## 1 Introduction  
Modernising agriculture necessitates the development of an efficient agricultural supply chain that connects producers, enterprises, and consumers. Historically, this supply chain has faced challenges such as lengthy sales processes and high costs. The introduction of the \"Agricultural and Supermarket Docking\" model has addressed these issues by enabling direct sales to supermarkets [1], thereby eliminating intermediaries and reducing costs. This streamlined approach enhances efficiency, benefiting both producers and consumers, and results in a more resilient and responsive agricultural system. The rise of rural e-commerce has become a crucial driver of agricultural development, a trend accelerated by the COVID-19 pandemic [2, 3]. As consumers increasingly turned to online shopping for safety and convenience, the agricultural supply chain evolved to operate under a dual-channel model that combines offline supermarket docking with online e-commerce direct sales. This allows producers to sell agricultural products to retailers through offline channels while simultaneously reaching consumers directly via e-commerce platforms using methods such as live streaming. This online direct sales model helps farmers and leading agricultural enterprises meet consumer demand more effectively, breaking down information barriers and mitigating issues of overproduction and unsold stock caused by information asymmetry. Additionally, with more sales channels available, producers' bargaining power within the supply chain is enhanced. Despite these advancements, the traditional agricultural supply chain often places farmers in a disadvantaged negotiating position due to their dispersed and small-scale operations. They typically wait passively for retailers to purchase their products at prices set by the retailers. Consequently, the profit gained by farmers represents a relatively insignificant proportion of the overall profit generated by the supply chain. The mode of \"leading enterprises + farmers\" can help solve this problem. This mode refers to a strategic partnership where small-scale farmers collaborate with larger, well-established agricultural enterprises, known as leading enterprises. These leading enterprises, typically large companies or cooperatives with significant market power, centralise the purchase and distribution of agricultural products produced by the farmers. This arrangement enhances the bargaining power of small farmers, ensuring a steady supply of products while allowing them to benefit from the resources and influence of the leading enterprises. As a result, small farmers are transformed from decentralised producers into a cohesive group under the leadership of these core enterprises, which play a central role in the supply chain by holding substantial influence and high user preference. However, there are notable differences in the level of logistics services between various distribution channels, including logistics delivery time and after-sales services, which significantly affect the demand for agricultural products. This paper examines the impact of these logistics differences, starting with the \"leading enterprises + farmers\" agricultural production mode, and focuses on the decision-making problems in the supply chain of the agricultural producers represented by leading enterprises. This paper aims to address a critical gap in the existing literature by analysing the role of logistics service levels in agricultural supply chains, particularly within a dual-channel framework. We try to develop and validate a model under centralised decision-making and decentralised decision-making that examines how different logistics service levels affect supply chain performance and decision-making processes.