Actual number: 1/2024
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EVALUATING OF ECONOMIC VIABILITY OF LOGISTICS COMPANIES
In the global economic conditions, ensuring the viability of logistics companies depends on a variety of external and internal factors that determine the need to systematically assess changes in these factors. A systematic approach to the modern interpretation of economic viability not only identifies critical factors that influence the viability of organizations, but also allows to develop an appropriate system of indicators to measure them. In order to achieve a high level of economic viability of a company, it is particularly important to apply new tools and methods that take into account not only internal but also external performance parameters. Globalization, new rules of competition and the movement of capital are creating the conditions, the need and the increasing demands for evaluation of economic viability. The need for evaluation economic viability is based on the ability of the organization to innovate, to adjust its actions and to develop the strategy, ahead of its competitors, to maintain high productivity in a long run. In this article, we have distinguished the main indicators and methods of evaluation, which are intended to assess the viability of the subject and thus to reveal the determinants of economic vitality. Relating on the theoretical analysis of factors and indicators, the evaluation model of logistics companies on evaluation of their economic viability is presented.
Release: 2019/3 Pages: 20-28 JEL classification: C40, C50, C52
DOI:
Keywords: economic viability, economic viability assessment, logistics sector, logistics companies
Section:
Contacts:
Mgr. Deimantė Karpavičienė,
Kaunas University of Technology (Lithuania),
School of Economics and Business
Gedimino st. 50, Kaunas, Lithuania.
E-mail: deimante.karpaviciene@ktu.lt
Prof. dr. Valentinas Navickas,
Alexander Dubcek University of Trencin, Department
of Management and Development of Human
Resources
Studentska 2, 911 50 Trencin
valentinas.navickas@tnuni.sk
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