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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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