Research objectives and hypothesis/research questions:
The aim of this article is to identify and systematise good managerial and operational practices applied in transport enterprises, as well as to assess their significance for building competitive advantage in the logistics services market. Referring to this aim, the author formulates the following research question: what good managerial and operational practices support the development of competitive advantage in a transport enterprise? The article assumes that the competitive advantage of a transport enterprise emerges primarily when managerial and operational practices form a coherent system of activities combining cost efficiency with service quality and adaptive capability.

Research methods:
The article applies a qualitative analysis of secondary sources. The adopted research procedure combines a purposive review of academic literature with content analysis of industry reports and descriptions of business practices available online.

Main results:
The analysis conducted makes it possible to assess the adopted hypothesis positively. The competitive advantage of a transport enterprise emerges primarily when good managerial and operational practices form a coherent system of activities that combines cost efficiency, service quality, reliability, flexibility and adaptive capability. The answer to the research question indicates that practices of digitalisation and telematics, route optimisation, fleet management, service quality management, work with drivers, customer service, regulatory compliance and green logistics are of particular importance. With reference to the aim of the article, it can be stated that good practices constitute a bridge between the enterprise’s resources and competitive advantage. Resources themselves, such as a fleet, information systems or a customer base, do not guarantee advantage. Only their skilful use in repeatable organisational practices makes it possible to achieve better punctuality, higher reliability, lower costs, fewer disruptions and greater customer satisfaction. In a transport enterprise, advantage is therefore not the result of a single action but the effect of systematic process improvement. The conclusions of the analysis also indicate that price remains an important but insufficient criterion of competition. In the long term, a transport enterprise builds its market position through trust, quality, safety, reliable information, flexibility and the ability to solve problems.

Implications for theory and practice:
The analysis of sources makes it possible to distinguish several groups of good practices that strengthen the competitive advantage of transport enterprises.