In the literature, the impact of cross-functional and cross-organizational integration on performance has been analysed from different perspectives. Ruekert & Walker (1987) and Parente, Pegels & Suresh (2002) analysed the Marketing-Production interface while Griffin & Hauser (1992), Céspedes (1994), Rho, Hahm & Yu (1994), Kahn (1996) and Liedtka (1996) concentrated on the Marketing / R&D integration. From the logistics point of view, we can classify the existing studies in three groups: those that analyse the relationship between internal integration and performance, those others that study the external integration and performance link, and those that consider the impact of both levels of integration on performance.