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ISBN 978 1 846930577 Published: 2007 Pages: 130 Description Fourth Party Logistics: Is It The Future Of Supply Chain Chain Outsourcing? About the Author Serafettin was born in Turkey and has a Bsc. Finance degree. He then came to Manchester, UK to further his education in Master's level. He is a recent graduate of the University of Salford with an Msc. International Business. He understands that globalisation affects everyone. He is one of the few people that can forward think changes, and understands that the complex nature of 4PL, will make the world a smaller place. He believes that value adding should be the initial focus for every business model, not only for 4PL, and utilising 4PL will significantly help achieve this initial focus. That's why he is passionate about this new wave in supply chain outsourcing. He is a person that can refocus companies. He is the sort of person that consultant companies would charge their clients 7,000 a day for. He is among the few that understand 4PL. This book is written as a single case study, focusing on leading edge technology to assist the reader in understanding 4PL. About this Book This book is for those who are looking to know all about Fourth Party Logistics (4PL). This book is produced using 4PL methods, printed in print runs of one plus books in three global centers and delivered directly or indirectly throughout the supply chain. Describing 4PL is like describing the offside rule. However, once you understand the principles it really is simple. You can then understand why some corporate companies become lean companies just holding IPR and Trademarks, with very little in turnover, however high GP and NP along with exceptional earnings per head compared to the industry Key Performance Indicators (KPI). This is an educational and practical book that starts to address how 4PL can change your business. There are a number of other books out there that are too sterile in their approach. The author approached 80 consulting companies only one would put its head up to be counted. This book will reveal to you the, who, why and where and without doubt get every Finance Director within different companies asking if they can use 4PL. The book covers the client, the outsource provider and the consultancy company that sold the solution and made it work. 'Fourth Party Logistics' is less of a case study and more of a real practical business guide. The consultancy company in the book was the only one to put their experience to the test. Serafettin Kutlu has much to bring to the party and really does know his stuff. "
Um auf dem hart umkämpften Logistikmarkt bestehen zu können, kann die Entwicklung zum 4PL, zum Fourth Party Logistics Provider, ein erfolgversprechender Weg in die Zukunft von Logistikdienstleistern sein. Wahres 4PL braucht drei Schlüsselkompetenzen: logistisches Fachwissen, IT-Kompetenz und Beratungskompetenz zur Optimierung von Prozessen und Abläufen. Da kaum ein Unternehmen alle drei Schlüsselkompetenzen aus eigener Hand bieten kann, werden Kooperationen oder Joint Ventures zur Optimierung des Dienstleistungsangebotes geschlossen.
Inhaltsangabe:Abstract: This thesis looks at the fundamental issues of fourth party logistics in Germany. The areas interpretation, acceptance and potential implementations are covered in particular. After a brief introduction in Chapter 1, Chapter 2 offers an insight into the topic area in the form of a literature review. The literature review explains the origins of the 4PL-concept as well as functions performed by a 4PL-provider. Different types of 4PL-providers and inter-organisational set-ups are presented. Afterwards the main areas of discussion are identified. Areas such as outsourcing theory and channel concepts have relevance and are dealt with as well. Although the 4PL-basics are not necessarily country-specific, the literature review relies heavily on German sources. In Chapter 3 a conceptual model concerning the topic is presented and hypotheses are developed. In order to test the developed hypotheses, primary data is collected in the form of a Delphi expert discussion. This process is described in detail in Chapter 4. The logistics experts for the panel are drawn from shippers, service providers and researchers; the discussion consists of two rounds. The results of the Delphi process are analysed in Chapter 5 followed by Chapter 6 in which the hypotheses are tested and conclusions are drawn. The findings can be summarised by stating that the panellists generally expressed very pragmatic viewpoints. Further, several of the often-quoted arguments in the 4PL-discussion were weakened by the findings. At the same time it has to be mentioned that especially the shippers were often split in their opinions. This thesis does not aim at ending the 4PL-discussion, but instead hopes to fuel it by looking at certain aspects from different viewpoints. Inhaltsverzeichnis:Table of Contents: LISTS OF FIGURES, TABLES & EQUATIONSvii LIST OF ABBREVIATIONS USEDviii LIST OF ABBREVIATIONS USEDviii CHAPTER ONE: INTRODUCTION1 1.1Subject background1 1.2Reasons for choice of subject1 1.3Scope and limitations2 1.4Proposed research methodology2 1.5Statements of objectives3 CHAPTER TWO: LITERATURE REVIEW4 2.14PL-concept4 2.1.14PL-functions4 2.1.2Differences to 3PL5 2.1.34PL within the SCM context5 2.1.4Inter-organisational structure6 2.1.5Origins of 4PL-companies7 2.1.64PL vs. LLP8 2.1.7Existing examples10 2.1.8Key issues10 2.1.8.1Impact of assets10 2.1.8.2Expertise12 2.1.8.3Trust12 2.2Management [...]
Port Economics, Management and Policy provides a comprehensive analysis of the contemporary port industry, showing how ports are organized to serve the global economy and support regional and local development. Structured in eight sections plus an introduction and epilog, this textbook examines a wide range of seaport topics, covering maritime shipping and international trade, port terminals, port governance, port competition, port policy and much more. Key features of the book include: Multidisciplinary perspective, drawing on economics, geography, management science and engineering Multisector analysis including containers, bulk, break-bulk and the cruise industry Focus on the latest industry trends, such as supply chain management, automation, digitalization and sustainability Benefitting from the authors’ extensive involvement in shaping the port sector across five continents, this text provides students and scholars with a valuable resource on ports and maritime transport systems. Practitioners and policymakers can also use this as an essential guide towards better port management and governance.
Studienarbeit aus dem Jahr 2003 im Fachbereich BWL - Beschaffung, Produktion, Logistik, Note: 1,7, Carl von Ossietzky Universität Oldenburg, Veranstaltung: International Logistics, Sprache: Deutsch, Abstract: Während in den 50er und frühen 60er Jahren die Beseitigung von Produktionsengpässen eines der obersten Unternehmensziele war und fast alles, was produziert wurde, auch verkauft werden konnte, ist es für ein Unternehmen in der heutigen Zeit fast unmöglich, die Veränderungen seiner Umwelt unberücksichtigt zu lassen und dennoch längerfristig in der Lage zu sein, im wirtschaftlichen Wettbewerb zu bestehen. Durch sich ständig verändernde Markt- und Umweltbedingungen, wie z.B. die Wandlung fast aller Märkte von Verkäufermärkten hin zu Käufermärkten, die Globalisierung der Märkte, rasante Fortschritte in der Produktions-, Kommunikations- und Informationstechnologie, kritisches Verbraucherverhalten, ständig wechselnde Kundenbedürfnisse, Umweltauflagen, etc. werden immer höhere Flexibilitätsanforderungen an die Unternehmen gestellt. Make-or-Buy-Entscheidungen (MOB) gewinnen durch diese Entwicklungen immer mehr an Bedeutung. Um mit einem geringen Aufwand an Kosten flexibel auf die ständig wechselnden Kundenbedürfnisse und die Angebote der Konkurrenz reagieren zu können, sind die Unternehmen zunehmend gezwungen, sich auf ihre tatsächlichen Kernkompetenzen zu beschränken und die übrigen Aufgaben von anderen Unternehmen ausführen zu lassen. Diese Make-or-Buy-Entscheidungen bewirken die Entstehung von Versorgungssystemen. In der Automobilindustrie sind solche Versorgungssysteme bereits durch die Zulieferung von Teilen und Komponenten entstanden, die oftmals am Fließband nur noch zusammengesetzt werden müssen. Viele Wissenschaftler sehen in einem Fourth Party Logistics Provider - einen Dienstleister, der die Planung, Steuerung und Kontrolle aller logistischen Abläufe entlang der gesamten Supply Chain vornimmt - die Lösung zur optimalen Gestaltung einer Versorgungskette. Im Folgenden sollen zunächst Inhalt und Wesen der Logistik vorgestellt werden. Im Anschluß werden die Potentiale und Risiken, die mit dem Konzept des Fourth Party Logistics Provider verbunden sind, erläutert und abschließend wird versucht, zu klären, ob das Konzept eine geeignete Lösung darstellt, um schnell auf die wirtschaftlichen Veränderungen reagieren zu können und die Wettbewerbsfähigkeit eines Unternehmens zu stärken, oder ob es sich lediglich um eine Modeerscheinung ohne Zukunftsperspektive handelt, d.h. um ein eher theoretisches Konzept, das in der Praxis nur schwer anwendbar ist.
4th Party Cyber Logistics For Air Cargo is a technical discussion for researchers and practitioners to understand the issues, models, and future directions of air cargo logistics in the cyber era. This book introduces the many aspects of planning and control of air cargo logistics processes in an e-Business environment. The authors approach this subject matter from the perspective of the logistics service providers. There is tremendous potential of achieving industry-wide collaboration between agents of the air cargo industry via an e-Business community platform. At the same time, there are many intellectually challenging problems regarding the architecture, ownership, decision support environment, and knowledge management of such an e-Business platform. The authors provide an evolutionary view to conceptualize the developments of websites where e-Commerce activities and e-Business activities co-exist. Four Web eras are detailed, providing an impetus for the development of frameworks of an e-Business platform for air cargo logistics, or e-Platform. The conceptual framework captures the new elements in cyber logistics and what the framework can do for the industry.
This two volumes constitute the refereed proceedings of the First International Conference on Intelligent Robotics and Applications, ICIRA 2008, held in Wuhan, China, in October 2008. The 265 revised full papers presented were thoroughly reviewed and selected from 552 submissions; they are devoted but not limited to robot motion planning and manipulation; robot control; cognitive robotics; rehabilitation robotics; health care and artificial limb; robot learning; robot vision; human-machine interaction & coordination; mobile robotics; micro/nano mechanical systems; manufacturing automation; multi-axis surface machining; realworld applications.
Logistics has advanced from the warehousing and transportation to boardrooms of the successful leading companies across the world. Logistic capabilities supplement the supply chain operation. It plays an important role in both organizational strategy and
The complete initial analysis of customer's supply chain processes is considered to be the optimal option for a Fourth-Party Logistics provider to start the partnership cooperation. However, this approach can differ from the client's point of view. The ways, which companies prefer for cooperation with a 4PL provider, were studied in this Thesis. For this purpose structured interviews were organized (online questionnaire, face-to-face interviews) in order to find, would companies pay for an initial analysis and if not how they think then a 4PL provider would be able to implement its services. According to the collected qualitative data (38 respondents) 45% of all respondents mentioned that they would not pay a 4PL provider to analyze supply chain processes. 56% of companies, which are headquartered in Eastern European countries, and only 27% of companies with HQ in WEU countries mentioned that would not pay. Several groups of alternatives to this approach were compiled from the qualitative data: a 4 PL provider should start with projects, which do not require significant investments and an analysis of confidential information; a 4PL provider should take a number of small and experimental projects, which can provide with a maximum insight about the company's processes; a complete initial analysis can be done but at the expense of a 4PL provider and will be paid off later via gain-sharing model; before to start the analysis trust and transparency should be established.