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The purpose of this paper is to analyze the effect of collaboration, capability and information sharing (IS) on logistic performance, the effect of collaboration and IS on capabilities, the effect of collaboration on logistic performance through capabilities, the influence of IS on logistic performance through capabilities and the effect of logistics capabilities on logistics performance.

This study uses a quantitative approach and is included in explanatory research. This research uses cross section research design. The research populations are all companies incorporated in GAFEKSI (Joint Forwarder and Expedition Indonesia) of East Java. Sampling in this research is by using a purposive sample. The sample of this study amounted to 47 forwarder and expedition companies. Data analysis method used is partial least square.

Collaboration has a positive impact on capabilities (CAP); capability (LOC) positive impact on logistic performance; collaboration does not directly affect the logistics performance; and construct capabilities (LOC) is the mediation of IS in building business logistics performance. Increasing the intensity of IS has no direct contribution to increased flexibility, and collaboration is driven by partnership and network, whereas CT (trust) can be ignored, as it is not proven to make a dominant contribution to collaboration.

The novelty of this research is found in the strategic role of capabilities as the dominant latent variable in building business performance of logistic companies. This study finds dual mediation, where both mediations are expressed as full mediation, because the direct effect of mediator latent variables is significant (Little et al., 2010; Hair et al., 1995).

So far, most of the literature on logistics social responsibility (LSR) has prioritized the examination, classification of and adaption toward positive LSR practices instead of investigating necessary logistics service providers’ capabilities to implement LSR strategies. Therefore, the purpose of this paper is to contribute to theory by an assessment of LSR and its linkages to dynamic capabilities theory to gain insights into how logistics service providers can foster an enhanced application of LSR practices.

The paper is conceptual and grounded on dynamic capabilities theory. Relevant literature from logistics management, supply chain management and sustainable supply chain management (SSCM) as well as dynamic capabilities was examined to build upon existing theory by conceptualizing LSR from a dynamic capabilities perspective. In addition, propositions for future research are presented based on the conceptual model.

With regards to the controversial discussion in the literature about the direct link between dynamic capabilities and competitive advantage as well as the necessary degree of heterogeneity of dynamic capabilities, the conceptualization of LSR from a dynamic capabilities perspective adds new elements to this discussion. Considering long-term or even sustainable competitive advantage, the current degree of homogeneity across logistics services might hinder a sustainable advantage in the long run and demands for more advanced logistical capabilities. In this line, it is important to understand and utilize the causal relationships between different logistical resources and capabilities to achieve a unique long-term advantage allowing logistics service providers to further enhance LSR practices.

Due to the current role of logistics service providers, they should not just foster their resources focusing on the relationship to the focal firm, but they should also develop and implement new logistical capabilities derived from SSCM-related dynamic capabilities to design alternative service portfolio extensions and new business models.

Although dynamic capabilities have been studied intensively in the last two decades, the causal relationships between different logistical resources and necessary dynamic capabilities to achieve advantages by enhancing LSR practices still lack conceptualization. To build on the understanding of LSR, the paper at hand presents a conceptual framework explaining LSR and SSCM practices through the lens of dynamic capabilities theory.

The purpose of this paper is to study the relationships between the capabilities and performance characteristics of logistic service providers (LSPs) in the Caribbean region. The study considers the organization’s process improvement (PI) performance as it relates to their innovation capabilities, their efforts into information sharing and collaboration with customers, their planning for contingencies and considering the uncertainty of their customer’s technology.

A survey was applied to 88 LSP firms with operations in the Caribbean region. Structural equation modeling was used to analyze the hypothesized relationships.

The results indicate that the PI performance of LSPs is significantly related to their innovation capabilities, and that these capabilities are positively related to collaboration and exchange of relevant information. Furthermore, they indicate that information sharing between LSPs and their customers significantly improves the quality of contingency planning. However, the study showed that innovation capabilities are not directly related to the LSPs’ focus on contingency planning and that customers’ technology uncertainty does not have a significant effect on the LSPs’ innovation capabilities.

The sample of LSP firms is limited to three countries of the Caribbean region. Further examination of the model in additional countries and across multiple industrial contexts would increase the validity of the findings and expand to settings such as manufacturing and services.

This study measures operational performance of LSPs from a different perspective: its PI performance, and considers how multiple factors affect this performance.

El propósito de este trabajo es estudiar las relaciones entre las capacidades y características de ejecutoria de los proveedores de servicios de logística (LSP) en la región del Caribe. El estudio considera la ejecutoria en la mejora de los procesos de la organización en relación con sus capacidades de innovación, sus esfuerzos en el intercambio de información y colaboración con los clientes, la planificación de contingencias y teniendo en cuenta la incertidumbre de la tecnología de sus clientes.

Se aplicó una encuesta a 88 empresas de servicios logísticos con operaciones en la región del Caribe. Un modelo de ecuaciones estructurales se utilizó para analizar las hipótesis propuestas.

Los resultados indican que la ejecutoria en la mejora de procesos de los LSP se relaciona significativamente a sus capacidades de innovación, y que estas capacidades se relacionan positivamente con la colaboración y el intercambio de información. Además, los resultados indican que el intercambio de información entre los LSP y sus clientes significativamente mejora la calidad de la planificación de contingencia. Sin embargo, el estudio demostró que las capacidades de innovación no están relacionadas directamente a la planificación de contingencia y que incertidumbre relacionada con la tecnología de los clientes, no tiene un efecto significativo en las capacidades de innovación de las LSP.

La muestra de empresas LSP se limita a tres países de la región del Caribe. La examinación en otros países y en otros contextos industriales aumentaría la validez de los resultados y ampliaría este a otras áreas como la manufactura y los servicios.

Este estudio mide la ejecutoria operacional de los LSP desde una perspectiva diferente: su ejecutoria en la mejora de procesos y considera cómo múltiples factores afectan esta ejecutoria.

Organizations have long employed business continuity planning (BCP) to prevent disruption to their operations. The authors seek to extend existing theory by examining the impact of logistical business continuity planning (LBCP) – BCP in the context of logistics – on firms’ operational capabilities and financial performance.

Using data of firms operating in the US transportation and warehousing industries, the authors empirically test LBCP's affect on their business units’ financial performance.

The authors’ findings suggest that LBCP influences financial performance via improvement in logistical competitive capability and enhanced disaster immunity. Further, the findings indicate that when a firm employs mindful‐planning processes, an important element within LBCP, it can avoid the trade‐off between risk management and efficiency. The authors proffer that LBCP processes are dynamic capabilities because of improvement in logistical competitive capabilities and enhanced disaster immunity. Thus, when firms employ LBCP they gain a competitive advantage, which improves financial performance.

This is the first research paper which establishes the link between LBCP and its logistical competitive capability, disaster immunity and financial performance.

The purpose of this research is to identify the shape of the interactive relationship between corporate competitive capability and supply chain operational capability for performance improvement, and to investigate the effects of supply chain (SC) integration on such interactive relationships.

Separate moderated regression analysis was used to test the hypotheses of interest in this study on each of three SC integration groups: the independent operation group, the internal integration group, and the external integration group. Three models present the hierarchical addition of items addressing proposed corporate competitive capabilities, SC operational capabilities, and interacting effects, respectively.

The effect of interaction between corporate competitive capability and SC operational capability on performance improvement becomes insignificant as the developmental stage of SC integration increases. In other words, in firms with a high level of internal integration or external integration, such integration substitutes for the role of the interaction effect between corporate competitive capability and SC operational capability on performance improvement.

In order to characterize more precisely the dynamic positioning of a firm's SCM strategy this paper suggests detailed analyses of structural relationships among the constructs relating to corporate SCM initiatives, SC functional initiatives, performance measures, and the SC integration level are required. For this, replication of the study described in this paper with a sample of the US and European firms would be helpful.

Performance accumulation from customer satisfaction through market‐based performance to financial performance according to the developmental stage of SC integration suggests the migration path of matching type between corporate competitive capability and SC operational capability from differentiation/customer service capabilities‐logistical capability through innovative marketing capability‐technological capability to cost leadership capability‐structural capability. Such a migration path can be a lever for establishing the dynamic positioning of a firm's SCM strategy.

This research identified the shape of the interactive relationship between corporate competitive capability and SC operational capability for performance improvement and investigated the effects of SC integration on such interactive relationships.

The purpose of this paper is to investigate if the organization competitive orientation can really make firms emphasize different internal capability. This paper aims to revisit and extend the study proposed by Fleury and Fleury (2003).

The survey instrument was employed to collect the sample composed by 163 companies from different sectors of Brazilian market. Additionally, several statistic techniques were applied such as cluster analysis, ANOVA test and hierarchical regression analysis to investigate the phenomenon.

It was observed that three possible clusters can be built based on cumulative capabilities perspective and the Operation oriented group has no emphasis on production, logistic nether R & D capability, while other two clusters have a distinctive attentions on their internal capabilities.

The limitation of this research lies in using perceptual scale for performance and few constructs with one item for measuring. On the other hand, this research has revisited the taxonomy topic based on cumulative capability perspective and discussed the trade-off concepts assumed in past studies.

This study has demonstrated the absence of systematic strategy implementation of those that are considered Operational oriented. Additionally, the authors have demonstrated that market share and customer satisfaction performance are impacted by different competitive priority as well as internal capability.

The authors reviewed the work proposed by Fleury and Fleury (2003), and went further in proposing a taxonomy complementation suggested by them. Additionally the authors discussed the assumptions of the taxonomies that have been adopted up today and explored this issue using cumulative capabilities concept. This work is based on competitive orientations, internal capability and cumulative capabilities suggested by seminar papers.

Using dynamic capabilities theory, this paper aims to posit logistics capabilities (namely information, demand, supply, cooperation and coordination) when integrated at the supply chain level gives rise to supply chain resilience. The current investigation explores further on the inter-relationship among dominant logistics capabilities and integrated logistics capabilities.

To test the proposed hypotheses, data were gathered from 339 supply chain professionals and were evaluated through structural equation modeling. The measures were pretested through exploratory factor analysis and confirmatory factor analysis and then measures were deployed for final testing.

Findings suggest that logistics capabilities do exert a strong influence on supply chain resilience through effective logistics integration. Further, these logistics capabilities do share certain inter-relationships among themselves. Supply chain resilience does have positive performance implications. The authors also tested for moderation of cooperation and coordination and proposed an alternate model which found support in post hoc testing.

The study holds immense value for practitioners and managers, as they undersigned that logistics capabilities need to be integrated at the supply chain level for developing overall supply chain resilience. Further, it underscored how the inter-relationship among the individual logistics capabilities varies in the development of supply chain resilience.

The logistics industry has benefited hugely from the growth of e-commerce. The logistics and transportation industry operators have realized that higher-quality service and logistics management provides the competitive edge as the primary channel of communication with consumers. Digital voice assistants (DVA) is an information system based on an artificial intelligence framework that can interact through voice, such that a deliveryman can query for or use information in a relatively short time. The purpose of this paper is to explore the value of DVA in logistic service.

This study aims to develop a framework for innovation and logistics service capabilities of logistics and transportation services to structure a model based on the analysis hierarchy process method to discuss the factors considered when adopting DVA.

The results of this study implied that common problem and expectations of current operators in the delivery of goods and their expectations of DVA.

Innovative operations and planning are possible with information technology-enabled logistic services. It is important to identify relevant DVA development avenues.

The purpose of this study is to show which factors are significant to the logistics and transportation industry using DVA to aid the deliverymen, and it provides guidance for manager evaluating adopted DVA and its object.

The development of a local area supply chain network (LASCaN) is only as good as the skills and technological capabilities of the companies within that network. Recent studies have pointed to the lack of capability amongst local suppliers and hence many OEMs have now moved towards global supplier networks to meet demand. The purpose of this paper is to highlight the drivers which push companies to develop global supplier networks.

Through the development of a case study approach, the paper chronicles the design, development and implementation of a supplier development programme (SDP). The programme is subsequently evaluated for its effectiveness in the subject company.

The LASCaN is evaluated rigorously and describes accurately the effectiveness of the system and how the integration of the LASCaN into the global network allows the company to meet the demands of a fluctuating, mass customised market.

The proposed SDP framework for the successful development of a LASCaN contributes to the existing knowledge base on supply chain systems and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development of local suppliers in an attempt to move the UK SME sector towards world class manufacturing performance.

Effective competence-based management (CBM) requires in the first instance an ability to identify an organization’s competences and the sources of those competences. Identifying competences can be especially challenging in the context of not-for-profit organizations, which have often been characterized as being “different” from for-profit organizations. In this paper we argue that not-for-profit organizations have fundamentally the same systemic requirements for survival and success as for-profit organizations – and therefore that not-for-profits ought to be amenable to competence identification and analysis through use of CBM concepts and theory in essentially the same way as for-profit organizations. We support this basic proposition through a case study of competence identification and analysis in a humanitarian relief organization (HRO), an increasingly important kind of not-for-profit organization.