Las empresas cooperativas en Castilla y León

Logistics outsourcing has developed dramatically and attracted more and more attention from organizations worldwide. A number of important factors are behind the growth of the phenomenon. The most critical driver for 3PL usage is the achievement of massive benefits. However, the precondition of achieving these benefits from using 3PL is the successful third-party relationships between providers and their users. Leahy et al. (1995) state that an impressive growth in logistics outsourcing is obvious; however the ability to sophistically manage these third-party relationships will become a major factor of successful logistics outsourcing. Tate (1996) suggests: “A successful partnership is like a marriage” (p.7), which requires constant hard work from the parties involved. Both parties must understand each other’s needs, and must be compatible with shared values. With the growth of 3PL usage, how to successfully use third-party logistics has attracted many researchers interest.

After studying the development of third party logistics service in Europe, Virum (1993) identifies that information sharing is a crucial factor to successful relationships between providers and users. Through a thorough literature review of both academic and practitioner journals, Leahy et al. (1995) generate a list of twenty-five major factors which are mentioned frequently throughout the literature. From the authors’ perspective, these factors positively affect the successful third-party logistics relationship between providers and their clients. Among these twenty-five potential determinants of successful third-party relationships, the authors summarize that

35 customer orientation and dependability are rated as the most importance factors; in contrast, sharing human resources and exit provisions exist were assigned to the lowest importance. The list of these twenty-five factors along with appropriate definitions is shown in Appendix 1.

Likewise, Tate (1996) summarizes the main elements of long-term successful logistics relationships, including compatibility, a deep understanding of a partner’s business needs, open communications, commitment, fairness, flexibility, and trust. Gulisano (1997) identifies the number one reason of unsuccessful third-party relationship is failure to include appropriate resources to manage the 3PL relationship. Other reasons the author addressed include no definitive statistics, 3PL providers is not delivering expected or promised results, and poor communication and information sharing between the parties.

Under an increasingly complicated and competitive business situation, it is becoming more common that the 3PL provider and its customers enter into a complex, strategic partnership. According to Bagchi and Virum (1998), as companies focus mostly on core competence and rest the logistics function on third parties, logistics partnerships or alliances will be the main driver to successful logistics outsourcing. Striving for an effective logistics alliance and excellent logistics partnership, companies have realized that cooperation based on mutual needs and expectations and clear communication are necessary. In other words, there must be an openness atmosphere, mutual trust, and a clear line of communication between customer and 3PL provider. Further, based on case studies, Bagchi and Virum (1998) identify six factors that are critical to the successful third-party relationships:

Customer satisfaction is the heart of the relationship and should be the focus of all efforts. Customers need to articulate clearly their needs and wants. Providers have to understand these needs and acquire the necessary capabilities

36 People are the most important assets in making an alliance work. They should be well-trained and motivated individuals dedicated to rendering excellent service and empowered to act

Communication should be clear and preferably on-line. Expectations should be shared and surprises minimized. Cooperation between the parties for developing seamless communication is essential

Continuous improvement should be the guiding philosophy

Logistics providers must develop value-adding capabilities ultimately if they are to take over complete logistics responsibilities

Alliances must achieve finite, measurable results. Alliances must achieve superior results. Results must be periodically benchmarked. (p. 211)

Obviously, 3PL providers are no longer viewed simply as commodity services providers. They have moved beyond that transactional level of relationship in which reducing warehousing or transportation costs is the main objective. Now, they have started to be involved in users’ strategic level, and integrate their services into supply chain management and reduce overall costs throughout the whole supply chain. That elevates the 3PL-customer relationship to a strategic stage (Harrington, 1999). For 3PL users, simply putting 3PL providers between themselves and their customers is not enough, particularly in the era of increasingly changing demand from end customers, the willingness to collaborate with their 3PL providers seems necessary. The complex business environment drives logistics outsourcing; the real benefit, however, comes in a long-term and collaborative relationship. Simply speaking, it requires at least two or three years, when the service provider starts to understand client business and addresses further opportunities (Cooke, 2004). Similarly, the study from THIRD-Party Logistics (Organization) (2004) identifies the desire to move from tactical towards more strategic and collaborative relationships results in successful logistics outsourcing.

37 between the 3PL provider and user as follows:

“Supply chain collaboration between a 3PL and a customer occurs when both organizations work toward a common set of goals and objectives, and when there is a meaningful exchange of information relating to planning, management, execution and performance measurement” (p.18.)

According to the authors, this kind of collaborative relationship thrives on the devotion of involved parties to share responsibilities of people, process and technology so that the overall business relationship can improve. The authors also emphasize that, to be effective, the collaboration process should involve not only 3PL providers and their customers, but also the customers’ customers and suppliers. The reality is that, 3PL providers are likely to be in a superior position in facilitating collaboration between a customer organization and its supply chain partners.

Further, based on their survey, Langley et al. (2007, p.24) also identify the main elements of this successful collaboration:

Well-understood goals and objectives Trust and commitment

Corporate compatibility Communication

Shared decision making and ability to reach consensus on matters of importance

Equitable sharing of gains, losses and investments

Overall benefits to involved parties greater than could be obtained alone Effective measurements and dedication to process improvement

Strategic plan for collaborative relationship

38 Having realized the critical situation and the new relationship requirements, 3PL users also need to make efforts to contribute to the success of the third-party relationships. Lieb and Butner (2007) identify the main barriers to collaborative third-party relationships as:a lack of top management commitment at using company; a common perception that the 3PL company is only a service provider, not a strategic partnership; a transaction based seller and buyer relationship, lack of necessary resources to support real collaboration; the problems associated with multiple contact points within the organization involving different organizational levels, geographies, or business units; lack of consensus on the importance of collaboration; lack of willingness to share sensitive information with the provider; change in leadership at user’s organization; and lack of willingness to spend the time to develop such relationships.