Deepen Logistics Outsourcing Relationships

Measurement, Antecedents, and Effects of Logistics Outsourcing Performance
1. Auflage 2007
ISBN: 978-3-7908-1938-0
Verlag: Physica-Verlag HD
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 350 Seiten

Reihe: Contributions to Management Science

This book uses state-of-the-art scientific methods to reveal that most firms currently do not realize the full potential of logistics outsourcing. It shows the complexity of outsourcing performance and that its true drivers lie in the relationship between service providers and their customers. Through the results of a large-scale empirical survey, the book also emphasizes the importance of a firm's approach towards outsourcing.

Autoren/Hrsg.

Deepen, Jan M.

Inhaltsverzeichnis

1;Foreword;8
2;Preface;10
3;Contents;12
4;1 Introduction;16
4.1;1.1 Motivation;16
4.2;1.2 Goal;19
4.3;1.3 Structure;20
5;2 Basic concepts;24
5.1;2.1 Logistics;24
5.1.1;2.1.1 The nature of logistics;24
5.1.2;2.1.2 Status quo of logistics development;31
5.1.3;2.1.3 Performance effects of the different levels of logistics development;32
5.2;2.2 Logistics outsourcing;34
5.2.1;2.2.1 Origin and definition;34
5.2.2;2.2.2 Benefits and risks of logistics outsourcing;36
5.2.3;2.2.3 Markets for and providers of logistics outsourcing;39
5.2.4;2.2.4 Status quo of logistics outsourcing research;44
5.3;2.3 Logistics outsourcing relationships;48
5.3.1;2.3.1 The terminology of partnerships;49
5.3.2;2.3.2 Partnership development;51
5.3.3;2.3.3 Designing logistics outsourcing relationships;56
5.4;2.4 Research model;63
5.4.1;2.4.1 Identification of research needs;63
5.4.2;2.4.2 Identification of research questions;66
5.4.3;2.4.3 Procedure to answer the research questions;67
6;3 Theoretical framework;70
6.1;3.1 Theories suited to explain cooperation in logistics relationships;70
6.2;3.2 Introduction to selected theories;71
6.2.1;3.2.1 New institutional economics and transaction cost theory;71
6.2.2;3.2.2 Social exchange theory;77
6.2.3;3.2.3 Commitment – trust theory;84
6.2.4;3.2.4 Contingency approach;87
6.3;3.3 Theory integration;94
7;4 Antecedents and effects of logistics outsourcing performance;98
7.1;4.1 Performance of logistics outsourcing relationships;98
7.1.1;4.1.1 Background of logistics outsourcing performance;99
7.1.2;4.1.2 Conceptualization of logistics outsourcing performance;100
7.2;4.2 Identification of relevant antecedents;103
7.2.1;4.2.1 Conceptualization of variables;105
7.3;4.3 Formulation of a model of logistics outsourcing performance;117
7.3.1;4.3.1 Hypotheses on causal linkages between the variables;117
7.3.2;4.3.2 Overview of the hypotheses and consequent model;134
7.4;4.4 Effects of logistics outsourcing performance;136
7.4.1;4.4.1 Logistics performance;137
7.4.2;4.4.2 Firm performance;142
7.5;4.5 Moderating effects;149
7.5.1;4.5.1 Relevance of adequate contingency variables;150
7.5.2;4.5.2 Conceptualization of contingency variables;154
7.5.3;4.5.3 Overview of contingency variables;157
8;5 Methodology and sample characteristics;160
8.1;5.1 Survey design;160
8.1.1;5.1.1 Methods for data analysis;161
8.1.2;5.1.2 Method of data collection;162
8.1.3;5.1.3 Questionnaire design and pretest;164
8.1.4;5.1.4 Data collection;165
8.1.5;5.1.5 Data base, representativeness and potential biases;167
8.1.6;5.1.6 Characterization of the participating firms;168
8.2;5.2 Methodological basis for the empirical analysis;170
8.2.1;5.2.1 Basics of measurement models;171
8.2.2;5.2.2 Basics of structural models;173
8.2.3;5.2.3 Measurement assessment;175
8.2.4;5.2.4 Assessment of measurement and structural models;177
8.2.5;5.2.5 Basics for model design and modification;190
9;6 Construct operationalization;196
9.1;6.1 Antecedents of logistics outsourcing performance;196
9.1.1;6.1.1 Cooperation;196
9.1.2;6.1.2 Communication;198
9.1.3;6.1.3 Proactive improvement;201
9.1.4;6.1.4 Trust;202
9.1.5;6.1.5 Commitment;205
9.1.6;6.1.6 Functional conflict;207
9.1.7;6.1.7 Involvement;210
9.1.8;6.1.8 Opportunism;212
9.1.9;6.1.9 Shared values;214
9.1.10;6.1.10 Openness;216
9.2;6.2 Logistics outsourcing performance;219
9.2.1;6.2.1 Goal achievement;219
9.2.2;6.2.2 Goal exceedance;222
9.3;6.3 Logistics performance;225
9.3.1;6.3.1 Level of logistics services;225
9.3.2;6.3.2 Level of logistics costs;228
9.4;6.4 Firm performance;230
9.4.1;6.4.1 Adaptiveness;231
9.4.2;6.4.2 Market performance;232
9.4.3;6.4.3 Financial performance;234
9.5;6.5 Discriminant validity of the operationalized constructs;235
9.5.1;6.5.1 Antecedents and dimensions of logistics outsourcing performance;235
9.5.2;6.5.2 Logistics outsourcing performance and logistics performance;238
9.5.3;6.5.3 Logistics performance and firm performance;240
9.6;6.6 Contingency factors;241
9.6.1;6.6.1 External contingency variables;241
9.6.2;6.6.2 Internal contingency variables;246
10;7 Structural models;252
10.1;7.1 Antecedents and dimensions of logistics outsourcing performance;252
10.1.1;7.1.1 Presentation of the basic model;252
10.1.2;7.1.2 Development of a simplified model;254
10.1.3;7.1.3 Discussion of the final simplified model;256
10.2;7.2 Effects of logistics outsourcing performance;262
10.2.1;7.2.1 Logistics outsourcing performance and logistics performance;263
10.2.2;7.2.2 Logistics performance and firm performance;266
10.3;7.3 Contingency variables;272
10.3.1;7.3.1 Moderating effects on the model of logistics outsourcing performance;272
10.3.2;7.3.2 Moderating effects on the model of logistics performance;279
10.3.3;7.3.3 Moderating effects on the model of firm performance;281
11;8 Summary and results;288
11.1;8.1 Main results;288
11.2;8.2 Managerial implications;294
11.3;8.3 Recommendations for further research;296
12;Appendix: Questionnaire;298
12.1.1;Bitte lesen Sie die folgenden Hinweise, bevor Sie den Fragebogen ausfüllen:;299
12.2;A. Allgemeine Fragen zum Logistik-Outsourcing;300
12.3;B. Zusammenarbeit mit Ihrem Logistikdienstleister;301
12.4;C. Fragen zu Ihrer Unternehmenssituation;309
12.5;D. Fragen zu Logistik- und Unternehmenserfolg;310
12.5.1;Vielen Dank, dass Sie an unserer Studie teilgenommen haben!;313
13;List of figures;315
14;List of tables;316
15;References;322

Leseproben

4 Antecedents and effects of logistics outsourcing performance (p. 83-84)

After this previous chapter has consolidated the theories and argued their suitability, the following chapters will identify the relevant variables for logistics outsourcing relationships and introduce hypotheses on their causal linkages and performance effects. The previous chapter has pointed out the explanatory value of four different theories for the designing of logistics outsourcing relationships and has indicated that a number of variables affect their performance outcomes. The following chapters will explore these direct performance effects of logistics outsourcing relationships and will identify their antecedents on the basis of the proposed theories and previous research. Aside from the conceptualization, hypotheses will be generated that address the expected direct and indirect effects of these variables on outsourcing performance.

In a second step, hypotheses on the anticipated effects of logistics outsourcing performance on logistics performance and firm performance will be presented after the relevant variables will have been established. Finally, it will be analyzed which moderating effects can be expected from both external and internal contingency factors on the models developed on the basis of the different hypotheses.

4.1 Performance of logistics outsourcing relationships

The following two chapters will in detail discuss logistics outsourcing performance. At first, chapter 4.1.1 will present the background of the concept of logistics outsourcing performance, its connection to logistics performance and will argue for measuring it by focusing on its outcome. Then, chapter 4.1.2 will conceptualize the construct on the basis of the understanding developed before and introduce its bi-dimensionality.

4.1.1 Background of logistics outsourcing performance

As it will be discussed, logistics outsourcing performance is an important antecedent of logistics performance. The latter has been studied by a large number of logistics researchers, who have defined and measured performance in many different ways (CHOW/HEAVER/HENRIKSSON 1994) and thereby provided a valuable starting point for the analysis of logistics outsourcing performance.

As CHOW/HEAVER/HENRIKSSON (1995, p. 296) point out, logistics performance is multi-dimensional, reflecting multiple stakeholders and interests. Therefore, the possible desired outcomes are numerous and range from customer satisfaction over environmental responsibility, to overall cost-effectiveness. Important works on the topic of logistics performance include those of MENTZER/KONRAD (1991), CHOW/HEAVER/HENRIKSSON (1994), GASSENHEIMER/STERLING/ROBICHEAUX (1996), STANK/GOLDSBY/ VICKERY (1999), DEHLER (2001), STANK/KELLER/DAUGHERTY (2001), STANK/GOLDSBY/VICKERY/SAVITSKIE (2003), KNEMEYER/ MURPHY (2004) and ENGELBRECHT (2004).

Logistics performance, which according to CHOW/HEAVER/HENRIKSSON (1995, p. 296) in research is predominantly measured with "soft" perceptual indicators given the difficulty of obtaining "hard" performance measures, is a result of two different variables: on the one hand, it is influenced by the performance of logistics processes performed in-house under the direct responsibility of the LSP’s customer. On the other hand and of particular importance in the context of this research, it is affected by the performance of outsourcing arrangements in which the customer has delegated logistics and other relevant processes and the accompanying responsibility to a logistics service provider.

The performance of these outsourced processes, hereafter termed logistics outsourcing performance, is an important strategic issue which has received little attention so far in logistics research. Notable exceptions include STANK/GOLDSBY/VICKERY/SAVITSKIE (2003), KNEMEYER/ MURPHY (2004) and ENGELBRECHT (2004). These authors propose that successful logistics outsourcing can only be realized if the performance of the outsourcing arrangements can be adequately measured.