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2023 | OriginalPaper | Chapter

1. Introduction

Author : Philipp Sylla

Published in: Electronic Procurement of Transportation Services

Publisher: Springer Fachmedien Wiesbaden

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Abstract

Since people started trading, transportation has played a crucial role in economic activities. The reason for the importance of transportation is simple: goods are seldomly produced at the same place where the demand for them arises and transportation is needed to match supply with demand. Therefore, almost every company that sells goods will require transportation at least for some part of its business.

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Cp. McKinnon (2003), p. 213; Sucky and Asdecker (2019), pp. 198–199.

According to an estimation, the national logistics costs in Germany in the year 2019 amounted to 285.7 billion €. The commercial exchange of transportation services for road transportation represents about 18% of these logistics costs (cp. Schwemmer et al. (2020), p. 58). Thus, transportation services with a commercial volume of approximately 51.43 billion € are exchanged for road transportation.

Cp. Wittenbrink (2014), pp. 43–46.

Cp. PWC (2018), p. 17.

76% of the respondents of a study from 2019 replied that providers of platforms will be significant players within logistics in the next ten years (cp. Bitkom (2017), p. 7). In addition, 56% of the participants of a study from 2020 think that brogerage platforms that can be use to offer capacities of trucks are highly important (cp. Schiffer et al. (2020), p. 26).

Cp. Kollmann (2019), pp. 628–629.

Cp. Klaas-Wissing (2010), p. 144; Ortwein and Kuchinke (2021), p. 164.

In 2018, most of the EU member states reported a percentage of empty vehicle-kilometers between 15% and 30% (cp. Eurostat (2020), p. 60).

Cp. Wutke (2016), pp. 52–53.

Cp. McKinnon (2014), pp. 284–288.

Cp. McKinnon et al. (2015), pp. 325–326.

Caplice et al. (2020).

Efficiency motives are the most cited reason for the use of EMs. Besides efficiency, exploration, positioning, and legitimacy motives can drive the use of EMs (cp. Rask and Kragh (2004), p. 272).

Business value denotes “[…] the organizational performance impacts of information technology at both the intermediate process level and the organization-wide level […]” (Melville et al. (2004), p. 287).

Cp. Rask and Kragh (2004), p. 276; Lin et al. (2002), p. 7; Kunzendorf and Wollenweber (2018), p. 12.

Lin et al. (2002), p. 9.

In particular, the evaluation of IS business value is difficult because impacts are often not quantifiable in terms of monetary values and standardized methods for the evaluation are missing (cp. Okujava (2006), pp. 17–20).

Cp. Kleineicken (2004), p. 93.

The work of Malone et al. (1987) is considered to be the foundation of the research on electronic marketplaces.

Cp. Schütt (2006), p. 8.

Cp. Appendix 1 in the Electronic Supplementary Material.

Empirical studies with an unspecific supply context do not have a focus on products or services. Sometimes, the context is unspecific because insights for a broad range of companies and supply contexts are provided (e.g. the study of Deng et al. (2019b) has been conducted in a wide range of industries including manufacturing, services, and information).

Source: own representation.

Cp. Davies et al. (2007), p. 21; Evangelista et al. (2013), p. 981; Evangelista and Sweeney (2014); Marchet et al. (2009), p. 798.

Cp. Lin et al. (2002), p. 3.

Cp. Kunzendorf and Wollenweber (2018), p. 18.

Cp. ibid., p. 12.

Cp. Sänger (2004), pp. 110–124.

Cp. Section 4.3.1.

For example, it has been repeatedly found that top management support has an effect on EM adoption decisions (cp. Deng et al. (2019b); Najmul Islam et al. (2020); Saprikis and Vlachopoulou (2012)). However, it will be difficult for decision-makers to explain the adoption decisions only based on the presence or lack of top management support. Indeed, decision-makers should rather focus on ensuring the needed top management support.

Purchasing managers perceive significant differences between the procurement of services and products (cp. Smeltzer and Ogden (2002), p. 67).

Cp. Bellantuono et al. (2008), p. 12.

Cp. Lin et al. (2002), p. 7.

Cp. Scott (2018), p. 12.

Cp. Janssen and Verbraeck (2008), p. 480.

Cp. Chang and Wong (2010), pp. 269–270; Johnson et al. (2007), p. 1273; Ranganathan et al. (2011), p. 539; Shi and Liao (2015), p. 946; Tai et al. (2010), p. 5407.