This research focuses on the role of trust and the impact of its level on the revenue, earnings before tax and the degree of flexibility of logistics service providers (LSPs). More specifically, the role of the executive manager is examined in relation to the impact of business relationships (trust levels) within and between organizations. In addition, the analysis covers the development of revenue, earnings before tax and degree of flexibility of logistics service providers in the context of the role of the head manager. The data were collected from 51 logistics service providers in Hungary. The results show that the level of trust established in the organization (with the employees, co-workers etc.) has a positive impact on the earnings before tax. Furthermore, this paper confirms that the trust executive managers establish around them is an important performance factor which even consumers perceive and that it has major significance in terms of degree of flexibility. This research further increases our understanding of the role and importance of trust as a strategic success factor for LSPs.

The objective of this research is to examine the role of sector-specific information technology (IT) developments and their significance in terms of the revenue and earnings before tax of Logistics Service Providers (LSPs), as well as the impact of these developments on the flexibility and integration of LSPs. A survey questionnaire was conducted with 284 LSPs participants. The data provided by the 51 responding enterprises provided a representative sample for the analysis of the sample population and the drawing of general and relevant conclusions related to basic population. It can be concluded that their revenue, earnings before tax and degree of integration into the supply chain depend on the sector-specific IT developments carried out by the given enterprise. IT investments will remain important in the future and the introduction and leveraging the best technologies may yield competitive advantages and higher financial rewards for LSPs.

Abstract. Our research deals with a comprehensive study of the management success factors of logistics service providers using a new approach, and examines the life of logistics service companies. The data were collected from 51 logistics service providers in Hungary. We searched for the proper enterprise scale -acquisitions -strategies (including the method of looking for the economies of scale in the LSP segment to be examined, and the role of strategy choice). Our research has found that among logistics companies those firms which followed the growth pattern has significantly higher sales revenue than the companies growing organically. Additionally, logistics companiesconsidering their pre-tax profits -work more efficiently when they have a growth strategy (regardless of its time lag). However, this claim is true only for those companies that did not have any (revenue) growth over the previous Vol.10, No.4, 2017 234 period. The results of our research can effectively help logistics service providers find their business success factors, which will enable them fulfil the expectations of their customers in the supply chain better.

The aim of this research is to examine the effect of the role and level of in-sector trust (involving clients, subcontractors, and other logistics providers) and trust within firms in creating competitiveness in logistics service providers. The data were collected from 51 logistics service providers in Hungary. During our research we established that trust related to staff is decisive in the direction of the firm’s profitability, and the trust communicated by the top manager (trust in partners) is essential in ensuring smooth operations and long term, stable flexible cooperation. The results of this paper effectively support logistics service providers in finding economic success factors, thanks to which they can completely satisfy the expectations of customers in the supply chain.

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A nagy árumegállító és hozzáadott értéket létrehozó logisztikai központok kialakulásával olyan hálózati csomópontok jöttek létre az együttműködő szervezetekben, amelyek különböző közlekedési útvonalak és alágazati pályák, infrastrukturális és informatikai összekötésével megvalósítják az ellátási láncok (hálók) menedzsmentjét. Az üzleti hálózatokban megjelenő logisztikai központok hatékony működtetését általában logisztikai szolgáltató (3PL/4PL)vállalkozások végzik. Az ellátási hálókat komplex hálózatként értelmezve, a logisztikai központokat (HUB) csomópontoknak, a központokat összekötő útvonalakat és kapcsolatokat pedig a hálózatelméletben használt fogalom átvételével, éleknek nevezhetjük. Barabási hálózatkutatási eredményeit figyelembe véve keresünk összefüggéseket az általa bizonyított törvényszerűségek és a logisztikai rendszerekben található szolgáltatók által üzemeltetett központok (HUB) növekedési lehetőségei között.