Global Journal of Management and Business Research, A: Administration and Management, Volume 21 Issue 12

Dr. Adama Bidisse Abstract- Keywords: The purpose of this article is to identify, from a review of the existing literature on Logistics Service Providers (LSPs), the factors that generate the logistics performance of freight or freight carriers.The review of the work of many authors in the field has made it possible to develop a theoretical model on the possible determinants of better logistics performance. This allows us to suggest that the possession of certain logistics resources and skills, as well as capacity building in the management of the transport service, are catalysts on which freight carriers can rely to improve their logistics performance. I. I ntroduction logistics resources and skills, capacities, freight carrier, Logistics Service Provider (LSP), logistics performance. ince the early 1990s, logistics outsourcing practices have grown over time, fostering the emergence of Logistics Service Providers (LSPs).These are new players specializing in controlling the physical flow of goods and information, whether internal, upstream or downstream, associated throughout the supply chain (Savy, 2007).Among the wide range of logistics operations that these cover, the transport of goods figures prominently, which remains the activity most outsourced by customer-shippers (Roy, 2004). Indeed, used in combination or individually, transport makes it possible to serve the hinterland of goods from different horizons. The predominance of the transport activity over the other services offered by PSLs (order preparation, handling, storage, inventory management, etc.) is explained in particular by the evolution of production and distribution systems (internationalization of trade, increase in “Just-In-Time” and “Cross-docking” operation). From a simple performer in transport, the freight carrier is henceforth assimilated to an expert "developer of turnkey solutions" (Roques and Michrafy, 2003), participating in the development of logistics plans for its customers (Boissinot and Kacioui-Maurin, 2009). Also, by entrusting the transport of their goods to specialized service providers, shippers thus seek expertise and know-how that are lacking externally (Roussat and Fabbe-Costes, 2000), so that their products are delivered to the right place, at the right time, and above all in the right quantity and quality and all this at the lowest price. The transport process must therefore meet Author: University of Maroua, Cameroun. e-mail: ama.adama@gmail.com logistics performance objectives, that is to say, create value not only for the carrier but also and above all for the shippers (the shipper and the recipient of the goods) and the customers of these shippers (Pellegrin- Romeggio, 2008; Mevel and Morvan, 2010; Loudghiri, 2014). Today, the theme of the factors that condition the logistics performance of PSLs is the subject of an anthology of research in logistics management. Several studies have focused on identifying the sources of the logistics performance of LSPs. According to these, the logistical performance of these providers depends mainly on their resources, skills and logistical capacities (Karia and Wong, 2013; Aziz and al., 2015; Alkhatiband al., 2015; Karia and al., 2015; Zawawi and al., 2016; Kuo and al., 2017; Zawawi and al., 2017; Hamed, 2019). Karia and al (2015) analyzed the effect of bundling of resources on the logistics performance of LSPs in Malaysian territory. The results of their study underline that the LSPs who manage to develop and combine their resources (technological, physical, human, relational, and organizational) and their logistical capacities (in particular, the demand management interface) with one another better performance and manage to dominate their competitors in terms of costs and quality of service. Along the same lines, Huang and al (2006) discovered from an empirical study of Taiwanese LSPs that, by emphasizing better coordination of supply chain activities through increased responsiveness, companies PSL tend to achieve better logistics performance.Other research carried out in Singapore, China and even Taiwan recognizes that the logistics capacities of the LSP, that is to say their ability to create and deploy resources in order to meet the expectations of their customers-shippers improve the logistics performance (Zawawi and al., 2017).Logistical innovation, flexibility to adapt to sudden changes in the market environment, etc. are all logistical capacities that constitute the “backbone of any LSP” (Yang and al., 2009) and represent themost important element among the factors of competitiveness which could help these companies, to gain and to maintain a competitive advantage (Liu and al., 2010). In the light of this work, we noted that: on the one hand, the results of these studies highlight the relationship between the possession and the combination of the resources, skills and logistical capacities of LSPs with their logistical performance. Nevertheless, we have noticed that no author has been S 47 Global Journal of Management and Business Research Volume XXI Issue XII Version I Year 2021 ( ) A © 2021 Global Journals Logistics Performance in the Freight Transport Sector: Towards the Development of a Research Model