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This paper outlines why market development efforts could fail by choosing contract logistics providers. This is usually due to the nonexistence of marketing capabilities at contract logistics providers. Hence they are not able to deliver effective and service-dominant solutions. The paper points at consequences in preferring contract logistics providers by comparing them with demand chain leaders which capture marketing as well as logistics capabilities and therefore are being able to offer state-of-the-art business concepts.

This paper describes a service architecture which is especially suited for networked enterprises to provide services cooperatively. The overall architecture is described as well as the service composition process. The architecture is evaluated from a business perspective and the advantages and disadvantages are discussed.