ABSTRACT Full Paper Digitalization and sustainability imperatives are transforming the logistics industry; however, the evolution of business models (BMs) in emerging business-to-business (B2B) digital multimodal marketplaces has not been thoroughly explored. This study investigates how one of the first B2B digital multimodal marketplace ecosystems—designed to calculate emissions and promote more sustainable logistics services—affects the BMs of three key actor groups: marketplace owners, sellers and buyers. We used a qualitative research design based on the Business Model Canvas (BMC). To gather data, we analyzed the current (AS-IS) and future (TO-BE) BMs. Additionally, we created detailed questionnaires structured around the BMC framework, which were completed by representatives from each actors group. A hybrid deductive-inductive coding approach allowed us to integrate the established BMC framework with emergent themes. Our analysis reveals significant transformations in the key activities, followed by changes in key resources, channels and revenue streams. In contrast, we observed comparatively fewer changes in the areas of value propositions and customer segments. We identified several common patterns and group-specific differences that will guide the development of distinct BMs for each actor group. These insights deepen the theoretical understanding of how digital logistics marketplaces drive BM transformation, while also highlighting the challenges, risks, and necessary adjustments managers in logistics industry should address when integrating a digital marketplace ecosystem. This study is one of the first to analyze changes in the business models of companies adopting a B2B digital logistics platform ecosystem. Additionally, it is the first to explore a multimodal and environmentally conscious platform ecosystem.