The logistics outsourcing partnership has a split personality. On one hand, it is often presented as a tried and trusted business move, governed by a few basic principles to ensure smooth sailing. References and case studies abound to show how organisations use logistics outsourcing to become more efficient and more profitable. On the other hand, a number of pundits still consider logistics outsourcing to be an emerging industry, with estimates that as much as 50 per cent of such outsourcing ventures fail to meet expectations. The partnership may start off with the best intentions, but something somewhere isn't working like it should. Could it be that the 'rules' about how to succeed with logistics outsourcing partnerships no longer correspond to what is really needed?
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