Figure 4 - uploaded by Sascha Albers
Content may be subject to copyright.
Source publication
The impact of e-commerce on the business environment is often praised but seldom analyzed with scrutiny. In this paper we try to depict the underlying logistically relevant aspects of e-commerce and their impacts on logistics service providers. This seems to be of considerable importance, as logistics is seen as the back-bone of e-commerce operatio...
Citations
... core logistical functions and value-added activities) and those that deliver services 'not directly related to the physical flow of products' (e.g. management support and financial services) (Delfmann et al., 2002). These categorizations indicate that LSPs have increasingly focused on developing information-intensive capabilities to fulfil customer demands and stay competitive in the market. ...
... The growing adoption of e-commerce has further emphasized the importance of e-logistics, as it plays a crucial role in ensuring efficient delivery and customer satisfaction. [5] Like eprocurement, e-tracking systems, and e-warehousing, e-logistics aims to streamline logistics activities and enhance supply chain performance [6]. Several studies have highlighted the key features of e-logistics, such as real-time tracking, automated order processing, and collaborative planning with suppliers and customers [7]. ...
... Identify gaps and inconsistencies in the existing research and potential areas for future investigation. According to the source [5], logistics is seen as the backbone of e-commerce operations, and the implications of e-commerce on logistics service providers can be categorized into two main areas: the rise of e-marketplaces and the elimination of supply chain elements [5]. The source further highlights the impact of disruption risk on global supply chains, emphasizing the importance of thorough risk assessment and increasing the capacity of the supply chain to mitigate the effects of disruptions. ...
... Identify gaps and inconsistencies in the existing research and potential areas for future investigation. According to the source [5], logistics is seen as the backbone of e-commerce operations, and the implications of e-commerce on logistics service providers can be categorized into two main areas: the rise of e-marketplaces and the elimination of supply chain elements [5]. The source further highlights the impact of disruption risk on global supply chains, emphasizing the importance of thorough risk assessment and increasing the capacity of the supply chain to mitigate the effects of disruptions. ...
The rapid growth of e-commerce has significantly transformed the logistics landscape, posing new challenges and opportunities for supply chain management. This paper explores the integration of e-logistics into supply chain operations, highlighting its impact on supply chain resilience and disruption management. The paper begins by examining the fundamental model of supply chain management and the relatedness between e-commerce and supply chain management. It then delves into the concept of supply chain resilience, identifying key elements and their interrelationships. The impact of e-logistics on supply chain resilience and disruption management is analyzed, drawing insights from the existing literature. The paper concludes by outlining strategic implications for logistics service providers and suggesting future research directions. E-commerce has brought about significant changes in how enterprises manage their supply chains. It has become a trend for companies to employ e-commerce supply chain management to maintain a competitive advantage. The rise of e-marketplaces and eliminating supply chain elements have posed new challenges and opportunities for logistics service providers. Enterprises must now navigate a more complex global landscape, with a heightened focus on improving service quality and reducing operating costs to remain competitive.
... As seen, e-commerce logistics is of great significance, as it manages the physical flow of goods (Xiao et al., 2012), informational flow and flow of knowledge, which makes it "the 'backbone' of e-commerce operations" (Delfmann et al., 2002). Thus, getting logistics right is significant in e-commerce (Risberg, 2022), which is almost impossible without adequate IT. ...
Advanced technologies help optimise product movement through
supply chains, where electronic administration of logistics commerce is
available. It represents an essential player in the development of logistics and
distribution networks. Based on the average added value in the logistics sector
in EU countries in 2021, the efficiency of e-commerce in the logistics sector by
using a data envelopment analysis (DEA) can be calculated. The DEA
calculation is based on the available statistical IT-oriented variables for each
country as the input to the calculation and the logistics sector turnover in total
enterprise turnover as the output. To better understand how countries are
efficient, cluster analysis was used to classify the countries into three clusters
according to the added value in the logistics sector in the year 2021. The results
show more significant variation in the efficiency of e-commerce in the logistics
sector between countries, despite similar IT input indicators between them.
... Werner Delfmann et al. (2002) have outlined that the influence of e-commerce on the corporate environment is frequently lauded but rarely scrutinized and attempted to highlight the underlying logistically significant components of e-commerce and their implications for logistics service providers. Their study appears to be significant, given logistics is regarded as the backbone of e-commerce operations. ...
... Logistic services have always played a critical role in the commercial world. Typically, companies outsource their logistics to external LSPs for operational efficiency reasons (Delfmann et al., 2002). The logistics service industry has evolved from being a commoditized sector with hundreds of thousands of logistics firms providing only transportation or warehousing services (Marquardt et al., 2011) to one that also includes third-party LSPs (3PLs) that provide bundled and more complex logistics services (Wagner & Sutter, 2012) and fourth-party LSPs (4PLs) that subcontract and coordinate other third-party LSPs (Zacharia et al., 2011). ...
This study examines the financial performance of Tiong Nam Logistics Holdings Berhad (TNLHB) in the past five financial years (FY2018 to FY2022) ending on 31st March 2022. Data from the audited annual reports were used to conduct financial analysis, covering profitability performance, capital structure and solvency analysis, working capital and liquidity analysis, risk assessment, and firm's valuation. Peer comparison is used to provide benchmarking analysis. Comparatively, TNLHB has lower profitability ratios, lower solvency ratios, and lower liquidity ratios. The lower profitability was a result of weaker revenue generation and less operational efficiency in profit generation. The lower solvency ratios and liquidity ratios connote a weaker financial position. The top three risk exposures are market and competitive risks, operational risks, and financial risks. Based on a three-method approach, TNLHB is valued between RM0.78 to RM0.93. This paper contributes to the extant literature on performance analysis and firm valuation.
... Thereafter, the services are extended to other value-added activities. The progressive integration of the LSP into the logistics chain has been part of a process of mutation from a simple carrier (Berglund et al., 1999) to an expert proposing more complex logistics solutions (Berglund et al., 1999;Delfmann et al., 2002;Erhel and Calvi, 2018). In view of the different positioning and the diversity of the proposed offers, some authors classify LSPs into several categories. ...
Malgré l’abondance des articles scientifiques autour de l’externalisation logistique et l’étude des relations inter-organisationnelles entre chargeurs-prestataires de services logistiques, nous observons une pénurie de travaux de recherche qui s’intéressent à ce champ dans le contexte marocain, tout particulièrement dans le cadre des contrats d’externalisation à long terme et ce, malgré les changements institutionnels remarquables mis en place par les secteurs public et privé à travers l’opérationnalisation de la stratégie nationale de développement de la compétitivité logistique. En s’appuyant sur une étude de cas qualitative, notre contribution a pour objectif d’étudier les différentes étapes d’externalisation logistique et d’expliquer comment la gouvernance de la relation chargeur-PSL dans le cadre d’un contrat relationnel favorise l’innovation logistique.
... This means that warehouse operations need to be more focused on inventory management and control, with an emphasis on accurate inventory tracking and forecasting. A study [10] found that in MTS supply chains, the layout of warehouses should be designed to minimize the risk of stockouts, optimize the utilization of available space, and reduce the costs associated with inventory carrying and handling. In addition, the requirements of specific industries and product types can also impact warehouse layout and operation. ...
... ly and comfortably is the delivery of products, which often leads to dissatisfaction of end consumers. That is, products ordered online must physically go through very complex supply chains, where logistics processes require a certain amount of time, generate costs, employ different resources, and encounter numerous risks and disruptions [3]. E-commerce constantly poses new challenges and demands to logistics, such as reliable delivery of products in the shortest possible time, favorable prices and delivery conditions, high quality of products and services, high frequency of delivery of smaller shipments, and products return. ...
... Service quality is described through three dimensions-percentage of errors, cost of damage, and on-time delivery-considering that service quality can be observed from several aspects. Each of the dimensions is evaluated separately on a defined scale (1)(2)(3)(4)(5). The values for each of the dimensions are shown in Table 1. ...
Today, e-commerce allows consumers access to a wide range of products on the global market, quick and convenient selection, purchase, ordering, and payment of products. Consumers expect to receive the products they bought online, very quickly, at favorable prices and delivery conditions. However, it is often not possible, because global supply chains are realized over large geographical distances, with a whole range of disruptions and challenges that need to be successfully overcome. With the aim of efficiently delivering products and meeting consumer expectations, retailers often leave this job to specialized and resilient logistics companies better known as fourth-party logistics (4PL) providers. On this occasion, it is necessary to conduct a very thorough evaluation of the logistics provider based on appropriate scientific approaches and models. In this paper, a new hybrid approach for the evaluation of resilient 4PLs was proposed, with the aim of providing appropriate support for the decision-making system on product delivery in e-commerce. The hybrid approach is based on the fuzzy full consistency method (FUCOM), evidence theory (ET), rule-based transformation (RBT), and weighted aggregated sum product assessment (WASPAS) methods. The proposed model was tested and applied to an example of an online retailer, which sells and delivers products originating from China and the countries of the Far East to the market of the Western Balkans and Southeastern Europe. Five 4PL providers were evaluated and ranked according to 10 criteria. According to the results, the most important criterion was IT capabilities, while the least important was cooperation. Additionally, sensitivity analysis was carried out to determine whether the final ranking will change. The obtained results showed that the proposed methodology represents a valuable decision support tool that can be used for solving not only the problem described in this paper but also similar problems.
... Primark UK can partner with reputable delivery service providers that have a wide network and experience in handling e-commerce deliveries (Delfmann et al, 2002). This will ensure quick and efficient delivery to customers. ...
... Primark should pay attention to packaging and presentation to enhance the customer experience, ensure that products are properly protected during transit and arrive in a good condition (Delfmann et al, 2002). Primark should consider offering free delivery for orders above a certain value or reducing delivery charges to incentivize customers to make online purchases. ...
... Primark should have a robust customer support team that can promptly address any queries or issues related to the delivery service, provide various contact options like chat support, email, or phone to cater to different customer preferences (Delfmann et al, 2002). Primark should request customer feedback, encourage customers to provide feedback on their delivery experience through surveys or ratings (Frost and Strauss, 2016). ...
... As seen, e-commerce logistics is of great significance, as it manages the physical flow of goods (Xiao et al., 2012), informational flow and flow of knowledge, which makes it "the 'backbone' of e-commerce operations" (Delfmann et al., 2002). Thus, getting logistics right is significant in e-commerce (Risberg, 2022), which is almost impossible without adequate IT. ...
