This research has been supported by a grant from the Australian Research Council (ARC), the Centre for Business Service Science and the Institute for Innovation in Business and Social Research at the University of Wollongong. The views expressed here are solely those of the authors who are listed in alphabetical order. The authors wish to thank Dr. John Gattorna and Stuart Whiting for their contributions to discussions and the direction of the research project.
WHAT DRIVES THE CHOICE OF A THIRD-PARTY LOGISTICS PROVIDER?
Article first published online: 31 MAR 2011
© 2011 Institute for Supply Management, Inc.™
Journal of Supply Chain Management
Volume 47, Issue 2, pages 97–115, April 2011
How to Cite
ANDERSON, E. J., COLTMAN, T., DEVINNEY, T. M. and KEATING, B. (2011), WHAT DRIVES THE CHOICE OF A THIRD-PARTY LOGISTICS PROVIDER?. Journal of Supply Chain Management, 47: 97–115. doi: 10.1111/j.1745-493X.2011.03223.x
- Issue published online: 31 MAR 2011
- Article first published online: 31 MAR 2011
- third-party logistics;
- customer service;
- supplier selection;
- survey methods;
- discrete choice modeling
It is generally believed that companies choose supply chain partners on the basis of their distinctive value propositions — a fact one would also expect holds true when companies choose a logistics service provider. However, faced with the complexities of varied customer demands, it can be difficult for logistics service companies to obtain an effective understanding of how customers differentially value the service components they offer. In this paper, we address this issue by identifying the factors that are important in a customer's choice of a logistics service provider. Using stated choice methods we explore the relative importance of seven service attributes using a sample of 309 managers with a central role in purchasing logistics services across a range of industries and countries. The results reveal that three distinct decision models populate our data where the preferences for different logistics service attributes — such as price and delivery performance — vary greatly between customer groups represented by these models. Strategically, our findings provide the management of a third-party logistics provider with a logical starting point from which to determine the goals that are set for their operations, particularly in choosing the customer segments to service.