Innovations, Technologies, and the Economics of Last‐Mile Operations: A Call for Research in Operations Management

Unofficial AI-generated summary based on the public title and abstract. Not an official translation.

🔬研究者:LMO研究のフレームワークと研究課題の整理に有用。

🏢実務担当者:配送ネットワークの効率化と持続可能性の両立に示唆。

🏛政策担当者:都市物流の規制やインフラ整備の検討に参考。

Last mile operations (LMO), the processes involved in the critical last stage of delivering goods and services, have widespread relevance across major sectors of the economy, including retail, food services, healthcare, humanitarian services, energy distribution, telecommunications, public services, and others. These operations account for a significant portion of the costs, jobs, and economic output in these sectors. Global economic output involving last mile deliveries alone, for instance, is valued at $165 billion per year and is growing at about 10% per year (InsightAce Analytic 2024). Recent decades have witnessed an acceleration in the rate of evolution of LMO (Agatz et al. 2024; Boutilier and Chan 2022; Boyer and Hult 2005; Dreischerf and Buijs 2022; He and Goh 2022; Lyu and Teo 2022). Technology-driven innovations have catalyzed profound changes in the planning, design, and execution of LMO, with significant implications for the economics of these operations. Extending the last mile to the final user has increased convenience, accessibility, and reliability. Zipline, for example, has introduced drones to safely deliver lifesaving products in remote communities (Ackerman and Koziol 2019). An increasing number of pharmacies in Europe and Africa have been equipped with smart lockers to allow 24/7 access to critical medicines (Gobir et al. 2024). Some innovations leveraging platforms based on smartphone apps have given small corner stores in neighborhoods in cities across Latin America the means to sell and deliver daily groceries and other household staples to local residents (Escamilla et al. 2021). Other innovations, leveraging artificial intelligence, have found applications in vehicle routing tools and warehouse and fulfillment automation (such as Ocado's system (Mason 2019)), track-and-trace systems that provide real-time communications and visibility into delivery processes (such as Instacart and Uber Eats), anticipatory shipping algorithms to move inventories to specific areas ahead of realized demand (Chen and Graves 2021), and integration tools with third-party services (successfully deployed by ClickPost and ShipEngine). However, considerable challenges remain. For example, because of short time frames and high delivery volumes to many dispersed locations, LMO have little room for human error. Yet, since many firms tend to tap into low-skilled, temporary, or crowdsourced labor to provide these services, there is high variability in performance and worker availability. LMO are also expensive, due in part to rising labor costs, delivery failures, more demanding customers, and vehicle and parking restrictions. Although academic research in LMO has a long tradition in Operations Research (see e.g., Agatz et al. (2011), Otto et al. (2018), Boysen et al. (2019) and Reed et al. (2022)), LMO have barely been considered as an operations problem that requires process understanding and management within a sociotechnical system. The need for this is apparent, as increasing evidence points to managerial, economic, and sociotechnical challenges as major determinants of LMO success. Delivery workers have been noted to largely ignore the recommendations by routing algorithms in urban settings (Liu et al. (2023)); working conditions are an increasing societal and corporate concern; and customer experiences are less than satisfactory in many cases. Further, LMO are associated with negative externalities such as emissions, traffic congestion, and the abuse of public parking space. Operational costs are also very high—often up to a point where LMO are loss-making, such as in grocery home delivery. And, while there have been extensive technological innovations, many seem to fail in scaling at large, which could potentially be due to a poor understanding of the LMO from a process perspective. We need new research to better understand these challenges, as well as to propose new operational practices and business models based on the application of recent innovations. Such research requires a broadening of the phenomenological and theoretical scope of LMO research beyond traditional work in Operations Research. Theories on innovation applied to Operations Management can offer a valuable foundation to study research questions surrounding the scalability of technologies to support new business models in the last mile (Arthur 1994). Similarly, theoretical models examining technology, productivity, and employment can provide a foundation to understand how innovations can change the nature of work in last-mile settings (Autor et al. 2003; Autor 2015). Additional opportunities also exist to use transaction and information cost theories to understand how technological innovations may change organizational boundaries and the nature of organizations in the last mile (Afuah 2003). This confluence of innovations in the field, the multidimensional phenomena that determine performance, and the perspectives from theories from the operations management field provide an opportunity to shape a research program in LMO that will benefit from the Operations Management academic community. This was one of the main goals of our call for papers for the special issue on “Innovations, Technologies, and the Economics of Last-Mile Operations.” Another objective of this special issue was to formalize a research agenda and offer future directions for research to advance our understanding of LMO. To that end, in Section 2, we delve deeper into these operations, their functionalities, distinctive features, and challenges in the context of Operations Management. Then, in Section 3, we expand on research opportunities to tackle the most pressing challenges in LMO and identify knowledge gaps in Operations Management to be addressed in this endeavor. We close in Section 4 with conclusions, recommendations, and potential initiatives to build on the momentum created so far and further advance LMO as a knowledge area within Operations Management. In doing so, we introduce the several papers in the special issue as exemplars of research that can be done in the LMO domain. LMO are made of processes triggered by an agent (e.g., consumer, user, patient, worker, organization) that enable the provision of a service to this agent at the agent's selected location and time (or time period). LMO involve interactions with the agent—who participates in the process and co-creates value—and, by definition, comprise different service processes (Sampson and Froehle 2006). These processes are triggered by an agent's request for service and include the preparation and movement of goods and/or tangible resources (people, equipment) required for providing the service to the agent's selected location at the agent's selected time. A key trait of LMO is the fact that agents select the location and time of the provision of the service and that the provision of the service requires at least in part co-location with the agent. We submit that LMO can be classified into two main categories that differ significantly in the nature and extent of the associated customer co-creation activities (Sampson and Froehle 2006): goods-focused and agent-focused. Goods-focused LMO entails the provision of agent access to goods at a selected location and time, involving the preparation and movement of goods (e.g., groceries, meals) and resources (e.g., delivery vans, delivery people) to that location. A typical example would be e-commerce deliveries to consumer homes. Agent inputs are limited, primarily including information about the required goods (product selection and quantities) and delivery (time and location), as well as engaging in minor interactions with the provider during goods reception. The core value added is the movement of the goods to the agent's selected location and time. Goods-focused LMO correspond to “delivery services” and have received most research attention. Agent-focused LMO entail the provision of more general services to an agent at a selected location and time, involving the preparation and movement of service provision resources (e.g., people, equipment, inventory) to that location. A typical example would be performing repairs of equipment owned by the agent at its selected location, involving the movement of technicians, tools, and inventory (spare parts) to the agent's location. Another example would be an emergency ambulance service, which involves the movement of equipment (vehicle, medical instruments), medical staff, and inventory (medical supplies) to the agent's location. Agent inputs are substantial, including information about the required service, service delivery time and location, and agent's resources, as well as engaging in relevant service co-creation activities at the agent's location. The core value added is the transformation of the agent's inputs (e.g., agent-owned equipment, the agent self). Typically, the level of customization and agent co-creation increases from goods-focused to service-focused LMOs, while the transaction volumes decrease. LMO processes are characterized by a set of distinctive features that raise unique challenges for the management of operations. Based on our conceptualization of LMO and extant literature, we summarize LMO's distinctive features and associated challenges in Table 1. The remainder of the editorial will discuss LMO against this framework and address in more detail several of the distinctive features and challenges. The distinctiveness of LMO processes, their pervasiveness and widespread economic relevance, and the managerial challenges that remain unaddressed jointly motivate the development of a specific research program for LMO within the field of Operations Management. Need to cover very diverse geographical areas, with specific challenges: Reliance on a large number of independent resources (including subcontractors, crowdsourced labor, inventory, contracted or rented equipment, third-party platforms) has th

• openalex https://doi.org/10.1002/joom.1355first seen 2026-08-02 18:31:45