7.
How different is carrier choice for third party logistics companies?
Transportation Research Part E: Logistics and Transportation Review, In Press, Corrected Proof, Available online 2 March 2010
Zachary Patterson, Gordon O. Ewing, Murtaza Haider
Abstract
The purpose of this paper is to test whether third party logistics companies (3PLs) are different from other end-shippers with respect to how they choose their carriers. The results of carrier choice models developed in this paper suggest that 3PLs are more biased against intermodal shipping than other end-shippers. The principal conclusions are as follows: mode and carrier choice modeling needs to take into consideration differences between 3PLs and other end-shippers; and with the increasing role of 3PLs in choosing carriers, their stronger bias against intermodal shipping will present further challenges to increasing freight rail mode share.
Article Outline
1. Introduction
2. Literature review – 3PLs
3. The data set
3.1. A random-effects mixed-logit
4. Modeling approach
5. Modeling results
5.1. The ‘other end-shippers’ model
5.2. Comparison of models for 3PLs and other end-shippers
6. Discussion of results and conclusions
References
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8.
A lead-time based approach for planning rail–truck intermodal transportation of dangerous goods
European Journal of Operational Research, Volume 202, Issue 3, 1 May 2010, Pages 696-706
Manish Verma, Vedat Verter
Abstract
The remarkable growth in intermodal transportation over the past two decades has not been matched by a comparable level of academic activity, especially in the context of transporting hazardous materials (hazmats). In this paper, we present a first attempt for the development of an analytical framework for planning rail–truck intermodal transportation of hazmats. A bi-objective optimization model to plan and manage intermodal shipments is developed. To represent the current practice, the routing decisions in the model are driven by the delivery-times specified by the customers. An iterative decomposition based solution methodology which takes advantage of the problem structure is provided. A realistic problem instance based on the intermodal service network in eastern US is solved. This framework is used for developing a number of managerial insights, and for generating elements of the risk-cost frontier.
Article Outline
1. Introduction
2. Problem description
3. Optimization methodology
3.1. Model formulation
3.2. Estimation of basic model parameters
3.3. Solution procedure
4. Computational experiments
4.1. A realistic problem instance
4.2. Solving the problem
4.3. The cost-risk trade-off
5. Concluding remarks
Acknowledgements
References
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9.
A classification of logistic outsourcing levels and their impact on service performance: Evidence from the food processing industry
International Journal of Production Economics, Volume 124, Issue 1, March 2010, Pages 75-86
H.I. Hsiao, R.G.M. Kemp, J.G.A.J. van der Vorst, S.W.F. (Onno) Omta
Abstract
Most studies of logistics outsourcing have focused on cost reduction, while few studies have reported on service benefits. This study empirically examines if outsourcing different logistics activities results in differences in logistics service performance. We identify and analyze the outsourcing of four levels of logistics activities: transportation (level 1), packaging (level 2), transportation management (level 3), and distribution network management (level 4). A research framework was formulated to discuss the effect of the outsourcing decision of different levels on perceived logistics service performance and includes the moderating role that supply chain complexity may play in the proposed relationships. Our findings show that outsourcing has no direct impact on service performance (delivery reliability, flexibility and lead-time) in any of the four levels. However, the performance when outsourcing level 4 activities increases with an increasing degree of demand complexity. Furthermore, chilled foods have higher service performance than non-chilled foods. These findings show the complex relationships between levels of outsourcing, performance and supply chain characteristics.
Article Outline
1. Introduction
2. Literature review
2.1. Core business outsourcing
2.2. Non-core business outsourcing
3. Theoretical framework
3.1. Definition: levels of logistics outsourcing
3.1.1. Execution activities
3.1.2. Planning and control activities
3.2. Definition: logistics service
3.3. Direct effect of logistics outsourcing
3.4. Moderating effect: supply chain complexity
4. Data
4.1. Measures
4.1.1. Outsourcing decision
4.1.2. Supply chain complexity
4.1.3. Logistics service performance
4.1.4. Control variables
4.2. Analysis and sample description
5. Results
5.1. Control variables
5.2. Direct effect
5.3. Moderating effect
6. Discussion and conclusions
6.1. Implications
7. Research limitations and further researches
Appendix A. Questionnaire
References
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10.
The design of robust value-creating supply chain networks: A critical review
European Journal of Operational Research, Volume 203, Issue 2, 1 June 2010, Pages 283-293
Walid Klibi, Alain Martel, Adel Guitouni
Abstract
This paper discusses Supply Chain Network (SCN) design problem under uncertainty, and presents a critical review of the optimization models proposed in the literature. Some drawbacks and missing aspects in the literature are pointed out, thus motivating the development of a comprehensive SCN design methodology. Through an analysis of supply chains uncertainty sources and risk exposures, the paper reviews key random environmental factors and discusses the nature of major disruptive events threatening SCN. It also discusses relevant strategic SCN design evaluation criteria, and it reviews their use in existing models. We argue for the assessment of SCN robustness as a necessary condition to ensure sustainable value creation. Several definitions of robustness, responsiveness and resilience are reviewed, and the importance of these concepts for SCN design is discussed. This paper contributes to framing the foundations for a robust SCN design methodology.
Article Outline
1. Introduction
2. Overview of the SCN design problem
2.1. Strategic SCN design decisions
2.2. Supply chain networks under uncertainty
2.3. Strategic evaluation of SCN designs and optimization criteria
3. Deterministic SCN design models
4. SCN design models under uncertainty
4.1. Randomness
4.2. Hazard
4.3. Deep uncertainty
5. Fostering robustness in SCN design
5.1. Robustness
5.2. Responsiveness
5.3. Resilience
6. Conclusions
Acknowledgements
Appendix A. Supplementary references
References
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