Abstract:

This study examines China’s micro- and small-sized forestry logistics enterprises (MSFLEs), which constitute nearly 99% of national logistics firms yet remain underexplored in scholarly research. Drawing on Porter’s value chain framework, extended by global value chain and service-dominant logic perspectives, we investigate misalignments between strategic importance and operational performance. Employing a mixed-methods design, we synthesized literature to identify research gaps and conducted an Importance–Performance Analysis (IPA) survey of 79 MSFLEs in Fujian Province. Results highlight critical deficiencies in supplier delivery reliability, distribution cost control, cold-chain management, and customer demand sensing. These gaps stem from systemic constraints—fragmented supplier networks, legacy cost structures, and limited technological or market intelligence—rather than operational inefficiency. IPA findings suggest that MSFLEs function effectively as “execution agents” but lack capacity for strategic value co-creation, particularly in upstream coordination and data-driven decision-making. To address these challenges, we propose a three-tiered pathway: strengthening supplier collaboration through technology, adopting low-cost digital tools selectively, and specializing in niche services such as sustainable timber traceability.