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106 Economic Analysis (2010, Vol. 43, No. 1-2, 99-107) is extremely reliable, with leading integration platforms having audit techniques that can signal an alert if message leave one system but are not received or processed in the other. The 3Pl providers have also seen the opportunity for embedding implants into their customers operation for some time now. There is no better way to meet the customer requirement and understand its aims than to provide an implant working side by side in a planning or other supply chain role. Account management is also important, because of it can help in the retention of customers, lead to more business with clients, potentially leading to improved profits for the 3PL and customers as well. By helping the customer to improve its operations, costs or sales, the 3PL is adding value. In continuous improvement stage, we can point on the sector expertise, process improvement and innovation as a main elements. One of the factors that 3Pl offers their customers is expertise in the industry sector concerned. This provides the opportunity to help clients understand industry best practices and to provide benchmarking data. Moreover, many times 3PLs provide customers ideas they had learned in other industries. The continuous improvement contains also process improvement. Resulting in cost and service benefits. Also, it is clear that innovation brought from 3PLs can be an element of outsourcing collaboration influencing on whole supply chain market position. Innovations such as RFID, picking by voice are the sort of solutions that customers are looking for to enhance their operations. At last, communication should be pointed as a key ingredient for ensuing a good relationship between provider and customer. Communication is the responsibility of both parties in the relationship, and to ensure good level of communication they both need to provide channels for this to happen. Regular meetings provide a forum to discuss business changes and its impact on needs and priorities, it is also the best time to understand customer vision. Summary To achieve a success in outsourcing relationships in every logistics functions including reverse logistics, the customer expectation should be properly aligned with the 3PL business model and relationships structure. The customer expectations focuses mainly on: superior service and execution, trust, openness and information sharing, solution innovation, ongoing executive level support. The Capgemni study (Langley and Capgemini 2005) showed that, although relations between outsourcing partners are satisfactory, there is still much to be done and that both parties desire a more collaborative and strategic relationship. One of the reason this has not happened is that customers see the issue as the 3PLs’ responsibility, and vice versa. In truth of course it takes two parties to really work hard to make any form of relationship work. References Bowman R. J.: In managing outsourced relationships, there are no simple solution. Global Logistics and Supply Chain Strategies, July 2006 Capgemini and Langley C.: Logistics Outsourcing is an Important Driver of Topline Growth and Corporate Strategy, According to New Global Study. FedEx, Philadelphia 2004
Grabara, J., et al., Business Relations in Reverse Logistics, EA (2010, Vol. 43, No. 1-2, 99-107) 107 Duck O., Schotz S., Gospodarka materiałowa. Poradnik praktyczny, Wyd. Alfa-Weka, Warsaw 1998 Grubic J.: Leveraging logistics outsourcing relationships. http://logistics.about.com/library/uc040303a.htm Kot S., Slusarczyk B., , Process Simulation In Supply Chain Using Logware Software, Annales Universitatis Apulensis Series Oeconomica, 2009, Vol. 2, Issue 11 Langley J., and Capgemini: 2005 Third-Party Logistics, Results and Findings of the 10 Annual Study, Capgemini 2005 Michałek M.: Nie tylko koszty, czyli co trzeba wziąć pod uwagę przy podejmowaniu decyzji o outsourcingu, [in:] Gospodarka Materiałowa i Logistyka no. 11/2005 Murphy J.V.: Finding value In mature outsourcing relationships, Global Logistics and Supply Chain Strategies, June 2005 Rydzkowski W., Usługi logistyczne, Instytut Logistyki i Magazynowania, Poznań 2004. Schary, T.Skjott-Larsen P.B., Zarządzanie globalnym łańcuchem podaż, Wyd. PWN Warsaw 2002 Skowron-Grabowska B.: Position of Logistics Centers in Reverse Supply Chains. [in:] Enterprise, Logistics and Innovations in Knowledge Based Economy. Ed.by Maria Nowicka-Skowron & Ralph Lescroart, Haute Ecole “Blaise Pascal”, Arlon 2008 Szczepaniak T., Transport i spedycja w handlu zagranicznym, PWE, Warsaw 2002. Transport Intelligence 2006. Global Supply Chain Intelligence Portal. www.transportintelligence.com Waters D.(ed.): Global logistics. New Directions in Supply Chain Management. Kogan Page, London and Philadelphia 2007 Article history: Received: 6 January 2010 Accepted: 25 February 2010
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C O N T E N T S The Upsurgence of C
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Guest Editor’s Notes The current
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