| Field frame 1: the transformation from analog to digital services |
| 1965–1990 | 1a | Shipping documents are based on manual and pure paper-based processes | Shipping information was sent through telex or electronic data interchange (EDI) | The first telex message (a forerunner of EDI) were sent in 1965 sending shipping manifests | Ports increased efficiency through the use of terminal operating systems, providing the foundation for the “globalization” |
| 1965–1980 | 1b | Uncoordinated use of electronic exchange and technology | Development of standards for electronic interchange | Creation of IST standards such as for trade documents (ISO 3535) and administration, commerce and trade (ISO 9735) | EDI becomes more professional and standardized, leading to a further dissemination of EDI |
| Field frame 2: the dissemination of L&SC management software |
| Early 1970–1980 | 2a | Traditional manufacturing was forecast driven | The introduction of the barcode shifts supply chains to demand-driven and drives efficiencies | In 1974, a pack of Wrigley's chewing gum is the first retail product sold using a barcode scanner | Reduction in inventory levels and changes in supply chain structures |
| 1970s–1980 | 2b | Warehouse and transportation management is not computer based | Supply chain management systems or material requirements planning (MRP) are introduced | Software programs (e.g. WMS) and/or automated storage and retrieval systems (AR/RS) were being deployed | Business drives the market by adopting integrated software solutions |
| Late 1980s–1990 | 2c | Logistics software restricted to one function, e.g. inventory | ERP programs go beyond one function and include, e.g. supplier materials and other functions | The automotive sector drives vertical integration with its suppliers and customers | Managers became aware of logistics as an area to significantly improve the bottom line |
| 1970–1980 | 2d | Providing information is demand driven | Information is available in real time | FedEx Express launches the first digitized management system offering package status in real time | Investments in digitalization can lead to a competitive advantage |
| Field frame 3: the globalization of supply chains through the World Wide Web |
| 1985–2000 | 3a | Logistics transactions are rather one-way communications and information is often difficult to obtain | The Internet and the World Wide Web offer a two-communication approach and make it easier for organizations to obtain information | The simplified worldwide communication and real-time data flows leads to better information control and globalization | The worldwide information and data exchange with other countries push more complex supply chains |
| 1990–2010 | 3b | Purchasing and logistics flows are restricted to rather local markets and global suppliers are hard to find | The Internet offers a two-communication approach, thus faster access to a worldwide market and global suppliers | In the 1990s, Walmart shifted their supply chain toward Asia for cheaper product purchase, leading to shift in power balance between discounters and US domestic suppliers | Easier controllable logistics flows lead to an increase in outsourcing and other alliances |
| Field frame 4: the rise of e-commerce |
| 1994–2010 | 4a | Shopping is dominated by brick-and-mortar stores = supply scarcity | Consumer increasingly order “online” = supply munificence | Amazon goes live in 1994 to deliver books within the USA from an online platform | Logistics activities gradually switch from B2B to B2C |
| 1995–2005 | 4b | Database access is restricted to tightly controlled by a company | Cloud computing offers companies to combine various data flows | Cloud computing was popularized with Amazon.com releasing its Elastic Compute Cloud product in 2006 | Cloud computing allows logistics companies to avoid or minimize up-front IT infrastructure costs |
| 1995–2005 | 4c | Computer coordinates the supply chain | Platforms coordinate and create complex supply chains | Amazon creates an own complex digital ecosystem of consumers and suppliers | Data-driven platforms increasingly disrupt existing supply chains |
| Field frame 5: the deployment of Internet of Things and big data |
| 2015–today | 5a | Applications are stand-alone solutions | Big data flows can be automated and thus provide | Alibaba introduced a patent for “anticipatory shipping” | Big data analytics further increase efficiency and reduce inventory costs |
| | 5b | Internet applications are mainly isolated transactions/ stand-alone solutions | Collecting and connecting date enable new products and services | IBM and Maersk introduced blockchain to streamline customs and shipping processes | Information and data of consumer and transaction can be turned into a competitive advantage |