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Transcript of 3PL practices in India
3PL Practices in India
Centre for Supply Chain ManagementManagement Development Institute
Gurgaon, India
SCM
Dr. B.S. SahayProfessor of Operations Management
Chairman, Centre for Supply Chain Management
Agenda for the Session
• Some Facts
• Business Challenges
• Why 3PL in India?
• 3PL Practices in India
• Conclusions and Recommendations
• What should be done?
SCM
SCM
Financial Improvements
Financial IndicatorPercent
Improvement
Improvement in Sales Revenue 13.5%
Working Capital Improvement 12.3%
Capital Asset Reduction 9.2%
Production Cost Reduction 10.5%
Labor Cost Reduction 10.0%
ROA Improvement 10.0%
Logistics Cost Reduction 15.0%
Some Facts:
• Annual Plan Outlay : Rs. 1.13 Lakh Crores
• Fiscal Deficit : Rs. 1.35 Lakh Crores
(5.3% of GDP)
• Inventory tied up : Rs. 1.17 Lakh Crores
• Logistics Cost : 13.6% of our GDP
• GDP : Rs. 25.57 Lakh Crores
SCM
SCM
Country GDP(billions)
Logisticsas %
of GDPAsian regionChina 345 14.5Japan 3363 10.5Korea 283 12.4Singapore 40 20.0Taiwan 148 13.5European regionFrance 1200 11.7Germany 1566 11.8Italy 1151 12.6Netherlands 286 12.2Spain 527 12.1UK 1015 12.2Sweden 237 12.7North American regionCanada 593 11.8Mexico 208 14.4US 5673 8.70
Logistics Cost
P a r a m e t e r s P r o d u c tQ u a l i t y
P r o d u c tD e s i g n
O n - T i m eD e l i v e r y
A f t e r - S a l e sS e r v i c e
M a n a g i n gD i s t r i b u t i o n
I n d i a 4 1 . 0 8 3 4 . 0 5 3 0 . 2 7 4 1 . 0 8 5 2 . 4 3
B r a z i l 5 2 . 3 9 5 6 . 6 2 3 6 . 3 4 3 9 . 1 5 5 1 . 8 3
T h a i l a n d 6 3 . 0 0 5 8 . 5 0 5 7 . 0 0 5 4 . 0 0 6 6 . 5 0
S o u t hK o r e a
6 0 . 7 1 4 8 . 5 7 5 9 . 2 9 4 7 . 1 4 5 7 . 1 4
C a n a d a 6 8 . 1 3 5 8 . 0 6 6 2 . 1 9 6 2 . 5 0 6 6 . 4 5
U S A 5 9 . 6 7 6 9 . 8 4 6 2 . 6 2 5 7 . 7 0 7 4 . 4 3
J a p a n 9 2 . 6 8 8 1 . 4 6 9 3 . 1 7 8 9 . 7 6 7 2 . 2 0
G e r m a n y 9 2 . 5 0 7 1 . 3 9 8 8 . 0 6 7 8 . 6 1 7 5 . 8 3
F r a n c e 5 5 . 9 4 6 6 . 9 6 4 4 . 6 4 4 5 . 5 6 6 6 . 0 9
N e t h e r l an d s
7 2 . 8 9 6 3 . 1 1 6 9 . 7 8 6 8 . 4 4 7 4 . 7 6
N o t e : C o m p a n i e s a r e r a t e d 0 = p o o r t o 1 0 0 = e x c e l l e n tS o u r c e : W o r l d C o m p e t i t i v e n e s s R e p o r t , 2 0 0 0
International Comparison of Customer Orientation
SCM
Business Challenges
• Customer Expectation
• Shortening of Product Life Cycles
• World Competition
• Shareholder Accountability
• Competing Through Time
• Return on Investment
SCM
SuppliersSupplier’sSupplier
CustomersCustomers/End users
Design Market
Acquire Convert Distribute
ControlMgmt
Information, product and fund flow (forward and reverse)
Company
Supply Chain Model
SCM
Logistics Management
“Logistics Management is the process of
planning, implementing and controlling
the efficient cost-effective flow and storage of
raw materials, in-process inventory, finished goods, and related information
from point-of-origin to point-of-consumption
for the purpose of
conforming to customer requirement”.
SCM
Third Party Logistics
• A 3PL provider is a company which supplies /co-ordinates logistics functions across multiple links in the supply chain.
• The company acts as a ‘third party’ facilitator between seller/manufacturer (the ‘first party’) and buyer/user (the ‘second party’).”
SCM
Research Objectives
• To know the scenario of 3PL Practices in Indian Industry
• To identify Critical Factors for evaluation, selection and relationship management with 3PL providers
• To provide a benchmark for Indian firms looking to optimise their logistics operations
• To project the future trends of 3PL services in India
SCM
Research MethodologyConsultation
Design of Survey Questionnaire
Pilot Survey
Data Analysis
Questionnaire Modification
Administration of Questionnaire (by Post & Personal Visits)
Data Sorting & Evaluation
Non response bias & Data Analysis
Tabulation of Survey Findings
Research Conclusion
Interaction with Respondent
Available World-wide Surveys Indian Economic Scenario
IdentificationCompanies
Administration of Questionnaire
Academic Study –
India’s competitiveness,
Global SupplyChain/logistics/ 3PL scenario
SCM
Participation by Ownership
Private 34%
Public Sector 3%
Public Limited63%
SCM
126 valid responses, 112 Users, 14 3PL providers
Participation by Turnover
< 50 cr22%
50 to 100 cr13%
100 to 500 cr36%
500 to 1000 cr11%
> 1000 cr18%
SCM
Participation by Industry
1.8
2.8
3.7
3.7
4.6
4.6
7.3
21
22.9
27.5
0 5 10 15 20 25 30
Transportation
Telecommunications
Services
Textiles/ Apparel
FMCG
Metals
Chemicals/ Fertilisers
Others
Engineering
Automotive
Percentage of Respondents
SCM
SCM
Themes• 3PL as a Strategic Tool for Corporate Growth• 3PL: A Critical Link to Supply Chain• Logistics Activities Outsourced• Logistics Cost• Selection of 3PL provider• Implementation Issues• Evaluation of 3PL Providers• Performance Measurement• e-Logistics• Future Trends in 3PL
SCM
Theme 1: 3PL for Corporate Growth
• Corporate Focus– Higher Profitability
– Increased Sales and Market Share
– Enhanced Customer Service
– Reduced Costs
• Highly Competitive Situation– Focus more on Core Activities
24.5
35.9
45.3
46.1
56.5
60.6
68.2
71.3
76.0
80.6
0 20 40 60 80 100
Diverting capital investment
Access/ Expansion to unfamiliar market
Access to emerging technology
Imbibe more flexibility in operations
Productivity improvement
To increase inventory turn
Improve return on assets
Improved customer services
Focus on core competencies
Logistics cost reduction
Percentage of Respondents
SCM
Reasons for Outsourcing
Theme 1: 3PL for Corporate Growth
Theme 1: 3PL for Corporate Growth
54.0
56.1
56.7
61.3
76.4
79.7
79.8
85.3
86.7
0 20 40 60 80 100
Strategic/ operational flexibility
Facilitate growth
Differentiation from competitors
Enhance geographic reach
Operational cost reduction
Improve focus on core activities
Reduced cycle time
More specialized logistics expertise
Improve on time delivery
Percentage of Respondents
SCM
Improvement in Business Objectives by using 3PL
Improvement of the Functions in Selection of 3PL
37.5
44.0
50.6
50.6
60.9
64.3
65.8
0 20 40 60 80 100
Information systems
Manufacturing
Marketing
Finance
Purchasing
Sales
Customer service
Percentage of RespondentsSCM
Theme 2: 3PL A Critical Link to SC
Indifferent26%
Important48%
Minimally important
5% Very important19%
Unimportant2%
SCM
Theme 2: 3PL A Critical Link to SC
Role of 3PL Services Providers as in Supply Chain Integration
Less than expected
6%
Indifferent15%
Expected66%
More than expected
10%
No benefit3%
SCM
Theme 2: 3PL A Critical Link to SC
Why toOutsourcing
Logistics?
Globalize Business
Operations
Focus on Core CompetencyFlexibility in
Operations
Customer Satisfaction
Reduce Costs
Increase Market
Coverage
SCM
Theme 3: Logistics Activities Outsourced
Theme 3: Logistics Activities Outsourced
23.5
27.0
28.6
29.0
29.5
33.9
34.5
51.5
52.2
55.7
0 10 20 30 40 50 60
Inventory management
Order picking
Fleet management & Consolidation
Labelling & Packaging
Inbound warehousing
Outbound warehousing
Import/ Export management
Customer clearing & forwarding
Inbound transportation
Outbound transportation
Percentage of Respondents
SCM
Logistics Activities Outsourced
Major Reasons for not using 3PL Services
26.4
68.5
68.5
68.6
75.4
75.9
76.1
77.4
81.3
82.3
84.0
84.6
0 10 20 30 40 50 60 70 80 90
Fear of retrenchment
Fear of loss of control
Difficulty to manage and change provider
Non compatibility of IT systems
Lack of confidence in provider
Difficulty in gauging cost saving with 3PL
Fear of leakage of important information
Concerns about capability of providers
Unreliable promises from providers
Lack of grasp of business goals
Poor infrastructure of providers company
Inability to respond to changing needs
Percentage of Respondents
Theme 3: Logistics Activities Outsourced
SCM
Theme 4: Logistics Cost
• Transportation costs• Inventory Carrying Costs • Order-Processing• Losses• Packaging• Handling & Warehousing Costs • Customers’ Shopping
SCM
Theme 4: Logistics Cost
20.6
23.4
25.2
25.2
33.6
37.4
62.6
72.9
0 10 20 30 40 50 60 70 80
Purchasing (excluding raw material cost)
Production scheduling
Packaging
Order management and processing
Customer services cost
Warehousing and distribution centremanagement
Inventory management
Transportation management
Percentage of Respondents
Major Components while measuring the Logistics Cost
SCM
Logistics Cost as Percentage of Gross Sales
0-5%39%
5-10%39%
10-20%17%
20-50%2%
>50%3%
Theme 4: Logistics Cost
SCM
Percentage of Logistics Outsourced to 3PL providers
0-20%64%
20-40%7%
40-60%14%
60-80%8%
>80%7%
Theme 4: Logistics Cost
Theme 5: Factors for 3PL Selection• Core Competencies of 3PL Provider• Cost of 3PL Services• Information Handling Capability / Compatibility• Breadth of Services Provided• Past Experience of your Industry• Technological Competencies of the Provider• System Flexibility & Capacity• Safety & Insurance Cover / Programs• Geographical Location & Spread• Company Reputation• Responsiveness & Service Quality• Management Structure & Quality of WorkforceSCM
20.0
23.9
25.4
37.9
45.8
61.0
62.2
63.1
0 20 40 60 80 100
Geographical location
Breadth of services provided
Technological competencies of provider
Service capability of provider
Responsiveness and service quality
Core competencies of 3PL provider
Reliability
Cost of 3PL services
Percentage of Respondents
SCM
Theme 5: Factors for 3PL Selection
3PL Contract / Agreement
• Expectations of both parties• Penalties for non-performance• Roles & Responsibilities• Cost Structure• Quality requirements• Service Levels • Performance Measures• Periodical reviews• Issue resolution mechanism• Information exchange procedures• Profit / gain sharing provision SCM
Theme 5: Factors for 3PL Selection
Theme 5: Factors for 3PL Selection
6.6
28.9
29.7
31.9
40.7
48.4
49.5
59.3
59.3
61.5
61.5
62.6
63.7
0 10 20 30 40 50 60 70
Percent gain-sharing provision
Issue resolution mechanism
Transaction based pricing
Information exchange procedures
Flat rate pricing
Periodical review of agreement
Quality requirements
Service costs
Service level
Expectations of both parties
Roles and responsibilities
Performance measures
Penalties for non performance
Percentage of Respondents
Parameters used in 3PL contracts
• Well defined requirements
• Close working relationship
• Top management involvement
• Clear demarcation of responsibilities
• Joint (cross-functional) team for management
• Well laid down system
• Strong performance review
SCM
Theme 6: Implementation IssuesCritical Success Factors in Implementing 3PL Services
Critical Success Factors in Implementing 3PL Services
24.6
36.6
43.6
52.3
62.4
64.7
67.8
73.3
73.4
0 10 20 30 40 50 60 70 80
Tiered structure
Joint team for management
Cross functional team
Top management involvement
Well defined requirements
Clear demarcation of responsibility
Strong performance review
Close working relationship
Well defined system
Percentage of Respondents
Theme 6: Implementation Issues
Major Challenges in Implementing 3PL Services
16.0
17.3
28.0
28.8
30.7
32.9
34.8
53.9
54.3
0 10 20 30 40 50 60
Convincing internal personnel
Reaching service definition
Monitoring performance
Information sharing
Demarcation of responsibility
IT integration
Communication
Maintaining customer service level
Controlling cost
Percentage of Respondents
Theme 6: Implementation Issues
Users & Providers Perception
SCM
2
3
4
5Controlling costs
Customer Service
Gain Sharing
Communication
IT Integration
Monitoring Performance
Demarcation of Responsibility
Convincing Internal Personnel
Reaching Service Definition
Information Sharing
User Provider
Theme 6: Implementation Issues
User
Perception
Provider
PerceptionControlling costs 4.26 4.60
Maintaining customer service level 4.16 4.30Gain sharing mgmt 3.20 3.13
Communication 3.89 4.10
IT integration 3.67 3.56Monitoring performance 3.70 4.00Demarcation of responsibility 3.65 3.89Convincing internal personnel 3.28 4.22
Reaching service definition 3.47 3.44
Information sharing 3.74 4.30
Mean score (5 very important)Major Challenges in implementation
of contract
SCM
Theme 6: Implementation IssuesUsers & Providers Perception
Theme 7: Management & Partnerships
49.2
47.9
39.3
62.9
40.3
41.0
28.8
35.6
38.0
40.6
35.6
18.3
0 10 20 30 40 50 60 70
CEOs
Corporate level
Divisional level
Lower management
Middlemanagement
Top management
At partnership As of now
Percentage of Respondents
Management Involvement in Partnerships
Theme 7: Management & Partnerships
Effective69%
Indifferent13%
Ineffective1% Very effective
17%
Perception of Top Management Performance of 3PL Providers
Theme 7: Management & Partnerships
Contractual77%
Non contractual9%
Collaborative14%
How Companies perceive 3PL Services
Theme 7: Management & Partnerships
54.8
69.4
76.2
79.3
83.8
84.9
85.6
93.2
69.530.5
6.8
14.4
15.1
16.2
20.7
45.2
30.6
23.8
0 20 40 60 80 100
Breach agreement to their benefit
Alter facts slightly to get advantage
Share risks and rewards
Loyal to us
Concerned about us
Do not make false promises
Committed to us
Possess high level of integrity
Willing to make long term relations
Agree Disagree
Percentage of Respondents
Perception of Relationship with 3PL Providers
User Perception
Provider Perception
Do not make false promises 2.76 2.33Share risks and rewards 3.09 2.33Concerned 2.80 1.92Committed 2.51 2.00Loyal 2.71 2.33 Willing to make long term relations 2.31 1.50Alter facts slightly to get advantage 3.22 2.82Breach agreement to their benefit 3.82 3.55
Relationship Perception
Mean score (1 - strongly agree)
User & Provider perceptions of their relationships
SCM
Theme 7: Management & Partnerships
Theme 8: 3PL Performance EvaluationPerformance Measures commonly used
SCM
• On time shipment
• Inventory accuracy
• Customer complaints
• Shipping errors
• Backorders
• Warehouse cycle time
• Total order cycle time
• Stock outs
• Fill rates
Use of Joint Teams and Partnership Levels
Percentage of Respondents
84.6
45.0
45.0
15.4
55.0
55.0
0 10 20 30 40 50 60 70 80 90
Collaborative
Contractual
Non-contractual
Have joint teams Do not have joint teams
Theme 8: 3PL Performance Evaluation
User Perceptions of Performance measures
0 20 40 60 80 100
Volume of Rs. Shipped
Warehouse cycle time
Fill rates
Backorders
Stock outs
Total order cycle time
Inventory accuracy
Shipping errors
On time shipment
Customers' complaints
Percentage of respondentsSCM
Theme 8: 3PL Performance Evaluation
2.5
3
3.5
4
4.5
5
On time shipment
Customers' complaints
Inventory accuracy
Shipping erors
Stock outsTotal order cycle time
Backorders
Fill rates
Volume of Rs. Shipped
User Perception Provider PerceptionSCM
User - Provider Perceptions for Performance Measures
Theme 8: 3PL Performance Evaluation
• About 40% have ranked customer service amongst the top 3 as a reason for using 3PL services
• Close to 30% of customer service personnel are involved in selection of 3PL providers
• More than 80% of respondents use on time shipment and customer complaints as a significant performance measure
SCM
Theme 8: 3PL Performance Evaluation
Impact of use of 3PL on Firms
Positive54%
Average29%
Very negative1%
Very positive14%
Negative2%
Theme 9: Performance Measurement
Use Perception of Performance Measures
42.1
45.4
49.1
52.4
55.9
56.7
75.6
80.0
80.7
85.7
0 20 40 60 80 100
Volume of Rs shipped
Warehouse cycle time
Fill rates
Backorders
Stock outs
Total order cycle time
Inventory accuracy
Shipping errors
On time shipment
Customer complaints
Percentage of Respondents
Theme 9: Performance Measurement
Improvement of IT Integration when evaluating and selecting
the 3PL service provider
Not important11%
Less important13%
Important26%
Moderately important
29%
Very important21%
Theme 10: E-Logistics
IT based services important for 3PL contract implementation
32.3
34.8
36.9
38.4
38.7
40.9
48.3
48.5
53.3
57.3
62.2
66.2
0 10 20 30 40 50 60 70
B2B e-market/ trading exchange
Internet order management
Import/ Export applications
EDI
Company website
Freight payment/ accounting
Supplier management system
International documentation
Supply chain planning system
Transportation management system
Warehouse management system
Shipment tracking/ tracing
Percentage of Respondents
Theme 10: E-Logistics
Companies with e-commerce system in place or plan to have it
No 52%
Plan to have25%
Yes23%
Theme 10: E-Logistics
Activities planned to be outsourced
46.8
48.2
52.4
53.2
53.7
54.3
54.4
55.8
57.4
0 10 20 30 40 50 60 70
Labelling & Packaging
Outbound warehousing
Order picking
Information technology
Order processing
Distribution
Inventory management
Inbound warehousing
Reverse logistics
Percentage of Respondents
Theme 10: Future Trends in 3PL
SCM
Financial Improvements
Financial IndicatorPercent
Improvement
Improvement in Sales Revenue 13.5%
Working Capital Improvement 12.3%
Capital Asset Reduction 9.2%
Production Cost Reduction 10.5%
Labor Cost Reduction 10.0%
ROA Improvement 10.0%
Logistics Cost Reduction 15.0%
SCM
Parameter USA India
Usage of 3PL 71% 55%
Warehousing (73.7%) Outbond Transportation (55%)
Outbound Transportation (68.4%) Inbound Transportation (52%)
Freight bill payment (61.4%) Custom clearing and forwarding (51%)
Inbound warehousing (56.1%)
Control would diminish (63%) Poor infrastructure of provider (81%)
Costs would be reduced (63%) Inability to respond to changing needs (81%)
Service commitment would not be met (48%)Unreliable promised from providers (80%)
Logistics is a core competency (44%) Concerns about capability of providers (77%)
Necessity of e-commerce 72% 67%
Collaborative relationship 82% 14%
Gain sharing is important for relationship 80% 6.60%
Common activities outsourced
Reasons for not outsourcing
Comparative Analysis
SCM
Conclusions & Recommendations
• 55% companies use 3PL services in India one form or the other compared to 75% globally
• 3PL is the future, should be seen as a support to corporate growth
• Close to 60 % of 55% uses transportation and custom clearing & forwarding
• Of the rest 45%, 75% do not use 3PL services because they are not sure of provider’s capability
SCM
Conclusions & Recommendations• Selection of proper 3PL provider is a must
where top management should be involved at contract stage to avoid conflicts later on.
• Contracts are used more to avoid risks rather than to develop relationship
• 3PL providers feel that– Users are unwilling to share information
– Do not show commitment towards the relationship
– Do not want to share rewards
– Do not show interest in continuing the relationship
SCM
Conclusions & Recommendations• View 3PL as an equal partner • Collaborative relation is a foundation for
success for 3PL services• Gain sharing between Users and providers• Use of IT in 3PL services is very low both by
user and provider
• Lower involvement of junior management staff during implementation process (only 18% showing high involvement)
SCM
Conclusions & Recommendations• Company should focus on outsourcing 3PL
services like inventory management, order processing, labeling & packaging and reverse logistics
Drawbacks of 3PL• Still requires top management's time to manage
relationships & resources
• Unable to cover full range of SC requirements e.g. logistics information, tech development...
• Lack of shared goals...
SCM
Fourth Party Logistics : 4PL
The Fourth Party Logistics organization
is one of the intermediate stages along the
logistics sourcing spectrum
that combines the benefit of
outsourcing and insourcing.
SCM
Logistics Sourcing Spectrum100% insourced
100% outsourced
Client
Client
Client
4PL
3PL
3PL
3PL
3PL
Logistics operations
All logistics functions conducted in-house
Part of SC outsourced to an external provider
4PL: long term contract, equity or JV
SCM
4PL : differs from 3PL...• The 4PL organization is often separate entity
established as a joint venture or long term contract between a primarily client and one or more partners.
• It acts as single interface between the client and multiple logistics service providers.
• All aspects of the client’s supply chain are managed by the 4PL organisation.
• It is also possible for a major 3PL provider to form a 4PL organisation within existing structure.
SCM
4PL Set-up
Partner(s)Primary Client(s)
4PL Organisation
3PL Providers Contribution:
• Transportation Services
• WH facilities
Primary Client Contribution:
• Start-up equity• Assets
• Working capital• Operational expertise
• Operational staff
Partners Contribution:
• Set-up equity
• Logistics strategy
• IT development
• Customer service • management
• Supplier management
• Logistics consultancy
• Best practices
SCM
4PL : Key Characteristics• Hybrid organisation formed from a number of different
entities
• Typically established as a JV or long term contract
• Responsible for management and operation of entire supply chain
• Continuous flow of information between partners and 4PL organisation
• Potential for revenue generation
SCM
Client limited in numbers
Primary Client
External service provider
4PL Organisation
Client
Service provider
Service provider
Service provider
Client
4PL : Primary Client Model
SCM
4PL : Industry Solution Model
Product manufacturers Service provider
4PL Organisation
Client
Company 1
Company 3
Company 2
3PL Provider
Distribution service manager
Pharmaceutical IndustrySCM
4PL : SC Partners Model
Suppliers
Primary Client
Beverage Manufacturing Industry
4PL Organisation
Glass Mfr.
Logistics manager
Soft drink mfr.
3PL provider
Aluminium can Mfr.
Service providersManufacturers
SCM
Participation
• A total of 163 responses consisting 142 Users and 21 providers
SCM
MNC stake44%
Domestic56%
Participation by Equity Stake Participation by Ownership
Public Limited
64%
Private 33%
Public Sector 3%