Relevant bibliographies by topics / Business logistics

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Business logistics'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 June 2025

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Journal articles on the topic "Business logistics"

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Manjunatha, K. "Business Logistics." Vikalpa: The Journal for Decision Makers 31, no. 4 (October 2006): 143–48. http://dx.doi.org/10.1177/0256090920060411.

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Aćimović, Slobodan, Veljko Mijušković, and Marko Golubović. "Military Logistics vs. Business Logistics." Economic Analysis 54, no. 1 (June 2, 2021): 118–38. http://dx.doi.org/10.28934/ea.21.54.1.pp118-138.

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Military logistics as a specific area of logistics management makes the difference between a well-supplied and self-sustainable army which due to an efficiently created supply chain, can perform it’s military actions more efficiently, and an army that, due to insufficient commitment to military logistics activities creates an inefficient army that is cut off from food, water, and other basic resources without which the army can’t function. The specifics of military logistics make this area of logistics management special, formally separated, but essentially very close to the field of business logistics. The aim of this paper is to point out the features that distinguish military logistics management from business logistics management, but also to point out the complexities and limitations that military logistics bring with it. The key determinants of the difference will be presented through the organization of the logistics supply chain, the subjects, participants and goals it involves, but also the risk, the corresponding law, logistics process management approach, innovations, organization systems, and the basic methods of transportation that military logistics brings with it. The given specifics need to be analyzed and compared with the key features of business logistics, where through the examples from practice will be pointed out the points of contact, but also the key differences between these two areas of logistics.
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McGinnis, Michael A. "Military Logistics: Insights for Business Logistics." International Journal of Physical Distribution & Logistics Management 22, no. 2 (February 1, 1992): 22–32. http://dx.doi.org/10.1108/09600039210015356.

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During the last 30 years the environments faced by the business logistics manager have dramatically increased in complexity. The integration of logistics processes with organizational strategy, increasing complexities of partnership/channel relationships, and the increasingly international scope of business logistics processes are examples of these complexities. The military logistics literature addresses complex issues of integrating logistics with strategy and tactics; co‐ordinating world wide supply operations; co‐ordinating an industrial base with military needs; and managing cycles of mobilization, warfare, and demobilization. Summarizes the development of business logistics thought, reviews the military logistics literature, and develops insights from the said literature that appear relevant to business logistics thought.
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Sheng, Yu Kui, and Wan Lian Lan. "Research on Relationship of Electronic Business and Logistics." Key Engineering Materials 474-476 (April 2011): 1897–98. http://dx.doi.org/10.4028/www.scientific.net/kem.474-476.1897.

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Electronic business is an emerging business activity. Electronic busines affects commodity trading activities, so it affects logistics deeply. It is important to the development of logistics. Logistics support electronic busines strongly. The rapid and health development of logistics and electronic busines are benefit to each other.
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Teplická, Katarína, and Zoltán Szalay. "SIGNIFICANCE OF LOGISTIC CONTROLLING AS A BASE FOR FILLING GOALS OF BUSINESS STRATEGY." Acta logistica 8, no. 3 (September 30, 2021): 209–16. http://dx.doi.org/10.22306/al.v8i3.217.

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Logistics costs form one group of total business costs that fundamentally affect the performance of the firm, which is part of the business strategy orientated to minimize costs. Logistics controlling has to be part of the business management system for a reasonable evaluation of the performance of logistic processes and their influence to profit. The main goal of this paper to points to the significance of synergy of economic analysis, statistics, logistic controlling, dashboarding for filling the aims of business strategy. Effective logistic management the means of optimizing logistics costs, improvement of logistic processes, and achieving a business profit. We use economic, statistical analyses, controlling, dashboarding, and a questionary survey in this paper. An effective tool for improving the goals of business strategy in the logistic area is the implementation of logistics controlling presented by software EIS Dominant, results of analyses by a dashboarding, logistic performance by statistic, and economic analyses. Results of all analyses point to reducing logistic costs and improving the financial situation. This fact is an effective instrument for logistic improvement and innovation in logistic processes, implementation of logistics controlling. Logistics controlling is a system of rules which helps achieve business goals by minimizing costs.
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Medoh, Chuks Nnamdi, and Arnesh Telukdarie. "Logistics Optimisation." International Journal of Business Analytics 7, no. 1 (January 2020): 54–76. http://dx.doi.org/10.4018/ijban.2020010104.

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Contemporary multinationals exist in a dynamic digital age in which business units direct enormous attention to technological solutions and business challenges, especially logistics. Business units aim for solutions that are relatively effective to implement, in relation to solving business challenges ensuring sustainability. This research seeks to present value add relative to business process optimisation model based on 4IR (Fourth Industrial Revolution) implementations, specific to multinational logistics optimisation. The onset of the 4IR has advanced businesses significantly, specifically to logistics optimisation. This article assumes a business process-centric modelling approach via industry 4.0 implementations to model and predicts the optimum logistics execution time. This is facilitated based on defined scenarios with all potential variables affecting configured sets of logistics business functions. The results address the present gap related to presenting a process-centric and systemic architecture effective to simulate the impact of change on a business.
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Michlowicz, Edward, and Leszek Mindur. "Logistics engineering in logistic processes designing." Logistics and Transport 38, no. 2 (2018): 53. http://dx.doi.org/10.26411/83-1734-2015-2-38-6-18.

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In the systemic approach, each enterprise, (production, transport, commercial) is a complex system of objects and relations between these objects, as well as between the system and its surrounding. As a result of the multitude of variables and indicators of the company's performance assessment, the methods of formalizing the existing relationships are still being sought. Logistics engineering is the field of knowledge which, through the integration of many processes, enables finding practical solutions. It is a rarely used term in Poland, meanwhile, for example in the USA, logistics engineering, using mathematical methods, learning achievements is a commonly used tool, supporting business operations. The article presents primary tasks and possibilities of logistics engineering.
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Meidute, Ieva, Michail Litvinenko, and Artūras Aranskis. "Logistics Cooperation: Integrated Logistics Services." Business: Theory and Practice 13, no. (4) (December 31, 2012): 343–51. https://doi.org/10.3846/btp.2012.36.

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High quality service delivery is one of the key factors to survive in the market. It is highly important to meet the needs of the client since business survival depends on the client's use of business services. In recent years, the requirements of customers for the companies providing logistics services, known as third party logistics (3 PL), are continuously rising. It is obvious that the clients, insisting on the total complex of logistics services, expect additional services which would enable them to compete in the market on more favourable terms. The present article is aimed at analysing theoretical and practical aspects of third party logistics and suggesting the integrated logistics services model based on the Lithuanian example.
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Kiisler, Ain. "LOGISTICS IN ESTONIAN BUSINESS COMPANIES." TRANSPORT 23, no. 4 (December 31, 2008): 356–62. http://dx.doi.org/10.3846/1648-4142.2008.23.356-362.

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The article describes logistics survey in Estonia carried out in 2007 as a part of the LogOnBaltic project. The level of logistics in Estonian manufacturing, trading and logistics companies is explored through logistics costs, performance indicators, outsourcing, ICT use and logistics self‐estimation of the companies responded. Responses from 186 Estonian companies were gathered through a web‐based survey (38% of manufacturing, 38% of trading and 24% of logistics sector). Logistics costs as the percentage of turnover make in average 13.8% in manufacturing and 13.3% in trading. Transportation and inventory carrying cost form around 70% of overall logistics costs. Considering the logistics indicators surveyed, Estonian companies show up with relatively low perfect order fulfillment rates, short customer order fulfillment cycles and effective management of cash flows. The most widely outsourced logistics function is international transportation followed by domestic transportation, freight forwarding and reverse logistics. By 2010, the outsourcing of IT systems in logistics followed by inventory management, warehousing and product customization is expected to increase more substantially. The awareness of logistics importance is still low among Estonian companies. Only 27–44% of those agree that logistics has a considerable impact on profitability, competitive advantage, top management or customer service level.
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PŁONECZKA, Karolina. "LOGISTICS IN SERVICES VS. LOGISTIC SERVICES." Zeszyty Naukowe Akademii Sztuki Wojennej 110, no. 1 (January 15, 2018): 14–25. http://dx.doi.org/10.5604/01.3001.0012.1460.

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Nowadays, companies offer various logistics services to their customers. Diversity of these services is essential for business. The range of services that logistics companies cover depends on various factors; it can be solely transport, but can also be a complex service that includes organisation of raw materials delivery, warehousing, delivery of finished goods to customers and dealing with documents like invoices, waybills and others. The increasing popularity of logistics in services is noticeable. This is connected with global changes. This is a complex phenomenon that connects aspects and features of services and logistics. The three most important areas for logistics in services are: minimisation of waiting time, management of service potential and service delivery. The goal of this article is to reveal the difference between these two subjects and review the literature connected with them. The main conclusions are that logistics services can be seen as belonging to logistics in the services phenomenon. In every area of logistics in services, three phases can be distinguished: supply, production and sales. Germany has the leading position in Europe when it comes to the logistics services market. Dynamic changes in logistics have led to the development of a new classification of logistics enterprises. The European Commission is analysing changes in the sector in order to prepare new strategic objectives.
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Dissertations / Theses on the topic "Business logistics"

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Karia, Noorliza. "Resource-based logistics (RBL) and logistics performance." Thesis, University of Hull, 2011. http://hydra.hull.ac.uk/resources/hull:5299.

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The increasing trends of logistics outsourcing have forced logistics service providers (LSPs) to more effectively leverage their productive resources to provide superior service performance. The current logistics literature has identified some strategic logistics resources and their performance impacts but there is a lack of knowledge on the combined effects of such resources. The main objective of this research is to identify logistics resources - called resource-based logistics (RBL) – acquired by LSPs and to examine the impacts of RBL on logistics performance. Based on the resource-based view (RBV) theory, this research develops constructs and measurements for logistics resources (RBL) and logistics performance (LP) and further examines the impacts of RBL on logistics performance in terms of customer service innovation (customer service and service innovation) and cost leadership. Based on data from interviews and a survey of 123 Malaysian LSPs, factor analyses were used to establish five groups of logistics resources - technology, physical, management, relational and organizational resources, contributing to the development of constructs and measurements for logistics resources from the LSP perspective. While simple regression analyses suggest that each RBL was positively associated with customer service innovation and cost leadership, further stepwise regression analyses suggest customer service innovation was enhanced when organizational and technology resources were bundled together. These two resources largely mediated the relationships between physical, relational and management expertise and customer service innovation. Similarly, the analyses suggest that cost leadership was enhanced when organizational and management expertise resources were bundled together; these two resources mediated the relationships between technological, physical, and relational resources and cost leadership. The implications of the results for theory and practice are significant. This research provides empirical evidence for the development of a theoretical model for logistics resources grounded in RBV theory. The detailed bundling and mediating effects of logistics resources represent novel empirical evidence needed to enhance the understanding of LSP performance. This research recommends that LSPs should embark on developing capabilities in the five RBL. Especially, logistics managers should focus on developing and bundling their organizational, management and technology resources more effectively. In addition this research proposes a theoretical model for future research into the competitive advantage of LSPs.
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Lai, Wing-man. "A regional analysis of logistics centres in the Pearl River Delta region : Hong Kong and South China /." Hong Kong : University of Hong Kong, 2002. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25017895.

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Södgren, Katarina, and Andreas Petersson. "Collaborative Business Model for Logistics Cluster." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-26996.

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Clusters seem to not only contribute directly to productivity of the nation as a whole but seem to have a positive effect on other clusters. Yet there has been no research made by researchers that look into the development of business models or joint value propositions made by a cluster as a whole. The authors have failed to identify any common view on the research field today of just how a business model for an industrial logistic cluster should look like as well as what components are essential and must be included. Therefore, the purpose of our research was to explore the contextual conditions for developing BM for industrial cluster in the logistic area.  In order to reach the goal of our research, inductive based approach was used when trying to investigate a cluster in Halmstad called “Innovative Logistic in Halmstad”. The cluster is in a early stage at this moment. Data was collected through interviews and secondary data was collected to complement our findings as well.  The main findings of our study are as follows. The authors create a conceptual business model for industrial cluster in the logistic area. We also offer a value package proposal where the cluster offer a client a joint value proposition as the main majority of companies buy their logistic transports. This could result in e.g. more eco-driven means of transportation.
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Brandolini, Federica. "Business logistics ed economia delle reti." Doctoral thesis, Università Ca' Foscari Venezia, 2001. http://hdl.handle.net/10579/491.

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Chaisurayakam, Siriwan. "Exploring green and logistics service quality of Thai logistics service providers." Thesis, University of Hull, 2015. http://hydra.hull.ac.uk/resources/hull:13603.

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The emergence of environmental or green issues in global supply chains has made it an essential practice to measure the performance of organisations of not only from their financial and management perspectives but also their environmental performance, particularly logistics service providers (LSPs) as service providers. There has been little work done during last two decades linking the three topics of green service quality (GSQ), logistics service quality (LSQ), and the Thai government’s logistics performance index (TLPI) for the logistics sector. The objective of this thesis was to investigate issues pertaining to GSQ and LSQ, and their impact on the TLPI for logistics providers in Thailand. Based on an extensive literature review, three research questions were proposed for this thesis to address gaps in the body of knowledge. GSQ is a new area of theory development and few research studies have focussed on the on the integration of both green and logistics service quality. The study used a rigorous three-phase methodological framework originally developed for the marketing discipline for item and scale development and applied more recently to logistics research. A mixed method approach used semi-structured interviews in Phase One, in conjunction with the literature, to generate and develop variables of GSQ and LSQ. These variables were tested in a Phase Two empirical study of Thai LSPs and their customers using a questionnaire survey. Finally, in Phase Three structured interviews were conducted to verify and validate the overall results. The findings indicate that LSQ has a positive and significant effect on TLPI, and that effect is more pronounced when GSQ measures are included. Such measures indirectly affect TLPI through LSQ. The findings also propose a final set of twenty-eight GSQ and LSQ variables of importance to LSP performance as perceived by Thai LSPs and their customers, and are related generally to green safety, regulations and collaboration; time and services; order service quality; and order procedures competencies. In light of this study, Thai LSPs should consider introducing GSQ as part of their business and the Thai government might include GSQ measures as part of its TLPI.
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Leung, Suk Man. "The evolution of service innovation in the IT-intensive integrated logistics industry in Hong Kong /." View abstract or full-text, 2004. http://library.ust.hk/cgi/db/thesis.pl?SOSC%202004%20LEUNG.

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Thesis (M. Phil.)--Hong Kong University of Science and Technology, 2004.<br>Includes bibliographical references (leaves 69-75). Also available in electronic version. Access restricted to campus users.
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Braganca, Paulo. "Fouth-Party Logistics : A study on modern logistics." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-20918.

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<p><p>The business environment has changed tremendously in the last two decades. Corporations have been forced to realign their global strategies and in order to cut costs, they started to transfer activities which were previously performed in-house to the market (e.g. IT, manufacturing or logistics) focusing instead on their core competencies. Nowadays companies outsource several of their logistics activities to so-called third-party logistics (3PL) companies and thus from being centralized, vertically integrated and with single-sited manufacturing facilities, enterprises have their network of resources globally dispersed.</p><p>As a result corporate management has realized that the competitive vehicle is no longer the individual firm, with its own resources and competencies. Instead, in order to cope with shorter product life cycles and ever more demanding customers, both on industrial and consumer markets, individual firms need to strategically become part of ‘extended enterprises’; that is, networks of specialist providers of resources and competencies.</p><p>However, because the capabilities to manage the entire network do not exist in any one organization, a new business organization was needed to provide the strategic knowledge and competence that will enable the complete integration of the supply chain. This new sort of firm, with core competencies on logistics processes and supply chain IT integration, besides offering consulting services on implementation and development of logistics and supply chain solutions, manages through the use of logistics control towers “the best of breed” 3PL specialists, integrating the end-to-end supply chain so that superior customer value is delivered in the most cost effective way. But how does the use of a supply chain integrator help the supply chain as a whole to achieve competitive advantages that enhance end-customer service? This paper aims to answer the above question. I felt that in order to be able to do that the most appropriate research strategy would be a qualitative study. Hence, a multi-case study was performed on three Swedish companies which differentiate themselves from the more traditional third-party logistics providers. The study was conducted by performing a set of semi-structured interviews with these companies. In order to give the study some sort of structure, I used an interview guide which was divided into three different themes; a) Organizational Design, b) Enterprise Logistics Integration and c) Logistics and Competitive advantages.</p><p>Once the interviews were transcribed and summarized, the empirical findings were then analyzed in light of a theoretical framework chosen previously. These theories, which in general terms relate to organizational design, supply chain management and finance, were also divided in the same themes as above. Finally, conclusions were drawn by linking the results of the interviews with the theoretical framework. It became evident that the supply chain integrator can help the supply chain as a whole not only to reduce costs related to inventory holding but also to help its client to improve end-customer service.</p><p> </p><p> </p><p> </p></p><p> </p>
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Hawkins, Timothy Glenn Pohlen Terrance Lynn. "Explaining buyer opportunism in business-to-business relationships." [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-3664.

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Caudle, Mark D. "Activity-based costing applications within logistics and their effects on logistics decision making /." The Ohio State University, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=osu1488190595942743.

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Kihlén, Tobias. "Logistics-based Competition : A Business Model Approach." Doctoral thesis, Linköpings universitet, Logistik, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-10059.

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Logistics is increasingly becoming recognised as a source of competitive advantage, both in practice and in academia. The possible strategic impact of logistics makes it important to gain deeper insight into the role of logistics in the strategy of the firm. There is however a considerable research gap between the quite abstract strategy theory and logistics research. A possible tool to use in bridging this gap is identified in business model research. Therefore, the purpose of this dissertation is to describe and analyse logisticsbased competition using a business model approach, a topic not handled in earlier research. This purpose entails investigating the role of logistics in the strategy of the firm by identifying a number of business model components which together constitute a logistics-based business model. Theoretically, the dissertation departs from strategic management and more specifically from the two opposing strategy theoretical perspectives the resource-based view of the firm (RBV) and the industrial organisation school of thought (I/O). From this foundation, the theoretical framework is further built upon with logistics- and business model research leading to a model of analysis that eventually evolves into one of the main outcomes of the dissertation: a logistics-based business model. The methodology used is that of multiple case studies of largely qualitative character. The cases represent trading firms which all display long-term profitable growth, a consistency in their growth, and they all have a, by the management, outspoken focus on logistics. The cases have been analysed using a patternmatching approach. A key deliverable from this research is the logistics-based business model, a model consisting of five components: strategy, position, offering, activities and organisation, and resources. The logistics-based business model makes possible a description and analysis of the role of logistics in the strategy of the firm leading to the identification of specific characteristics of the business models of firms competing on logistics. A few of the results from this research are: ● A logistics-based business model requires a synthesis of RBV and I/O. ● Control over the logistics resources is a distinctive capability in a logistics-based business model. ● Logistics strategy cannot be understood in terms of degree of integration only as much of the current logistics strategy research suggests. ● Hybrid logistics-strategies can involve lean processes and agile assortment with standardisation as an enabler. ● The domain of control of a logistics-based business model stretches beyond the domain of a traditional logistics strategy. ● A single logistics-platform may support multiple offerings. For managers, the logistics-based business model is possible to use as a tool in business development.
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Books on the topic "Business logistics"

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Glaskowsky, Nicholas A. Business logistics. 3rd ed. Fort Worth: Dryden Press, 1992.

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Thomas, Stanley C. Business logistics management. 2nd ed. Cinnaminson, NJ (819 Meetinghouse Rd., Cinnaminson 08077): Institute of Logistical Management, 1987.

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J, Bowersox Donald, ed. Logistical excellence: It's not business as usual. Burlington, MA: Digital Press, 1992.

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Schönsleben, Paul. Integral Logistics Management. London: Taylor and Francis, 2007.

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Murphy, Paul Regis. Contemporary logistics. 8th ed. [Harlow]: Pearson Education International, 2004.

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Johnson, James C. Contemporary logistics. 5th ed. New York: Macmillan, 1993.

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Martin, Christopher. Marketing logistics. Oxford: Butterworth Heinemann on behalf of the Chartered Insttitute of Marketing, 1997.

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McKinnon, Alan C. Green logistics: Improving the environmental sustainability of logistics. London: Kogan Page, 2010.

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Schary, Philip B. International business logistics in Scandinavia. Copenhagen: Nyt nordisk forlag, 1986.

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1943-, Bardi Edward J., and Langley C. John 1946-, eds. The management of business logistics. 5th ed. St. Paul: West Pub. Co., 1992.

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Book chapters on the topic "Business logistics"

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Scheer, August-Wilhelm. "Production Logistics." In Business Process Engineering, 86–385. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-79142-0_4.

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Scheer, August-Wilhelm. "Human Resource Logistics." In Business Process Engineering, 461–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-79142-0_6.

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Scheer, August-Wilhelm. "Production Logistics." In Business Process Engineering Study Edition, 86–385. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/978-3-662-03615-0_4.

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Gleissner, Harald, and J. Christian Femerling. "Logistics Controlling." In Springer Texts in Business and Economics, 245–66. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01769-3_11.

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Gleissner, Harald, and J. Christian Femerling. "Logistics Systems." In Springer Texts in Business and Economics, 19–35. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01769-3_3.

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Ma, Shuo. "Shipping and logistics." In Economics of Maritime Business, 351–72. First Edition. | New York : Routledge, 2020. | Series: Routledge maritime masters; 7: Routledge, 2020. http://dx.doi.org/10.4324/9781315658124-14.

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Fründt, Sarah. "Return logistics — repatriation business." In Cultural Property and Contested Ownership, 178–97. Abingdon, Oxon; New York, NY: Routledge, 2016.: Routledge, 2016. http://dx.doi.org/10.4324/9781315642048-12.

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Deckert, Carsten. "Sustainable Logistics: A Framework for Green Logistics and City Logistics." In Building New Bridges Between Business and Society, 53–70. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63561-3_4.

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Tieman, Marco. "Halal Logistics and Retailing." In Halal Business Management, 70–87. Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003109853-7.

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Scheer, August-Wilhelm. "Inbound and Outbound Logistics." In Business Process Engineering, 386–460. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-79142-0_5.

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Conference papers on the topic "Business logistics"

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Leong, Wai Yie, Yuan Zhi Leong, and Wai San Leong. "Business Ethics in Logistics and Supply Chain Management." In 2024 International Conference on Logistics and Industrial Engineering (ICLIE), 1–6. IEEE, 2024. https://doi.org/10.1109/iclie61478.2024.11015398.

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Thangpromphan, Pachara, and Nattavee Utakrit. "E-Business Platform for Enterprise Green Logistics Management: A Case Study of Logistics Business in Bangkok, Suburban Areas, and Laem Chabang." In 2025 IEEE International Conference on Cybernetics and Innovations (ICCI), 1–7. IEEE, 2025. https://doi.org/10.1109/icci64209.2025.10987344.

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Xu, Yongjin, Shuhong Hu, Cheng Jin, Yangxin Jin, Chen Li, Xiaoqiong Huang, and Ying Sun. "Research on 3D loading and logistics distribution business model." In Sixth International Conference on Image, Video Processing and Artificial Intelligence (IVPAI 2024), edited by Ruidan Su, 27. SPIE, 2024. http://dx.doi.org/10.1117/12.3046648.

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Ülker, Yasemin, Elif Nur Eken, and Necip Bulut. "The Impact of Logistic Performance Index and Ease of Doing Business on Trade Volume in Eurasian Countries: A Gravity Model." In International Conference on Eurasian Economies, 4–10. Eurasian Economists Association, 2024. http://dx.doi.org/10.36880/c16.02909.

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One key indicator of a nation's effectiveness in trade-related logistics operations is the logistics performance index (LPI), which has grown significantly. On the other hand, information about how simple it is to conduct business in a nation is provided by the Doing Business (DB) index. In light of the growing trends of globalization and regional integration, it is critical to comprehend how logistics performance and doing business impact trade volume. To shed light on the theoretical and practical implications of improving logistical efficiency for regional development, this study examines impact of the logistics performance and doing business on trade volume in Eurasian countries. By utilizing panel data approach, we estimate the baseline gravity model and the special gravity model augmented with LPI and DB variables over the sample period from 2000 to 2023 in order to evaluate the importance of logistic services and the ease of doing business on trade volume. Our empirical research conducted over the previous twenty-three years demonstrates that trade volume is strongly positively impacted by logistics performance and doing business. One of the most crucial contributors to economic growth is trade volume, higher ratings on the Logistics Performance Index are typically associated with stronger rates of economic growth. Therefore, to promote economic development, officials in the Eurasian region are urged to give priority to investments in logistical infrastructure and optimize trade-related procedures. Further enhancing regional integration and promoting economic growth across Eurasian countries can be achieved through enacting policies targeted at minimizing logistical obstacles and strengthening cross-border collaboration.
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Al Majzoub, Mohamad, and Vida Davidavičienė. "MULTI-LAYERED MODEL OF E-LOGISTIC." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.14.

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Coordinating transactions among companies that allow the appropriate movement of goods, services, and information to consumers from suppliers effectively and efficiently still is hard to accomplish. There are many situations in which the logistic performance failed, frequently because of the difficul-ty of synchronising the business technological systems with the logistic processes, thereby yielding disastrous consequences. Thus causing the loss of time, money, and even certain companies could close and will be weeded out if they do not cope with application of e-logistics while performing their business. This article presents discussion of e-logistics and its application in e-commerce. The applica-tion of innovative solutions in logistics will yield posititve outcomes that will help improve the compa-ny’s overall performance. The consumer satisfaction by e-commerce will be taken in consideration, and in particular by e-logistic solutions. Such methods as literature review, synthesis and and compar-ison wil be employed.
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Mačiulytė-Šniukienė, Alma, and Aurelija Burinskienė. "Logistics and international trade development relationship: evidence of European Union member states." In 11th International Scientific Conference „Business and Management 2020“. VGTU Technika, 2020. http://dx.doi.org/10.3846/bm.2020.524.

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International trade (IT) is recognised as one of the driving forces for business and the growth of countries’ economic. The amount of IT flows is contributed by the “logistics revolution”. According to the conceptual approach, the development of transportation modes, logistics infrastructure may facilitate in-ternational trade. However, it remains unclear whether logistic performance changes contribute to IT flows since the number of researches that examine the effect of logistic performance on IT is limited. So, this paper aims to determine whether the flows of IT are contingent on logistics performance. The research re-lies on panel data of 28 European Union (EU) Member States (MS) over 2007–2016. The results of our investigation confirmed that the changes of logistics performance positively related to IT flow of EU MS, but this impact differs across countries.
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Ceniga, Pavel, and Viera Šukalová. "Business Logistics Processes in the Global Context." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.079.

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Many organizations feel currently threatened by globalization. Grows uncertainty and market behaviour and there are some problems with effective use of resources; it came to the real competition. The current trend in the development of logistics says that wins only the fastest, cheapest and most efficient in terms of logistics productivity. Management structure of logistics processes is important for planning and management elements of the supply chain, because it is a systematic follow-up on the strategy of the company and its involvement in the supply chain; the masses are also linked to the competitiveness of enterprises. Equally important is the principle of modern management, knowledge and innovation. Under improving of the organization of logistics processes we can understand the necessity to improve the strategy, flexibility parameter setting while maintaining economic benefits and improvement of management, lifelong learning and innovation. Business environment requires new structural form as the supply chain to the path towards the ideal of perfect quality, reducing complexity, increasing speed and building strong competencies enabling swift reaction to changes in the environment. It also calls for a new style of management, based on the application of ethical principles and morals. On top of this effort is the customer, current and also potential. Worldwide leading industrial companies use in management logistical principles that offer a suitable alternative.
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Suryana, Hana, and Lili Adi Wibowo. "Establishing Post Logistics by Spinning-off Logistic Business Unit." In 2016 Global Conference on Business, Management and Entrepreneurship. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/gcbme-16.2016.174.

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Matwiejczuk, Rafał. "logistics concept revisited: Towards integrated business logistics management." In CLC 2023, 258–63. TANGER Ltd., 2023. http://dx.doi.org/10.37904/clc.2023.4837.

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Eun, Woong, and Yongseok Seo. "Research about ways to improve air freight logistic process through analyzing air freight logistics cost." In Business 2013. Science & Engineering Research Support soCiety, 2013. http://dx.doi.org/10.14257/astl.2013.34.09.

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Reports on the topic "Business logistics"

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Vandenberghe, Jack J., William G. Balkus, and Michelle M. Kordell. Business Case Analysis for Microchip Logistics. Fort Belvoir, VA: Defense Technical Information Center, March 2002. http://dx.doi.org/10.21236/ada401403.

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Smith, Gary, J. B. Schroeder, and Barbara L. Masquelier. Logistics for the Joint Strike Fighter-It Ain't Business as Usual. Fort Belvoir, VA: Defense Technical Information Center, October 1999. http://dx.doi.org/10.21236/ada369590.

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Arnold, Thomas E., Anthony P. Bannister, and Daniel T. Jones. Business Case Analysis: Continuous Integrated Logistics Support-Targeted Allowance Technique (CILS-TAT). Fort Belvoir, VA: Defense Technical Information Center, June 2013. http://dx.doi.org/10.21236/ada583560.

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Kelly, Ron, Ken Evers, David Kennedy, and Cheryl L. Batchelor. Business Case for Integrated Technical Information for the Air Logistics Centers (ITI-ALC). Fort Belvoir, VA: Defense Technical Information Center, March 1996. http://dx.doi.org/10.21236/ada405466.

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Chantimirova, E. A., A. I. Machmutova, and G. S. Gabidinova. Appendix: "Automation of the main business processes of the company's logistics support department". OFERNiO, April 2021. http://dx.doi.org/10.12731/ofernio.2021.24806.

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Kraynova, O. S., A. A. Pulaikina, and V. S. Hilmanov. Increase efficiency of logistics business-processes of enterprises under the strategy of import substitution. Ljournal, 2016. http://dx.doi.org/10.18411/kray-2016-artc-00065.

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Guerrero, Pablo. Trade Logistics and Physical Integration in Latin America and the Caribbean. Inter-American Development Bank, July 2009. http://dx.doi.org/10.18235/0006849.

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This presentation discusses issues regarding the need to enhance connectivity to deepen regional integration, with particular attention to trade logistics. Topics explored include LAC's logistics performance and challenges; a review of recent indicators; progress achieved and the challenges ahead in LAC's physical integration, considering the IIRSA initiative in South America and the Mesoamerica Project in Southern Mexico, Central America and Colombia; and the challenges the Region faces to improve its connectivity and regional integration, particularly in the trade logistics area, highlighting the agenda the IDB is focusing on in these areas. This presentation was prepared for the Latin America/Caribbean and Asia/Pacific Economics and Business Association (LAEBA)'s 5th Annual Meeting which was held in Singapore, on July 15th, 2009.
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Morell, Jonathan A. Evaluating the Impact of Electronic Business Systems: Lessons Learned from Three Cases at the Defense Logistics Agency. Fort Belvoir, VA: Defense Technical Information Center, April 2004. http://dx.doi.org/10.21236/ada423543.

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Coyner, Kelley, and Jason Bittner. Automated Vehicles and Infrastructure Enablers: Logistics and Delivery. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, September 2023. http://dx.doi.org/10.4271/epr2023021.

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&lt;div class="section abstract"&gt;&lt;div class="htmlview paragraph"&gt;Like the shift from horse drawn carriages to cars, the emergence of delivery robots marks a shift from driverless vehicles to automated logistics vehicles where form follows function. On paper, the business cases are compelling and the use cases seemingly unbounded. Vehicles may be conventional in the form of trucks and industrial equipment of all types, or as purpose-built vehicles on with widely varying cargo capacities. Proof of concepts and pilots are moving forward on roadways, sidewalks, and doorsteps, as well as in low altitude airways, ports, and even inside of buildings.&lt;/div&gt;&lt;div class="htmlview paragraph"&gt;&lt;b&gt;Automated Vehicles and Infrastructure Enablers: Logistics and Delivery&lt;/b&gt; addresses the current state of the industry, benefits of ADVs, challenges, and expanding use. It also touches on opportunities to design, modify, and expand infrastructure—both digital and physical—to supports safe and equitable usage. The report draws on experience and research on these topics in North America, the United Kingdom, the European Union, Australia, and the United Arab Emirates, among others.&lt;/div&gt;&lt;div class="htmlview paragraph"&gt;&lt;a href="https://www.sae.org/publications/edge-research-reports" target="_blank"&gt;Click here to access the full SAE EDGE&lt;/a&gt;&lt;sup&gt;TM&lt;/sup&gt;&lt;a href="https://www.sae.org/publications/edge-research-reports" target="_blank"&gt; Research Report portfolio.&lt;/a&gt;&lt;/div&gt;&lt;/div&gt;
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Xu, Xun, Shiqi Ou, Tianduo Peng, Zhenhong Lin, Xunmin Ou, Zhandong Xu, Mi Gan, Dandan Li, and Xiaobo Liu. The Potential Role of Truck-Hailing and Operational Efficiency Improvement in Decarbonizing China’s Medium- and Heavy-Duty Road Freight Transport. King Abdullah Petroleum Studies and Research Center, February 2025. https://doi.org/10.30573/ks--2025-dp04.

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Truck-hailing is a relatively new Uber-like business model that connects road freight carriers with shippers via mobile apps. First appeared around 2013, it has achieved fast market uptake in China, involving almost 8 million commercial trucks annually by the end of 2023. With China being one of the world’s largest road transport carbon emitters, it is crucial to understand the potential climate implications of this emergent trend. Here we utilize a large national proprietary truck-hailing sample and a transport-energy-emission model to explore the potential role of truck-hailing and logistics improvement under multiple scenarios. We found that under optimistic scenarios, logistics improvements as a potential result of high market penetration of truck-hailing services could significantly reduce road freight emissions in China, and there could be potential synergies between logistics improvements and technological advancement. We also found that operational performance limitations (range and capacity) of zero-emission vehicles could have moderate emission impacts.
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