Alliances are a relatively well-studied phenomenon in the logistics field. However, few
studies have attempted to link logistics alliance performance to the existence of specific
organizational capabilities of the involved firms. This finding is surprising given the
insights that capability-oriented studies have been able to achieve in the strategy field,
and it suggests valuable potential for an application in the logistics domain. This paper
has proposed an initial model of LAMC that provides a new perspective to the
explanation of logistics alliance performance and success.