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Encyclopedia of
Information Science
and Technology, Fourth
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Category: Logistics and Supply Chain Management
E-Commerce in Logistics and
Supply Chain Management
Yasanur Kayikci
Turkish-German University, Turkey
INTRODUCTION
The rapid development of computing services
and information and communication technologies
(ICT) in the 1990s has dramatically transformed
the way how organizations use logistics and sup-
ply chain operations for achieving competitive
advantage. This has led to the emergence of the
e-commerce context (Turban, et al., 2007; Harris
et al., 2015). Gaining a competitive advantage
in e-commerce means finding a balance of the
right item price, customer service and delivery
time, therefore e-commerce includes innovative
and highly scalable e-commerce platforms (Chen
et al., 2012). The impact of e-commerce covers
both business-to-business (B2B) and business-
to-consumer (B2C) transactions. Simply to point
out, e-commerce is conducted through the Internet
computer network products, trading, payment and
services and other economic activities, and also
it integrates all inter-company and intra-company
functions, meaning that the three flows namely,
physical flow, financial flow and information flow
of the supply chain are affected by e-commerce.
The digital revolution has driven the develop-
ment of e-commerce. Early applications can be
traced back to the 1960s, but e-commerce only
became popular in the 1990s due to the widespread
use of the Internet. E-commerce uses communica-
tions such as EDI, POS, electronic ordering system,
electronic mail, file transfer, video conferencing,
workflow or interaction with a remote computer to
improve efficiency of logistics and supply chain
activities, and to enhance the entire supply chain
management decision capacity. E-commerce
has also become associated with solutions and
DOI: 10.4018/978-1-5225-2255-3.ch466
Copyright © 2018, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.
5367
L
tools such as portals, e-marketplaces, e-auctions
or virtual inventory. Logistics and supply chain
operations have been affected irrevocably by
e-commerce solutions. But the possible major
changes could take a lot longer to happen. For
companies, the overall goal of e-commerce in-
cludes (Yang, 2012): to help companies develop
global sales network and logistics infrastructure
which support efficient online order fulfillment;
to provide enterprises with information and data
of various business activities (i.e. online order
documentation), production and sales informa-
tion to solve the difficult problem of collection;
to reduce market entry link that help companies
open up the market to minimize the circulation
of goods; to reduce business cost of sales and
minimize the transaction costs of goods; both for
trading and online commodity trading to facilitate
negotiations; supports online purchasing includ-
ing secure online payment system; to provide the
most reliable quality assurance; to provide cus-
tomers the most convenient means for retrieval.
Supply Chain Management (SCM) is based on
customer demand, providing a common focus
on the related products or services, enterprise
information resources, software products based on
Internet technology as a tool to manage, the entire
channel which all relevant processes to maximize
net value added, and improve the efficiency and
effectiveness of a platform. In this chapter, the
evolution of logistics and supply chain and trends
of e-commerce in logistics and supply chains are
described. Then the discussion on the integrated
e-commerce and e-commerce logistics are given
and finally, it ends with future research directions
and conclusion.
E-Commerce in Logistics and Supply Chain Management
BACKGROUND
The rapid growth of e-commerce is being related
to economic development and often been cited
as a driver of economic growth. E-commerce is
also touted as a powerful medium through which
developing economies can exploit the potential of
global markets. Today, e-commerce in developed
economies represents the latest leader of chance in
physical distribution network and SCM, whereas
in developing economies, e-commerce market is
still in its infancy but it is expanding and becom-
ing integral part of commercial life. This field
evolved substantially over the past four decades
and continues to grow today. In the early days,
low prices and convenience were the driving
forces for e-commerce, but today, e-commerce
retailers (also known as e-tailers) are catering to
Figure 1. The evolution of logistics and supply chain
5368
every kind of shopping experience, service and
product. Presently, it remains the case that as the
gross revenue earned from e-commerce is increas-
ing year on year from nascence to critical mass,
most transport service providers (TSP) or retailers,
particularly multi- and omni-channel retailers,
are only starting to realize what this will bring
to their retail logistics and physical distribution
network infrastructures and what role they can
have within. So much as, today e-commerce has
become a complementary retail touch point for
the traditional brick-and-mortar retail.
The new e-commerce technologies have
the potential to offer greater efficiencies and
transparency and have led to significant changes
within supply chains, with alternative ways of
doing business, improved visibility and changes
to distribution channels, including new interme-

diaries. From a distribution property perspective,
the evolution of logistics and supply chain has
passed through various phases and very broadly
in the timeline as follows (JLL, 2013) (see Figure
1): most retail stores were replenished by direct
deliveries from wholesalers and suppliers in the
1970s. The distribution centers (DC) emerged
and retailers started to centralize store deliveries
through new DCs that they controlled in the 1980s.
Global sourcing took off in the 1990s, with many
retailers developing import centers to receive
and process mostly containerized imports. From
around 2000, e-commerce began to rapidly expand
with Internet-only (pure-play) retailers leading
the way in establishing giant e-fulfillment distri-
bution networks. In 2000, the business concepts
like information sharing driving the extensive and
intensive cooperation, collaborative warehousing,
collaborative urban (city) as well as non-urban dis-
tribution are merged and implemented in logistics
and supply chain operations (Capgemini, 2008).
According to a study in developed economies
the growth of online retail has been stronger in
sectors such as fashion, electrical and ICT goods
(Robinson, 2014). In the past times and models,
there weren’t many carrier options and purchased
items were often distributed via a parcel, postal or
freight network. However, e-commerce logistics
models have created new demands.
There are four distinct types of logistics
functions being setup (Robinson, 2014): An e-
fulfillment center is a warehouse at which goods
are stocked and chosen at item level. Today,
there are numerous e-fulfillment centers, which
are operated either by a retailer or a TSP such
as eKart for Flipkart, JaVAS for Jabong and
ATS for Amazon etc., often operating 24/7. Key
facility configuration includes size (also called
as big-box space which ranges from 50.000 to
more than 100.000 m2) as well as features that
contribute to more efficient picking, order fulfill-
ment and throughput, such as accessibility for
delivery vans, access to a strong employee base
and cross-dock configuration. A parcel hub/
consolidation center is where orders are sorted
Category: Logistics and Supply Chain Management
according to geographical location, often by
post or zip code, so they can be delivered to the L
relevant parcel delivery center for final delivery
to the customer’s home or designated collection
point. Parcel delivery center handles the last mile
delivery to the customer. Seamlessly integrated
technology is where shopping carts connect via
WEBXML, API or some other connection to a
TMS, so customers get the exact price quote of
shipping of larger items. Quotes are often more
suited for less than truckload, as these technol-
ogy products for logistics, such as a TMS, must
accomplish along with the shopping cart for bet-
ter management. These technology products for
logistics feature: the ability to organize and track
shipment according to transport modes; online
order documentation and status; online dispatch
invoice and documentation such as freight bills of
lading and invoices; auto reminder for payments;
seamless interface with existing ERP or SCM
system; online alerts for critical information via
mobile or text, information systems reports on
delivery history, past data analysis, etc. Types
of e-commerce logistics systems based on these
considerations ensure the following benefits to
transport users (e.g., shippers, receivers) and
TSPs (e.g., carriers): improved communication,
transparency into the supply chain, improved
customer satisfaction, distribution and logistics
optimization, cost reduction, improvement in
efficiency and on-time delivery.
As online retail grows further, delivering order
to customers quicker will become an increasing
competitive advantage. As a result, the logistic
facilities will encourage some retailers to set up
their own networks of local depots - either to
cross-dock items shipped from larger e-fulfillment
centers or to ship certain fast moving products
direct to customers. In this emerging model, e-
fulfillment blends with urban logistics, as these
facilities will be mainly based around the major
population centers where online sales densities
are highest. For example, in the U.S., Amazon
opened smaller scale distribution facilities to offer
same-day delivery services.
5369
E-Commerce in Logistics and Supply Chain Management
TRENDS OF E-COMMERCE IN
LOGISTICS AND SUPPLY CHAINS
The e-commerce context is changing at a steady
rate in both B2B and B2C, although it only rep-
resents 10% of all new leasing around the world,
this percentage has doubled during the past three
years, therefore companies have to anticipate
strategies to manage these changes in their favor.
Recognizing online presence as one of the biggest
opportunity to expand and grow, many physical
retailers have started to establish and increase their
online presence. An e-commerce platform not
only facilitates a transaction over the web, but it
supports the creation and continuing development
of an online relationship. The emerging trends of
enabling e-commerce systems have been subject
of discussion in recent years.
• Cloud Computing: There are four basic
service configurations which are Software-
as-a-Service (SaaS), Platform-as-a-Service
(PaaS), Infrastructure-as-a-Service (IaaS)
and Supply Chain-as-a-Service (SCaaS).
In SaaS, the cloud user is able to access a
software application hosted by an external
provider over the Internet. Such as Google
Apps, Salesforce. PaaS model describes
a virtual platform which involves the use
of an externally provided infrastructure to
host the application like Apprenda, Google
App Engine. IaaS provides virtualized
computing resources over the Internet such
as Amazon Web Services, Cisco Metapod,
Google Compute Engine. SCaaS describes
a framework for service oriented SCM
such as OpenPMF SCaaS, HCL SCaS.
• Mobile Applications: Customer shopping
habits have changed driven in part by in-
creased use of mobile devices. Continued
growth in tablets, smartphones, handheld
devices use boosts the amount of time cus-
tomers spend online – and they’re more
likely to shop there. With the proliferation
of the Internet into daily life and the falling
5370
data prices, customers access mobile appli-
cations conveniently to shop from any lo-
cation like at airports, traffic signals, cafes
or waiting in the line. This ease of ordering
through mobile has further fueled impulse
purchases. Companies are investing more
resources for optimization of their mobile
sites to enable customers to have seamless
shopping experience across platforms.
• Personalization for Customer Engagement:
Personalizing customer experience is a key
customer engagement tool and is expected
to drive e-commerce growth. With increase
trend towards online shopping, brands are
becoming more sophisticated in their abil-
ity to collect information about customers
and using this data to deliver personal-
ize recommendations, tailored offers and
delivering differentiated experiences each
time.
• Big Data: The Big Data has arguably been
generated primarily from web and e-com-
merce communities. Significant market
transformations have been accomplished
by leading e-commerce vendors such as
Amazon and Ebay through innovative and
highly scalable e-commerce platforms and
product recommender systems. Major in-
ternet companies such as Google, Amazon
and Facebook continue to lead the devel-
opment of web analytics, cloud computing
and social media platforms.
• Social Networks: Social media has shown
to be an effective platform for customers to
discuss and voice opinions about products
and brands, as well as for business to com-
municate with customers (DHL, 2015).
Social media plays an important role.
There are four different segments where
marketing channels fit along the customer
path to purchase: awareness, consider-
ation, intent, and decision. Despite not
being a direct sales channel, social media
can support e-commerce logistics and sup-
ply chains in the ways (O’Leary, 2012):

Figure 2. Paradigm change in e-commerce
Demand information: using the percent-
age of likes and dislikes from social media
exchanges as a measure of interest of cus-
tomers in a product, thus providing some
potential insight into customer demand.
Supplier choice: Data mining of media
such as Linked-In can provide important
data to help infer information about wheth-
er a company will continue in business.
Logistics: Information gathered over time
about particular highways can help devel-
op a better understanding of likely highway
conditions. Effectively, intuition can be
generated about routes and the likelihood
of problems being encountered when mov-
ing goods over those routes
INTEGRATED E-COMMERCE
The evolution of multiple shipping options al-
lows retailers today more control over their e-
commerce logistics and supply chains. Today’s
customers have the ability to purchase whatever,
whenever, however, wherever and at the price they
want, putting them in total control of the market.
With social media, mobile and e-commerce on
the rise, omni-channel fulfillment is becoming
increasingly important for retailers. Companies
Category: Logistics and Supply Chain Management
L
in B2B and B2C commerce must be flexible and
as omni-present as possible in order to remain
competitive in this shop-anytime-anywhere world.
As seen today, this trend is starting to displace
the traditional role of parcel operators. Now the
e-commerce challenge has shifting to finding a way
of synchronizing and standardizing the business
processes to achieve real time access and insight
of the inventory movement. As predicted, retail-
ers in developed markets are experiencing to shift
from multi-channel retail to omni-channel retail.
Paradigm change in e-commerce is depicted in
Figure 2. Omni-channel retailers are managing
their channels in an integrated way that offers
customers a seamless experience, however they
choose to shop. With omni-channel, a retailer
may fulfill orders from local stores rather than
warehouses, ultimately blurring the distinction
between the two e-fulfillment centers.
With extensive number of sales channels,
multiple warehouses, and dozens of suppliers,
the risk of misplaced orders is much higher than
ever before. In order to respond to this chal-
lenge, order fulfillment technologies have also
helped integrate the front-end and back-end of
online retail. Automated software and real-time
fulfillment data transform the back-end process
now in a collaborative effort. The alignment of
important touch-points in the supply chain has
5371
E-Commerce in Logistics and Supply Chain Management
reduced inefficiencies and has helped identify
redundant processes. There are even robots that
pick inventory and move it around the warehouse
(Robinson, 2014).
• Multi-Channel: Customers interacts with
retailers across the independently man-
aged channels (e.g. social media, web and
emails). Retailers with this approach are
adopting two or more channels to engage
their customers, however, they are not nec-
essarily focused on delivering a seamless/
consistent message across multiple touch-
point. Furthermore, these programs do not
necessarily factor in optimizing customer
experience based on different devices (e.g.
smartphones, tablets and laptops).
• Omni-Channel: This business is dili-
gent to ensure that customers receive the
same experience and message through
different channels and devices involved
within their interactions with the retailer
(Kourimsky & van den Berk, 2014). Thus,
omni-channel has seamless integration
with company software systems like ERP,
WMS, warehouse control system, distrib-
uted order management (Hobkirk, 2016).
Typically, omni-channel customers require
their orders to be delivered within either
same day or next day to their location of
choice, whether the order is distributed to
their home or can be picked up in a store
or another location, moreover this type of
customers expect to be informed of every
step and any delays which may occur along
the delivery process. Similarly, retail-
ers have a holistic view into inventory in
omni-channel environment, allowing them
to fulfill orders from any location or ship
inventory to other locations where invento-
ry is needed or sells better. Omni-channel
DCs share a common inventory pool and
seamlessly combine both e-commerce and
traditional store distribution channels in
order to meet demand regardless of which
5372
channel it comes from, whether custom-
ers are shopping online from a desktop or
mobile device, by telephone or offline in a
brick and mortar store. Basically, the goal
of omni-channel is to give retailers an end-
to-end view based on aggregated informa-
tion from suppliers to customers, orders,
and inventory.
In the past, retailers built two types of DCs, one
to manage store fulfillment, whereas another to
manage purely e-commerce. Omni-channel DCs
seamlessly combine both e-commerce and tradi-
tional store distribution channels, omni-channel
fulfillment strategies must be done right and
quickly. Omni-channel improves the customer ser-
vice through real-time integration with POS, web
storefront and call center solutions, furthermore
it increases flexibility and reduced costs through
common carrier, small package and private/dedi-
cated fleet delivery planning and optimization.
It improves delivery control through transport
execution capabilities including tendering, multi-
carrier parcel manifesting, fleet dispatching,
routing, proof of delivery and freight auditing,
additionally transport operations are streamlined
through carrier connectivity and global logistics
network. To meet the challenges, retailers must
completely redesign their distribution processes
and add automation equipment to their DCs. In
order to support the fulfillment promise, shippers
must have technology and infrastructure in place
to ensure sufficient response time between when
customer places an order and when fulfillment
center dispatches it. Additionally, significant
capital investment is required in material handling,
conveyor sortation and controls, optimized racking
systems and lift equipment, inventory management
software, and picking/packing technology.
E-COMMERCE LOGISTICS
In the context of logistics, e-commerce platforms
can be termed e-commerce logistics platforms.

Figure 3. Overview of e-commerce logistics platform with consortia partners
E- commerce logistics is the use of web-based
technologies to support the material acquisition,
warehousing, and transportation processes. It
enables distribution to couple routing optimiza-
tion with inventory-tracking information. This
platform is an inter-organizational system (IOS)
that links transport users and TSPs together for
the purpose of collaboration or trading. It en-
ables online interactive transport exchanges in
terms of transport supply and transport demand
in order to match freight capacity with available
shipments (Christiaanse, 2005; Kale et al., 2007;
Wang et al., 2007). For example, internet-based
freight acquisitions enable spot buying of truck-
ing capacity. TSPs offer virtual logistics services
by integrating and optimizing distribution re-
sources. A company may even consider collabo-
ration with its competitors to improve its supply
chain. Utilizing the web has largely reduced the
complexity and cost of implementation and the
integration of IOSs. Incorporating the concept of
cloud computing services, e-commerce platforms
are emerging quickly as a viable alternative to
large-scale client-server solutions (Kayikci &
Zsifkovits, 2013; Wang et al., 2007), especially
where they are hosted by the technology provider.
Traditionally, transport software programs (e.g.,
TimoCom, TransMATCH) are developed for
specific platforms, such as Windows, Linux, or
Mac OS, where parties are advertising freights
(cargoes) and looking for empty trucks. Today,
Category: Logistics and Supply Chain Management
L
platform developers build web-based (e.g., www.
timocom.com) as well as mobile-based (e.g.,
TimoCom transportbarometer) applications, as
communication tool in supply chain that run on
Internet and on mobile, that are completely inde-
pendent of the user’s actual computer operating
system. E-commerce platforms offer powerful
online solutions for transport collaboration, where
TSPs easily search online for freight or post any
spare capacity in order to increase load factor for
return trip. Similarly, transport users offer freight
for transportation or search for suitable vehicles.
Today companies (e.g. Shipwire) access end-
to-end orchestration and fulfillment capabilities
on web-based enterprise fulfillment platforms
(DHL, 2015). These make it easy to access specific
services and grow into new markets. Customers
can choose their preferred transport option and
this is factored into the total cost of the product
(e.g. FreightOS). E-commerce logistics platforms
offer three different types of business activities
(Kaplan & Sawhney, 2000):
• Aggregators create a business community
where TSPs offer freight capacities with
predefined prices (e-catalog) for trans-
port users on a website (e.g., Freefreight
search).
• Auctions create market and reduce empty
trip and promote the load factor, where
transport users can bid simultaneously
5373
E-Commerce in Logistics and Supply Chain Management
for the TSP’s freight capacity accord-
ing to multiple real-time auction systems
(e.g., FReight Exchange for International
Transport-ONlinE).
• Exchanges create stable online market,
where selected transport users and TSPs
trade freight according to a fixed set of
rules and at constantly changing prices
(e.g., Transplace); this Expedia-like plat-
form for freight providing instant, online
real-time quoting for all legs of shipment.
Shippers can generate and book instant,
door-to-door quotes directly online, using
their own internal negotiated rates or rates
shared online by carriers or forwarders.
Characteristics of an E-Commerce
Logistics Platform
• Platform Community: The network for
transport exchanges allows transport users and
TSPs to create communities to better manage
their transport needs and resources (Kayikci &
Zsifkovits, 2013). Figure 3 depicts an overview
of e-commerce logistics platform with various
consortia partners. If a transport coalition is
composed of pre-selected members on vertical
plane, it is called then private community; most
of the time this community is closed and specific
requirements should be fulfilled to enter into this
community. If a transport coalition is composed
of only receivers, then it is called receivers’ com-
munity where the platform primarily serves interest
of receivers; likewise, if it is composed of only
shippers, which is called shippers’ community
and the platform serves the interest of shippers;
if only carriers are collaborate, then it is carriers’
community where the platform primarily serves
interest of carriers. If shippers, receivers and car-
riers integrate together on the lateral plane, it is
denoted as a neutral community which has gener-
ally heterarchical structure and serves interest of
all participants and is often managed by a group
of consortium. That means, there is no dominant
community which rules the coalition, therefore
5374
an independent platform usually tries to be of
direct use for shippers, receivers and carriers.
Neutral community, where the aforementioned
three communities collaborate each other and
their communications are supported by a neutral
technology provider which is called as control
unit (CU). This community is characterized by
a high level of transport collaboration. It is web-
based and hosted platform and enables high level
information sharing and joint activities.
• Platform Strategy: E-commerce plat-
forms are divided into two types: open
and closed platforms. Open platform al-
lows transport parties to use their services
with no barriers to entry whereas closed
platform tends to be geared towards the
needs of particular shippers, receiver and
carriers (Wang et. al, 2007). Closed plat-
form denotes private community in other
words, semi-private or private networks
where the all participants know each other
and they share information on shipping
requirements. Most of the transport users
prefer to collaborate in a private network
rather than in an open network, however
close platforms are less structured and of-
ten contain the opinion of large companies
(Chen et al. 2012), whereas open platforms
acquire bigger negotiation capability and
offer more freight matching opportunities
than closed platforms. However, the open
platforms are not suitable in high level of
transport collaboration (Cruijssen et al.,
2007; Wang et. al, 2007). Especially stra-
tegic partnering level requires closed plat-
form strategy.
• Platform Sourcing: The platforms also
differ in how total freight load capacity is
bought. Generally, transport users either
engage in systematic sourcing or in spot
sourcing (Kaplan & Sawhney, 2000). First,
transport users can acquire freight capac-
ity in a truck through fixed-commitment
contracts and negotiated market prices

with TSPs. Especially major shippers and
forwarders use systematic sourcing for ac-
quiring available freight capacity (Kayikci
et al., 2014). The closed private platforms
exemplify this approach. Second, in spot
sourcing, transport user’s goal is to ful-
fill an immediate need at the lowest pos-
sible cost, whereas TSP’s goal is to utilize
truck space at the highest possible profit-
ability. The open source auction platforms
elucidate this approach. Spot transactions
are being accompanied by development
of a short-term, loose relationship among
transport users and TSPs.
• Platform Capability: Development of an
online platform includes creation and man-
agement of an online storefront, shopping
cart management, PCI compliance, per-
sonalization transaction management, set-
tlement and product visualization – enable
organizations to build basic B2B or B2C
online stores. Some specific capabilities in
electronic communications are determined
(Hajdul, 2014) that are essential for e-com-
merce platforms with the collaboration of
transport users and TSPs: web-interfaces,
event management / alerting functional-
ity based on (re-)calculated routes/plans,
reporting, transport/purchase order man-
agement at company level, monitoring of
the performed task, digital map, route op-
timization, invoicing, fleet management,
freight exchange, real-time monitoring of
the performed tasks, transport/purchase or-
der management at group of independent
companies level, verification of business
partners, coordination of transport orders
and resources of independent companies,
optimization of truck loading process,
share of savings among group of cooper-
ating companies, load tracking, deliveries,
support of existing communication stan-
dards, settlement and reports. E-commerce
Category: Logistics and Supply Chain Management
platforms can also include personalization/
preference profiling, multichannel selling, L
site/product search, search engine optimi-
zation, customer community management
or participation, integration with social
media, and mobile stores.
FUTURE RESEARCH DIRECTIONS
Customer buying behavior is evolving faster than
logistics and supply chains can adapt. The rapidly
changing delivery expectations of e-commerce
customers, driven by trends towards click & col-
lect and next day delivery, mean that operating an
effective e-commerce supply chain and fulfilment
operation presents a whole new set of challenges.
To meet these new expectations, e-tailers need to
find new solutions at every stage, from demand
forecasting, through to inventory management,
warehousing, technology integration and dis-
tribution. A strong mobile presence, in-stock
merchandise, and fast delivery are important keys
to e-commerce success, and a strong argument
for top-notch logistics solutions. Today, supply
chains are segmented by channels, which results in
duplication of inventory and infrastructure. Only
few companies (such as Vargo) are beginning to
offer omni-channel DCs, so that separate channel
spaces within the same warehouse and different
automation solutions are used in order to easily
respond the changing supply chain demands of
B2B and B2C channels. Unfortunately, there is still
limited research associated with how e-commerce
in terms of new trends has been and can be used in
the logistics and supply chains. From this perspec-
tive, many opportunities for future research might
be opening for researchers. These new research
areas might be big data analytics in logistics and
SCM, adapting industry 4.0 in logistics and sup-
ply chain, setting the strategies for omni-channel
logistics, omni-channel integration as well as
designing omni-channel DCs.
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E-Commerce in Logistics and Supply Chain Management
CONCLUSION
Expanding ICT has broken down barriers to make
it easier to start and grow a business online in
every industry and logistics and SCM continue to
be pushed in new direction by e-commerce. The
new trends in e-commerce like cloud computing,
mobile applications, big data, social networks
can offer great opportunities for companies in
order to redefine their corporate strategies and to
redesign their business models. The percentage
of e-commerce sales is growing continuously and
the increased volumes are putting unprecedented
demands on the supply chains of e-commerce and
omni-channel retailers. In this chapter, a broad
overview of current e-commerce applications in
logistics and SCM is given. It gives researchers
and practitioners better understanding the role of
e-commerce in logistics and SCM in order to ex-
pand business and provide competitive advantages.
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KEY TERMS AND DEFINITIONS
E-Commerce: E-commerce refers to conduct-
ing business communication and transactions
over networks and through computer technology
or buying and selling goods and services (also
known as e-business), and transferring funds
through digital communications.
E-Tailer: An e-tailer is a retailer that primarily
uses the Internet as a medium for customers to
shop for goods and/or services provided.
Omni-Channel: Omni-channel involves pro-
viding a seamless, consistent and complementary
customer shopping experience across all interac-
tion channels like in store, on the web, and on
mobile devices.
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