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This study explores the individual and joint effects of operations, marketing, and logistics functions on the level of business performance. The main purpose is to test whether the business performance achieved when logistics function is in complete coordination with operations and marketing functions is superior to the performance when the functions operate in a less coordinated manner.

Study hypotheses regarding the links between coordinated and non‐coordinated performances and overall business performance are evaluated through a survey of automobile manufacturers in northwest Turkey. Separate regression analyses are conducted to test the hypotheses.

It is shown that overall business performance achieved when there exists an effective coordination between the functions can be well above the performance achieved when the tasks are performed individually. Specifically, results from regression analyses performed to test the validations of study hypotheses indicate two important implications: coordination between operations and logistics functions in the specific sample is the most prominent issue for achievement of high performance; and logistics function carries an important role in linking the two most important functions of a company namely, operations and marketing.

This study adds some value to the current literature such that it empirically shows the links between coordinated and non‐coordinated functional performances and overall business performance, and eventually raises the importance of logistics function in a manufacturing‐oriented business environment.

The aim of this paper is to identify the impact of logistics performance on consumer satisfaction and store image in the retail context.

The authors conducted a quantitative study with a sample of 201 consumers. The questionnaire is the instrument that was chosen to collect the data. Data processing was carried out using the statistical package for the social science (SPSS). The data analysis was conducted in two phases. The first phase consisted of testing the reliability and validity of the measurement scales. While the second phase of data processing consisted of testing the research hypotheses on the basis of data collected in the field.

The results of this research are as follows: consumer satisfaction positively affects their loyalty to the store. The results also indicate that store image affects the satisfaction of consumers. Indeed, “service quality” is often evaluated as a source of differentiation affecting consumer satisfaction. Concerning the effect of logistics performance on consumer satisfaction, the factor “product availability” was found to be the major factor affecting consumer satisfaction. A lack of logistics performance, in the context of retailing, negatively affects consumer satisfaction. On the other hand, when the consumer gets the right quantities at the right time, this can positively affect his satisfaction.

All studies carried out on this subject have presented an evaluation of the performance measures used in supply chain models. However, the results of these works were different in terms of performance measurement. It is difficult to specify the impact of logistics performance with only two variants (checkout level, and shelf level) in the retail context. Moreover, research related to this field in Morocco remains unexplored. In this context, it is necessary to explore the links between logistics performance, store image and consumer behavioral intentions in the Moroccan retailing context while taking into account three variants of logistics performance, which are: checkout level, shelf level and product disponibility.

This study examines the relationships among trust, commitment, logistics outsourcing relationship quality (LORQ), relationship satisfaction, strategy alignment and logistics performance considering selected manufacturing firms in a developing country, Uganda.

Drawing on insights from the commitment-trust theory and strategy alignment literature, and using a cross-sectional survey design with a self-administered questionnaire, and applying the partial least squares structural equation modeling (PLS-SEM) approach to analyze quantifiable data obtained from managers of 103 manufacturing firms in Uganda outsourcing logistics operations, the study examined the logistics performance effects of trust, through commitment, LORQ and relationship satisfaction.

The study findings reveal that trust influences logistics performance, indirectly through its effects on commitment, LORQ and relationship satisfaction, sequentially, and that the positive effects of relationship satisfaction on logistics performance strengthen with improvements in LORQ. Strategy alignment exerted a strong positive influence on LORQ.

The study findings have important implications for theory development and literature. The study applies the commitment-trust view to both theoretically and empirically examine logistics outsourcing as a competitive strategy to enhance logistics performance, and thereby providing a theoretical base for future research. However, this research is confined to manufacturing firms in Uganda, and the results are not necessarily generalizable to other contexts.

The study findings provide insights for logistics managers regarding the role of trust, commitment, LORQ, relationship satisfaction and strategy alignment in enabling successful logistics outsourcing relationships, and how drawing on these, managers can improve firm logistics performance.

This study contributes to logistics management literature by empirically examining the relationship of trust, commitment, LORQ, relationship satisfaction and strategy alignment with logistics performance, considering manufacturing firms in a developing country, where these aspects have not been largely explored before. It highlights the need to build trust, promote greater commitment of logistics user firms in logistics outsourcing relationships as well as aligning logistics outsourcing strategies to improve LORQ and enhance logistics performance. Additionally, the study provides for the first-time new evidence for the moderation effect of LORQ on the influence of relationship satisfaction on logistics performance. The study findings suggest advancing further scholarly discussions on logistics outsourcing as a critical strategy to enhance firm logistics performance within a developing country context. Due to limitations in logistics infrastructure, and existing low-level technologies, logistics in developing countries still revolves around conventional materials handling, packaging, inventory and transportation operations, and logistics outsourcing is new, thereby presenting an interesting research context for empirical investigations on logistics in general, and logistics outsourcing in particular.

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration than individual function (sub) optimization. Also identifies logistics’ unique role as a boundary‐spanning interface between marketing, production, and new product development, as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total these results imply that logistics, new product development, and demand‐management capabilities may provide firms with that extra competitive edge which shows up in “bottom line” performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.

The main objective of this study is to identify reliable and valid performance dimensions for both the identification and quantification of logistics performance that continues its development in the academic literature.

Quantitative research approach was used in the scale development process. First, the logistical performance literature was analyzed in detail, and it was evaluated that the logistics performance consists mainly of logistics efficiency, logistics differentiation, logistics agility and logistics effectiveness dimensions. During the scale development process, opinions were obtained from academics, industry managers and pilot applications were carried out. For the implementation of the developed scale, a total of 108 companies engaged in logistics activities in Turkey were identified, and the developed scale was applied to 398 logistics professionals.

A 28-item logistics performance scale has been developed based on the resource-based theory to measure totally five-dimensional performance. First, the three items under the logistics agility dimension were separated from this dimension as a result of the exploratory factor analysis, and it was understood that these items belong to the “logistics flexibility” dimension. The established structure was supported by confirmatory factor analysis. The reliability and validity of the scale are within the range of acceptable values.

The research data were collected from the Western Mediterranean region. The scale should be tested in different geographies.

By means of establishing a valid and reliable scale for logistics performance and its sub-dimensions, it is evaluated that this study will contribute to future research based on the measurement of logistics performance.

The paper's aim is to theorize and assess a logistics performance model incorporating logistics performance as the focal construct with supply chain management strategy as antecedent and organizational performance, both marketing and financial, as consequences.

Data from a national sample of 142 plant and operations managers are analyzed using a structural equation modeling methodology.

The results indicate that logistics performance is positively impacted by supply chain management strategy and that both logistics performance and supply chain management strategy positively impact marketing performance, which in turn positively impacts financial performance. Neither supply chain management strategy nor logistics performance was found to directly impact financial performance.

To compete at the supply chain level, manufacturers must adopt a supply chain management strategy. Such a strategy requires integration and coordination of key external processes such as purchasing, selling, and logistics with supply chain partners. In this study the focus is limited to the impact of logistics performance on organizational performance within a supply chain context.

As manufacturers work to improve the logistics processes, they support their organization's supply chain strategy, resulting in improved performance for the overall supply chain and ultimately their manufacturing organizations.

Organizational managers are being asked to focus directly on supply chain functions such as logistics to bolster the competitiveness of the supply chains in which their organizations are integral partners. Does such a supply chain focus ultimately result in improved organizational performance? This study provides evidence that a supply chain focus will enhance logistics performance, which will ultimately result in improved organizational performance.

To explore the present logistics performance of Finnish small and medium‐sized enterprises (SMEs) and to analyse the relationship between logistics performance and financial performance in these firms.

The dataset comprises 424 SMEs that participated in a nationwide Finnish logistics survey in 2006. Logistics performance measures were derived from the survey data, and based on these values logistically top‐performing firms were identified within different industry groups. The financial performance of these firms was then examined vis‐à‐vis their industry peers using financial reports‐based data.

The results imply that the overall level of logistics performance among the examined companies might be at such an elementary level that no statistically observable positive linkage between logistics performance and financial performance exists. The group of firms for whom logistics is a key source of competitive advantage in this sample is small and therefore statistical analysis at an industry level might be too aggregate to reveal this linkage. It is also surprising that service level and logistics cost efficiency are positively related; thus, companies who have a relatively high‐service level tend to have relative low‐logistics costs. These findings might imply that logistics is just starting to gain more attention among SMEs in Finland and at least in the short‐term, it might be relatively easy for SMEs to gain competitive advantage by focusing more on logistics performance.

This study is the first large‐scale attempt to focus on the logistics performance of SMEs and analyse the linkages between financial and logistics performance among the companies using both self‐reported data and financial reports‐based data. In addition, a theoretical framework of the linkages between logistics performance and financial performance is suggested and revised based on the findings of the study. The revised framework requires testing as a part of future research.

The purpose of this paper is to examine how logistics performance is affected by the use of different identification technologies and practices for utilising the tracking data.

The paper uses the survey method. The survey instrument is developed in co‐operation with an expert group consisting of both researchers and industry representatives. The data are analysed using multivariate techniques and hypothesis testing.

This paper indicates better logistics performance for companies using radio frequency identification (RFID) technology, while no significant differences can be seen for companies using Auto‐ID in general. In terms of registration, best‐in‐class firms have more identification points along their supply chains compared to other firms. Best‐in‐class firms also seem to have more extensive sharing of tracking data with supply chain partners, both upstream and downstream, and in terms of frequency and scope, which contributes to superior logistical performance.

To provide a more robust scientific justification of the survey results, in‐depth case studies should be carried out. Further studies are needed to verify the links between RFID and logistics performance.

The findings may enable managers to estimate the potential of using identification technologies and learn of practices which may enable their organisations to improve logistics performance.

This paper presents empirical links between different identification technologies, attributes of the tracking system, use and sharing of tracking data and logistical improvements.

Logistics and supply chain management has been elevated to a strategic level whereby firms can simultaneously achieve differentiation and low cost for sustained competitive advantage. Empirical studies have often concentrated on logistics management in developed Western countries, displaying a bias towards the USA. This study applies the competency approach to explore logistics in Taiwan. A survey of 1,200 manufacturing firms was undertaken in order to examine the relationships between logistics competency, logistics performance, and financial performance, using exploratory factor analysis and the structural equation modelling technique. Four logistics competencies, namely, integration and knowledge competency, customer focused logistics competency, measurement competency, and agility competency were identified. The research findings revealed that (1) logistics competency was significantly related to logistics performance but not significantly associated with financial performance, and (2) logistics performance was positively associated with financial performance. These findings also implied that logistics competency has an indirect effect on financial performance through logistics performance. This finding confirmed the “world-class” logistics competencies (i.e. positioning, integration, agility, and measurement) as identified by MSUGLRT (1995). In addition, it suggests that logistics competency in a huge geographic area such as America can have the same effect in a smaller geographic area such as Taiwan.

Aims to investigates the relationship of strategic choices of pure cost‐, pure differentiation‐, or a combination‐strategy on a composite measure of financial performance for third‐party logistics (3PL) providers in Hong Kong. In addition, it seeks to identify the importance of operations priorities underlying the respective adopted strategy, as well as the importance given to future competitive challenges for each strategy.

Uses cluster analysis, ANOVA.

Logistics service providers classified to follow different strategies report different financial performance, with companies adhering to the combined strategy of cost and differentiation performing best, followed by pure differentiation companies, which in turn outperform pure cost‐, commodity driven‐companies.

Future research may be widened to include customer, and not solely competitor, perceptions. Further studies could elaborate on technology adoption, information sharing, strategy formulation, operations practices, and benchmarking. Other studies could focus on the differences between high and low performers in terms of business performance, and the processes that enable low performers to become high performers; as well as comparing logistics strategies and practices between different countries.

Third‐party logistics providers, solely competing on cost and offering basic services only, need to differentiate to gain improved financial performance. Logistics companies can improve along multiple operational dimensions to achieve competitive advantage in the marketplace. Research identifies operational areas to be emphasized to drive strategy according to strategic orientation, as well as generic factors that will drive future logistics management in Hong Kong.

Linking perceived financial performance to strategic choices of pure cost‐, pure differentiation‐, or a combination‐strategy for 3PL providers in Hong Kong.