3PL (IBM BCS Korea, SCM Service Line)
Agenda 3PL 3PL 3PL
3PL 3PL 3PL
LSP * LLP * 3 PL 4 PL ** Multi Locations + / Pan Regional IT, IT /,, Total Supply Chain * LSP: Logistics Service Provider, LLP: Lead Logistics Provider ** : ( ),,,, 3 Source: Third Party Logistics Results and Findings of the 2003 Eight Annual Study, Georgia Institute of Technology (2003), IBM BCS Analysis (2004)
3PL Captive Non Captive Captive Source: IBM BCS Analysis (2004)
Captive 1970 1975 1980 1985 1990 1995 2000 2005 ( 62) ( 30) ( 77) ( 80) ( 77) ( 88) CSN ( 97) ( 94) ( 98) CJ GLS CJ GLS ( 98) ( 01)
Captive (8%) CJ GLS (7%) CSN (4%) (22%) 10 (9%) Captive (13%) 53.1% (12%) (13%) (7%) (5%) * 2003, / Carrier
( : %),,, 100% 45.8 65.9 29.0 41.2 32.6 16.1 0% 58.0 66.9 57.9 47.1 41.4 38.1,,, Source: 2003, (2003)
Y Who, ( 60, 25, 25 ) What (,,, IT) How One Stop, KPI
C Who (,,,, ) (, C-Space,,,, LG,LG-, ) What (,,, ) How : 10 : 252 : 60%
3PL 3PL 3PL
Challenges Driver Captive, Captive /, Global Sourcing One Stop Global
1 ( 05 ~ 09) 3 2 ( 10 ~ 14), (3~5 2~3% ) Captive, Captive Source:, (2004.8.)
( 25 5 ( 99) 1 ( 04.12.31. ) ) ( ) ( 00), ( 00 6.7 02 7.1), (, ) ( ) On Time Delivery Source:,, (2004),, (2004)
Global : 1,000 ( 94) 1,800 ( 02) : 1084 ( 02 1 ~ 6 ) 555 ( 03 1 ~ 6 ) E 03 10, 30 % H 03 6 100 04 500 L 04 8 04 120 : 800 700 600 Vs CAGR 6.2 % 769 660 1,265 1,248 500 CAGR 8.5 % 400 300 93 94 95 96 97 98 99 00 01 02 10(E) Source:, (2003),, (2004.6.3. ),, (2004)
D 77 KLA Tencor (,, ) Philips E 01 6 T 83 ( 02 ~ ) U 88 ( 01 ) Source: (2002. 1.14., 2003. 3.12. ), 2002 12, (2003.4.11., 5.23. )
Driver Captive, Captive /, Global Sourcing One Stop Global Key Account One Stop Network
3PL 3PL 3PL
LSP * LLP * 3 PL 4 PL ** Multi Locations + / Pan Regional IT, IT /,, Total Supply Chain Source: Third Party Logistics Results and Findings of the 2003 Eight Annual Study, Georgia Institute of Technology (2003), IBM BCS Analysis (2004)
Trend 3PL Evolution Asset Based * Non Asset Based * Service Origin Critical Issues Utilization (, ) Brokering Consolidating Availability Approach M&A Coverage M&A Forwarder Non Asset Based M&A Network Availability Case Ryder C. H. Robinson Kuehne & Nagel * Asset Based:, Non Asset Based: Outsourcing
Company Profile Ryder 33 James A. Ryder, Model A 37 15 38 ( / ) M&A (,,, ) 94,,,, 03 48, 1 ( 96) 5 ( 01) Source: Who's Who in Logistics, Tenth Edition, Vol. 1, Armstrong & Associates, Stoughton, WI.(2003), Homepage, IBM BCS Analysis (2004)
Company Profile C. H. Robinson Non Asset 05 Charles Robinson Nash, C. H. Robinson ( ) 68 Meat Packers Express ( ) (regulated) 71 Meat Packers Express Robco Transportation Robco Transportation Non Asset 3PL ( 86) Network Availability Non Asset M&A ( 84), ( 88), ( 89), ( 90) Network Availability, / Network Availability Non Asset Network Availability : 25,000, 5,000 carrier ( ) : Rail Container Availability : OTI* NVOCC* Air : IATA** 03 36, 5 CAGR 12.4%, / = 0.7 % Source: Homepage, IBM BCS Analysis (2004) *OTI : Ocean Transportation Intermediary, NVOCC : Non-Vessel Operation Common Carrier **IATA : International Air Transportation Agent
Company Profile Kuehne & Nagel Non Asset M&A ( USCO Logistics) ( SembCorp Logistics) 1890,, : Ocean Freight, Airfreight, Overlan transport ( ), ), Warehousing, Distribution ( /,,,, ) International Forwarding (75.4%), Contract Logistics (13.1%), LeadLogistics Solutions, Special Services 02 60 (8.2% ) Source: European Logistics Benchmarking 2003, DataMonitor (2003. 11.), IBM BCS Analysis (2004)
Company Profile Tibbett & Britten 58 63 John Tibbett Frank Britten Tibbett & Britten Ltd 69 Dutch Railways (VGL) Unilever SPD 75% 84 Unilever VGL M&A /,, Support, &, SCM,, Support, Marks & Spencer ( 73), IBM ( 86) Exel Total Solution 03 2004 8 Exel 02 22.8 (7 % ) Source: European Logistics Benchmarking 2003, DataMonitor (2003. 11.), Homepage, IBM BCS Analysis (2004)
Changes... CSFs Position Key Account Optimization Collaboration & Connectivity One Stop Expansion Network Visibility
Optimization Optimized System / Partner location, Warehouse Management Channel Design Customer Service Inventory Deployment Network Rationaliz e Transportation Management Organization & Performance Measures Logistics Information Systems / route,, lot
Collaboration & Connectivity Partners collaboration, / 100 % 80 % Percentage of business transacted via each collaboration form with trading partners 60 % 40 % 20 % 0 % Customers Suppliers Logistics Providers Transactional Information-sharing Joint planning and forecasting Source : AMR Research, 2002
Expansion Service, Industry, Geographical Specialization 3PL CEOs View of Market Opprtunities 3PLs Revenues by Market Ecommerce opportunities Cross Customer Integration Opportunities 70% 60% 50% 40% 67% 57% Today 2004 Further Customer Integration Continued Globalization 0 5 10 15 20 25 30 35 40 Globalization remains a key driver of logistics outsourcing Source: Accenture &Northeastern University/IBM analysis 30% 20% 10% 0% United States 13% 14% 10% 7% Western Europe 8% 7% 3% 5% 3% 3% 1% 3% Asia Canada Mexico Latin Eastern America Europe International revenues will become more important
Visibility visibility Planning Execution Gap Monitoring, Alert & Action Supply Chain Visibility Inbound Outbound Tracking RFID Re-Schedule Notification TMS WMS