• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.1
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• pp.27-39
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• 2021

Purpose - According to the actual change of the logistics concept, the outsourcing activities of companies are actively progressing, and this is proceeding to third-party logistics and fourth-party logistics. This change in logistics situation raises the need for an in-depth understanding of four-party logistics. Research design, data, and methodology - In this study, first of all, the theoretical aspects of changes in the logistics concept are identified, along with the outsourcing and third-party logistics. Finally, the concept of four-party logistics, the background of its introduction, and future prospects will be explored. Result - The meaning of physical distribution is now passing through the existing three-party logistics and entering the era of four-way logistics. In addition, cost reduction and improvement of customer service through advanced logistics strategy can be said to be the company's competitiveness. Through this study, it can be seen that the conceptual change of logistics and the introduction of four-party logistics are closely related to the survival of the company's deficit in the market. Conclusion - In modern society, logistical competitiveness is the competitiveness of a company, and logistical activities of a company can be achieved through the process of entering the four-party logistics from the existing third-party logistics based on outsourcing. Then more customer-oriented service can be provided.

• Proceedings of the Korean DIstribution Association Conference
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• 2001.11b
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• pp.91-122
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• 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.

• Journal of Distribution Research
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• v.2 no.1
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• pp.197-213
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• 1997

It is becoming very difficult for a single company to perform every process and activity required to bring its product or service to market in a competitive manner. Consequently, we are observing a dramatic paradigm shift, with companies moving from performing all activities in-house to selective outsourcing for non-core elements of their business. Through outsourcing, companies can focus on their core competencies, reduce costs, improve quality and increase flexibility. Companies today can no longer afford to ignore the potential opportunities realized through mutually beneficial outsourcing relationships with third-party suppliers. The outsourcing opportunities exist in almost every business process. Many successful companies have implemented effective outsourcing relationships with third party suppliers to gain competitive advantage in a wide range of areas. However, in terms of logistics, it is not so easy to find those companies in our country. Consequently, this paper reviews previous researches and describes several topics in third party logistics such as advantages and disadvantages, how can we select third party suppliers, and so on.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.13
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• pp.389-409
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• 2000

Recent demands of market forces are causing considerable attention to be forced on logistics functions and revitalizing interest in outsourcing them. The need to efficiently and economically adjust support to meet market demands is growing significantly. Logistics is playing a role it has never played before. In light of this, outsourcing to third parties has become a strategic issue demanding greater attention in corporate boardrooms. From the perspective of TPL users, this paper focuses on how best to make a strategic plan for the effective utilization of TPL. And the results are as follows : First, after deciding their logistics outsourcing, the companies have to set up the aim of TPL through development of logistical strategies. Second, the companies must decide service provider that fits to their business environment and conditions. Third, they have to conclude a contract with logistics service provider. Fourth, after doing the preparatory implementation they carry into effect the original implementation. Fifth, they use the result of original implementation to fix a partnership.

• International Commerce and Information Review
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• v.9 no.1
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• pp.213-233
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• 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.

• International Commerce and Information Review
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• v.11 no.2
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• pp.49-66
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• 2009

The DDA negotiations, in 9th multilateral trade round, has focused on nine sectors including agriculture, non-agricultural market access, and service. After August 2004, member countries have intensified negotiations in order to reduce gaps between countries perspective. So most attention of members countries has been focused on agricultural trade and non-agricultural market access. Agricultural negotiation confront tough challenges because of different positions among members countries, and are not expected to reach perfect forms of modalities. Nevertheless based on the fact that many countries nearly reached agreement on some core. Under this circumstance, Korea has to prepare more practical strategics and more effective individual commitments to minimized the agricultural market opening. The other way, some Korean agricultural products will be exported by the DDA negotiation. Recently the understanding of Third-Party Logistics and Logistics Outsourcing are receiving increased attention as means of becoming competitive in agricultural products export improvement. So this paper presents a in-depth analysis for third-party logistics and its implications for Korea agricultural product export system improvement in E-trade Era.

• Management & Information Systems Review
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• v.4
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• pp.469-500
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• 2000

Over the past decades the concept of Third-Party Logistics(TPL) has generated considerable interest in American and European industries. It involves outsourcing logistics activities that have traditionally been performed within an organization. The functions performed by the third-party logistics can encompass the entire logistics process or, more commonly, selected activities with that process. Increasing corporate emphasis on such concepts as reengineering and supply chain management has led many companies to consider the use of such third-party logistics. This study examines the possibility of applying existing American research of the third-party logistics to Korean companies and investigates the criteria for the use of third-party logistics in Korea. To design the model and generate the hypotheses, this study conducted a comprehensive literature survey on the third-party logistics. To test the hypotheses, this study collected data from 229 companies from the public companies in Korea through a questionnaire survey and conducted descriptive analysis, correlation analysis, factor analysis, and multiple regression analysis using the SPSS for Windows Ver. 7.5 package. This study is hoped that it may contribute to the understanding and introducing of the third-party logistics in the fields of the firms. But there were some restrictions that the respondents were not covered all kinds of firms. These and other major findings from this study imply that existing American studies may be applicable the Korean companies and that this study may complement the deficiencies of the existing studies. Thus, the summary of the literature review, the research model and hypotheses, and empirical findings in this study will provide useful ideas for future research and deep insights for successful logistics management.

• 한국디지털정책학회:학술대회논문집
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• 2006.12a
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• pp.285-298
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• 2006

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

• The Journal of Industrial Distribution & Business
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• v.2 no.2
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• pp.15-24
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• 2011

Modern enterprises should concentrate their efforts on continuous improvements in focusing their development in the core areas of business and to reduce their expenses and to enhance the quality of service for customers. The enterprises should focus on their core business while outsourcing the non-core areas of business to external specialists for the purpose of reducing cost. In South Korea, the enterprises are becoming increasingly interested in outsourcing their logistics function, especially in using IT technologies to the 3PL. The underlying reason for this trend is because the logistics costs of Korean businesses are much higher than that of other advanced countries. This higher logistic costs weakens the price competitiveness of Korean companies in the overseas export markets and even dampening the balance of international trade. Domestically, the higher logistics costs have the effect of raising prices in the local markets and thus affecting the local economy. Therefore a solution is urgently needed to save the logistics costs for the Korean companies in the interest of increasing national competitiveness. Outsourcing to the 3PL is becoming an attraction solution to this problem. Thanks to the increasing supply of professional logistics companies, many of the enterprises are switching to the Third Party Logistics. Nevertheless the enterprises do not yet utilize the integrated third-party logistics services on a full scale. This study analyzes present conditions and problems of the domestic third-party logistics market and suggests directions for future development. To solve the problems in the domestic third-party logistics market, four actions are recommended. First there should be new supporting policies in the laws and regulations and a system for small and medium sized companies to grow. Solutions to structural problems such as abnormal multilevel merchandising, illegal operation of private cars, and freight dumping should be implemented concurrently. Furthermore, standards for new companies entry into the market should be enhanced to allow only the competitive distribution companies to enter the market. Second, development of variety of educational programs is needed through establishing human-resource development system and specialized formal educational institution focused on this market. Third, the third party distribution companies, which seek long-term relationships with the owners of goods, should endeavor to strengthen their communications capability. Fourth, adoption of high-tech distribution system and the advent of U-Logistics, making use of RFID is urgent. This study has the limitation of objectivity because it does not include various comparative case studies about companies relating to the Third Party Logistics and domestic franchise companies. However, this study is significant to the extent that it analyzes the general present conditions and the problems of domestic Third Party Logistics and suggests recommendations for revitalization of Third Party Logistics. For future studies, analyzing the successful cases of international third party logistics companies' empirical data and studying the application into domestic franchise companies would improve the objectivity of the results. This would assist the domestic third party logistics companies not only to perform excellent domestic logistics function but also to enter into the global market for international logistics.

• The Journal of Information Technology
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• v.8 no.4
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• pp.9-25
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• 2005

The Understanding of The New Paradigm of Logistics Management is very important competitive factors. Especially, Logistics Outsourcing are receiving increased attention as means of becomming competitive in globally challenging environment So, This paper presents a in-depth analysis for New logistics management recently and suggest that third-party logistics and its implications for korea logistics strategy is most effectively new logistics management.