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In today’s highly competitive environment, many companies are going global to acquire market share and take advantage of higher production and sourcing efficiencies. A key determinant of business performance is the role of the logistics function in ensuring the smooth flow of materials, products and information throughout the company’s supply chains. To compete effectively, companies must recognize the strategic importance of the logistics function. The strategic management of logistics and supply chain practices of companies in Singapore is examined. A framework is proposed to classify companies according to the extent that logistics is used as a competitive weapon. The practices and characteristics of the various strategic groups are then examined and analyzed. The best practices of companies with strategic logistics are also identified. The use of information technology (IT) and the factors that will shape the logistics industry in the future are also explored. Being one of the first major studies on the Singapore logistics industry, generates new insights and information for logistics managers and businessmen interested in the Singapore logistics landscape.

As organizations globalize to reach new markets and achieve higher production and sourcing efficiencies, logistics will play an increasingly important role in moving materials and products throughout the organizations’ supply chains. For many companies, third party logistics providers (or logistics providers) represent a viable and effective alternative to fulfilling their own logistics requirements. Amidst growing competition, the logistics providers must strategize to determine how they want to position their logistics services in terms of cost, quality, features, and value‐added to their customers. This research represents the first study that examines the different strategic postures of logistics providers using Porter’s competitive framework and analyzes the business performance, technologies, operations objectives, and future plans of each strategic type. The differences among the strategic types generate new managerial insights and implications for logistics managers and executives.