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During recent years, horizontal collaboration in logistics has gained attention because of achieved potential benefits such as cost reduction, an increase in fulfillment rates, and a decrease in CO2 emissions owing to reductions in traveled distances. Successful real‐world cases, however, are rare since horizontal cooperation in logistics is not usually sustainable. This paper pays attention to this paradox of the lack of cases and discusses 16 identified practical issues that could explain this phenomenon. We propose a taxonomy composed of four categories categorizing the practical issues according to a value chain approach: design, planning and operations, market/business, and behaviors. Furthermore, we propose and discuss some measures to mitigate these problems. [ABSTRACT FROM AUTHOR]

In order to beat the competition, access new markets, and respect operational, social, and environmental constraints, enterprises establish collaborations with many other business entities. Furthermore, with costs and information sharing, organizations have the opportunity to optimize their logistics activities. However, each enterprise has its own objectives and typically makes its own planning decisions to meet these objectives. Therefore, it becomes crucial to determine how business entities will work together as well as the value of the collaboration. Specifically, it is necessary to identify how logistics activities will be planned and executed, who will take the leadership of the collaboration, and how benefits will be shared. In this article, we explain how to efficiently build and manage inter-firm relationships. Moreover, we propose five coordination mechanisms that contribute to ensure information sharing, the coordination of logistics activities, and the sharing of benefits. Case studies are used to demonstrate the utility of the framework. [ABSTRACT FROM AUTHOR]