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The main goal of
these studies is to identify the major problems, the dynamics of the industry,
the current position of the 3PL in different markets also the prospects as
consumers and service providers.

 

Despite the
existing studies, this study is aimed to analyse the importance of the role
played by the 3PL in the Luxury sector in France. This Thesis details a survey of
the 3PL in the luxury industry from the perspective of the trust, collaboration
and long term cooperation, while analysing the main KPIs and side effects that
affect the relationship between the user and the service provider.

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1.    Objectives and limits of the study

 

The aim of this study is to inspect
the degree of importance and collaboration with a third-party logistics in
France, a precisely from the luxury sector’s perspective and to detect the main
KPIs and basis of a strong collaboration that leads to a mutual trust.

 

In order to achieve the goal of this
study, the following objectives are settled:

·      Objective 1

To identify the main reasons that
pushes the companies to outsource their logistics activities and the also the
reasons behind not outsourcing.

 

·      Objective 2

To determine the necessity of use of
the third-party logistics services in France and influence of the nature of the
sector across different aspects of the third-party logistics services.

 

·      Objective 3

To detect the main success factors of
the 3PL services that can be considered as critical selecting criteria and KPIs
for collaborating, evaluating and trusting.

 

·      Objective 4

To investigate the effect of use of
the 3PL in the Luxury sector

 

·      Objective 5

To propose the future strategies that
a 3PL can follow as part of a long term collaboration and trust

 

This study emphasis only the
collaboration with the third party logistics from a consumer perspective. It
can be prone to different biases. Therefore, this research is not fully
representing the global industry due to a lack and limitation of data and
timeframe.

Chapter 2: Industry overview

1.    Introduction

 

The first part
of this research stipulates a short definition and description of the third
party logistics and the its services offered to a company in general and to the
luxury sector in particular.

The main focus
of this chapter is based on the understanding of the growth field of the third
party logistics and changes across the time.

 

2.    Brief reminder of the role of the
Third-party logistics

 

2.2.1In general

 

The decade
between 1980 and 1970, was a remarkable period where many companies started
outsourcing and delegating some of their activities that were not in the scope
of their core competences. The aim behind the development of this new strategy
is to increase the profit and accomplish economy of scale. (Lonsdale
& Cox, 2000).

Companies have
started first with outsourcing the physical flows handling activities such as
warehousing and raw materials stock management.

Starting from
1990, companies leaned to new subcontracting strategies other than just
distribution activities, such as security, ERP maintain and accounting. (CORBETT, 2004).

With the
apparition of the logistics service providers, the need of outsourcing has
significantly increased, and had extended to others services such as the global
inventory management, the return and ordering process.

During the
important development era of the outsourcing activities as mentioned above, the
terminology of “3PL” was used for the first time. (Rushton & walker, 2007)

 

The last few
years has showed a tremendous industry expenditure in terms of globalization.

The 3PL industry is facing a fast-growing change and development whether
locally in France or internationally. (Rushton & walker, 2007).

 

A previous study
done by Capgemini Consulting Group (between 2004 and 2008) has showed, not
only, the importance of the role of the 3PL and the expenditure of its services
offered, but also the growth issues faced during the last years.

 

2.2.2In the luxury sector

 

uxury
retailing adheres to a distinct business model. This book

takes
us through its major elements.

It
starts with a question that all luxury brands have asked

themselves:
Where should I sell my products and how can I make sure

my
brand reaches its customers? While each brand may adopt its own

distribution  strategy, the essentials are common to all
retailers. The

differentiator
is in the way they deal with their customers. What makes

luxury
brands unique (as we discuss in Chapter 1) is that their longev-

ity
and growth is built on the very special relationship they create with

their
customers. It is fundamentally emotional:

uxury
retailing adheres to a distinct business model. This book

takes
us through its major elements.

It
starts with a question that all luxury brands have asked

themselves:
Where should I sell my products and how can I make sure

my
brand reaches its customers? While each brand may adopt its own

distribution  strategy, the essentials are common to all
retailers. The

differentiator
is in the way they deal with their customers. What makes

luxury
brands unique (as we discuss in Chapter 1) is that their longev-

ity
and growth is built on the very special relationship they create with

their
customers. It is fundamentally emotional:

The logistics in the luxury sectors
require in general a special attention and dedication since it deals with a
qualitative then quantitative product. In fact, its business model has been
distinguished from other products supply chain models since the introduction of
the luxury sector at the beginning of the 19th century through a
cross-industry luxury division.

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