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Introduction
Despite the proliferation of logistics alliances (Daugherty, 2011; Stank et al., 2011), many do not meet the partners’ expectations and may even be considered failures (Kampstra et al., 2006; Stank et al., 2011; Wilding and Juriado, 2004). Logistics scholars have spent considerable efforts to explain why some logistics alliances are successful, while others are not. However, major gaps remain in our understanding of these arrangements. There are a number of reasons for these gaps, including incomplete alliance models offered by the nascent logistics discipline (Daugherty, 2011), a lack of practical knowledge on how to manage logistics alliances successfully (Lambert et al., 1999), and limited interest in cooperation-related pitfalls and risks (Cruijssen et al., 2007a; Lambert et al., 1999; Zineldin and Bredenlow, 2003). An additional explanation for these perceived gaps could be the sheer quantity and variety of contributions, which are often based on the heterogeneous usage of terms, constructs, and theories that follow different methodologies and research traditions. Although this variety and heterogeneity can be enriching, it can also hinder progress. One step toward a better understanding of logistics alliances is to systematize and consolidate extant scholarship to offer a platform for more targeted research.
This paper provides a systematic literature review in order to comprehensively identify, assess, and synthesize current knowledge on logistics alliances design and management. We have analyzed scholarly work on both vertical and horizontal logistics alliances. Logistics alliances are understood here as formalized, long-term, cooperative relationships between at least one logistics service provider (LSP) and other legally independent actors in a supply chain for mutual competitive advantage. The specific analysis and consolidation of both horizontal and vertical logistics alliances and their respective (hitherto mainly independent) research streams provides a comprehensive picture of LSP alliance design and management. In particular, it allows to identify and develop concrete research avenues that draw from the cross-fertilization between vertical and horizontal logistics alliance literatures. Our results are likely to have direct and indirect impacts on practice logistics management. The direct impact is that consolidated research results enable practitioners to gauge research results and derive meaningful managerial implications. The indirect impact is that our review results can spur additional research with particular managerial relevance in logistics alliance management and...