PurposeCurrent online business development redistributes last-mile logistics (LML) from consumer to retailer and producer. This paper identifies how empirical LML research has used and defined logistic performance measures for key grocery industry actors. Using a multi-actor perspective on logistic performance, the authors discuss coordination issues important for optimising LML at system level.Design/methodology/approachA semi-systematic literature review of 85 publications was conducted to analyse performance measurements used for effectiveness and efficiency, and for which actors.FindingsFew empirical LML studies exist examining coordination between key actors or on system level. Most studies focus on logistic performance measurements for retailers and/or consumers, not producers. Key goals and resource utilisations lack research, including all key actors and system-level coordination.Research limitations/implicationsCurrent LML performance research implies a risk for sub-optimisation. Through expanding on efficiency and effectiveness interplay at system level and introducing new research perspectives, the review highlights the need to revaluate single-actor, single-measurement studies.Practical implicationsNo established scientific guidelines exist for solving LML optimisation in the grocery industry. For managers, it is important to thoroughly consider efficiency and effectiveness in LML execution, coordination and collaboration among key actors, avoiding sub-optimisations for business and sustainability.Originality/valueThe study contributes to current knowledge by reviewing empirical research on LML performance in the grocery sector, showing how previous research disregards the importance of multiple actors and coordination of actors, efficiency and effectiveness.

Moving toward social and ecological sustainable business models requires collaborations in housing development. However, collaborations today between public and private housing developers are often the subject of criticism in terms of their sustainability efforts. One way of moving forward for these collaborations is to consider resilience as a desired property for sustainable business models. Thus, guided by a resilience perspective, semi-structured interviews have been conducted and secondary data has been collected to depict the barriers and enablers for public-private collaborations to move toward resilience and truly sustainable business models. The results reveal that barriers are development costs, knowledge, stepwise processes, and different perspectives, meanwhile enablers are knowledge transfer, trust, clear roles and agendas, win-win, instruments/incentives, and sustainability leadership. To overcome the barriers and leverage the enablers identified, resilience attributes such as knowledge transfer, social capital, space for disturbance, diverse forms of governance, and knowledge about sustainability need to be understood and applied to achieve sustainable business models in public-private collaborations.

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