The next generation fulfilment centres are large logistic properties that respond to the growth of business to consumer e-commerce. To respond appropriately, these custom-made properties have to provide an optimal environment aligned to the e-retail strategy to generate as much productivity, cost reduction and flexibility as possible. This results in increased customer satisfaction for today 's e-retail consumers that prioritize e-retailers based on low costs, high speed and large flexibility of their parcel delivery services. However, the external logistic property manager is not able to provide an optimal environment for the 3PL-er by translating their demands into property requirements, because they currently do not posses sufficient knowledge about the primary logistic processes that happen in and around the next generation mega e-fulfilment centres and are not proactive and interactive enough. Because the external logistic property manager is not able to add value to this distinct type of property, they can be considered as useless in their current role as connector between user (3PL-er) and owner. In contrast to the external logistic property manager, the in-house property manager of today 's 3PL-er does possess the required extensive and specific logistic knowledge to add value to the productivity, cost reduction and flexibility of their own performance by providing an optimal environment via adequate logistic property management. The main pro 's to do property management in-house for the 3PL-er is to have more control over their processes, directly be able to handle when there is something wrong (providing continuity of production) and because they know the best what their clients want and how this should be translated into property requirements. This finding has its consequences for the future role of the logistic property management profession in the B2C e-commerce chain, meaning that they will work more in call-up shifts (instead of for a yearly fee) performing building-related maintenance activities only (triple-net contract). As a result of these findings the study recommends a new alignment between 3PL-er and building owner instead of the supposed alignment between the (external) logistic property manager and building owner to add more value to add more value to the next generation mega e-fulfilment centres in the future. Coherent the study recommends that the external logistic property manager profession will be more flexible and is responsive to call-up shift instead of working with fixed contracts and yearly fees in the case of e-fulfilment centres. The recommended value-added tasks that belong to the property manager concern building-related repairs, maintenance matters and commercial management.