Technology Adoption By Logistics Service Providers – The rapid growth of digital technologies has initially changed the competitive dynamics of the logistics industry and forced to force logistics (LSP) service providers to be paralyzed. As many LSPs are still struggling to promote their digital transformation (DT), the purpose of this study is to discover obstacles and to identify organizational elements and relevant top skills for to DT’s success in LSPs.
This study uses a two-step approach. Phase 1 focuses on a literature review. Phase 2, based on various case studies, evaluates the information collected in nine international and global LSPs.
Technology Adoption By Logistics Service Providers
This research is gaining a skill -based DT definition in the logistic service industry, and it has identified five obstacles, eight factors of success and associated leading skills for DT. The most important obstacles of LSP’s struggle are the complexity of the logistics network and a lack of resources, while the most important factor of success is a leader with a DT vision and creates a supporting organization culture.
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The results contribute to the emerging field of DT in the logistics and supply chain management and provides insights for the practical ones how to effectively implement it in a complex industry.
It was evaluated by those who set it out of the LSP’s perspective, which has traditionally been considered innovative businesses. This study compares their DT to other businesses.
Cichosz, M., Wallenburg, C.M. and Kismeyer, a.m. . 31 2, pp. 209-238. https://dii.org/10.1108/ijlm-08-2019-0229
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Advantages And Disadvantages Of It In Logistics
Over the past decade, characterized as “The Digital Age” (Hirt and Willmott, 2014), the competitive dynamics of the industries have changed fundamentally, including the logistic service industry (Hofmann and Osterwalder, 2017). A number of modern newcomers such as Amazon and Alibaba-e-Tailers, who invested in warehouses supported by technology and transport.
To remain competitive and grow, the LSP must improve their value proposal for slippers and their clients (Proctl et al., 2012; Marcht et al., 2017B). This includes increasing operational efficiency by affecting industry problems such as high fragmentation, low transparency, underutilized assets, expensive manu -manu -processes and in many cases of obsolete customer interfaces (Riedl et al ., 2018), and to better customers – experience more smart, faster and faster to provide more sustainable logistics (DP -DHL, 2018; Gruchmann and Sake, 2018; Daugherty et al., 2019) . The technology plays a critical role in the contrast of the logistics value (Gunanekaran et al., 2017). Allows and provides innovation (Matuauer and Hofmann, 2019), and here it moves logistics to a higher level of efficiency and response (Evangelista and Sweeney, 2006; Lin, 2008; Evangelista et al., 2013; GUASKARAN et al., 2017). Based on logistics changes, members of the supply chain may adapt to market changes (Daugherty et al., 2005), align to improve their performance (Fawcett et al., 2011) and increase their agility ( Christopher et al., 2016).
As 50-70% of logistics activities have been -outsource (Langley, 2019), a significant portion of the digital change (DT) of logistics on the LSP shoulders. LSPs can serve as an architect of further flow development in the industry 4.0 (Delfmann et al., 2018) and spine for e-commerce growth (members et al., 2018). In order to fully use and transform the opportunities established by new technologies, LSPs must develop their techniques, cultures and business models.
US $ value in 2025. However, reviews have shown that logistics businesses are behind the DT curve compared to the media, telecom, bank and retail sector (Riedl, 2018). The logistic service industry struggles to adopt technology (Gunasekaran et al., 2017; Mathauer and Hofmann, 2019) and increase their change (Wagner, 2008; Busse, 2010; BellingCrodt and Wallenburg, 2013). Literature indicates a lack of technology expertise (Wagner, 2008), low level of workforce education (Lai et al., 2005) and problems of transfer change under diverse, distributed LSP branches ( Buses and Wallenburg, 2014; This study focuses on LSPs with a special position in supply chains, between distractors and their clients (Selviaridis and Spring, 2007). It aims to identify the underlying factors that prevent or stop their DT, and the essential elements of the organization and the leading skills that make up their DT success. Therefore, the following three research questions are investigated:
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To address these research questions, a two-step approach was adopted because Phase 1 was a literature review, and Phase 2 a series of nine-study cases of global LSP case study. After the introduction of the basic concepts of this research in the next section, the procedure was placed. Next, the findings of this study were reported. The final section contains a description of the contributions of studying and sets restrictions and future research directions.
Although the DT concept recently received a strong interest in both academics and skills, it had no consensus on its meaning (Morakanane et al., 2017; Osmundsen et al., 2018). Scholars consider it a approach (Bharadwaj et al., 2013; Kane et al., 2015), a process (Hansen et al., 2011; Berman and Marshall, 2014; Morakanane et al., 2017; Cichosz, 2018 ;; 2018;
The value creation has been identified as a major DT output. Value includes, but not limited to: operational efficiency, improved customer experiences, improved business models, strategic differences, competitive advantage, improved relationships between stakeholders, cost savings, etc. (Eg Berman and Marshall, 2014; Morakanane et al., 2017).
DT is an ongoing process of evolution (Marakanane et al., 2017; Cichosz, 2018), which is different, depending on the digital maturity of the execution organization, defined as “the extent to which organizations adapt to a digital business environment “(Kane et al., 2017, p. The word” digital maturity “has received attention to the work of Westerman et al. (2014), suggesting that companies with higher digital that maturity shows excellent corporate performance. -Almost, responding to aspects of management that drive DT (i.e., leadership, culture, change of change). Fashionistas, while businesses with strong change management capabilities and poor digital capabilities are created as conservatives (see Figure 1). In order to promote digital maturity and to achieve digital control, companies must develop the same capabilities. The word “development” is critical, as within the quadrant companies of Delirati can offer different levels of digital control.
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“The phenomenon of DT is contextual and can take an idiosyncratic path” (Remane et al., 2017, p. 2). Thus, although the “age of age digitally” (Kane et al., 2018), it is important that: (1) identify the stage to leave a, i.e. The digital maturity of the firm is evaluated using a digital framework (e.g. Westerman et al., 2014; success factors by leading DT development skills.
DT implementation is a complex process accompanied by many obstacles that can limit its success. Many companies still struggle to realize their DT potential because of various obstacles, that is, “some things that can hinder or stop successful DT implementation” (Vogelsang et al., 2019a, p. The identity of barriers, understanding their nature and root is therefore an important aspect of the fact that they can prevent it. In addition, it is worth recognizing success factors, that is, “factors that increase the likelihood of success” (Williams and Ramaprasad, 1996, p. 255) with relevant leading skills that both enforce implementation of DT. However, Williams and Ramaprasad (1996, p.
