Business Models for Advanced ICT in Logistics
This scientific work explains how ICT together with an innovative business approach may enhance supply chains. The presented results derive from the application of a novel methodology developed to study the evolution of the business models of different bu
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Abstract This scientific work explains how ICT together with an innovative business approach may enhance supply chains. The presented results derive from the application of a novel methodology developed to study the evolution of the business models of different business actors belonging to a business ecosystem focused on co-modal logistics networks. Each type of actors is pursuing its own value system on the basis of the key elements that identify and characterize the nature of its activities and business. The focus of the business models is on the key elements that characterize the value-creation links between the involved actors in the proposed Logistics Reference Value Chain. The presented work focuses on broadening and exploring the traditional concepts of business models showing their evolution when considering the future business environment. Two cases studies are presented to show in practical terms the evolution of the business models of the involved logistics actors in a business ecosystem and to present concrete examples from industries.
1 Introduction Corporate managers traditionally have viewed logistics as a mandatory cost bucket. But top-performing companies now recognize that supply chain and logistics can be more than that: it can be the source of competitive advantage. This strategic shift opens up significant growth opportunities for logistic services providers, with winners using different paths and business models to foster growth (Rousseau et al. 2012). As customers enter new markets, especially in emerging economies, they are demanding much more than traditional transportation and warehousing services from their freight forwarding and contract logistics providers. The ability to offer new, value-added services such as warranty processing, returns management and V. Boschian Department of Engineering and Architecture, University of Trieste, Trieste, Italy e-mail: [email protected] P. Paganelli (*) Bluegreen Strategy SRL, Via Sebastiano Serlio 24, 48128 Bologna, Italy e-mail: [email protected] © Springer International Publishing Switzerland 2016 M. Lu, J. De Bock (eds.), Sustainable Logistics and Supply Chains, Contributions to Management Science, DOI 10.1007/978-3-319-17419-8_2
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light manufacturing is now a differentiator, as is providing services such as customs and insurance brokerage, and trade and transportation management (Accenture 2012). Therefore, along with warehousing services (picking up, packing and labelling), contract logistics suppliers have extended their traditional core into extra valueadded services, such as postponed manufacturing (light assembly, kitting, manufacturing and quality control), and even payment and customer management (Rousseau et al. 2012). Almost all of the major third-party logistics players evolved from a core business into operations with diverse activities. For example, Kuehne & Nagel started out in freight forwarding and Norbert Dentressangle began in road transport. However, these
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