This document discusses third-party logistics providers (3PLs). It defines 3PLs as businesses that provide logistics services like transportation, warehousing, and distribution management. The document outlines the main types of 3PL providers and why companies use 3PLs, such as to save time and focus on core competencies. It provides tips for selecting a 3PL provider, including doing research, creating a selection process, measuring performance, and nurturing the relationship. The document also briefly introduces 4PL providers, which manage and direct multiple 3PLs.
Third party logistics providers typically specialize in integrated operation, warehousing and transportation services
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Fourth party logistics (4 PL) companies serve as consultants who manage the relationship between the principal company and one or more 3PLs to make sure all operations are running smoothly.
While 3PL outsourcing is accepted business practice corporations are now looking to outsource to a single partner who will assess, design, build, run and measure integrated comprehensive supply chain solutions on their behalf. This evolution in supply chain outsourcing is Fourth-party Logistics or 4PL.
A 4PL provider is a supply chain integrator. The 4PL assembles and manages all resources, capabilities and technology of an organisation’s Supply Chain and its array of providers.
Third party logistics providers typically specialize in integrated operation, warehousing and transportation services
&
Fourth party logistics (4 PL) companies serve as consultants who manage the relationship between the principal company and one or more 3PLs to make sure all operations are running smoothly.
While 3PL outsourcing is accepted business practice corporations are now looking to outsource to a single partner who will assess, design, build, run and measure integrated comprehensive supply chain solutions on their behalf. This evolution in supply chain outsourcing is Fourth-party Logistics or 4PL.
A 4PL provider is a supply chain integrator. The 4PL assembles and manages all resources, capabilities and technology of an organisation’s Supply Chain and its array of providers.
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
Green logistics describes all attempts to measure and minimize the ecological impact of logistics activities. This includes all activities of the forward and reverse flows of products, information and services between the point of origin and the point of consumption.
An introduction to supply chain management and role of transportataionBehzad Behdani
This presentation provides a brief introduction about “supply chain management” and especially, the role of transportation in the smooth operation of “modern” supply chains is discussed.
Third Party Logistics Market is valued at INR 78 bn in 2008; Estimated to reach INR 172 bn in 2012. The market comprises of two segments Asset-based 3PLs and Non-asset based 3PLs.
The report provides a snapshot of the market. An overview gives a quick picture of the market with estimated market size, growth rate and share of 3 PL firms in logistics industry. An analysis of drivers reveals that high cost of logistics in India, fragmented logistics sector, phased implementation of VAT, increasing geographical distribution of consumer markets, government infrastructure initiatives, growth in auto and retail sectors, and economic growth is driving growth in this sector. The key challenges identified include infrastructure congestion, lack of trust and awareness, and service tax.
The competitive landscape profiles the major players in this sector in terms of their business description. The report also provides details of the private equity investments and key developments in this sector.
This presentation provides an introduction to the key concepts of the sustainable supply chain, providing definitions of sustainability, explaining climate change and the ways that supply chains can be expected to change in the future, as a result of the need to "go green".
Green design principles are introduced, including the need to avoid creating a "monstrous hybrid". The limitations of recycling are explained and the need for business models centred upon reuse is made clear. The presentation is designed for use at HE5 and HE6 (UK second year or final year Bachelors degree) but it could also be of interest to companies and individuals.
The slides are downloadable, and the download includes presenter notes – plus a short sustainability game that was used in class.
Green logistics describes all attempts to measure and minimize the ecological impact of logistics activities. This includes all activities of the forward and reverse flows of products, information and services between the point of origin and the point of consumption.
An introduction to supply chain management and role of transportataionBehzad Behdani
This presentation provides a brief introduction about “supply chain management” and especially, the role of transportation in the smooth operation of “modern” supply chains is discussed.
Third Party Logistics Market is valued at INR 78 bn in 2008; Estimated to reach INR 172 bn in 2012. The market comprises of two segments Asset-based 3PLs and Non-asset based 3PLs.
The report provides a snapshot of the market. An overview gives a quick picture of the market with estimated market size, growth rate and share of 3 PL firms in logistics industry. An analysis of drivers reveals that high cost of logistics in India, fragmented logistics sector, phased implementation of VAT, increasing geographical distribution of consumer markets, government infrastructure initiatives, growth in auto and retail sectors, and economic growth is driving growth in this sector. The key challenges identified include infrastructure congestion, lack of trust and awareness, and service tax.
The competitive landscape profiles the major players in this sector in terms of their business description. The report also provides details of the private equity investments and key developments in this sector.
Logistics Plus Inc. provides freight transportation, warehousing, global logistics, and supply chain solutions through a worldwide network of talented and caring professionals. As part of your team, we can look up and down your supply chain, identify the weakest links and repair them. With our trademark 3 1/2PL™ approach to 4PL solutions, we work as an extension of your logistics team to identify greater opportunities for savings in both money and time. And we do it all without increasing (or decreasing, if that is a concern) your staffing. Let us take on your transportation headaches, while you focus on what you do best: producing and selling quality products!
CSCMP 2014: Dr. Robert C. Lieb 2014 3PL Provider CEO PerspectiveAlen Beljin
Dr. Bob Lieb, professor of supply chain management at Northeastern University, is author of the 21st Annual Survey of Third-Party Logistics Provider CEOs, sponsored by Penske Logistics The studies revealed that 3PL CEOs are confident about the current state and future revenue growth of their companies and the regional 3PL industries. The annual surveys, which this year included the CEOs of 27 of the world's largest 3PLs, found that approximately 75 percent of the companies involved in the surveys were profitable in 2013. North American and Asian-Pacific CEOs forecasted three-year company growth of 10.77 percent and 16.2 percent, respectively. European CEOs forecasted 8.33 percent growth over the same period.
Messaging solutions for logistic companies and 3PLMDK Labs GmbH
Logistics use case presentation of the MDK Messenger. Trends in Logistics, and Messaging. MDK Introduction, Use Cases for B2B and B2C, Technical Background.
This is a Mini Project on Third Party Logistics (3PL). I covered important information including meaning of 3PL,its types . Advantages and Disadvantages.
Third Party Logistics Singapore: An Overview, Benefits, and Use CasesRaks International
Third-party logistics (3PL) Singapore refers to the outsourcing of logistics and supply chain management functions to a specialized external service provider. In Singapore, 3PL providers play a crucial role in facilitating efficient and cost-effective distribution and fulfillment operations for businesses across various industries. Contact Raks International at +65-62653228.
Unit 3 Forecasting systems design - Understanding the systemAnanya A
. Understand Supply Chain Dynamics:
Gain a comprehensive understanding of the entire supply chain, including procurement, production, logistics, and distribution. Recognize how different stages of the supply chain may influence demand.
2. Collaborate with Stakeholders:
Involve key stakeholders from different departments such as sales, marketing, production, and logistics. Their insights and expertise will provide valuable information for accurate forecasting.
3. Data Integration:
Integrate data from various sources within the supply chain, including historical sales data, inventory levels, supplier performance, and external factors such as market trends or economic indicators.
4. Demand Segmentation:
Segment your products or services based on characteristics that affect demand, such as seasonality, product life cycle, or customer demographics. Differentiated forecasting methods may be applied to each segment.
5. Technology Selection:
Choose forecasting technologies that integrate seamlessly with other SCM systems. This might include Enterprise Resource Planning (ERP) systems, Warehouse Management Systems (WMS), and Transportation Management Systems (TMS).
6. Consider Lead Times and Variability:
Account for lead times in the supply chain when forecasting. Understand the variability in lead times and demand patterns to optimize inventory levels and reduce the risk of stockouts or overstocking.
7. Dynamic Models for Supply Chain Events:
Design dynamic forecasting models that can adapt to sudden events in the supply chain, such as disruptions in the supply network, changes in supplier capabilities, or unexpected demand fluctuations.
8. Demand Shaping Strategies:
Implement demand shaping strategies to influence customer demand positively. This may involve promotions, discounts, or other marketing initiatives to align with forecasted demand.
9. Risk Assessment:
Incorporate risk assessments into the forecasting process. Identify potential risks and uncertainties in the supply chain, such as geopolitical issues, natural disasters, or supplier reliability, and develop contingency plans.
10. Real-time Visibility:
Aim for real-time visibility into supply chain activities. Use technologies like IoT devices, RFID, and advanced analytics to monitor the movement of goods, track inventory levels, and gather real-time data for more accurate forecasting.
11. Performance Metrics:
Establish key performance indicators (KPIs) to measure the accuracy and effectiveness of the forecasting system. Regularly assess forecast accuracy, bias, and other relevant metrics to identify areas for improvement.
12. Continuous Improvement:
Emphasize a culture of continuous improvement. Regularly review and update forecasting models based on changing market conditions, technology advancements, and feedback from actual performance.
13. Sustainability Considerations:
Consider sustainability factors in forecasting, such as the environmental impact of production and transportation.
Supply Chain Management Basics: 3PLs - One Size Does Not Fit AllAngela Carver
3PLs are more difficult to clearly define than ever before. There is no one size fits all definition as every third-party logistics operation offers a varying product/service portfolio. While 3PLs were once limited to simply transportation and warehousing services, many portfolios now include global services, IT and value added services. Supply chain programs nationwide have done research regarding the state of the 3PL industry. A recent report from the University of Tennessee published an article detailing some of the top functions outsourced to third party logistics providers which included a list of over 30 business critical functions. The top three most outsourced are domestic and international transportation, customs brokerage and freight forwarding.
Outsourcing to 3PLs is a growing trend as it allows manufacturers and retailers to focus on core competencies. This is where finding a best-fit third party logistics partner is critical. Selecting a 3PL that can effectively perform required business critical functions can result in significant benefits for their partners. According to the UT report “Selecting and Managing a Third Party Logistics Provider Best Practices” the top six benefits most often realized when outsourcing to a best-fit 3PL include cost reductions (both current and future), improved customer satisfaction, global expertise, risk reductions and reduced startup capital investment.
The third party logistics industry is a complex one to navigate. This makes identifying a best-fit 3PL for your operation a complex task. Developing and executing a detailed RFP can be helpful in identifying top functions to consider and eliminate prospects that cannot meet your needs. Top industry experts recommend including technology capabilities, company culture, infrastructure, ease of relationship, KPI metrics and other intangible items in your custom RFP. This RFP process will help your operation to identify which 3PL fits the size and capability requirements of your operation, as one size does not fit all. Learn more about selecting a best-fit 3PL by contacting Datex experts at www.datexcorp.com , marketing@datexcorp.com or calling 800.933.2839 ext 243.
The Important Things To Look For In 3PL Services In IndiaOnnsynex
To improve their supply chain operations, organisations are increasingly turning to third-party logistics (3PL) firms in the modern day. Businesses may take use of their many advantages, including affordability, adaptability, and scalability. Selecting a 3PL services provider may have a big influence on a business’s bottom line, whether it’s for expediting order fulfilment or optimising storage and transportation. Prioritising many factors is recommended for firms, ranging from regulatory compliance and technology skills to industry experience and essential services.
Co-creating Customer Value in Logistics Outsourcing RelationshipsC.H. Robinson Europe
Today, organisations face tremendous pressures. Controlling costs and improving efficiencies remain high priorities.This presentation explores how shippers and logistics providers co-create value to optimise supply chains.
International Logistics & Warehouse Management Thomas Tanel
This presentation is designed to take an astute quick look at international logistics and warehouse management, both in terms of today's global supply chain and in the demand flow management process, so you can know how to make the most of this strategically. You've probably heard something about these topics. You may even be somewhat familiar with them. But how much do you really know about their strategic importance?
In an international logistics and warehouse management system, cost-to-cost "trade-offs" available through systems analysis are easy to identify. One example is using premium transportation for small, time-phased purchased lots to reduce inventory investment and lower safety stock. Another might be using a distribution center for freight consolidation or Crossdocking to improve customer service levels and avoid material handling inefficiencies. Yet another might be the use of a blanket agreement (with a rolling forecast) with your supplier. By aligning supplier capacity to your customer schedules and your inventory goals, you gain pipeline visibility through automated order tracking and alerts in addition to lowering costs and raising customer service levels. The overall goal, to achieve a fully integrated logistics approach, is to realize maximum trade-offs among basic functional activities such as warehousing.
Traditional Logistics and Warehousing channels are indeed changing. As organizations move from mass production and mass distribution to lean manufacturing, postponement, and mass customization, creative approaches are needed in the management of logistics and warehousing. The challenge is always present, because different customers may demand different levels of service. Demand often cannot be forecasted, especially if one must deliver customized products or services exactly where the customer needs them on a global scale at multiple locations.
Businesses today must understand that they are competing on the basis of time more than on any other factor. The rigors of international logistics require that you take action to meet your customers’ demand for faster, more frequent, and more reliable deliveries. Your suppliers need to meet increasingly precise inbound schedules. Tomorrow’s customers are more likely to be in another country or continent than they are likely to be from across town, in another state, or in another province. In addition, diverse countries use different formats for weights and other units of measures, as well as many countries and localities have different licensing requirements and charge different duties, value-added taxes (VAT), and fees, which altogether amount to a major content-management challenge for your Global Trade and Logistics IT systems.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Case StudyFrancisco LeonGrantham University.docxrobert345678
Case Study
Francisco Leon
Grantham University
LOG456 Emerging Trend Supply Chain
Instructor:
Due Date:12/20/2022
CASE QUESTIONS
1. What factors help to explain why J&J historically had as many as 12 distribution centers in Europe?
· In the past, Johnson & Johnson had as many as 12 distribution centers in Europe. This was because they focused on meeting their European customers' needs and service expectations. The company emphasizes keeping a high level of service by giving customers one-day and two-day delivery. It also cuts down on time it takes to place an order and get a shipment to its destination.
2. What steps in the supply chain network design process discussed in this chapter would have been most relevant to the task faced by J&J in Europe?
These steps would have helped J&J make a good design for its supply chain network.
1. Business development and resource allocation: They can look at business data and determine what resources will be needed and how to get them and use them on time. This includes finding out what customers want and taking environmental factors into account. So, to grow their business, they need to hire more people, analyze data, and set goals. Once this is done, they can start building a team and figuring out their plans.
2. Network optimization software can help them reduce the number of distribution centers. They can also plan an audit of their supply chain, which wallow help them find places to cut costs.
3. Model baseline scenario
As is—simulate transportation in and out, build and simulate business scenarios, create an econometric financial model, and develop assumptions and constraints for the infrastructure.
4. Coming up with a plan
Defining the main scenario to be evaluated, simulating inventory assets by plan, representing operating, capital, and one-time expenses, developing a financial model by design, and addressing IT, tax, incentive, legal, and infrastructure issues. Develop a plan for transition and implementation, including a timeline, resources, funds, structure, limitations, partners, stakeholders, and a communication strategy.
3. Are there other factors that the network optimization study should have considered?
· Essential things to consider are how close you are to your customers and how much money it will cost you to get there from where you are right now. These are the factors that are most important to consider. These are the two aspects that constitute the most important aspects to take into consideration. Because the frameworks have already been established, every phase that is still to come may have already been planned out. The corporation has significant data about the costs associated with the land and the utilities. In addition to the information it possesses regarding the labor market and the supplier network, this is another area in which it excels. The company will only need to make modifications to the components of the logistics network that are the mos.
1. Third Party Logistics
Providers (3PL)
Kyle Sera
Amy Irvine
Scott Andrew
Carrie Schmidt
Ryan Lancaster
2. Overview
What are 3PL’s
Why use them
Tips for implementation of 3PL’s
4PL’s
3. Types of 3PL Providers
Transportation Based
Services extend beyond transportation to offer a
comprehensive set of logistics offerings.
Leveraged 3PLs use assets of other firms.
Non-leveraged 3PLs use assets belonging solely
to the parent firm.
Examples: Ryder, Schneider Logistics, FedEx
Logistics, UPS Logistics
4. Types of 3PL Providers
Warehouse/Distribution Based
Many have former warehouse and/or distribution
experience.
Examples: DSC Logistics, USCO, Exel,
Caterpillar Logistics, IBM
5. Types of 3PL Providers
Forwarder Based
Very independent middlemen with forwarder
roles.
Non-asset owners that provide a wide range of
logistics services.
Examples: AEI, Kuehne & Nagle, Fritz, Circle, C.
H. Robinson, Hub Group
6. Types of 3PL Providers
Financial Based
Provide freight payment and auditing, cost
accounting and control, and tools for monitoring,
booking, tracking, tracing, and managing
inventory.
Examples: Cass Information Systems, CTC, GE
Information Services, FleetBoston
7. Types of 3PL Providers
Information Based
Significant growth and development in this
category of Internet-based, business-to-
business, electronic markets for transportation
and logistics services.
Examples: Transplace, Nistevo
8. Logistics?
Logistics:Managing the flow of information
and goods inbound from suppliers and
outbound to customers.
Why be good at this?
Core competency?
9. Why Use 3PL’s?
Save time
Don’t need to invest in:
Trucks
Training
Development
Help expand
New markets
International
No roads
10. Why Use Cont.
Narrow your focus
Allows you to focus on your strengths
Don’t get spread too thin
Reach more customers more effectively
Can ensure delivery times
can help a company run leaner
11. Management Focus
Furthering your company
Consider potential benefits and drawbacks
3pl’s can increase profitability
Can you be a 3PL to someone else?
12. Levels of Outsourcing
Transactional Outsourcing: Based on transactions, with no
long term contracts and no bonding between the 3PL and the
outsourcing company.
Tactical Outsourcing: Outsourcing on a long term basis with
negotiated contacts and integrated IT systems to facilitate free
information flow and create supply chain visibility.
Strategic Outsourcing: Based on long-term relationships with
successful outcomes, 3PL companies become partners in supply
chain management and establish transactional transparency.
13. 3PL Defined
Can be ambiguous as there are many definitions
Some say “all or a significant part”
Some say “at least one part”
Best definition is probably a combination:
Businesses that provide one or many of the following
logistics services:
Transportation Management
Public/Contract Warehousing
Distribution Management
Freight Consolidation
14. As a Manager…
Which 3PL Provider Do I Choose?
Inbound Logistics recognizes top 10
Uses its readers to conduct vote
Over 300 companies nominated with 3,000+
votes
Top 3 this year:
1) UPS Supply Chain Solutions
2) Schneider Logistics
3) C.H. Robinson
15. How is a 3PL Differentiated From a
Transportation Provider?
Transportation provider gets product from
point A to point B
Could be considered a 3PL
Just one function of logistics
3PL provider assists in multiple functions
16. Successful Implementation of 3PL
Why you want to select the right provider the first time
Only about 65% of companies believe their provider is doing a
“good” job.
55% of logistics outsourcing contracts end in 3-5 years
The source had a list of 14 key tips for success, but we are going
to focus on the 5 most important issues.
17. Tips for Successful Implementation
1) Have an outsourcing strategy.
Know what your outsourcing strategy is. It needs to be well thought
out and measured against in house solutions and capabilities.
SWOT analysis. As a company you should understand the strengths,
weaknesses, opportunities and threats of outsourcing logistics, rather
than keeping them in house.
2) Do your homework.
Do a comprehensive study
Clearly document advantages, challenges, costs and benefits.
Document expectations
Set down expectations in clear terms and include current costs.
18. Tips Continued…
Create a robust selection process.
Invite companies in to give a formal presentation without giving
requirements. This can help document their strengths and weaknesses.
Make a site visit to the 3PL, and talk with its existing customer.
3) Measure and review performance
Have a efficient and accurate measurement system.
Qualitative measures that focus on effectiveness and quantitative
measures that focus on efficient utilization.
Have an efficient costing system
This will help you to understand the costs involved in outsourcing.
“Are we making money doing this?”
19. Tips Continued…
4) Create an Implementation Strategy
Create a project plan road map
Be clear who does what, create a project management team with
members from both organizations and review progress vs. planned
milestones.
5) Nurture the Relationship
Both Parties must nurture the relationship to make outsourcing
successful.
Create mutual trust, respect and a sense of integrity.
20. 4PL Providers
Manage and direct the activities of multiple
3PLs, serving as an integrator
Refinement on the idea of 3PLs
4PLs are not asset based like 3PLs
Assembles and manages the resources,
capabilities, and technology of its own
organization and other organizations to
design, build and run comprehensive supply
chain solutions
21. Transways Express 4PL
One stop transport and logistics supplier
Work with suppliers and customers
23. Sources
3PL definition:
http://accuracybook.com/glossary.htm
Top 10 3PL providers:
http://www.inboundlogistics.com/3pl/awards.shtml
Successful 3PL implementation:
http://logistics.about.com/od/thirdparty/a/uc041805a.htm
Sangam, VK. (2006). Implementing Third Party Logistics. Retrieved
May 5th, 2006. From Massey University, About Business and Finance
website:
http://logistics.about.com/od/thirdparty/a/uc041805a.htm
Red Prairie:
http://www.redprairie.com/Industry%20Solutions/Third%20Party
%20Logistics.aspx
Class lecture slides:
http://logistics.about.com/od/thirdparty/a/uc041805.htm