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Business process integration combines the information needed for product and service delivery within the supply chain and support the management service value offering in the supply chain. In this study, we show how the improved digital integration and automation of information flows enhance the speed of the purchasing and supply chain processes and thus provide cost savings by reducing the amount of manual work required by organizations. This study provides a novel framework for structuring a business process model that is based on global standards. The presented case study illustrates the method for evaluating the business impact of supply chain process digitalization and provides novel approach to estimate both operational and financial performance improvement of digitalization.

Purpose Sustainability-related risk management of logistics service providers (LSPs) is an essential part of sustainability performance of focal companies, as logistics services touch the entire supply chain (SC) – from raw material sources to end-customers. The purpose of this paper, draws on resource-based view and stakeholder theory in exploring how companies can manage environmental and social sustainability-related risks from logistics service suppliers. This kind of capability is essential in order to maintain reputation in the eyes of stakeholders, and to maintain long-term financial performance. Design/methodology/approach The data of this multiple-case study were collected from semi-structured interviews in eight case-companies in Finland. Five of the cases are primary logistics buyers, and three represent LSP companies. Findings The cross-case analysis showed that primary buyers of logistics services use their sustainability criteria as a prerequisite for LSP candidates, and when the level is adequate and equal, other factors, e.g. price and capacity, are decisive. Based on the analysis, large LSPs are preparing for the future competition, and act in a more sustainable manner than their customers (buyers) expect at the moment, while small LSPs strictly comply with the regulation. However, buyers’ requirements for sustainable logistics services are increasing as the stakeholder expectations for comprehensively sustainable SCs are growing. Originality/value Only little research has been conducted on sustainable logistics from the buyer company’s risk management perspective. This paper adds the knowledge of sustainability-related risk management in purchasing of logistics services and in the logistics industry.

This paper aims to develop a framework for logistics service capability of logistics service provider (LSP), to structure a model on analytic hierarchy process – method and to apply this model in the contexts of third party logistics and fourth party logistics service providers. Based on the literature review we formed a framework about the individual capabilities and components contributing to logistics service capability of LSP company. We approved AHP for exploring which of those logistics service production related capabilities are significant for operational performance of LSP and, are there differences between 3PL and 4PL performance. This case study addressed that in relation to identified logistics service capabilities the performance was quite equal, but 3PL was slightly better in demand and process capability groups whereas 4PL rose a little above 3PL in information and coordination capability groups.