Benchmarking logistics facilities: a rating model to assess building quality and functionality

Abstract

Purpose Logistics real estate has been experiencing a recent rebirth led by the growth of retailing and e-commerce. Although these sectors are looking for facilities matching their logistics needs, the identification of the most suitable building becomes a challenging task. To date, from both the practitioner’s and academic perspectives there is a lack of models for assessing the quality of logistics facilities together with functionality (i.e. whether a warehouse is suitable for hosting a given logistics activity). The purpose of this paper is to fill this gap by developing a rating model for assessing the quality and functionality of logistics facilities. Design/methodology/approach A three-pronged methodology was adopted. First, a Systematic Literature Network Analysis (SLNA) was carried out to identify the relevant features that must be taken into consideration when assessing logistics real estate. Second, a Delphi method involving experts in the field was used to fine-tune the list of features that emerged from the SLNA process and to evaluate the importance of each feature from a company perspective. The rating model was developed and validated through pilot tests on 27 logistics facilities. Findings The rating model is divided into four sections: location, technical specifications, external spaces and internal areas. As an output, the model determines the building quality and main functionality, together with a gap analysis to detect the weakest emerging elements. Originality/value This research fills an identified research gap in the logistics real estate literature. Specifically, it offers a quantitative and shared evaluation method, which can be used to estimate building quality and functionality, thus extending the scope of the previous assessment methods available.

Benchmarking the practices of flexibility with maturity models and frameworks of organizational capabilities

“…Benchmarking compares the effectiveness of processes and tools and expected to be used in the future (Adebanjo et al, 2010). Prior studies also used benchmarking and comparison to improve strategy, performance and agility (Baglio et al, 2020;Dalalah, 2019;Feizabadi et al, 2019, Goncharuk andLazareva, 2017;Haider and Mishra, 2019;Raval et al, 2019;Zeng et al, 2020). The comparison of prevailing maturity models with the FMM is designed to capture compliance, strategy, change and process performance.…”

Assessing the environmental impact of logistics sites through CO2eq footprint computation

“…As the attention to environmental concerns has been increasing worldwide (Mårtensson & Westerberg, 2016), companies have become more interested in legitimising themselves before society by raising awareness of their environmental performance (Baglio et al, 2019; Gallego‐Alvarez et al, 2017). Companies are progressively integrating environmental management practices into their business strategies (Kazancoglu et al, 2021), and logistics operations can be crucial to achieve environmental sustainability as they have an impact over the entire supply chain (Colicchia et al, 2013; Laari et al, 2018; Ozbekler & Ozturkoglu, 2020; Schnittfeld & Busch, 2016).…”

“…Warehousing is one of the critical processes within supply chains and logistics operations, accounting for about 20% of logistics costs (Dhooma & Baker, 2012). A substantial evolution of warehouses has also been observed over time (Baglio et al, 2019), as they have transformed from simple repositories for inventory into multi‐functional logistics hubs (Baker, 2004; Onstein et al, 2019). This brought along significant challenges not only in terms of efficiency and service level fulfilment (Kembro et al, 2018) but also concerning the environmental impact of the building and the related operations (Centobelli et al, 2020; Kembro et al, 2017; Shaw et al, 2021).…”

Analysing the critical success factors and the risks associated with third-party logistics in the food supply chain:a case of coffee industry

“…Logistics requires a lot of consideration and assets, and in any case, it has no connections to the most significant expertise (i.e. production, financial) within the coffee SC (Batarlienė and Jarašūnienė, 2017; Baglio et al , 2019; Tarin et al , 2019). So, by outsourcing the logistics to a 3PL, the coffee industry can concentrate more on their production, financial and human resource department for the improvement of their primary business exercises, as well as it will provide adaptability to consolidate services in changing business demands (Batarlienė and Jarašūnienė, 2017).…”

“…3PL agencies perform a wide range of functions (Baglio et al , 2019; Bianchini, 2018). They deal with the conveyance of product, stockpiling, income, stacking, labelling, repacking and distribution (Batarlienė and Jarašūnienė, 2017; Barve et al , 2007).…”