PurposeThe aim of the research is to provide a method to evaluate supply chain risks that stand in the way of the supply chain objectives.Design/methodology/approachAn analytical hierarchy process model is proposed to identify supply chain risk factors with a view to improving the objective of customer value. The two phases of the method are the prioritization of supply chain objectives; and the selection of risk indicators. A case study is also presented.FindingsThe appreciation of the most critical supply chain risks comes from careful evaluations of the impacts and a consideration of the cause‐effect relationships. The involvement of key managers is essential. In the case study the two most divergent evaluations were from the logistics manager and the sales manager.Research limitations/implicationsFurther application in various companies and industry sectors would be helpful to compare different cases and findings.Practical implicationsThe model allows for flexibility in using (and the frequent monitoring of) a panel of indicators by management. The dashboard is composed of only a few indicators and helps in ensuring a synthesis among different perspectives. For these reasons it gives an useful contribution to practitioners.Originality/valueThe model seems helpful in creating awareness of supply chain risk. The involvement of managers from different areas is essential in establishing a thorough consideration of critical issues and interdependencies in determining a complete risk analysis. The method can support managers in setting up a priority hierarchy for risk treatment.

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Despite a fairly rich research tradition dedicated to service quality and customer satisfaction in logistics, much of the focus has remained on service quality in buyer-supplier relationships, and only to a lesser extent has it addressed thirdparty logistics relationships. This study investigates perceived satisfaction, defined as the degree to which a logistics customer is satisfied with a third-party logistics provider's overall performance in the outsourcing relationship, and provides relevant insights for scholars and managers. Our study has advanced Logistics Service Quality beyond previous literature, adding two new relevant drivers (returns management and reputation) with significant impacts on perceived satisfaction among 3PL customers.