• 무역학회지
• /
• 제46권5호
• /
• pp.31-47
• /
• 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.

• 한국유통학회:학술대회논문집
• /
• 한국유통학회 2001년도 추계학술대회 발표논문집
• /
• pp.91-122
• /
• 2001

This paper's object is to study the Advanced Foreign's Third Party Logistics Trend & View at Global Logistics Times. So, I analysed the Advanced Foreign U.S. & EU and the results are as follows: First, a growth in the number of outsourcing relationships has contributed to the development of more flexible organizations, based on core competencies and mutually beneficial longer-term relationships. So, the development of logistics relationships has brought mixed results. Across many industries, logistics outsourcing is a rapidly expanding source of cost savings, competitive advantage, and customer service improvements. Thus, it appears that Third Party Logistics(TPL) concepts could be useful in meeting the goals of the 1ogistics function. Second, the field of logistics and supply chain management is becoming strategically important. At the same time, it is becoming increasingly complex because of the rapid advances in management methods, e-commerce, technology, and enabling information systems. However, Third Party Logistics provider, many a times, lack broad set of skills, integrating technologies, strategies and global reach. So, Fourth Party Logistics(4PL) is the next significant evolution in supply chain outsourcing. 4PL delivers a comprehensive supply chain solution, and delivers value through the ability to impact the entire supply chain. The 4PL industry is likely to grow as more companies use e-commerce at Global Logistics Times.

• 통상정보연구
• /
• 제11권3호
• /
• pp.75-100
• /
• 2009

With the change of various business environments, needs for the third party logistics(3PL) service are strategically considered for securing core competitiveness of manufacturers in China. Thus, manufacturers not only have worked with 3PL service providers for cutting costs of logistics, but also they are willing to have Win-Win relationship with the 3PL service provider. In this paper, comparing situation and characteristics of both China and developed-countries, especially in the particularity of manufacturing companies in China. The most important thing is that 3PL service providers must be able to manage supply chain of manufacturers with logistic planning abilities and to operate logistics services with logistic infrastructures and IT systems. In the view of long-term development, incubating logistics specialists is also the influencing fact that makes 3PL service providers more competitive with high quality logistics service and infrastructures.

• 디지털융복합연구
• /
• 제14권2호
• /
• pp.131-140
• /
• 2016

물류서비스는 경제주체간의 원활한 상품 수송을 도모하여 구매, 소비를 뒷받침하는 효율적 경제 및 시장의 필수조건이다. 특히 기업의 물류활동은 소비자에게 전달하고자하는 제품 및 서비스의 생산과 유통을 책임지는 필수 기업활동이자 기업 경쟁력의 원천이다. 그러나 국내 물류기업의 영세성 및 낮은 생산성, 물류산업체계의 비효율성, 2자 물류기업 중심으로 성장하면서 비롯된 전문 제3자 물류 전문시장의 성장 한계, 물류기업의 해외진출 미흡, 물류 전문인력 부족 등이 해결해야 할 과제이다. 따라서 본 연구는 제3자 물류업의 개념과 발전과정을 살펴보고, 국내 제3자 물류업 시장 현황을 분석하여 이를 근거로 수요측면 즉 기업측면, 공급측면, 정부의 정책적 지원측면으로 구분하여 국내 제3자 물류업의 활성화 방안을 제시하였다.

• 한국항만경제학회지
• /
• 제21권3호
• /
• pp.259-270
• /
• 2005

This study applies the Analytic Hierarchy Process (AHP) to evaluate service quality of Third-Party Logistics (3PL) providers. For this, 3PL service quality is conceptualized and measured using SERVQUAL's five dimensions such as tangibles, reliability, responsiveness, assurance and empathy. Then, the AHP method is applied to determining the relative importance of five service quality dimensions and eventually selecting the best 3PL provider. Finally, this study conducts an empirical case study on four companies providing 3PL services in Korea to demonstrate the basic idea suggested in this paper. The results obtained in the present study indicate that responsiveness to customers is the most important factor perceived by 3PL customers and 3PL C is the best 3PL provider according to the overall service quality scores. In contrast to some previous researches, this study examined issues of service quality from the perspective of 3PL customers as opposed to the perspective of 3PL providers. In order for this study to be more complete, future research is needed in establishing a set of metrics to quantify each dimension of 3PL service quality proposed.

• 정보학연구
• /
• 제7권3호
• /
• pp.63-81
• /
• 2004

전자상거래가 활성화되어가고 있는 상황하에서 우리나라는 물류의 아웃소싱에 대한 관심이 높아지고 있음에도 불구하고 국내 물류서비스를 담당하고 있는 제3자 물류업체는 규모가 영세하고 전문화된 활동영역이 미미하고, 화주기업의 경우에도 기업 내부정보의 유출과 통제력 약화 등을 우려하여 상호간 유기적 연계가 이루어지고 있지 않은 실정이다. 이에 따라 제3자 물류가 정착되기 위해서는 정부측면에서 불필요한 행정규제를 철폐하고 물류산업 활성활ㄹ 위한 특별법의 제정이 필요하고, 기업측면에서는 효율적인 물류전략 추진, 물류서비스 기반요소 확충, 물류업체 컨설팅 능력 확보, 정보기술에의 투자 등의 다각적인 전략이 요청된다.

• 통상정보연구
• /
• 제9권1호
• /
• pp.213-233
• /
• 2007

The third party logistics(3PL) is given a definition as logistics activities providing a comprehensive logistics services, all or partly outsourced by the customer on long-term contract basis, ranging from making logistics strategies to implement information technology services. The growth of the Third Party Logistics (TPL) business has been caused many firms to penetrate into the field from different industries. In this study, it is presented to describe a definition and development process of the third party logistics and shown to present strategic issues comparing to third party logistics in foreign and domestic area. and apply to some issues of importance when managing the continued TPL business strategy in domestic area.

• 한국항만경제학회지
• /
• 제25권1호
• /
• pp.191-222
• /
• 2009

중국의 경우 급속한 경제성장과 무역규모 확대로 수출입물량이 증가할 뿐만 아니라 중국 내수시장의 화물량도 증가하고 있다. 따라서 중국의 물류시장이 매년 급성장하고 있으며, 제3자 물류시장 규모도 매년 20%이상의 성장률을 보이고 있는데 경제성장률을 물류시장이 따라가지 못해 상대적으로 물류비용이 많이 발생하고 있는 실정이다. 전체시장에서 차지하는 비중이 낮은 중국의 제3자 물류시장의 문제점을 하드웨어적, 소프트웨어적, 복합적인 측면으로 나누어 살펴보면 다음과 같다. 하드웨어적 중국 제3자 물류의 문제점으로 우선, 물류인프라의 열악으로 효율적인 제3자 서비스의 제공에 한계가 있으며 둘째, 중국 제3자 물류의 서비스지역이 장강삼각주, 주강삼각주, 환발해만경제구 등에 주로 분포되어 있어 지역적으로 매우 편중되어 있어 이러한 지역외에는 제3자 물류 서비스의 이용이 극히 제한적이며 셋째, 표준화의 미비로 표준화된 서비스 제공에 한계가 있다는 것과 넷째, 정보시스템의 미비로 체계적인 업무처리와 고객서비스에 한계가 있다는 점이다. 소프트웨어적 중국 제3자 물류의 문제점으로 첫째, 법적 체계가 복잡하여 제3자 물류의 발전을 저해하고 있으며 둘째, 물류관련 조직이 복잡하고 단일화된 정부조직이 운영되지 않고 있어 제3자 물류의 발전을 또한 저해하는 요인으로 작용하고 있다. 셋째, 물류관련 정책의 미흡하여 제3자 물류가 활성화되지 않고 있으며 넷째, 물류원구제도가 지역적 편중되어 있어 제3자 물류의 활성화에 장애가 되고 있다는 점이다. 복합적인 중국 제3자 물류의 문제점으로 우선, 높은 물류원가로 인하여 종합물류업자 육성이 지연되고 있으며 둘째, 자가물류위주의 기업관행으로 서비스 이음이 적고 셋째, 아웃소싱에 대한 낮은 인지도로 제3자 물류활성화가 저해되고 있다. 넷째, 협소한 물류시장과 영세업체 난립으로 제3자 물류시장 확대가 지연되고 있다는 점이다.

• 물류혁신 컨퍼런스
• /
• 제10권1호
• /
• pp.193-205
• /
• 2002

• 대한안전경영과학회지
• /
• 제18권4호
• /
• pp.123-130
• /
• 2016

In global competition composition changing rapidly, domestic industry faces changes and logistics industry, one of service industries, is recognized as an important factor for development of domestic industry and national economy. At this moment, companies must suggest differentiated service, strategies, etc. so as to create and maintain competitive advantages in comparison with other companies. The requirements preannounce big movement of third party logistics market. Therefore, government, logistics industry and academic world have suggested lots of studies so as to vitalized third party logistics market. The purposes of this research are to verify that innovative changes are necessary to be existing in fierce competition of third party logistics market and analyze the effects of third party logistics on logistics outcomes so as to form continuous relations with shipper.