2016 #3PLStudy: The State of Logistics Outsourcing
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Transcript of 2016 #3PLStudy: The State of Logistics Outsourcing
2016 Third-PartyLogistics Study
The State of Logistics Outsourcing
Results and Findings of the 20th Annual Study
Multi-Media Feed: #3PLStudy
22016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Contents
About the Study
Current State of the 3PL Market
Special Topics
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
Strategic Assessment
32016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
20th Year Anniversary of Annual 3PL Study
1996-2000
2001-2005
2006-2010
2011-present
1996
Study
Founded
North America
Focus
2013
Big Data
Talent
Management
2008
Green
Supply
Chain
1998
Importance
Of IT
2002
Added
Western
Europe
2003
Added
Asia-Pac
2004
Added
Latin America
2005
Added
South Africa
2012
Emerging
Economies
2009
Economic
Crisis
2006
First
Workshops
Chicago
Paris
Shanghai
2014
Omni-
Channel
Mobile
Technologies
2015
3PL
Competitive
Landscape
2006
Special
Topics
42016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
2016 20th Annual 3PL study – Major Research Thrusts
Customer Study
E-Mail SurveyMajor Industry Verticals
Special Topics
Focus InterviewsKey Industry Experts
Facilitated Discussions
Capgemini AcceleratedSolutions Environment (ASE)
San Francisco
London
Singapore
Paris
Amsterdam
New York
Berlin
Hong Kong
Shanghai
Chicago
Each year, workshops are held in different locations around the world
Rio De
Janeiro
Sydney
52016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Recent 3PL Study Themes
www.3plstudy.com
This year’s special topics:
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
62016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Profiles of Respondents Represented
72016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Contents
About the Study
Current State of the 3PL Market
Special Topics
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
Strategic Assessment
82016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Logistics Services Reported by 3PL Users
92016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Benefits Experienced Through Use of 3PL Services
93%3PL Relationships
Generally Successful
83%3PL Use Improves
Service to Customers
75%3PL Innovations
Improve Logistics Effectiveness
73%Increasing Our
Use of 3PL Services
70%3PL Use Helps to Lower Logistics
Costs
3PL Value
102016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
The “IT Gap” – Where Do We Go from Here?
89%85%
91% 90% 92% 92% 92% 88%94% 93% 94%
98% 96% 93%
27% 33%42% 40% 35% 42% 37% 42%
54% 54% 53% 55%60% 59%
0%
20%
40%
60%
80%
100%
120%
02 03 04 05 06 07 08 09 10 11 12 13 14 15Year
IT Capabilities Necessary Element of 3PL Expertise
Shippers Satisfied with 3PL IT Capabilities
IT
“Gap”
112016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Essential IT Capabilities Suggested by 3PL Users
• Warehouse/DC Management
• Transportation Management (Planning)
• Visibility
• Transportation Management (Scheduling)
• EDI
• Web Portals
• Network Modeling and Optimization
• Bar Coding
• Global Trade Management Tools
• Transportation Sourcing
• Customer Order Management
• Supply Chain Planning
• Customer Relationship Management (CRM)
• Distributed Order Management
• Advanced Analytics and Data Mining Tools
• Cloud-Based Systems
• Yard Management
• RFID
60% or More
40% - 59%
25% - 39%
Less than 25%
122016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Contents
About the Study
Current State of the 3PL Market
Special Topics
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
Strategic Assessment
132016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
3PLs Need to be Aligned With Their Customers and Service Providers
142016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Strategic vs. Tactical 3PL Relationships
152016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Business Partner Collaboration Provides the Greatest Benefit to Shipper and 3PL as Both are Aligned to Each Others’ Goals
Tactical Partner
Service Partner
Business Partner
Benefits
Low Medium
Highly focused on cost
Equates logistics with expenses
Service sometimes viewed as a commodity
Outsourcing to gain efficiency and execution
Focus on getting the right solutions
Cost not considered to be the deciding factor
Shipper looking for expert advice and willing to pay for right solution
3PL strategic partner Both parties invest in
the relationship and share returns
3PL a crucial part of shipper’s business and competitive position
Both parties focus on alignment to business and operational goals
Sharing of information and strategic directions
High
Source: News Articles; Capgemini Consulting Analysis
162016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Suggested Elements for Successful Onboarding of 3PL-Customer Relationships
172016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Key Strategies That Can Optimize the 3PL Relationship
Control
Risk
Mitigation
Business
Reviews
Continuous
Improvement
1
3
2
4
182016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Facilitators of Alignment in 3PL-Customer Relationships
Elements 3PLs Customers
Agreed-upon performance expectations 87% 96%
Formal performance reviews 80 81
“Dashboards” to understand results of 3PL operations 63 73
Providing 3PLs with information relating to shippers' goals and strategies
53 54
Visibility into workflows and process management 48 69
Cultural fit with our 3PLs 43 70
Plans for how shipper and 3PL personnel at the executive, management, and operational levels need to work together.
37 51
Multi-enterprise collaboration systems, such as between shippers, 3PLs, and service providers
25 43
Strategic plan for “succession” of the relationship 25 36
Calendar visualization to facilitate scheduling meetings and activities
21 30
Pay for performance in addition to pay for services 16 33
Data indicates percentages of clients and 3PLs indicating elements are generally present in their relationships
192016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Reported Frequencies of Interactions Among 3PLs and Customers
0%
10%
20%
30%
40%
50%
60%
70%
20%
52%
15%
8%5%
14%
66%
16%
3% 1%
Customers
3PLs
202016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Relationships Between 3PLs and Asset-Based Service Providers
13PLs are expected to have formal plans to help
manage relationships with service providers77% 91%
2 3PLs select or help to select the service providers 80% 63%
3 Meaningful sharing of information between 3PLs,
service providers, and customers 81% 91%
4 3PLs have visibility into daily performance of
service providers80% 70%
5 Service failure by one of the service providers is a
service failure of 3PL organization81% 79%
6 Improvement needed in relationships between
customers, 3PLs, and service providers83% 80%
Percent Agreement
3PLs Customers
212016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Initiative
Percentages Indicating Helpful
3PLs3PL
Users
Automated way for clients to log in and see requests from 3PLs for approvals of decisions, activities, documents, and other “to-do’s”
80% 84%
Real-time news feed (like Twitter or Facebook) of everything that is happening across all 3PLs used by a client
49% 57%
In communicating with our 3PLs/clients, we find that most of the time email provides the needed types of functionality
59% 70%
Communications Between 3PLs and Users
222016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Contents
About the Study
Current State of the 3PL Market
Special Topics
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
Strategic Assessment
232016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
The use of new technologies has helped 3PL players to combat external challenges and improve internal operations
242016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
The benefits and breadth of application of cloud technology can deeply impact a 3PL in a multifaceted way
Transportation Management Systems (TMS)
Provides full order visibility Real time connectivity with supply chain partners Tracking shipment and routing progress Role-based access for the various users in the supply chain Multi tenant architecture
Global Trade Management (GTM)
Based on the AderbeenGroup report, 55% of the companies were expected to implement SaaS GTM solution in 2014 (compared to 37% three year ago)
Facilitates transportation planning Trade compliance and customs management
Warehouse Management System (WMS)
Support day to day operation in a warehouse Tracking inventory levels and stock locations Billing and invoicing Controlling inbound and outbound inventory
Supply Chain Planning
Achieve more than 15% higher perfect-order rates End to end supply chain management Multi-channel warehousing management In-store inventory management
There are 5 key benefit to implementing cloud technologies:
Lower Cost of Set-Up
Pay-As-You-Go Pricing and
FeaturesFast Deployment Self Sufficiency
Real Time Global Visibility
252016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
This year’s survey respondents utilize their cloud technologies in many capacities
60%
40% 38% 38%33% 32%
28% 27% 25%
13%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
% r
esp
on
den
ts le
vera
gin
g th
e te
chn
olo
gie
s
60% of respondents named visibility across operational processes as the key driver for use of cloud technologies in logistics
262016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
0%
10%
20%
30%
40%
50%
60%
70%
Shippers are turning to 3PLs to help continue balancing cost and service given future complexities
Total survey respondents = 5,000 3PL users
Challenges faced by shippers, 2014Key Shipper and 3PL interactions due to
capacity consolidation
12%
12%
13%
17%
17%
18%
20%
20%
22%
31%
32%
63%
Vendor Management
Technology Strategy and…
Expanding/sourcing from…
Expanding/Selling to New…
Regulations, Security,…
Reducing Labor Costs
Managing Inventory
Retaining and Training Labor
Supply Chai Visibility
Improved Customer Service
Business Process…
Cutting Transportation Cost
272016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
As the landscape is changing, new companies have pushed the envelope by offering fulfillment services
Two-Day delivery was launched
Grocery delivery at convenient time
Examples:
Introduction of same-day delivery services by Shutl
— The company helped to match same-day orders with high-speed couriers
Examples:
Shop for items from local store and get delivery same day or overnight by Google
Sunday delivery was started by Amazon
Adoption of free and same day delivery by various e-commerce companies
— Amazon launched same day delivery in the US and the UK
— China Smart Logistic Network (CSN) was launched by Alibaba to offer same day delivery across all cities in China
Examples:
2005-2007 2008-2011 time period2012-2014
Reduced fulfillment days and customized delivery
time
Introduced one day Fulfillment
Complete adoption of one day fulfillment and introduction of overnight, same day and Sunday
delivery
Over the past decade, the delivery time has shrunk from a couple of days to same day
Evo
luti
on
of
De
live
ry
282016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
How are most companies meeting these growing expectations...?
Investing in newcapabilities yourself
Leveraging newcapabilities from othercompanies in different
industries
Choosing not to invest Leveraging newcapabilities from
competitors
58%
40%
20%
15%
292016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Large, global 3PLs still seem to be dominating the landscape
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Large, global providers (e.g., Panalpina, UPS)
Regional, full service providers (e.g., Toll)
Specialized providers (e.g., freight forwarders, air)
Evolving service providers (e.g., UberRush, Amazon, Google Express)
302016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Some new capabilities in last mile fulfillment are needed to maintain service while controlling costs
Last Mile Requirements
DescriptionConstraints to
Implementation
Source: Talking Logistics, Capgemini Consulting Analysis,
High Medium Low
Adoption
Electronic Confirmation and Proof of
Delivery
The confirmation of delivery of goods has evolved from mobile signatures
The system confirms appointments while en route; validates presence (they came and you were not home); electronic proof of delivery; and follow-up on customer satisfaction
The wide industry still uses paperwork for closing the financial transaction
Mobile and Telematics
Logistics players use GPS and AVL for precise locating and directing of vehicles
Technologies also provide driver instructions, monitor delivery status, and link to execution for real-time routing changes
Many fleets are yet to fully implement these services
Regulation will aid the adoption of telematics
Dynamic Incentivized Scheduling
Logistics providers need to devise economic models and dynamic schedules which are attractive choices to the customer and profitability to shipper
Logistic providers provide a variety of pickup or drop points and also time slots for delivery
Limited availability Lack of visibility and
predictive analysis over delivery operations
Continuous Route
Optimization
Logistics companies need to optimize the large number of stops within a route
The traditional ERP or TMS system are unable to deal with constraints such as real-time congestion, vehicle type, driving time regulations and delivery time windows
Need complex decision making and powerful optimizers to cope with the last mile process
312016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Contents
About the Study
Current State of the 3PL Market
Special Topics
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
Strategic Assessment
322016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
An unprecedented labor shortage
• Worldwide transportation functions across various industry face a major labor shortage in blue collar jobs
• Worldwide warehousing and logistics functions face a shortage mainly in middle management jobs
• Major countries facing a truck driver shortage
• High insurance rates for the youth
• Licensing laws increasing waiting periods
Australia
• Other Industries more attractive than trucking
• Regulation scrutinizing driver operations
• Abolition of compulsory military service
• Three year training period
• Fall in Large good vehicle licensing
• Regulation scrutinizing driver operations
• Lower wages
• Aging population
• Lack of proper training
US Germany
UK Japan Canada
332016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Skilled labor shortage will increase in the coming 5 years; truck driver and warehousing staff shortage is expected to surge the most
75%
60%
58%
55%
44%
70%
62%
52%
43%
32%
Skilled Labor
Supply ChainPlanners
Entry-LevelLogistics
Managers
Truck drivers
WarehousingStaff
Talent Shortage in the Logistics Industry (% of companies)
2014 Next 5 years
Warehousing staff responsibilities have evolved from basic moving of goods to planning, developing, organizing, directing, managing and evaluating operations
These responsibilities are expected to be handled by warehousing managers
Many countries over the past years have reported truck driver shortage
Truck driver shortage is expected to intensify in the coming years as majority of the baby boomers will retire and regulations are becoming more stringent
The lagging behind logistics curriculum has contributed to shortage of entry level managers in the logistics industry
Logistics companies are trying to increase awareness and tying up with education institutions to bring them on par with the industry needs
The increasing emphasis on efficiency across the supply chain operation has increased the demand for supply chain managers
Companies are employing supply chain management tools to gain better visibility over operations
Changing dynamics of the logistics industry has increased the demand for skilled labor
This trend is likely to continue in the coming years
Total= 1,757 global industry players
Source: Trends and Strategies in Logistics, LPI 2014 – World bank at Kuehne Logistics University; News Articles; Capgemini Consulting Analysis
Most of the logistics companies are facing a shortage of talent, as the dynamics of the logistics industry change
342016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Are you prepared?
52%• Shippers feel they can rely on their
3PL’s preparation for the labor shortage’s impact on their business
79%• 3PLs feel their shippers are unprepared
for the labor shortage’s impact on their supply chain
The industry will likely depend on 3PLs to prepare for the labor shortage
352016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Source: Employment Market Survey Report 2013-14, Supply Chain & Logistics, Executive Logistics; Gartner Supply Chain Executive Conference 2014 ; News Articles; Capgemini Consulting Analysis
58.6%25.5%
16.0%
Talent Finding, 2014
Hard to FindTalentNo Change
Become Easier toFind Talent
54.4%29.5%
16.2%
Expected Logistics Hiring, 2014
Increased
Remained theSameDecreased
The industry is struggling to find the right talent to fill positions, and hiring is expected to intensify in the coming years
Labor shortage was of the leading challenges facing the industry at the at the APICS, Gartner Supply Chain Executives and CSCMP annual conferences
Executives participating in the conference expressed that filling roles over the coming years will becoming tougher
Going forward, the demand for supply chain jobs is likely to increase, however the supply of labor is expected to shrink
– Supply chain jobs are expected to grow by 25% over the next decade
– Almost 25% of the current workforce in supply chain management is expected to retire by 2015
Total: 5,178 employees of Supply chain and logistics industry from 80 countries
Current Talent Scenario in Supply Chain Industry (1/2)
362016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Supply chain operation have become complex over the years, requiring employees at all levels with better analytic capabilities
Current Talent Scenario in Supply Chain Industry (2/2)
48.3%
42.2%
9.5%
Workforce distribution based on designation, 2014
Non ManagementEmployees
Middle Management
Senior Management(e.g. CEO, CFO)
Source: Employment Market Survey Report 2013-14, Supply Chain & Logistics, Executive Logistics; Gartner Supply Chain Executive Conference 2014; News Articles; Capgemini Consulting Analysis
40.2%
42.8%
4.8%
12.2%
Workforce qualification, 2014
Undergraduate
Postgraduate
No tertiaryqualificationOther tertiaryqualification
Total: 5,178 employees of Supply chain and logistics industry from 80 countries
Less than 20% of the current workforce in the industry have the new required skill set
The number of supply chain university courses have increased over the past years, however the academic curriculum still lags behind the current needs of the industry
Executive, management and non-management skills have drastically changed over the last 20 years:
dealing with a crisis
understanding various technology
increased complexity and transparency of supply chain
372016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Logistics employees prefer in-house trainings by professional mentors and instructors
3.3%
3.3%
6.8%
10.6%
31.2%
45.0%
9.1%
9.2%
15.8%
13.3%
19.4%
33.4%
None of these
Books or other referencematerial
On-line courses
Tuition reimbursement foroff-site courses or seminars
Professional Mentoring
On-site workshop sessionsled by an instructor
Training Preference, 2014
Training received
Employee expectations
Source: Employment Market Survey Report 2013-14, Supply Chain & Logistics, Executive Logistics; News Articles; Capgemini Consulting Analysis
Total = 5,178 employees of Supply chain and logistics industry from 80 countries
Almost 25% of the logistics companies provide on-line courses and books or other reference material trainings while only 10% of the employees prefer these modes of trainings
On-site workshop session, professional monitoring and online courses are mainly provided for improving workers skill levels
Employees prefer professional mentoring and on-site workshop sessions by instructors to other training
Employees laid the most emphasis on three training and development areas namely
– Technical/Professional development
– Management development
– Leadership development
Areas with large gap between expectation and
actual trainings
41.4%
27.5%
25.3%
5.8%
Orientation and Training received, 2014
Satisfied
Netural
Dissatisfied
Not applicable
382016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
The labor shortage will alter 3PL workforce challenges
Today’s workforce challenges for 3PLs and shippers
Developing leaders
Retaining high performers
Enhancing employee motivation and engagement
Attracting the best talent
Reducing workforce costs
12345
Workforce challenges of tomorrow due to labor
shortages
Lack of continuity and thus quality of service or product
Growing turnover
Decreased productivity and output
Not finding the right people fast enough
Inability to promote and accelerate careers of high potentials
12345
392016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
3PL & Shipper Response
Innovative and dynamic employee development and hiring strategies will play a critical role in most organizations’ response to the anticipated labor shortage.
Developing built-in succession or talent pipeline programs (career acceleration and identifying opportunities for high potential workers)
Training programs to develop "homegrown" labor/talent
Cross-training or role transitioning (warehouse roles, warehouse worker to driver, etc.)
Increased mobile or remote workforce
Increased use of HR outsourcing and recruiting providers
Establishing partnerships/sponsorship with programs like driver schools, supply chain conferences, etc.
402016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Most common challenges attracting labor
Long time to hire
Poor quality of labor pool
Hard to fill niche talent positions
1
2
3Absence of technology or technology deployed but not optimized
Underdeveloped or under-performing presence in new talent channels
Inability to offer competitive compensation package 4
5
6
412016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Outsourcing of Labor Management
62%24%
10%
4%
Managing Labor within Warehouse, 2014
Company operated
Mix of company and 3PL
Company owned with plans to outsource to 3PL
3PL
Reduce direct (i.e. salary, benefits, etc.) and
Continuous improvements in productivity and quality
Reduced human and equipment assets
Reduce indirect (i.e. recruiting, training, etc.) labor costs
Fear of losing control
Feel the company can do it for less cost
Fear of possible lack of knowledge about their work environments
Reasons for Outsourcing Reasons against Outsourcing
Companies outsourcing warehousing labor management to 3PL have realized improved productivity, and reduced direct and indirect cost
Labor cost accounts for 50% to 70% of the total expenses of warehousing function
Outsourcing of labor management to third party logistics helps in maintaining labor cost and also improves productivity and quality of work
Companies outsourcing their labor management expect 3PL to provide continuous improvement program and demand-driven workforce flexibility
Total = 252 top logistics and supply chain managers
Source: Labor Management Strategies in the Warehouse, Logistics Management, August 2014; News Articles; Capgemini Consulting Analysis
422016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Initiatives for Talent Management
Partnering to Develop Curriculum Graduate Training Programs School and University Guest Lectures
Automation of OperationsReal Time Monitoring to Improve
ProductivityLabor forecasting, planning and
scheduling
Logistics companies are trying to bring logistics curriculum up to par with current operational needs
Paid Internships, sponsoring projects and consulting assignments or research are some of the practices adopted
Graduate training programs offer employees the opportunity to cross train across various departments
Companies connect with other industry graduate trainees and the broader future workforce
Interweave theory with practice through collaboration with institutions
Employees from leading logistics companies give guest lectures to attract and contact potential employees at a early stage
Accurate forecasting of labor requirement and scheduling based on demand
Logistics companies are able to cater to more business with less capacity
Some logistics companies are trying to improve their current productivity to deal with labor shortage
Companies are adopting real time monitoring to increase labor productivity
Automation has been introduced across various material handling and warehousing operations
However, a vast majority of the industry still run a human driven process for most logistics operations
Source: Labor Management Strategies in the Warehouse, Logistics Management, August 2014; News Articles; Capgemini Consulting Analysis
High
Example
Adoption
Example
AdoptionHigh
Example
Adoption
Example
Adoption
Example
Adoption
Low Medium
Example
AdoptionHigh
High
432016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Initiatives
Example Adopters
Driverless Trucking Foreign Employees Increase Female Participation
Trucking associations such as Victorian Transport Association and Linfox are encourage women to enter the industry
US and Japan is also planning to adopt the same approach to deal with labor shortage in their countries
Australian Trucking Association appealed to the government to make available 457 visas for foreign truck drivers
Japanese government is considering opening the labor market to foreign employees
Lead truck operated by a human driver followed in close formation by a small fleet of driverless vehicles “tethered” by a series of sensors
Japanese caravan program and EU the SARTRE program are testing driverless trucks
Current campaigns to overcome labor shortage
442016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Contents
About the Study
Current State of the 3PL Market
Special Topics
- Aligning 3PL Relationships
- 3PL Competitive Landscape
- Workforce Innovation and Agility
Strategic Assessment
452016 Third-Party Logistics Study – Results and Findings of the 20th Annual Study
Strategic assessment topics for 2016
The Greening of the Supply
Chain
Securing the Supply
Chain
The Widening
of the Panama
Canal
Building an Employer, Industry Brand to Attract
Workers