IMPROVEMENT OF THE QUALITY OF THE LOGISTICS SERVICES: ORBIS COMPANY CASE STUDY

Abstract

Abstract Nowadays, services are at the heart of the modern economy, as it did with the industry (in the industrial economy). In order to assess the level of services quality provided by the company, the most common approach (e.g. Gap-model) was applied. The analysis of the financial activity of the freight forwarding business and customer complaints depicted an insufficient level of the profitability of forwarding operations and the quality of logistics services. Examples include the field of road transportations and warehousing operations. To maximize customer satisfaction, the implementation of a balanced scorecard has been proposed. Keywords: balance scorecard, Gap-model, key performance indicators, strategic map. 1 Introduction In a current economy, high-quality services are considered significant components that determine the competitiveness of the logistics of companies. That is why the study of issues of meeting clients’ demand at a high level is timeless. The quality of the services of the company can be improved by the introduction of a balanced scorecard (BSC) (Kaplan and Norton, 1996). In order to build a balanced scorecard for the company, the presence of the most important components is necessary (Gorbashko, 2012):  Map of strategic objectives, coherent with the strategic goals;  Key performance indicators (quantitatively measure the effectiveness of business processes, ‘point achievement’ and time frame, in which to be achieved the desired results);  Specific projects (investment, training, etc.) to ensure the implementation of the necessary changes;  Balanced scorecard software that allows leaders of various levels to monitor and evaluate activities. The components mentioned above have been considered in the article, since they are the main preconditions for the implementation of the balanced scorecard – an integrated management technology for the company that allows assessing its performance continuously.