• 통상정보연구
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• 제9권1호
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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.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2006년도 추계학술대회
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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.

• 한국경영과학회지
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• 제34권1호
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• pp.123-132
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• 2009

Third Party Logistics (TPL) providers offer outsourced logistics services to companies for part or sometimes all of their supply chain management. Although TPL market is increasing rapidly and drawing much attention from various aspects, it is not easy to find the researches dealing with relations between TPL providers and home delivery companies dealing with small-sized cargo. This study focused on service dimensions which TPL providers consider when they choose a home delivery company. In this paper, we found five factors of service dimensions including delivery charge, logistics management shills, partnership, and then investigated which dimensions affect TPL providers' preference. In addition, we showed that the logistics management skills are more important than the delivery charge which has commonly been considered the most important factor. This study offers managerial insights on TPL providers' prefer once which we can hardly find in theoretical and practical perspective.

• 무역상무연구
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• 제13권
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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.

• 한국컴퓨터정보학회논문지
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• 제7권1호
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• pp.137-146
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• 2002

본 논문은 물류의 소프트개발, 시장점유의 강화. 수익의 유지 및 기업의 존속을 위해 전문물류업체인 제3자 물류에 물류업무를 위임하여 화주기업과 고객인 소비자와의 관계를 공유·연계할 수 있는 3자간의 통합된 물류정보시스템 구현 방안을 제시하였다. 이에 물류기능의 한 분야인 수·배송에서 현실적으로 고객의 만족을 더욱 증진시키기 위해 첨단메카니즘을 이용하여 고객에 대한 고품질의 물류서비스에 가치를 두고 접근하여, 제3자 물류를 보다 전략적으로 활용하고, 서비스품질에 있어서도 고도의 능력을 보유할 수 있게 하는 방안으로 모델을 제시하였다.

• 한국항만경제학회지
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• 제25권3호
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• pp.165-182
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• 2009

본 연구에서는 부산지역의 ICD의 역할과 기능을 활성화하기 위하여 제3자물류 방식인 TPL(Third Party Logistics) 서비스의 기능을 활용하고 이를 적극적으로 개발하기 위한 방안에 대하여 제시하고 관련 이슈를 논의하였다. Oum Park(2004)과 Lu(2003)의 연구를 통하여, 국제유통센터의 운영자들은 화주들의상이한 욕구를 정확하게 파악해야 하며, 이러한 욕구의 만족을 통해 이익을 창출해야한다고 주장하였다. 이러한 항만배후단지 입지 선정요인에 대한 문헌연구와 이를 바탕으로 시너지 효과를 발휘할 수 있는 TPL 서비스인 제3자 물류기업 유치방안을 전략적 차원에서 1) 항만배후단지의 경쟁우위 및 개선사항, 2) ICD 물류기업 유치전략, 3) 저렴한 항만배후단지 임대료, 4) 조세혜택 및 인센티브, 5) 부지확보 및 기반시설 확충, 6) 원활한 물류서비스 제공, 7) 물류기업의 연계방안 구축, 8) 차별화된 인센티브 전략 수립, 9) 장기적인 마케팅 활동 중심으로 제시하고 ICD에서 제3자 물류기업을 유치할 수있는 유치업종과 정부의 정책적 지원방안에 대하여 논의하였다. 본 연구는 부산지역의 ICD의 활로모색과 부산항의 항만배후지의 적극적 활용방법의 모색이라는 두 가지 탐색적 측면에서의 기여도를 제공한다. 특히, TPL 서비스인 제3자 물류기업 유치방안과 ICD에서 제3자 물류기업을 유치할 수 있는 유치업종 제시를 위한 기초토대를 제공하는데 연구의 목적이 있다. 본 연구의 한계점으로 첫째, TPL 서비스인 제3자 물류기업 유치방안을 통하여 ICD에서 제3자 물류기업을 유치할 수 있는 유치업종 제시를 위한 기초토대를 제공하는데 연구의 목적이 있음으로, 좀 더 분석적 시각에서 실증분석을 통하여 향후 연구를 위한 이론적 토대와 통계적 분석방법이 제시될 필요가 있다. 둘째, TPL 서비스인 제3자 물류기업 유치방안은 기업의 전략적 측면뿐만 아니라 정부의 정책적 측면도 성공의 중요한 요인이 됨으로 향후 연구에서는 정부의 정책적 측면에 관련된 자료와 균형적 감각의 분석이 요구된다.

• 한국항만학회지
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• 제13권2호
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• pp.199-214
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• 1999

Recently leading edge companies use the Supply Chain Management as a competitive weapon to secure and maintain customer loyalty. As a consequency they are concentrating resources on the company’s core business and employing strategic alliances with third-party providers to ensure the company provides its customers’desired logistics service levels at acceptable costs. Under this circumstances this paper surveys the third party logistics as a leading edge logistics industry coping with the progress of the supply chain management. The status and the type of the TPL including the Forwarder are analyzed in the view point of global logistics. Also the development strategy of third party logistics in the future is suggested.

• 경영과정보연구
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• 제4권
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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.

• 유통과학연구
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• 제17권12호
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• pp.71-79
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• 2019

Purpose: This study focuses on lean implementation evaluation in Third Party Logistics (TPL) industry by using the lean principles measurement from Toyota Ways which consist of 14 principles. The core goal of this study is to appraise the lean implementation level in Third Party Logistics in East Java of Indonesia in order to achieve efficient logistics, distribution and transportation activities. Research design, data and methodology: This study uses a sample of 80 respondent who are Third Party Logistics managers in East Java Province, Indonesia. Data collection uses a questionnaire and standard statistical test was performed in order to analyze questionnaire. Results: The implementation level of lean management in Third Party Logistics shows that application of principle 3 (utilizing pull systems) has a higher score than the other principles. This situation shows that management give the best performance in plan process. They prioritize customer requirement in every process designed. However, the principle 8 (using reliable technology) show the weakness performance. Conclusions: Overall, this study shows the Third Party Logistics in East Java Province of Indonesia have applied the lean principle quite well, although the scores are only slightly above the average. This condition provides a strong basis for further lean implementation, especially for improving logistics, distribution and transportation activities in Third Party Logistics Business.

• 한국유통학회:학술대회논문집
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• 한국유통학회 2001년도 추계학술대회 발표논문집
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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.