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

51 Global Journal of Management and Business Research Volume XXI Issue XII Version I Year 2021 ( ) A © 2021 Global Journals c) The contribution of the theory of dynamic capacities In the field of logistics service in general and that of transport service, the theory of dynamic capacities of Teece and al. (1997) fits perfectly into the achievement of logistics performance. The impleme- ntation of these capabilities ensures the flexibility, quality and reliability of the movement of goods and associated information within the transport chain (Burmeister, 2000). Some authors (Shang and Marlow, 2005; Lu, 2007; Green and al., 2008; Yang and al., 2009; Kuo and al., 2017) have thus highlighted the implications of the theory of dynamic capacities in theimprovement of the logistics performance of LSPs. Logistics capabilities are seen as the ability of LSPs to create and deploy resources in order to satisfy their customers and improve their logistics performance (Lai, 2004). Meeting customers' requirements on time, ensuring delivery of goods on time, the ability to solve problems, helping customers achieve their own goals, providing accurate information on the cargo in transit are among the mainlogistics capacities of a LSP that significantly affect its logistics performance (Zawawi and al., 2017). Zuraimi and al. (2012) have identified the ability to conduct operations in a flexible manner, logistics innovation, and achievement of economies of scale, knowledge and feedback to the customer, as essential capacities for competitiveness of LSPs and the creation of their competitive advantage. In short, these different theoretical approaches that we have used in the context of this study seem to be the most appropriate in the study of PSLs in general and of freight carriers in particular, because their performance strongly depends on the diversity of available assets.to meet the logistics needs of their customers.To meet the wishes expressed by them, carriers must meet a dual requirement in the transport service offer: (i) make the best use of the resources acquired over time to serve customers, while (ii) exploring new ways of improving their performance and that of their customers (Quelin, 2003), since “within industrial and commercial supply chains, logistics providers play an increasingly central role:good coordination of the flow of goods and information.Their performance directly conditions both their competitive advantage but also that of their customers and more broadly that of the supply chains in which they are integrated ”(Brulhart and Claye-Puaux, 2009, p.1). Therefore, it is imperative to proceed with an integrated management of flows along the logistics chain, which necessarily involves:  The use of best practices for the management and coordination of flows along the supply chain: that is to say the establishment of close relations with the most serious partners upstream and downstream, the creation of the bases of common data between the actors involved in the management of flows for better visibility for rational decision-making, the harmonization of information systems and working methods, the sharing of information and knowledge between the different players (Information and Communication Technologies, software packages, Electronic Data Interchange, Global Positioning System) to ensure the traceability and real-time monitoring of goods;  The acquisition and strengthening of the resources, skills and strategic capacities of the carrier (human, financial, physical, technological resources, technical skills in logistics, management; service capacity, innovation, adaptation, etc.). III. L ogistics P erformance F actors in F reight T ransport For many authors, inter-firm competition has been replaced by competition between logistics chains and that the implications of the logistics performance of a link in the chain will necessarily have repercussions on the overall logistics performance of the supply chains in which it is integrated. (Hiesse, 2009). Thus, the levers of the logistics performance of LSPs in general have been identified by researchers in the logistics literature. Our ambition in this investigation is not to take stock of all the determinants of this performance, but rather to focus on those that would most influence this logistics performance. We have retained four (04): the information flow management mechanisms, the manager's experience in the field of transport, the development of partnership relations with the upstream and downstream actors of the transport chain and the strengthening logistics capacities. Proposition 1: Information flow management mechanisms (Evangelista and Sweeney, 2006; Stefansson and Lumsden, 2009; Evangelista and al., 2013; Sternberg and al., 2014; Hsuan and al., 2015; Karia and al., 2015). Today, LSP information systems represent a strategic element for all of their activities (transport, handling, storage, etc.). Thanks to IT tools and networks, internal and external which are based on technologies linked to the Internet, in particular Electronic Data Interchange (EDI), the use of the Global Positioning System (GPS), most of the information used are now processed and exchanged between the various players upstream and downstream of the transport chain. In addition, the sharing of information plays a central role in inter-organizational relations and on the performance of the various actors involved in the transport chain (shippers, customs administrations, employees, etc.). A constant exchange of information internally and between the stakeholders in the transport relationship promotes the responsiveness and fluidity of the process of making goods available in order to meet Logistics Performance in the Freight Transport Sector: Towards the Development of a Research Model