Editing Logistics (section)

=== Logistics outsourcing ===
Logistics outsourcing involves a relationship between a company and an LSP (logistic service provider), which, compared with basic logistics services, has more customized offerings, encompasses a broad number of service activities, is characterized by a long-term orientation, and thus has a strategic nature.<ref>{{Cite journal | doi=10.1111/j.2158-1592.2011.01008.x|title = Commitment and Trust as Drivers of Loyalty in Logistics Outsourcing Relationships: Cultural Differences Between the United States and Germany| journal=Journal of Business Logistics| volume=32| pages=83–98|year = 2011|last1 = Wallenburg|first1 = Carl Marcus| last2=Cahill| first2=David L.| last3=Michael Knemeyer| first3=A.| last4=Goldsby| first4=Thomas J.}}</ref>

Outsourcing does not have to be complete externalization to an LSP, but can also be partial:
* A single contract for supplying a specific service on occasion
* Creation of a [[Corporate spin-off|spin-off]]
* Creation of a [[joint venture]]

[[Third-party logistics]] (3PL) involves using external organizations to execute logistics activities that have traditionally been performed within an organization itself.<ref name="Bazio.">{{cite thesis
|author=Baziotopoulos
|year=2008
|title=An Investigation of Logistics Outsourcing Practices in the Greek Manufacturing Sector
|degree=PhD}}</ref> According to this definition, third-party logistics includes any form of outsourcing of logistics activities previously performed in house. For example, if a company with its own [[Warehouse|warehousing facilities]] decides to employ external transportation, this would be an example of third-party logistics. Logistics is an emerging business area in many countries. External 3PL providers have evolved from merely providing logistics capabilities to becoming real orchestrators of supply chains that create and sustain a competitive advantage, thus bringing about new levels of logistics outsourcing.<ref>{{Cite journal|last1=Zacharia|first1=Zach G.|last2=Sanders|first2=Nada R.|last3=Nix|first3=Nancy W.|date=2011-04-01|title=The Emerging Role of the Third-Party Logistics Provider (3PL) as an Orchestrator|url=https://onlinelibrary.wiley.com/doi/10.1111/j.2158-1592.2011.01004.x|journal=Journal of Business Logistics|language=en|volume=32|issue=1|pages=40–54|doi=10.1111/j.2158-1592.2011.01004.x}}</ref>

The concept of a fourth-party logistics (4PL) provider was first defined by Andersen Consulting (now [[Accenture]]) as an integrator that assembles the resources, planning capabilities, and technology of its own organization and other organizations to design, build, and run comprehensive supply chain solutions. Whereas a third-party logistics (3PL) service provider targets a single function, a 4PL targets management of the entire process. Some have described a 4PL as a general contractor that manages other 3PLs, truckers, forwarders, custom house agents, and others, essentially taking responsibility of a complete process for the customer.