As anticipated, to effectively address the complex challenges and opportunities in regional logistics, a shared vision for RCL must actively involve all key stakeholders.

This vision is well framed with widely recognised patterns in logistics development: SC have progressively evolved from isolated, atomistic operations through integrated systems towards more collaborative models. Looking forward, in the long term, this process is paving the way to the achievement of the PI, where universal standards and dynamic interconnectivity transform logistics processes on a global scale.

In turn, each phase in this evolutionary journey represents a simplified overview of a complex sequence of intermediate steps and maturity stages, shaped by regional context and stakeholder engagement. Hence, different subsequent steps in Collaborative Logistics implementation in general, as well as RCL are to be envisaged. In fact, it is rather likely to be developed according to a (more or less) gradual process going through various intermediate stages, also depending on the specific territorial context and involved actors (i.e. it is not happening instantly and simultaneously everywhere).

In doing so, some key central/focal aspects must be adequately focused on, especially in what concerns the dialogue and agreements (necessary for allowing a smooth and effective implementation of RCL). In particular, notwithstanding the already ascertained importance of the challenges, obstacles and technologies mentioned previously, it is important to outline aspects related to exchanges both in physical and information flows, such as

• Role of logistic nodes, recalling the existing different typologies and their contribution to the network as a focal point for interchange and consolidation, enabling intermodal operations and reaching critical mass; in this regard, it is important to recall how generally nodes are the elements of the SC networks where interactions (and consequently collaboration) occur. This general remark is at the basis of increasing acknowledgement, for instance, of the role of ports as innovation and data sharing hubs.
• (Open) data sharing and related standards and agreements (which represent key drivers in order to provide an appropriate environmental condition for the RCL); in fact, sharing data and information are the fundamental prerequisites for collaboration between different organisations and institutions. As evident from what was described in the previous chapter, the key limiting factors to be addressed are related to the willingness of the different actors and the trust mechanism to be established.

These general issues are related to a strategic and medium/long-term perspective. This strategic level must be addressed not only through a general viewpoint but also by elaborating on specific aspects related to each regional context (e.g. its positioning and accessibility with respect to the TEN-T network and related nodes).  In this regard, it is important to emphasise the importance of taking into account the theme of RCL in the planning and regulatory processes. Obviously, as regards RCL, the key reference should be the regional dimension, but also the interrelationships with other levels, ranging from the TEN-T network to the local level, addressed by SUMPs or SULPs should be taken into account. In this regard, it is worth noting that these instruments are already characterised, but the holistic approach and attention to participatory processes, including all relevant (public and private) stakeholders that is central in RCL.

Moreover, while moving to aspects relevant for activating the actual implementation of RCL, it will be necessary to deepen more tactical[1] and operational-level decisions. In this regard, it is important to highlight the importance of innovative approaches that could be seen as organisational enablers of RCL. For instance, the tactical level can encompass profit allocation mechanisms between participants in the RCL, inventory decisions, and distribution organisation. The operational level, instead, is related to aspects more related to the short-term, such as joint vehicle route planning, inventory /stock control, etc. Furthermore, it will be important to in specific opportunities and catalysts for innovation. As from the literature, remarkable conditions are related to context where the particular need for catering limited efficiency or profitability of current processes (e.g. low demand rural areas) or the already ascertained role of microhubs as catalysts for RCL. Last but not least, this process should be supported by adequate funding, especially (though not exclusively) for testing innovative solutions through pilots.

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[1] In supply chain management the tactical level decisions are usually related to medium‐term and concern aspects such as the definition of the actual transport or distribution solutions, their frequency, the size of the shipments, the inventory management, the gain sharing, etc.