percentage of fulltome positions at venture forthe

LSPs in DACH, if they wish to operate successfully in India, will have to adapt to the M-firms strategic motivations and offer higher dependency. The findings of this study help managers enhance their understanding of the differences between M-firms and LSPs, and also across countries. The findings may only be generalized to large firms in India and DACH. However, firms in DACH and India do not differ significantly in terms of outsourcing engagements they seek. Both M-firms and LSPs in DACH claim a high level of ownership. M-firms in India rely more on LSPs by transferring the ownership of outsourced tasks, as compared to DACH. LSPs in both regions align with the motivations of M-firms. M-firms in India bear strategic motivations behind outsourcing and those in DACH incline towards costs. A total of 96 responses were analyzed by using the chi-square test to investigate the differences and alignments in outsourcing motivation, relationship and governance between firms within and across regions. The purpose of this study is to compare and understand the differences in logistics outsourcing outlook in the two regions by considering both manufacturing firms (M-firms) and logistics service providers’ (LSPs) perspectives.Ī survey targeting both LSPs and M-firms in DACH and India is conducted.

According to the logistics performance index, emerging countries such as India are lagging behind developed countries such as Germany, Austria and Switzerland (DACH region).

Percentage of fulltome positions at venture forthe