Pedagogical project 2013 Course development

!Per Olof Arnäs

Technology Management and Economics per-olof.arnas@chalmers.se slides on slideshare.net/poar

New Science Lecture Theatre at UCT by Ian Barbour on Flickr (CC-BY,SA)

Existing course

SJO680

Physical distribution

planning

Maritime

logistics

3-year program (”kandidat”, BSc)

30-50 students Study period 1

(September-

october)

In Swedish

Lectures Calc-exercises Group project

Exam

cla

ss d

ism

isse

d b

y R

ob

ert

S. D

on

ova

n o

n F

lickr

(C

C-B

Y)

Existing course - 2012

Existing examiner

unavailable Quick-fix needed

Copy-paste old course, add guest

lectures

don't panic! by Jon Moe on Flickr (CC-BY)

How much did the lectures help your learning process? 34%: Very little 34%: Little 30%: Much 0%: Very much

What is your overall impression of the course

44%: Very bad 28%: Bad

28%: Good 0%: Very good

”Too many teachers””Terrible”

”Felt like the course was organized the day before

the first lecture”

”The exam was really bad!”

”No fo

cus”

Existing course - 2012

don't panic! by Jon Moe on Flickr (CC-BY)

New course? Of course!

December 2012:

Decide to take on

the course

February 2013: Decide to change course

design (and name) SJO681 Transport- and distribution economy

September 2013: New course starts

Crazy Kitten? // Nikkor 50mm 1.4 by Merlijn Hoek on Flickr (CC-BY,NC,SA)

My beliefs

Society does not

want test-takers

Understanding is much more important than knowledge of facts

Written exams (”tentor”) is a bad way to ensure knowledge and understanding

A challenging

course can be fun

My job is to make my

students understand

the subject better and

faster than I did as a

student myself

New case project

Fewer lectures

No written exams in the classical sense

Two midterm tests

(”duggor”) during the

course (and an option

to retake them during

exam week)

Introduce

research

papers into the

course material

The new course - my project

Meaw Meaw by Sergiu Bacioiu on Flickr (CC-BY,NC)

Keep the book

Understand Do

Deliver

The new course - my project

Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998) VSP 1998.

A model of tiering in third-party logistics with a serviceparts distribution case study

MATS ABRAHAMSSON and STEN WANDEL∗

Department of Management and Economics, Institute of Technology, Linkoping University,S-581 83 Linkoping, Sweden

Abstract—In this article we have expanded Professor James Cooper’s discussions of ‘mega carriers’ forone-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-partylogistics. To be able to support the increasing demands of shippers, a third-party logistics provider musthave a portfolio with many different services, either in-house or available from a supplier network. As aconsequence, third-party logistics cannot be reduced to an alliance between a single shipper and a singleprovider. Both the shipper and the provider are also involved in other alliances and these often stronglyinteract with the shipper–provider relationship. Furthermore, this relationship varies across the differentphases of third-party logistics projects: design, development, implementation, and operation. Therefore,in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layermodel with users and four tiers of logistic service providers for the description and analysis of logisticsand transport industry issues in general and third-party logistics in particular. This conceptual model isthen illustrated and validated by a case study describing the implementation of an alliance which involvedthe redesign of a European distribution operation for service parts.

Keywords: Third-party logistics; tiering; logistics alliances; logistic service providers; European distribu-tion; freight transport industry.

INTRODUCTION

Modern logistics demands a high level of expertise in key areas, such as distributionstrategy, materials handling and inventory control, purchasing, transport planning,information system, and the ability to manage change, especially within multinationalorganizations with several different subsidiaries. If one or more of these key areas arenot operating correctly, it has a negative impact on the effectiveness and efficiencyof the total logistics system. Externalizing logistics to third-party operators is oftenadvocated as a way of dealing with this problem. The shipper’s core competence isthen supplemented by outside expertise in other key areas.

∗To whom correspondence should be addressed. E-mail: stewa@eki.liu.se

Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998) VSP 1998.

A model of tiering in third-party logistics with a serviceparts distribution case study

MATS ABRAHAMSSON and STEN WANDEL∗

Department of Management and Economics, Institute of Technology, Linkoping University,S-581 83 Linkoping, Sweden

Abstract—In this article we have expanded Professor James Cooper’s discussions of ‘mega carriers’ forone-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-partylogistics. To be able to support the increasing demands of shippers, a third-party logistics provider musthave a portfolio with many different services, either in-house or available from a supplier network. As aconsequence, third-party logistics cannot be reduced to an alliance between a single shipper and a singleprovider. Both the shipper and the provider are also involved in other alliances and these often stronglyinteract with the shipper–provider relationship. Furthermore, this relationship varies across the differentphases of third-party logistics projects: design, development, implementation, and operation. Therefore,in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layermodel with users and four tiers of logistic service providers for the description and analysis of logisticsand transport industry issues in general and third-party logistics in particular. This conceptual model isthen illustrated and validated by a case study describing the implementation of an alliance which involvedthe redesign of a European distribution operation for service parts.

Keywords: Third-party logistics; tiering; logistics alliances; logistic service providers; European distribu-tion; freight transport industry.

INTRODUCTION

Modern logistics demands a high level of expertise in key areas, such as distributionstrategy, materials handling and inventory control, purchasing, transport planning,information system, and the ability to manage change, especially within multinationalorganizations with several different subsidiaries. If one or more of these key areas arenot operating correctly, it has a negative impact on the effectiveness and efficiencyof the total logistics system. Externalizing logistics to third-party operators is oftenadvocated as a way of dealing with this problem. The shipper’s core competence isthen supplemented by outside expertise in other key areas.

∗To whom correspondence should be addressed. E-mail: stewa@eki.liu.se

European Journal of Purchasing & Supply Management 8 (2002) 3–14

Procurement of logistics servicesFa minutes work or a multi-yearproject?

Dan Anderssona,*, Andreas Norrmanb

aDepartment of Management and Economics, Logistics Management, Link .opings Universitet, SE-581 83 Link .oping, SwedenbDepartment of Industrial Management and Logistics, Lund University, P.O. Box 118, SE-221 00 Lund, Sweden

Abstract

The purpose of the article is to describe and compare the purchasing process for advanced versus basic logistics services. Furthersome specific observations are presented from the procurement of advanced third-party logistics services, with respect to servicedefinitions, providers evaluations and contracts. The purchasing process of logistics services will in the future need to be moredifferentiated due to current business trends. Hence companies must analyse how these new procurement situations will impact ontheir purchasing processes in order to understand what new resources, routines and competence they need to have in order topurchase logistics services in an effective way. r 2002 Published by Elsevier Science Ltd.

Keywords: Purchasing process; Services; Third-party logistics

1. Introduction

A changing context and new demands on logistics aredriving an ongoing transformation and differentiationof the buying process for logistics services. Logisticsservices purchased some years ago were usually quiteeasy to define and the purchase decision was mainlybased on the price of the service. Those basic logisticsservices constitute still the big volume offered andbought, but they are increasingly bought in bundles (vanLaarhoven et al., 2000; Andersson, 1997; Sink andLangley, 1997; Berglund, 2000). At the same time,different value adding services and IT services areincreasingly included in the bundles of services, whichare handled in so-called third-party logistics relation-ships (Andersson, 1997; van Laarhoven et al., 2000).This development increases the complexity of thepurchasing process of logistics. The increasingly moreadvanced tasks companies are trying to outsource today(e.g. logistics management) are much harder to specifyand the companies are also not used to doing this. VanHoek (2000) argues that there is a need for further

research and understanding of purchasing initiativessupporting the establishment of supplementary logisticsservices. We will in this article discuss the kind ofprocurement included in the procurement of advancedlogistics services. But we will in the discussion alsoinclude routine purchases of basic services e.g. by the useof an Internet freight exchange. While the first type ofprocess may take several years to finalise the latter maybe only a minutes work. The purpose of the article is todescribe and compare the purchasing process forlogistics services for companies following either thetrend towards outsourcing of more advanced logisticsservices, which will be emphasised here, or the trendtowards leveraging the internet as a tool in their buyingof basic services. Further lessons learned from especiallythe procurement of advanced third-party logistics will beshared. The article is conceptual in its nature, but basedon empirical material that has been collected overseveral years of contacts with shippers, both in researchprojects and variants of action research. The articletakes its starting point in the characteristics of serviceprocurement and the business trends influencing logis-tics. Thereafter two emerging market areas are illu-strated and, based on this, a comparison of differenttypes of purchasing processes is made. This results in theidentification of three important phases in the purchas-ing process, which are discussed in greater detail.

*Tel.: +46-13-28-1521; fax: +46-13-28-2513.E-mail addresses: danan@eki.liu.se (D. Andersson), andreas.norr-

man@tlog.lth.se (A. Norrman).

0969-7012/02/$ - see front matter r 2002 Published by Elsevier Science Ltd.PII: S 0 9 6 9 - 7 0 1 2 ( 0 1 ) 0 0 0 1 8 - 1

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Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

Postponement, speculation and the structure of distribution channelsLouis P BucklinJMR, Journal of Marketing Research (pre-1986); Feb 1965; 2, 000001; ABI/INFORM Globalpg. 26

Goods transport in large European cities: Difficultto organize, difficult to modernize

Laetitia Dablanc *

INRETS, French National Institute for Research on Transport and its Safety, 19, rue Alfred Nobel,Cite Descartes, Champs sur Marne, 77455 Marne la Vallee Cedex 2, France

Received 15 February 2006; accepted 24 May 2006

Abstract

In this article, I wish to present three characteristics of urban goods movements in major European cities: (1) Goodsmovements are largely indifferent to the internal structure of cities. (2) Urban policies targeted on freight mobility appearto be quite inefficient. (3) The provision of appropriate urban logistic services is slow in emerging despite growing needs.These features have been observed over the last five or six years through working with large metropolitan transport author-ities, as well as with the French national research program on ‘‘Goods in Cities’’ and the ‘‘Best Urban Freight Solutions’’European network. These observations draw a picture of the urban freight industry, which can appear quite critical.Indeed, many initiatives have emerged to make this industry less routine and more efficient, especially regarding its envi-ronmental impacts as well as its level of quality of service. However, changes are slow, and on the whole, it appears asthough none of the stakeholders are willing to make fast progress: on the one side, city governments expect business toset up new logistic services fit to the emerging needs of the customers and retailers as well as beneficial to the environment;on the other side, logisticians are waiting for municipalities to initiate (and subsidize) new services before starting busi-nesses which could prove poorly profitable and highly risky. Despite this tendency for status quo in the urban freightindustry, some solutions can be identified, which I present in the concluding chapter of this paper.! 2006 Elsevier Ltd. All rights reserved.

Keywords: Urban freight; Policies and planning; City logistics; Regulations; Trucks; Deliveries

0. Introduction

A large number of different types of freight flows constantly cross an urban environment, including con-sumer goods, building materials, waste products, postal mail and others. These flows occupy about one fourth

0965-8564/$ - see front matter ! 2006 Elsevier Ltd. All rights reserved.doi:10.1016/j.tra.2006.05.005

* Tel.: +33 1 64 15 21 03; fax: +33 1 64 15 21 40.E-mail address: laetitia.dablanc@inrets.fr

Transportation Research Part A 41 (2007) 280–285

www.elsevier.com/locate/tra

The transport geography of logistics and freight distribution

Markus Hesse a,*, Jean-Paul Rodrigue b

a Department of Earth Sciences, Urban Studies, Free University of Berlin, Malteserstr. 74-100 D-12249 Berlin, Germanyb Department of Economics and Geography, Hofstra University, Hempstead, NY 11549, USA

Abstract

Goods movement and freight distribution are widely underrepresented in regional science and geographical research. This issurprising since a large body of traditional spatial theory has been developed with respect to transportation costs or to trade areas:those aspects that were originally closely connected with the exchange of goods. Growing attention is being paid in geography torelated subjects, such as the emergence of global production networks, to structural changes in retail or to the commodification ofmodern consumption. To a certain extent, these processes depend upon the efficient transfer of information, finance and physicalgoods. Yet, with a few exceptions, the freight sector appears to be neglected in contemporary research. This paper provides anoverview of the emerging transport geography of logistics and freight distribution. It challenges the traditional perspective wheretransportation is considered as a derived demand with the idea that logistical requirements underline transportation as a componentof an integrated demand. The paper provides an analysis of the evolution of logistics as it pertains to the core dimensions oftransport geography (flows, nodes/locations and networks). The concept of logistical friction is also introduced to illustrate theinclusion of the multidimensional notion of impedance in integrated freight transport demand.! 2003 Elsevier Ltd. All rights reserved.

Keywords: Logistics; Geography; Freight Transport; Physical distribution; Globalization

1. Logistics and freight transport: from derived tointegrated demand

1.1. Introduction

The growing flows of freight have been a fundamentalcomponent of contemporary changes in economic sys-tems at the global, regional and local scales. The con-sideration of these changes must be made within aperspective where they are not merely quantitative, butstructural and operational. Structural changes mainlyinvolve manufacturing systems with their geography ofproduction, while operational changes mainly concernfreight transportation with its geography of distribution.As such, the fundamental question does not necessarilyreside in the nature, origins and destinations of freightmovements, but how this freight is moving. New modesof production are concomitant with new modes of dis-tribution, which brings forward the realm of logistics;

the science of physical distribution. Although it repre-sents an entire system of space/time interdependencies,we believe that physical distribution has been neglectedin current geographical, urban or regional studies.

Up to recently, geography did not pay much atten-tion to logistics and freight transportation, as the focuswas mainly on passengers and individual mobility issues.Textbooks on urban or general transport geography,like those edited by Hanson (1995), Taaffe et al. (1996)or Hoyle and Knowles (1998), now raise more freightrelated questions than they did in earlier editions, par-ticularly with regard to trade and ports. The latter isprobably the only logistics subject that received majorreference from academic geography. Other core spatialimplications of distribution and logistics have been di-rectly addressed in geography by few authors whodeveloped an insight into wholesale activities and theirgeographical distribution (Glasmeier, 1992; McKinnon,1983, 1988, 1998; Riemers, 1998; Vance, 1970). Fol-lowing the nature of retailing as an originally distribu-tive activity, geographic research on retail andconsumption is of interest in the logistics context too.However, retail geography does not pay much attentionto distribution changes (Marsden and Wrigley, 1996),

* Corresponding author. Tel.: +49-30-838-70209; fax: +49-30-838-70749.

E-mail address: mhesse@zedat.fu-berlin.de (M. Hesse).

0966-6923/$ - see front matter ! 2003 Elsevier Ltd. All rights reserved.doi:10.1016/j.jtrangeo.2003.12.004

Journal of Transport Geography 12 (2004) 171–184

www.elsevier.com/locate/jtrangeo

This article was downloaded by: [Chalmers University of Technology]On: 20 August 2013, At: 00:49Publisher: Taylor & FrancisInforma Ltd Registered in England and Wales Registered Number: 1072954 Registeredoffice: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK

International Journal of Logistics

Research and Applications: A Leading

Journal of Supply Chain ManagementPublication details, including instructions for authors andsubscription information:http://www.tandfonline.com/loi/cjol20

Centralised distribution systems and

the environment: how increased

transport work can decrease the

environmental impact of logistics

Christofer Kohn a & Maria Huge Brodin a

a Division of Logistics Management, Department of Managementand Engineering (IEI), Linköping University, SE 581 83, Linköping,SwedenPublished online: 07 Apr 2008.

To cite this article: Christofer Kohn & Maria Huge Brodin (2008) Centralised distribution systemsand the environment: how increased transport work can decrease the environmental impact oflogistics, International Journal of Logistics Research and Applications: A Leading Journal of SupplyChain Management, 11:3, 229-245

To link to this article: http://dx.doi.org/10.1080/13675560701628919

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Increasing customer value anddecreasing distribution costs

with merge-in-transitMikko Karkkainen, Timo Ala-Risku and Jan HolmstromDepartment of Industrial Engineering and Management, Helsinki

University of Technology, Helsinki, Finland

Keywords Logistics, Supply-chain management, Customers, Value, Distribution, Strategy

Abstract A broad product assortment is usually valued highly by customers. However, holding agreat number of product variants in inventory increases the costs of a supplier. It is possible toreduce need for warehousing with direct deliveries from manufacturing units, but customer valueis reduced when orders are received on several shipments. Merge-in-transit is a distributionmethod in which goods shipped from several supply locations are consolidated into one finalcustomer delivery while they are in transit. This article examines the effects of merge-in-transitdistribution on delivery costs. The analysis is performed with a maintenance, repair, andoperations products distributor as the case company. The evidence in this article supports the claimof merge-in-transit being a cost efficient distribution alternative in business networks. Based on theresults advocates that companies in multi-company networks should study the possibility of usingthe merge-in-transit delivery model.

IntroductionPresenting more valuable solutions to customers while decreasing theassociated costs is the biggest challenge and main goal in supply chainmanagement (Hoover et al., 2001, p. 7). The traditional way to create customervalue is to offer a broad assortment of products at as low a price as possible(Bowersox et al., 2000). However, broadening the product assortment alsoincreases the costs of the supplier (Putsis and Bayus, 2001; Boatwright andNunes, 2001). Successful companies create customer value in such a way thatan optimal cost/benefit trade-off is reached and the profit contribution for thecompany is maximised (Christopher, 1992, pp. 24-52). Nevertheless, the mostvaluable solutions are those that increase customer value while simultaneouslyreducing costs.

Providing all the products that the customer needs, and delivering them inone drop-off is a valuable service for the customer (Bowersox et al., 2000). Awide product offering is important as customers can then use fewer suppliers,reducing their co-ordination and transaction costs (Daniels and Klimis, 1999).Getting everything delivered in one lot is important for the customer, because

The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at

http://www.emeraldinsight.com/researchregister http://www.emeraldinsight.com/0960-0035.htm

The authors would like to acknowledge Hannu Heikkonen from Kauppatalo Hansel Oy for hisco-operation, and his fruitful ideas during the case study. The authors are also indebted toTEKES, Tekniikan edistamissaatio and Kuorma-autoliikenteen Volvo-saatio for the funding ofthis research.

IJPDLM33,2

132

International Journal of PhysicalDistribution & Logistics ManagementVol. 33 No. 2, 2003pp. 132-148q MCB UP Limited0960-0035DOI 10.1108/09600030310469144

Performance issues of SmartTransportation Management

systemsGunnar Stefansson

Department of Industrial and Mechanical Engineering and Computer Science,University of Iceland, Reykjavik, Iceland and

Division of Logistics and Transportation, Chalmers University of Technology,Goteborg, Sweden, and

Kenth LumsdenDivision of Logistics and Transportation, Chalmers University of Technology,

Goteborg, Sweden

AbstractPurpose – The purpose of this paper is to use the conceptual model of the Smart TransportationManagement (STM) system and analyze how the included factors change the performance ofdistribution activities and what management issues are at stake.

Design/methodology/approach – To prepare the paper, a literature study was made and casestudies carried out in companies and organizations that are included in advanced transportation setups,including infrastructure providers, carriers, truck manufacturers, software providers, shippers, and more.

Findings – The main finding of the study is a model that includes three major components of smarttransportation management, namely, smart goods, smart vehicles and smart infrastructure. Thesecomponents embrace some factors that have effects on supply chain performance; however, todifferent extents.

Research limitations/implications – The paper uses a framework for the smart transportationmanagement system that is useful when studying advanced transportation management systems, thefunctions that need to be supported and what factors have effects on supply chain performance.

Practical implications – Practical implications are mainly based on the structure of the smarttransportation system that is used and the identified factors that affect the performance of the supplychain, as these factors can be influenced by logistics management.

Originality/value – The framework used in this research is a new development that collectsadvanced functions of goods identification, vehicle information systems and infrastructure systemsinto one conceptual model for smart transportation management that include some factors that areaffecting supply chain performance.

Keywords Transportation, Supply chain management, Performance management

Paper type Research paper

IntroductionIn the pursuit of higher efficiencies in companies’ supply chains, new business modelsare engaging an increasing number of participants, making the management of thechains, including transportation operations, more difficult and the risk for exceptionshigher. By employing more complex business models, the need for more customizedlogistics solutions increases and the need for more efficient execution escalates.Efficient execution relies on better planning that in turn calls for better information andbetter monitoring and controlling of transportation operation. The complex services

The current issue and full text archive of this journal is available at

www.emeraldinsight.com/1741-0401.htm

IJPPM58,1

54

International Journal of Productivityand Performance ManagementVol. 58 No. 1, 2009pp. 54-70q Emerald Group Publishing Limited1741-0401DOI 10.1108/17410400910921083

Book (midterm tests)Papers (midterm tests and seminars)Case part 1Case part 2

100 points max

The midterm tests

Double loop?How can I ensure understanding?

Reflection?

Workload for me?

Scalability?

Again in the

exam week Week 4 and 6 (of 7)

24 questions

Two alternatives: 0 and 1Mean Squared Error (MSE)

The midterm tests

HonestyReflection

Think - don’t guess Quick feedback

The midterm tests - goals

Mean Squared Error

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or^

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Error0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1

…but a colleague from another university has

done this before

I have searched and found no literature…

Mean Squared Error

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Risky behaviour does not pay

MSE

Exams :( [Day 12] by Alex France on Flickr (CC-BY,SA) MSE=Mean Squared Error

Mean value is calculated

1 0,5 0,5 0,25

Right answer

Your answer Error Error2

0 0 0 0

1 1 0 0

0 0,15 0,15 0,0225

0,2725

0,13625

Sum

Average

1

Question

2

3

4MSE

MSE-method

Exams :( [Day 12] by Alex France on Flickr (CC-BY,SA) MSE=Mean Squared Error

Points

0,05 25

MSE Points

0,10 20

0,15 15

0,20 10

5

Grade

5

4

3

Max

Guess 0,5 on 20% of the questions

Guess 0,5 on 40% of the questions

Guess 0,5 on 60% of the questions

Guess 0,5 on 80% of the questions

Usage of resultsQuestion 1 Question 2 Question 3 MSE

Student 1 0 0 0,6 0,12

Student 2 1 1 1 1

Student 3 0 0,8 0,4 0,27

MSE 0,33 0,55 0,51

Rank 3 1 2

Their results

My results

Feedback films

Second loop

Statistics

Answers

This Book by Bob AuBuchon on Flickr (CC-BY,NC,ND)

OUTSOURCING LOGISTICS IN PARTNERSHIPS

– DRIVING FORCES AND EFFECTS

Dan Andersson Logistics and Transport Systems

Department of Management and Economics Linköping University

S-581 83 LINKÖPING, Sweden Phone: +46 13 28 15 21 Fax: +46 13 28 25 13

E-mail: DanAn@eki.liu.se

ABSTRACT

An increase in the outsourcing of logistics in partnerships between shippers and service providers has been observed. Expected positive cost and service effects are important driving forces for the outsourcing of logistics. Linked to the cost aspects is also a desire to reduce investments. It could be a question of transforming fixed costs to variable, or to facilitate fast and radical restructuring of supply chains. Finally, one of the single most important driving forces is the shipper's ambition to concentrate on core business.

Logistics partnerships have been observed to have a positive effect on the following four areas at the shippers: cost, service, restructuring of supply chains, and control. The shippers believe that efficient operations, economies of scale and scope, and provider knowledge, have positive effects on costs and service.

Research papers

2 seminars

Each group has 1 paper

Present

Explain

Discuss

The case

50% of the course Groups of 5

students

Two parts (20 + 30 points) A lot of work!

The case

Fake company: Apelsin AB Makes computers

Rich backstory

Needs help in planning future distribution

systemEnd result:

A solutions pitch + a short report

The case

Real data Missing data

Meetings with CEO

Software Proxio Optimizer

Open-ended (very frustrating)

Obscure data

The case - methods used

Recording of CEO meetings

Random presenters

Structured grading

Filmed presentations

Closed meetings (not final presentation)

The midterm tests - reflections

Better than exams

Two or even three loopsI get to know what

they don’t know

…and what they think they know but

don’t

Easy to grade

Seems to work…

Scalable

This Book by Bob AuBuchon on Flickr (CC-BY,NC,ND)

OUTSOURCING LOGISTICS IN PARTNERSHIPS

– DRIVING FORCES AND EFFECTS

Dan Andersson Logistics and Transport Systems

Department of Management and Economics Linköping University

S-581 83 LINKÖPING, Sweden Phone: +46 13 28 15 21 Fax: +46 13 28 25 13

E-mail: DanAn@eki.liu.se

ABSTRACT

An increase in the outsourcing of logistics in partnerships between shippers and service providers has been observed. Expected positive cost and service effects are important driving forces for the outsourcing of logistics. Linked to the cost aspects is also a desire to reduce investments. It could be a question of transforming fixed costs to variable, or to facilitate fast and radical restructuring of supply chains. Finally, one of the single most important driving forces is the shipper's ambition to concentrate on core business.

Logistics partnerships have been observed to have a positive effect on the following four areas at the shippers: cost, service, restructuring of supply chains, and control. The shippers believe that efficient operations, economies of scale and scope, and provider knowledge, have positive effects on costs and service.

Research papers - reflections

A good way to engage students Keeps course

content current

Random presentations: Good!

A good way to include research in

the course

The case - reflections

Frustrating with open-ended tasks

A lot of work for the students

Build FAQ

Random presenters: Good!

Very fun! And difficult…

Resembles reality

Next year

New papers Develop case further

More videos!

Electronic tests?

Keep the MSE scoring

Pedagogical project 2013 Course development

!Per Olof Arnäs

Technology Management and Economics per-olof.arnas@chalmers.se slides on slideshare.net/poar

New Science Lecture Theatre at UCT by Ian Barbour on Flickr (CC-BY,SA)