The purpose of this study is to explore and illustrate ways in which the world's largest retailers describe their logistics-related environmental considerations, their environmental indicators applied to measure the effects of these considerations, and their environmental consciousness in their CSR reports. Design/methodology/approach Classification models are developed via a literature review on logistics-related environmental considerations, indicators and consciousness. A content analysis approach is then applied to examine CSR reports from twelve of the world's largest retailers. Findings Few retailers show environmental considerations in all logistics activities, and purchasing is especially well described. Even if many retailers claim to use the GRI framework, no one uses is completely. Judging consciousness from CSR reports raised a number of questions. Research limitations/implications A contribution to theory is the development of two classification models. The first provides a description structure for environmental considerations related to logistics activities. The second expands the GRI indicator framework by incorporating a structure for logistics activities. Practical implications The classification models developed can be an important mean for managers and also consumers to judge the environmental sustainability of retailers by their CSR reports. Social implications The study makes a social contribution with its input on sustainability and especially environmental issues. Originality/value Few studies have focused upon environmentally sustainable logistics in retailers, and even fewer address how to measure environmental sustainability in this context.

To ensure environmentally sustainable logistics, organizations need to have an environmentally sustainable logistics performance management (ESLPM) process. In line with supply chain management (SCM) literature, there is a desire towards integrating processes with supply chain partners to increase performance. The purpose of this paper is to propose a framework for ESLPM process integration and to illustrate this framework in practice between buyers and third-party logistics (3PLs) providers. The method used is multiple case studies of three dyads of 3PLs and buyers from the public and private sector. Data were collected through 10 semi-structured interviews. Our major result is a proposed framework with criteria for the degree of ESLPM process integration between buyers and 3PLs. It includes six activities: Selecting environmentally sustainable logistics performance (ESLP) variables, defining ESLP metrics, setting ESLP targets, measuring ESLP metrics, ESLPM feedback, and analyzing ESLP outcomes and processes. It considers suggested operationalization of each activity and the corresponding degree of integration. The framework can provide guidelines for practitioners in identifying current degree of process integration. It may also support decisions regarding actions needed to advance to a higher degree. This framework is the first to address logistics performance management process integration including environmental sustainability.