• Korea Logistics Conference
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• v.10 no.1
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• pp.193-205
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• 2002

• Korea Trade Review
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• v.46 no.5
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• pp.31-47
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• 2021

Recently, third-party logistics and second-party logistics are well known as a form of logistics service. However, there are several opinions about the effectiveness of second-party logistics and third-party logistics. In this study, the efficiency of second-party logistics companies and third-party logistics companies, which are the main providers of logistics services, was compared and the sales impact on the logistics market was measured. Efficiency was measured using DEA's CCR and BCC models. Debt and equity were used as input variables, and sales, operating profit, and net income were used as output variables. As a result of measuring the efficiency of logistics companies, the efficiency of third-party logistics companies was higher than that of second-party logistics companies in 2019 and 2020, and it had a positive effect on the rate of change in sales.

• The Journal of Industrial Distribution & Business
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• v.2 no.1
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• pp.17-22
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• 2011

This study outlines the current state of logistics in the country will be examined. In particular, the country's main development strategy, logistics 3PL as a development strategy is to look about. For the development of 3rd party logistics companies, shippers, and government efforts are needed. Looking at aspects of corporate strategy, First, the logistics company provides a benefit to the shippers should be able to. Second, the logistics company providing logistics services to create added value should be. Third, the integration of customized logistics services and logistics systems must be able to provide. Finally, a positive investment in human resources is needed. Fifth, the logistics must be enabled strategic alliances between companies. Sixth, the introduction and application of advanced Logistics should be actively. Corporate strategy perspective, shippers and 3rd party logistics companies that need to cooperate closely. Finally, The government should strive for the growth of 3rd party logistics companies.

• Journal of Korea Port Economic Association
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• v.25 no.1
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• pp.191-222
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• 2009

The third party logistics is a new developing industry in China and is still in infancy stage. China's third party logistics market only represents 3.39% of the Logistics market in 2006. As international multinational corporations have taken part in China market, they use their current 3PL providers to assist them to deal with the substantial logistics issues that exist in expanding their business activities in China. Traditional 3PL services such as transportation, warehousing and customs clearance are main in China's 3PL market. A variety of domestic laws and regulations on logistics in China prevent 3PL Providers from supplying value-added additional services to their users. Chinese firms have not yet supply high value-added services in China's 3PL logistics market. The purpose of this paper is to contribute the activation of third party logistics in China by analyzing the present situations, and presenting the solutions to problems of Third-Party Logistics in China.

• Korea Logistics Conference
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• v.9 no.3
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• pp.31-45
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• 2001

• Korea Logistics Conference
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• v.11 no.3
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• pp.47-51
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• 2003

• Journal of Digital Convergence
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• v.14 no.2
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• pp.131-140
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• 2016

Logistics service is a prerequisite for efficient market economy and to support the purchase and consumption by promoting smooth transport goods between economic actors. Especially, logistics activities of the company are the source of essential business activities and competitiveness, which is responsible for the production and distribution of products and services to be delivered to consumers. Domestic logistics companies have to resolve challenges such as petty status and low productivity, inefficiencies in the logistics industry system, limit the growth of third party logistics market according to the growth as 2PL central logistics companies, and absence of global leader in logistics enterprises. This study examines the definition and development of third party logistics and analyzes the domestic third-party logistics market conditions. Based on the former analysis, this paper presented separately the activated measures of domestic third-party logistics by corporate side, the supply side, and the government's policy support.

• 한국무역상무학회:학술대회논문집
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• 2002.12a
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• pp.135-154
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• 2002

본 연구는 e-logistics의 전망과 제공하는 기회 분석, e-logistics 활성화를 위한 핵심성공요인 및 물류산업에 대한 요구사항 도출, e-logistics 전략 대안 분석, 정보기술과 물류의 결합 대안제시, 글로벌 e-logistics 네트웍 모델 제시 등을 목적으로 수행되었다. 위와 같은 연구목적을 달성하기 위해 e-logistics와 전통적인 물류와의 비교분석과 기업들과 현행 시스템에 대한 사례분석 결과가 활용되었다.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2005.11a
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• pp.293-296
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• 2005

This study applies the Analytic Hierarchy Process (AHP) to evaluate service quality of Third-Party Logistics (3PL) service providers. For this, we first conceptualize five dimensions of 3PL service quality (i.e. tangibles, reliability, responsiveness, assurance and empathy). We then apply the AHP method to determining the relative weights of five service quality dimensions and eventually selecting the best 3PL service provider. To implement this idea in practice, we conduct an empirical study on four companies providing 3PL services in Korea.

• International Commerce and Information Review
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• v.12 no.1
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• pp.123-152
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• 2010

With the change of diverse business environments, the need for the third party logistics(3PL) is strategically considered for securing core abilities of manufacturers' own business. Most manufacturers are willing to have Win-Win relationship with the 3PL companies, instead of working with 3PL companies only for the purpose of reducing costs of logistics. This study has intentions to analyze determination factors of the distribution partnership which influence manufacturing firms within Gyeongsangbuk-do province and effects of partnership which exert an favorable influences on their outcome. With regard to the determination factors, it is found that determination factors consists of shipping quality, crisis management and possession of resources. And for the effects, saving logistics cost, improvement in service quality and strengthening the distribution partnership are included. This study intends to suggest helpful guidelines to business managers who seek a solution for more efficient logistics service.