• Journal of Korea Port Economic Association
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• v.36 no.2
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• pp.19-36
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• 2020

The bidding phase for logistics outsourcing services is critical for both shippers and logistics companies. According to the logistics bidding phase, the shipper should provide logistics operation information to logistics companies to resolve uncertainty. In addition, the logistics company can win the contract volume that was placed in the bid by expressing their experience and know-how, and proposing to share the risks and benefits of the shipper's logistics operation. Therefore, it is necessary to examine the factors that can be identified during the bidding phase for logistics outsourcing and how these factors affect the satisfaction of logistics outsourcing services. Based on the factors identified in the preceding studies on logistics outsourcing partnership factors and those on logistics outsourcing determinants, a survey was conducted on experts engaged in logistics companies, performing logistics for domestic shippers and analyzed using Smart-PLS. This study presents the following implications. First, in the logistics bidding phase, the shipper should provide its logistics operation information to logistics firms to resolve uncertainties. Details An in-depth explanation of the operation details will be presented via the bidding presentation, and on-site tours of manufacturing plants and logistics centers should also be carried out if necessary. Second, in the bidding phase, logistics companies should appeal through proposals to their competitiveness, such as experience and knowledge of the logistics of the shipper, and also consider alliances with other logistics companies to supplement their insufficient logistics services. Third, logistics companies should make proposals to share profits and risks through logistics outsourcing during the bidding phase, propose accepting risks from environmental uncertainties of the shipper within its capacity to an acceptable extent, and share the benefits of carrying out the shipper's logistics.

• Journal of Korea Port Economic Association
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• v.18 no.2
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• pp.65-90
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• 2002

Despite the importance and necessity, the 3PL has not been activated to date. Among many views, customers claim that logistics service provider(LSP) are not prepared or capable of offering satisfactory 3PL services, while LSP emphasize the lack of mutual trust, closed corporate culture of the customer and excessive demand for reducing the costs. With this keeping in mind, it surveyed difference of perception between users and providers of 3PL services in terms of the actual status of using 3PL services, the degree of satisfaction and key factors for selecting 3PL provider through the questionnaire. As shown in this study, 43.3％ of the respondents outsourced logistics services. However, Most company outsourced only inland transportation (49.5％) which is a simple and limited scope of 3PL services, but it also indicated that the percentage of users have ranged was less then 10% in outsourcing their whole logistics sector to 3PL provider and employing other logistics functions. Among respondents, a majority of the service provider stated that they offered satisfactory cost-saving to the customers, while users felt that the degree of satisfaction for using 3PL services was evaluated as at an average level and they more highly regarded the strong partnership of their 3PL provider rather than the saving of cost and improvement of customer's services. Moreover, in contrast to the 3PL providers which regard the most important factor for selecting 3PL service provider is the logistics cost quoted, users of 3PL services felt that the quality of services was more significant than the reduction of cost, and this tendency for selecting 3PL providers was shown in more advanced countries. While users of 3PL services indicated that the main reason for not using 3PL services was to avoid disclosing information of their business and it costs much for employing 3PL providers than doing themselves, 3PL providers thought it was due to reluctancy of opening information and resistance from the logistics division engaged in logistics activities concerned. Accordingly, providers and users of 3PL services should trust each other and prepare plan to activate 3PL services under the collaborative relationships as soon as possible.

• International Commerce and Information Review
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• v.18 no.1
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• pp.151-178
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• 2016

This study is based on precedent research on contract fairness to prevent irrational contract practices and enable long term mutual interests between logistic firms and shipper. Actual unjust contract examples were identified in order to help create this positive partnership. An analysis on the difference of perspective proved that while the logistics companies believed on the positive effects of the presence of additional expense clauses & potential risk clauses, the very same companies believed that the concretization of procedural & distributional equitability clauses will cause positive effects on the partnership between the logistics companies and the shipper. On the other hand, concretizationof the expense clauses brings about a negative effect for the shipper company. Also, the perspective of a logistics company appears that such results were identical to the empirical study which had a positiveeffect. However, the shipping company had a negative and a rather opposite point of view. These researches prove that there should be an alteration in perception for the shipper company. It is believed that the comparison of the results of this research and the leading researches may provide grounds for thought-provoking suggestions that must be concretized and also for those in need for further settlement for drafting the standardized logistics contract and its logistics.

• International Commerce and Information Review
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• v.15 no.1
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• pp.35-65
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• 2013

In December 2012, the Ministry of Land, Transport and Maritime Affairs and Ministry of Knowledge Economy held a commission and distributed a standardized logistics contract between the shipper and the logistics companies in order to spread and to promote contract standardization. With such background in place, this study examines the leading research on different types and attributions in present logistics contracts in order to propose guidelines for creating contract clauses that would lead to a win-win relationship among the parties involved in the logistics outsourcing relationships. This study further compares and contrasts the concreteness of local and international logistics contracts through case studies, and provides practical thought-provoking points on concretization of clauses on potential risks and additional expenses for local logistics companies when signing logistics contracts. Firstly, the composition and contents of both local and international logistics contracts are similar in the way that both deal with the basic principles between the concerned parties such as the following: contract terms, validity, scope of work, operational procedures, payment terms, and dispute resolutions. Secondly, for flexibility of potential dispute resolution, both logistics contracts define the definition of dispute and follow the classical contractual approach of dispute resolution through third-party arbitration. Thirdly, compared to local contracts, international logistics contracts provide more concretized and specific clauses on the occurrence of potential risks and hazards; on the other hand, compared to international logistics contracts, it seemed that local contracts contained more clauses in favor of the shipper. This research then suggests ideas to eliminate the classic tradition - logistics companies enduring the damages that occur as a result of the structural differences between the shipper and the logistics companies - through efforts to actively negotiate in advance the predictable problems and risks and by reflecting the mutually agreed points in the contract, and further offers guidelines on contract concretization for distribution of standardized logistics contracts in the future.