Using e‐business to enable customised logistics sustainability

Purpose – This paper seeks to analyse and propose how e‐business can be coupled with different logistics strategies to achieve customized logistics sustainability (CLS). Design/methodology/approach – In this paper, a conceptual model for CLS has been developed and, using four cases from industry, the model is further enhanced and validated. Findings – Three main streams in supply chains, namely collaboration, dissolution, and innovation, are identified in a customised logistics domain. In each of the three streams, e‐business and relationship configurations are discussed in detail. Using four case examples, the research presented in this paper demonstrates how e‐business performance has hindered or improved the performance of customised logistics provision. A performance measurement (PM) system (efficacy, effectiveness and efficiency (E 3 ) to evaluate the CLS has been proposed. Research limitations/implications – The E 3 PM system development in this paper is based on current research on performance in the literature. Using the case examples, the application of E 3 has been explored. Further research on testing E 3 as a good PM system in supply chains using empirical data is desirable. Practical implications – The paper attempts to provide a guiding framework for practitioners on how to align and design different e‐business linkages with different customers. Originality/value – There has been considerable research on how e‐business can be deployed by a focal company in supply chains in order to support its B2B collaboration with key customers and suppliers. There is little research on e‐business's potential in dealing with dynamic, unpredictable and sometimes sporadic customer demands. The research presented in this paper attempts to fill this gap by proposing a structured model incorporating different logistics streams, and a PM system for CLS.