Objetivo 4 (Calcular la incidencia económica de los beneficios de la

The two studied 3PL companies are competitive in the logistics industry in China. Both of them have served the famous companies and established a wide logistics network to support the business development. However, their advantages provided to their clients are different. From the analysis of services and focus of their business, it is found that Anji Logistics provide cost advantages to clients, while APL Logistics provide value advantages to clients. Both of cost and value advantages can be the key to the business of 3PL companies, and these two companies have taken one of them. However, from the opportunities and threats confronting the 3PL companies in China, it is predicted that the future competitive companies should have both cost and value advantages because the competition is intensive. Such a competition will drive the players in this industry to reduce the cost and at the same time improve the customer service and added values.

In this research, the factors influencing 3PL companies‟ success have been focused. It is not doubted that both of the two cases are successful in China, so the factors which contribute to their success are valuable to other 3PL companies. In this specific industry, it is found that information technology systems and competitive operational performance are important to the success of these companies. From the business of 3PL companies, it is found that information technology systems and competitive operational performance are to ensure the logistics service can be provided in an effective and efficient way. Therefore, for the rest of 3PL companies which commit to become competitive players in this industry, they should consider these two aspects and invest in these two aspects.

Besides the two similar factors, it is found that these two 3PL companies‟ success is related to different factors. The success of Anji Logistics is also related to its close relationship with local companies and governments, while the one of APL Logistics is related to its customer service and human resource. These factors are respectively the weaknesses of the other company. To link these factors with the advantages provided by these companies, it is found that cost advantages also need the support of strategic alliance and the support of government in this market, while the value advantages

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cannot be separated from customer service and human resources who provide the high quality customer service.

Particularly, APL Logistics‟ service has covered a complete list of 3PL companies‟ logistics service. It has been able to create strategic values for its clients and help them make strategic decisions. Such a service quality is lack of in Anji Logistics. Comparatively, the logistics experience of APL Logistics is much more than Anji Logistics. Currently, Anji Logistics have noticed its weaknesses are the simple service and unprofessional employees. It would make effort to change these weaknesses so that it can become more competitive in the marketplace.

For APL Logistics, its high cost has made some Chinese companies choose companies like Anji Logistics. In order to increase its competitiveness, it must also change its weaknesses and enhance its strengths. For this company, it is suggested that it search for cooperation with local companies to reduce its cost and know better about the Chinese business environment. Currently, it cannot change its relationship with government, but it can change its relationship with local companies. Strategic alliance is the only factor which does not currently contribute to the success of APL Logistics, among the five factors that influence the success of 3PL companies. If it can add this factor into its business, its business in China would be bigger in the future.

The two case studies have generated many useful findings about the competitive 3PL companies in China. However, due to the small sample, these findings might not be generally applicable to all 3PL companies in China. For instance, for some small and medium size organizations, they do not have enough financial resources to develop information systems. This is the limitation of this research design.

6.2Recommendations

Anji Logistics and APL Logistics can learn from each other and other 3PL companies in China can also learn from these two case companies. Their success indicates the importance of information technology and competitive operational performance to the 3PL companies, and the importance of other factors to cost or value advantages. However, with the increasing intensive competition, it is predicted that the truly

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competitive 3PL company is the one which can provide both cost and value advantages to clients. In order to achieve these advantages, all of the five factors should be focused by 3PL companies.

Based on the research findings, there are three recommendations presented to 3PL companies in China. First of all, integrated information systems should be established in the process of providing service and enhancing operational performance. These companies should share their information with their suppliers and customers so that they can maximize the effects of information systems.

Secondly, it is suggested that 3PL companies should establish at least one competitive operational performance, such as low cost, high service quality, or fast response rate. With the development of the business, they should continuously improve all of these operational performance objectives in order to gain operational excellence. For instance, Anji Logistics should try to improve service quality in the coming years, while APL Logistics should try to reduce cost in the future.

Last, it is suggested that 3PL companies can review the key factors when they are considering how to achieve business success in China. They can think this question from the perspective of customer service, information technology, human resource, operational performance, and strategic alliance. For the areas they have done well, they can maintain the performance. For the areas they have done badly, they should make changes and improve the relative management practices, such as supplier management and human resource management.

6.3Theoretical contribution

This research has listed a list of possible factors influencing the success of 3PL companies and then analyzed them in two cases. The questionnaire and interview have helped to identify some of the factors to the success of 3PL companies. This indicates the review of literature which result in a list of testing factors is useful for further research. Therefore, in the future research, when researchers would like to identify the factors influencing companies‟ management and success, they can review the possible

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factors from literature reviews, and then analyzes these factors one by one. This research logic is useful and effective.

6.4Managerial implications

From the research, the five factors are all confirmed to be the possible factors influencing 3PL companies‟ success in China. In order to achieve business success, 3PL companies must establish integrated information systems and achieve at least one competitive operational performance. Besides these two important factors, 3PL companies should consider human resource, customer service and strategic alliance as well. These provide managerial experiences to other 3PL companies.

6.5Future studies

However, in this research, only two cases were under investigation. The sample size is too small to generalize the findings to all 3PL companies in China. Therefore, in the future, researchers can investigate more successful 3PL companies in China and explore the detail factors influencing their success. What is more, in this research, the identified factors cover a wide range of management practices in companies. For instance, information technologies include various information systems. In the future, researchers can study specific topics, such as the influence of DMS on the success of 3PL companies. When the factors are divided into more detailed factors, the research would have more practical and managerial implications.

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Appendices