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Explain how eCommerce merchants can create positive customer experiences by outsourcing part or entire logistics and transportation operations to a specialist company with our Third Party Logistics PowerPoint template. Logistics and supply chain managers can use this entirely editable deck to discuss how third-party logistics (3PL) can help organizations save cost and focus on core competencies. You can also use this creatively crafted set to provide critical insights into choosing the right 3PL provider for your business.

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Key Highlights of the Deck

• A comprehensively designed infographic presents an overview of 3PL and the three parties involved in the process.
• A beautifully-designed wheel-shaped illustration depicts the cycle of 3 rd party logistics.
• Types of 3PL, i.e., Asset-Based, Management-Based, and Integrated Providers, have been explained in an easy-to-understand manner.
• A segmented pentagon-shaped diagram with relevant vector icons illustrates the process of 3PL.
• A segmented circle demonstrates the components of 3 rd party logistics.
• A well-designed infographic with eye-catching icons describes the 3 rd party fulfillment model in a comprehensible manner.
• 3 rd party logistics for eCommerce has been depicted clearly and concisely in six simple steps.

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Third Party Logistics.

Published by Leona Dean Modified over 6 years ago

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Presentation on theme: "Third Party Logistics."— Presentation transcript:

14 Supply Chain Management

RETAILING MANAGEMENT RETAILING MANAGEMENT 5th Edition.

Logistics Relationships and Third-Party Logistics

Logistics & Channel Management

Green Supply Chain Management. Introduction u Background u Product Life Cycle u Supply Chain Management u Industry Practices u The Future u Conclusions.

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CHAPTER 1- INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

Supply Chain Logistics Management

Chapter 5: Logistics Information Systems pp Data. Communications. Tools. E-Commerce & Logistics.

© 2005 Wiley1 Chapter 4 – Supply Chain Management Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint Presentation.

CHAPTER 15- LOOKING TO THE FUTURE OF SUPPLY CHAIN MANAGEMENT Principles of Supply Chain Management: A Balanced Approach Prepared by Daniel A. Glaser-Segura,

Third Party Logistics Providers (3PL)

Chapter 41 Procurement and Supply Management. Chapter 4Management of Business Logistics, 7 th Ed.2 Learning Objectives Understand the role and nature.

LOGISTICS OPERATION Industrial Logistics (BPT 3123)

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Transportation Strategy SCMN Parcel Industry Overview Jerry Hempstead Inland Water Observations Comments Issues.

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APPLE BELLE JUSTIN HOWARD SARAH. 3PLs Market Grows Rapidly U.S. 3PL Market E (US$ Billions) 86% of domestic Fortune 500 companies use 3PLs for.

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Third-party Logistics - PowerPoint PPT Presentation

Third-party Logistics

By cap gemini. users' concerns about 3pls. growth of 3pl industry in china ... evolving 3pl relationships. what is 4th party logistics (4pl) 3pl 2004 9th ... – powerpoint ppt presentation.

• Third-party logistics (3PL) service providers are companies who provide a range of logistics activities for their clients. These are companies independent from the buyers and sellers but takes over some of their logistics function.
• Concerns? Challenges?
• Basic Service Providers
• warehouse management
• order processing
• order fulfilment
• transportation carrier selection
• Value-added Service Providers
• shipment/order consolidation
• import/export customs
• logistics information systems (EDI, reporting)
• fleet management/operations (e.g. cross-docking)
• product assembly/installation
• Logistics Integrators
• full responsibility for key supply chain operations
• replenishment/order-filling policies
• product returns
• customer spare parts inventory replenishment
• rate negotiation
• Labor supervision
• Receiving, storage, shipping
• Value Added Services
• Traffic/transportation
• Lower capital investment
• Lower fixed/variable cost ratio
• Focus to the core
• Professional service
• Same as contract warehouse
• Customs clearance
• Freight consolidation
• Shipment visibility
• Inventory ownership
• Order fulfillment
• Delayed payment of duties and taxes
• Pay (for material) on production
• Visibility of pipeline inventory
• Transport arrangement
• Carrier mgmt / rate mgmt
• Merge in transit
• Shorter cycle time
• Lower freight costs
• Inventory consolidation
• Testing / screening
• Warranty program mgmt
• Warehousing and inv mgmt
• Fulfillment
• Depot repair mgmt
• Centralization of inventory
• Reduced reverse logistics costs
• Speedy response to customers
• Failed parts replacement
• Warehousing
• Visibility and TrackTrace
• Lower transportation cost
• Improved visibility of inventory
• Better after-sales service support
• Inventory finance (factoring, LOC)
• Distribution finance (asset based
• lending, receivable finance)
• Payment solutions (COD)
• Reduced cost of capital
• Improved cash flow
• Reduced capital investment
• Logistics planning
• Network optimization
• 3rd vendor mgmt
• Information technology
• Supply chain visibility
• Reduced total logistics costs
• Global visibility
• Single logistics solution and contact
• Reduced investment in logistics
• improve company focus
• allows firm to focus on core functions and core competencies
• cash infusion
• selling assets to 3PL provider
• access to world-class capabilities and new logistics technology
• free-up resources
• no capital investments in logistics
• resource not available internally
• accelerated reengineering benefits
• reduce and control operating costs
• eliminate labor problems
• pushes risk to 3PL provider
• risk pooling
• cost of technology investment by 3PL provider shared among clients
• achieves economies of scale and provides better service
• Co-ordination costs
• Loss of internal logistics management capabilities
• Biased choice of service providers
• Leakage of sensitive data and information
• Service degradation
• Less reliable? Longer order cycle time?
• Emergency response?
• Loss of control and representation
• Reduced contact with final customer
• 3PL for outbound logistics interact with your customers, you become less visible to your customers
• Consolidation is the key!
• Transactional model
• Carriers per shipment, per container unit, per weight / volume unit
• Freight forwarders per shipment, per weight / volume unit
• Public warehouse operators per weight / space area unit
• Contract logistics model
• Activity-based costing, i.e., Fixed management fee variable charges based on volume
• Or, cost plus
• Or, gain sharing model
• Total logistics management
• As for contract logistics
• Risk/reward sharing
• Partnership
• Cost/gain measurement?
• Savings distribution?
• Industrys most significant revenue generators (ranked in order)
• Transportation management/services
• Warehousing management/operations
• Value added services
• Dedicated contract carriage
• Fleet management/operations
• Logistics information services
• Challenges for 3PL users
• Setting up internal benchmarks and performance measures before finding a 3PL partner
• Development of appropriate and sustainable pricing systems
• Developing an interactive and collaborative partner relationship
• Challenges for 3PL service providers
• Finding qualified people
• Development of systems which are flexible, adoptable and user-friendly
• Development of a global logistics infrastructure
• Carefully develop internal costs
• Develop key performance indicators
• Seek broad company inputs at the Request for Proposal (RFP) stage
• Solicit multiple RFPs
• Only select the services you really need
• Make sure that you understand the technology issues before you sign a contract
• Prepare to change your assumptions after the start-up
• Avoid cost-plus contracts
• Find out if the cultures are similar
• Dont give up complete control of your supply chain
• 936 billion
• 8.5 of GDP (lowest in 15 years)
• Inventory-to-sales ratio decline to 1.32 months
• Transportation
• Trucking services increase by 20 billion
• 7.5 increase for intercity
• 3 for local
• Size of 3PL Industry (USA, 2003)
• Companies spend 76.9 billion on logistics outsourcing
• 8 of the total logistics expenditures
• Up 8.2 from 2002
• Key revenue growth areas dedicated contract carriage, domestic transportation management, warehouse-based services
• APL Logistics
• Burnham Services Corp.
• Caterpillar Logistics Services
• Circle International
• DSC Logistics
• Eagle Global Logistics
• EXEL Logistics, Inc.
• Federal Express Logistics Services
• Fritz Companies
• J.B. Hunt Logistics, Inc.
• HUB Group Logistics Services
• Leaseway Logistics Services, Inc.
• Maersk Logistics
• Menlo Logistics
• North American Logistics
• Penske Logistics
• Roadway Logistics Systems
• C.H. Robinson Company
• Ryder Dedicated Logistics
• Schneider Logistics
• Tibbett Britten
• TNT Contract Logistics, Inc.
• UPS Logistics
• USF Logistics
• USCO Distribution Services
• Yellow Logistics Services, Inc.
• 657 companies
• Automotive, Consumer products, Food beverage, Hi-Tech electronics, Pharmaceutical Medical, Retail apparel
• with sales revenues over 1 billion
• 58 in North America, 57 in Western Europe, 33 in Asia-Pacific, 11 in Latin America
• US Logistics Expenditures
• Transportation 55
• Distribution 32
• Value-added services 13
• In Europe, Asia-Pacific and Latin America, companies spend less percentage on transportation and more on the other two categories.
• Transport and logistics expenditure is US230 billion (20 of GDP) in 2001,
• with only 4.7 billion on outsourcing.
• Key factors for stimulating growth
• Increased operations of multi-national firms in China
• Cost pressures
• Government support in establishing national logistics centres
• Reduced regulations Chinas entry to WTO
• 20 logistics providers and 50 shippers in 8 sectors
• 85 of providers revenue comes from basic services such as transportation, management and warehousing
• Nearly 70 of providers believe clients are not ready for outsourcing, while almost half of the shippers surveyed cite obstacles for outsourcing, especially 3PL service quality
• The market is very fragmented No 3PL provider interviewed has a market share over 2. About 80 of providers revenues come from the Yangtse River and Pearl River Delta regions
• MNC shippers prefer MNC providers for their IT systems, industry/operational expertise, and standardized operations
• Chinese shippers prefer Chinese providers for their lower prices, local knowledge and national network coverage
• Container throughput in 2004 22 million TEUs
• Air cargo throughput in 2004 3.1 million tonnes
• Major Local 3PL Players
• OOCL and Cargo Systems
• Kerry Logistics
• Jardine Logistics
• IDS Logistics (Li Fung)
• SUN Logistics
• Power Logistics
• Some Major Chinese 3PL Players
• China Shipping
• China Merchant
• In US, the growth rate for 3PL market is estimated around 15-20 annually.
• In Asia and the rest of the world, the growth rate is estimated to be even higher in the range of 20-30 annually.
• Future Trends?
• Keys to Success?
• According to the 3PL 2004 9th Annual Study, users
• Expect 3PL can execute on a set of core capabilities
• Selection based on more unique value-added services
• Customer service/order entry
• Industry expertise
• Regional coverage
• Postponement
• Information management
• Global capabilities
• Strategic management skills
• We expect our 3PL provider to be able to provide the right technology solution for our needs.
• State of Logistics Report
• In 2003, world merchandise trade was 4.5 above that of 2002, global GDP rose by 2.5
• Eastbound Pacific cargo increased by 6, straining ocean shipping capacity, prices for Pacific (US-bound) container service increased by 40, another increase of 20 expected for 2004.
• China imports expanded by 40 and exports grew by 35 in value shipments to and from China account for more than one-quarter of all containerised cargo worldwide.
• World Trade Organisation predicts growth of world trade of 7.5, and world GDP to increase by 3.7
• 3PL 2004 9th Annual Study
• Q Is 4PL terminology confusing and ambiguous?
• 70 respondents yes or somewhat !
• Fourth Party Logistics supply chain co-ordination and management by an entity that does not supply (operate) underlying logistical services.
• Accenture Modern supply networks are global and complex, there is a need for an independent organisation, who has the knowledge of supply chains and specialist 3-party service providers, to manage and integrate the complete end-to-end supply chain.
• The ability to respond faster to changing customer need, combined with the flexibility to adjust manufacturing and delivery cycles, will provide the competitive edge in todays global environment
• Rosalyn A. Wilson, State of Logistics Report
• The 3PL providers that are going to win at the end game are those that have the ability to connect seamlessly, rapidly, and at low cost.
• - Focus group participant for 3PL 2004 9th Annual Study
• Third-party Logistics 2004 9th Annual Study, C. J. Langley, G.R. Allen and T.A. Dale, Georgia Institute of Technology, 2004.
• The two faces of Globalization, J. A. Cooke, Logistics Management, July, 2004.
• Third-party Logistics in China Still a Tough Market, D. Huang and M. Kadar, Mercer on Travel and Transport, Fall 2002.
• Third-Party Relationships. Third-Party Solutions, Modern Materials Handling, November, 2003.

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ODW Logistics

Operations intern – summer 2025.

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ODW Logistics, a distinguished Top-50 Nationwide Third-Party Logistics Provider with strong company values of Respect-Trust-Team-Opportunity.

Join our comprehensive Internship Program, meticulously designed to provide an immersive learning experience. Merging hands-on logistics strategies with opportunities for leadership growth, the program aims to enrich students’ business acumen and furnish them with the essential skills for success in the professional world. Under the close mentorship of esteemed leaders, including Executives and Directors, interns will gain invaluable insights, expert guidance, and support to foster personal and professional growth. Our objective is to arm interns with knowledge, resources, and networks that will empower them to excel in their chosen fields, enabling them to make substantial impacts to our organization.

Operations Internship

The primary purpose of an Operations Intern is to assist management in quality continuous improvement efforts at one of our Warehouses.

Key Responsibilities:

• Identifying, analyzing, and implementing new processes.
• Crafting and executing new labor standards to enhance operational efficiency.
• Innovating and implementing cutting-edge training protocols.
• Active participation in projects focused on continual enhancement.
• Rigorous review of inventory accuracy.
• Undertaking diverse projects and improvements within the operational framework.

Projected Benefits of the Projects:

• Minimization of errors and wastage in our operational procedures.
• Improving performance against contracted Key Performance Indicators (Order Accuracy, Picking Accuracy, On-time Shipping, Cycle Count Program)

Highlights of Your Experience:

• Personalized 1:1 mentoring sessions with Senior Level Leadership.
• Meaningful connections forged with members of the Executive Committee.
• Presentations delivered by leaders from various Functional Groups, providing a comprehensive grasp of our business.
• Personal and professional growth facilitated by a comprehensive Learning Journey and DiSC profile assessment.
• Preparation for career readiness through mock-interviews and resume reformatting.
• Guided tours of all our local facilities, fostering a deeper understanding of our operations.
• Engaging team-building activities alongside fellow interns.
• A comprehensive exploration of your assigned operation, providing an in-depth comprehension of the role of an Operations Supervisor.

Qualifications:

• Actively enrolled in an accredited 4-year bachelor’s degree program, majoring in general business, management, logistics, or a related field.
• Must be a current Junior in academic standing.
• Prior exposure to logistics or warehouse environments (preferred).
• Strong aptitude for collaborative teamwork.
• Full-time availability, Monday to Friday, spanning June to August 2024 (1st shift hours).

We proudly uphold principles of Equal Opportunity Employment within our Company.

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April 11, 2022

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