## 1 Introduction  
The upward trend associated with the emergence of new distribution channels and the expansion of logistics operators has been ongoing since 1980 [1]. Among the main challenges posed to the logistics service of new distribution channels, the need to take into account different stakeholders in building a high-quality service is indicated [2, 3]. The development trend of the e-commerce market is undeniable [4], but interestingly not from the beginning has this form of product delivery to the market been recognised as something that can match or surpass traditional distribution channels. Authors [5] summarised research conducted between 2000 and 2005, which concluded that the online form of selling was no more satisfying to customers than the traditional form of selling. However, a number of factors, including, inter alia, digitalisation, which has increased the transparency of markets at a very fast pace [6], have made e-commerce a significant form of distribution. Along with this, the issue of handling the logistics of multi-channel distribution systems has become more prominent. Based on a study conducted in 2006, of the 200 e-commerce-related companies surveyed, approximately 30% [7] worked with an LSP (logistics service provider; in this paper, LSP will be used interchangeably with 3 PL--third-party logistics and with the phrase logistics operator). In 2023, this trend was reinforced by the increasing needs arising from the integration of online sales channels and the growing demandsof end customers. The new distribution channels and, in particular, their integration, present challenges in the logistics service provided by specialised operators. Coordinating such complex systems requires a high level of competence [8] and the ability to influence cooperating organisations [9]. Taking into account the work accomplished to date in the field of multi-channel distribution channels, especially omni-channels, as well as the logistical handling of these channels, this paper identifies assumptions for network coordination carried out at the logistics operator level. The aim of this research was to fill the gap in the area of logistics coordination aimed at supporting logistics operators in the coordination of flows in omni-channels. The result of the research was to develop a tool to assess logistics operators and identify those with the highest competence in the network coordination of omni-channels. In order to realise such a goal, it was necessary to conceptualise logistics coordination as an additional form of network coordination, which makes use of the flow mechanisms developed so far by other authors. Flow mechanisms are identified by various authors [10] as mechanisms of network coordination alongside the price and non-price mechanisms characteristic of the hierarchical, social, and market forms of network coordination. Indeed, each of these forms of coordination uses specific mechanisms. In terms of flow mechanisms, research to date has significantly limited the range of logistical instruments that can be used by the coordinator. Attempts related to the alignment of logistic operators with the principles of network functioning and network mechanisms have been undertaken by researchers [11; 12; 13]. However, none of these works present a set of characteristics that predispose logistic operators to network coordination. We believe that seeking opportunities for logistic operators to assume functions related to network coordination makes sense. This aspect has been emphasized multiple times in articles, indicating that third-party logistics companies (3 PL) are capable of undertaking coordination actions, whether in terms of disturbance reduction [14; 15], implementation of modern solutions aimed at improving network performance [16], or other elements crucial for material and information flows [17] from the perspective of flows of materials and information.