REPORT INTERNSHIP 2 GEMADEPT LOGISTICS

Business Description3.1 Mega Market Vietnam Warehouse As a partner of MMVN, Gemadept Logistics Song Than acts as an intermediary warehouse in charge of controlling the process of receivi

Introduction

Overview

Gemadept was established in 1990, accompanied by our country in the logistics start-up and became one of the first three companies selected by the government to pilot equitization in

Since 1993, Gemadept has pursued a development journey that now spans over three decades After listing on the Vietnam Stock Exchange in 2002, the company has taken pride in being a leading enterprise that connects Vietnamese goods to the world Today, Gemadept stands as Vietnam’s leading port and logistics operator, consistently strengthening the country’s supply chains and expanding global trade links.

With the scale of dozens of subsidiaries and joint venture companies, especially with significant contributions to the country's economy, Gemadept has been honored in the Top

Vietnam's business landscape is defined by enduring rankings such as the 500 largest enterprises in Vietnam and the Top 1000, published for many consecutive years; it also spotlights firms that contribute the most to the national budget, the Top 10 leading logistics enterprises in Vietnam, the Top 50 most effective enterprises, and the Top 50 best-listed enterprises in Vietnam as voted by Forbes — together, these lists map the country's top-performing companies across key sectors and anchor current and future investment decisions.

With more than two decades of development, Gemadept has built a comprehensive logistics platform that offers the full spectrum of services customers rely on, including multi-modal transport, storage, handling, and customs clearance, plus bonded warehouses for agricultural products We serve domestic FMCG, import/export goods, and project cargo, delivering integrated solutions across the supply chain.

Warehousing and distribution services have been strongly invested by Gemadept Logistics. They are operating the largest warehouse system in Vietnam with a total area of more than

We operate a 100,000 m2 warehouse network across Vietnam’s top economic zones, including Ho Chi Minh City (HCMC), Binh Duong, Hanoi, and Hai Phong Our warehouses run on modern, intelligent management software that meets international standards, and are strategically located in convenient hubs such as Hai Phong and Binh Duong, with footprints above 10,000 m2.

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Mission & Vision

Figure 2: Pyramid illustration of Mission – Vision – Core values – Culture

Company Structure

History & Development

• 1995: Established Phuoc Long ICD, the first inland port in Vietnam

• 2008: Invested the first private Container Port in Dung Quat, Quang Ngai Province

• 2009: Grand opening of Nam Hai Port in Hai Phong

• 2011: Initiated Logistics strategy, developed large-scale and modern DCs

• 2015: Constructed cold-chain logistics project in the Mekong Delta – the single largest cold DC in SEA Launched Nam Hai ICD in Hai Phong

• 2016: Established first joint venture of Automotive Logistics in Vietnam

• 2017: Cooperated with CJ Logistics – the leading Korea Logistics Partners

• 2019: Construction of Gemalink – the biggest deep-sea port in Cai Mep, Ba Ria – Vung Tau Province

• 2021: Gemalink was officially put into operation after trial operation

Purpose

During a two-month internship, I served as an intern at the Mega Market Vietnam Warehouse, within Distribution Center 2 of Gemadept Logistics Song Than My main responsibilities varied weekly according to the assigned role, including data importing, document processing, product checking, and stamping There were several objectives for participating in this internship, aimed at providing hands-on exposure to warehouse operations, data management, and the logistics workflow.

At MMVN Warehouse in Gemadept Song Than, I aim to familiarize myself with the working culture while mapping both the physical product flows and the digital information flows that sustain daily operations By examining the operational model, I will learn how orders are processed and trace the inbound and outbound movement of goods and data, gaining insight into how every step—from receipt and storage to picking, packing, and dispatch—integrates to deliver efficient, accurate logistics.

By expanding my understanding of real-world warehouse operations and acclimating to the working conditions and software used by a leading logistics service provider in Vietnam, I aim to gain practical, industry-aligned expertise that enhances efficiency across the supply chain and prepares me to contribute effectively in dynamic warehouse environments.

+ Improve my soft skills such as teamwork, interpersonal communication, critical thinking and problem-solving skills through the working experience during the internship.

Business description

Mega Market Vietnam

As a partner of MMVN, Gemadept Logistics Song Than operates as an intermediary warehouse, overseeing the end-to-end process of receiving goods from suppliers, performing inter-warehouse transfers, and quarantining goods in accordance with MMVN's standards and the company's SOPs This arrangement ensures inventory integrity, strict compliance, and efficient logistics within the MMVN network.

Warehouse operations hinge on the close collaboration of several interdependent teams, each contributing to a smooth, cost-efficient, and timely workflow Their joint efforts—from receiving and put-away to storage, picking, packing, and shipping—along with inventory control, quality assurance, safety, maintenance, and IT support, ensure processes flow seamlessly, inventory remains accurate, and costs are kept in check.

• Booking team: check information of delivery note and confirm the delivery timing to the supplier

The receiving team verifies the physical goods and completes the Blind Receiving Sheet Any changes to MU, MU per case, Ti hi, or barcode should be updated in MMVN, and the updated details handed over to the data team Finally, the pick label must be matched to the physical received goods to ensure accurate receiving.

• Centralized Stock team (CS team): receive, allocate, transfer allocated stock to picking team and all activity to ensure the accuracy of centralized stock during the storing.

• Picking team: pick the goods and scan label against pallet ID

• Data team: create the shipping load (truck ID), release the dispatch note, rush order to outbound leader/checker, update the data to WMS

• Dispatch team: scan the pallet ID to truck ID

Receiving process of normal finished good

The following is a flow chart of the Receiving operation for normal FG

Figure 5: Flow chart of Receiving process for normal FG

The following is the step-by-step description of the Receiving process for normal FG

1) Supplier fill up the "Delivery notice" and send to booking team one day in advance The

"Delivery Notice" needs to include the following information:

• Supplier Code, Name, Quantity of case, PO type

2) Booking Team will check the data of DN against the system and confirm the Delivery Timing to the supplier If there is any difference between DN and Checking purchase order status, Booking Team will inform back to supplier and other department for correction.

3) Booking staff complete the booking report and send to related department by 16:30 each day

4) On delivery date, suppliers come to security gate and hand over the delivery document to Data staff

5) Data staff check delivery document, supplier information against booking report and other requirement related to the specific delivery document:

When the document meets the requirements, Data staff print the Blind Receiving Sheet, enclose it with the delivery document, and assign receipt priority based on the delivery status—on time, early, or late.

• If the document does not meet the requirement, Data staff will return it to supplier and reject receiving.

6) When the receiving door is empty, the security will inform supplier to hand over the delivery document and ask the supplier to move the truck to assigned dock door

7) Supplier unloads and palletizes physical products as per Ti*Hi or follow the Inbound Checker guideline:

Supplier's Loader places one Article on each pallet, but if the physical package is small, more than one Article can be loaded on a single pallet The Inbound Checker randomly inspects both outer and inner packaging; for each Article checked there is a corresponding carton The checker validates information such as Article, Quantity, Barcode, Description, MM Unit, MU/Case, Ti*Hi, and Expiry date on consumer products.

Whenever the barcode, description, MM unit, MU/Case, Ti*Hi, expiry date, or product quality does not match the data in the Blind Receiving Sheet, the inbound checker must record the actual product details in the BRS The checker will alert the related departments—QA, the supplier's representative, and Auditor MM—for reassessment These departments will recheck the product data and resolve the discrepancy to determine the final outcome.

TIEU LUAN MOI download : skknchat123@gmail.com solution is based on confirmation by Auditor MM to correct data (reject or receive goods) Refer to 89/2006/NĐ-CP

Products that are nearly expired or exceed the permissible expiry limit are evaluated as follows: for import goods, at least half of the shelf life must remain, and for domestic goods, at least two-thirds must remain The inbound checker records such cases in the Coming product Non-Conformity/Refusal Report and forwards it to Auditor MM for confirmation (receive or reject) For food goods, the inbound checker also records the expired date on the BRS.

• In case the physical products are less than quantity in BRS, Inbound checker will get it as actual and record in BRS

• In case the physical products are over than order in Blind Receiving Sheet,

Inbound Checker reject the over quantity and return to supplier

8) Inbound checker also makes the remark in the carton that was checked by random as following: put the receipt label on the product, this one including the information such as receiving date, PO, Article, Quantity, checker name.

9) After Inbound Checker completes receiving, he/she must record/make note of the quantity that are received, input the time and sign off his name into the last page of Blind Receiving Sheet (Supervisor does not sign on BRS) Then the BRS will be transferred to the Data.

10) Data Entry at receiving desk receives BRS from Inbound checker and update into system If error occurs, Data Entry will send to Auditor MMVN to correct After correcting, Data copy the ASN Number to the fair share interface (OMS link) to proceed with the division of goods to the store and print label.

Data Entry prints out Goods Receiving Note and final verification Get the signature from supplier and return one copy to supplier

Label staff receive the picking label from Data Entry and verify the PO number, article, and quantity by case on the pallet label against the picking label; if the details match, the picking label is placed beside the pallet label, and if they do not, staff coordinate with the Related Checker or Management Team to recheck against the Blind Receiving Sheet and correct the discrepancies Note that in full-pallet and odd-pallet scenarios, the picking label is placed on the odd pallet, while the label on the full pallet is stamped.

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• When supplier delivery quarantine goods, Inbound checker will check physical goods and match with information on quarantine document from supplier such as quantity, stamp of veterinary department, weight, etc.

• After complete receiving, mover will move quarantine goods in quarantine goods area

Quarantine goods are held as pending within 24 hours, during which QA staff prepare the quarantine documentation Once the quarantine documentation is complete, the quarantine process proceeds through the defined steps For high-volume shipments, the workflow is adapted with scalable procedures to ensure timely processing.

• Booking time frame is allocated in the early hours (6:00 AM)

• Supplier can use Pallet Loscam to reduce time unloading (1 Truck: about 15-20 minutes

• Sign-off on Delivery Note of Supplier (some indicated Suppliers)

• If volume is more than 400 cases, Data will run picking label to pick goods as soon as possible

• Inbound Checker receives high volume goods is responsible for putting away c Hamper

• Inbound checker will distinguish normal PO between Hamper PO by stamp with “ HAMPER”

• Supplier unload Hamper goods base on principle: PO-Store-Art-Number of cartons

During inbound receipt, the inbound checker validates received goods against the Hamper Delivery Note and the Purchase Order (PO) Upon completing the check, the inbound checker signs the Hamper Delivery Note to confirm receipt The verified data is then used to allocate stock to its storage locations in the Warehouse Management System (WMS), enabling accurate inventory management.

• Each of hamper carton have information as bellow:

Figure 9: Information requirement for Hamper carton

Figure 10: Delivery note for Hamper

3.3 Receiving process of finished PAXD

This process is the responsibility of the following 2 teams:

• PAXD team: receive PAXD goods, transfer physical goods truck and related document for checker outbound to sign off

• Dispatch Department: be responsible for delivering goods throughout unloading and delivering accurately

1) Inbound checker will receive PAXD goods base on PO from supplier and compare with physical goods.

• If the goods have any error then make record using the “COMING PRODUCT NON - CONFORMITY/REFUSAL REPORT”

• Related document includes: _ The copy of PO

Five delivery notes, designed by MM’s PAXD Delivery Note, are used per shipment After delivery, both the checker and the supplier sign each of the five notes with their full names, recording receipt and confirmation One of the five notes is returned to the supplier, while the others are retained for records to ensure traceable delivery documentation.

For imported goods, two copies of the invoice are prepared; one copy is separated and attached to the dispatch document by the checker If the supplier delivers quarantine goods, PAXD staff will request quarantine certification from the supplier The physical goods are then moved to the QA team after labeling per case, and each carton is labeled with accurate information, including relevant product and shipment details.

+ Name and code of Supplier

+ Stamp is prepared with information: Quantity case, CBM, Weight, Date and month, Checker’s Name

2) Data staff will check document and enter data on the system She/he records original document and photocopy 3 sets and transfers to related document: one of sets is for PAXD staff, the rest is for dispatch document Then they run wave for each PO.

3) PAXD staff removes goods into PAXD area and attaches labels on each case of store lane.

4) Data prints stock of PAXD and hand over to outbound checker for dispatching.

Figure 12: PAXD information for dispatching

5) Document staff is responsible for sufficiently preparing delivery document to hand over to driver after dispatching goods base on document of checker outbound

6) Outbound Checker compares physical goods with the information on the system If it is not matched, it must be checked and timely corrected.

7) After comparing stock PAXD, outbound checker scan QR code of MM’SO into the Pallet

ID, then scan this pallet ID into the truck ID by RF

8) The transfer goods from 72 (Bac Ninh), 71 (Binh Duong) proceed the same as the PAXD goods

This process is handled by the CS team and applied for CW MMVN operation in the South of Vietnam The following is the procedures involved in managing CS:

1 Check the completeness of BRS and make sure it contains the below-mentioned information:

• Actual received quantity (MU) per item

• Actual time frame mentioned on BRS

• Actual number of items, number of received case

• All the changes of MU, MU/case, Ti*Hi, barcode, etc must to be record on blind count sheet and inform to Metro for updating from GMS to WMS

• MMVN will update on GMS and inform GMD team by mail After receiving the adjustment mail from MMVN, the data will be updated on WMS.

2 Update the GR data from BRS to WMS

• Checker enters data into WMS by RF

• Base on the BRS, data staff will re-check the goods on WMS system and print GRN.

• After Inbound Checker received, reach truck driver will put away pallets onto rack, scan LPN (pallet ID) and scan update location number by RF to storage

• For the CS goods which need to do VAS, the goods are preferred to put at stagging

• After completing the VAS activity, the goods will be moved to empty location according to group, item… at physical and system.

Goods that require Value-Added Services (VAS) are placed on Hold in the inventory system while they await the quality certificate Once the quality certificate is issued and MMVN confirms the release, the CS team updates the stock status from Hold to Available, making the items ready for dispatch.

• According to the goods, racking characteristic, CS staffs group the goods

Centralized Stock Management

This process is handled by the CS team and applied for CW MMVN operation in the South of Vietnam The following is the procedures involved in managing CS:

1 Check the completeness of BRS and make sure it contains the below-mentioned information:

• Actual received quantity (MU) per item

• Actual time frame mentioned on BRS

• Actual number of items, number of received case

• All the changes of MU, MU/case, Ti*Hi, barcode, etc must to be record on blind count sheet and inform to Metro for updating from GMS to WMS

• MMVN will update on GMS and inform GMD team by mail After receiving the adjustment mail from MMVN, the data will be updated on WMS.

2 Update the GR data from BRS to WMS

• Checker enters data into WMS by RF

• Base on the BRS, data staff will re-check the goods on WMS system and print GRN.

• After Inbound Checker received, reach truck driver will put away pallets onto rack, scan LPN (pallet ID) and scan update location number by RF to storage

• For the CS goods which need to do VAS, the goods are preferred to put at stagging

• After completing the VAS activity, the goods will be moved to empty location according to group, item… at physical and system.

Goods requiring value-added services (VAS) are placed on Hold in the system while they await the quality certificate Once MMVN confirms the release of these goods, the CS team updates the stock status from Hold to Available in the system.

• According to the goods, racking characteristic, CS staffs group the goods

At locations where items of the same product do not fill a full pallet, CS staff consolidate them into a single pallet, record the consolidation on a Transfer Form, and move the pallet both physically and in the inventory system using RF scanning.

• If the goods is put wrong location (detect during cycle count, picking), CS staff has to check and move to correct location on system as well as physical

During VAS activities, any damaged goods that retain their original seals will be recorded in the NCR report with confirmation from the MM Auditor The goods will be moved to the designated damage location in both physical and system records.

_ All the goods which are missing in the case the original seal is still intact,

QA and CS staff inform MMVN and obtain their confirmation; for goods submitted by the supplier for a quality certificate, CS staff record the transaction in the Supplier Pickup Form with signatures from both MMVN and the supplier, and then move the goods to the designated sampling location in the system.

_ All goods which are damaged but MMVN can still sale (discount), will be waiting for confirmation Goods will be moved to MMVN Resale location both physical and system

All items will be tracked in both the system and an Excel file to ensure effective follow-up and completion of transactions for those goods Damaged, lost, or sampled goods not caused by CJGMD will be adjusted using code L9.

All goods damaged during storage due to CJGMD, including damage from mouse activity and operational incidents, will be documented on an NCR form and relocated to the designated damaged area, with updates reflected in both physical inventory and the system records.

_ All the goods losing during the storing, detected when cycle count or pick, will be investigate and move to H0 location

1 Base on the time of receive CS SO from GMS to WMS, we will Select all SO come to WMS from 9:00 and 16:00 daily and add to wave to allocate goods to store.

2 After data run wave CS “CS daily” on WMS system, print Picking list hand over picker

3 Reach truck driver will Fill the goods from the shelf and enter on the 1st floor, use RF to update new location.

Figure 16: WMS interface on portable device

4 Picking label will release and hand over to CS team

5 The next steps are carried out the same with BBXD type

6 CS staff will pick goods base on Pick list and label and then hand over to Picking team

Picking

This procedure covers the entire product-picking process from store-level selection to ensuring the correct quantities and category assignments are picked, enabling accurate and efficient order fulfillment The Picking team—comprising trained pickers, team leads, and quality-control inspectors—performs the picking activity, verifies items against orders, confirms category placements, and documents any discrepancies to maintain inventory accuracy and smooth store fulfillment.

• Picker: distribute goods according to MMV’s order for each of its store and arrange them on pallet and move the goods to store lane.

• Scanner: create “Pallet Picking” and input information data goods on picking label by machine RF.

• Supervisor and team leader: control and introduce the staff to follow up the process as well as handle the issue or mistake from the staff picking.

Figure 17: Flow chart of picking process

1) Type of picking label a Header wave of picking label

Figure 18: Header wave of picking label b Header per item of picking label

Figure 19: Header per item of picking label

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Figure 20: A set of dispatch and pick label type of pick full pallet d A set of dispatch and pick label type of pick case

Figure 21: A set of dispatch and pick label type of pick case e A set of dispatch and pick label type of pick piece

Figure 22: A set of dispatch and pick label type of pick piece

2) Picker will check and compare with information on “Picking label”, receipt label and physical goods as bellow: DPT, #No PO, Article, goods’ description and the quantity of goods Head of

“picking label” was retained by related picker (Aim: To check work open on the systems in the end day).

• If Art/physical goods are not matched with information on “Pikcing label” →

Picker will inform team leader Team leader will make record on "Report" and inform to related dept via by email.

• If Picker detects damage goods →

Picker will inform team leader →

Team leader will make record on "Bien ban su viec" and move goods to cs team, after inform to related dept via by email (To link non-conformity process).

The picker creates a picking label and organizes physical goods based on store number and department, stacks the items on a pallet, attaches the picking label to the goods, and seals it with the corresponding number in the left corner of the label The pallet is arranged with heavy goods at the bottom and perishable items at the top to facilitate easy tallying A pallet picking check verifies accuracy and completeness.

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“X” inside frame attached to dispatch label on pallet picking.

• Scanner must create pallet picking and attach on pallet of goods Then, Scanner will use RF machine to input data into systems via barcode on

“picking label” (Type of pick is full pallet picking to use pallet picking “full pallet”, Type of pick is case and piece picking to use pallet picking “case picking”

3) Scanner must tally per “picking label” to finish their work

4) Mover will scan pallet ID by RF to know store number The system displays the store’ inventory locations Mover moves pallet for specific store to store lane and scan store lane number

Dispatching

The procedure is established to cover the process of loading goods onto truck/container to ensure the right products get on the right truck with the right processes The responsibility of dispatching goods falls upon:

• Warehouse Manager: responsible for the entire procedure of dispatching

• Dispatch Supervisor: supervise outbound checker and controlling the loading process; using RF to scan Container ID into the system; seal truck.

• Outbound checker: check truck’s condition, count the physical products and compared with Pallet Picking ID, scan container ID into Truck ID by RF.

• Loader: responsible for loose loading.

Figure 23: Flow chart of dispatching process

1) Outbound Checker receives “Dispatch Note” from Transport Team including information such as: Truck number, type of truck, driver’s name, load number, seal number and truck ID.

2) Outbound Checker will check truck’s condition base on Dispatch Note.

• If truck’s condition is good, Outbound Checker will dispatch goods.

• If truck’s condition is not good, Outbound Checker will inform to Dispatch

Supervisor He will coordinate with Transport Department to solve this issue

3) Outbound Checker check goods base system on tablet, and check at store land to arrange suitable truck

4) Outbound Checker update load ID on tablet, including: Gate Number

5) Outbound Checker will move pallets goods from store lane to dock and record information on Dispatch Note

6) Outbound Checker checks quantity of physical goods and compares with quantity on Pallet

ID base the quantity on Tablet’s system, record the quantity of Pallet Picking ID And, Outbound checker will check sensory goods

• If the quantity of physical goods and information on pallet ID are not matched, outbound checker will inform to their supervisor He will coordinate with pallet Picking Team to solve the issue.

• If finding damaged goods, Outbound checker will inform their supervisor, make record and handover damaged goods to CS Team.

7) Outbound Checker will guide Loader to stack goods into truck base on Unloading Process.

8) Outbound Checker scan Pallet ID to truck ID by tablet scanner to record real time dispatch of pallet, The purpose is recheck CCTV if any problems/claims When truck is full, Outbound checker will adds total actual case and compare with total system case on tablet, recheck actual weight and CBM of truck/container

9) Outbound Checker closes Truck ID on tablet, handover document to Data Department and seal truck

Quarantine goods are managed by the outbound checker who gathers essential details from the QA department and the Dispatch Team Leader, including the Pallet ID, the quantity of cartons, the store number, and the truck number The outbound checker then moves the pallet quarantine goods from the quarantine area to the dock, ensuring accurate tracking and readiness for outbound shipping.

• Warehouse transfer goods: Outbound checker receives information from Data:

During outbound processing, the outbound checker moves pallet goods from the store lane to the dock, counts the carton quantity, and verifies the load number and store number against the data If the physical quantity matches the recorded data, the checker records the load number and total quantity on the Dispatch Note, and the Loader stacks the goods into the truck If there is a mismatch between the physical goods and the data, the outbound checker informs the supervisor to resolve the discrepancy before proceeding.

• PAXD: PAXD team will handover PAXD goods to Outbound checker Outbound checker will record PO number, quantity and supplier’s name on Dispatch Note

Figure 24: Dispatch product check list

Tasks

Roles & main jobs

Despite the breadth of areas I could have engaged with during the internship, I, an inexperienced intern, was largely kept in simple, entry-level roles that rotated at intervals throughout the program This rotational setup provided a glimpse into the workflow, exposing me to different tasks while gradually building practical insights into how the team operates.

In this section, due to the confidentiality policy imposed by the company, I can only make illustrations figures and these do not reflect the real warehouse layout, software interface, etc.

First and foremost, all personnel entering the warehouse must wear standard protective footwear and reflective jackets for safety This week, Gemadept's Warehouse Management System (WMS) suffered a critical outage that severed connectivity to the online database, throwing warehouse operations into turmoil With staff fully occupied, I, an intern, had little opportunity to gain hands-on experience Fortunately, a supervisor invited me to stand by and observe the receiving process, and under the supervisor's clear guidance I was able to grasp the overall operation.

During this period I became familiar with the inbound check procedure As noted earlier, some products have expiry dates while others do not, so the intern can only handle orders without expiry dates After the supplier representative finishes the document check with data room personnel, the product checking form is moved to the working desk while the representative drives their truck from the gate to the dock The checking process begins once the driver has finished unloading the goods onto pallets and settling them in the vacant lanes At the working desk, I, as the inbound checker, will use the product checking form to verify items and ensure accuracy before finalizing the intake.

Download TIEU LUAN MOI, fill out the form to call a representative through the intercom, and then you and the representative will proceed to the lanes where the order is settled and the checking begins.

Dock Door Dock Door Dock Door Dock Door

Figure 25: Illustration of the receiving area

Alongside the product checking form (Figure 7), I carry a set of pre-printed information notes detailing the items in the order that must be filled out after inspecting each article: the ASN, the actual number of cartons received, the article number, and the name of the checker This documentation ensures accurate records, supports inventory control, and provides a clear audit trail for every delivery.

ASN Article number Quantity Name

During the box inspection process, I open each box using the barcode on the exterior label and count to verify that the number of cases per box matches the information on the checking form (Figure 7) If the count is correct, I mark the three columns—MU/case, Case/Thùng, and MU đơn vị MM—ensuring MU đơn vị MM equals MU/case times Case/Thùng Then I tick the columns Số thùng thực nhận & MU lẻ nếu có and Actual Qty Received If there are loose MU units, I record in Số thùng thực nhận & MU lẻ nếu có the number of cartons and the loose MU number, for example, “1T + 1 lẻ.”

Next, I fill out the information note using the details verified on the inspection form, then reseal the box with tape and attach the information note while resealing This process is repeated for every item in the shipment in order.

After finishing the full order check, I record on the checking form the Door and Line where the goods of the order are settled, the License Plate, the Check name, Check-in time, Arrival time at Dock, Time of unloading, Time finish unloading, and Time of receiving.

During the receiving process, we perform a checking procedure and record the finish time of receipt To meet KPI targets, the interval between Finish Unloading and Time of Receiving must not exceed 30 minutes The final order report should specify how many purchase orders (POs) the supplier delivered, how many different items were received, and the total quantity received, calculated from the sum of the Case column.

Finally, once the data room completes the data entry, I will sign the release form to authorize the representative to exit the truck at the dock.

During this week, I took on a new role as a stamper This role basically involves stamping the above-mentioned header per item label (Figure 19) next to the information note (Figure

26) which was taped with the box in the checking process.

To locate the correct lane for an order, I first read the lane name on the header wave of the label (Figure 18), which is formatted as a letter and a number This stamp mainly serves as the order's overall cover and as the indicator of which lane the order is placed in.

Figure 28: Lane indicator in Header wave of label

Move on to the stamping, I will check to see if the ASN on the header per item label (Figure

19) matches with the ASN on the information note (Figure 26) Next, I need to check if the quantity received on the information note (Figure 26) matches that of the label because sometimes the ASN matches but the quantity received does not due to the article being split into different portion for different MM store My responsibility only extends to this point, as for the stamping of the remaining stamp having the store indicator onto the box is the job for the employee who is more accustomed to doing it than myself

Figure 29: ASN and Quantity received on the header per item label Week 6 (04/04 – 08/04)

This week I was assigned the role of Scanner, and my duty was to verify the pallet containing goods after the sorting process has been properly carried out to ensure it matches the Warehouse Management System (WMS) records I check for discrepancies between the physical pallet and the WMS data to maintain data accuracy and inventory integrity before the goods proceed Due to confidentiality policies, I cannot share any images of the WMS interface I worked with during this role.

During the sorting process, a worker reorganizes supplier boxes containing different articles onto a single pallet, grouping together items destined for the same destination, which is one of MM's stores.

Figure 30: Store indicator on the stamping label

To begin the scanning workflow, I first capture the pallet ID taped to a box on the pallet This prompts the warehouse management system (WMS) interface to advance to the next item, where it verifies that the box has been scanned and that the data matches the records in the database.

To scan the box, I need to find the label that was stamped on the box and scan its QR code.

Obstacles & suggestion

In warehouse roles like Inbound Checker, Stamper, and Scanner, the work is highly physically demanding, requiring prolonged standing and walking in a hot, humid environment that can cause fatigue or even fainting if workers aren’t prepared; to protect worker safety and sustain productivity, new hires should undergo thorough medical and physical fitness assessments to confirm their suitability for these duties, and an adequate onboarding or adaptation period should be provided to help them adjust to the environment and tasks.

Even for tech-savvy newcomers, the warehouse management system (WMS) used by our company remains quite complex due to its many procedures The small data room and the routine nature of current operations give rookies fewer chances to practice, making it harder to master the WMS quickly To address this, a structured WMS training course should be arranged for new recruits as part of onboarding, enabling them to gain hands-on experience and competence with the system they'll use throughout their time with the company.

Analysis

One of the notable drawbacks at MM Warehouse is the challenging atmosphere inside the facility With daily operations that regulate and transfer goods from suppliers to the MMVN, a large workforce performs diverse roles, yet the working conditions remain less than ideal During noon and early afternoon, the interior air becomes hot and humid, increasing the risk of rapid dehydration from excessive sweating Around 17:00, visibility is significantly reduced despite the current lighting system.

One of the main drawbacks is the lack of automation in the sorting process at MM Warehouse Currently, sorting is conducted by outsourced workers, which sacrifices cost efficiency and time savings compared with an automated solution, hindering throughput and scalability.

Although the inbound checking process has drawbacks, it can be time-saving when streamlined The current workflow is entirely manual—from the initial check to drafting the information note (Figure 26) by hand, which is time-consuming Reducing the time spent writing the information note lowers the overall duration of the inbound checking process This efficiency gain speeds up stamping, clears the lane, and enables the next supplier representative to proceed smoothly.

From my experience as a document checker, the booking schedule shows a clear peak between 9:30 and 11:30, with fewer supplier deliveries before 9:30 and in the afternoon; as a result, a large volume of documents from various suppliers arrives within that narrow window, placing pressure on the document checker and increasing the likelihood of errors.

Possible solution

To address the first drawback, GMD should re-ventilate the warehouse by adding more side windows to improve outside air exchange, creating a healthier environment for workers and increasing airflow This change will also allow more natural sunlight to reach the middle sections of the warehouse, reducing daytime reliance on artificial lighting and lowering energy use For the late-afternoon visibility issue, GMD should invest in additional lighting fixtures, as current illumination is insufficient during that time.

To address the second priority, GMD can invest in an automated conveyor system with barcode scanners that read the label on each box to determine its destination store within the MMVN network and route it to the assigned station at that store This automation reduces the need for manual sorting, leaving only a worker at the end station to place the boxes onto the pallet.

Investing in portable printing devices currently used by the electricity recorder can streamline the checking process by allowing the checker to focus on thoroughly reviewing the order content, while notes entered on the touch screen are automatically printed to create a persistent information record To address bottlenecks in document checking, the booking team should offer flexible scheduling with multiple available time slots rather than cramming all bookings into a single time frame, which reduces pressure on the document checker and lowers the risk of errors.

Conclusion

My two-month warehouse internship at GMD provided substantial practical experience and significantly sharpened my soft skills, from time management and problem solving to staying effective under pressure in a labor-intensive environment The experience deepened my understanding of warehouse operations, the working culture, and the current operational model and the software applications used in modern warehouse management It also encouraged me to step outside my comfort zone, improving my interpersonal communication and helping me build stronger bonds with colleagues while leaving a better impression Overall, the internship goals were met, and I’m grateful for the learning and growth I achieved during these months.

Ranking: Excellent = 5, Good = 4, Fair = 3, Poor = 2, NO = Not Observe = 1

( Các Tiêu chí Đánh giá ) (Hướng dẫn) (Ghi chú)

1 Personal Qualities ( Phẩm chất Cá nhân )

(Tư duy phân tích, sắp xếp công việc)

Willingness to ask for and follow guidance

(Sẵn sàng tìm hiểu và tuân thủ hướng dẫn/ nội quy)

2 Professional Abilities & Work Habits ( Năng lực Làm việc )

(Kỹ năng phân tích và giải quyết vấn đề)

Ability to organize, plan and work well with others.

(Kỹ năng tổ chức, hoạch định và làm việc tốt với người khác)

3 Job Performance ( Hiệu quả Làm việc )

4 Additional comments ( Nhận xét thêm ): Advisor

Signature (Chữ ký Người Hướng dẫn): Evaluation Date (Ngày đánh giá):

The intern Signature (Chữ ký Sinh viên Thực tập):

Tiêu đề	Report Internship 2 Gemadept Logistics
Tác giả	Nguyễn Phan Hoàng Minh
Người hướng dẫn	Dr. Nguyễn Văn Chung
Trường học	VNU-International University School of Industrial Engineering & Management
Chuyên ngành	Industrial Engineering & Management
Thể loại	Internship Report
Năm xuất bản	2022
Thành phố	Ho Chi Minh city

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Dung lượng	1,89 MB