The maturity of rail freight logistics service providers in Brazil

Bueno, Adauto Farias; Alencar, Luciana Hazin

doi:10.1590/0103-6513.178414

Adauto Farias Bueno ^* * adauto.bueno@unemat.br

Universidade do Estado de Mato Grosso, Barra do Bugres, MT, Brazil

Luciana Hazin Alencar ^** ** alencarlh@gmail.com

Universidade Federal de Pernambuco, Recife, PE, Brazil

* adauto.bueno@unemat.br

** alencarlh@gmail.com

Research subject	Literature (authors)
Logistic Performance and LSP companies benchmarking	Lai (2004)Lai, K. (2004). Service capability and performance of logistics service providers. Transportation Research Part E: Logistics and Transportation Review, 40(5), 385-399. http://dx.doi.org/10.1016/j.tre.2004.01.002. http://dx.doi.org/10.1016/j.tre.2004.01.... Min & Joo (2006)Min, H., & Joo, S. J. (2006). Benchmarking the operational efficiency of third party logistics providers using data envelopment analysis. Supply Chain Management: An International Journal, 11(3), 259-265. http://dx.doi.org/10.1108/13598540610662167. http://dx.doi.org/10.1108/13598540610662... Fugate et al. (2010)Fugate, B. S., Mentzer, J. T., & Stank, T. P. (2010). Logistics performance efficiency, effectiveness and differentiation. Journal of Business Logistics, 31(1), 43-62. http://dx.doi.org/10.1002/j.2158-1592.2010.tb00127.x. http://dx.doi.org/10.1002/j.2158-1592.20... Hofmann & Lampe (2013)Hofmann, E., & Lampe, K. (2013). Financial statement analysis of logistics service providers: ways of enhancing performance. International Journal of Physical Distribution & Logistics Management, 43(4), 321-342. http://dx.doi.org/10.1108/IJPDLM-08-2012-0229. http://dx.doi.org/10.1108/IJPDLM-08-2012... Bai & Sarkis (2013)Bai, C., & Sarkis, J. (2013). Flexibility in reverse logistics: a framework and evaluation approach. Journal of Cleaner Production, 47, 306-318. http://dx.doi.org/10.1016/j.jclepro.2013.01.005. http://dx.doi.org/10.1016/j.jclepro.2013... Guarnieri et al. (2014)Guarnieri, P., Sobreiro, V. A., Nagano, M. S., & Serrano, A. L. M. (2014). The challenge of selecting and evaluating third-party reverse logistics providers in a multicriteria perspective: a Brazilian case. Journal of Cleaner Production, 1, 1-11. http://dx.doi.org/10.1016/j.jclepro.2014.05.040. http://dx.doi.org/10.1016/j.jclepro.2014...
Innovation of Logistics services by the LSP	Flint et al. (2005)Flint, D. J., Larsson, E., Gammelgaard, B., & Mentzer, J. T. (2005). Logistics innovation: A customer value-oriented social process. Journal of Business Logistics, 26(1), 113-147. http://dx.doi.org/10.1002/j.2158-1592.2005.tb00196.x. http://dx.doi.org/10.1002/j.2158-1592.20... Daugherty et al. (2011)Daugherty, P. J., Chen, C., & Ferrin, B. C. (2011). Organizational structure and logistics service innovation. International Journal of Logistics Management, 22(1), 26-51. http://dx.doi.org/10.1108/09574091111127543. http://dx.doi.org/10.1108/09574091111127... Wagenstetter et al. (2013)Wagenstetter, N., Kalogerakis, K., Kersten, W., & Herstatt, C. (2013). A new approach to innovation for logistics service providers based on inventive analogies. In Proceedings of the IEEE Technology Management Conference & 19th ICE Conference. The Hague, The Netherlands.
Logístics, marketing and LSPs	Knemeyer & Murphy (2004)Knemeyer, M., & Murphy, P. R. (2004). Evaluating the performance of third-party logistics arrangements: a relationship marketing perspective. Journal of Supply Chain Management, 40(1), 35-51. http://dx.doi.org/10.1111/j.1745-493X.2004.tb00254.x. http://dx.doi.org/10.1111/j.1745-493X.20... Lieb & Lieb (2008)Lieb, R. C., & Lieb, K. J. (2008). Why 3PLs need to build their brand? Supply Chain Management Review, 12(8), 46-52. Huemer & Furlan (2013)Huemer, L., & Furlan, A. (2013). Value logic interactions: perspectives on logistics service provider-client relationships. Mercati e Competitivitá, 17(1), 35-51. http://dx.doi.org/10.3280/MC2013-001004. http://dx.doi.org/10.3280/MC2013-001004...
Economy of transaction costs in the supply chain in the view of the LSP	Ellram et al. (2008)Ellram, L., Tate, W., & Billington, C. (2008). Offshore outsourcing of professional services: a transaction cost economic perspective. Journal of Operations Management, 26(2), 148-163. http://dx.doi.org/10.1016/j.jom.2007.02.008. http://dx.doi.org/10.1016/j.jom.2007.02.... Zacharia et al. (2011)Zacharia, Z. G., Sanders, N. R., & Nix, N. W. (2011). The emerging role of the third-party logistics provider (3PL) as an orchestrator. Journal of Business Logistics, 3(1), 40-54. http://dx.doi.org/10.1111/j.2158-1592.2011.01004.x. http://dx.doi.org/10.1111/j.2158-1592.20... Leuschner et al. (2014)Leuschner, R., Carter, C. R., Goldsby, T. J., & Rogers, Z. S. (2014). Third‐party logistics: a meta‐analytic review and investigation of its impact on performance. Journal of Supply Chain Management, 50(1), 21-43. http://dx.doi.org/10.1111/jscm.12046. http://dx.doi.org/10.1111/jscm.12046...
Selecting logistics providers	Wanke et al. (2007)Wanke, P. F., Arkarder, R., & Hijjar, M. F. (2007). Logistics sophistication, manufacturing segments and the choice of logistics providers. International Journal of Operations & Production Management, 27(5), 542-559. http://dx.doi.org/10.1108/01443570710742401. http://dx.doi.org/10.1108/01443570710742... Vivaldini et al. (2013)Vivaldini, M., Pires, S., & Souza, F. B. D. (2013). Collaboration and competition between 4PL and 3PL: a study of a fast-food supply chain. Journal of Operations and Supply Chain Management, 1(2), 17-29. http://dx.doi.org/10.12660/joscmv1n2p17-29. http://dx.doi.org/10.12660/joscmv1n2p17-... Kafa et al. (2014)Kafa, N., Hani, Y., & Mhamedi, A. (2014). A fuzzy multi criteria approach for evaluating sustainability performance of third – party reverse logistics providers. Advances in Production Management Systems, 439, 270-277. http://dx.doi.org/10.1007/978-3-662-44736-9_33. http://dx.doi.org/10.1007/978-3-662-4473...
The relationship between LSP organizations and environmental sustainability and social	Lieb & Lieb (2010)Lieb, K. J., & Lieb, R. C. (2010). Environmental sustainability in the third-party logistics (3PL) industry. International Journal of Physical Distribution & Logistics Management, 40(7), 524-533. http://dx.doi.org/10.1108/09600031011071984. http://dx.doi.org/10.1108/09600031011071... Kudla & Klaas-Wissing (2012)Kudla, N. L., & Klaas-Wissing, T. (2012). Sustainability in shipper-logistics service provider relationships: A tentative taxonomy based on agency theory and stimulus-response analysis. Journal of Purchasing and Supply Management, 18(4), 218-231. http://dx.doi.org/10.1016/j.pursup.2012.04.001. http://dx.doi.org/10.1016/j.pursup.2012.... Colicchia et al. (2013)Colicchia, C., Marchet, G., Melacini, M., & Perotti, S. (2013). Building environmental sustainability: empirical evidence from logistics service providers. Journal of Cleaner Production, 59, 197-209. http://dx.doi.org/10.1016/j.jclepro.2013.06.057. http://dx.doi.org/10.1016/j.jclepro.2013... Kafa et al. (2014)Kafa, N., Hani, Y., & Mhamedi, A. (2014). A fuzzy multi criteria approach for evaluating sustainability performance of third – party reverse logistics providers. Advances in Production Management Systems, 439, 270-277. http://dx.doi.org/10.1007/978-3-662-44736-9_33. http://dx.doi.org/10.1007/978-3-662-4473...

Model	Author	Conceptual Orientation
Model by Christopher (2007)Christopher, M. (2007). Logistics & Supply Chain Management: creating value-adding networks (3rd ed.). New Jersey: Prentice Hall. for Integrated Logistics (Adapted from Stevens, 1989Stevens, G. C. (1989). Integrating the supply chain. International Journal of Physical Distribution & Logistics Management, 19(8), 3-8. http://dx.doi.org/10.1108/EUM0000000000329. http://dx.doi.org/10.1108/EUM00000000003... )	Christopher (2007)Christopher, M. (2007). Logistics & Supply Chain Management: creating value-adding networks (3rd ed.). New Jersey: Prentice Hall.	Staged, but without adopting the principle of process capability. It leaves a gap about the metrics for measuring maturity.
Business Process Orientation Maturity Model	Lockamy III & McCormack (2004)Lockamy III, A., & McCormack, K. (2004). The development of a Supply Chain Management process maturity model using the concepts of business process orientation. Supply Chain Management: An International Journal, 9(4), 272-278. http://dx.doi.org/10.1108/13598540410550019. http://dx.doi.org/10.1108/13598540410550...	Staged, governed by the principle of process capability and the vision of business processes. It uses SCOR metrics.
Supply Chain Maturity Model	PRTM Management Consultants/PMG (Project Management Group, 2003Project Management Group. (2003). Boost the bottom line with supply chain best practices. Signals of Performance, 4(1). Retrieved in 10 November 2014, from http://www.pmgunited.com/ http://www.pmgunited.com/... )	Staged, governed by the principle of process capability and the practical, functional vision of the organizational world. It is simple to understand and apply. It uses SCOR metrics.
Computer Sciences Corporation Framework (See Poirier et al., 2009Poirier, C. C., Quinn, F. J., & Swink, M. L. (2009). Diagnosing greatness: ten traits of the best supply chains. Fort Lauderdale: J. Ross Publishing.)	CSC Corporation	Staged, governed by the principle of process capability. A framework for assessing organizational performance can be adapted to logistics and SC. It uses SCOR metrics.
Supply Chain Capability Maturity Model- S(CM)²	Reyes & Giachetti (2010)Reyes, G. R., & Giachetti, R. (2010). Using experts to develop a supply chain maturity model in Mexico. Supply Chain Management: An International Journal, 15(6), 415-424. http://dx.doi.org/10.1108/13598541011080400. http://dx.doi.org/10.1108/13598541011080...	Staged, governed by the principle of process capability. It uses a multi-vision, integrated approach at decision-making levels. It is specific for assessing maturity in the SC.
Model for alignment between performance measurement systems and maturity of supply chain management	Frederico & Martins (2012)Frederico, G. F., & Martins, R. A. (2012). Model for alignment between performance measurement systems and maturity of Supply Chain Management. Gestão & Produção, 19(4), 857-871. http://dx.doi.org/10.1590/S0104-530X2012000400014. http://dx.doi.org/10.1590/S0104-530X2012...	Staged, based on the integration of the methodology for maturity assessment of Lockamy III & McCormack (2004)Lockamy III, A., & McCormack, K. (2004). The development of a Supply Chain Management process maturity model using the concepts of business process orientation. Supply Chain Management: An International Journal, 9(4), 272-278. http://dx.doi.org/10.1108/13598540410550019. http://dx.doi.org/10.1108/13598540410550... with the methodology of performance measurement systems of Wettstein & Kueng (2002)Wettstein, T., & Kueng, P. A. (2002). Maturity model for performance measurement systems. Management, Information Systems, 113-122. http://dx.doi.org/10.2495/MIS020111. http://dx.doi.org/10.2495/MIS020111... .
Supply Chain Process Management Maturity Model – (SCPM3)	Trkman et al. (2012)Trkman, P., Ladeira, M. B., Oliveira, M. P. V., & McCormack, K. (2012). Business analytics, process maturity and supply chain performance. In Proceedings of the Business Process Management Workshops. Berlin, Germany.	Based on the Business Process Orientation Maturity Model with the integration of Business Analytics tool.

Control Variable	Evaluated practices	References
Codification Supplier Management Code: GFOR1 GFOR 1.1 to GFOR 1.21	Documentation, standardization, selection and improvement projects for operations and management regarding the suppliers; incentive policies and monitoring the planning and control of suppliers’ production; Statistical analysis of suppliers’ production and logistics data; Service Level Agreements; Measurement and Analysis of performance of the service level; development of operations and integrated and responsive management; management of supplier relationships; development of suppliers; outsourcing policies well defined; Certification, strategic and technological integration (IT/ IS) of suppliers; performance of suppliers; well-defined collaboration policies with key suppliers.	Vivaldini & Pires (2010)Vivaldini, M., & Pires, S. R. I. (2010). Operadores logísticos: integrando operações em cadeias de suprimentos. São Paulo: Atlas. Chopra & Meindl (2009)Chopra, S., & Meindl, P. (2009). Supply Chain Management: strategy, planning and operation (4th ed.). New Jersey: Prentice Hall Bowersox et al. (2009)Bowersox, D. J., Closs, D. J., & Cooper, M. B. (2009). Supply Chain Logistics Management. New York: McGraw-Hill. Ballou (2003)Ballou, R. H. (2003). Business logistics: Supply Chain Management (5th ed.). New Jersey: Prentice Hall. Reyes & Giachetti (2010)Reyes, G. R., & Giachetti, R. (2010). Using experts to develop a supply chain maturity model in Mexico. Supply Chain Management: An International Journal, 15(6), 415-424. http://dx.doi.org/10.1108/13598541011080400. http://dx.doi.org/10.1108/13598541011080... Daugherty et al. (2011)Daugherty, P. J., Chen, C., & Ferrin, B. C. (2011). Organizational structure and logistics service innovation. International Journal of Logistics Management, 22(1), 26-51. http://dx.doi.org/10.1108/09574091111127543. http://dx.doi.org/10.1108/09574091111127... Sturm et al. (2002)Sturm, R., Morris, W., & Jander, M. (2002). Service level agreement. Campus: Rio de Janeiro.

Variable Control Supplier Management Code: GFOR1	Level S(CM)²	Number of issues per subgroup	Score	Average	Rank in Likert scale
GFOR 1.1-1.2	1-Undefined	2	8	4	4
GFOR 1.3-1.7	2-Collaborative	5	18	3.60	3
GFOR 1.8-1.11	3-Managed	4	12	3	3
GFOR 1.12-1.15	4-Collaborative	4	13	3.25	3
GFOR 1.16-1.21	5-Lidership	6	23	3.83	3
Total	Level 3 Managed	21	74	74/21 = 3.52

\sum_{i = 1}^{5} \sum_{j = 1}^{} \begin{array}{l} \frac{G F O R i j}{\frac{m}{M}} \end{array} + \sum_{i = 1}^{5} \sum_{j = 2}^{} \begin{array}{l} \frac{G P S L i j}{\frac{m}{M}} \end{array} + \sum_{i = 1}^{5} \sum_{j = 3}^{} \begin{array}{l} \frac{G E T A i j}{\frac{m}{M}} \end{array} + \sum_{i = 1}^{5} \sum_{j = 4}^{} \begin{array}{l} \frac{G R H U i j}{\frac{m}{M}} \end{array} + \sum_{i = 1}^{5} \sum_{j = 5}^{} \begin{array}{l} \frac{G S I T i j}{\frac{m}{M}} \end{array} + \sum_{i = 1}^{5} \sum_{j = 6}^{} \begin{array}{l} \frac{G S M D i j}{\frac{m}{M}} \end{array}

[1] * adauto.bueno@unemat.br

Brasil

Brasil

The maturity of rail freight logistics service providers in Brazil

Abstract