Martina Baglio

Purpose: Grocery retailers in the fast-moving consumer goods (FMCG) sector are reconfiguring their logistics networks to address rising operational complexity and technological disruption. In this context, warehouse automation is moving beyond operational support to play a strategic role, enabling firms to redesign processes and adapt logistics systems to dynamic market and technological conditions. Despite the growing relevance of automation, empirical understanding of how automated technologies are selected, combined, and adapted in grocery DCs remains limited. This study addresses this gap by investigating how grocery retailers implement warehouse automation to transform logistics processes in response to evolving operational complexity and market demands. Design/methodology/approach: A multi-phase qualitative approach was adopted, combining semi-structured interviews with eight automation providers and six grocery retailers, complemented by site visits. Data were analysed through the Gioia method to inductively derive recurring patterns and managerial logics. The emerging framework was then interpreted through the lens of the DCT. Findings: The study identifies six DC processes supported by distinct automation technologies, such as AS/RS systems, miniloads, shuttles, and robotic picking stations, and five strategic decision factors guiding automation decisions: selectivity, accessibility, expandability, scalability and resilience. Interpreted through the lens of dynamic capabilities theory, these dimensions show how the implementation of automation supports firms in sensing operational requirements, seizing technological opportunities and sustaining long-term adaptability and operational continuity. Originality/value: This research bridges the gap between theory and practice in grocery logistics by conceptualising warehouse automation implementation as a dynamic capability. It provides a validated framework for scholars and practitioners, supporting informed, future-oriented automation strategies in retail distribution.

This study investigates, through qualitative and quantitative methods, the economic value generated by warehouses in Italy. A quantitative survey on over 232 warehouses collected data on the activities performed and their impact in terms of employment, traffic, and the direct, indirect, and induced effects on the local territory. Based on the responses, several key indicators were defined, highlighting how the economic value generated varies depending on the type of warehouse and the quality of the logistics operations carried out within it.

Purpose – The logistics sector significantly contributes to greenhouse gas emissions, with warehousing activities responsible for 13% of the sector's emissions. Despite the growing focus on sustainability, limited research explicitly addresses green warehouses and their environmental impact. This study aims to fill this gap by identifying key factors for creating a green warehouse and developing an innovative rating model. Design/methodology/approach – Focusing on the Italian logistics real estate sector, which is experiencing growth in both contract logistics and real estate, this research identifies 22 key sustainability factors. These factors are validated using the Delphi methodology, involving 22 experts selected from real estate agents, property developers, investors, 3PLs and academics. Then, the model was applied to a sample of 35 warehouses, providing an initial sustainability assessment. Findings – The results reveal significant variability in the importance assigned to sustainable practices for warehouses. The study also highlights specific sustainability factors frequently overlooked in the literature, underscoring the limitations of traditional green certifications not specifically tailored to warehousing. Originality/value – This research proposes a novel rating model designed to meet the sustainability needs of warehouses, distinguishing it from existing certifications that lack warehouse-specific criteria. From an academic perspective, it fills gaps in knowledge about the sustainability of logistics real estate, while from a business perspective, it provides a practical tool for logistics managers to assess and prioritise sustainability investments. This focused framework enables warehouse operators to make more informed decisions in line with evolving market demands for sustainable practices.

Logistics 4.0 is a recent paradigm derived from the Industry 4.0 paradigm applied to the logistics sec-tor. Several new technologies have been developed to improve logistics performance. The presentresearch aims to build a maturity model to support 3PL providers in assessing their level of maturityand identifying the areas in which to invest to improve the logistics service offered through the imple-mentation of Logistics 4.0 technologies. The maturity model was developed using a structured frame-work of four main steps: the definition of the model scope; the model design (literature review onLogistics 4.0 and the existing maturity models); the model composition and validation; and pilot testsin three relevant 3PL providers. The proposed maturity model has four constructs (i.e. strategic out-comes, requirements, Logistics 4.0 technologies, managerial and capability supporters) and four matur-ity levels (i.e. initial, intermediate, advanced, cutting-edge).

Purpose – An ever-increasing number of companies outsource logistics activities to third-party logistics (3PL) providers to beat the competition. From the buyer's (shippers') perspective, selecting the right 3PL provider is crucial, and from the 3PL provider's perspective, it is imperative to be attractive and to retain clients. To this aim, a potential lever can be physical assets, such as warehouses, which the literature has traditionally neglected. The objective is to benchmark the importance of warehouses for 3PL providers to attract/retain clients and for shippers to select the right 3PL provider. Design/methodology/approach – The authors performed an empirical investigation through interviews on dyads (3PL providers/shippers) and utilized the Best-Worst Method (BWM) to rank the criteria used in the 3PL buying process and allow the warehouse's role to emerge. Findings – Results show that the 3PL buying process consists of four phases and three evaluation steps. The selection criteria are classified into three groups: order qualifiers, order winners and retention factors. The warehouse has different levels of importance throughout the process. It appears that it can indirectly enhance the attractiveness and retention capability of 3PL providers through other selection criteria. Originality/value – By combining the resource-based view and the customer value theory, this research extends the theory on logistics outsourcing by studying the phases of the 3PL buying process and scrutinizing the criteria used in different evaluation steps. The research adds a double perspective of analysis (3PL providers and shippers), which is missing in the literature, and focuses on the importance of warehouses.