MAGAZINE №1(84) February 2018


CATEGORY  Corporate logistics e-business Warehouse Logistics Logistic service providers  Outsourcing Retail companies’ corporate logistics


The internet retail development entails changes in supply chain structure, as well as the need for a complex logistics service for online retailers. The logistics providers can cope with these challenges and changes. The author justifies the expediency of this cooperation. The justification is based on several points: availability of a logistics provider infrastructure, additional services for internet retailers in the interaction with 3PL-provider, transaction costs reduction for internet retailers, scale economies in logistics service for online retailers, the current situation in the market of logistic services etc.

Based on the analysis of references the author notes that insufficient attention is paid to the logistics service development for internet retailers. As a result, the author has developed a procedure of the logistics service system development for internet retailers and the requirements for its implementation by a service provider. The special attention in this procedure in addition to the process requirements and logistics infrastructure formation is paid to the development of 3PL-provider services standard.

 Electronic version


MAGAZINE №3 (62) June 2014


CATEGORY  Reviews and Analytics Corporate logistics industrial companies Providers of logistics services  Logistics integration and coordination  Supply Chain Management 


The purpose of this paper is to present a partnership development process model that supports managers of western manufacturing firms in forging economically sustainable partnerships with Chinese logistics service providers (LSPs). Based on a review of seminal literature pertaining to the field of supply chain partnerships, a preliminary partnership development model is formulated. This model is subsequently evaluated and adapted based on interviews with executives from four  leading German manufacturing firms. The identified process model supports launching two distinct types of relationships: (1) strategic alliances and (2) arm’s-length relationships. For the establishment of either relationship a first phase (partnership formation phase) is necessary to make a decision on the type of relationship the manufacturing firm should pursue. Depending on this decision, two different operational lines (relationship design processes) are proposed within the process model. Managers of western manufacturing firms should be aware of the cultural gap they face to Chinese firms. The cultural importance of interpersonal trust as a foundation for successful business developments needs to be taken into account during initial negotiations as well as in the subsequent operationalization of a partnership. The applicability of this study’s findings is limited to western manufacturing firms in the Chinese market. Future research should attempt to broaden the scope of the presented partnership development model.


Published in Analytics and reviews


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