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Generic balanced scorecard framework for third party logistics service provider

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  • Rajesh, R.
  • Pugazhendhi, S.
  • Ganesh, K.
  • Ducq, Yves
  • Lenny Koh, S.C.

Abstract

To provide valuable support for successful decision-making, managers needs a balanced set of financial and non-financial measures that represent different requirements, strategic goals, strategies, resources, and capabilities and the causal relationships between these domains. The balanced scorecard (BSC) is such a measurement system. Although much discussion has taken place in industries and academia circles for the development of BSC for third party logistics (3PL) service provider, little research exists which studies and develops BSC strategies for 3PL service providers. This study proposed a set of strategies for BSC of 3PL service providers. We devised a strategies framework for all the four BSC perspectives of the various functions of 3PL service providers and the weightages for the different strategies are evaluated using Delphi analysis. The implementation of the proposed framework in a 3PL company is also discussed.

Suggested Citation

  • Rajesh, R. & Pugazhendhi, S. & Ganesh, K. & Ducq, Yves & Lenny Koh, S.C., 2012. "Generic balanced scorecard framework for third party logistics service provider," International Journal of Production Economics, Elsevier, vol. 140(1), pages 269-282.
    • Handle: RePEc:eee:proeco:v:140:y:2012:i:1:p:269-282
    DOI: 10.1016/j.ijpe.2012.01.040
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    Cited by:

    1. Anchal Gupta & Rajesh K. Singh & P. K. Suri, 2018. "Sustainable Service Quality Management by Logistics Service Providers: An Indian Perspective," Global Business Review, International Management Institute, vol. 19(3_suppl), pages 130-150, June.
    2. Vijayta Fulzele & Ravi Shankar, 2023. "Performance measurement of sustainable freight transportation: a consensus model and FERA approach," Annals of Operations Research, Springer, vol. 324(1), pages 501-542, May.
    3. Beata Skowron-Grabowska & Monika Osyra, 2013. "Usability Of Intangible Resources In Logistics Centres Strategy," Advanced Logistic systems, University of Miskolc, Department of Material Handling and Logistics, vol. 7(1), pages 79-84, December.
    4. Kotlars Aleksandrs, 2018. "Resource and Internal Process Management in Third Party Logistics," Economics and Business, Sciendo, vol. 32(1), pages 228-246, December.
    5. Valenzuela, Lionel & Maturana, Sergio, 2016. "Designing a three-dimensional performance measurement system (SMD3D) for the wine industry: A Chilean example," Agricultural Systems, Elsevier, vol. 142(C), pages 112-121.
    6. Cherneva, Denitsa & Voigt, Kai-Ingo, 2015. "Outsourcing to 4PLs – Opportunities, Challenges, Future Outlook," Chapters from the Proceedings of the Hamburg International Conference of Logistics (HICL), in: Kersten, Wolfgang & Blecker, Thorsten & Ringle, Christian M. (ed.), Innovations and Strategies for Logistics and Supply Chains: Technologies, Business Models and Risk Management. Proceedings of the Hamburg Internationa, volume 20, pages 231-255, Hamburg University of Technology (TUHH), Institute of Business Logistics and General Management.
    7. Silvestro, Rhian, 2014. "Performance topology mapping: understanding the drivers of performance," International Journal of Production Economics, Elsevier, vol. 156(C), pages 269-282.
    8. Youchao Tan & Yang Zhang & Roohollah Khodaverdi, 2017. "Service performance evaluation using data envelopment analysis and balance scorecard approach: an application to automotive industry," Annals of Operations Research, Springer, vol. 248(1), pages 449-470, January.

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