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Published: Nov, 2015 | Pages:
187 | Publisher: Radiant Insights Inc.
Industry: Technology & Media | Report Format: Electronic (PDF)
The Report Contains Third Party Logistics (3PL) Market Size By Service (Domestic Transportation Management, Dedicated Contract Carriage, International Transportation Management, Software, Warehousing & Distribution), Competitive Analysis & Forecast To 2020 Industry Overview Global Third Party Logistics (3PL) market size is estimated to reach over USD 925.31 billion by 2020, growing at over 4% from 2014 to 2020. Reduced cost of shipping coupled with increasing focus on core business activities is predictable to spur demand growth during the next few years. With increasing freight rates, shippers are in need for opportunities to pull costs out of the supply chain. 3PL providers steward progression in optimizing transportation costs by prescribing effective and prompt supply chain solutions. The growth of e-commerce and entrepreneurial ventures has stoked demand for specialized logistics and supply chain execution capabilities. S/W was valued USD 17 billion in 2013 and is likely to attain USD 26 billion by 2020, growing at CAGR of over 6% during the forecast period. Outsourcing product fulfillment operations offers several benefits of an entire logistics set-up which include warehousing, order processing equipment, computer and software systems, without the fixed overheads. Firms having less in-house resources to handle logistics can manage high order volume more economically by outsourcing their logistics. Leading vendors use latest IT software and applications which enhances the distribution coverage and provides quality service to the customers. Omni-channel distribution has gained prominence over the last five years, primarily due to increased use of online marketing. Sluggish economic growth, emphasis on cost and risk containment, and inconsistent freight volumes has adversely affected the global 3PL market size. Due to economic decline, shippers concentrated their outsourcing requirements to a few close suppliers; resulting in a number of ceasing operations. Tepid economic activity has resulted in highly variable or neutral demand for outsourced logistics services. Thus, economic factors severely impact the profitability and future viability of key manufacturers, which may negatively impact 3PL market growth.China 3PL market size, by service, 2012-2020 (USD Billion)Service Overview ITM market size was valued USD 240 billion in 2013, and was the prime service segment. It is liable to witness substantial gains, with forecast of over USD 305 billion. DTM was expected to exceed over USD 315 billion by 2020. It involves freight brokerage and value-added transportation management services, which is likely to mature over the forecast period. W&D accounted for over 22% of the industry revenue in 2013. It includes long-term contract warehousing or distribution center operations with several value-additions. Refrigerated grocery and pharmaceutical applications comprise the foremost growth areas for value-added warehousing services. Regional Overview Asia Pacific 3PL market was valued over USD 225 billion in 2013 and is expected to reach USD 320 billion by 2020 at a CAGR of 5% over the coming few years. Europe was anticipated to attain USD 190 billion by 2020, with gains estimated of over 2.5% from 2014 to 2020. Europe’s growth prospects have subsided due to the negative impact of the Eurozone crisis, however, rebound in demand from life science and automotive industries are expected to drive the rejuvenation of the demand growth. North America 3PL market was valued over USD 190 billion in 2014 and is likely to reach USD 245 billion by 2020. The region is expected to observe high growth owing to steadily reducing transportation and labor costs in the U.S. and Mexico coupled with technological innovation in logistics software in the U.S. Competitive Market Share The global 3PL market share is moderately competitive, with top participants accounting majority demand in 2013. C.H. Robinson provides sourcing, transportation and consulting services to companies of all sizes, thereby offering them significant competitive advantage. It helps companies to gain full visibility across orders and costs by using integrated technology to gather data. The company leverages the expertise of skilled logistics employees for solving transportation problems with the help of detailed analysis of industry conditions. Other major companies include UPS Supply Chain Solutions, Kuehne + Nagel, Expeditors International of Washington, J.B. Hunt (JBI, DCS & ICS) and Deutsche Post DHL (Exel) among others.
Table of Contents Chapter 1 Executive Summary Chapter 2 3PL Industry Overview 2.1 Market segmentation 2.2 Market Size and growth prospects 2.3 3PL - Value Chain Analysis 2.3.1 Inbound Process Value Chain 2.3.2 Outbound Process Value Chain 2.3.3 Returns Process Value Chain 2.3.3.1 Client to Supplier 2.3.3.2 Customer to Client 2.3.4 3PL market – Acquisition landscape 2.4 3PL – Market Dynamics 2.4.1 Market driver analysis 2.4.1.1 Increased focus on core business activities 2.4.1.2 Reduced cost of shipping through 3PL 2.4.2 Market restraint analysis 2.4.2.1 Economic downturn 2.5 Key Opportunities Prioritized 2.6 Industry Analysis – Porter’s 2.7 3PL - Key company analysis, 2013 2.8 3PL – PESTEL Analysis Chapter 3 3PL Service Overview 3.1 3PL market share by service, 2013 & 2020 3.2 Dedicated Contract Carriage (DCC) 3.3 Domestic Transportation Management (DTM) 3.4 International Transportation Management (ITM) 3.5 Warehousing & Distribution 3.6 Logistics Software Chapter 4 3PL Regional Overview 4.1 3PL market share by region, 2013 & 2020 4.2 North America 4.2.1 North America 3PL market by service, 2012 – 2020 4.2.2 U.S. 4.2.2.1 U.S. 3PL market by service, 2012 – 2020 4.2.3 Canada 4.2.3.1 Canada 3PL market by service, 2012 – 2020 4.2.4 Mexico 4.2.4.1 Mexico 3PL market by service, 2012 – 2020 4.3 Europe 4.3.1 Europe 3PL market by service, 2012 – 2020 4.3.2 Germany 4.3.2.1 Germany 3PL market by service, 2012 – 2020 4.3.3 UK 4.3.3.1 UK 3PL market by service, 2012 – 2020 4.3.4 France 4.3.4.1 France 3PL market by service, 2012 – 2020 4.3.5 Italy 4.3.5.1 Italy 3PL market by service, 2012 – 2020 4.4 Asia Pacific 4.4.1 Asia Pacific 3PL market by service, 2012 – 2020 4.4.2 China 4.4.2.1 China 3PL market by service, 2012 – 2020 4.4.3 India 4.4.3.1 India 3PL market by service, 2012 – 2020 4.4.4 Japan 4.4.4.1 Japan 3PL market by service, 2012 – 2020 4.4.5 Australia 4.4.5.1 Australia 3PL market by service, 2012 – 2020 4.5 RoW 4.5.1 RoW 3PL market by service, 2012 – 2020 4.5.2 Brazil 4.5.2.1 Brazil 3PL market by service, 2012 – 2020 Chapter 5 Company Profiles 5.1 Americold 5.1.1 Company Overview 5.1.2 Financial Performance 5.1.3 Product Benchmarking 5.1.4 Strategic Initiatives 5.2 BDP International 5.2.1 Company Overview 5.2.2 Financial Performance 5.2.3 Product Benchmarking 5.2.4 Strategic Initiatives 5.3 Burris Logistics 5.3.1 Company Overview 5.3.2 Financial Performance 5.3.3 Product Benchmarking 5.3.4 Strategic Initiatives 5.4 C.H. Robinson Worldwide 5.4.1 Company Overview 5.4.2 Financial Performance 5.4.3 Product Benchmarking 5.4.4 Strategic Initiatives 5.5 CEVA Logistics 5.5.1 1.5.1 Company Overview 5.5.2 Financial Performance 5.5.3 Product Benchmarking 5.5.4 Strategic Initiatives 5.6 Coyote Logistics 5.6.1 Company Overview 5.6.2 Financial Performance 5.6.3 Product Benchmarking 5.6.4 Strategic Initiatives 5.7 DB SCHENKER Logistics 5.7.1 Company Overview 5.7.2 Financial Performance 5.7.3 Product Benchmarking 5.7.4 Strategic Initiatives 5.8 Exel 5.8.1 Company Overview 5.8.2 Financial Performance 5.8.3 Product Benchmarking 5.8.4 Strategic Initiatives 5.9 Expeditors International of Washington 5.9.1 Company Overview 5.9.2 Financial Performance 5.9.3 Product Benchmarking 5.10 FedEx 5.10.1 Company Overview 5.10.2 Financial Performance 5.10.3 Product Benchmarking 5.10.4 Strategic Initiatives 5.11 GENCO 5.11.1 Company Overview 5.11.2 Financial Performance 5.11.3 Product Benchmarking 5.11.4 Strategic Initiatives 5.12 J.B. Hunt 5.12.1 Company Overview 5.12.2 Financial Performance 5.12.3 Product Benchmarking 5.12.4 Strategic Initiatives 5.13 Kuehne + Nagel 5.13.1 Company Overview 5.13.2 Financial Performance 5.13.3 Product Benchmarking 5.13.4 Strategic Initiatives 5.14 Landstar, Inc. 5.14.1 Company Overview 5.14.2 Financial Performance 5.14.3 Product Benchmarking 5.14.4 Strategic Initiatives 5.15 Menlo Logistics, Inc. 5.15.1 Company Overview 5.15.2 Financial Performance 5.15.3 Product Benchmarking 5.15.4 Strategic Initiatives 5.16 Ozburn-Hessey Logistics, Inc. 5.16.1 Company Overview 5.16.2 Financial Performance 5.16.3 Product Benchmarking 5.16.4 Strategic Initiatives 5.17 Panalpina, Inc. 5.17.1 Company Overview 5.17.2 Financial Performance 5.17.3 Product Benchmarking 5.17.4 Strategic Initiatives 5.18 Ryder Supply Chain Solutions, Inc. 5.18.1 Company Overview 5.18.2 Financial Performance 5.18.3 Product Benchmarking 5.18.4 Strategic Initiatives 5.19 Schneider Logistics, Inc. 5.19.1 Company Overview 5.19.2 Financial Performance 5.19.3 Product Benchmarking 5.20 Total Quality logistics, Inc. 5.20.1 Company Overview 5.20.2 Financial Performance 5.20.3 Product Benchmarking 5.20.4 Strategic Initiatives 5.21 Transplace, Inc. 5.21.1 Company Overview 5.21.2 Financial Performance 5.21.3 Product Benchmarking 5.21.4 Strategic Initiatives 5.22 Unyson Logistics, Inc. 5.22.1 Company Overview 5.22.2 Financial Performance 5.22.3 Product Benchmarking 5.22.4 Strategic Initiatives 5.23 UPS Supply Chain Solutions, Inc. 5.23.1 Company Overview 5.23.2 Financial Performance 5.23.3 Product Benchmarking 5.23.4 Strategic Initiatives 5.24 UTi Worldwide, Inc. 5.24.1 Company Overview 5.24.2 Financial Performance 5.24.3 Product Benchmarking 5.24.4 Strategic Initiatives 5.25 XPO Logistics 5.25.1 Company Overview 5.25.2 Financial Performance 5.25.3 Product Benchmarking 5.25.4 Strategic Initiatives Chapter 6 Methodology and Scope 6.1 Research Methodology 6.2 Research Scope & Assumptions 6.3 List of Data Sources
List of Tables TABLE 1 3PL – Industry Summary & Critical Success Factors (CSFs) TABLE 2 Global 3PL market, (USD Billion), 2012 - 2020 TABLE 3 Global 3PL market by region, (USD Billion), 2012 - 2020 TABLE 4 Global 3PL market by service, (USD Billion), 2012 - 2020 TABLE 5 3PL market – Acquisition landscape TABLE 6 Global DCC demand (USD Billion), 2012 - 2020 TABLE 7 Global DCC demand by region (USD Billion), 2012 - 2020 TABLE 8 Global DTM demand (USD Billion), 2012 - 2020 TABLE 9 Global DTM demand by region (USD Billion), 2012 - 2020 TABLE 10 Global ITM demand (USD Billion), 2012 - 2020 TABLE 11 Global ITM demand by region (USD Billion), 2012 - 2020 TABLE 12 Global warehousing & distribution demand (USD Billion), 2012 - 2020 TABLE 13 Global warehousing & distribution demand by region (USD Billion), 2012 - 2020 TABLE 14 Global logistics software demand (USD Billion), 2012 - 2020 TABLE 15 Global logistics software demand by region (USD Billion), 2012 - 2020 TABLE 16 North America 3PL market by service (USD Billion), 2012 – 2020 TABLE 17 U.S. 3PL market by service (USD Billion), 2012 – 2020 TABLE 18 Canada 3PL market by service (USD Billion), 2012 – 2020 TABLE 19 Mexico 3PL market by service (USD Billion), 2012 – 2020 TABLE 20 Europe 3PL market by service (USD Billion), 2012 – 2020 TABLE 21 Germany 3PL market by service (USD Billion), 2012 – 2020 TABLE 22 UK 3PL market by service (USD Billion), 2012 – 2020 TABLE 23 France 3PL market by service (USD Billion), 2012 – 2020 TABLE 24 Italy 3PL market by service (USD Billion), 2012 – 2020 TABLE 25 Asia Pacific 3PL market by service (USD Billion), 2012 – 2020 TABLE 26 China 3PL market by service (USD Billion), 2012 – 2020 TABLE 27 India 3PL market by service (USD Billion), 2012 – 2020 TABLE 28 Japan 3PL market by service (USD Billion), 2012 – 2020 TABLE 29 Australia 3PL market by service (USD Billion), 2012 – 2020 TABLE 30 RoW 3PL market by service (USD Billion), 2012 – 2020 TABLE 31 Brazil 3PL market by service (USD Billion), 2012 – 2020 List of Figures FIG. 1 3PL Market Segmentation FIG. 2 Global 3PL market (USD Billion), 2012 - 2020 FIG. 3 Components and Processes of 3PL Value Chain FIG. 4 3PL Inbound Process Value Chain Analysis FIG. 5 3PL Outbound Process Value Chain Analysis FIG. 6 3PL Client to Supplier Returns Process Value Chain Analysis FIG. 7 3PL Customer to Client Returns Process Value Chain Analysis FIG. 8 3PL - Market Dynamics FIG. 9 3PL market key opportunities prioritized FIG. 10 3PL – Porter’s Analysis FIG. 11 3PL Market– PESTEL Analysis FIG. 12 3PL market share by service, 2013 & 2020 FIG. 13 Global DCC demand (USD Billion), 2012 – 2020 FIG. 14 Global DTM demand (USD Billion), 2012 – 2020 FIG. 15 Global ITM demand (USD Billion), 2012 – 2020 FIG. 16 Global warehousing & distribution demand (USD Billion), 2012 – 2020 FIG. 17 Global logistics software demand (USD Billion), 2012 – 2020 FIG. 18 3PL market share by region, 2013 & 2020 FIG. 19 North America 3PL market by service (USD Billion), 2012 – 2020 FIG. 20 U.S. 3PL market by service (USD Billion), 2012 – 2020 FIG. 21 Canada 3PL market by service (USD Billion), 2012 – 2020 FIG. 22 Mexico 3PL market by service (USD Billion), 2012 – 2020 FIG. 23 Europe 3PL market by service (USD Billion), 2012 – 2020 FIG. 24 Germany 3PL market by service (USD Billion), 2012 – 2020 FIG. 25 UK 3PL market by service (USD Billion), 2012 – 2020 FIG. 26 France 3PL market by service (USD Billion), 2012 – 2020 FIG. 27 Italy 3PL market by service (USD Billion), 2012 – 2020 FIG. 28 Asia Pacific 3PL market by service (USD Billion), 2012 – 2020 FIG. 29 China 3PL market by service (USD Billion), 2012 – 2020 FIG. 30 India 3PL market by service (USD Billion), 2012 – 2020 FIG. 31 Japan 3PL market by service (USD Billion), 2012 – 2020 FIG. 32 Australia 3PL market by service (USD Billion), 2012 – 2020 FIG. 33 RoW 3PL market by service (USD Billion), 2012 – 2020 FIG. 34 Brazil 3PL market by service (USD Billion), 2012 – 2020
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