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市場調查報告書

第三方物流 (3PL) 的全球市場 - 各服務 (專屬契約運輸、國內運輸管理、國際運輸管理、倉庫保管、配送、軟體) 分析及到2020年的各市場區隔預測

Third Party Logistics (3PL) Market Analysis By Service (Dedicated Contract Carriage, Domestic Transportation Management, International Transportation Management, Warehousing And Distribution, Software) And Segment Forecasts To 2020

出版商 Grand View Research, Inc. 商品編碼 342332
出版日期 內容資訊 英文 187 Pages
商品交期: 最快1-2個工作天內
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第三方物流 (3PL) 的全球市場 - 各服務 (專屬契約運輸、國內運輸管理、國際運輸管理、倉庫保管、配送、軟體) 分析及到2020年的各市場區隔預測 Third Party Logistics (3PL) Market Analysis By Service (Dedicated Contract Carriage, Domestic Transportation Management, International Transportation Management, Warehousing And Distribution, Software) And Segment Forecasts To 2020
出版日期: 2015年02月01日 內容資訊: 英文 187 Pages
簡介

第三方物流 (3PL:物流業務委託) 的全球市場,今後預計受企業物流等二次業務活動外包化的潮流所支撐,2020年達到9253億1000萬美元規模。由於全球化發展帶來的供應鏈擴散使管理業務困難,在批發業,零售業等中有數家企業趨向將自家公司的物流功能外包化之下,巨量資料,及可利用的產業特殊化第三方物流的登場為首的新興趨勢,預計推動市場。

本報告以第三方物流的全球市場為焦點,提供各服務 (專屬契約運輸、國內運輸管理、國際運輸管理、倉庫保管及配送、物流軟體)、地區 (北美、歐洲、亞太地區、其他) 的2012-2020年的收益額檢驗、預測。

第1章 摘要整理

  • 第三方物流 (3PL:物流業務委託) - 產業摘要和重要成功係數 (CSF)

第2章 第三方物流產業概況

  • 市場區隔
  • 市場規模與成長預測
  • 第三方物流的價值鏈分析
  • 第三方物流的市場動態
    • 市場推動要素分析
    • 阻礙市場要素分析
  • 重要機會的優先順序評估
  • 產業分析 - Porter法
  • 第三方物流 - 主要企業分析
  • 第三方物流市場 PESTEL分析

第3章 第三方物流的各服務類別概況

  • 專屬契約運輸
    • 全球市場的估算與預測
  • 國內運輸管理
    • 全球市場的估算與預測
  • 國際運輸管理
    • 全球市場的估算與預測
  • 倉庫保管及配送
    • 全球市場的估算與預測
  • 物流軟體
    • 全球市場的估算與預測

第4章 第三方物流的各地區概況

  • 北美
    • 第三方物流市場 - 各服務類別
    • 美國
      • 第三方物流市場 - 各服務類別
    • 加拿大
      • 第三方物流市場 - 各服務類別
    • 墨西哥
      • 第三方物流市場 - 各服務類別
  • 歐洲
    • 第三方物流市場 - 各服務類別
    • 法國
      • 第三方物流市場 - 各服務類別
    • 德國
      • 第三方物流市場 - 各服務類別
    • 義大利
      • 第三方物流市場 - 各服務類別
    • 英國
      • 第三方物流市場 - 各服務類別
  • 亞太地區
    • 第三方物流市場 - 各服務類別
    • 澳洲
      • 第三方物流市場 - 各服務類別
    • 中國
      • 第三方物流市場 - 各服務類別
    • 印度
      • 第三方物流市場 - 各服務類別
    • 日本
      • 第三方物流市場 - 各服務類別
  • 其他地區
    • 第三方物流市場 - 各服務類別
    • 巴西
      • 第三方物流市場 - 各服務類別

第5章 競爭環境 (企業概要、財務成績、產品基準、戰略構想)

  • Americold
  • BDP International
  • Burris Logistics
  • C.H. Robinson Worldwide
  • CEVA Logistics
  • Coyote Logistics
  • DB Schenker Logistics
  • Exel
  • Expeditors International of Washington
  • FedEx

第6章 方法與範圍

  • 調查方法
  • 調查的範圍與前提
  • 資訊來源一覽
目錄

The global 3PL market is expected to reach USD 925.31 billion by 2020. Increased convergence on core competencies by outsourcing secondary business activities such as logistics is expected to drive the 3PL market over the forecast period.

Infeasibility in managing geographically dispersed supply chain operations as a result of increased globalization has led to several companies outsourcing their logistics function. Emerging trends such as Big Data and availability of industry-tailored 3PL services are expected to drive the market over the forecast period. Lack of internal control for addressing logistical challenges has led to increased outsourcing by wholesalers and retailers, thereby providing a fillip to the 3PL industry.

Further key findings from the study suggest:

DCC is expected to be a fast growing segment of the trucking and distribution industry, with several prominent retailers such as Wal-Mart, Target, and Kroger catering to the service in order to increase truck capacity and reduce costs. DTM, which involves value-added transportation management services and freight brokerage, is expected to grow consistently throughout the forecast period. Refrigerated grocery and pharmaceutical applications are expected to emerge as the major growth areas for value-added warehousing services.

Asia Pacific accounted for over 30% of the market share in 2013, which can be primarily attributed to a surge in warehousing and distribution facilities in China, India, Indonesia, Singapore, and Thailand. The North American 3PL market is expected to witness high growth throughout the forecast period owing to gradually reducing labor and transportation costs in the U.S. and Mexico coupled with technological advancements in logistics software in the U.S. The Eurozone crisis has considerably dampened Europe's transportation and logistics industry which has a direct bearing on the regional 3PL industry. Automotive and life science industries are expected to lead the rejuvenation of the European 3PL market.

The 3PL market is moderately fragmented due to a blend of new entrants and established players. Due to several reasons ranging from overpriced companies & negative acquisition experiences to economic uncertainties & lack of attractive targets, the merger and acquisition (M&A) activity in the industry has considerably dampened. Continuous evolution and development of latest IT & automation systems for enhancing material tracking, value addition, flexibility, and security is expected to emerge as a key differentiating parameter of judgment while selecting a logistics partner.

Logistics providers have laid emphasis on deploying cloud-based solutions to harness real-time data accessibility for reducing their IT and overhead costs. Leading players such as FedEx and Kuehne + Nagel have continuously worked towards incorporation of new features in their transportation management systems to enhance their supply chain operations. Other prominent 3PL vendors include C.H. Robinson Worldwide, DHL, J.B. Hunt, and UPS Supply Chain Solutions.

For the purpose of this study, Grand View Research has segmented the global 3PL market on the basis of service and region:

3PL Service Outlook (Revenue, USD Billion, 2012 - 2020)

  • Dedicated Contract Carriage (DCC)
  • Domestic Transportation Management (DTM)
  • International Transportation Management (ITM)
  • Warehousing & Distribution
  • Logistics Software

3PL Regional Outlook (Revenue, USD Billion, 2012 - 2020)

  • North America
  • Europe
  • Asia Pacific
  • RoW

Table of Contents

Chapter 1. Executive Summary

  • 1.1. 3PL - Industry Summary and Critical Success Factors (CSFs)

Chapter 2. 3PL Industry Outlook

  • 2.1. Market Segmentation
  • 2.2. Market Size and Growth Prospects
  • 2.3. 3PL Value Chain Analysis
  • 2.4. 3PL Market Dynamics
    • 2.4.1. Market Driver Analysis
    • 2.4.2. Market Restraint Analysis
  • 2.5. Key Opportunities Prioritized
  • 2.6. Industry Analysis - Porter's
  • 2.7. 3PL - Key company analysis, 2013
  • 2.8. 3PL Market PESTEL Analysis, 2013

Chapter 3. 3PL Service Outlook

  • 3.1. Dedicated Contract Carriage
    • 3.1.1. Global market estimates and forecasts, 2012 - 2020
  • 3.2. Domestic Transportation Management
    • 3.2.1. Global market estimates and forecasts, 2012 - 2020
  • 3.3. International Transportation Management
    • 3.3.1. Global market estimates and forecasts, 2012 - 2020
  • 3.4. Warehousing & Distribution
    • 3.4.1. Global market estimates and forecasts, 2012 - 2020
  • 3.5. Logistics Software
    • 3.5.1. Global market estimates and forecasts, 2012 - 2020

Chapter 4. 3PL Regional Outlook

  • 4.1. North America
    • 4.1.1. 3PL market by service, 2012 - 2020
    • 4.1.2. U.S.
      • 4.1.2.1. 3PL market by service, 2012 - 2020
    • 4.1.3. Canada
      • 4.1.3.1. 3PL market by service, 2012 - 2020
    • 4.1.4. Mexico
      • 4.1.4.1. 3PL market by service, 2012 - 2020
  • 4.2. Europe
    • 4.2.1. 3PL market by service, 2012 - 2020
    • 4.2.2. France
      • 4.2.2.1. 3PL market by service, 2012 - 2020
    • 4.2.3. Germany
      • 4.2.3.1. 3PL market by service, 2012 - 2020
    • 4.2.4. Italy
      • 4.2.4.1. 3PL market by service, 2012 - 2020
    • 4.2.5. UK
      • 4.2.5.1. 3PL market by service, 2012 - 2020
  • 4.3. Asia Pacific
    • 4.3.1. 3PL market by service, 2012 - 2020
    • 4.3.2. Australia
      • 4.3.2.1. 3PL market by service, 2012 - 2020
    • 4.3.3. China
      • 4.3.3.1. 3PL market by service, 2012 - 2020
    • 4.3.4. India
      • 4.3.4.1. 3PL market by service, 2012 - 2020
    • 4.3.5. Japan
      • 4.3.5.1. 3PL market by service, 2012 - 2020
  • 4.4. RoW
    • 4.4.1. 3PL market by service, 2012 - 2020
    • 4.4.2. Brazil
      • 4.4.2.1. 3PL market by service, 2012 - 2020

Chapter 5. Competitive Landscape

  • 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. 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
    • 5.9.4. Strategic Initiatives
  • 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 System
    • 5.14.1. Company Overview
    • 5.14.2. Financial Performance
    • 5.14.3. Product Benchmarking
    • 5.14.4. Strategic Initiatives
  • 5.15. Menlo Worldwide Logistics
    • 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
    • 5.16.1. Company Overview
    • 5.16.2. Financial Performance
    • 5.16.3. Product Benchmarking
    • 5.16.4. Strategic Initiatives
  • 5.17. Panalpina
    • 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
    • 5.18.1. Company Overview
    • 5.18.2. Financial Performance
    • 5.18.3. Product Benchmarking
    • 5.18.4. Strategic Initiatives
  • 5.19. Schneider
    • 5.19.1. Company Overview
    • 5.19.2. Financial Performance
    • 5.19.3. Product Benchmarking
    • 5.19.4. Strategic Initiatives
  • 5.20. Total Quality Logistics
    • 5.20.1. Company Overview
    • 5.20.2. Financial Performance
    • 5.20.3. Product Benchmarking
    • 5.20.4. Strategic Initiatives
  • 5.21. Transplace
    • 5.21.1. Company Overview
    • 5.21.2. Financial Performance
    • 5.21.3. Product Benchmarking
    • 5.21.4. Strategic Initiatives
  • 5.22. Unyson Logistic
    • 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
    • 5.23.1. Company Overview
    • 5.23.2. Financial Performance
    • 5.23.3. Product Benchmarking
    • 5.23.4. Strategic Initiatives
  • 5.24. UTi Worldwide
    • 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 & Assumption
  • 6.3. List of Data Sources

List of Tables

  • 1. 3PL - Industry Summary & Critical Success Factors (CSFs)
  • 2. Global 3PL market, (USD Million), 2012 - 2020
  • 3. Global 3PL market by region, (USD Million), 2012 - 2020
  • 4. Global 3PL market by service, (USD Million), 2012 - 2020
  • 5. 3PL - Key company analysis, 2013
  • 6. Global DCC demand (USD Million), 2012 - 2020
  • 7. Global DCC demand by region (USD Million), 2012 - 2020
  • 8. Global DTM demand (USD Million), 2012 - 2020
  • 9. Global DTM demand by region (USD Million), 2012 - 2020
  • 10. Global ITM demand (USD Million), 2012 - 2020
  • 11. Global ITM demand by region (USD Million), 2012 - 2020
  • 12. Global warehousing & distribution demand (USD Million), 2012 - 2020
  • 13. Global warehousing & distribution demand by region (USD Million), 2012 - 2020
  • 14. Global logistics software demand (USD Million), 2012 - 2020
  • 15. Global logistics software demand by region (USD Million), 2012 - 2020
  • 16. North America market by service (USD Million), 2012 - 2020
  • 17. U.S. market by service (USD Million), 2012 - 2020
  • 18. Canada market by service (USD Million), 2012 - 2020
  • 19. Mexico market by service (USD Million), 2012 - 2020
  • 20. Europe market by service (USD Million), 2012 - 2020
  • 21. France market by service (USD Million), 2012 - 2020
  • 22. Germany market by service (USD Million), 2012 - 2020
  • 23. Italy market by service (USD Million), 2012 - 2020
  • 24. UK market by service (USD Million), 2012 - 2020
  • 25. Asia Pacific market by service (USD Million), 2012 - 2020
  • 26. Australia market by service (USD Million), 2012 - 2020
  • 27. China market by service (USD Million), 2012 - 2020
  • 28. India market by service (USD Million), 2012 - 2020
  • 29. Japan market by service (USD Million), 2012 - 2020
  • 30. RoW market by service (USD Million), 2012 - 2020
  • 31. Brazil market by service (USD Million), 2012 - 2020

List of Figures

  • 1. 3PL Market Segmentation
  • 2. Global 3PL market (Revenue), 2012 - 2020
  • 3. 3PL Value Chain Analysis
  • 4. 3PL - Market Dynamics
  • 5. Key Opportunities Prioritized
  • 6. 3PL - Porter's Analysis
  • 7. 3PL - PESTEL Analysis
  • 8. 3PL market share by service, 2013 & 2020
  • 9. Global DCC demand (Revenue), 2012 - 2020
  • 10. Global DTM demand (Revenue), 2012 - 2020
  • 11. Global ITM demand (Revenue), 2012 - 2020
  • 12. Global warehousing & distribution demand (Revenue), 2012 - 2020
  • 13. Global logistics software demand (Revenue), 2012 - 2020
  • 14. 3PL market volume share by region, 2013 & 2020
  • 15. North America 3PL market by service (USD Million), 2012 - 2020
  • 16. U.S. 3PL market by service (USD Million), 2012 - 2020
  • 17. Canada 3PL market by service (USD Million), 2012 - 2020
  • 18. Mexico 3PL market by service (USD Million), 2012 - 2020
  • 19. Europe 3PL market by service (USD Million), 2012 - 2020
  • 20. France 3PL market by service (USD Million), 2012 - 2020
  • 21. Germany 3PL market by service (USD Million), 2012 - 2020
  • 22. Italy 3PL market by service (USD Million), 2012 - 2020
  • 23. UK 3PL market by service (USD Million), 2012 - 2020
  • 24. Asia Pacific 3PL market by service (USD Million), 2012 - 2020
  • 25. Australia 3PL market by service (USD Million), 2012 - 2020
  • 26. China 3PL market by service (USD Million), 2012 - 2020
  • 27. India 3PL market by service (USD Million), 2012 - 2020
  • 28. Japan 3PL market by service (USD Million), 2012 - 2020
  • 29. RoW 3PL market by service (USD Million), 2012 - 2020
  • 30. Brazil 3PL market by service (USD Million), 2012 - 2020
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