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Next Generation Supply Chain Strategies In Europe - End User Attitudes and Perceptions towards 4PL Engagements and Opportunity assessment for a Business Case
This publication has been discontinued on July 19, 2011.
Introduction
Frost & Sullivan analysed the information collected from participants in different industry
sectors that took part in this research study and established that on average, about 45 per cent of
the companies are either actively involved in a fourth party logistics (4PL) engagement or are
evaluating options with some Lead Logistics Providers (LLPs) for certain business units or
geographic areas. When enquired of the preferred type of partners in a 4PL engagement, almost 75 per
cent of respondents preferred to involve a preferred third party logistics (3PL) service provider.
The automotive and FMCG sectors seem to be the most proactive when it comes to trying out the 4PL
engagement. In fact, a number of companies in these sectors are evaluating a 4PL relationship with
one of their preferred third party suppliers.
Table of Contents
1 EXECUTIVE SUMMARY
Market Overview
Introduction and Research Content
Background and Research Methodology
Research Findings
End-user Perceptions Towards Fourth Party Logistics in Europe
Key Industry Segments for Successful 4PL Application--Opportunity Knocking!
Market Drivers and Challenges in 4PL Partnerships
Preferred Route and Approach to 4PL
3PL Awareness and Current Shortcomings
4PL Customer Requirements and Partner Selection Criteria
Preferred 4PL and New Business Models
Strategic Conclusions and Recommendations
2 PROJECT METHODOLOGY
Draft Industry Assessment
Introduction
Data Collation and Analysis
Background to Data Collection and Analysis
Result Generation and Business Case Development
Result Generation
Definitions and Assumptions of the Study
Definitions
Assumptions
3 3PL MARKET ANALYSIS AND CUSTOMER PERCEPTION
European 3PL Market and Provider Awareness
Customer Perception and Attitudes towards 3PL
3PL Customer Satisfaction Level and Shortcomings
4 CUSTOMER ATTITUDES AND PERCEPTIONS OF 4PL
Introduction and Overview
Overview
Current Supply Chain and Logistics Strategies
Current End-user Supply Chain Strategies
Performance Assessment of Current Providers
General Overall Perception and Familiarity with the 4PL Portfolio
End-user Perception and Attitude Towards 4PL
Key Drivers Towards 4PL Engagements
Key Challenges of 4PL Engagements as Perceived by Customers
Barriers to Entry
Expected Key Features and Value Proposition of a 4PL Partnership
4PL Solutions Package and Features
Preferred Route and Approach to 4PL
Allocation of Tasks and Responsibilities in 4PL Engagements
Purchasing Decision Process
Decision Making Process
Partner Selection Criteria
Industry-wise Orientation towards New Business Models
Customer Concern: A Real Need For Holistic and Integrated Supply Chain Solutions
Willingness to Embrace 4PL by Industry Segment
Strategic Conclusions - Recommendations and Opportunity Analysis
Study Conclusions
Opportunity Analysis of Companies Ready to Enter 4PL Type Partnerships
Snapshot of Companies Interviewed
Strategic Recommendations
5 THE AUTOMOTIVE INDUSTRY AND 4PL
Introduction and Overview
Introduction
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception about 3PL Services
Perception and Attitudes towards 4PL
Awareness and Perception of 4PL
Trend towards 4PL Partnerships
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
6 THE CONSUMER ELECTRONICS INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness of 4PL
Trend towards 4PL
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Conclusions and Strategic Recommendations
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
7 THE HIGH-TECH INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness and Trend Towards 4PL
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
8 THE CHEMICALS INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness and 4PL Trend
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
9 THE PHARMACEUTICAL INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness and Trend towards 4PL
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
10 THE UTILITIES INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness
Trend towards 4PL
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
11 THE RETAIL INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness
Trend towards 4PL
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges in 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
12 THE FMCG INDUSTRY AND 4PL
Current Supply Chain Strategies
Current Strategies within Logistics and SCM
Perception About 3PL Services
Perception and Attitudes towards 4PL
Level of Awareness and Trend towards 4PL
Approach to 4PL Engagements
4PL Solution Package and Features
Market Drivers and Challenges to 4PL Partnerships
Decision Process
Preferred Structure and Business Model
Strategic Conclusions
Long-term Success Factors
Strategic versus Tactical/Operational Involvement of 4PL Partner
Conclusions
13 BUSINESS CASE OPPORTUNITY ASSESSMENT
New Supply Chain Business Models
Analysis of New Supply Chain Models in Logistics Management
Opportunity Assessment with End Users Interviewed
Introduction
Automotive
Consumer Electronics
High-tech
Chemicals
Pharmaceuticals
Utilities
FMCG
Retailers
14 STRATEGIC END-USER PROFILES
Automotive
Aisin Europe
Arvin Meritor
Audi AG
BMW Group
Boeing
Bosch Group
Daimler Chrysler
Faurecia Exhausts
Ford Material Planning and Logistics
Honda UK
Komatsu
SKF Limited
TI Automotive
Toyota Motor Manufacturing
Volkswagen AG
Wagon Automotive GmBh
ZF Freidrichshafen
Consumer Electronics
Alcatel
Cisco Systems
Lucent
Motorola
Panasonic Matsushita
Philips
Samsung Electronics
Siemens
Sony
ST Microelectronics
High-Tech
ABB
Delphi Systems
Festo Controls
Infineon Technologies
Fujitsu Microelectronics
Rockwell Automation
Solectron
Thales Electronics
3M
Chemicals
Air Liquide
BASF
CIBA Specialty Chemicals
Schlumberger
Shell
Sulzer Chemtech
Pharmaceuticals
Biomerieux SA
Boehringer Ingelheim
Essilor Lens
Monsanto
Novartis
Organon
Wyeth Labs
Utilities
Ingersol Rand
Otis
RWE Group
Suex Lyonnaise des Eaux
Toshiba Carrier
UTC
Veolia Vivendi International
Retail
Auchan
Boots Group plc
Carrefour
Danone
French Connection
Metro Cash & Carry
NISAs Today
PoundLand Ltd
Primark/Penneys plc
Wella
Woolworths
FMCG
Colgate Palmolive
Diageo
Heinz
Gillette
Unilever
15 FROST & SULLIVAN AWARDS FOR THE EUROPEAN FOURTH PARTY LOGISTICS MARKET
2004 Frost & Sullivan Awards
Frost & Sullivan Awards for the European Fourth Party Logistics Market
Frost & Sullivan Award for Technology Leadership
Customer Service Leadership Award
Frost & Sullivan Awards for Competitive Strategy Leadership
Competitive Strategy Leadership Award
Frost & Sullivan Award for Business Development Strategy Leadership
Business Development Strategy Leadership Award
Frost & Sullivan End-User Competitive Strategy Leadership Award
