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The purpose of this paper is to evaluate the effect of logistics collaboration, meetings, relationship history, and supplier selection on the logistics performance of shippers, carriers, and logistics services providers. Rather than focusing on collaboration and performance, the research provides a wide analysis of how logistics collaboration and performance interact with other organizational practices.

To investigate the interaction among the constructs, the authors proposed a structural equation model to understand the influence of meetings, relationship history, supplier selection, and collaboration on logistics performance. The data were obtained through a survey of 199 managers of Brazilian companies in the retail sector.

Supplier selection has the strongest effect on logistics collaboration, and relationship history has the strongest effect on logistics performance. Rather than meetings and operational features, the elements of interpersonal skills, organizational culture, and communication appear to be the most important contributors to logistics performance achievements; relationship history leads to better performance.

This study contributes to our understanding of how and with whom to collaborate by highlighting the relationships among supplier selection, relationship history, meetings, and logistics collaboration and logistics performance.

This paper aims to examine the halal value creation in halal logistics practices and halal logistics integration in delivering halal products and/or services by investigating the effects of halal logistics practices on halal logistics performance and the role of halal logistics integration as a mediator.

Partial least square is performed on a survey data of 129 Malaysian logistics service providers.

The novel findings affirm that halal logistics practices comprising of physical segregation of halal products from non-halal in halal warehousing, halal transportation and halal terminal positively affect halal logistics performance. The most novel finding is that halal logistics integration positively affect halal logistics performance and mediate, significantly the relationship between halal warehousing and halal transportation and halal logistics performance.

Managers/logisticians should aware that halal value creation in halal logistics practices have a positive effect on halal logistics performance and they should appreciate halal logistics practices and halal logistics integration to realize a better halal logistics performance towards halal logistics implementation.

The results draw the novel contributions of halal logistics practices and mediating effects of halal logistics integration between halal logistics practices and halal logistics performance that have never been published.

The purpose of this paper is twofold. First, it intends to explore the link between internal social capital, logistics capabilities, supply chain risk management (SCRM) capabilities and supplier performance. Second, the mediating effect of logistics capabilities between internal social capital and SCRM capabilities, and that of SCRM capabilities between logistics capabilities and supplier performance are also examined.

A theoretical model developed from the extant literature was empirically validated through a cross-sectional survey of 122 respondents in 52 public healthcare facilities in Uganda. The data were analysed using partial least square structural equation modeling (PLS-SEM).

The study found that internal social capital and SCRM capabilities are significant predictors of supplier performance. Internal social capital is positively and significantly related to logistics capabilities, and logistics capabilities are positively and significantly related to SCRM capabilities. The authors also found non-significant relationships between internal social capital and SCRM capabilities, and between logistics capabilities and supplier performance. Furthermore, it was revealed that logistics capabilities play a partial mediating role in the relationship between internal social capital and SCRM capabilities, while SCRM capabilities fully mediate between logistics capabilities and supplier performance.

Further to providing empirical evidence of the antecedents of supplier performance in the public healthcare in a developing economy, which has been evidently scant, this study provides initial empirical evidence of the mediating role of logistics capabilities in the relationship between internal social capital and SCRM capabilities and that of SCRM capabilities in the relationship between logistics capabilities and supplier performance. This is important for understanding the mechanism through which supplier performance can be enhanced.

The purpose of this paper is to examine the relationship between logistics park platforms, logistics location and operational performance. Relationship analysis helps managers respond to the changes that today’s logistics companies face, which include limited resources and facilities, market uncertainties and financial instabilities.

A structured questionnaire is developed based on the resource-based view. Qualitative data collected from 273 companies in China are used in a structural equation model to test the conceptual model.

In logistics parks, logistics park platforms and location positively influence companies’ resource integration, which is positively related to operational performance. While logistics park platforms can improve operational performance directly, logistics location cannot. Resource integration is thus a full mediator between logistics location and operational performance, while it is a partial mediator between logistics park platforms and operational performance.

This study fills a gap in the literature on logistics parks, particularly on the relationships among operational performance, resource integration, logistics park platforms and the location of logistics parks in China. The authors provide guidelines for logistics park managers to organize their resources and develop capabilities for improving the operational performance of companies in logistics parks.

The purpose of this paper is to empirically assess the impacts of logistics learning capability on logistics service capability and organizational performance in the context of international distribution center operators (IDCOs) in Taiwan.

Data for this study were collected by questionnaire survey. A two-steps structural equation modeling (SEM) approach was performed in this study to test the research hypotheses. The first step is performing confirmatory factor analysis (CFA) to assess the validity of the measurement model. The second step proceeds to estimate the structural model between latent variables.

A five-dimension scale including open-mindedness (O), commitment to learning (C), system perspective (E), partner learning (A), and shared vision (N) was proposed in this study and was supported by CFA analysis to measure IDCOs’ logistics learning capability in this study. Results of SEM indicated that logistics learning capability is positively related to logistics service capability, whereas logistics service capability is also positively related to organizational performance. Although logistics learning capability has no direct relationship to organizational performance, we found it indirectly affects organizational performance via logistics service capability.

This study primarily focusses on the effect of logistics learning on organizational performance. Future research could incorporate environmental uncertainty as a moderator to assess its impact on the relationship between logistics learning capability and organizational performance.

IDCOs can enhance customer service and financial performance by developing logistics learning capability and specifically focussing efforts on supply chain partner learning.

This study presents the first to examine the effects of logistics learning capability on logistics service capability and organizational performance in the context of IDCOs. Particularly, this study proposes a five-dimension logistics learning capability scale from a supply chain perspective.

The purpose of this paper is to investigate significant impact of partner similarity on the success of horizontal alliances in logistics service providers (LSPs) from China.

Primary data were collected via questionnaire distribution to 380 Chief Executive Officers and Managing Directors in 262 small and medium logistics enterprises in China. There are 316 valid questionnaires for further analysis with 83 percent accuracy in response rate. Structural equation modeling was used to test the impact of partner similarity on alliance management capability, stability and performance.

Partner similarity and logistics alliance management capability (LAMC) are positively correlated to alliance stability and performance in horizontal alliances among Chinese LSPs, especially competence similarity and cultural similarity. Moreover, alliance stability mediates the impact of partner similarity and LAMC on alliance performance.

The basic limitation of this research is to collect data just from small and medium logistics enterprises that operate in China with sample size (n=316). This research could further be extended to other regions in China or other countries.

This research verifies the positive relationship between partner fit and management capability. Besides, based on research findings, the research proposes guidelines for LSPs pursuing horizontal alliances

This research proposes an experimental model for Chinese LSPs to cooperate successfully and build horizontal alliances in order to increase their effective customer response capability.

For its sustainable growth, an organization should drive customers from the role of consumers of products or services to value co-creators. Logistics performance, which produces value for customers, may activate value co-creation behavior among them. The purpose of this paper is to investigate entrepreneurial orientation (EO) as the determinant and customer value co-creation behavior as the outcome of logistics performance.

The data for this research came from 328 dyads of logistics managers of chemical manufacturers and purchase managers of their customer companies in Vietnam context. The data were analyzed using structural equation modeling approach.

The research results confirmed the role of EO in predicting logistics performance. Logistics performance was also found to positively influence customer-organization identification, which, in turn promoted customer value co-creation behavior.

Entrepreneurship, logistics, and marketing research streams converge through the research model of the relationship between EO, logistics performance, and customer value co-creation behavior.

The first purpose of this study is to explore logistics performance management practices and lessons learned in some supplier/retailer dyads across retail industries. A second purpose is to suggest a continued research agenda for logistics performance management across retail industries.

Case studies are conducted in four supplier/retailer dyads in different retailing industries in Sweden. The analysis is of a cross-case character and uses a pattern matching approach.

Large differences in practices within and between dyads are found. Some problems were indicated: lack of trust; difficulties in developing a collaborative culture; difficulties in relating metrics to customer value and lacking IT support. A previously unknown obstacle, the internal collaboration with category management, was identified. A good example was found in an industry standard. State-of-the-art descriptions, international comparisons, exploring the interface with the stores and combating identified problems were found to be relevant topics for continued research.

The limitations are mainly related to the small number of cases, but since the purpose of this study is exploratory, this should be acceptable. The theoretical contribution is a first step in the expansion of knowledge on logistics performance management from manufacturing to retailing companies.

The practical contribution includes insights in the shape of descriptions and lessons learned in different retail industries.

No identified study has explored logistics performance management as a whole across retail industries with a dyadic approach.

The main objective of this paper is to describe state‐of‐the‐art practices for handling logistics performance management in dyadic relationships. Another objective is to explain the relationship between logistics performance management practices and customers' expected logistics performance.

A logistics performance management model was developed and applied to 136 dyads of Swedish manufacturing companies and their most important suppliers. Two linked survey studies were conducted.

A state‐of‐the‐art description of the activities in logistics performance management is provided, addressing the following questions in dyadic relationships: how often are expectations updated? Who is the customer's contact person? What is the contract situation? Which actor (customer or supplier) formulates performance targets, and who measures logistics performance? Some of these issues' relationships to customers' expected logistics performance were verified.

The contribution of the paper is mainly descriptive. A logistics performance management model together with descriptions of how the various activities are executed in dyadic relationships is presented. It is also explanatory, showing that some of these practices influence customers' expected logistics performance.

This study provides knowledge of the impact of contact persons and contracts on customers' expected logistics performance, which could increase the possibilities for the supplier to meet customers' expectations. The importance of a collaborative discussion on performance management is emphasized.

Dyadic research approaches are rarely performed in logistics research. Studies highlighting the link between logistics performance measurement and logistics performance are also few. This paper will hopefully remedy this neglected area.

The purpose of this paper is to investigate how different logistics resources and resource patterns, such as logistics infrastructure, logistics location, logistics knowledge and logistics information, affect logistics capabilities and operational performance.

Based on data collected from 273 companies in China, this study examines impacts of individual logistics resource dimensions on resource integration capability, customer service capability and operational performance through contingency approach. Furthermore, three logistics resource patterns are identified and linked with resource integration capability and operational performance through configuration approach.

Contingency results show that different logistics resources have different impacts on resource integration capability and operational performance. Configuration results reveal that companies’ capabilities and operational performance vary for different logistics resource patterns: the high-uniform pattern has a better resource integration capability and operational performance than other patterns, while all logistics resource patterns have similar customer service capability levels.

Future studies should examine other resource capabilities and performance indicators of companies and extend this study to other countries and regions.

This study contributes to the logistics resource literature through empirically investigating relationships among logistics resources, resource integration capability and operational performance using contingency approach, and through identifying different logistics resource patterns based on configuration approach. The findings extend the logistics resource literature, particularly on research of logistics parks in China.