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The size of the logistics market is typically estimated from the national accounting and market data. However, this data does not take certain in-house logistics services into account and most likely underestimates the true size of the market. The purpose of this paper is to develop a method for estimating the potential size of the logistics market in terms of overall logistics expenditure and to also account for in-house services.

The research approach involves combining longitudinal industry- and firm-level turnover data, incorporating survey data from Finland on logistics outsourcing and costs, and calculating yearly logistics expenditure and the market demand for logistics services. Descriptive statistics, weighted arithmetic means and analyses of variance are employed in the estimations.

The research suggests and demonstrates a rigorous method for estimating the size of the logistics market, including both market-based demand and in-house services.

The empirical data used to illustrate the result are limited to a single country. The methodology should be further validated with data from other countries. The quality of the survey data could be improved by targeting multiple informants from a single firm.

One outcome of the research is that policymakers will be better able to estimate the size of the logistics market on a national level. For service providers, the results provide additional information on the market potential of logistics services.

The novelty of the research lies in combining multiple data sources and expanding the estimation of the logistics market to include services provided in-house.

This research analyzes the development of logistics outsourcing market in two countries, Estonia and Finland, with different paths as members of the single European market. The purpose of this paper is to examine whether the two markets have become more similar or whether their logistics costs and logistics markets have developed differently over time.

The development of the logistics market is addressed through two survey-based variables. Logistics costs are used to measure the size of the logistics market, whereas logistics outsourcing is analyzed to measure the development phase as well as the market potential for logistics service provision.

Estonian logistics outsourcing market was found to be underdeveloped and small compared to the Finnish market. At the same time, the logistics costs of Finnish companies are high and rising, whereas the costs of Estonian firms are declining.

The results imply that the level of outsourcing might explain the visibility of logistics costs, which should be taken into account when making estimates on logistics costs both at the firm as well as on country level.

Logistics sector is an important source of national competitiveness and employment. This research identifies subareas for the two countries on how to develop competitiveness through the logistics market.

This research provides a unique method to estimate the size of logistics outsourcing market in these two countries. It also represents as one of the rare works to provide multiyear comparison between countries in logistics costs.

Customer service levels are seen as the linchpin of an effective marketing logistics strategy for any company. Careful consideration is given to the components of customer service and each element is examined to identify its cost and revenue aspects. Segmented customer service policies are reviewed and taxonomic criteria proposed. The trade‐offs within the total logistics mix which are concomitant with changes in service offered are examined. Equally, a distinction is drawn between subjective service levels (i.e., displayed availability at point‐of‐purchase/use) and objective service levels. Control procedures to monitor the operational management of service levels decided upon are enumerated and procedures for interpreting customer complaints described. Experimental approaches are proposed by which managements can seek to move towards more cost effective service policies.

Presents a multiple‐objective mathematical programming model to co‐ordinate logistics decisions with those on the interface between the production and marketing departments. The model can help decide on an overall budget to request from senior management for logistics and these interfaces, and in systematically allocating the funds between transport, inventory and production. In so doing, this multi‐period model specifies the timing and quantity of raw‐material purchases, and the location and timing of production activities and distribution flows. The budget for expenditures on logistics and its interface activities is taken as an objective to minimise, instead of as a given dollar level to be satisfied. A second objective is to maximise the profit of logistics and its related interfaces. Trade‐offs between these two conflicting aims yields the decision maker′s “best compromise” solution.

The increasing rate of change in technologies and markets and the search for competitive advantage, have led to a new focus on logistics strategy and management. In the dynamic, competitive environment of the 1990s, the successful companies will be those who recognize and take advantage of the leverage which can be gained by effective management of the supply chain, from supplier through end users. The starting point in developing a logistics strategy must be a thorough understanding of final customers′ requirements. Only then is it possible to determine the required performance of firms throughout the supply chain. Integrated information systems and strategic alliances/partnerships will play an important role in achieving the desired levels of service performance. As markets fragment, it will be critical to be able to identify the profitability of customers and products as well as how alternative logistics strategies affect the profitability of these segments of the business.

The transport infrastructure will provide the necessary capacity for freight movement and handling. However, the increase in the physical infrastructure alone is not a sufficient condition for the improvement of logistics systems. The logistics information capability which facilitates the seamless flow of information is a very important element in further enhancing the efficiency of logistics activities and in potentially reducing the demand for the transport infrastructure itself. Reviews the existing logistics information practices in Korea and describes recent nation‐wide efforts to build an integrated logistics information system (ILIS). Raises some important issues for successful implementation of the system and also discusses the relationship between the Korean CVO (K.CVO) programs.

The purpose of this paper is to demonstrate the similarities and differences of occupational identity among logistics managers, controllers and specialists.

After a thorough review of the literature, the authors opted for desk research and content analysis of job advertisements for these three occupations as the major research method, focusing on a sample of 60 Polish and German advertisements.

The analysis of these data confirmed that the three occupations have their own identity (although there is a certain closeness between controllers and managers), but, from a holistic perspective of logistics management considering current trends in logistics, these three occupations should be integrated as a whole.

This has been the first paper comparing ads focused on logistics professionals in two relevant European economies in terms of logistics development: Poland and Germany.

Many firms are starting to focus on the effective and efficient supply chain management in Asia. This empirical paper reports on the state of existing logistics management practices in Thailand. The main results reveal that firms prefer agile suppliers. Also, most of the logistics costs incurred are on transportation and warehousing. Firms that have instituted logistics departments are making an effort in upgrading their logistical systems and are more pervasive in using technology to manage logistics as compared to firms without formalised logistics departments. The factors hindering logistics development include inefficient logistics information systems, acute transportation bottlenecks, and the lack of logistics management expertise. Finally, future logistics managers need to be competent in modern technology and possess logistics specific skills.

The purpose of this paper is to refine and expand technology adoption theory for a healthcare logistics setting by combining the technology–organization–environment framework with a business process management (BPM) perspective. The paper identifies and ranks factors impacting the decision to implement instances of technologies in healthcare logistics processes.

A multiple case study is carried out at five Danish hospitals to investigate the bed logistics process. A combined technology adoption and BPM lens is applied to gain an understanding of the reasoning behind technology adoption.

A set of 17 factors impacting the adoption of technologies within healthcare logistics was identified. The impact factors perceived as most important to the adoption of technologies in healthcare logistics processes relate to quality, employee work conditions and employee engagement.

This paper seeks to understand how managers can use knowledge about impact factors to improve processes through technology adoption. The findings of this study provide insights about the factors impacting the adoption of technologies in healthcare logistics processes. Differences in perceived importance of factors enable ranking of impact factors, and prioritization of changes to be implemented. The study is limited to five hospitals, but is expected to be representative of public hospitals in developed countries and applicable to similar processes.

The study contributes to the empirical research within the field of BPM and technology adoption in healthcare. Furthermore, the findings of this study enable managers to make an informed decision about technology adoption within a healthcare logistics setting.

Against the background of the scanty knowledge about inventory financing in supply chains, the goal of this paper is to provide a conceptual explanation of the relevance and the implications of alternative inventory financing by a logistics service provider (LSP).

First, based on a literature review, inventory‐related conflicts of interest between actors in the supply chain are discussed. Second, a concept of inventory financing through an LSP is developed. Third, the concept introduced is illustrated by means of a numerical example.

The results of an illustrative example from Switzerland and a rough revenue and expenditure calculation highlight the effects that inventory financing through a logistics service provider may have for LSP. For the LSP profit depends mainly on the value and amount of the goods to be financed.

The results of this paper can be applied to logistics service providers. The model developed can accordingly be used to calculate the additional effects of inventory financing service.

This research offers initial insights into the importance of inventory financing from an LSP perspective. As activities in this field may offer additional profits and differentiation options, decision makers at logistics service providers might want to estimate the potential resting in this expansion of their service catalogue.