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The article discusses the potential of blockchain technology as a solution to challenges and issues in the ocean transportation industry. Among the challenges in the sector are tough price competition, high fuel costs, and long wait and transport times. Also cited are the issue of ransomware attack, and the planned permissioned, authorization, consolidation and expansion (PACE) program to use blockchain in supply chain management.

The article focuses on the vulnerability and future of online retailing along with effects on logistics service providers and transportation companies. Topics include price competition, shipment fees, and the impact of globalization on online retailers. The failure of online retailing will have a substantial economic effect.

The article presents questions and answers related to investment community fund; free shipping; and interest rates and oil prices rise.

The article focuses on the challenges of third-party logistics (3PL) companies in electronic (e)-commerce company Amazon.com Inc. and technological innovations. Topics mentioned include the several changes in the North American e-commerce industry which include e-commerce growth, shorter delivery trips, and expansion of mobile services, the customer services management, and the development of competition in 3PL.

The article highlights the most important observations on the third-party logistics market based on the data generated in the third-party logistic (3PL) user and 3PL chief executive officer (CEO) studies conducted over the past 25 years. The observations discussed include the specific events, such mergers and acquisitions, corporate reorganizations and changes in leaderships, that triggered the initial use of 3PL services and the source of the mandate in considering the use of 3PL services.

In this article, the author discusses the history of third-party logistics (3PL) for supply chain management. He examines the industry's dynamics and its impact on the field of logistics and supply chain management. Topics discussed include logistics outsourcing, initiation of 3PLs operations as subsidiaries of transportation and warehousing companies, and the initial use of 3PL services as a result of mergers and acquisitions, corporate reorganizations, and changes in leadership.

The article presents steps for third-party logistics providers (3PLs) to sharpen their brand message and differentiate their services in the competitive marketplace. It cites the idea of defining the brand, mission and key points of difference, as well as developing an integrated messaging plan. Steps to be considered by 3PLs in developing, refining and strengthening their brands are also provided.

The article offers information on improving the brand message of the third-party logistics providers (3PLs). It presents the steps that the companies should take in refining their brands, including the definition of mission and key points of difference, and the development of messaging plans. It is suggested that companies should focus on strategy and planning.

Focuses on the United States third-party logistics (3PL) industry as seen by the chief executive officers of the largest service providers during the period 1995 to 2005. Resiliency of an industry that has changed with user demands and an increasingly global economy; Collaborative nature of 3PL relationships; Increasing selectivity of 3PLs about who they do business with. INSET: Lessons Learned About the Industry.

The article offers information on the building and sustaining university supply chain management programs Topics discussed include continuous need to remind faculty colleagues and administrators of the value of supply chain programs; recognize the precarious position of supply chain management programs; and develop linkages with colleagues in other functional areas of universities.