Strategies for Small and Medium-Sized Enterprises to Engage Third-Party Logistics Providers

Strategies for Small and Medium-Sized Enterprises to Engage Third-Party Logistics Providers by Masoud Malakoti-Negad MBA, Edinburgh Business School, Heriot-Watt University, 2005 CIM, Canadian Institute of Management, 1995 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University May 2016 Abstract Small and medium-sized enterprise (SME) managers struggle to stay competitive. The purpose of this multiple case study was to explore the strategies SME managers located in Canada use to engage third-party logistics (3PL) providers to improve their supply chains. Porter’s value chain theory formed the conceptual framework for this study. Data collection included semistructured interviews with 3 managers from 3 different SMEs in the province of Ontario and a review of the documents related to the use of 3PL providers. Member checking was conducted to enhance credibility of interpretation of theSmall and medium-sized enterprise (SME) managers struggle to stay competitive. The purpose of this multiple case study was to explore the strategies SME managers located in Canada use to engage third-party logistics (3PL) providers to improve their supply chains. Porter’s value chain theory formed the conceptual framework for this study. Data collection included semistructured interviews with 3 managers from 3 different SMEs in the province of Ontario and a review of the documents related to the use of 3PL providers. Member checking was conducted to enhance credibility of interpretation of the data collected. Data analysis was used to identify key themes, and data triangulation was performed on data from interviews and relevant company documents. Main themes that indicated the benefits of 3PL providers were identified through data analysis. The main themes included access to resources, competitive advantage, and enhanced customer service. Study findings may contribute to social change by helping SME managers improve their survival rate in Canada, maintain or create employment, and generate more personal income and taxes. Strategies for Small and Medium-Sized Enterprises to Engage Third-Party Logistics Providers by Masoud Malakoti-Negad MBA, Edinburgh Business School, Heriot-Watt University, 2005 CIM, Canadian Institute of Management, 1995 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University May 2016 Dedication I owe so much to so many special people in my life for making this educational journey possible. I dedicate this doctoral study to all my family members for their understanding, unwavering support, and for sharing this special period with me. To my loving wife Jeannine, without you, this doctoral study simply would not be possible; thank you for your steadfast and unrequited support each day and for sacrificing so much during this difficult journey. To my beautiful children that I love so much, Nasim, Nima, and Natasha, thank you for putting up with me and for being understanding when I could not be there for you as much as I should have been for several years. I hope to have been a role model for my children on the value of commitment to excellence in life and academia. To my mother, Aghdas, your dedication, willpower, and unconditional love have always strengthened me to be who I am, giving me the ability to accomplish so much in life. To my dear father who passed away during the last year of this journey, you gave me one more reason to accomplish this goal, and I hope you are proud. To my loving in-laws, Don Gabriel, Jaleh Khanum and Jillian, thank you for the most valuable gift in my life, Jeannine, and for being so understanding when we could not be with you for such a long time, always supporting me along the way. To my sister, brothers, family members, and my good friends, thank you for believing in me and supporting me in accomplishing this lofty goal. Acknowledgments I would like to offer special thanks and gratitude to my committee chair and mentor, Dr. James Fletcher, who cares deeply about his students, and for his incredible commitment to my progress. His ability to inspire, responsiveness, guidance, and continuous encouragement were truly appreciated throughout this difficult journey. It has truly been a pleasure and an honor to be Dr. Fletcher’s student. I would also like to acknowledge and thank my second committee members Dr. Jeanne Dorle and Dr. Jamiel Vadell for their valuable suggestions, support, and wisdom, which developed and enriched my doctoral study. I am also grateful for my university research reviewer (URR) Dr. Charles Needham for his invaluable feedback and contributions to the completion of my doctoral study. Thanks to Dr. Freda Turner, Walden University’s Doctor of Business Administration Director, for creating such an excellent learning opportunity through this program, which has been tremendously rewarding. Thanks to other Walden University faculty who helped me along the way; thank you for being such professional social change agents and teaching me so much more during my doctoral journey.