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Operations Director

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Interesting article supporting logistics value as part of the SCM chain “main Contributor”.
In business practice and the academic study of logistics, the incorporation of concepts such as quality followed by value has been truly revolutionary. In addition, the use of information and communication technologies (ICT) has substantially modified the way inter-company relationships are managed. This has meant that logistics is no longer considered a routine, merely operational activity but a strategic variable which is a deciding factor in achieving customer satisfaction. There are, however, still a large number of companies which continue to ignore the differentiating potential of logistics and consider it to be a routine activity.

Our contribution comes within the framework of this new perspective which is analyzed on the basis of an emerging concept: logistics value. The objective of this study is to contribute to the knowledge on what logistics value consists of and how it is formed, in business to business (B2B) relationships in particular. Review of perceived value from a trade-off perspective, we carry out an empirical analysis to determine the antecedents and consequences of logistics value. Our results, through SEM analysis show that ICT, the benefits derived from supplier–customer relationship, logistics service quality and the sacrifices associated to logistics service delivery in terms of costs, contribute to creating logistics value which is the antecedent to the classic satisfaction–loyalty chain.
Logistics value.

Traditionally, logistics has been seen as a necessary activity to bring production and consumption into contact. This approach meant that a company's logistics function was considered only as a cost generating center with no capacity for differentiation. In the mid-1990s the study of logistics began to focus on its capacity to generate

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