E-LOGISTICS AS A DRIVER OF ADAPTABILITY AND PERFORMANCE IN SUPPLY CHAINS
DOI:
https://doi.org/10.37332/Keywords:
e-logistics, logistics costs, digital transformation, supply chains, flexibility, autonomous documents, blockchain, smart contracts, strategic networksAbstract
Semaniuk V.Z., Papinko A.I., Vitruk M.O., Drozhak V.O. E-LOGISTICS AS A DRIVER OF ADAPTABILITY AND PERFORMANCE IN SUPPLY CHAINS
Purpose. The aim of the article is to substantiate the theoretical foundations and systematize the mechanisms by which e-logistics, as a component of the digital transformation of business processes, ensures the flexibility, efficiency, and sustainability of supply chains in the conditions of the global electronic economy.
Methodology of research. Systemic and process approaches were used to analyse the structure of e-logistics as an integrated digital ecosystem. The study used a set of theoretical and analytical methods that ensured a systemic understanding of e-logistics transformations and the formation of an integrated concept of digital supply chain architecture. A systematic approach was used to analyse e-logistics as a coordinated ecosystem of digital processes. Structural and logical analysis was used to build a model of “four dimensions of process implementation” and systematize the elements of digital logistics. Comparative analysis made it possible to compare traditional logistics systems with new-generation digital ecosystems. A descriptive-analytical method was used to characterize digital platforms and electronic document management, which made it possible to generalize modern e-logistics practices. To identify the interrelationships between the elements of digital logistics, a model of “four dimensions of process implementation” was developed, which allows for a comprehensive assessment of the information, communication, transactional, and supply aspects of supply chain functioning.
Findings. The research demonstrates that digital transformation fundamentally changes the conceptual nature of logistics — from a linear to a network-based model grounded in the interaction of autonomous digital components. The synergy between electronic document management and automated communication improves decision-making speed, reduces transaction costs, and increases the flexibility of logistics processes. The developed “four-dimensional process implementation model” illustrates how the integration of informational and physical flows forms an adaptive architecture of digital logistics. The proposed concept of document autonomy, based on blockchain and smart contract technologies, represents a new stage in e-logistics development and serves as a foundation for creating strategic, self-regulating supply chain networks.
Originality. The research improves the theoretical and methodological framework of e-logistics as a systemic determinant of supply chain adaptability. It introduces, for the first time, an integrated model of digital logistics combining four dimensions of process realization, as well as a concept of autonomous documents as a foundation for building self-organizing strategic networks.
Practical value. The findings can be applied by enterprises to optimize logistics processes through the digitalization of document flow, communication, and operational management. The implementation of autonomous information services enhances coordination efficiency, reduces costs, and ensures the stability of supply chain operations under conditions of global market turbulence.
Key words: e-logistics, logistics costs, digital transformation, supply chains, flexibility, autonomous documents, blockchain, smart contracts, strategic networks.
References
1. Semaniuk, V.Z. and Papinko, A.I. (2021), “Accounting justification of the feasibility of business process optimization in IT industry enterprises”, Visnyk ekonomiky, Iss. 4, pp. 120-134, DOI: https://doi.org/10.35774/visnyk2021.04.120.
2. Pu, X., Wang, Z., and Chan, F. T. S. (2018), “Leveraging Open E-Logistic Standards to Achieve Ambidexterity in Supply Chain”, Journal of Computer Information Systems, Iss. 60(4), pp. 347–358, DOI: https://doi.org/10.1080/08874417.2018.1488543.
3. Feyissa, T. Relating, and Sharma, R.R.K. (2016), “E-integrated, Triple-A Supply Chain to Environmental Uncertainty, Market Competition and Firm Performance”, Proceedings of the 2016 International Conference on Industrial Engineering and Operations Management, Kuala Lumpur, Malaysia, March 8-10, DOI: https://doi.org/10.46254/AN06.20160021.
4. Lau, H., Lee, C., Ho, G.T.s, Choy, K. and Leung, Bartholomew (2006), “Design of an adaptable logistics workflow management system for e-business”, International Journal of Agile Systems and Management, no. 1, DOI: https://doi.org/10.1504/IJASM.2006.011627.
5. Huang, K., Wang, F. and Bai, J. (2025), “Design of Logistics Platform Business Models in the View of Value Co-Creation”, Systems, Iss.13(8), pp. 640, DOI: https://doi.org/10.3390/systems13080640
6. Al Khatib, I., Alasheh, S. and Shamayleh, A. (2024), “The Drivers of Complexity in Inventory Management Within the Healthcare Industry: A Systematic Review”, International Journal of Service Science, Management, Engineering, and Technology (IJSSMET), no. 15(1), pp. 1-26, DOI: https://doi.org/10.4018/IJSSMET.347332.
7. Erceg, A. and Damoska Sekuloska, J. (2019), “E-logistics and E-SCM: How to Increase Competitiveness”, Logforum, Iss. 15. pp. 155-169, DOI: https://doi.org/10.17270/J.LOG.2019.323.
8. Gunasekaran, A. and Ngai, E. W. T. (2004), “Virtual supply-chain management”, Production Planning & Control, Vol. 15, Iss. 6, pp. 584–595, DOI: https://doi.org/10.1080/09537280412331283955.
9. Jantapoon, K. (2025), “The Impact of Smart Warehousing and Last-Mile Delivery on E-commerce Supply Chain Performance: An Empirical Study Using Machine Learning-Enhanced SEM Analysis”, International Journal of Analysis and Applications, Iss. 23, pp. 101, DOI: https://doi.org/10.28924/2291-8639-23-2025-101.
10. Sankar, K., Kannan, S. and Muthukumaravel, A. (2014), “E Logistics for warehouse management”, Middle-East Journal of Specific Research, no. 20 (6). pp. 766-769, DOI: 10.5829/idosi.mejsr.2014.20.06.11394.
11. Jain, S. and Ervin, E. (2005), “Evaluation of supply chain business process improvements using simulation”, International Journal of Simulation and Process Modelling, no. 1. pp. 138-149, DOI: https://doi.org/10.1504/IJSPM.2005.007644
12. Vaidyanathan, G. and Devaraj, S. (2008), “The role of quality in e-procurement performance: An empirical analysis”, Journal of Operations Management, no. 26, pp. 407-425, DOI: https://doi.org/10.1016/j.jom.2007.08.004.
13. Liu, Y., Zhao, S. and Zhao, S. (2025), “Adoption of digital logistics platforms in the maritime logistics industry: based on diffusion of innovations and extended technology acceptance”, Humanities and Social Sciences Communications, no. 12, pp. 791, DOI: https://doi.org/10.1057/s41599-025-04969-8.
14. Neely, A., Gregory, M. and Platts, K. (1995), “Performance Measurement System Design: A Literature Review and Research Agenda”, International Journal of Operations & Production Management, Iss. 15, pp. 80-116, DOI: http://dx.doi.org/10.1108/01443579510083622.
15. Gunasekaran, A. and Ngai, E. (2004), “Information Systems in Supply Chain Integration and Management”, European Journal of Operational Research, Iss. 159, pp. 269-295, DOI: https://doi.org/10.1016/j.ejor.2003.08.016.
16. Gosain, S., Malhotra, A. and El Sawy, O. A. (2004), “Coordinating for Flexibility in e-Business Supply Chains”, Journal of Management Information Systems, Iss. 21(3), pp. 7–45, DOI: https://doi.org/10.1080/07421222.2004.11045816.
17. Liu, Y., & Song, G. (2024), “Factors Affecting Supply Chain Integration in Omni-Channel Retailing”, Sustainability, Iss. 16(8), pp. 3445, DOI: https://doi.org/10.3390/su16083445
18. Malhotra, Arvind, Gosain, Sanjay and Sawy, Omar. (2007), “Leveraging Standard Electronic Business Interfaces to Enable Adaptive Supply Chain Partnerships”, Information Systems Research, Iss. 18, pp. 260-279, DOI: https://doi.org/10.1287/isre.1070.0132.
19. Dombrovskyi, V., Dombrovskyi, M., Komar, M., Semaniuk V. and Liakhovych G. (2023), “Emerging Digital Technologies Driven Approach to Increase the Supply Chains Competitivity”, IEEE 12th International Conference on Intelligent Data Acquisition and Advanced Computing Systems: Technology and Applications (IDAACS), Dortmund, Germany, pp. 1241-1246, DOI: https://doi.org/10.1109/IDAACS58523.2023.10348902.
20. Gulati, R., Nohria, N. and Zaheer, A. (2000), “Strategic Networks”, Strategic Management Journal, no. 21, pp. 203-215, DOI: https://doi.org/10.1002/(SICI)1097-0266(200003)21:3<203::AID-SMJ102>3.0.CO;2-K
Downloads
Published
Issue
Section
License
Open-access articles (open-access journals)
Authors whose articles are published in open-access retain all rights to the content of the articles.
Open access articles are committed to be published under Creative Commons Attribution (CC BY) 4.0. This license allows others to distribute, edit, correct and build upon your work, even commercially, as long as they indicate your authorship. Detailed information at Creative Commons site: https://creativecommons.org/licenses/by/4.0/
Permissions for open-access journals
If the article is published in open-access under CC BY 4.0 or CC BY-NC 4.0 (which was possible till the 15th of December, 2018) licenses, users may reproduce it in accordance with their terms.
Additionally, if the article had been published under CC BY-NC 4.0 (this license authorizes others to download your works and share them with others as long as they indicate your authorship, but they can’t use them commercially in any case.), the use for the following commercial purposes requires permission:
– reproduction of content in a work or product intended for sale;
– reproduction in presentations, brochures or other marketing materials used for commercial purposes;
– distribution of the content to promote or market a person, product, course, service or organization;
– text and data mining for the purpose of creating a saleable product or product which benefits from promotional or advertising revenue;
– use of the content by a commercial entity or individual for the purposes of remuneration, directly or indirectly through sale, licensing, promotion or advertising;
– linking to the content (in an email, webpage, portable electronic device or otherwise) for the specific purpose of marketing or advertising a person, product, course, service or organization for commercial benefit.
For further details and permission requests, please contact.