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THE INFLUENCE OF THE MANAGEMENT SUCCESS FACTORS
OF LOGISTICS SERVICE PROVIDERS ON FIRMS’
COMPETITIVENESS
Oláh J., Sada R., Má é D., Popp J.*
Abs ac : Ou esea ch deals wi h a comp ehensi e s udy o he managemen success
ac o s o logis ics se ice p o ide s using a new app oach, and examines he li e o
logis ics se ice companies. The da a we e collec ed om 51 logis ics se ice p o ide s in
Hunga y. In o mula ing he hypo heses, we conside ed managemen success ac o s and
examined hei impac on and ela ionship wi h he ac o s o compe i i eness o logis ics
se ice companies (including b eaking hem down in e ms o hei pe o mance, ope a ions
and capaci y o change). To sum up and lis ing in o de he success ac o s o he business,
we ha e ound ha us is he i s , sec o -speci ic IT de elopmen he second, he hi d is
he choice o s a egy and he ou h is he se ice po olio and p o i abili y-based
di e si ica ion. The o de and olume o de elopmen o hese a eas can ha e a signi ican
impac on he de elopmen and inancial esul s o he ac o s de e mining he
compe i i eness o logis ics companies. The esul s o ou esea ch can e ec i ely suppo
logis ics se ice p o ide s in inding hei business success ac o s, which will enable hem
o ully sa is y hei cus ome s' expec a ions in he supply chain.
Key wo ds: logis ics se ice p o ide s, collabo a ion, ela ionship alue, compe i i eness,
success ac o
DOI: 10.17512/pjms.2018.17.1.15
A icle his o y:
Recei ed Decembe 29, 2017; Re ised May 11, 2018; Accep ed June 10, 2018
In oduc ion
In ecen yea s i has become inc easingly opical o examine logis ics as a ield
o science ha signi ican ly in luences he alue c ea ion and compe i i eness o
en e p ises, and mo e speci ically o ge o know and analyse he ac i i y
o en e p ises p o iding logis ics se ices. In o de o achie e hese aims,
i necessa y o iden i y he managemen success ac o s suppo ing he undamen al
compe i i eness o logis ics en e p ises, as i is an essen ial de elopmen s ep o
he companies in ol ed (Wu, 2012; Jazai y e al., 2017). The ca ego iza ion o
logis ic se ices began in he ea ly 1990s when complex logis ics unc ions and
se ices we e de eloped wi hin he amewo k o long- e m pa ne ships wi hin
*Judi Oláh, PhD., Ins i u e o Applied In o ma ics and Logis ics, Facul y o Economics
and Business, Uni e si y o Deb ecen, Hunga y; Rabeea Sada , Ih ig Ká oly PhD Doc o al
School, Facul y o Economics and Business, Uni e si y o Deb ecen, Hunga y; Domicián
Má é, PhD., Ins i u e o Accoun ing and Finance, Facul y o Economics and Business,
Uni e si y o Deb ecen, Hunga y; Józse Popp, P o ., Ins i u e o Sec o al Economics and
Me hodology, Facul y o Economics and Business, Uni e si y o Deb ecen, Hunga y
 Co esponding au ho : p[email p o ec ed].hu
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adi ional anspo and wa ehousing ac i i ies. This phenomenon is called 3 PL
(Thi d Pa y Logis ics). These se ices a e p o ided by he 3 d Pa y Logis ics
P o ide (3 PLP). In in e na ional li e a u e, he g owing le el o logis ics se ices
is ep esen ed as a py amid (T embeczky, 2007). In addi ion o he py amid, he
e e -deepening in eg a ion o logis ics se ice p o ide s in he supply chain is
e iden . Due o he in eg a ion and he inc easing cus ome se ice expec a ions,
he numbe o se ices p o ided by he logis ics se ice p o ide s is inc easing and
he se ice po olio is widening. The de elopmen and change o logis ics se ice
p o ide s was shown by (Meng e al., 2010).
Logis ics se ice companies a e in eg a ed companies in he supply chain, se ice
p o ide s o e ing di e se and wide- anging alue-added ac i i ies, which ha e
acqui ed signi ican oles in he compe i ion in supply chains o e ecen yea s.
The shi in he compe i ion o goods and se ices o compe i ion in supply chains
has e alued he ole o logis ics se ice p o ide s in analyses o company
ac i i ies and ela ionships. Economic impac s, such as globaliza ion and na u al
isks, including he ex ao dina y e ec s o unexpec ed na u al disas e s, ha e
u he aised he impo ance o he ole men ioned abo e and he gene aliza ion o
he esul s ob ained, and hanks o hei in eg a ion, he conclusions eached du ing
he analysis o logis ic se ice p o ide s ha e also been b oadly ex ended o he
ela ionships be ween companies in he supply ne wo k. A mo e ad anced ole o
LSPs has been c ea ed by he connec i i y and communica ion equi emen s o he
leading supply chains. Logis ics se ice p o ide s s i e o boos hei capabili ies
and use hei esou ces e icien ly. As he global economy has expanded, logis ics
has become inc easingly impo an , pa allel o he expanding ole o logis ics
se ice p o ide s.
Companies gene ally ou sou ce hei logis ics o ex e nal se ice p o ide s in o de
o imp o e he e iciency o hei co e unc ions. How o manage hei ela ionships
wi h se ice p o ide s is c i ical o he success o hese ou sou cing ac i i ies, due
o he loosely coupled na u e o ou sou cing ela ionships. In o de o achie e hese
objec i es, i is necessa y o iden i y he managemen success ac o s which
suppo he undamen al abili ies o logis ics en e p ises and his is also a necessa y
s ep o he de elopmen o companies in he a ge g oup.
In o de o iden i y hei managemen success ac o s i is ce ainly jus i ied o
ca y ou comp ehensi e esea ch among logis ics se ice p o ide s. The ole o
hese se ice p o ide s has become inc easingly impo an in he economy. Fo
global logis ics se ice companies, in e na ional supply chains pose challenges and
oppo uni ies a he same ime. The sea ch o p ope en e p ise size h ough
acquisi ions and s a egies (such as he sea ch o economies o scale on he pa o
logis ics se ice p o ide s, and he ole o s a egic choice) can suppo logis ics
se ice companies in iden i ying hei managemen success ac o s which could
assis hem in mee ing he expec a ions o hei cus ome s in he alue chain.
This esea ch con ibu es o he spa se li e a u e ha has examined he ela ionship
be ween key success ac o s and pe o mance among logis ic se ice p o ide s
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in a Hunga ian con ex . The iden i ica ion o answe s could suppo LSPs in
Hunga y in iden i ying hei managemen success ac o s which could assis hem
in mee ing he expec a ions o hei cus ome s in he alue chain – supply chain –
supply ne wo k.
Li e a u e Re iew
The logis ics se ices indus y has exhibi ed emendous g ow h o mo e han wo
decades (Maloni and Ca e , 2006) and he wo k o LSPs has been inc easingly
ecognised o e he las ew yea s, as has he signi icance o unc ioning supply
ela ionships (Hueme , 2012). LSPs p o ide ypical wa ehousing ac i i ies such as
eceip s, shipmen s, inspec ions, packing o speci ic clien s, and hen billing he
clien o hese wa ehouse se ices. A mo e ad anced ole o LSPs has been
c ea ed by he connec i i y and communica ion equi emen s o leading supply
chains. The li e a u e shows ha he logis ics se ices indus y is an inc easingly
impo an opic o esea che s (Panayides, 2004; Sohail e al., 2004; Maloni and
Ca e , 2006; Yeung e al., 2006; Sel ia idis and Sp ing, 2007; T en in, 2011;
Ma che e al., 2016; Mehmann and Teu ebe g, 2016). The mos equen
e e ences o he opic since he 1990s a e mos ly Ame ican and B i ish, bu
esea che s om No he n Eu opean coun ies such as Sweden and No way ha e
also been publishing hei scien i ic indings ela ed o he sec o since he u n o
millennium (Mu phy and Daley, 2001; He z and Al edsson, 2003; Ma kides and
Holweg, 2006; Lukassen and Wallenbu g, 2010; Hueme , 2012). LSPs a e equi ed
o con inuously sus ain a mo e and mo e compe i i e cos s uc u e (i.e. e iciency)
and de elop capabili ies o imp o e hei se ices (i.e. inno a ion); hence he
e alua ion o hese key success ac o s is conside ed a key issue (Ma che e al.,
2016). Mo eo e , economic and social bene i s and he e ec s o i ual en e p ises
o cus ome s and p oduc ion companies and se ice p o ide s a e essen ial
o i ual en e p ises, see (Ko ács and Ko , 2017).
Key Success Fac o s and Pe o mance
Many LSPs ha e aken ini ia i es o b oaden he scope o hei se ices in o de o
sa is y ully he inc easing equi emen s o cus ome s o one-s op se ices
(Mu phy and Daley, 2001). A majo decision conce ns he ex en o which hey
should imp o e hei se ice pe o mance and expand hei se ice capabili y (Lai
and Cheng, 2003). Pe o mance measu emen is an impo an app oach in he
logis ics se ice supply chain (LSSC), which can imp o e he compe i i eness o
he o e all supply chain. The complica ed measu emen sys em includes a ious
quan i a i e and quali a i e indices, wi h unde ined p oblems (Gong and Yan,
2015). Se e al key success ac o s ha e been p oposed in he 3PL li e a u e o
judge pe o mance. Examples include long- e m ela ionships and building
a his o y o a ou able expe iences (La Londe and Powe s, 1993). A e adop ing
a gene al se ice i m's pe spec i e on s udying LSPs, Be glund (2000) iden i ied
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ou LSP alue c ea ion modes wi h associa ed alue d i e s, namely: ope a ional
e iciency, in eg a ion o cus ome ope a ions, supply chain managemen and
in eg a ion, and e ical o ho izon al ne wo k de elopmen . Busse and Wallenbu g
(2014) no ed ha collabo a ion is an impo an alue c ea ion mode. Liu e al.
(2010) and B odbeck e al. (2010) de eloped and empi ically examined 13 i m-
speci ic capabili y cons uc s based on a su ey o Chinese LSPs by d awing on
wo k om economics and s a egy on i m-le el compe i i eness, pa icula ly he
esou ce-based iew. In his s udy, ne wo king ac o s include IT, se ice ne wo ks
and ma ke ing; s a egic ac o s include co po a e cul u e, inno a ion, s a egic
managemen and human esou ce managemen ; and ope a ional ac o s include
se ice quali y, cus ome ela ionship managemen , ope a ions managemen ,
in en o y managemen , business p ocess managemen and cos managemen . The
business pe o mance o an LSP and dis ibu ion cen e (DC) is signi ican ly
a ec ed by ope a ional e iciency (Huo and Zhao, 2015; Ślusa czyk, 2017).
The iden i ica ion o he managemen success ac o s suppo ing he undamen al
abili ies o he compe i i eness o Hunga ian logis ics en e p ises (Figu e 1) is an
essen ial s ep in he de elopmen o he en e p ises in he a ge g oup.
Figu e 1. En e p ise Compe i i eness Model (based on Chikán, 2013)
The compe i i eness o en e p ises is de e mined by hei ope a ing capabili y, hei
abili y o change and hei pe o mance (Oláh e al., 2017). This co ela ion is
illus a ed by Figu e 1. The abili y o change and lexibili y ha e a signi ican ole
in he compe i i eness model.
Cu en Hunga ian and in e na ional social, economic and poli ical impac s,
changes and ends we e explo ed in o de o lay he ounda ions o he esea ch. In
addi ion, his pape es ablished he g oups o success ac o s based on he
obse a ions made, and he conclusions d awn, om discussions wi h he manage s
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o a ious Hunga ian LSP en e p ises, as well as he esul s o mee ings wi h
p o essional academics (Figu e 2). Fu he mo e, his esea ch was es ablished by
using hese bases and by looking o co ela ions be ween abili ies and ‘success
ac o s’, as well as by g ouping he a ious ac o s, such as:
1. T us – deg ee o success – lexibili y ( us e e s o he examina ion o he
undamen al ac o o ela ionships wi hin a gi en en e p ise and also be ween
coope a ing en e p ises, looking o he ole o he manage in es ablishing
a us ul a mosphe e).
2. Time – se ice po olio – lexibili y ( ime-based compe i ion o p oduc s and
se ices, supply chains, he composi ion and p o i abili y o he se ice
po olio).
3. Sea ching o he p ope en e p ise scale – acquisi ions – s a egies (including
he me hod o sea ching o economies o scale (ma ke ) in he LSP segmen o
be examined, and he ole o choosing a s a egy).
4. The co ela ion be ween he deg ee o in eg a ion o LSPs in he supply chain –
he impac o (special) IT solu ions and de elopmen s – and lexibili y, as well
as i s impac on he inancial esul s o he en e p ise.
Figu e 2. Fo ces Ac ing on LSPs and he Abili ies needed o ensu e hei
Compe i i eness in he Recen Pe iod (while conside ing he success ac o s which
a e ela ed o pe o mance and deg ee o success)
By g ouping success ac o s based on e ealed impac s, changes, ends and
expe iences, he esea ch objec i es we e o mula ed, as he ollowing:
C1: In es iga e and analyze he ole o us and he impac o i s le el on he
e enue, p e- ax esul s and lexibili y o logis ics se ice companies. Wi hin his,
look a he ole o he chie execu i e in wi hin- i m and be ween- i m ela ionships

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( us le els), and hence his/he leading ole in he sales, p e- ax esul s and
lexibili y o logis ics se ice companies.
C2: In es iga e and analyze he se ice po olio o logis ics se ice p o ide s, hei
p o i abili y-based di e si ica ion and i s impac on he e enue, p e- ax esul s
and lexibili y o logis ics se ice p o ide s.
C3: In es iga e and analyze he impac o acquisi ions made in he sea ch o
company size on he sales, p e- ax esul s and u u e s a egy o logis ics
companies.
C4: In es iga e and analyze he ole and signi icance o sec o -speci ic IT
de elopmen s on he sales e enue o logis ical p o ide s, hei p e- ax esul s,
he impac on hei lexibili y and hei in eg a ion.
In o mula ing he hypo heses, he key ac o s shaping success need o be aken
in o accoun , and hei impac and hei ela ionship need o be examined in e ms
o he compe i i eness o logis ics se ice companies (including b eaking hem
down in o he ollowing elemen s: pe o mance, ope a ions and capaci y
o change). The ollowing hypo heses (HP) ha e been o mula ed:
HP 1: The us le el o an LSP wi hin he en e p ise in luences he e enue and
ea nings be o e ax.
HP 2: The in e nal us le el es ablished by an LSP in luences he lexibili y o he
examined logis ics en e p ises.
HP 3: The us le el o he business en i onmen c ea ed by he chie execu i e o
a logis ics en e p ise in luences he e enue and ea nings be o e ax, as well as he
lexibili y o he examined en e p ise.
HP 4.1: P e- ax p o i abili y o logis ics se ice p o ide s is de e mined by he
se ice po olio's p o i abili y-based di e si ica ion.
HP 4.2: Re enue-based di e si ica ion o he se ice po olio by logis ics se ice
p o ide s has an impac on co po a e lexibili y.
HP 5.1: G ow h h ough acquisi ions (economies o scale) be e suppo s he
g ow h o logis ical se ice p o ide s' income and p e- ax p o i s han o ganic
g ow h.
HP 5.2: A medium- e m, g ow h-commi ed s a egy is mo e conduci e o he
g ow h o p e- ax p o i abili y o logis ics se ice p o ide s han o he s a egies.
HP 6.1: The e enue and ea nings be o e ax o LSPs depend on he sec o -speci ic
IT de elopmen s implemen ed by he en e p ise.
HP 6.2: The deg ee o in eg a ion o LSPs in o he supply chain depends on he
sec o -speci ic IT de elopmen s pe o med by he en e p ise.
HP 6.3: The sec o -speci ic IT de elopmen le el o LSPs has an impac on he
lexibili y o en e p ises.
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Resea ch Me hodology
A lis o a ound 300 Hunga ian LSPs was compiled om in o ma ion p o ided by
he p o essional o ganisa ions con ac ed by us be o e s a ing he esea ch, as well
as o icial sou ces which can be accessed in he ade p ess (IFKA, 2013). F om
his lis he a ge g oup was selec ed, including en e p ises wi h e enue (ne sales)
o a leas EUR 100 housand, bu no highe han EUR 100 million pe yea . This
g oup consis s o 284 LSP en e p ises. Thi een pe cen o he in e iewed LSPs
we e es ablished in 1990, when se e al en ep eneu s decided o se up hei own
companies due o he poli ical and economic es uc u ing. 36 o he 56 en e p ises
examined we e ounded as i ms in ol ed in in e na ional oad anspo ac i i y.
Mo e han 50% o he examined LSPs we e engaged in domes ic oad and
in e na ional oad anspo o goods o oad o wa ding se ices di ec ly a e hei
es ablishmen . Thi y- wo pe cen o he newly-es ablished LSPs we e p ima ily
in ol ed in wa ehousing ac i i ies. The ollowing ac i i ies anged be ween 10%-
20%: ailway anspo and/o o wa ding, ai eigh and/o o wa ding, wa e
eigh and/o o wa ding, anspo and/o o wa ding o con aine s, cus om-house
agen ac i i ies, anspo and/o o wa ding o o e sized goods, logis ics ac i i ies
ou sou ced by clien s inside o ou side he ac o y ya d, eigh insu ance and
logis ics consul ancy. Se en y- i e pe cen o he en e p ises in ol ed in he
esea ch we e p ima ily Hunga ian-owned.
The geog aphical dis ibu ion (Budapes and non-Budapes ) was d awn up o
illus a e he basic and sample popula ion o he esea ch da a, showing he
egional loca ion o he Hunga ian logis ics en e p ises based on he a ailable da a,
o he pu pose o p o iding geog aphical ep esen a i eness. The egional
loca ions, ca ego ised in o wo NUTS 3 coun ies, p ope ly show he ‘iden i y’ o
dis ibu ions and e i y ep esen a i eness. Also, ep esen a i eness is u he
con i med by he es esul s o he basic and sample popula ion o he esea ch
da a ob ained, as well as he simila i y o he his og ams illus a ing dis ibu ions.
The es esul s ob ained led us o conclude ha nei he o he wo dis ibu ions a e
no mal (p<0.001 in bo h cases) and ha he wo dis ibu ions a e e y simila
indeed, based on he examined pa ame e s. Fu he mo e, nei he he sample-based,
no he popula ion-based dis ibu ion can be ega ded as no mal ( hei pa ame e s
di e ), bu he g aph shows ha he poin edness o bo h dis ibu ions a e simila ,
bending o he le and s e ching o he igh . Acco dingly, he conclusion can be
d awn ha he cu es o bo h he examined popula ion and he sample a e simila
o each o he (e en hough hey de ia e om he no mal cu e). F es s a is ics
u he e i y simila i y, since he a iance o he wo a iables can be ega ded
as simila (F = 2.213; p =0.138).
Du ing he compila ion o he ques ionnai e, we conside ed he need o ex ac he
answe s o he ques ions posed by he hypo heses. G K Hunga y Ma ke Resea ch
Ins i u e con ibu ed signi ican ly o he s uc u e o he ques ionnai e, we c ea ed
he p o essional con en , and he possible esponse o ms and ypes we e g ea ly
in luenced by he da a quali y and ype ha can be managed and expec ed
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by he e alua ion so wa e (SPSS). Ques ionnai es we e comple ed using he
Compu e Assis ed Web In e iewing (CAWI) me hod. The in e ne -based
ques ionnai e echnique p o ided an e ec i e esea ch backg ound o his a ge
g oup by allowing esponden s o answe ques ions on delica e co po a e issues
( inancial issues, ole o supplie s, e c.) mo e hones ly, as he in e iewee’s
esponse was no a ec ed by he p esence o he in e iewe . In addi ion, i was an
ad an age ha mo e p ecise answe s could be gi en, as he ques ions we e ead by
he in e iewees hemsel es, and hey could check he accu acy o hei esponses.
The e was no ime limi o answe ing he ques ionnai e and he esponden s we e
able o look a he p ecise da a and o hink abou he ques ions.
A 51-i em ques ionnai e was pu oge he o he a ge g oup o con i m o ejec
ou esea ch ques ions. The i s 14 ques ions we e ela ed o he cha ac e is ics o
he company. The ollowing 30 ques ions included us issues (ques ions 1-2
dealing wi h business con idence, 3-11 wi h us wi hin he indus ial sec o , 12-19
wi h us wi hin he company, 20-23 wi h membe ship(s) o o ganiza ional bodies,
and 24-30 wi h s a egy). The penul ima e pa deal wi h he se ice po olio (1-
6), while he las 6 ques ions asked abou he cha ac e is ics o he leade o he
company.
The au ho s o his esea ch p e- es ed he ques ionnai e in en companies
ep esen a i e o he di e en en i onmen s p esen in he sampled popula ion. The
main objec i e o his p e- es was o e i y he app op ia eness o he
ques ionnai e. Hence, his analysis assessed he di ficul ies aced by he
esponden s in unde s anding he ques ions, in e ie ing he equi ed quan i a i e
in o ma ion and e en ual ambigui ies in he ques ions.
The ne e enue and ea nings be o e ax o all 51 esponding LSPs o he pe iod
be ween 2004 and 2011 we e used o examine he esea ch ques ions. The o al
e enue o he esponden s was HUF 127,657.51 million in 2011, a yea o which
s able s a is ical da a we e p o ided. This alue is mo e han 50% o he o al
annual e enue o all logis ics en e p ises in 2012.
Based on he abo e, i can be s a ed ha he sample p ima ily e lec s he opinions
o ma ke pa icipan s wi h highe e enue. Ou sample ep esen s he opinions o
big companies in he sec o , because o he ela i ely low esponse a e and hei
high sha e in he e enue o he indus y. A he same ime, as shown abo e, he
egional dis ibu ion o he sample co esponded o he dis ibu ion o he base
popula ion.
Resul s
The hypo heses we e jus i ied using he esul s o he empi ical esea ch. The
esul s o esea ch on he de elopmen o he logis ics se ice p o ide s, he
appea ance o hei ca ego ies and de elopmen o hei cha ac e is ics, as well as
he subs an ia ed hypo heses, ha e b ough new scien i ic indings.
HP1: The le el o co po a e us in logis ics companies has an impac on
co po a e e enue and p e- ax p o i . The hypo hesis was jus i ied using
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he esul s o he empi ical esea ch. We ha e e i ied whe he he e we e any
signi ican di e ences in he le el o us in each o he ca ego ies ela ed o
p o i abili y. To do his, we in es iga ed he a iances o each ca ego y. In
desc ibing in e nal us , we used a iables o judge he o e all a mosphe e o us
wi hin he company and i s aspec s. Based on he es s and calcula ions, he
hypo hesis is pa ially co ec and he hesis (T) can be o mula ed.
T1: Inc eased us wi hin logis ics companies ( ela ed o he s a ) c ea es
a posi i e change in he company's p e- ax p o i . As a ecommenda ion,
leade ship ools (in ol emen , delega ion, ad e ising an open doo p og am, e c.)
can be used, which allow he s a o inc ease us le els om he chie execu i e
igh h ough he company.
Figu e 3. E ec s o Managemen Success Fac o s and hei Rela ionship
o he Compe i i eness o Logis ics Companies
HP 2: The in e nal us le el c ea ed by logis ics se ice companies has an
impac on he lexibili y o he logis ics companies in es iga ed. We i s
checked whe he he e was a ela ionship be ween he le el o in e nal us and he
lexibili y o companies, and i so, how close and o wha na u e i was. Fo his we
examined he a iance o in e nal us in he e y low and e y high ca ego ies.
We ound ha gene al in e nal us has di e en a iances in he indi idual
lexibili y ca ego ies. This mean ha he e was a signi ican ela ionship be ween
he wo a iables. The esul s o u he calcula ions showed ha al hough he e
was a signi ican ela ionship be ween he o e all in e nal us buil by he logis ics
companies and he lexibili y o he o ganiza ion, he ela ionship is non-linea ,
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o he esul s. Ano he limi a ion o his esea ch is he low esponse a e among
LSPs. As ega ds he mo e dis an u u e, his esea ch, he p e ious esea ch
indings and he ends o be d awn lead o he conclusion ha he u u e o LSPs
po en ially lies no only in ‘li ing he bo de s be ween LSPs and hose using hese
se ices’, bu e en ans o ming LSPs in o ‘o ganisa ions sans on ie s’, o o m
a so-called LSP supply chain. The u u e o LSPs will be de e mined by he
in e ac ion o he se ice p o ide and hose using hese se ices. LSPs in Hunga y
should no expec o de elop hei lexibili y om sec o -speci ic o any kind o IT
in es men , bu a he om he app oach o hei colleagues and he le el o us
o he business en i onmen es ablished by he chie execu i e (Oláh e al., 2017b;
Oláh e al., 2017c). To sum up, new se s o skills equi ed o 3PL p o ide s a e
eme ging, abo e all he capabili y o p opose inno a i e solu ions and o e mo e
complex and cus ome ailo ed se ices (Colin e al. 2011).
The la e e ec i ely suppo LSPs in inding hei managemen success ac o s,
which enable hem o ully sa is y he demands o hei cus ome s in he supply
chain. The u he de elopmen o he esea ch me hodology applied is a new
di ec ion o esea ch, which enables compa ison analysis o LSPs all a ound he
wo ld o be made, he eby explo ing new indings h ough he examina ion o he
a ge g oup in o de o gain a clea e unde s anding o his ield o science. New
indings can be achie ed om he exis ing da ase by u he de eloping he
esea ch me hodology in o de o make compa ison analysis o LSPs in
neighbou ing coun ies. In his way, new indings may lead o a mo e de ailed
unde s anding o LSPs.
Suppo ed by he ÚNKP-17-4 New Na ional Excellence P og am o he Minis y
o Human Capaci ies.
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WPŁYW CZYNNIKÓW SUKCESU ZARZĄDZANIA DOSTAWCÓW
USŁUG LOGISTYCZNYCH NA KONKURENCYJNOŚĆ FIRM
S eszczenie: Badania do yczą kompleksowej analizy czynników sukcesu za ządzania
dos awców usług logis ycznych p zy użyciu nowego podejścia i analizują unkcjonowanie
i m świadczących usługi logis yczne. Dane zos ały zeb ane od 51 dos awców usług
logis ycznych na Węg zech. P zy o mułowaniu hipo ez wzięliśmy pod uwagę czynniki
sukcesu za ządzania i zbadaliśmy ich wpływ na czynniki konku encyjności p zedsiębio s w
usług logis ycznych o az zależności między nimi (w ym ich ozkład pod względem
wydajności, działania i zdolności do zmiany). Podsumowując, wymieniając w kolejności
czynniki sukcesu biznesu, s wie dzono, że zau anie jes czynnikiem najważniejszym,
na kolejnych miejscach znalazły się: sek o owy ozwój IT, wybó s a egii i po el usług
o az dywe sy ikacja opa a na en owności. Kolejność i wielkość ozwoju ych obsza ów
może mieć znaczący wpływ na ozwój i wyniki inansowe czynników de e minujących
konku encyjność i m logis ycznych. Wyniki naszych badań mogą sku ecznie wspie ać
dos awców usług logis ycznych w znajdowaniu czynników sukcesu ich działalności,
co pozwoli im w pełni zaspokoić oczekiwania klien ów w łańcuchu dos aw.
Słowa kluczowe: dos awcy usług logis ycznych, współp aca, wa ość elacji,
konku encyjność, czynnik sukcesu
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物流服务商管理成功因素对企业竞争力的影响
摘要：我们的研究采用一种新方法对物流服务供应商的管理成功因素进行全面研究
，并考察了物流服务公司的生活。数据来自匈牙利51个物流服务提供商。在制定假
设时，我们考虑了管理成功因素，并考察了它们对物流服务公司竞争力影响因素及
其影响（包括在绩效，运营和变革能力方面的影响）。为了总结和列出业务的成功
因素，我们发现信任是第一个，特定部门的IT发展第二，第三个是战略的选择，第
四个是服务组合和基于盈利的多样化。这些领域的发展顺序和数量可能会对决定物
流公司竞争力的因素的发展和财务结果产生重大影响。我们的研究结果可以有效地
支持物流服务供应商找到他们的业务成功因素，这将使他们能够充分满足客户在供
应链中的期望。
关键词：物流服务商合作关系价值竞争力成功因素