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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).

To provide a model for precise logistic controlling of one‐piece flow processes and for the description of the interactions between logistic performance measures. The developed method can help manufacturing enterprises to control their production processes and therewith to exploit existing rationalization potentials in their production.

The Institute of Production System and Logistics adapted the logistic operating curve for schedule reliability and the logistic operating curve for mean throughput time to describe the behaviour of one‐piece flow processes. This model‐based method depicts the correlation between the delivery reliability and mean WIP level of single manufacturing systems and enables a goal‐oriented modelling as well as a controlling of single manufacturing processes.

The derivation, calculation, and fields of application of the logistic operating curves for one‐piece flow processes, that give a functional relationship between mean WIP, mean throughput time and schedule reliability, are presented in this paper. Moreover, the paper presents how the logistic performance measures can be adjusted to target values.

This paper offers practical help to manufacturing enterprises confronted with the task of evaluation and optimization of manufacturing processes within the framework of production controlling. Moreover, the developed method enables manufacturing enterprises to identify bottleneck work systems where action can be taken to optimize their schedule situation and thereby improve the delivery reliability of an entire manufacturing department.

Many companies measure their logistic performances using several methods. As a consequence, various sets of indicators can be found in practice and in the literature. In particular, the same event can be measured in different ways, so that the relative performance is sometimes totally different. The purpose of this paper is to suggest a hierarchy in logistic performance measurements. A referring model for evaluating the logistic performances is also proposed in this paper, together with the definition of a reference framework for the selection of supply chain performance measurements.

The purpose of this paper is to show that local management control systems within supply chain organisations and the governance of supply chains are intertwined and that local control systems and governance structure have an important effect on the functioning of the supply chain.

The paper reports on a case study of a supply chain and examines how local management control systems within the participating organisations affect cooperation between the organisations in the supply chain. In the case study, a supply chain, including eight food manufacturers, two logistic service providers, and two retailers, is investigated.

The behaviour of several entities in the chain is explained by examining the present local management control systems. The main conclusion is that these systems call for behaviour that is not congruent with the broad supply chain objective.

The research is based on a case study in one supply chain that has mainly a cost‐minimisation objective. Further in‐depth studies could be undertaken in supply chains with other objectives to further validate the findings.

The paper demonstrates that the local management control systems may hinder the achievement of the supply chain objective. Possible design implications for both local management control systems and governance structures in the supply chain are outlined.

The paper focuses on local information sharing concerns and on local performance measurement and incentive issues at the intra‐organisational level but within a supply chain context.

The purpose of this paper is to present a simulation‐based evaluation method for the comparison of different organizational forms and software support levels in the field of supply chain management (SCM).

Apart from widely known logistic performance indicators, the discrete event simulation model considers explicitly coordination cost as stemming from iterative administration procedures.

The method is applied to an exemplary supply chain configuration considering various parameter settings. Curiously, additional coordination cost does not always result in improved logistic performance. Influence factor variations lead to different organizational recommendations. The results confirm the high importance of (up to now) disregarded dimensions when evaluating SCM concepts and IT tools.

The model is based on simplified product and network structures. Future research shall include more complex, real world configurations.

The developed method is designed for the identification of improvement potential when SCM software is employed. Coordination schemes based only on ERP systems are valid alternatives in industrial practice because significant investment IT can be avoided. Therefore, the evaluation of these coordination procedures, in particular the cost due to iterations, is of high managerial interest and the method provides a comprehensive tool for strategic IT decision making.

Reviewed literature is mostly focused on the benefits of SCM software implementations. However, ERP system based supply chain coordination is still widespread industrial practice but associated coordination cost has not been addressed by researchers.

This research paper proposes that the conduct of supplier relationships can be improved through a “self‐organized logistical network”.

An analysis has been conducted on logistical supply chain which ensures to define a self‐organized logistical network. In such a network, each supplier can evaluate its own performance by using a decision‐making method involving multiple criteria. Indeed, such method is therefore recommended to reach a satisfactory solution. For that, a typology of performance was proposed and a multiple criteria method was chosen. Indeed, among several methods available, the Analytic Hierarchy Process (AHP) method has been chosen.

The paper suggests quantifying an evaluation of each potential supplier who responds to a call for proposal from a customer, according to rules and criteria that are impartial and common to all. The process enables the emergence of the “best” supplier. The proposed approach allows a balance to be achieved between load and capacity at the supplier level, and produces a smoothing of the load curve among the various suppliers with the long‐term objective of establishing a fair system among the suppliers on the network. Our approach suggests a customer‐supplier (C‐S) relationship control where all entities C‐S partners, communicate and negotiate to respond as best as possible to the customers requirements. To each supplier, we associate a decision‐making centre through which he can self evaluate his performance in order to be able to take part to negotiations within a self organized logistical network.

The research focuses particularly on the study of the decision‐making centre.

This study examines the effect of human and technological resource bundling on the financial and non-financial performance of third-party logistics (3PL) firms in India.

For achieving the research aim, 248 practitioners from India based 3PL firms were surveyed. The relationships between human and technology resources and firm performance were examined using structural equation modelling (SEM).

The results of empirical tests revealed that human and technological resources significantly enhance the performance of the 3PL firm. However, the firm's logistic capabilities related to track and trace, order management and final assembly do not mediate this relationship.

This study contributes by examining resource bundling in India's 3PL industry using empirical data and providing knowledge of the relationship between resources and business performance. It guides managers to consciously develop resource capabilities that influence firm performance.

This study aims to contribute to the extant literature on logistics by investigating the interrelationship between the financial performance of listed logistics firms and the COVID-19 and compare the logistics firms’ financial performance of G-20 countries during the pandemic period.

To conduct the confirmatory analysis by testing the hypotheses formulated for this study, data have been collected from Bloomberg of all logistics firms from G-20 countries. This paper gathered the first quarter from 2010 until the last quarter of 2020 as the research sample to examine the pandemic impact on financial performance.

The results show that the financial performance of logistic firms was significantly higher during 2020. Overall, the country-wise findings corroborated with the main results and the financial performance of 14 countries’ logistic firms out of 20 ones analysed has been significantly elevated, during the pandemic period. However, this paper has found out a negative financial performance of the logistics firms during the COVID-19 period in six countries (Germany, Korea, Russia, Mexico, Saudi Arabia and the UK), which support the second proposition.

The study’s results were important as they highlighted the role of logistics firms in offering insights to academics, practitioners, policymakers and logistic firms’ stakeholders. For future research, this paper suggests including some other variables that might influence firm performance and that have not been considered in this study, which is a limitation, and going more deeply into the logistics sector by comparing the financial performance of the sub-sectors.

As the importance of logistics services during the pandemic period is relevant, this study may provide significant insights because the logistics firms play a crucial role by anticipating to ensure the supply of essential items such as food, medicine, then supporting for the continuity of supply chains. The view of finance impacts during the pandemic may provide insightful perspectives for logistics companies, allowing them to understand those impacts and better prepare for likely disruption events such COVID-19 pandemic.

This paper is novel considering that it is unique in evaluating logistics firms’ financial performance from a global perspective, considering the context of this historical pandemic.

The purpose of this paper is to prove that maintenance cost of warehouses is correlated to the performance of the logistic business, together with other relevant operational factors.

The relationships between indicators of logistic service level performance are examined using a linear regression analysis of a dataset collected from a number of distribution facilities operated by a leading global freight provider throughout Italy.

Expenditures in building maintenance contribute to improve the punctuality of deliveries with resulting improved quality of customer service.

Further research may gainfully generalise the model by examining other geographical areas and longer observation periods.

It is suggested that logistic buildings have to be maintained not only to preserve the functional and economic value of the asset, but also to strengthen the competitive advantage of the logistic business.

The business performance is very likely to be influenced not only by variables related to the business process, but also by non‐operational factors, such as warehouse building performance.

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.