Current empirical research on logistics' relationships with other departments has mostly neglected the interface with production. On the basis of data from 387 manufacturing companies, we answer a recent call for research and extend the literature by examining effective working relationships and achieved integration between the production and logistics functions regarding their performance impacts and their antecedents. With respect to the former, we take a resource‐based perspective, showing that integration achieved between the production and logistics functions drives distribution service performance by serving as a pivotal capability element in the resource–capability–value chain. Within this chain, effective working relationships constitute the underlying resources and prove to be a strong driver of achieved integration. With respect to antecedents, we employ the theory of cooperation and competition and identify positive goal interdependence to substantially improve working relationships between production and logistics. Furthermore, we find this effect to be amplified via formalized performance measurement systems.