Strategy identifies two primary sets of processes through which the firm creates value for its customers by moving goods and information through marketing channels: demand-focused and supply-focused processes. Historically, firms have invested resources to develop a core differential advantage in one or other of these areas-but rarely in both-often resulting in mismatches between demand (what customers want) and supply (what is available in the marketplace). This paper suggests that successfully managing the supply chain to create customer value requires extensive integration between demandfocused processes and supply-focused processes that is based on a foundation of value creation through intraorganizational knowledge management. Integrating demand and supply processes helps firms prioritize and ensure fulfillment based upon the shared generation, dissemination, interpretation and application of real-time customer demand as well as ongoing supply capacity constraints. We draw upon literature in marketing, logistics, supply chain management and strategy to introduce a conceptual framework of demand and supply integration (DSI). We also offer insights for managerial practice and an agenda for future research in the relatively under-researched, but strategically important, area of demand and supply integration.

Many firms now place emphasis on leveraging logistics capabilities as a source of competitive advantage. This manuscript suggests that the key to sustaining this competitive position is through adopting learning principles in logistics. As such, a logistics learning capability framework is presented, including the components of an effective learning‐based logistics organization. Research propositions, an in‐depth case study and implications are presented to further support the learning capability framework suggested and highlight the importance of learning in today's hypercompetitive global supply chain environment.

The Internet has provided businesses with a new channel of distribution. The development of this new channel has resulted in many new challenges for logistics decision makers in companies that sell to consumers over the Internet. Logistics and transportation service providers for these firms are now faced with many new challenges. Because consumers are increasingly using the Internet to purchase products that were originally sourced through traditional retail outlets, product delivery issues have become more salient to consumers. Logistics decision makers should focus on transportation and delivery issues as key components of online consumer satisfaction.The critical link between consumer-based Internet ordering and the delivery of the product to the consumer is often referred to as the final or last mile. The last mile, including product transportation, is frequently considered the most important element of the order fulfillment process (Bromage 2001). For example, 89% of online shoppers rate on-time delivery high in importance, second only to privacy issues (90%) (Yankelovich 2000). Additionally, 85% of buyers who receive their order on time would shop at the Internet merchant again compared to 33% who did not receive their order on time (ComputerWorld 1999). Thus, delivery-related issues have been shown to have a high level of importance to online shoppers.The continued growth of online consumer purchasing has clearly increased business-to-consumer shipments, and hence the direct-to-consumer deliveries of transportation carriers. The carrier is, in effect, the last impression of the Internet merchant's ability to fulfill an order. Therefore, the role of the carrier in the Internet transaction process is of potential tactical and/or strategic importance to logisticians within online merchant operations. However, there is little empirical research that has investigated carrier and delivery-related issues in an online purchasing context and their effects on JOURNAL