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

Table 2: Categories of resources and logistics capacities of the LSP Groups Subgroups Definition Tangible resources and capacities • Physical Ability of the LSP to acquire, use and maintain logistics vehicles, machines, tools and other equipment (eg. transport vehicles, insurance contracts, etc.). • Technological Ability of the LSP to acquire, use and maintain advanced logistics technologies (GPS, internet, etc.), with a view to exploiting them with other physical resources, in order to carry out logistics activities effectively and efficiently. Intangible resources and capacities • Human Art of the LSP to recruit, train, remunerate and motivate its staff. • Relational Ability of the LSP to create and maintain healthy long-term relationships with other members of the supply chain, willingness to cooperate. • Organizational Shared values, principles and philosophy of the LSP on different themes such as trust, quality management, etc. Source: Alkhatib and al. (2015) The essential mission of the carrier is to ensure the availability of products in the right place, in the right quantity and at the right time. To do this, he must have adequate logistical resources to manage the flow of products and information in order to meet the expectations of the customer-shipper. b) The contribution of the theory of central skills Briefly, competence refers to the ability of a company to use resources to achieve a given objective.For a company, this is know-how that it possesses and that it knows how to use in the context of its various processes, to achieve better performance (Quelin, 1997).Thus, the firm's core competencies represent unique combinations of resources and skills, enabling it to generate competitive advantage and create value for its clients (Hamel and Prahalad, 1990). Logistics, a favorite field for LSPs, now requires real management skills within logistics chains (Corbin, 2008). Also, the conduct of logistics activities calls for two types of skills in the sense of many authors, as shown in Table 3 below: Table 3: Categories of logistics skills of the LSP Groups Sub groups Definition Managerial skills (Fabbe-Costes and Colin, 1995) • the “knowledge” All knowledge and intelligence (ability to understand, design and decide).It is this level that is used for the analysis of (unforeseen) environmental disturbances. • the“do it” This is the space for realization (demand for new services, quality level, etc.).It is in this space that the key or fundamental skills reside. • the “know-how " This space concerns all the means directly requested by the space of doing. It includes methods, procedures and technologies. Organisational skills( Corbin, 2008 ; Roques, 2014) • Planning of logistics activities process aimed at organizing the activities of the supply chain by making decisions at the strategic, tactical and operational level • Management of flows in the supply chain Decision-making, at each stage of the chain and for each stakeholder, in order to determine when and in what quantity to launch an activity. • Coordination of logistics chain activities Since the logistics chain is in essence the result of interdependent links, a coordinated supply chain is more efficient than an uncoordinated supply chain. Source: ourselves. These 2 skill categories, for LSPs, offer multiple possibilities for differentiation at the intra-industry level and in terms of their strategic positioning, vis-à-vis their shipper customers, allowing them to better satisfy them. 50 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