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This paper discusses logistics service providers' (LSPs’) energy efficiency initiatives for sustainable development, both from an evolutionary perspective and based on a framework consisting of actions, processes (i.e. at the operations interface) and services (i.e. at the customer interface).

Following a qualitative research design, semi-structured interviews were conducted with sustainability managers at LSPs and the data were analysed via inductive coding. Based on the results and the literature, the authors developed a maturity model for LSPs' transitions to environmental sustainability.

LSPs' sustainable development occurs via operational processes, services at the customer interface, and actions that support those processes and services. Energy efficiency efforts are characterised by process depth that helps LSPs to align with their customers' energy efficiency improvement processes. While services related to energy efficiency connect LSPs and their customers, actions in support vary depending on the logistics activities in which LSPs participate.

Further research is needed to test and verify the maturity model and to clarify the interdependency of its three dimensions.

By categorising energy efficiency initiatives and proposing a maturity model for LSPs' sustainable development via energy efficiency, the authors have developed a tool for logistics actors to assess their progress towards improved sustainability.

The paper contributes to the literature by providing a three-pillar framework to understand the sustainability transitions of LSPs through energy efficiency. Developing a maturity model using this framework also contributes to the literature with an approach to assess sustainability advancement in the logistics industry.

The purpose of this paper is to analyze the influencing factors of new logistics service product design (NLSPD) in China to establish a theoretical framework for the future development of the logistics industry.

The paper adopts the multi-case study method based on a sample of four Chinese logistics enterprises, in which the authors consider the logistics service maturity (LSM), a distinct characteristic of logistics enterprises.

NLSPD is directly related to the degree of supply–demand matching (SDM) and LSM. Customer demand, service capability and peer competition influence the performance of NLSPD through the SDM degree, whereas LSM moderates these influencing mechanisms. Moreover, the degree of SDM has a positive impact on LSM.

The findings can help the managers of logistics enterprises and practitioners in the logistics industry understand the complexity of NLSPD. First, they should broaden and deepen their service offering to enhance the degree of LSM. Second, they should pay attention to the factors that affect SDM systematically. Finally, it is vital to balance the relationship between LSM and SDM.

NLSPD has become an important tool affecting the competitiveness and sustainability of logistics service enterprises. This is the first paper to propose a theoretical framework for NLSPD that considers the characteristic of the logistics industry. It clarifies the mechanisms of influencing factors, and contributes to the literature by filling the research gap.

The purpose of this paper is to present a practical instrument for self-evaluation of maturity in the processes of procurement and supply management, applicable to small and medium-size companies, as well as to show how the use of this evaluation tool may help companies to decide what to improve in these processes.

Based on an empirical and theoretical framework, the instrument developed measures the maturity of procurement and supply management activities in four macro-processes: materials management, purchase process, supplier evaluation process and process of procurement planning. For testing the self-evaluation instrument, the authors evaluated the maturity of 48 hospitals and 37 metal-mechanic manufacturing companies located in the southern region of Brazil. To show how to use this tool to decide what to improve in procurement and supply processes, the authors conducted a comparative analysis of a hospital and a metal-mechanic company, in relation to the sample of the same segment.

The results show that the instrument is reliable for practical application. Metal-mechanic industries have a greater maturity in the purchase process than in the other three macro-processes. The management of materials is the most mature macro-process in hospitals. Comparing hospitals to metal-mechanic companies, the present research shows that, between 20 and 99 employees, hospitals tend to have a higher level of maturity in the purchase process than metal-mechanic companies. With 100 employees or more, metal-mechanic companies are more mature than hospitals in procurement planning and in selection/evaluation of suppliers.

Presenting a useful self-evaluation instrument, this work demonstrates that the measurement of the maturity level, and benchmarking it with other companies, may help a firm to decide what to improve in its processes of procurement and materials management, showing how an economic sector can understand itself better. Few scientific studies have practical application to the assessment of the degree of maturity of procurement and supply management processes. Besides that the authors did not find other papers presenting a comparison of different segments.

The purpose of this paper is to develop a distribution management system that determines the path toward lean distribution through teamwork. This system introduces a set of lean distribution initiatives regarding the structural and strategic facets of organizations.

Through studying the case, which is one of the largest distribution companies in the Middle East, the deployment process of the developed system is examined through chartering focus, deployment and operational teams. These teams held several rounds of panel discussions to formulate the strategic, tactical and technical plans required for making distribution operations lean.

It is found that the strategic focus of the case should not only be restricted to distribution initiatives but also the company can achieve a suitable competitive position by focusing on leadership and integral architecture of information, distribution and transportation channels. The first semi-year cycle of implementing the lean distribution system in the case targeted a 2.5% reduction in the ratio of distribution cost to sales by planning for the cross-docking adoption. It also aimed at a 10% increase in the market share for the prioritized market by a 20% reduction in lost sales owing to improper implementation of the processes.

The developed lean distribution management system is novel in the way it includes the strategy, structure and capabilities of an organization. Deploying this system causes a meaningful connection between lean distribution principles and operational initiatives.

The purpose of the study is to diagnose recurrent logistics problems in a public organization’s network of logistics entities, determining the maturity level of each supply chain (SC) function, and trying to link problems within the SC functions to the maturity level by using the case study method.

Extant research on supply chain management (SCM) maturity is combined with notions of SC flows and disciplines. The resulting SCM Disciplines Maturity model comprises multiple diagnostic steps. It is illustrated by means of a developmental case study at a large public organization facing recurrent logistics problems in routine processes.

The model is shown to be a useful instrument to obtain insight into linkages between recurrent logistics problems and the way an SCM organization harbors multiple SCM disciplines.

The paper examines recurrent logistics problems in relation to SCM maturity, a relatively unknown research subject. It shows how SCM maturity thinking can support the diagnosis of recurrent problems. In a rapidly changing world, it enables further research on diagnosis as a dynamic capability.

The rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.

This study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.

This research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.

The results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.

The authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

The purpose of this paper is to study how a general standardized processes assessment capability/maturity model, such as Capability Maturity Model Integration (CMMI), can be combined to a standardized benchmark of logistics processes best practices, such as FD X50-604, to propose a new approach that evaluates logistics processes capability/maturity.

First, an analysis study of CMMI model and X50-604 standard is performed. In order to prove their coherence, a deep comparative analysis of CMMI and X50-604 practices is conducted. As illustration, the paper focuses on a particular application of this approach to evaluate capability/maturity of distribution logistics activities. An industrial case study that aims the validation of this particular application is finally conducted in a furniture company.

The authors estimate that the paper findings provide an operational guide for industrials to evaluate their distribution processes that is a practical, verifiable, repeatable and extensible to other logistics process areas and an interesting opportunity to evolve the standard FD X50-604 regarding CMMI requirements to assess capability/maturity of logistics processes.

In general, the few capability/maturity-driven models analyzed in literature present some limits that do not allow their diffusion in the industrial level, especially in logistics. This study proposes a new approach based on standards that provide an operational guide for industrials to evaluate their distribution processes based on capability/maturity concept.

Companies are currently moving from multi-channel strategies to offer their customers an omni-channel (OC) experience. So far, OC research has been mainly tackled from a sales-based view, with numerous operational challenges to be fully investigated yet. The purpose of this paper is to investigate how companies set the logistics variables in their OC management strategy and the business logistics models currently most adopted.

A two-step methodology was adopted. First, a systematic combining approach with scientific literature review and case studies allowed to derive a framework for classifying the key logistics variables and the related options. The framework was then used to conduct a qualitative survey targeting 92 Italian companies operating in food manufacturing, food retailing and non-food retailing. Collected data were analysed by means of cluster analysis.

Implementing an OC management strategy requires to set 11 logistics variables belonging to four strategic areas: delivery service, distribution setting, fulfilment strategy and returns management. A broad empirical investigation showed the choices made by companies when setting the logistics variables to implement an OC management strategy. Lastly, four business logistics models, differing in terms of both business sector and OC maturity, were discussed.

The proposed framework extends earlier studies by including additional significant logistics variables. The empirical analysis provides new insights on how to re-structure the business logistics model in OC, suggesting channel integration and the coexistence of multiple configurations as main enablers of an OC proposition.

This paper aims to show that current Industry 4.0 maturity models primarily focus on manufacturing processes. Until now, research has been lacking with regard to outbound logistics, that is, the delivery process. This paper develops such a model.

Methodologically, this paper is grounded in design science research (DSR) and rigorously follows the model development guidelines presented by De Bruin et al. (2005). This work builds on current maturity models and original empirical research to populate and test the model.

The model appears to be applicable to describing the status quo of the digitization efforts in outbound logistics, developing a corporate vision for delivery logistics excellence and providing guidance on the development path.

Thus far, the model has been applied only for a development stakeholder. For further validation, the authors are currently working on additional case studies to demonstrate the model’s applicability.

The developed model provides guidance for the digitization of an important value-adding activity in supply chain management: the delivery process.

To the authors’ knowledge, the proposed model is the first to explicitly consider the delivery process; therefore, it complements available approaches that focus on the manufacturing process. Moreover, the results show that the widely used Supply Chain Operations Reference model can serve as the basis for additional process maturity models.