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Warehousing remains the most frequently outsourced logistics activity, but empirical research on the third‐party selection process for warehousing remains scarce. The main goals of this research were to identify the most critical factors to customers during third‐party warehousing selection and to compare the perceived performance levels of national and regional third‐party firms on each of the selection criteria. Surveys were sent to warehousing customers in several industries. Responsiveness to service needs, quality of management, and track record of ethical importance were rated by customers as the most important selection criteria. Results indicate that respondents also rated the performance of the typical regional third‐party warehousing firm as significantly better than national firms on six different criteria while national firms were rated significantly higher on only one criterion. It is hoped that this research can provide guidance to logistics managers as they evaluate third‐party warehousing options.

The warehouse is the interface area for production lines, market, customers and suppliers, and the business environment in general. Goods inwards (GI), constituting part of the warehouse activities, is the department responsible for booking‐in the incoming parts from external suppliers. After the production process is improved, the resources in the warehouse are balanced to link the internal/ external transfer of physical items. With a broader view of the GI activities, and a look into its future, the actual problems may become clear, understandable, and hence easy to solve. The aim of this paper is to study the problem areas in GI and provide solutions to increase the performance of warehousing operations. First, a conceptual framework has been developed to improve the effectiveness of warehousing operations. Second, a case study has been conducted with the help of the model to minimize the through‐put time in warehousing operations. Finally, a summary of findings and recommendations are presented.

This paper seeks to illustrate the successful development of a warehousing decision support system (WDSS) that aided the Buckeye Cable Vision Incorporated (BCV) in making its strategic warehouse expansion and re‐warehousing decisions. The WDSS utilized by the BCV can be a blue‐print for other companies which would like to improve their warehousing productivity and strengthen the warehousing link to their supply chain.

Warehousing costs make up a significant portion of a company's business expenditures. Thus, many companies are pressured to control warehousing costs by improving their warehousing productivity. However, it is not an easy task to improve warehousing productivity given the increased complexity associated with today's warehousing activities such as value‐added services and cross‐docking operations. To cope with such warehousing challenges, a specific decision support system (DSS) that incorporates several computer‐based models into the warehouse decision‐making process is proposed. These models include: a simulation model based on computer‐aided design, an analytic hierarchy process, and a forecasting technique. To demonstrate the usefulness of the proposed DSS and provide practical guidance for other companies that seek the DSS as a powerful decision‐aid tool, this paper conducted an in‐depth case analysis of the BCV that successfully exploited the WDSS.

Through the BCV's case, it was shown that the WDSS could not only enhance warehousing productivity, but could also improve supply chain visibility. Also, it was found that the WDSS success lay in the company's ability to sustain high data quality by standardizing, cleaning, and updating relevant data on a real‐time basis.

Since the early 1970s, a DSS has attracted attention from both profit and non‐profit organizations. Despite the long history of DSS evolution, it has been rarely applied to strategic warehousing decisions. This paper is one of the first attempts to develop a specific DSS that can assist warehousing managers in documenting warehousing costs, identifying non‐value adding activities, evaluating strategic warehousing alternatives, and utilizing given warehousing resources.

Warehouses are large emitters of greenhouse gases and their impact on climate change is under increasing focus. The purpose of this paper is to investigate the barriers that inhibit the adoption of low-carbon warehousing in Asia-Pacific and their links to carbon abatement performance.

An exploratory conceptual model was first developed from a literature review of the general barriers to sustainable supply chain practices and hence potentially in low-carbon warehousing. A large contract logistics services provider in the Asia-Pacific served as the subject of a case study. The perceived barriers to low-carbon warehousing were derived from an internal survey of respondents from the case company and regressed against carbon abatement outcomes at that organization’s operations across the region.

Results show that the case company reduced carbon emissions by 36 percent on a revenue-normalized basis between 2008 and 2014, but with relatively lower success in emerging markets vs mature markets. An Elastic Net regression analysis confirms that technology and government-related factors are the most important barriers in the case company’s efforts to “decarbonize” its local warehousing operations. However, results suggest that the customer-related barrier, which is highly correlated with the government barrier, is in part driven by the latter.

This case study is based on a single multinational company in Asia-Pacific, but nonetheless serves as an impetus for more cross-sectional studies to form an industry-wide view.

An extended stewardship framework based on the natural resource-based view has been proposed, in which logistics services providers take on a proactive boundary-spanning role to lower the external barriers to low-carbon warehousing.

The purpose of this paper is to explore the major drivers behind the choice of centralising versus decentralising warehousing locations from a small‐ and medium‐sized enterprise (SME) perspective. Previous literature has investigated this solely from a large company perspective.

An in‐depth literature review was carried out and, in addition, a single case study was conducted in order to investigate the issue at hand. A Danish medium‐sized do‐it‐yourself (DIY) retailer was chosen, as this company faced the challenge of deciding between centralisation vs decentralisation of its warehousing structure.

The paper has two findings: existing literature does not deal with the difference between SMEs and large companies when speaking of centralised vs decentralised warehousing; and the difference between SMEs and large companies with regard to centralised vs decentralised warehousing lies in the fact that SMEs generally have scarcity in competences and fewer resources, have fewer advantages of economies of scale in a centralised setting, and, finally, have fewer management resources to carry out a centralisation project.

It is a limitation of this research that a statistical generalisation is not possible. Therefore, the findings in this paper might not be applicable for all SMEs.

When speaking of centralising vs decentralising warehousing, SMEs should be aware that different drivers are at play when compared with larger companies.

Research in supply chain management and logistics has not addressed the consequences of warehousing structure from an SME perspective.

This study primarily explores the influence of green warehousing, logistics optimization and social values and ethics on supply chain sustainability and economic performance. The study further examines the mediating role of supply chain sustainability between economic performance and green warehousing, logistics optimization and social values and ethics.

The study employs a quantitative research approach where survey data are collected from 200 managers of manufacturing companies in Ghana. The dataset is analyzed using partial least square structural equation modeling software (PLS-SEM) SmartPLS 3.

The results show that green warehousing and logistics optimization negatively influence economic performance but improves economic performance through supply chain sustainability. It is further discovered that social values and ethics have a positive influence on supply chain sustainability and economic performance.

This paper proposes and tests a theoretical model that explores the relationships between green warehousing, supply chain sustainability, economic performance, logistics optimization and social values and ethics through the resource dependency theory (RDT) in the manufacturing firms in Ghana.

To meet customers' expectations on shorter lead times, high product availability, flexibility, and variation in delivery and return options, retailers have turned their attention to warehousing and are making big investments in technology. Currently, technology providers are pushing for smart warehousing, a new and under-researched phenomenon. This study aims to conceptualize the term and examine pathways toward implementing smart warehousing.

An exploratory survey was administered to 50 leading Swedish retailers in varying segments. A two-tailed t-test for equality of means was used to detect significant differences between current and future states.

The study found that future smart warehouses will be automated, autonomous, digital, and connected, but that retailers will follow different paths along this journey, driven by contextual trends, e.g. sales growth, wider product assortment, shorter lead-time offerings, and integration of brick-and-mortar and online stores. Interestingly, the study revealed that many of the retailers that aim to create smart warehouses in five years are not the retailers with the most developed technology today.

The paper operationalizes smart warehousing in two dimensions: degree of automation and degree of digitalization and connectivity of information platforms. Based on the findings, 16 theoretical propositions are put forth that, based on contextual factors, explain different pathways for retailers to implement smart warehousing.

The empirical insights and theoretical discussions provide practically useful guidance, including outlined trends, for selecting and benchmarking automation and complementary technologies in warehouse operations.

This paper conceptualizes and operationalizes smart warehousing – an original approach. It is also one of the first to investigate the technological transformation in retail warehousing empirically, explaining how and why retailers choose different pathways toward smart warehousing.

The purpose of this paper is to propose a framework of green strategies as a combination of energy-efficiency measures and solutions towards environmental impact reduction for improving environmental sustainability at logistics sites. Such measures are examined by discussing the related impacts, motivations and barriers that could influence the measures' adoption. Starting from the framework, directions for future research in this field are outlined.

The proposed framework was developed starting from a systematic literature review (SLR) approach on 60 papers published from 2008 to 2022 in international peer-reviewed journals or conference proceedings.

The framework identifies six main areas of intervention (“green strategies”) towards green warehousing, namely Building, Utilities, Lighting, Material Handling and Automation, Materials and Operational Practices. For each strategy, specific energy-efficiency measures and solutions towards environmental impact reduction are further pinpointed. In most cases, “green-gold” measures emerge as the most appealing, entailing environmental and economic benefits at the same time. Finally, for each measure the relationship with the measures' primary impacts is discussed.

From an academic viewpoint, the framework fills a major gap in the scientific literature since, for the first time, this study elaborates the concept of green warehousing as a result of energy-efficiency measures and solutions towards environmental impact reduction. A classification of the main areas of intervention (“green strategies”) is proposed by adopting a holistic approach. From a managerial perspective, the paper addresses a compelling need of practitioners – e.g. logistics service providers (LSPs), manufacturers and retailers – for practices and solutions towards greener warehousing processes to increase energy efficiency and decrease the environmental impact of the practitioners' logistics facilities. In this sense, the proposed framework can provide valuable support for logistics managers that are about to approach the challenge of turning the managers' warehouses into greener nodes of the managers' supply chains.

Robust and efficient warehouse management is pivotal to the success of contemporary logistics and business productivity. Given the recent technological revolutions and the rising pressure for sustainable warehouse activities, the recent literature continues to grow on Industry 4.0 technologies and sustainable warehousing. Following this, the review aims to explore current state-of-the-art, knowledge development, the focus of research, methodological development and knowledge gaps for more impactful future research on this important yet underexplored topic.

A widely accepted systematic literature review (SLR) methodology was employed on a sample of 46 articles retrieved from multiple search queries in the three large databases: Scopus, Web of Science and Google Scholar.

The authors’ analysis unveils several interesting findings: the positive linkage between various Industry 4.0 technologies and the three main pillars (economic, social, environmental) of sustainable warehousing; the paucity of large scale empirical research, specifically in the context of COVID-19; imbalance amid studies on three main aspects of warehouse sustainability; partial application of Industry 4.0 technologies; and disproportion in scholarly focus between numerous warehouse activities and Industry 4.0 technologies.

The authors integrate research findings from a pool of studies, thereby improving the understanding of practitioners on how different Industry 4.0 technologies relate to sustainable warehousing.

To the best of the authors’ knowledge, this is the first SLR at the intersection of Industry 4.0 technologies and sustainable warehousing. Our review expands the existing knowledge base, devises a conceptual framework and suggests avenues for fruitful future research on this emerging area.

Logisticians in the worldwide industry are frequently faced with the problem of measuring the total cost of holding inventories with simple and easy-to-use methodologies. The purpose of this paper is to look at the problem, and in particular illustrate the inventory holding cost rate computation, when different kind of warehousing systems are applied.

A multiple case study analysis is here developed and supported by a methodological framework directly derived from the working group discussions and brainstorming activities. Two different field of application are considered: one related to five companies with manual warehousing systems operating with traditional fork lift trucks; the other is among five companies operating with automated storage/retrieval systems (AS/RS) to store inventories.

The multi-case study helps to understand how the holding cost parameter is currently computed by industrial managers and how much the difference between manual and automated/automatic warehousing systems impacts on the inventory cost structure definition. The insights from the ten case studies provide evidence that the kind of storage system adopted inside the factory can impact on the holding cost rate computation and permit to derive important considerations.

The final aim of this work is to help industrial engineers and logisticians in correctly understanding the inventory costs involved in their systems and their cost structure. In addition, the multi-case analysis leads to considerations, to be applied in different industrial contexts. As other industrial applications are identified, they may be analyzed by using the presented methodology, and with aid from the data from this paper.

The relevance of this work is to help industrial engineers and logisticians in understanding correctly the inventory costs involved in their logistics systems and their cost structure. In addition, the multi-case analysis lead to interesting final considerations, easily to be applied in different industrial contexts. As other industrial applications are identified, they may be analyzed by using the methodology and extrapolating the data from this paper.