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Capgemini global logistics report's fascinating findings

Follow @JosephWilkesWDM Click here to read a full report of the findings on the Supply Chain Digital Website A report surveying 1,300 shippers and logi...

Freddie Pierce
|Nov 1|magazine8 min read

Click here to read a full report of the findings on the Supply Chain Digital Website

A report surveying 1,300 shippers and logistics service providers worldwide has been released, examining the state of the global market for logistics outsourcing.

The 2014 18th Annual Third-Party Logistics (3PL) Study is a result of a partnership between Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, Penn State University, executive recruiting firm, Korn/Ferry International and global logistics and supply chain management provider, Penske Logistics.

Click here to read a full report of the findings on the Supply Chain Digital Website.

Below are the key findings from the report, which can be accessed in full at https://www.capgemini.com/resources/2014-third-party-logistics-study-the-state-of-logistics-outsourcing

  • Global marketplace creates chance to collaborate across borders: An increasingly global marketplace is forcing shippers to re-evaluate their supply chain strategies to meet demand. Shippers continue to recognize the important role 3PLs play in this normal, as nearly all shipper respondents (91 percent) regard their relationships with 3PLs as important or strategic
  • Big data demands betters integration: While 97 percent of shippers and 93 percent of 3PLs feel strongly that improved, data driven decision making is essential, proper management of big data faces significant challenges. Just 57 percent of shippers and 47 percent of 3PLs indicate they have “access to timely and comprehensive data relating to supply chain planning and operations” within their organizations
  • Global trade management: While the growing emphasis on GTM has opened the door for 3PLs to provide shippers with new paths for growth, sourcing and distribution across borders, shippers still take a tactical rather than a strategic approach that drives a competitive differentiation, relying on traditional departments namely logistics (23 percent), compliance (13 percent) and procurement (12 percent) to lead the change, while other necessary departments often lack a seat at the table. Shippers must also cope with an increasing number of preferential trade agreements, which now number almost 300
  • The risk and reward of doing business in Africa: With an increase in global trade and cross-border operations, many international firms are looking towards Africa as a growth market. However, challenges remains due to high logistics costs and cumbersome clearance of goods at ports, presenting an opportunity for logistics processes to become more standardized