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

52 Global Journal of Management and Business Research Volume XXI Issue XII Version I Year 2021 ( ) A © 2021 Global Journals delivery deadlines as well as possible and / or to readjust them if it turns out to be necessary. Proposition 2: The manager's experience in the field of transport (Chiu, 1995; Brah and Lim, 2006; Panayides, 2007; Ellinger and al., 2008; Karia and Wong, 2013; Karia and al., 2015; Hsuan and al.al. , 2015). Strategic management has always been at the heart of business concerns, and creating a sustainable competitive advantage leading to superior performance is a key element for businesses. In the context of logistics activities, the focus is therefore on the experience of the transport provider in managing the flow of goods, in explaining its logistics performance. The relationship between the carrier's professional experience and its logistics performance is, in this case, approached from the perspective of the development and accumulation of skills and strategic knowledge for the company. Proposition 3: The development of partnership relations with upstream and downstream actors in the transport chain (Morgan and Hunt, 1994; Tate, 1996; Brulhart, 2002, 2005; Brulhart and Favoreu, 2006, Brulhart and Claye-Puaux, 2009; Saglietto, 2013; Karia and al., 2015; Sachdev and al., 2015). The Supply Chain, of which the transport of goods is an integral part, constitutes a network of interdependent partners whose overall objective is customer satisfaction at a lower cost. With the current evolution of competition (chrono competition) and the ever increasing demands of shippers, transport providers can hardly succeed by relying only on their own resources. The establishment of strategic partnerships between the different actors of the transport chain, allows them to adjust each other in time and space, to ensure the overall efficiency of the system put in place for the routing of merchandise. In this perspective, the intervening parties must constantly improve the coordination of their interventions, despite their sometimes distinct and divergent interests. A number of authors have carried out research on the importance of establishing a partnership relationship between the PSL and its various stakeholders in this area. These authors have come to the conclusion that the establishment of partnerships between all the players in the transport chain, allow them to improve their performance and competitiveness respectively, and above all to create added value for the shipper. Proposition 4: Building logistics capacities (Lai, 2004; Shang and Marlow, 2005; Panayides, 2007; Liu and al., 2010; Hsuan and al., 2015; Karia and al., 2015; Sachdev and al., 2015; Aziz and al., 2016; Zawawi and al., 2016). The choice of a logistics strategy is determined both by the objectives of the company, but also by its resources and capabilities.To be effective, a company must be able to constantly question its capabilities, in order to better coordinate and manage the flows that pass through it to optimally meet the needs of its customers. The logistics capacities of the LSP represent the basis of their activities.Several previous research has affirmed the existence of a significant positive relationship between a company's capabilities and its performance. First of all, carrying out the freight transport activity requires service providers in the sector to have physical and human resources, able to provide the level of service desired by the shipper at a lower cost.The management of the supply chain by supposes to invest in the key processes allowing to manage in an adequate way, the supply chain. Second, LSPs are now faced with an unstable environment, characterized by fierce competition and extraordinary technological development. In this context, the competitiveness of these service providers depends on their adaptability and flexibility. Finally, mobilizing the innovation capacities of LSPs is often cited as a source of competitive advantage and performance. For many authors who have looked at the logistics performance factors of LSPs, a company is able to reach the highest level of its overall performance, on the condition sine qua non of being creative in developing newsoffers enabling them to meet the demand for logistics services from shippers. Taking into account the proposals that we have just formulated, we have developed the conceptual model of our study which is presented as follows, with Figure 1 below: Logistics Performance in the Freight Transport Sector: Towards the Development of a Research Model