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Purpose The purpose of this paper is to evaluate empirically the impact of intrafirm resources, interfirm relationships, and logistics service capabilities on logistics performance (LP) in the context of container logistics. Design/methodology/approach Factor analysis was employed to identify the key intrafirm resources (i.e. tangible assets and intangible assets), interfirm relationships (i.e. communication (COM) and long-term relationships), logistics service capabilities (i.e. service efficiency, service reliability, service flexibility, and value-added service), and LP dimensions. Data were collected from a survey of container shipping service providers, and were analyzed by a structural equation model to test the research hypotheses. Findings The findings show that interfirm relationships and logistics service capabilities act as mediator variables between intrafirm resources and LP. Research limitations/implications The results of this research support the application of the general theory on firm-level performance and the resource-based view (RBV) as a lens through which LP can be achieved via logistics service capabilities. In addition, the findings lend empirical support to the capability-building view, which asserts the importance of resource investment and relationship maintenance, and the development of distinctive capabilities to enhance performance. Practical implications Container logistics operators should not view their intrafirm resources (including logistics information technology and teamwork organizational culture) or interfirm relationships (including informal COM with key stakeholders and evergreen relationship with key stakeholders) separately; instead, a systems approach should be used. Originality/value This research updates the RBV theory by clearly indicating that the overall performance of shipping firms cannot be decided solely by the firm’s own resources. Interfirm relationships and logistics service capabilities are found to be powerful moderators which help shipping firms allocate their resources effectively and thus improve their LP.

Purpose– The purpose of this paper is to analyze the benefits of logistics clustering, with the intent to explain their growth and popularity among private agents and policy makers during the last decade.Design/methodology/approach– Because of limited knowledge about the benefits of logistics clustering a main objective of this paper is theory building. The authors employed a grounded theory approach and conducted 135 open and semi structured interviews with logistics executives, government officials, academics, and chambers of commerce representatives.Findings– Study results revealed that, the agglomeration of logistics firms provides several key benefits to companies. Specifically, it was found that logistics clustering facilitates collaboration-related benefits, offering of value added services, career mobility for the logistics workforce within the cluster, and promotes job growth at multiple levels within the cluster. The authors offer a rich description of these benefits and the mechanisms that facilitate these outcomes.Research limitations/implications– This paper uses a qualitative approach. Further research using a quantitative approach to measure the magnitude of the impacts and benefits of logistics clusters would be desirable.Originality/value– This paper identifies the benefits associated with logistics clustering and thus provides justification for public authorities and private agents to invest in this phenomenon.

Purpose – The purpose of this paper is to argue that the productive analyses of logistics alliances in the literature have led to a multitude of heterogeneous contributions. These should be consolidated and systematized in order to synthesize the existing findings in a meaningful way and guide future research for effective design and management; and improve logistics alliance performance in practice. Design/methodology/approach – The authors use a systematic literature review to screen and consolidate current knowledge on effective design and management of logistics alliances. Findings – This paper categorizes the logistics literature on vertical and horizontal alliances into four key areas in order to systematically consolidate key performance factors, their sub-constructs and performance effects to identify implications for both research and practice. Research limitations/implications – Within the research agenda, the authors develop concrete research opportunities in four areas: horizontal logistics alliances; vertical logistics alliances; transfer of new research streams into the context of logistics alliances; and the incorporation of impediments and negative effects. Practical implications – By consolidating existing research results, the authors provide guidance for managers looking to establish or adapt logistics alliance structures and management systems. Originality/value – The consolidation of key performance impact factors on logistics alliances (both vertical and horizontal) provides a platform for further research. The developed agenda offers specific research opportunities to improve the understanding of logistics alliance performance.

Purpose – Due to the continued high failure rate of logistics alliances, the purpose of this paper is to propose incorporating the widely neglected dynamic capabilities approach into the explanation of logistics alliance performance. Design/methodology/approach – The authors identify specific characteristics of logistics alliances that are used to argumentatively develop a framework of logistics alliance management capabilities. Findings – We propose an initial framework of logistics alliance management capabilities, based on the dynamic capabilities approach of strategic management, with the aim of improving logistics alliance success. Research limitations/implications – The presented framework offers a basis for a wider range of empirical studies. Qualitative researchers are encouraged to further specify and better understand the sub-processes that underlie logistics alliance management capabilities in different alliance settings. Quantitative studies could help to reliably assess the differences and performance implications of these capabilities. Practical implications – The authors ' conceptualization supports managers in their relevant strategic and organizational attempts to enhance logistics alliance success. Originality/value – This paper contributes to the logistics literature by making a more general yet established construct accessible to logistics scholars and practitioners. The roots of the authors ' logistics alliance management capabilities construct in dynamic capabilities provide a framework that is new and potentially more comprehensive than the collection of somewhat isolated alliance success factors that have hitherto been proposed in the logistics literature.

PurposeThe purpose of this paper is to provide a paradigmatic reflection on theoretical approaches recently identified in logistics and supply chain management (SCM); namely complex adaptive systems and complexity thinking, and to compare it to the dominant approach in logistics and SCM research, namely the systems approach. By analyzing the basic assumptions of the three approaches, SCM and logistics researchers are guided in their choice of research approaches which increases their awareness of the consequences different approaches have on theory and practice.Design/methodology/approachThe point of departure for the research presented is conceptualization based on literature reviews. Furthermore, years of observations, discussions and empirical studies of logistics operations and management have also influenced the design of this research.FindingsWith a discourse set in relation to the dominant approach in SCM and logistics research, the systems approach, it is concluded that the underlying assumptions of complex adaptive systems and complexity thinking are more appropriate than systems approach for contemporary challenges of organizational complexity in SCM and logistics. It is found that the two complexity‐based approaches can advance SCM and logistics research and practice especially when focusing on innovation, learning and sense‐making.Research limitations/implicationsReflections of underlying assumptions when considering and selecting methodological approaches have implications for research results. This paper provides both a framework for and an analysis of such reflection which contributes to the further development of SCM and logistics research. Future research is needed to empirically provide insights on how complexity approaches can advance the area of SCM and logistics.Practical implicationsFor logistics researchers and practitioners dealing with creativity, innovation, learning and sense‐making and other human‐related aspects, the complexity approaches, with underlying assumptions, presented will provide reflection, inspiration and guidance for further development.Originality/valueThis paper contributes to the further development of SCM and logistics research and practice by providing a reflective analysis and discussion of established and new research approaches with potential benefits for the SCM and logistics community.

PurposeThe purpose of this paper is to identify and systematically discuss generic forms of contract logistics services and their distinct underlying approaches for fulfilling their respective value propositions. A general frame of reference is developed that addresses the value proposition, as well as the value creation architecture that leads to generic business model configurations for contract logistics services. The framework is built upon the basic notions of service theory, competence research and the resource based view.Design/methodology/approachThe paper combines service theory with work of organizational theory and develops an analytical framework based on conceptual considerations. First empirical results are additionally used to support and illustrate the key outcomes.FindingsCombining the dimensions of integration power and intangible knowledge creation, the authors are able to specify generic types of contract logistics services. Thereby the authors deducted for every type the distinct requirements for service fulfilment and present this in a specific frame of reference.Research limitations/implicationsThe illustrated empirical results are still limited due to a limited sample size for the interviews. Additional empirical work on the whole third party logistics (3PL) market is suggested.Practical implicationsThe paper provides generic types of 3PL services and a characterization of properties and architectures of respective business models. Combined with first empirical results, the paper's results offer insights for practitioners to rethink their value propositions and potentially redesign their service architectures.Originality/valueThe paper delivers a set of distinct business models for 3PL services reflecting the customer's, as well as the service provider's point of view. It addresses specific aspects of the generation/production of required services that are so far mostly neglected.

The management of interfaces is central in supply chain management (SCM) and logistics. An important part of SCM is coordination and collaboration with different partners such as suppliers, intermediaries, third party service providers and customers (CSCMP, 2010). Collaboration between parties in the supply chain is generally believed to decrease costs and increase efficiency as well as service. Moreover, the success of a firm is dependent on its managerial ability to integrate and coordinate the business relationships among the supply chain members (Lambert and Cooper, 2000). The supply chain linkage ought to be so tight that separate organizational units share the same purpose and suppliers and customers help each other to achieve mutually beneficial objectives (Seth et al., 2006). In the SCM literature interfaces seldom include the logistics service provider (hereafter labelled LSP). Instead, most interfaces discussed are those between a shipper and the receiver of the goods (Skjoett-Larsen et al., 2003; Stefanson, 2006). One reason for this could be that logistics firms are the least integrated link in supply chains (Lemoine and Skjoett-larsen, 2004) or that, as noted by Fabbe-Costes et al. (2009), LSPs seem to be the forgotten actors of supply chain integration. Furthermore, LSPs are often merely seen as actors that supports other members of the supply chain, providing resources, knowledge, utilities or assets for the primary members (Spens and Bask, 2002). Several logistics related trends, such as the shift towards outsourcing and increased globalisation, increase the need for strong relationships between LSPs and supplychains (Seth et al., 2006). Most of the research conducted on LSPs applies either a shipper or an LSP perspective, instead of a dyad perspective. Literature in the context of service quality in supply chains also commonly considers only one directional view (Seth et al., 2006). Knemeyer and Murphy (2005) mean that there is a need to simultaneously consider both shipper and LSP perspectives in order to decrease the risk of key perceptual differences (gaps) that can negatively influence the logistics service quality. Shippers and LSPs face an emerging and considerable challenge because of the large negative impact transports have on the natural environment and, as stated by for example the EEA (2007) and Roth and Kåberger (2002), the environmental performance of the transport sector is an increasing problem. Because of growing freight transport it is not surprising that both shippers and LSPs are pressured from different stakeholders, such as governments and customers, to lower their environmental impact from transports (McKinnon, 2003; McKinnon and Piecyk, 2009; Wolf and Seuring, 2010). This creates an opportunity for LSPs to be proactive and meet these demands by considering environmental issues in their business models and as a value adding service offering. The correspondence between customer needs and the service offerings is essential in order to succeed with the service concept (Edvardsson, 1997). However, that does not necessarily mean that supply and demand always match. For example, Wolf and Seuring (2010) found that the LSPs seem to be ahead of their customers when it comes to environmental issues, but state this with caution and call for further research in this area. With the aim to learn more about the interface between LSPs and shippers and how environmental issues are taken into account, the purpose of this paper is: To develop and apply a tool for the identification of matches and gaps in the interface between LSPs’ green offerings and shippers’ green demands. There are many ways to label the actor responsible for the supply of logistics services. In this paper, the term logistics service providers (LSPs) is applied and, inspired by Fabbe-Costes et al. (2009) and Forslund (2010), includes actors such as carriers, forwarding companies, transport(ation) companies, third party logistics providers/partners and logistics service companies/providers/suppliers. This paper is divided into five main parts. After the introduction, a literature section on the greening of the LSP-Shipper interface will be presented. This is followed by a gap section, ending with the developed gap model. Next, the survey study is explained, after which findings from the application of the model are presented. The paper ends with conclusions and future research suggestions. Konkurrenskraftiga affärsmodeller för att möta framtidens krav på hållbara logistiksystem

PurposeLogistics service providers (LSPs) are important actors for creating logistics performance in supply chains. However, there is little previous research on how they handle the performance management process. The purpose of this paper is to explore the handling of the performance management process and its obstacles from the perspective of LSPs.Design/methodology/approachA multiple‐case study is conducted with the three largest LSPs in Sweden.FindingsThe handling of the performance management process shows similarities among LSPs in selecting performance variables, defining metrics, and capturing real‐time data. The differences are found in target setting, in report‐making and analysing, and in the perceived demand for performance management. The following three perceived obstacles are found for supply chain performance management: lack of understanding and knowledge; poor capabilities for adapting performance metrics definitions; and lagging IT solutions for performance report‐making. The findings indicate possibilities for an increased supply chain scope where activities are handled by the partner that has the best capabilities, improving efficiency in supply chains.Research limitations/implicationsThe study contributes to performance management theory by providing exploratory knowledge of the supply chain performance management process and its obstacles from the perspective of three LSPs. The study focuses on large LSPs and has respondents at the managerial level.Practical implicationsThe study reveals differing supply chain performance management practices among LSPs, which implies that customers can choose an LSP that handles performance management in the way required.Originality/valueLittle previous research includes LSPs in studies of supply chain performance management. In particular it is unusual to have the perspective of LSPs and apply case‐based methodology.

PurposeMuch of the research conducted in logistics/SCM has focused on satisfaction/retention of customers. This has left a critical gap for managers: before customers can be satisfied and ultimately retained, a purchase choice of logistics services has to occur. To date, very little research has addressed how logistics customers make purchase choice decisions about logistics services. The purpose of this paper, using logistics research methods, is to introduce adaptive choice modelling (ACM) to address this gap and put forth a research method that is useful for academic researchers and logistics/SCM managers.Design/methodology/approachThis paper provides an overview of ACM, along with a discussion of its important research advantages, limitations, and practical applications. Additionally, an empirical demonstration of this research technique is provided to illustrate how academic researchers and logistics managers can use ACM to better understand the decision‐making process of customers when selecting logistics services.FindingsIn order to demonstrate this research technique, a research project was designed and implemented that analyzed the choice process of consumers selecting parcel carriers to ship a textbook. The results show that price, speed of delivery, and tracking are the three most important variables in the selection decision. The results also show that consumers are not homogeneous, but can be divided into five distinct need‐based segments. Recognizing and understanding the nature of these segments should help managers better meet the needs of parcel shippers.Research limitations/implicationsThe main research limitation with this study is that it is based on a convenience sample; thus future research will need to replicate this study to confirm the research findings. However, the ultimate purpose of the study is to present a new research method and discuss how to apply this method, so that logistics/SCM practitioners and academic researchers can better understand customers of logistics/SCM services. Thus, while the nature of the sample is a limitation, it should be viewed in this context.Originality/valueWhile conjoint analysis has existed for decades, this technique has rarely been implemented by logistics/SCM researchers and practitioners. Instead, logistics/SCM researchers and practitioners have focused more on retention methods and have virtually ignored modelling the actual purchase choice of logistics/SCM services. New advancements in conjoint analysis, specifically the ACM approach, have many important and unique advantages and applications for logistics/SCM researchers and practitioners. ACM has not been used in a logistics/SCM context.

PurposeThe purpose of this paper is to learn more about logistics innovation processes and their implications for the focal organization as well as the supply chain, especially suppliers.Design/methodology/approachThe empirical basis of the study is a longitudinal action research project that was triggered by the practical needs of new ways of handling material flows of a hospital. This approach made it possible to revisit theory on logistics innovation process.FindingsApart from the tangible benefits reported to the case hospital, five findings can be extracted from this study: the logistics innovation process model may include not just customers but also suppliers; logistics innovation in buyer‐supplier relations may serve as an alternative to outsourcing; logistics innovation processes are dynamic and may improve supplier partnerships; logistics innovations in the supply chain are as dependent on internal stakeholders as on external relationships; and logistics innovation process may start out as a dialectic, conflict ridden process and end up in a well‐ordered goal‐oriented teleological process.Research limitations/implicationsIn general, the study contributes to the knowledge base of innovation process in logistics that is still sparse although literature on innovation in many other disciplines is well‐developed. As this research is only one study highlighting a special context of a hospital, further studies on the dynamic logistics innovation processes and their implications for the relevant parties as well as the supply chain are needed. This study does not claim statistical generalizability of the findings but provides insight into complex organizational processes that, for example, surveys cannot.Practical implicationsThe findings of the study have provided valuable insights into the process of a logistics innovation in an oriental healthcare supply chain context. The study is, however, still limited in disclosing end‐to‐end supply chain benefits including concrete performance improvements at the suppliers. Examining logistics innovation processes should result not only in the implementation of innovative processes, but also in improved supplier relations leading to improved financial results in the supply chain.Originality/valueThe paper adds to the knowledge of the dynamic processes of logistics innovation both downstream and upstream in a supply chain. It elaborates on an existing model by methodological triangulation in order to learn more about the qualities of actual processes and their implications for theory and practice.

PurposeEffective and efficient supply chain management is critical to the success of firms engaging in e‐commerce. The purpose of this paper is to examine the impact of logistics capability and logistics outsourcing on firm performance in an e‐commerce market environment.Design/methodology/approachThis research examines the relationship between firm's logistics capability, logistics outsourcing and its performance. Multiple‐item constructs are used to measure the strength of logistics capability and firm performance. The use of logistics outsourcing is represented by a dichotomous variable. Data obtained via a survey were analyzed to investigate relationships among constructs and various hypotheses were tested.FindingsStudy results revealed logistics capability to be positively related to firm performance in the e‐commerce market. However, counter‐intuitively, logistics outsourcing and firm performance were not found to be positively linked. Further, the association between logistics capability and outsourcing was not supported. Finally, the interactive effect of logistics outsourcing on the relationship between logistics capability and firm performance was not sustained.Research limitations/implicationsResearch findings are constrained, as the study was limited to the computer and consumer electronics retailing industry. However, the importance of logistics capability was confirmed in the e‐commerce supply chain for this segment. And the benefit of using third‐party logistics (3PL) to enhance firm performance was not fully established.Practical implicationsLogistics capability is critical for superior firm performance in e‐commerce. However, study findings lead to the presumption that firms should avoid logistics outsourcing if performance is predicated on competitive advantage due to internally strong logistics capability and competencies.Originality/valueThis research contributes to the study of logistics capability and 3PL in e‐commerce. The development of a logistics capability measurement construct in e‐commerce originated with this research. Also the impact of logistics outsourcing on firm performance is tested for the first time in an e‐commerce market environment.

PurposeThis paper aims to derive and verify a collaborative framework that specifies the role of different parties in contemporary logistics setups.Design/methodology/approachTo prepare this paper, a study of the logistics literature has been conducted together with several case studies. The empirical evidence has been collected in Europe as well as in the USA. Different aspects of collaboration between organizations in logistics setups have been studied where the services and the activities have been analyzed to understand the characteristics of the role of third‐party service providers.FindingsThe results from the work cluster the different third‐party service providers in three different groups: carriers, logistics service providers (LSPs) and logistics service intermediaries (LSIs). All of these parties have different roles and provide various services in outsourced logistics setups. A collaborative logistics management (CLM) model has been derived that embraces the role of the different parties, the information and material flows between them, the interface attributes and the information systems architecture. In this paper, a focus is mainly on the part of the model that reveals the role of the third‐party service providers.Practical implicationsThe practical implications of the work has its foundation in that activities, performed by two parties, can be adapted to each other so that their combined efficiency is improved. The CLM model can be applied when designing and negotiating third‐party services for specific logistics assignments.Originality/valueThe paper offers a model of logistics collaboration between the different parties in contemporary, outsourced logistics setups.

PurposeAims to conceptualize flexible logistics programs and information connectivity as two important aspects of logistics flexibility and to examine the role of information connectivity in making flexible logistics programs successful.Design/methodology/approachA hierarchical regression model is used to test the research hypotheses.FindingsThe results suggest that flexible logistics programs are strongly related to all performance dimensions, and that information connectivity fully mediates the relationship between flexible logistics programs and asset productivity and partially mediates the relationship between flexible logistics programs and delivery competence.Research limitations/implicationsFuture theoretical research can develop a detailed conceptualization of logistics flexibility. In this paper, the constructs are developed utilizing an exploratory factor analysis approach. Future research utilizing confirmatory factor analysis approach will allow a better validation of the performance constructs. The paper also considers that studies that link flexible logistics program, information connectivity and performance in a structural equations modeling framework will further enrich one's understanding. In this framework, flexible logistics programs can be considered as a latent variable comprising several individual resource level flexibility measures.Practical implicationsThis research highlights the need for organizational structure, role dependencies and a proactive preparedness in terms of managerial policies. The concept of special programs for accommodating changing customer requirements exemplifies the importance for a firm to be aware of shifting demand characteristics and the ability to tailor service delivery accordingly.Originality/valueAn examination of the research questions sheds some light on logistics flexibility as a critical component of logistics capability. With this study logistics flexibility is characterized in terms of flexible logistics programs and information connectivity and hypotheses are tested that link these aspects with performance. It is believed that this enhances and enriches the existing logistics literature and presents avenues for further investigation. Meanwhile, testing the link presents managerial insights for prudent decision making. An investigation of the role of information connectivity provides directions for firms to align their information system strategies with their flexibility‐oriented planning decisions.

PurposeThe outcome of product development, i.e. the product design, together with the packaging solution, has a great impact on the logistics performance of supply chains. Despite this, packaging has traditionally been given a very modest role in the product development literature as well as in the logistics literature. The aim of this paper is to show how logistics performance and product design can be affected, and improved, by the packaging organization within a company.Design/methodology/approachA single case study has been conducted at IKEA, including on‐site interviews and review of internal documents. Along with the case study, a literature study has been conducted within the areas of product development, packaging and logistics.FindingsThe IKEA case suggests that the packaging function should have a strong link to both the logistics function and the product development function within a product‐developing company to be able to improve the logistics performance.Research limitations/implicationsAs the evidence is collected through a single case study, the results are not to be seen as generalizable but should be regarded as a first step to future research within the interface of product development, packaging and logistics.Practical implicationsPackaging and logistics are usually considered late in the product development process with the result that possible logistics solutions are constrained. Through considering “the whole package” – i.e. the product, the packaging and the supply chain characteristics – at an early stage in the product development process, savings can be made.Originality/valueThis paper includes the aspects of product development, logistics and packaging, an interface with very limited research contributions.

PurposeSets out an exploratory study to give an alternative viewpoint of manufacturing logistics.Design/methodology/approachBased on causal analysis, the relationship between competitive strategy and manufacturing logistics was explored. Variables, including both positioning and competitive dimensions, in the competitive strategy that interacted with manufacturing logistics were identified. The elements of manufacturing logistics for this study included master production scheduling, capacity requirements planning, material planning, purchasing, and inventory control. A weighted business performance index was used to segregate the sample firms into three groups: high‐, average‐, and low‐performing organizations. For each of the performance group, the causal relationships between strategic elements and the performance of manufacturing logistics were then analyzed.FindingsThe results showed a significant relationship between competitive strategy and manufacturing logistics system performance.Research/limitations/implicationsNot all the elements in manufacturing logistics may contribute to the logistics performance. The construct of manufacturing logistics depends on a particular set of strategic variables that the organization designs.Originality/valueExtends the study of manufacturing logistics beyond its boundary through a broader strategic perspective.

Despite the growing importance of logistics in corporate strategy and the global economy, the logistics literature reveals little effort to build a unified theory of logistics (i.e. a theory of the role of logistics in the firm). Thus, the purpose of this paper is to move toward a unified theory of logistics within the contexts of the strategic role and capabilities of logistics. Considering the importance of logistics in today's corporate strategy, various theories of the firm are adapted to explain the reasons for logistics activities within the firm. The proposed theory should serve as a conceptual reference point for future theory development and empirical research in logistics.

Our work discusses the results of a survey among French logistics service providers. In a highly competitive context characterized by “time compression”, technological effort becomes a key variable and a means of differentiation between third‐party logistics providers. The success of logistics outsourcing relationships is entrenched in the third‐party's technological ability to improve the supply chain reactivity.

During the last several decades, logistics has increasingly emerged as a source of sustainable competitive advantage. This article incorporates recent work in services marketing on customer information acquisition, with research on industrial buying behavior to help logistics service providers understand and manage their customers’ information acquisition and purchase activities for logistics services.

Begins by reviewing the need to outsource logistics activities. Asserts that a new market‐led business philosophy has become the core competence of companies that are serious about their survival. Addresses the question of whether there is a need for localised services and whether the development of suppliers into giants who can dominate the market is good for users, clients or consumers. Expresses fear based upon practical experience in working with logistics service providers, of the growth of cartel‐like companies that will have a strangle‐hold on business. Pros and cons of large and small players are listed, leading to a structured argument.

Focusses on three constructs that we believe are the primary determinants of the future usage of third party logistics services. These constructs are: extent of use of the third party logistics services; decision making process for choosing contract logistics services provider; and impact of the usage of contract logistics services on the organisation. An empirical research was carried out in Singapore to study the impact of these three factors on the future usage of third party logistics services in Singapore. Results based on an analysis of data relating to 126 Singapore‐based firms indicate that most users of these services are satisfied with their providers and believe that this has led to positive developments within the organisation. With a high current level of satisfaction, a large number of these firms are likely to increase their usage of contract logistics services moderately or substantially.

As organizations globalize to reach new markets and achieve higher production and sourcing efficiencies, logistics will play an increasingly important role in moving materials and products throughout the organizations’ supply chains. For many companies, third party logistics providers (or logistics providers) represent a viable and effective alternative to fulfilling their own logistics requirements. Amidst growing competition, the logistics providers must strategize to determine how they want to position their logistics services in terms of cost, quality, features, and value‐added to their customers. This research represents the first study that examines the different strategic postures of logistics providers using Porter’s competitive framework and analyzes the business performance, technologies, operations objectives, and future plans of each strategic type. The differences among the strategic types generate new managerial insights and implications for logistics managers and executives.

Presents a framework for explaining the relationship between strategy, structure, and logistics in the context of a changing environment. In response to new competitive pressures, a manufacturing enterprise is emerging in which resources may now be dispersed worldwide. As distances between production facilities and pressures for fast delivery increase, the coordination of these dispersed manufacturing resources becomes a critical activity. Argues that logistics is well‐positioned to assume a unique role in bridging strategy and structure in the new manufacturing environment. Develops a new model of the strategy‐structure relationship that recognizes the integral role that logistics will play in creating the “fit” necessary to achieve competitive success. The framework suggests that performance will be higher when the firm’s strategy and structure are consistent with the strengths inherent in the firm’s logistics choices.

The primary objective of this paper is to explore how the companies in Turkey plan, manage, carry out and improve their logistics processes and, thus, provide a preliminary analysis to explore the current status of logistics in Turkey. For this purpose, a structured‐disguised survey was conducted with the top 250 firms of Istanbul Chamber of Commerce. The aims were: to specify the organizational, financial and managerial significance of logistics activities; to articulate the sourcing/ purchasing feature, customer service and order processing, to understand the changes in the number of suppliers and customers and to identify the features of activities and tools aimed to improve the quality/productivity in these systems; and to investigate the impact of the general characteristics on the first and second subcriteria for each firm.

Describes concepts for a method of organising logistics systems termed “virtual logistics”. With virtual logistics, the physical and information aspects of logistics operations are treated independently from each other. In such operations, ownership and control of resources is effected through Internet (or intranet) applications rather than direct physical control and resources can, thereby, be owned and utilised remotely. Goes on to describe the means through which virtual logistics systems can be realised, and it also provides examples of where virtual logistics concepts are already being employed. The article concludes by suggesting the most likely initial implementations of virtual logistics and suggests that, in the long term, the application of such concepts could allow for the efficiency of many logistics operations to be greatly increased and for lead times to be significantly reduced. It is also suggested that there could be distinct environmental benefits due to better coordinated goods flows, particularly in city centres.

This work presents the results of the survey “Organisational structures and logistics in the branded product history of the grocery section in Italy” developed with the aim of pointing out the organisational structures for the logistics co‐ordination of successful firms. Starting from a review of the literature on the main logistics organisation theories, this paper presents an organisational analysis of 118 industrial firms, working in Italy in the grocery sector, carried out for the main logistics activities. On the basis of this anlaysis, a classifying model of the organisational configurations presently adopted in Italy for internal integration is proposed. According to the model, six different organisational solutions have been singled out: integrated logistics, partially integrated logistics, bipartite logistics, distribution logistics, manufacturing logistics, and split logistics.

Information technology has been among the foremost topics within the logistics literature of recent years. However, there has been little empirical evidence relating logistics information system (LIS) capabilities to logistics competence. Seeks to close this gap in the research, identify particular LIS capabilities that contribute most to logistics competence, and develop an understanding of the relationship between LIS development strategy and logistics competence. A review of the LIS literature identifies relevant issues. The research findings suggest four conclusions: world class firms perceive both their logistics operating and planning systems as highly capable; internally controlled characteristics generally receive higher evaluations than criteria requiring external co‐ordination; overall logistics competence is primarily influenced by logistics operating timeliness, usage driven formatting, and flexibility; and LIS development strategy does not significantly influence performance evaluations.

Provides information relating to the experiences of Australian firms using third party logistics services (outsourcing of logistics functions being a business dynamic of growing importance in Australia). Presents conclusions from a survey showing that many of Australia’s largest firms utilize the services of contract logistics providers and some other firms are considering doing so. Provides insights in planning for implementation, for example, the need to educate the third party logistics services provider about the firm’s requirements and also information for the providers of the services.

Presents the results of an empirical investigation into the current state of logistics in Korea. Discusses the status of logistics within an organization, organizational characteristics, responsiveness of logistics, outsourcing and partnership, improvement action, customer service, technology adoption and use, and cost effectiveness. Notes the following promising developments. First, the interest of top executives in logistics is considerable. Second, some of the major logistical cost components, particularly transportation and warehousing costs, are well controlled. Third, heavy investments have been made in technology, particularly among large firms. However, there are some problems yet to be solved. The major problem is the lack of appreciation of the integrative logistics concept. Another is that the present goal of logistics is limited to only cost reduction, disregarding logistics contribution to service improvements. Finally, the level of partnership with suppliers and distributors is low. Concludes that, in the future, Korean companies need to place more emphasis on customer service, develop strategic partnership, and further integrate their supply chain.

Outsourcing of logistics has become a key element of corporate strategy in a growing number of firms. For a variety of reasons, the market for these services is expanding rapidly. Represents the first phase of a triangulated research design formulated to investigate empirically the buying and selling of third‐party logistics services in the USA. A focus group, composed of senior managers personally involved in the evaluation and/or purchase of third‐party logistics services, was convened to explore buyer attitudes and generate concepts related to the contract logistics market. The study investigated the definition of third‐party logistics from the buyer’s perspective, the pros and cons of contract logistics, the necessary attributes of services and suppliers, the impetus for logistics outsourcing and the methods employed to select suppliers. Findings from the research are presented as five propositions.

Presents a framework for distribution companies to establish and improve their logistics systems continuously. Recently, much attention has been given to automation in services, the use of new information technology and the integration of the supply chain. Discusses these areas, which have great potential to increase logistics productivity and provide customers with high level service. The exploration of each area is enriched with Taiwanese logistics management practices and experiences. Includes a case study of one prominent food processor and retailer in Taiwan in order to demonstrate the pragmatic operations of the integrated logistics management system. Also, a survey of 45 Taiwanese retailers was conducted to investigate the extent of logistics management in Taiwan. Concludes by suggesting how distribution companies can overcome noticeable logistics management barriers, build store automation systems, and follow the key steps to logistics success.

The growth of production‐sharing activities in Mexico has highlighted the need to explore the nature and competitive impact of production sharing. Presents and discusses some of the experiences firms can expect to encounter in Mexican operations. Uses an interview methodology to collect data regarding key manufacturing and logistics issues. Chooses to take an integrated approach that looks at both manufacturing and logistics at the same time because important cost and performance trade‐offs exist that influence the long‐term attractiveness of Mexican operations. Discovers tremendous diversity existing in almost all operating areas and that progress is being made towards the establishment of world‐class logistics and manufacturing practices.

Logistics can be an indispensable part of integrated environmental management programmes because of its cross‐functional nature. Provides an overview of environmentally responsible logistics activities and their implications for corporate management. Also examines logistics functions in the context of the corporate value chain and identifies various environmental decision points. With environmental impact considered, many traditional trade‐off decisions need to be re‐evaluated. Provides examples in which innovative and environmentally‐friendly logistics ideas are used. Also discusses two system‐wide logistics elements, transportation and reverse logistics, that can have a profound impact on a firm′s environmental protection programme. Concludes that logistics managers can make environmentally responsible decisions that are coherent with corporate goals and objectives.

For those who like certainty, now is not a good time to be in logistics management ‐ for those who relish challenges, there are plenty to be had. There are challenges not just to the old certainties, but the new certainties which replaced them. Companies have, in recent years, looked to Japan for inspiration, only to find the Japanese economy beginning to falter. Japanese management practices were endorsed by, and imported into, many Western organizations and, when these transplanted practices failed to work, cultural difficulties were cited. It then becomes something of a shock, for example, to see the keiretsu distribution system fall into disrepute, and lean production methods become modified or abandoned by those who developed them.

Fast and flexible low‐cost data processing and information systems have transformed business operations. Reductions in production setup times, lot sizes and inventory levels have yielded substantial improvements in productivity and profitability. The continuing changes sweeping American business impose significant impacts on the distribution (or logistics) function within manufacturing and merchandising firms. This research assesses current levels of computerization within logistics and examines the relationship between computerization and implementation of the integrated logistics concept. Significant differences between integrated and non‐integrated firms concerning levels of computerization are identified. Integrated firms have developed the information support systems necessary to position their organizations for competitive success.

Concerns the definition and measurement of performance in logistics research. A review of the literature reveals a variety of constraints which make it difficult to draw broad inferences from the literature about the relationship between a given logistics strategy and performance. Discusses low logistics performance has been and could be conceptualized, operationally defined, measured and utilized. The limitations of alternative research designs and performance measures are revealed. Recommendations are made to improve the quality of future research.

As the globalization of business activities broadens and diversifies logistics operations, many logistics managers have found themselves challenged by extreme complexities and uncertainties. Consequently, planning and control of multinational firms (MNFs) have become onerous due to the multiplicity of international decision environments. Perhaps the most effective way of coping with such challenges is to utilize an integrated decision support system (IDSS) linking world‐wide communication and distribution networks among the parent company, its foreign business partners and third‐party logisticians. In response to such a need, provides important guidelines for the design and development of an integrated DSS that helps the multinational firm centrally to control and co‐ordinate international transfers.

As businesses continue to globalize, attention has increasingly turned to logistics. Examines global logistics in depth, beginning with a brief overview, to provide a working context. Discusses the development of global logistics strategy, taking a bottom‐up approach. Assesses the effects of product‐market characteristics on strategy formulation and evaluates logistics strategy at business unit or company level. Considers the implications of global logistics strategies, detailing the critical success factors which apply and highlighting the need for organizational change.

Traces the evolutionary process leading from traditional supply chain logistics. This is accomplished by tracing three foundational concepts – the total cost concept; the systems approach; and the customer service concept – to assess their influence on service response logistics. Anticipates continued interest in this area as organizations seek to structure themselves to be responsive to the changing needs of their individual customers.

Analyses and justifies the need for information systems examining a number of applications from the marketplace. The logistics pipeline has become global in character and has become more complex too. Success in such a logistics network, as demonstrated by leading edge companies, involves close co‐ordination across various functions, countries and cultures. Experts have predicted the widespread use of logistics information systems. Suggests a framework for an international logistics information system (ILIS) for a global company.

Examines the paradox facing companies in general of how to take cost out of a logistics network, while simultaneously maintaining or improving agreed levels of service, and seeks an answer in the fields of behavioural science, culture, organizational design and operations research. Taking one UK company as an example, looks at aspects of quality service, product behaviour vis‐á‐vis logistics, optimization modelling, the various phases of the model and the expected benefits of the whole project. Concludes that organizations following this methodology have acquired the means to ascertain strategic and tactical shifts in direction without being compelled to make on‐the‐ground changes.

States that total logistics costs in many companies can be reduced by as much as 10 per cent as a result of integrated planning, which can have an enormous impact on a company′s profitability, especially in a competitive environment characterized by small profit margins. Integrated logistics planning will see expanded use of optimization models over the next few years in an attempt to minimize total logistics costs; many applications will be standardized, such as distribution centre (DC) locations and will lead to less standardized ones, linking financial and logistics decision‐making features or marketing and logistics planning for profit maximization.

An integrated paradigm of using multiple software programs in logistics education is proposed as an effective problem‐solving tool in addition to computer programming and spreadsheet modelling. Presents the essentials of logistics systems management and how each software program can be used individually and jointly to address logistics issues in detail. In the integrated paradigm, a Lotus 123 spreadsheet program is used as an integrator which works together with other software to facilitate student learning and to aid better decision making process. In‐class surveys show that the proposed approach is both effective and efficient in terms of getting the right results in less time. The approach is also realistic because the mixed mainframe and microcomputer operating environment and multiple software programs are being used by the business community.

The Council of Logistics Management has commissioned a study to determine the potential of applying logistics principles in service organisations. The authors suggest that logistics principles are even more important in service organisations than in production firms. To realise this potential, however, the definition of logistics must be expanded. Service logistics is defined as the management of activities which respond to customers on an individual basis. The services′ historical underpinnings are examined and some guiding concepts central to service response logistics are provided. These concepts include the benefit delivery, delivery processes, delivery orientation, responsive planning, and a customer service model that focuses on individual customer needs.

Examines empirically which of a range of variables affect managers′ perceptions of the management information system (MIS) designed to support logistics. The results suggest that the adoption of computer software, the use of specific informational control devices and some aspects of logistics organisation have an effect in both smaller and larger firms. Other variables, such as the title and tenure of the senior logistics executive, do not systematically predict variance in managers′ perceptions of logistics MIS.

Logistics and marketing are both corporate functions that are critical for the competitive position of an organisation. Traditionally, logistics has been seen as a passive tool supporting marketing, while more recent research publications have stressed the strategic importance of logistics. Here the focus is on: showing the impact logistics has on competitive advantage; identifying the key interfaces between logistics and marketing; stressing the need of integrating the two functions to avoid permanent friction between them; and providing an approach to developing an integrated logistics/marketing strategy.

The purpose is to indicate the potential impact, be it positive or negative, of information technology on the effective management of the logistics function. This is achieved by defining the concepts of logistics, management, information and technology to create a base of understanding. A framework is then suggested to guide the integration of information technology effectively into the logistic function. In conclusion the important aspect of building commitment as a key success factor in the effective management of information technology in logistics is examined.

A major objective in the development of new systems is to fulfil customer requirements in a cost‐effective manner. Cost‐effectiveness relates to the measure of a system in terms of mission fulfilment (the degree to which it performs its intended function) and total life‐cycle cost. Experience has indicated that these factors are significantly influenced by logistics. Implementation of the concept of Integrated Logistic Support (ILS) is essential in order to ensure a cost‐effective product output. The relationships between ILS and cost‐effectiveness are discussed.

Considerable emphasis is put on service to customers of Engineering Polymers (Du Pont) making rising logistics increasingly important. The current supply chain serving customers in the UK and Eire was developed when service was considered less important. Analysis of this supply chain revealed many operational defects. New systems of performance measurement had to be developed to allow this analysis. As a result operational improvements were made and continued performance analysis should demonstrate that improved service is being provided. In addition,it was recognised that the real need was for an integrated supply chain that enabled the total logistics concept to be put into practice. Two such tactical requirements were the need for a customer service strategy and a logistics cost analysis system – recommendations are made as to how both could be developed and how future systems could meet the needs of an integrated supply chain.

Gives reasons why a logistics partnership may be doomed to fail and by so doing, shows ways in which to prevent the failure. Maintains there will always be a place for the smaller, third‐party logistics company and that third‐party logistics will continue to play a growing role in world commerce.