The purpose of this research was to describe the state of logistics measurement in corporate America and to explore relationships between it and various antecedents, moderators, and perceived competitive advantage. This research, conducted in 19981999, builds on previous studies published by the Council of Logistics Management, validates previous findings about the state of logistics measurement, and provides exploratory insights into the current state. In addition, theory regarding the quality of logistics measures was tested.; The design of the research included the use of the Delphi technique, several case studies, and a mailed questionnaire completed by senior logistics and supply chain executives from 355 companies. Twenty-eight hypotheses were tested. Considerable post hoc analysis was performed to enhance the understanding of logistics measurement in the supply chain.; Major findings include: (1) Logistics measurement is generally not considered to be one of the important issues facing the organization. (2) Key logistics performance measures are not captured by a large percentage of firms, even though they are perceived to be important to the firm and to its customers. (3) Even though a logistics performance measure is captured, organizations often fail to take action based upon the value of the measure. (4) The quality of measures captured is often perceived to be deficient. (5) Firms are more focused on measurement of activities or processes within the firm than on activities or processes between firms. (6) The position of the firm in its dominant supply chain influences what it measures. (7) Existing technologies that would facilitate measurement are not being considered for implementation by a large percentage of companies. (8) Large firms are more likely to measure logistics processes/capabilities than small firms. (9) Top management support is seen as the greatest enabler of logistics performance measurement.; Major conclusions of the research include: (1) Most firms represented by respondents to the survey do not comprehensively measure logistics performance. (2) Even the best performing firms fail to realize their productivity and service potential available from logistics performance measurement. (3) There is a need for collaboration between trading partners on definitions of processes and measures of performance. (4) Opportunities exist for improving the alignment of business strategies and logistics strategies. However, such alignment does not appear to affect the state of logistics measurement. (5) Supply chain management is a theory under development and not currently practiced.
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