Skip to main content
SpringerLink
Log in

Influential factors and performance of logistics outsourcing practices: an evidence of malaysian companies

  • Original Paper
  • Published:
Review of Managerial Science Aims and scope Submit manuscript

Abstract

Despite the growing trend of logistics outsourcing, there are very limited sources of literature on logistics outsourcing, especially in determining the relationship between factors influencing outsourcing and the extent of logistics outsourcing practices. In this study, we tap into the field of strategic management to help clarify the mechanisms underlying the links between factors influencing, logistics outsourcing practices and outsourcing performance. A model based on the resource based view illustrates the hypothetical connections among these variables. The data gathered from the survey were analysed using SmartPLS software. A response rate of 21 % out of the 486 firms selected was achieved and fixed as the empirical data for this study. The results of this study provide support that superior performance is correlated to the resources of the firm. The analysis shows that lack of human and physical asset capabilities, as well as transaction uncertainty influence the extent of different logistics outsourcing practices. The four logistics outsourcing practices under study were found to have a positive relationship with logistics outsourcing performance, particularly strategic focus. This study shows that although theoretically firms aim at cost reduction by employing a logistics outsourcing strategy but not proven in this study because the financial benefit was only positively contributed by one of the four logistics outsourcing practices under study. Besides that, the results from this study also support that most firms outsource their non-core activities of the logistics practices to respond to the transaction uncertainty that their business experiences.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Similar content being viewed by others

References

  • Aktas E, Ulengin F (2005) Outsourcing logistics activities in Turkey. J Enterp Inf Manag 18(3):316–329

    Article  Google Scholar 

  • Anderson E, Schmitteln DC (1984) Integration of the sales force: an empirical examination. Rand J Econ 15:245–255

    Article  Google Scholar 

  • Armstrong JS, Overton TS (1977) Estimating non-response bias in mail surveys. J Mark Res 14(3):396–402

    Article  Google Scholar 

  • Arnold U (2000) New dimensions of outsourcing: a combination of transaction cost economics and the core competencies concept. Eur J Purch Supply Manag 6(1):23–29

    Article  Google Scholar 

  • Arroyo P, Gaytan J, Boer L (2006) A survey of third party logistics in Mexico and a comparison with reports on Europe and USA. Int J Oper Prod Manag 26(6):639–667

    Article  Google Scholar 

  • Assaf S, Hassanain M, Al-Hammad AM, Al-Nehmi A (2011) Factors affecting outsourcing decisions of maintenance services in Saudi Arabian universities. Prop Manag 29(2):195–212

    Google Scholar 

  • Aubert BA, Rivard S, Patry M (2004) A transaction cost model of IT outsourcing. Inf Manag 41:921–932

    Article  Google Scholar 

  • Babin R, Nicholson B (2011) How green is my outsourcer? Measuring sustainability in global IT outsourcing. Strategic Outsourcing: Int J 4(1):47–66

    Article  Google Scholar 

  • Bagchi PK, Virum H (1996) European logistics alliances: a management model. Int J Logist Manag 7(1):93–108

    Article  Google Scholar 

  • Banomyong R, Supatn N (2011) Selecting logistics providers in Thailand: a shippers’ perspective. Eur J Mark 45(3):419–437

    Article  Google Scholar 

  • Barney J (1991) Firm resources and sustained competitive advantage. J Manag 17(1):99–120

    Google Scholar 

  • Beamon BM (1999) Measuring supply chain performance. Int J Oper Prod Manag 19(3):275–292

    Article  Google Scholar 

  • Bhagat P, Byramjee F, Taiani V (2010) A framework of total value orientation for strategic outsourcing decisions. Compet Rev Int Bus J 20(4):305–321

    Google Scholar 

  • Bhatnagar R, Sohal AS, Millen R (1999) Third party logistics services: a Singapore perspective. Int J Phys Distrib Logist Manag 29(9):569–587

    Article  Google Scholar 

  • Bolumole Y (2000) Outsourcing the logistics function: the supply chain role of third party logistics service providers in UK convenience retailing. Cranfield School of Management. Retrieved from http://dspace.lib.cranfield.ac.uk/handle/1826/118

  • Bourlakis M, Melewar TC (2011) Marketing perspectives of logistics service providers: present and future research directions. Eur J Mark 45(3):300–310

    Article  Google Scholar 

  • Brewer B (2013) Connecting strategy-linked outsourcing approaches and expected performance. Int J Phys Distrib Logist Manag 43(3):176–204

    Article  Google Scholar 

  • Cheng SK, Tongzon J (2009) Logistics outsourcing, contract complexity and performance of Australian exporters. In: 9th global conference on business and economics. Retrieved from http://www.gcbe.us/9th_GCBE/data/Seu%20Keow%20Cheng,%20Jose%20Tongzon.d

  • Cheong MLF (2004) Logistics outsourcing and 3PL challenges. Challenges, (November). Retrieved from http://dspace.mit.edu/handle/1721.1/3908

  • Chin WW (2010) How to write up and report PLS analyses. In: Vinzi VE, Chin WW, Henseler J, Wang H (eds) Handbook of partial least squares: Concepts, methods and applications in marketing and related fields. Springer, Berlin, p 655

    Chapter  Google Scholar 

  • Cho JJK, Ozment J, Sink H (2008) Logistics capability, logistics outsourcing and firm performance in an e-commerce market. Int J Phys Distrib Logist Manag 38(5):336–359

    Article  Google Scholar 

  • Cohen L, Young A (2006) Moving beyond outsourcing to achieve growth and agility. MA, Harvard Business School Press, Boston

    Google Scholar 

  • Corbett MF (2004) The outsourcing revolution: why it makes sense and how to do it right. Kaplan, Berkshire

    Google Scholar 

  • Damme DAV, Amstel MJ (1996) Outsourcing logistics management activities. Int J Logist Manag 7(2):85–95

    Article  Google Scholar 

  • Dapiran P, Lieb R, Millen R, Sohal A (1996) Third party logistics services usage by large Australian firms. Int J Phys Distrib Logist Manag 26(10):36–45

    Article  Google Scholar 

  • Dawson JA, Shaw S (1990) The changing character of retailer-supplier relationships. In: Fernie J (ed) Retail distribution management. Kogan Page, London

    Google Scholar 

  • Deepen J, Goldsby T, Knemeyer M, Wallenburg C (2008) Beyond expectations: an examination of logistics outsourcing goal achievement and goal exceedance. J Bus Logist 29(2):75–105

    Article  Google Scholar 

  • Dekkers R (2011) Impact of strategic decision making for outsourcing on managing manufacturing. Int J Oper Prod Manag 31(9):935–965

    Article  Google Scholar 

  • Ellram JM (1995) A managerial guideline for the development and implementation of purchasing partnerships. J Supply Chain Manag 31(2):9–16

    Google Scholar 

  • Ettlie JE, Sethuraman K (2002) Locus of supply and global manufacturing. Int J Oper Prod Manag 22(3):349–370

    Article  Google Scholar 

  • Fornell C, Larcker DF (1981) Evaluating structural equation models with unobservable variables and measurement error. J Mark Res 18(1):39–50

    Article  Google Scholar 

  • Gadde LE, Jahre M, Persson G, Virum H (2002) Third party logistics and logistics alliances—outsourcing of activities. Retrieved from http://www.impgroup.org/paper_view.php?viewPaper=563

  • Gattorna J, Day A, Hargreaves J (1991) Effective logistics management. Logist Inf Manag 4(2):32–34

    Article  Google Scholar 

  • Geisser S (1975) The predictive sample reuse method with applications. J Am Stat Assoc 70(350):320–328

    Article  Google Scholar 

  • Geyskens I, Steenkamp JBEM, Kumar N (2006) Make, buy, or ally: a transaction cost theory meta-analysis. Acad Manag J 49(3):519–543

    Article  Google Scholar 

  • Göl H, Çatay B (2007) Third-party logistics provider selection: insights from a Turkish automotive company. Supply Chain Manag Int J 12(6):379–384

    Article  Google Scholar 

  • Greaver FM (1999) Strategic outsourcing: a structured approach to outsourcing decisions and initiatives. Amacom, New York

    Google Scholar 

  • Green ME (2000) Beware and prepare: the government workforce of the future. Public Pers Manag 29(4):435–444

    Article  Google Scholar 

  • Gudehus T, Kotzab H (2010) Comprehensive logistics. Springer, London

    Google Scholar 

  • Hair JF, Black WC, Babin BJ, Anderson RE (2010) Multivariate data analysis, 7th edn. Prentice Hall, Upper Saddle River

    Google Scholar 

  • Hair JF, Ringle CM, Sarstedt M (2011) PLS-SEM: indeed a silver bullet. J Mark Theory Pract 19:139–151

    Article  Google Scholar 

  • Hair JF, Sarstedt M, Ringle CM, Mena JA (2012) An assessment of the use of partial least squares structural equation modeling in marketing research. J Acad Mark Sci 40(3):414–433

    Article  Google Scholar 

  • Hair JF, Hult GTM, Ringle CM, Sarstedt M (2013) A Primer on partial least squares structural equation modeling (PLS-SEM). Sage, Thousand Oaks

    Google Scholar 

  • Handfield R (2006) A brief history of outsourcing. Retrieved from http://scm.ncsu.edu/scm-articles/article/a-brief-history-of-outsourcing

  • Hätönen J, Eriksson T (2009) 30+ years of research and practice of outsourcing—exploring the past and anticipating the future. J Int Manag 15(2):142–155

    Article  Google Scholar 

  • Hilletofth P, Hilmola OP (2010) Role of logistics outsourcing on supply chain strategy and management: survey findings from Northern Europe. Strateg Outsourcing Int J 3(1):46–61

    Article  Google Scholar 

  • Ho JC, Shalishali MK, Tseng T, Ang DS (2009) Opportunities in green supply chain management. Coast Bus J 8(1):18–31

    Google Scholar 

  • Holcomb TR, Hitt MA (2007) Towards a model of strategic outsourcing. J Oper Manag 25(2):464–481

    Article  Google Scholar 

  • Hoyt J, Huq F (2000) From arms length to collaborative relationships in the supply chain: an evolutionary process. Int J Phys Distrib Logist Manag 30(9):750–764

    Article  Google Scholar 

  • Hsiao HI, van der Vorst JGAJ, Kemp RGM, Omta SWF (2010) Developing a decision making framework for levels of logistics outsourcing in food supply chain networks. Int J Phys Distrib Logist Manag 40(5):395–414

    Article  Google Scholar 

  • Hsiao HI, Kemp R, Vorst JGAJ, Omta SWF (2011) Logistics outsourcing by Taiwanese and Dutch food processing industries. Br Food J 113(4):550–576

    Article  Google Scholar 

  • Jiang B, Qureshi A (2006) Research on outsourcing results: current literature and future opportunities. Manag Decis 44(1):44–55

    Article  Google Scholar 

  • Juga J, Juntunen J, Grant B (2010) Service quality and its relation to satisfaction and loyalty in logistics outsourcing relationships. Manag Serv Qual 20(6):496–510

    Article  Google Scholar 

  • Kedia BL, Lahiri S (2007) International outsourcing of services: a partnership model. J Int Manag 1(1):22–37

    Article  Google Scholar 

  • Kersten W, Koch J, Hohrath P (2007) Motivation for the outsourcing of complex logistics services. Retrieved from http://www.poms.org/conferences/cso2007/talks/09.pdf

  • Ketler K, Willems JR (1999) A study of the outsourcing decision: preliminary results. ACM SIGCPR Conference on Computer Personnel Research. New Orleans

  • Knemeyer AM, Murphy PR (2004) Evaluating the performance of third-party logistics arrangements: a relationship marketing perspective. J Supply Chain Manag 40(1):35–51

    Article  Google Scholar 

  • Knemeyer AM, Murphy PR (2005) Is the glass half full or half empty? An examination of user and provider perspectives towards third-party logistics relationships. Int J Phys Distrib Logist Manag 35(10):708–727

    Article  Google Scholar 

  • Knemeyer AM, Corsi TM, Murphy PR (2003) Logistics outsourcing relationships: customer perspectives. J Bus Logist 24(1):77–109

    Article  Google Scholar 

  • Kremic T, Tukel OI, Rom WO (2006) Outsourcing decision support: a survey of benefits, risks, and decision factors. Supply Chain Manag Int J 11(6):467–482

    Article  Google Scholar 

  • La Londe BJ, Cooper MC (1988) Partnerships in providing customer service: a third party perspective. Council of Logistics Management, Oak Brook

    Google Scholar 

  • Lai K, Ngai EWT, Cheng TCE (2002) Measures for evaluating supply chain performance in transport logistics. Transp Res Part E Logist Transp 38(6):439–456

    Article  Google Scholar 

  • Lambert DM, Harrington TC (1990) Measuring non-response bias in customer service mail surveys. J Bus Logist 11(2):5–25

    Google Scholar 

  • Lambert DM, Emmelhainz MA, Gardner JT (1999) Building successful logistics partnerships. J Bus Logist 20(1):165–182

    Google Scholar 

  • Langley J, Capgemini US (2009) The state of logistics outsourcing—2009 third-party logistics: results and findings of the 14 annual study. Capgemini Consulting, Atlanta

    Google Scholar 

  • Langley J, Newton BF, Tyndall GR (1999) Has the future of third-party logistics already arrived? Supply Chain Manag Rev 33:85–94

    Google Scholar 

  • Large RO, Kramer N, Hartmann RK (2011) Customer-specific adaptation by providers and their perception of 3PL-relationship success. Int J Phys Distrib Logist Manag 41(9):822–838

    Article  Google Scholar 

  • Lee CC, Lin TT, Cheng PC (2012) The determinants of the transportation outsourcing strategy for the express delivery company. Serv Bus 7(2):207–225

    Article  Google Scholar 

  • Lieb RC (1992) The use of third party logistics services by large American manufacturers. J Bus Logist 13(2):29–42

    Google Scholar 

  • Lieb RC, Bentz BA (2005) The North American third party logistics industry in 2004: the provider CEO perspective. Int J Phys Distr Logist Manag 35(8):595–611

    Article  Google Scholar 

  • Lieb R, Miller J (2002) The use of third party logistics services by large US manufacturers, the 2002 survey. Int J Logist Res Appl 5(1):1–12

    Article  Google Scholar 

  • Lieb RC, Randall HL (1999) 1997 CEO perspectives on the current status and future prospects of the 3PL industry in the US. Transp J 38(3):28–41

    Google Scholar 

  • Lieb RC, Millen RA, Wassenhove LNV (1993) Third party logistics services: a comparison of experienced American and European manufacturers. Int J Phys Distrib Logist Manag 23(6):35–44

    Article  Google Scholar 

  • Madhok A (2002) Reassessing the fundamentals and beyond: Ronald Coase, the transaction cost and resource-based theories of the firm, and the institutional structure of production. Strateg Manag J 23(6):535–550

    Article  Google Scholar 

  • Maelah R, Aman A, Hamzah N, Amiruddin R, Auzair SM (2010) Accounting outsourcing turnback: process and issues. Strategic Outsourcing: Int J 3(3):226–245

    Article  Google Scholar 

  • Maltz AB (1994) Outsourcing the warehousing function: economic and strategic considerations. Logist Transp Rev 30(3):245–265

    Google Scholar 

  • Matopoulos A, Papadopoulou EM (2010) The evolution of logistics service providers and the role of internet-based applications in facilitating global operations. In: Wang L, Koh SCL (eds) Enterprise networks and logistics for agile manufacturing. Springer, London, UK, pp 297–310

    Chapter  Google Scholar 

  • McIvor R, Humphreys P, Wall P, McKittrick A (2008) A study of performance measurement in the outsourcing decision. Res Exec Summ Ser 4(3):1–13

    Google Scholar 

  • MIDA (2011) http://www.mida.gov.my/home/administrator/system_files/modules/photo/uploads/20140126142931_slides2011eng.pdf

  • Min H (2013) Examining logistics outsourcing practices in the United States: from the perspectives of third-party logistics service users. Logist Res 6(4):133–144

    Article  Google Scholar 

  • Min H, DeMond S, Joo SJ (2013) Evaluating the comparative managerial efficiency of leading third party logistics providers in North America. Benchmarking Int J 20(1):62–78

    Article  Google Scholar 

  • Minahan T (1995) Transportation: can’t get a handle on freight costs? Give up trying. Purchasing 23:35–36

    Google Scholar 

  • Muller EJ (1993) The top guns of third-party logistics. Distribution 92(3):30–38

    Google Scholar 

  • Mullin R (1996) Managing the Outsourced Enterprise. J Bus Strategy 17(4):28–36

    Article  Google Scholar 

  • Parashkevova L (2007) Logistics outsourcing-a means of assuring the competitive advantage for an organization. Vadyba Manag 2(15):29–38

    Google Scholar 

  • Peteraf MA (1993) The cornerstones of competitive advantage: a resource-based view. Strateg Manag J 14(3):179–191

    Article  Google Scholar 

  • Poppo L, Zenger T (1998) Testing alternative theories of the firm: transaction cost, knowledge-based, and measurement explanations for make-or-buy decisions in information services. Strateg Manag J 19(9):853–877

    Article  Google Scholar 

  • Quelin B, Duhamel F (2003) Bringing together strategic outsourcing and corporate strategy outsourcing motives and risks. Manag J 21(5):647–661

    Google Scholar 

  • Rahman S (2011) An exploratory study of outsourcing 3PL services: an Australian perspective. Benchmarking Int J 18(3):342–358

    Article  Google Scholar 

  • Rahman S, Wu YCJ (2011) Logistics outsourcing in China: the manufacturer-cum-supplier perspective. Supply Chain Manag Int J 16(6):462–473

    Article  Google Scholar 

  • Rajesh R, Ganesh K, Pugazhendhi S (2013) Drivers for logistics outsourcing and factor analysis for selection of 3PL provider. Int J Bus Excell 6(1):37–58

    Article  Google Scholar 

  • Rao K, Young R (1994) Global supply chains: factors influencing outsourcing of logistics functions. Int J Phys Distrib Logist Manag 24(6):11–19

    Article  Google Scholar 

  • Razzaque MA, Sheng CC (1998) Outsourcing of logistics functions: a literature survey. Int J Phys Distrib Logist Manag 28(2):89–107

    Article  Google Scholar 

  • Regan AC, Wang C (2003) Reducing risk in logistics outsourcing. Retrived from http://www.uctc.net/papers/641.pdf

  • Robertson TS, Gatignon H (1998) Technology development mode: a transaction cost conceptualization. Strateg Manag J 19:515–531

    Article  Google Scholar 

  • Ruben R, Boselie DM, Lu H (2007) Vegetables procurement by Asian supermarkets: a transaction cost approach. Supply Chain Manag Int J 12(1):60–68

    Article  Google Scholar 

  • Saghir M (2004) The concept of packaging logistics. In: 2nd world conference on POM and 15th annual POM conference, Cancun

  • Sahay BS (2003) Supply chain collaboration: the key to value creation. Work Study 52(2):76–83

    Article  Google Scholar 

  • Sahay BS, Mohan R (2006) Third party logistics practices: an india perspective. Int J Phys Distrib Logist Manag 36(9):666–689

    Article  Google Scholar 

  • Sekaran U, Bougie R (2010) Research methods for business: a skill building approach. Wiley, UK

    Google Scholar 

  • Selviaridis K, Spring M (2007) Third-party logistics: a literature review and research agenda. Int J Logist Manag 18(1):125–150

    Article  Google Scholar 

  • Setthakaset P, Basnet C (2005) Third party logistics in Thailand—from the users’ perspective. In Kotzab H, Seuring S, Müller M, Reiner G (eds) Research methodologies in supply chain management (203–218). Physica-Verlag Heidelberg, New York

    Chapter  Google Scholar 

  • Shaharudin MR, Zailani S, Ismail M (2014) Third party logistics orchestrator role in reverse logistics and closed–loop supply chains. Int J Logist Syst Manag 18(2):200–215

    Article  Google Scholar 

  • Shelanski HA, Klein PG (1995) Empirical research in transaction cost economics. J Law Econ Organ 11(2):335–361

    Google Scholar 

  • Sink HL, Langley CJ (1997) A managerial framework for the acquisition of third-party logistics services. J Bus Logist 18(2):163–189

    Google Scholar 

  • Sohail MS, Sohal AS (2003) The use of third party logistics services: a Malaysian perspective. Technovation 23(5):401–408

    Article  Google Scholar 

  • Sohal AS, Millen R, Moss S (2002) A comparison of the use of third-party logistics services by Australian firms between 1995 and 1999. Int J Phys Distrib Logist Manag 32(1):59–68

    Article  Google Scholar 

  • Solakivi T, Töyli J, Ojala L (2013) Logistics outsourcing, its motives and the level of logistics costs in manufacturing and trading companies operating in Finland. Prod Plan Control 24(4–5):388–398

    Article  Google Scholar 

  • Srabotic A, Ruzzier M (2012) Logistics outsourcing: lessons from case studies. Manag Glob Transit 10(2):205–225

    Google Scholar 

  • Stalk G, Evans P, Shulman LE (1992) Competing on capabilities: the new rules of corporate strategy. Harv Bus Rev 70(2):54–66

    Google Scholar 

  • Stank T, Goldsby T, Vickery S (1999) Effect of service supplier performance on satisfaction and loyalty of store managers in the fast food industry. J Oper Manag 17:429–447

    Article  Google Scholar 

  • Stank TP, Goldsby TJ, Vickery SK, Savitskie K (2003) Logistics service performance: estimating its influence on market share. J Bus Logist 24(1):27–55

    Article  Google Scholar 

  • Stone M (1974) Cross-validatory choice and assessment of statistical predictions. J Roy Stat Soc 36(2):111–133

    Google Scholar 

  • Tate K (1996) The elements of a successful partnership. Int J Phys Distrib Logist Manag 26(3):7–13

    Article  Google Scholar 

  • Vivaldini M, Pires SRI (2013) Applying a business cell approach to fourth-party logistics freight management in the food service industry. Int J Logist Res Appl 16(4):296–310

    Article  Google Scholar 

  • Wagner SM, Sutter R (2012) A qualitative investigation of innovation between third-party logistics providers and customers. Int J Product Econ 140(2):944–958

    Article  Google Scholar 

  • Wai J, Mohamad O, Ramayah T (2010) Outsourcing: is the social exchange theory still relevant in developing countries? J Res Interact Mark 4(4):316–345

    Article  Google Scholar 

  • Wanke P, Arkader R, Hijjar MF (2008) The relationship between logistics sophistication and drivers of the outsourcing of logistics activities. Braz Adm Rev 5(4):260–274

    Google Scholar 

  • Wernefelt B (1984) A resource-based view of the firm. Strateg Manag J 5(2):171–180

    Article  Google Scholar 

  • Wetzels M, Odekerken-Schroder G, van Oppen C (2009) Using PLS path modeling for assessing hierarchical construct models: guidelines and empirical illustration. MIS Q 33(1):177–195

    Google Scholar 

  • Wilding R, Juriado R (2004) Customer perceptions on logistics outsourcing in the European consumer goods industry. Int J Phys Distrib Logist Manag 34(8):628–644

    Article  Google Scholar 

  • Williamson OE (1996) The mechanisms of governance. Oxford University Press, Oxford

    Google Scholar 

  • Xu Y (2009) Determinants of outsourcing transaction cost economics and core competencies theory. Retrieved from http://lup.lub.lu.se/luur/download?func=downloadFile&recordOId=1468621&fileOId=1647056

  • Zailani SHM, Eltayeb TK, Hsu C-C, Tan KC (2012) The impact of external institutional drivers and internal strategy on environmental performance. Int J Oper Prod Manag 32(6):721–745

    Article  Google Scholar 

  • Zailani S, Iranmanesh M, Nikbin D, Beng JKC (2015a) Determinants of RFID adoption in malaysia’s healthcare industry: occupational level as a moderator. J Med Syst 39(1):1–11

    Article  Google Scholar 

  • Zailani S, Govindan K, Iranmanesh M, Shaharudin MR (2015b) Green innovation adoption in automotive supply chain: the Malaysian case. J Clean Prod (in press)

  • Zhang ZH (2007) A probe on logistics strategic partner selecting model with preference DEA based on AHP. J Chinese Market 8:66–67

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Faculty Business and Accountancy, University Malaya, 50230, Kuala Lumpur, Malaysia

    Suhaiza Zailani & Mohammad Iranmanesh

  2. Universiti Teknologi MARA Kedah, 08400, Merbok, Kedah, Malaysia

    Mohd Rizaimy Shaharudin

  3. Graduate School of Business, University Science Malaysia, 44992, Gelugor, Penang, Malaysia

    Khairul Razmi

Authors
  1. Suhaiza Zailani
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Mohd Rizaimy Shaharudin
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Khairul Razmi
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Mohammad Iranmanesh
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Suhaiza Zailani.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Zailani, S., Shaharudin, M.R., Razmi, K. et al. Influential factors and performance of logistics outsourcing practices: an evidence of malaysian companies. Rev Manag Sci 11, 53–93 (2017). https://doi.org/10.1007/s11846-015-0180-x

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11846-015-0180-x

Keywords

Mathematics Subject Classification

Search

Navigation