The Handbook of Logistics and Distribution Management By Alan Rushton, Phil Croucher and Peter Baker Figures and Tables: part 6

Figure 34.1 Continuum of logistics outsourcing showing some of the range of physical functions and services that might be outsourced Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p626

Table 34.1 A breakdown of the broad third-party transport types, showing some of the different attributes Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p636

Figure 34.3 Annual demand, showing that the fleet should be resourced between average or average plus 10 to 20 per cent, and so some transport should be outsourced at the two peaks Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p638

Figure 35.1 The key trade-offs between dedicated and multi-user distribution emphasizing the different cost and service advantages and disadvantages Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p647

Figure 36.1 Key steps of the contractor selection process Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p660

Figure 36.2 Outsourcing is not for everyone Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p661

Figure 36.3 Typical distribution data requirements Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p668

Contractor - related Factors Description Weighting within Factor group Final (%) Score (1 to 5) Total 1. Financial standing 20 2.0% 2. Current client base 5 0.5% 3. Management structure and resources 10 1.0% 4. Understanding of requirements 5. Information systems and expertise 15 1.5% 6. Initial presentation 7. Management (structure, culture) 8. Innovation & flexibility 9. References (existing clients) 10. Reputation related TOTAL 100% 10% Table 36.1 Example of a structured qualitative assessment matrix (for contractor-related elements) Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p673

Figure 36.4 Summary of the tender evaluation process together with an example of an overall evaluation matrix Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p674

Figure 36.5 The final stages of contractor selection Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p676

Figure 36.6 Operational risk assessment: measurement of risk Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p678

Figure 37.1 Why 3PL relationships fail Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p686

Figure 37.3 An overall approach to outsourcing management Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p694

Figure 37.4 An example of the development of metrics for a 3PL provider planning to operate a warehouse and storage operation for an online retailer Source: Rushton, A, Croucher, P. & Baker, P. (2017) The Handbook of Logistics and Distribution Management, 6th Edition, Kogan Page, London, p697