Modern enterprises should concentrate their efforts on continuous improvements in focusing their development in the core areas of business and to reduce their expenses and to enhance the quality of service for customers. The enterprises should focus on their core business while outsourcing the non-core areas of business to external specialists for the purpose of reducing cost. In South Korea, the enterprises are becoming increasingly interested in outsourcing their logistics function, especially in using IT technologies to the 3PL. The underlying reason for this trend is because the logistics costs of Korean businesses are much higher than that of other advanced countries. This higher logistic costs weakens the price competitiveness of Korean companies in the overseas export markets and even dampening the balance of international trade. Domestically, the higher logistics costs have the effect of raising prices in the local markets and thus affecting the local economy. Therefore a solution is urgently needed to save the logistics costs for the Korean companies in the interest of increasing national competitiveness. Outsourcing to the 3PL is becoming an attraction solution to this problem. Thanks to the increasing supply of professional logistics companies, many of the enterprises are switching to the Third Party Logistics. Nevertheless the enterprises do not yet utilize the integrated third-party logistics services on a full scale. This study analyzes present conditions and problems of the domestic third-party logistics market and suggests directions for future development. To solve the problems in the domestic third-party logistics market, four actions are recommended. First there should be new supporting policies in the laws and regulations and a system for small and medium sized companies to grow. Solutions to structural problems such as abnormal multilevel merchandising, illegal operation of private cars, and freight dumping should be implemented concurrently. Furthermore, standards for new companies entry into the market should be enhanced to allow only the competitive distribution companies to enter the market. Second, development of variety of educational programs is needed through establishing human-resource development system and specialized formal educational institution focused on this market. Third, the third party distribution companies, which seek long-term relationships with the owners of goods, should endeavor to strengthen their communications capability. Fourth, adoption of high-tech distribution system and the advent of U-Logistics, making use of RFID is urgent. This study has the limitation of objectivity because it does not include various comparative case studies about companies relating to the Third Party Logistics and domestic franchise companies. However, this study is significant to the extent that it analyzes the general present conditions and the problems of domestic Third Party Logistics and suggests recommendations for revitalization of Third Party Logistics. For future studies, analyzing the successful cases of international third party logistics companies’ empirical data and studying the application into domestic franchise companies would improve the objectivity of the results. This would assist the domestic third party logistics companies not only to perform excellent domestic logistics function but also to enter into the global market for international logistics.
경제자유구역기획단 (2005), “종합물류기업 세제지원 방안의 경제적 효과분석”, 인하대학교: 정석물류통상연구원.
고준모, 고석준 (1999), 아웃소싱 매뉴얼, 서울: 삼영사.
구경모 (2005), 물류조직의 인력전문성과 수행능력에 대한 고찰 , 해운물류연구, 44. 12-35.
국민경제자문회의 (2007), 참여정부 물류정책백서 , 서울: 국민경제자문회의, 212.
김문환 (2006), 주요 유통물류기업의 경영계획 및 전략 , 대한상공회의소, 2.
김정환 (2005), 물류인재의 개발전략, 서울: 한국물류협회.
김종수 (2008), 정부 RFID 확산사업 본격추진 , 연합뉴스, 4월20일자
김종해 (2002), 국가 경쟁력을 위한 제3자 물류의 활성화 방안에 관한 연구 , 인천: 인하대학교 석사논문.
김하수 (2008), 물류IT기업 탐방 , IT데일리, 3월12일자.
대한상공회의소 (2007), 2006년 물류 아웃소싱 실태조사 , 대한상공회의소.
물류신문사 (2008), 물류산업총람, 105.
방희석 (2005), “화주기업과 제3자 물류기업 간 파트너쉽 형성요인에 관한 연구”. 한국물류학회지, 15(1), 141-164.
배수진 (2008), 21세기 한국물류 인재 양성에 달렸다 , 물류신문, 11월 17일자.
송세라 (2007), 3PL 활용 실태 조사 , 물류매거진, 제184호, 62.
안승범 (2005), 제3자 물류기업의 차별화된 물류아웃소싱 전략구축 , 로지스틱스 연구, 13(2), 16-27.
안영효 (2005), “제3자 물류산업의 지식경쟁력 강화방안”, 서울: 산업연구원, 23-24.
오문갑 (2011), “중국 제3자 물류기업의 현황과 발전방안에 관한연구”, 한국관세학회, 관세학회지, 12(3), 243~263.
오승주 (2008), 한국 제3자 물류기업의 경쟁력 제고 방안에 관한연구 , 서울: 성균관대학교 석사학위논문.
이상윤, 김웅진, 박귀환 (2009), 유통학개론, 서울: 도서출판 두남.
이상윤 (2009), 물류관리론, 서울: 경록.
이신규 (2005), 국내 무역기업의 제3자 물류 활성화 방안 , 한국관세학회, 관세학회지, 6(2), 1-481.
정종석 (1998), 물류산업고도화를 위한 제3자 물류 발전방안 , 대한상공회의소.
최광석 (1999), 제3자 물류업의 발전방안 - 삼영물류(주) , 국제물류지원단 세미나, 5월
황인수 (1997), 제3자 로지스틱스(TPL)에 대한 고찰“, 한국유통학회, 유통연구, 2(1), 33-42.
홍동희 (2005), 물류정보시스템의 자원할당, 서울: 경희대학교 출판국.
Chung. Y. S. (1996), An Empirical study of Sucess Factors Influencing the Implementation of Information systems Outsourcing , Nebraska Omaha: Thesis for Doctorate in Nebraska University.
Anderson, J. C. and Narus, J. A. (1990), "A Model of Distribution Firm and Manufacturer Firm Working Partnership," Journal of Marketing, 54, 42-48.