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Outsourcing transport and warehousing: How to be Successful

Logistics Bureau

Over the last 10-15 years, outsourcing of logistics activities to third-party logistics service providers has become increasingly popular. Research indicates that up to 75% of firms report positive impacts from outsourcing to logistics service providers (Langley J, Capgemini 2007). Why do organisations outsource logistics operations?

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The Power of Outsourcing for Supply Chain Improvement

Logistics Bureau

Across our many blog posts, videos, webinars, eBooks, and other shared content, you’ll find a wealth of information about various aspects of outsourcing in the supply chain. However, I can’t recall writing a general guide about exploiting outsourcing opportunities to improve your supply chain.

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6 Quick Tips for Successful Logistics Outsourcing

Logistics Bureau

In this short article, I’ll redress the balance a little by highlighting a few practical guidelines which, if adhered to, will increase the chances of a successful logistics outsourcing alliance. An extensive process mapping exercise, prior to supplier selection, should help to prevent this issue. Lets’ Raise a Half-full Glass.

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Learning to See in 2023

The Lean Thinker

exercise followed by a calculation about whether it is even worth going through that effort or might be cheaper to just outsource the entire thing to a “low wage country.” If there isn’t a concrete challenge or objective in place, this quickly turns into a “What could we improve?”

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Successful Outsourcing – Why, How, Who?

Logistics Bureau

Outsourcing. Outsourcing is simply defined as the contracting out of services. In this article, outsourcing will refer specifically to transport and warehousing functions. Establishing clear outsourcing goals ensures that the decision to outsource aligns with the company’s strategic objectives.

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Boeing: The Turning Point(s)

The Lean Thinker

With the justification aside, they next had us go through exercises calculating net present value and ROI for a hypothetical capital investment in tooling – as though a shop floor supervisor would do this at any point in the course of their job. The Fabrication Division has seized the crisis.

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Capability gaps and the absence of assessment – Logistics ‘unpreparedness’ and the International Forces East Timor mission in 1999 – Part Four

Logistics in War

He was required to take the five year old Commercial Support Program to the final Tier of Activity – Tier Three – which gave serious consideration to outsource every function performed by the newly formed Command. I will close with a short statement about important preparedness-based exercises conducted in late 1998-99.