Logistics has traditionally been positioned as an operational support activity focused on cost efficiency, execution, and process reliability. While this perspective reflects the historical role of logistics within stable and predictable environments, it fails to capture its growing strategic significance in increasingly complex, global, and volatile markets. As supply chains become critical determinants of organizational performance, logistics decisions now shape competitive positioning, risk exposure, and long-term value creation. This article reframes logistics as a strategic management function embedded within executive decision-making rather than a downstream operational concern. Drawing on business management theory, the study examines how logistics leadership influences organizational agility, resilience, and alignment between strategy and execution. It argues that logistics choices—such as network design, sourcing structures, capacity allocation, and risk management—represent strategic trade-offs that require executive judgment and governance. By repositioning logistics within the domain of strategic management, the article contributes to business management literature by integrating supply chain leadership into broader discussions of competitive advantage and executive responsibility. The analysis highlights the implications of this reframing for senior leaders seeking to manage uncertainty, sustain performance, and leverage logistics as a source of strategic differentiation rather than cost containment.
A Sun, study studied this question.
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