resources
29. Chapter 2
Logistics Outsourcing
Benefits of Business Process Outsourcing
• Best in Class Capabilities
• Better Use of Company Resources
• Reduce Operating Costs
• Reduce Business Risk
• Company Lacks Necessary Resources
30. Chapter 2
Logistics Outsourcing
Benefits of Business Process Outsourcing
• Best in Class Capabilities
• Better Use of Company Resources
• Reduce Operating Costs
• Reduce Business Risk
• Company Lacks Necessary Resources
31. Chapter 2
Logistics Outsourcing
Benefits of Business Process Outsourcing
• Best in Class Capabilities
• Better Use of Company Resources
• Reduce Operating Costs
• Reduce Business Risk
• Company Lacks Necessary Resources
32. Chapter 2
Logistics Outsourcing
Levels of logistics outsourcing
• In-house logistics
• Logistics service provider (LSP)
• Third party logistics (3PL/TPL)
• Fourth party logistics (4PL/FPL)
• Fifth party logistics (5PL)
33. Chapter 2
Logistics Outsourcing
Levels of logistics outsourcing
• In-house logistics
• Logistics service provider (LSP)
• Third party logistics (3PL/TPL)
• Fourth party logistics (4PL/FPL)
• Fifth party logistics (5PL)
34. Chapter 2
Logistics Outsourcing
Levels of logistics outsourcing
• In-house logistics
• Logistics service provider (LSP)
• Third party logistics (3PL/TPL)
• Fourth party logistics (4PL/FPL)
• Fifth party logistics (5PL)
35. Chapter 2
Logistics Outsourcing
Levels of logistics outsourcing
• In-house logistics
• Logistics service provider (LSP)
• Third party logistics (3PL/TPL)
• Fourth party logistics (4PL/FPL)
• Fifth party logistics (5PL)
36. Chapter 2
Logistics Outsourcing
Levels of logistics outsourcing
• In-house logistics
• Logistics service provider (LSP)
• Third party logistics (3PL/TPL)
• Fourth party logistics (4PL/FPL)
• Fifth party logistics (5PL)
37. Chapter 2
Logistics Outsourcing
IMPACT OF OUTSOURCING LOGISTICS
Advantages of Logistics Outsourcing
• Cost Reduction
• Service and Technology Improvement
• Strategic Flexibility
• Capital Investment Saving
• Focus on Core Competency
• Sharing and Reducing Risks
38. Chapter 2
Logistics Outsourcing
IMPACT OF OUTSOURCING LOGISTICS
Disadvantages of Logistics Outsourcing
• Loss of Control over the Supply Chain
• Minimization of Cost Awareness
• Lack of Improvement and Innovative Ability
• Human Resource not adjusted to the new environment
39. Chapter 2
Logistics Outsourcing
Logistics Outsource Process
• System Takeover
• Joint Ventures
• System “Spin-off”
• Management-only Contract
40. Chapter 2
Logistics Outsourcing
Logistics Outsource Process
• System Takeover
• Joint Ventures
• System “Spin-off”
• Management-only Contract
41. Chapter 2
Logistics Outsourcing
Logistics Outsource Process
• System Takeover
• Joint Ventures
• System “Spin-off”
• Management-only Contract
42. Chapter 2
Logistics Outsourcing
Logistics Outsource Process
• System Takeover
• Joint Ventures
• System “Spin-off”
• Management-only Contract
43. Chapter 2
Logistics Outsourcing
SUCCEED IN LOGISTICS OUTSOURCING
• Making the Decision
• Evaluating the Operations and Developing Criteria and Objective
• Making the List and Sending Letters
• Beginning the New Partnership
44. Chapter 2
Logistics Outsourcing
Myths of Logistics Outsourcing
• If the outsourcing does not work you can always bring the
activity back
• The smartest people in the game work in 3PL
• The smartest people in the game work on the customer side
• Once you outsource, you can relax and let them handle all the
work
45. Chapter 2
Logistics Outsourcing
Myths of Logistics Outsourcing
• If the outsourcing does not work you can always bring the
activity back
• The smartest people in the game work in 3PL
• The smartest people in the game work on the customer side
• Once you outsource, you can relax and let them handle all the
work
46. Chapter 2
Logistics Outsourcing
Myths of Logistics Outsourcing
• It’s an equal win-win partnership
• Your logistics service provider is responsible for their own mistakes
• Lock it in a contract and squeeze the last penny out of your
logistics service provider
48. Chapter 3
Procurement Outsourcing
What is Procurement Outsourcing?
Benefits of Procurement Out sourcing
Procurement Outsourcing Disadvantage
Procurement Outsourcing Risks
49. Chapter 3
Procurement Outsourcing
Procurement Outsourcing Scope
• Transactional Buying and Settlement
• Measurement and Development
• Selection and Contracting
• Sourcing Strategy Development
50. Chapter 3
Procurement Outsourcing
Procurement Outsourcing Scope
• Transactional Buying and Settlement
• Measurement and Development
• Selection and Contracting
• Sourcing Strategy Development
51. Chapter 3
Procurement Outsourcing
Procurement Outsourcing Scope
• Transactional Buying and Settlement
• Measurement and Development
• Selection and Contracting
• Sourcing Strategy Development
52. Chapter 3
Procurement Outsourcing
Procurement Outsourcing Scope
• Transactional Buying and Settlement
• Measurement and Development
• Selection and Contracting
• Sourcing Strategy Development
53. Chapter 3
Procurement Outsourcing
Implementation
Implementation Approach
• Consult, fix and outsource
• Consult, outsource and fix
54. Chapter 3
Procurement Outsourcing
Implementation
key prerequisites for maximizing success
• Managing risks due to reduced control over the process
• Managing continuity of service delivery
• Managing personnel and process transition issues
55. Chapter 3
Procurement Outsourcing
Implementation
key prerequisites for maximizing success
• Managing technology integration issues
• Managing expectations and consensus (HR, IT, Legal &
Finance)
• Joint governance and service innovation board
• Measuring success
56. Chapter 3
Procurement Outsourcing
Implementation
Evaluating and selecting a procurement service
provider (PSP)
selection criteria
• Category expertise
• Sourcing Process Methodology
• Operational Excellence
• Experience and Customer References
• Financial stability
57. Chapter 3
Procurement Outsourcing
Future Growth
• 45% pressures to lower procurement transaction costs
• 41% increased global competition
• 36% need to gain access to improved pricing
• 34% pressures to re-focus personnel on more strategic
activities.