Proceedings of the International Conference of Logistic and Supply Chain Management System

2016

Factors Affecting Backhauling Participation

of Thai Logistics Service Providers
Nuchjarin Intalar
School of Management Technology
Sirindhorn International Institute of
Technology, Thammasat University,
Thailand
Tel: (+66) 988-261-956,
Email: i.nuchjarin@gmail.com
Chawalit Jeenanunta
School of Management Technology
Sirindhorn International Institute of
Technology, Thammasat University,
Thailand
Tel: (+66) 2501-3505,
Email: chawalit@siit.tu.ac.th
Morrakot Raweewan
School of Management Technology
Sirindhorn International Institute of
Technology, Thammasat University,
Thailand
Tel: (+66) 2501-3505,
Email: morrakot@siit.tu.ac.th
Abstract. The transportation cost is a major cost in supply chain that logistic service providers (LSPs) would like to minimize.
By implementing backhaul, LSPs can increase profit and gain competitive advantage. However, only a few LSPs has joined
backhauling partnership in Thailand. The studies related to factors affecting a backhauling partnership are scarce. The
objectives of this paper are to examine the relationships between information sharing and performance expectation and
obstacles that effect a decision to join backhauling partnership. The significant of this study is to enhance an awareness and
persuade LSPs to join a backhauling partnership. A questionnaire-based survey was conducted to collect data from Thai LSPs.
A total of 192 valid surveys were analyzed using linear regression analysis and correlation analysis. The results show a positive
relationship between a willingness to share information and performance expectations from joining backhauling partnership.
The more they expect to enhance their performance, the higher they are willing to share information with alliances. The findings
also show that a lack of management support is an obstacle that has strong effect on a decision of joining a backhauling
partnership.
Keywords: Backhaul transportation, backhauling partnership, business alliance, performances.

12

Nuchjarin Intalar et al.

1. INTRODUCTION
Logistics acts as an important role in term of influence
and control the cost of goods. Thailand is one of Southeast
Asias top performer in the logistics field. Based on the World
Banks Logistics Performance Index (LPI), Thailand was
ranked 45th out of 160 countries and ranked 3rd among
ASEAN countries listed in the index (World Bank, 2016).
Therefore, the logistic sector is a huge industry in Thailand. It
is accounted for 3.2% of the countrys total Gross Domestic
Product (GDP) in the past decade (NESDB, 2011). The
transportation cost in Thailand is high because the limited
capacity of utilizing transportation mode and ability to
efficiently operate information technology to reduce overhead.
The cost of logistics is directly impact sustainable development
of Thai economy. The transportation cost is the largest cost in
Thailands logistics cost structure, which is accounted for
51.9% of the total logistic cost (NESDB, 2014). There are
18,399 logistic service providers (LSPs) registered with the
Department of Business Development (NESDB, 2011).
An empty truck run is a problem for transportation sector
in Thailand. According to a study of Council of Engineers
in year 2006, 46% of the total freight movement was empty
truck runs. A truck runs with full loaded to transport and
deliver goods to customers, but always return with empty truck
or less than truck load (Peetijade & Bangviwat, 2012). It
increases the transportation cost, decreases load efficiency, and
inefficiently use of energy. Based on Peetijade & Bangviwat
(2012) findings, 85.75% of the backhauls were empty, and
approximately 66,000 USD worth of inefficient use of energy
in one week.
A backhaul is a hauling cargo back to the originating
location. It helps LSPs to pay for the operating expenses for
the trip back. Many LSPs have learnt more about benefits of a
backhaul transportation. It improves load efficiency, decreases
pollution in an environment, and increases firm profits
(Watanabe, Wakabayashi, Karasawai, & Fujita, 2008). In order
to enhance load efficiency and decrease a number of small
amount of truckload, LSPs have to closely collaborate with
each other. However, collaboration needs information sharing
and commitment from every party involved.
In Thailand, the study of a backhaul participation as
partnership and factors driving collaboration among LSPs is
still scarce. Most of LSPs believe that joining a backhaul
transportation as partnership is difficult to bring them benefits.
They reluctant to share their information, such as truck
information and transportation price. The main reason is a lack
of trust. LSPs do not trust other to handle their products.
Moreover, different standard of transportation might lead to
customers dissatisfaction and low service quality.
The significant of this study is that there is no major
literature review available on the topic related to factors
affecting a backhauling partnership or obstacles of joining the
group. Previous research has explored advantages of backhaul
in term of the reduction of transportation cost (Peetijade &
13

Bangviwat, 2012), the criteria of load efficiency and CO2

emission reduction (Watanabe et al., 2008). A number of
papers focusing on trucks is very limited (Stahlbock &
Vo, 2008). We examine the relationship between
information sharing willingness and expected
performance from joining the partnership. We also
examine obstacles that affect LSPs decision to join a
backhauling partnership. The findings of this paper bring
together and summarize the important factors that
potentially contribute to the confident of LSPs to join a
backhauling partnership.
The paper is organized into five sections. The
second section presents theoretical background and
hypotheses. The third section explains methodology of
this study. The fourth section shows results of statistical
analysis. The last section discusses and concludes the
results of this study.

2. THEORETICAL BACKGROUND AND

HYPOTHESES
Advantages of backhaul transportation have been
explored in different aspects. However, most of the studies
are related to the reduction of transportation cost. Bailey,
Unnikrishnan, and Lin (2011) study how small and
medium sized truckload carriers can reduce an empty
backhaul using optimization models for collaborative
shipments. The findings show that collaborative
shipments reduce the cost for backhaul routes by 27%.
Similar to Cruijssen, Brysy, Dullaert, Fleuren, and
Salomon (2007), they study the total saving from joining
route planning among partners. Joining a group can save
be up to 37% of total transportation costs.
Islam and Oslen (2014) review and categorize
concept of the vehicle operations to minimize the empty
truck trips. It is a review of the potential reasons of
problem in empty truck trips, such as backhaul problem,
collaboration in transport chains, and collaborative
logistics network.
As there are many LSPs in a market to survive in this
area, a business alliance concept has been introduced to
help small size of LSPs to compete with large LSPs in term
of competitive advantage (Dethloff, 2002). Business
alliance refers to joint efforts between two or more firms
that share their resources in an effort to achieve mutual
objectives (Day, 1995; Morgan & Hunt, 1994; Das &
Teng, 2000). Successful alliance is resulted from
relationships that have such characteristics as
cooperation, trust, commitment, and communication
(Morgan & Hunt, 1994). The close collaboration among
business partners in joint effort, decreases the total cost
and increases customer satisfaction (Simatupang &
Sridharan, 2005). When they have mutually
understanding, common vision, and share resources, they
can achieve collective goals (Sanders & Premus, 2005).

Nuchjarin Intalar et al.

Many logistics firms has applied an alliance strategy, such as

resource coordination and information sharing, in the logistics
management to enhance collaboration and advance their
performance and service (Lee & Lee, 2007).
Joining a backhauling partnership can increase the
utilization of truck capacity and reduce the transportation costs as
the previous studies have estimated (Bailey et al., 2011;
Cruijssen et al., 2007). Backhaul problems can be solved if LSPs
engage and collaborate with each other. However, the
collaboration is not easy. It takes time to make LSPs work
together and gain each other trust, especially when they have to
work with their competitors.
LSPs reduce their transportation cost by working together
as business alliance in collaborative manner to share information
and make decision relating to transportation (Islam & Olsen,
2014). Information sharing refers to process of acquiring and
disseminating timely and relevant information for decision
makers to plan and control supply chain operation (Simatupang
& Sridharan, 2005). Sharing useful information, such as delivery
status and truck information, increases an opportunity for LSPs
to work together efficiently. LSPs can use the same route to
transport goods from and to the same origin and destination
without deadheading or empty truck. The concept is that
supply chain partners are working together to remove a burden of
transportation cost and fully utilize truck capacity.
Despite these potential benefits of joining a backhauling
partnership, many LSPs still reluctant to join. To collaborate
with other LSPs in the supply chain including competitors.
Extant study indicates that trust is a major obstacle for LSPs
to join a partnership (Simatupang & Sridharan, 2005).
However, there are several obstacles that make LSPs reluctant
or do not want to join a backhauling partnership. Only a few
research has explored this issue using a qualitative method
(Oberlander & Franczyk, 2014). Previous studies have
examined about the obstacles of joining supply chain
collaboration or logistics intensive cluster (Wang, 2015;
Oberlander & Franczyk, 2014). A lack of clear and effective
policy and a lack of logistics professional are problems that
LSPs are facing (Lee & Lee, 2007). The difference between the
capabilities of various partners is a factor that leads to the
difficulty in the cooperation between partners (Huang & Xue,
2012). Other obstacles are readiness for cooperation, such as
lack of confidence to join potential partners and lack of
technological capability (Oberlander & Franczyk, 2014).
Oberlander and Franczyk (2014) suggest that small and
medium-sized (SMEs) logistics companies tend to join a
regional logistics association. Large logistics companies tend to
join national or state-wide logistics association (Oberlander &
Franczyk, 2014). However, the logistics SMEs have lower
cooperative skills, compared with a large logistics companies.
This is because they have no information and technology (IT)
capabilities (Oberlander & Franczyk, 2014). A strong
relationship and collaboration within the group members
improve their capabilities and readiness for cooperation
(Oberlander & Franczyk, 2014). The key problem is how to
increase the efficiency of LSPs performance, reduce the total
14

cost, while sustain a good collaboration and relationship

among LSPs.
Based on a theoretical framework and a review of
literature, this paper examines five hypotheses. For the
first hypothesis, we assume that if LSPs have high
expectations for their performance, they might have high
willingness to share information with their business
alliance. For expected performance, we focus on five
types of performance: the ability to delivery on time,
customer service performance, and flexible service to
response dynamic customer preference, cost reduction, and
increase profits. Normally, Thai LSPs are reluctant to share
these kind of information in order to compete with each
other. However, LSPs might be willing to work together,
if they gain more benefits from joining a backhauling
partnership, especially cost reduction and enhance
customer satisfaction. We hypothesize that
Hypothesis 1. There is a positive relationship
between information sharing willingness and performance
expectations.
However, there are several obstacles that make LSPs
hesitate and do not want to join a backhauling partnership.
This paper explores ten obstacles, namely a lack of trust,
a lack of logistics and transportation experts, not willing
to share price list, not willing to share truck detail, not
trusting backhaul management system, management
level is not ready to negotiate with partners, not trusting
partner service quality, a lack of technology and capital
investment readiness, organization culture conflicting,
and a lack of management support. We categorize these
obstacles into three groups: a lack of trust, a lack of
readiness, and a lack of management support. Based on a
review of the literature, a lack of trust is an obstacle for
su ppl y chain collaboration (Simatupang &
Sridharan,
2005). Therefore, we hypothesize:
Hypothesis 2. A lack of trust has impact on decision
to join a backhauling partnership.
Hypothesis 3. A lack of readiness has impact on
decision to join a backhauling partnership.
Hypothesis 4. A lack of management support has
impact on decision to join a backhauling partnership.
3. METHODOLOGY
A questionnaire survey is used to collect data from
logistics service providers in Thailand. The surveys
were randomly distributed to 500 LSPs in Thailand by
mailing, direct interview, and in seminar session. There
were 252 surveys returned. We excluded 60 surveys out
of the analysis due to the incomplete data. Therefore, the
total of 192 surveys (38.40%) were used for statistical

Nuchjarin Intalar et al.

analysis to investigate proposed hypotheses. For the rating

question, the respondents are asked to rate the factors provided
in a survey using five Likert scale, which are 1 = strongly
disagree, 2 = disagree, 3 = neutral, 4 = agree, and 5 =
strongly agree. Regression and correlation analysis are used
to test our hypotheses.
The bivariate Person Correlation and linear regression
analysis are used to test hypotheses. Reliability and validity
are attributes of scores in a particular sample. It is very
important that the data analyzed in statistical model are reliable
and valid (Kline, 2005). Reliability refers to an assessment of
the degree of consistency between multiple measurements of a
variable (Hair et al., 2010). The most commonly used measure
for reliability is Cronbachs coefficient alpha (). The
Cronbachs alpha measures internal consistency reliability
(Kline, 2005). It measures the consistency of the responses
across the items within a single measure. If the internal
consistency reliability is low, the content of the items may not
be reliable to be in the same measure. Kline (2005) suggests
some guidelines: reliability coefficients around 0.90 are
considered excellent, values around 0.80 are very good, and
values around 0.70 are adequate (Kline, 2005).
Factor analysis is conducted to assess the underlying
structure for several variables into a smaller set of factors with
minimum loss of information (Hair et al., 2010). We use the
Principal Component Analysis as the extraction method and
Varimax with Kaiser Normalization as rotation. The KaiserMeyer-Olkin (KMO) and Bartlett test of sphericity are
conducted to test appropriateness of running factor analysis.

4. DATA ANALYSIS
4.1 Results of descriptive statistics
This section shows the results of descriptive statistics for
the respondent profile. The results show 73.5% of the
respondents are Thailand-private Company. Most of the
respondents have the capital between 6 to 20 million baht. A
number of employees are over 101 employees. The majority of
turnover is 51 - 100 million baht. They are considered as a large
size LSPs.
Table 1: Company profile
1. Ownership
Foreign company
Joint venture
Subsidiary of domestic company
Thailand-private company
Total
2. Capital (Baht)
Below 1 million baht
6 - 20 million baht
21 - 50 million baht
100 million baht or above
Total

Freq.

5
6
40
141
192

2.6
3.1
20.8
73.5
100

53
68
36
35
192

27.6
35.4
18.8
18.2
100
15

3. Turnover (Baht)
Below 10 million
10 - 50 million
51 - 100 million
101 - 999.9 million
3,000 million or above
Missing value
Total
3. Number of employees
1-50
51-100
101 or above
Total

47
36
62
16
20
11
192

24.5
18.8
32.3
8.3
10.4
5.7
100

63
47
82
192

32.8
24.5
42.7
100

In term of collaboration, it shows that 54.7% of the

respondents prefer to collaborate with other partners only
sometimes, without any contracts, agreement, nor mutual
investment in order to prevent risks. Only 8.3% of the
respondents are willing to legally make a contract with
their partners. For the partnership collaboration, there
are 28.1% of the respondents that collaborate with the
some partners, who they frequently working with and
trust. For the characteristics of collaboration, LSPs
collaborate with many small size of LSPs, who are not
market owner. LSPs want to maintain existing market
share and be able to negotiate to get a larger job scale.
Table 2: Collaboration characteristics
Collaboration type
Freq.
Collaborate sometimes without any
105
contracts nor mutual investment
Signing contracted with mutual
36
investment and set the same goal
Signing contracted collaboration
35
without mutual investment
Legally contracted collaboration
16
Total
192
Partnership collaboration
Collaboration with some partners
54
Collaboration with many partners
45
Strategic partnership with many
36
partners
No collaboration
32
Strategic partnership with some
25
partners
Total
192
Collaboration characteristics
Collaborate with many LSPs, but most of
68
them are minor player in the market
LSP, no market
Collaborate
withowner
a few LSPs, most of
62
them are minor player in the market
Collaborate with a few LSPs, but
57
most of them are major player in the
market

%
54.7
18.8
18.2
8.3
100
28.1
23.4
18.8
16.7
13.0
100
35.4
32.3
29.7

Nuchjarin Intalar et al.

Collaborate with many LSPs and

most of them are major player in the
market
Total

2.6

192

100

The main obstacles in joining a backhauling partnership

are distrust among partners. Without trust, they are not willing
to share price list and truck detail with other LSPs. They afraid
that if their competitors know their price, there will be pricecutting in order to gain competitive advantage. Most of LSPs
do not trust partner service quality. It is difficult to find other
companies who have similar or same standard. Low-quality
service decreases customer satisfaction. Table 3 shows mean
and standard deviation of each obstacle.
Table 3: Obstacles of joining a backhauling partnership
Lack of trust
Not willing to share price list
Not willing to share truck detail
Not trusting partner service quality
Lack of logistics and transportation
experts
Lack of technology and capital
investment readiness
Not trusting backhaul management
system
Organization culture conflicting
Management level is not ready to
negotiate with partners
Lacking support from management

to changes during a transportation, such as re-routing of a

truck, changing orders, or handling unexpected changes,
such as a traffic jam (Krauth et al., 2005).
Table 4: Backhauling partnership participation factor
Be punctual
Using the same or similar route
Have the same or similar time schedule
Have the same or similar origin and
destination
Currently facing deadhead problem
Product has flexible delivery time frame
Flexible transportation time frame
Flexible delivery time frame
Provide backhauling information
Have backhauling partners
Have distribution center on the route
Have adjacent group of factories
Milk run transportation

Mean
4.14
4.04
4.01
3.96

S.D.
0.84
0.67
0.98
0.69

3.95
3.84
3.79
3.71
3.64
3.60
3.45
3.41
3.30

0.92
0.82
0.83
0.90
1.02
0.84
0.71
0.67
0.85

Mean
3.63
3.51
3.41
3.28

S.D.
0.91
0.99
0.94
0.96

3.28

0.97

4.2 Empirical results

3.20

0.95

3.16

1.03

4.2.1 Information sharing and performance

expectations

3.07

0.80

2.80

1.15

2.79

1.12

Table 4 shows variables that drive LSPs intention to join a

backhauling partnership and operate a backhaul transportation
with each other. The results show that LSPs, who are facing
deadhead problem, are willing to operate a backhaul
transportation with LSP who have the same or similar route,
and have the same or similar origin and destination. They also
expect their alliance to be punctual and be flexible in term of
delivery time. This findings consistent with Peetijade &
Bangviwat (2012), which indicate that LSPs, who are in the
same and nearby truck route and have same destination, have
most potential to collaborate and solve the empty truck problem.
To operate backhaul transportation, the matching process
plays key role to match the right truck and operator to the right
job (Peetijade & Bangviwat, 2012). LSPs have to provide
necessary data, such as origin and destination, type of products,
type of truck use, date, and time window. Accurate data
provides the most suitable match to LSPs. The flexibility of
time is an important factor that make backhaul transportation
run smoothly. It also enhances backhauling management.
Incidents or accidents during a delivery can occur anytime.
LSPs expect their partners to be flexible to meet particular
customer needs (Krauth, Moonen, Popova, & Schut, 2005).
Time frame flexibility allows LSPs to quickly react and adapt
16

There are five different measurements for expected

performance. The results show that there is a positive
relationship between information sharing and each type of
expected performance. It indicates that these five
variables of expected performances and information
sharing correlate with each other at the significant of 0.001
level. When LSPs want to enhance their performance,
they are willing to share their information with alliances.
Based on the correlation matrix, it shows that the
expectations of cost reduction and information sharing
have the highest positive correlation (r = 0.640).
It means that the more they expect to reduce cost,
the higher chance they are willing to share information
with alliances. The overall expected performances have
a significant positive relationship with information
sharing willingness (p < 0.001, r = 0.605).
Therefore, Hypothesis 1: There is a positive
relationship between information and expected
performance is accepted. The higher performances LSPs
expect, the more information they are willing to share. The
results are supported by Peetijade & Bangviwat (2012).
The results of analysis is shown in Table 5.

Nuchjarin Intalar et al.

Table 5: Correlation matrix of performance expectation and information sharing

(1) Information sharing
(2) Enhance the ability to delivery on time
(3) Enhance customer service performance
(4) Providing more flexible service to
response dynamic customer preference
(5) Reduce costs

Mean
3.07
3.64
3.67

S.D.
0.97
0.87
0.76

(1)
(2)
1.000
.334** 1.000
.407** .784**

(3)

3.52

0.75

.359** .709** .831**

(4)

(5)

(6)

1.000
1.000

3.83
0.94 .640** .587** .698** .714** 1.000
(6) Increase profits
3.70
0.92 .395** .537** .533** .709** .716**
Note: ** p < 0.001. Correlation is significant at the 0.001 level (2-tailed).

1.000

Management level is not ready to

negotiate with partners

4.2.2 Obstacles and decision to join a backhauling

partnership
We examine the obstacles that make LSPs hesitate and do
not want to join a backhauling partnership. This analysis help
LSPs realize the main obstacles of joining backhaul
partnership. So, they can solve the problems and focus on what it
needed to be improved.
From ten variables of obstacle, we divide obstacles into
three factors using factor analysis. The results of factor analysis
suggest that all variables are suitable to categorize in three
factors, with KMO test value of 0.745, exceed the
recommended threshold level of 0.50 (Hair et al., 2010) and
Bartlett test of sphericity p < 0.001. Principal Axis Factoring
identifies the presence of three factors with eigenvalues above 1,
and the extracted factors account for 71.45% of the total
variance. This means that the first three factors best represented
the data and grouping of variance, which account for 71.45% of
the total variance. We can categorize these obstacles as a lack of
trust (factor 1), a lack of readiness (factor 2), and a lack of
management support (factor 3). The value of factor loading for
each variables is shown in Table 6.
Table 6: Factor loading for each variable in three factors of
obstacle

.815

The linear regression analysis is used to test this

hypotheses. Each factor is tested to observe whether it has
effect on decision to join a backhauling partnership or not.
We hypothesize:
Hypothesis 2. A lack of trust has impact on decision to
join backhauling partnership.
Hypothesis 3. A lack of readiness has impact on
decision to join backhauling partnership.
Hypothesis 4. A lack of management support has
impact on decision to join backhauling partnership.
The results show that a lack of trust (t = 0.044,
p=0.965) and a lack of readiness (t = 1.495, p=0.135) have
no effect on LSPs decision. In contrast, a lack of
management support has a positive impact on decision of
joining backhauling partnership (t = 2.305, p=0.021) with
the significant level of 0.05. Therefore, Hypothesis 2 and
3 are rejected. However, Hypothesis 4 is accepted. The
regression results show in Table 7.
Table 7: Linear regression results

Not willing to share truck detail

Not trusting partner service quality
Not trusting backhaul management
system
Not willing to share price list
Lack of trust
Lack of logistics and transportation
experts
Lack of technology and capital
investment readiness
Organization culture conflicting
Lack of management support

Factor
(1)
(2)
(3)
.893
.753

Hypothesis
H3
H4
H5

.751
.680
.507

R2
0.003
0.032
0.111

t
0.044
1.495
2.305

P
0.965
0.135
0.021

Remark
Rejected
Rejected
Accept

The findings reveal an interesting result. The

respondents agree that a support from management level is
very important for making decision. The executive or
management level need to set the mutual goals and
encourage their employees to willingly collaborate with
alliances for the better performances and benefits. If
management level is not ready to negotiate with partners
and not decide to join a backhauling partnership, the
collaboration cannot happen.

.861
.830
.708
.825
17

Nuchjarin Intalar et al.

5. DISCUSSION AND CONCLUSION

This paper explored the driven factors that persuade
Thai logistics service providers (LSPs) to participate or join a
backhauling partnership. The main obstacle that make LSPs
reluctant to join a backhauling partnership was also examined.
There were 80% of LSPs that prefer to join backhauling
partnership in form of business alliance without any contract and
no mutual investments. However, they prefer to collaborate
with some partners in sometimes because they do not want to
risk sharing classified information and no obligation. LSPs,
who are facing deadhead problem, are willing to join a
backhaul partnership with LSP who have the same or similar
route, and have the same or similar origin and destination.
They also expect their alliance to be punctual and be flexible
in term of delivery time.
Since, information sharing is an important factor for
business alliance and collaboration, we examined the
relationship between information sharing willingness and
performance expectation. The correlation analysis showed that
there was a positive relationship between information sharing
willingness and performance expectation. The higher
performance LSPs expect from joining a backhauling
partnership, the greater contribution and willingness to
share information with their business alliances. The
performance that LSPs want to highest achieve is cost
reduction.
Despite several advantages from joining a backhauling
partnership, only a few Thai LSPs has joined a group.
Therefore, we examined the obstacles that make LSPs hesitate
to make a decision to participate a backhauling partnership. The
results from regression analysis showed that a lack of
management support had a strong positive effect on decision of
joining backhauling partnership, not a lack of trust nor a lack
of readiness. Although trust is an important factor that leads to
collaboration, without support from management level, LSPs
cannot join the backhauling partnership. Even backhaul
transportation can increase quality service and provide
opportunity to generate revenue, they cannot successfully
collaborate without the support from management level.
In conclusion, to achieve backhaul transportation as
backhauling partnership, LSPs should collaborate and create a
business alliances, so called backhauling partnership. In order to
efficiently manage and operate backhaul transportation, they
need to share information, such as truck detail and delivery
status. The greater contribution of LSPs to share accurate
information with their partnerships, the better operation and
efficiency of backhauling management. This leads to the
reduction of empty truck runs and increase opportunity to
generate revenue. An important obstacle for LSPs to join a
backhauling partnership is a lack of management support. They
cannot join the backhauling partnership without management
level authorization. LSPs management level should consider
about participating backhaul transportation to reduce the empty
truck runs. If they can reduce a number of empty truck runs, it
will not only benefit LSPs themselves, but also benefits the
18

society, such as reduce traffic congestion, accidents, and

emission (Peetijade & Bangviwat, 2012).
ACKNOWLEDGM
ENT
The authors would like to express the gratitude to
Thai Logistics Department for financial support. The
authors also thank to all logistics service providers in this
study for proving the valuable information and participate
in seminar session.
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