In addition,lessons learned from a successful case of a Japanese retailer in Vietnam - AEON - then helps proposing a model for the application of Lean management in domestic supermarket
Why AEON is a good case for Vietnamese supermarket chains?
In October 2015, AEON opened its third General Merchandise Store (GMS) in Hanoi, building on its unexpected success in Southern Vietnam Entering the Vietnamese retail market later than competitors like Big C, Lotte Mart, and Metro, AEON leveraged its 30 years of experience in Malaysia, where it achieved notable success Recognizing the similarities in retail potential between Malaysia and Vietnam, AEON aimed to foster development in underserved areas By adopting its Malaysian management system, AEON Vietnam capitalizes on shared shopping styles, development levels, and labor characteristics between the two nations.
Expanding a business into a foreign market presents significant challenges, particularly in managing employees from different cultural backgrounds AEON prioritizes this aspect by tailoring its practices and activities specifically for the Vietnamese workforce By integrating the mindset and philosophy from its parent company in Japan, AEON adapts these principles to align with Vietnamese characteristics This approach not only enhances the practicality of their model but also allows AEON's values to be effectively implemented across other Vietnamese supermarket chains, as demonstrated through their collaboration with Fivimart and Citimart to boost their managerial capabilities.
FINDINGS AND SUGGESTIONS cecceesceeeeeeceseeeseeeeeeeeeneenes 28
The effects of wastes on supermarket business operation
Supermarkets cater to a vast customer base, offering a wide range of products to meet diverse needs Despite operating on thin profit margins, these retailers can enhance profitability by either attracting more customers or minimizing expenses, which encompass both actual costs and waste.
Vietnam's supermarkets face significant challenges due to limited capital, experience, technology, and human resource management, making waste elimination crucial Despite their long-standing presence before foreign retailers, these supermarkets have struggled with slower development in network expansion, scale, and quality, hindering their competitive edge Waste adversely impacts business performance, particularly in the supermarket sector, where both tangible and intangible wastes can deter customers While tangible waste is more readily acknowledged, intangible waste, often stemming from inefficient mindsets and working methods, poses a greater long-term risk by contributing to operational inefficiencies and generating further tangible waste This article emphasizes the importance of addressing intangible waste in the supermarket industry.
The tangible waste in Vietnamese supermarket chains -ôôc-ô+ 28
The supermarket retail sector, while not directly involved in product manufacturing, serves as a crucial distributor of thousands of items Effective inventory management and accurate forecasting of customer demand are vital for success Inaccurate predictions of consumer needs and trends can result in excess inventory and missed opportunities.
The cancellation of unsold goods due to expiration and rising inventory costs is a significant issue, particularly affecting fresh, processed, and dry food items Prolonged storage can result in defects and damaged products, exacerbating waste A key factor contributing to this problem is the lack of communication and coordination between the purchasing, sales, and marketing departments.
Employee negligence in properly using and returning tools, facilities, and machines leads to significant waste, particularly in large supermarket chains While the impact may seem minor in small-scale supermarkets, it can escalate into a major issue affecting company assets The images below illustrate a common habit among employees: failing to return working tools after use, resulting in frequent losses that ultimately harm the enterprise.
Figure 3-1: Working tools are placed with products on shelves
Supermarkets often face losses over the years due to competitive pricing, promotions, and free gifts aimed at attracting customers and fostering loyalty To maintain a steady customer base and expand their clientele, it is crucial for these stores to focus on strategies beyond merely cutting operating expenses, particularly tangible costs.
30 wage promotion for employees or using low quality - low price input are not encouraged to a long-term vision.
Larger supermarkets face significant challenges with tangible waste, which heavily impacts their operating costs While foreign supermarket chains also generate waste, they actively work to minimize it, striving to prevent it from becoming a regular occurrence.
The intangible wastes in Vietnamese supermarket chains
Vietnamese retailers are facing significant challenges as they struggle to compete with strong foreign rivals, leading to a considerable waste of business opportunities A recent customer survey reveals key factors that deter shoppers from choosing Vietnamese supermarkets, highlighting the need for retailers to address these issues to enhance customer attraction and retention.
A recent survey of 101 customers revealed that 50% to 60% prefer shopping at foreign brand supermarkets, particularly for bulk purchases during weekends and holidays The primary reasons for this preference include better product variety, perceived quality, and competitive pricing.
(1) They have nice and scientific product display;
(2) Supermarket staff are friendly, polite and enthusiastic;
(3) The shopping space is large, bright and clean;
(4) They sell at reasonable price.
Toward the supermarkets that customers do not show a high preference, mostly domestic supermarkets, the main reasons for dissatisfaction are:
Messy and untidy product displays, often seen in supermarkets, create a negative shopping experience for customers, making it difficult for them to find items and leading to feelings of disrespect and inconvenience This persistent issue discourages customers from returning to these stores, highlighting the need for better organization and attention to display standards Additionally, the lack of effective guidance from sales staff further complicates customers' ability to locate products on the shelves.
Incorrect pricing on labels and tags is a prevalent issue in supermarkets When prices are not accurately displayed on shelves, it creates confusion among customers, diminishing their trust in the information provided This lack of clarity can significantly reduce customers' intention to purchase, as they feel inadequately informed.
Long queues and extended waiting times at the cashier counter are common issues, often resulting from malfunctioning machines, errors during transactions, or a lack of effective coordination to direct customers to less busy counters.
(4) Supermarket staff do not have good attitude at serving customers.
Many customers have reported that cashiers often lack friendliness, failing to smile or engage politely, particularly towards those making small purchases, using vouchers or discounts, or seeking unrelated information.
Supermarket staff encounter significant challenges that hinder their efficiency and productivity Inefficient inventory management and poorly organized stock complicate the process of locating goods in expansive warehouses, leading to time wastage Additionally, the lack of appropriate tools for shelving items further prolongs the task of restocking Furthermore, slow resolution of issues during the sales process adds to the overall delays, ultimately impacting both employee performance and customer satisfaction.
Ineffective communication and a lack of enthusiasm among supermarket staff can lead to significant issues, such as product damage and customer complaints These problems often stem from insufficient training that emphasizes technical skills over positive attitudes and workplace spirit Additionally, when top managers fail to model appropriate behaviors, it can further diminish employee engagement Since staff represent the supermarket's brand, their performance directly influences overall customer satisfaction and business success.
Figure 3-3: Disordered warehouse takes time to find products and prevents safety
Figure 3-4: Products directly touch the floor
The retail sector employs a significant number of unskilled workers who play a crucial role in customer interactions While on-the-job training is provided for operational skills, there is often a lack of focus on behavioral training and respect for organizational culture As a result, companies fail to fully leverage the creativity and potential of their workforce This underutilization of employee talent is common across many businesses, particularly when they do not recognize that their employees are their most valuable asset, deserving of greater investment and development.
Retail businesses should focus not only on profit through product delivery but also on creating job opportunities and fostering development for employees and local communities Unfortunately, this philosophy is often overlooked in Vietnamese supermarket chains, where commitments from management are not fully understood by staff, particularly those on the front lines Many employees, including unskilled workers and managers, fail to recognize their value within the business, leading to a lack of contributions and feedback that could enhance operations This disconnect results in dissatisfaction due to low wages and demanding work conditions Employees must understand that improving their service can lead to greater company success and personal financial rewards, while management should acknowledge their workforce as valuable assets rather than mere laborers.
Many supermarkets, such as Sapomart and Vinmart, are implementing Lean tools, particularly the Visual Management method, to enhance the shopping experience for both customers and staff This approach simplifies product identification by using hanging panels to clearly display product names on shelves, making it easier for customers to find what they need Such effective visualization strategies contribute significantly to customer convenience and satisfaction.
To enhance innovation and customer-centric thinking within the company, businesses should implement 34 strategies that encourage employees to propose new ideas more frequently By fostering a culture where employees view the business through the customers' perspective, organizations can better identify what aspects of the shopping experience resonate positively or negatively with customers in the supermarket environment.
Figure 3-5: Visualizing the products’ categories in supermarket
Unused employee creativity and discrete knowledge significantly contribute to operational inefficiencies, leading to a decline in customer attraction and product sales In Vietnamese supermarkets, three primary factors contribute to this waste: first, an unclear business philosophy results in a lack of direction for specific activities; second, a misunderstanding of Lean management, which emphasizes leveraging human potential to minimize waste rather than merely applying tools; and third, an underestimation of human capability, as top management often lacks awareness of its importance.
An application model of Lean management proposed for Vietnamese
3.4.1 Proposed application model of Lean management
Enhancing customer experience in supermarkets directly reflects operational performance, necessitating a focus on improving the mindset and methods of unskilled workers with support from top managers and supervisors While some Vietnamese supermarket chains have successfully implemented this approach, performance remains inconsistent across different locations Additionally, newer enterprises often lack an understanding of the roles of regular employees and the Lean philosophy, leading to ineffective application of Lean tools without a clear grasp of the underlying concepts and objectives.
A new model for implementing Lean management in Vietnamese supermarkets is proposed, drawing on the framework established by Nguyen Dang Minh et al (2014) for SMEs This model emphasizes three key principles: strong commitment from top management, active participation from employees, and a strategic blend of policies, rewards, and training initiatives.
The participation of the employees
Human Process, Pl — Apply at criteria for a Pa the
- evaluation *s, ra company policy _ level
(Source: Nguyén Dang Minh, Quan tri tinh gon tại các doanh nghiệp vừa va nhỏ Việt Nam: thực trạng và giải pháp, 2014)
The proposed model emphasizes the crucial roles of top managers and employee participation in successfully implementing Lean management It integrates direct and indirect managerial efforts, employee training activities, and guidance for Lean tool implementation, with a focus on directing, coordinating, reporting, and communicating feedback with frontline workers Rather than concentrating on specific Lean tools or processes, the model highlights essential components for effective Lean management Tools like 5S, Kaizen, and Visual Management must be actively practiced within the company rather than merely existing as slogans Insights from AEON Vietnam's case studies support the development of this model.
Building a right business philosophy Being Role model in Lean practice
Standardize the process of Lean
General application staff's participation Regularly check and report e = Train about “Tam the”, attitude and skills at work
Pott rr tr nr rr rr re ne ee ee ee ee
Directly responsible for particular activities
Direct management (Group leader, Division leader, Line manager)
Figure 3-7: Proposals model for Lean management application in Vietnamese supermarkets
3.4.2 Components in the model and suggestions for applying
In the proposals model, top managers and direct managers play distinct roles, with top managers not engaging in daily operations but instead supporting employees in training and the application of Lean tools They are responsible for fostering a positive work environment and should occasionally work alongside direct labor to swiftly address bottlenecks in service operations This article will further elaborate on each component of the model, supported by illustrative lessons from AEON Vietnam.
Component 1: The top management strongly pursue their commitment At the same time, they need to become to role model in applying Lean management and motivate employees by the business philosophy. e The commitment acts as a connection between top management and employees It reveals the relations of the labor-user and the laborer about benefits and constrains, opportunities and responsibilities When the commitment is strongly followed by top management and _ issued comprehensively to the employees, the both parties can better understand each other and this is a basis for further activities to be completed In some supermarkets, the labor policies and working law are not in the concern of top management, the employees themselves do not understand fully about these The result is: the top management cannot control the labor’s activities and in some cases the employees feel dissatisfied due to the blur in the working policies A commitment, for example, about the working environment will help the employees to work with the assurance and believe in the company instead of trying to take advantages of the company when the managers do not notice.
In 2013, Fivimart in Hanoi faced significant financial losses amounting to billions of Dong due to fraudulent activities by two employees who created fake supermarket vouchers These employees hired individuals to shop using the counterfeit vouchers and subsequently resold the items in smaller grocery stores This incident highlights the importance of vigilance and integrity in retail operations.
38 policies and the top management had timely concern, this might not happen easily.
At AEON Vietnam, employees have direct access to top management, fostering transparency regarding the company's commitments Each employee receives a guidebook outlining these commitments, which are consistently reinforced in daily operations Notably, top and direct managers adhere strictly to these commitments, ensuring timely overtime payments for all employees, regardless of skill level, thus promoting equality and respect This approach not only enhances the morale of unskilled workers but also secures unwavering support for management from all employees in various initiatives.
Employees often look to top management for guidance, so inconsistencies between management actions and directives can create discomfort among staff Being a role model is crucial for encouraging employees to adopt new practices, such as implementing the 5S methodology in the workplace In the supermarket industry, 5S is vital across all operational stages, as it involves numerous people and processes that directly impact customer experience.
The 5S methodology is essential for waste elimination and holds significant importance for all organizations; however, many managers fail to engage employees effectively in its implementation Instead of merely issuing commands or slogans, top management should demonstrate their commitment to 5S practices, which can greatly motivate employees to adopt these principles At AEON Vietnam, for instance, top managers actively participate in 5S activities, treating themselves as equals to their staff and initiating the process from their own workspaces, thereby fostering a culture of collaboration and accountability.
On "5S Day," 39 warehouses emphasize the importance of the 5S methodology, which promotes organization and efficiency A key principle is to return items, like a phone, to their designated spots after use, ensuring easy access for everyone While this may seem minor in an office setting, it becomes crucial in large supermarkets where quick access to items is essential for managing multiple tasks and serving numerous customers effectively.
Understanding the 5S methodology is essential for key personnel in a supermarket, as it fosters a culture of efficiency that unskilled workers can follow when they see its benefits A strong business philosophy is crucial for guiding supermarket operations; without it, businesses may deviate from their primary goals, leading to wasteful practices such as developing unsuitable products or implementing unwanted policies AEON Vietnam exemplifies a customer-first approach, dedicating time to study consumer habits before launching or expanding operations This commitment ensures that improvements align with customer preferences, emphasizing the importance of delivering value rather than simply showcasing available offerings.
Otherwise, it is a huge waste.”5 AEON’s sustainable business philosophy
> The saying taken from the Meeting in Office by Store manager. ° The saying taken from the Meeting in Office by Store manager.
"Promoting development in underprivileged regions serves as a powerful motivator for AEON employees, as they recognize their role in making a significant impact and improving their own lives."
AEON’s philosophy emphasizes the importance of caring for employees, showing appreciation, and encouraging their efforts, which fosters a sense of value in their daily work The company invests significantly in initiatives that enhance employee well-being, such as improving meal quality, providing high-quality uniforms, and organizing cultural activities Additionally, AEON is committed to societal contributions, including tree planting, school construction, and charitable endeavors This approach aligns with the resource reallocation strategy proposed by Nguyen Dang Minh et al (2014), which focuses on directing resources toward meaningful activities.
Eliminating waste allows supermarkets to allocate resources towards improving employee living standards, enhancing service quality, and enriching community life In Vietnam, most supermarket chains are small to medium-sized, and while the examples provided are not necessarily models to replicate, they highlight the importance of long-term strategic planning Supermarkets should focus on their future goals and align all activities, employees, and resources to achieve that vision effectively.
Component 2: The direct managers who manage the employees at shop floor play an important role in interacting with the employees Beside training and updating the working skills and knowledge, they can effectively support the training of “Tam the”, listening to people’s ideas and feedback and standardizing and visualizing working process. © “Tam the” (“Tâm thé” - the management term proposed by Nguyen Dang
Minh, 2015) has a meaning combined of three factors - (1) understanding that learning and working are beneficial for ourselves, (2) only learning and
Steps for applying model in the conditions of Vietnamese supermarkets 46 CONCLUSTON ssesssessascosresessncenasusenactvnecateusnesvens ccopnsrs aun ssanennsteaxsiesenvensessavecesvveevesenns 48 ETGTETDES+esneerrenseserotrremteerisvecoilsDujsðBEuDditBmdrdrrtgBESSgtuit2ƒSHBN4SsetiÄgka.H45:2H08 sear emmemsesemesves 49
To successfully implement Lean management in Vietnamese supermarkets, it is essential to foster a positive work attitude and improve communication between employees and management While these strategies are cost-effective, they require time for training and a strong commitment from managers to facilitate employee change This approach ultimately leads to enhanced operations, reduced waste, and increased efficiency The implementation process can be outlined in several key steps, beginning with establishing a clear business philosophy, identifying waste, and conducting 5S activities These steps are adaptable and can be tailored to various supermarket practices, provided there is effective communication among staff, a strong sense of teamwork ("Tam the"), and a thorough understanding of the business philosophy.
Step 1: Review and notify employees about the business philosophy and/or what the supermarket target to be in the long-term perspective.
Step 2: Review the current activities in supermarkets - which activities/operations are not aligned with the business philosophy/target - they are wastes need to be eliminated.
Step 3: Starting the 5S practice in supermarket at beginning level in a particular depertment (e.g to eliminate unused materials or tool in warehouse ) to reveal hidden wastes in operations
Step 5: Managers report the result and feedback and prepare plans for next period At the same time, regularly repeat and show the employees the benefits of their good practice to arouse and maintain "Tam the".
Step 6: Empower the employees in 5S practice and some other activities (e.g. brainstorming to cut down unecessary working process, improving customer service ")
Figure 3-12: The proposals steps for applying Lean management in
The thesis pointed out the wastes existing in the Vietnamese supermarkets in Hanoi.
In summary, the primary causes of waste in businesses include an unclear business philosophy, insufficient understanding of Lean principles, and the underestimation of human potential Drawing from AEON Vietnam's experiences, effective Lean management in Vietnamese supermarkets should emphasize a clear business philosophy, strong commitment and leadership from managers, enhanced communication between employees and management, and comprehensive training programs that incorporate Lean methodologies.
“Tam the”, working skills and approaching Lean tools (e.g 5S) in a practical way.
This thesis focuses on the working environment in service industries, contrasting previous studies on unskilled labor in manufacturing It emphasizes the importance of waste elimination and efficiency improvement to enhance service processes and employee awareness, ultimately aiming to provide better customer service.
The thesis provides a broad overview of the situation but lacks specific examples from Vietnamese supermarkets, which could serve as valuable references for local retailers To enhance its applicability, it is essential to include detailed case studies Additionally, service enterprises across various sectors, such as hospitality, healthcare, and restaurants, can benefit from the insights presented in this thesis By conducting further research and identifying commonalities, these businesses can adapt Lean management principles to improve customer acquisition and operational efficiency Ultimately, internal changes will lead to better business performance by reallocating resources from waste to initiatives that enhance customer satisfaction.
1 Nguyễn Dang Minh va nhóm tác giả (2014), “Quản trị tinh gọn trong các doanh nghiệp Việt Nam - Thực trạng và giải pháp”, Nhà xuất bản Đại học Quốc gia Hà Nội, tr 17-20.
2 Đỗ Thị Đông (2014), “Nhận diện các loại lãng phí trong các tô chức ở Việt
Kỷ yếu hội thảo "Quản trị tỉnh gọn trong các doanh nghiệp Việt Nam - Thực trạng và giải pháp" do Nhà xuất bản Đại học Quốc Gia Hà Nội phát hành, trang 167, cung cấp những cái nhìn sâu sắc về tình hình quản trị hiện tại và các giải pháp hiệu quả cho doanh nghiệp Việt Nam.
3 Nguyễn Đăng Minh (2015), “Quản trị tinh gon tai Việt Nam - Đường tới thành công”, Nhà xuất bản Đại học Quốc Gia Hà Nội.
4 Nguyễn Đăng Minh, Nguyễn Phương Anh (2015), “Áp dụng quản trị tỉnh gon trong kinh doanh bán lẻ: trường hợp các siêu thị tại Hà Nội”, Kỷ yếu hội thảo Quản trị tinh gọn trong doanh nghiệp Việt Nam - Các mô hình áp dụng thực tiễn, Nhà xuất bản Dai học Quốc gia Hà Nội.
1 Bhasin, S (2012) Prominent obstacles to lean International Journal of
Productivity and PerformanceManagement, Vol 61, No 4, pp 403-425.
2 Daniel Jones, James Womack and Danile Roos (1990), “The Machine that
3 Taiichi Ohno, (1988), “Toyota Production System”.
4 Jeffrey K Liker, (2014), “The Toyota Way”.
5 Pascal Dennis, (2007), “Lean Production Simplified”, Productivity Press,
6 Manuel F Sua’rez-Barraza, Tricia Smith and Su Mi Dahlgaard-Park, (2012),
“Lean Service: A literature analysis and classification”, Total Quality
7 Carmen Jaca, Javier Santos, Ander Errasti and Elisabeth Viles, (2012), “Lean thinking with improvement teams in retail distribution: a case study”, Total Quality Management, Vol 23, No 4, April 2012, 449 -465
8 Frank Steeneken and Dave Ackley, (2012), “A Complete Model of the
9 Gary Armstrong, Stewart Adam, Sara Denize and Philip Kotler, (2012),
“Principles of Marketing”, 5th edition, Pearson Australia.
10 Guide book “Qualitative research method”, Family health international
1, Interview in Citinews, 2013, available at: http://citinews.net/kinh-doanh/dai- gia-ban-le-viet-nam-lao-dao-truoc-doi-thu-ngoai-MU75 W7I/
2 Data, 2014, available at: http:/Awww.baomoi.com/Thi-truong-ban-le-Viet-
Nam-Thi-phan-nghieng-ve-phia-doanh-nghiep-nuoc-ngoai/50/15145482.epi
Appendix 1: Quick customer survey questionnaire (Vietnamese)
Appendix 2: Photos taken in supermarkets visit
Appendix 3: Photos of some activities for employees at AEON Vietnam
Appendix 4: Photos of “5S day” at AEON Vietnam
Appendix 5: Author’s published paper in the proceedings of National conference of Lean management in Vietnamese enterprises - The practical models (April 2015)
QUICK CUSTOMER SURVEY QUESTIONNAIRE (VIETNAMESE)
THÓI QUEN MUA SAM TAI CAC SIÊU THỊ Ở HA NỘI
Q1 Anh/chi vui lòng đánh giá mức độ thường xuyén mua sắm tại các siêu thị sau ở địa bàn Hà Nội (trong khoảng 6 tháng đến I năm trở lại đây)
Trong khoảng 6 tháng đến 1 năm qua, mức độ yêu thích việc mua sắm tại các siêu thị ở Hà Nội đã được đánh giá cao Người tiêu dùng thể hiện sự ưa chuộng đối với các siêu thị nhờ vào sự đa dạng sản phẩm, giá cả hợp lý và dịch vụ khách hàng tốt Các siêu thị lớn như VinMart, Big C và Co.opmart đã thu hút nhiều khách hàng bởi chất lượng hàng hóa và trải nghiệm mua sắm tiện lợi Sự phát triển của các chương trình khuyến mãi cũng góp phần làm tăng mức độ yêu thích mua sắm tại các siêu thị này.
Hoan toan Chua trai không thích nghiệm, không đánh giá Fivimart
Q3 Với những siêu thị mà anh/chi yêu thích, những lý do có thê là gì? (Chọn tối da 5 phương an)
Hàng hóa trưng bày gon gang, dep mắt, dé tìm kiểm
Siêu thị có không gian sáng sủa, rộng rãi với sàn nhà luôn sạch sẽ Nhân viên tại đây thân thiện, sẵn sàng hỗ trợ và tôn trọng khách hàng Hàng hóa phong phú với nhiều lựa chọn đa dạng.
Không phải chờ lâu khi thanh toán
Chât lượng hàng hóa tôt
Bao bì sản phâm nguyên vẹn we mw OX Ã HÃ: Ã
Nhãn giá rõ ràng, dê đôi chiêu
Có những hàng hóa/ dịch vụ đi kèm đặc biệt hơn so với các siêu thị khác Khác (vui lòng chỉ rõ):
Q3 Với những siêu thị mà anh/chi không hai lòng, những lý do có thé là gì? (Chon tối da 5 phương án)
Bao bì sản phẩm không nguyên vẹn
Phải chờ lâu khi thanh toán
Giá cả không phù hợp
Hàng hóa trưng bày lộn xộn, khó tìm kiếm
Ghi sai giá, không tìm được giá sản phâm
Không có nhiêu lựa chọn khi mua sắm Không gian tôi, chật hẹp, không sạch sẽ Nhân viên siêu thị có thái độ không tôt
Siêu thị không có điểm hấp dẫn riêng (vê hàng hóa, dịch vụ) má Khác (vui lòng chỉ rõ):
| Anh/chị vui lòng cho biết tuổi của minh: R
XIN CHÂN THÀNH CẢM ƠN SỰ GIÚP ĐỠ CỦA ANH/CHỊ.
PHOTOS TAKEN IN SUPERMARKETS VISIT
Products and trolleys are placed in front Products directly touch the floor - of the exit door - which can cause stuck in disrespectful and dirty urgent situation
PHOTOS OF SOME ACTIVITIES FOR EMPLOYEES AT AEON
Training activity for employees about behaviors Training documents for employees with customers
Social contributions: Employees and 20 customers clean the living area around the supermarket
APPENDIX 4 PHOTOS OF “5S DAY” AT AEON VIETNAM Photos for reporting the Before and After of 5S activity
An example of 5S evaluation form for employees (per two weeks)
Ngành hàng: sit Nội dung T Câu hỏi
Nguyên phụ liệu Có thuận tiện, dán nhãn nhận biết không?
Bán thành phẩm và thành phẩm Sắp xếp thuận tiên, dán nhãn nhận biết dé dễ lấy, dễ xếp dỡ không?
Co dán nhãn rõ rang để phân biệt với sản phẩm không phù hợp.
Có được vệ sinh, an toàn, bào dưỡng và thuận tiện cho sản xuất không? _
Có được tắp đặt theo cách ngăn nắp an toàn và tiện lợi không?
Có được dán nhãn phù hợp va đặt vào chế qui định không?
SP khuyết tat/ loại bo
Dung cụ/phụ tùng thay thế/dầu
Thùng carton/ pa liet Để đúng cha, sạch sẽ và dé đúng vi trí
|Giá/ngăn/tủ kéo 'Có sạch sẽ, ngăn nắp, nhận biết phù hợp với vật dụng lưu vào không?
Thang may/bang tải/cần cấu [Co sạch, gon gang, an toàn và bao dưỡng tốt không?
AUTHOR’S PUBLISHED PAPER IN PROCEEDINGS OF NATIONAL
CONFERENCE OF LEAN MANAGEMENT IN VIETNAMESE ENTERPRISES - THE PRACTICAL MODELS (APRIL 2015)
N3AfI3N ‘BN GuVEN DANG MINH (Chai bién)
I3II 341300 dy RNIN 0W 3/3 -NVN L31A d31H3N NVR 3N0M1 NOS HNL id) NYO | (0#! 813) ININ 3NV8
Ap dụng quản trị tinh gọn trong kinh doanh bán lẻ:
Trường hợp các siêu thị tại Hà Nội
TS.Nguyễn Dang Minh — Đại học Kinh tế - Đại học Quốc Gia Hà Nội
Nguyễn Phuong Anh — K55 — Dai học Kinh tế - Đại học Quốc gia Hà Nội
Hình thức bán lẻ siêu thị đã bắt đầu xuất hiện ở Việt Nam hơn 25 năm, cho đến nay, khi
Việc Việt Nam cho phép doanh nghiệp nước ngoài thành lập công ty 100% vốn đã làm tăng cường sự cạnh tranh trong thị trường bán lẻ, gây khó khăn cho các nhà bán lẻ nội địa Các doanh nghiệp bán lẻ nước ngoài đang chiếm ưu thế, trong khi các chuỗi siêu thị Việt Nam phát triển chậm và yếu về quy mô cũng như chất lượng dịch vụ Điều này đặt ra thách thức cho các nhà bán lẻ Việt Nam trong việc duy trì và phát triển thị phần Để cạnh tranh hiệu quả, các doanh nghiệp bán lẻ nội địa cần cắt giảm lãng phí trong hệ thống, tối ưu hóa nguồn lực và nâng cao khả năng phục vụ khách hàng Bài viết áp dụng triết lý quản trị tinh gọn nhằm phát hiện và loại bỏ lãng phí trong các siêu thị Hà Nội, từ đó đề xuất mô hình quản trị tinh gọn dựa trên kinh nghiệm thành công của chuỗi siêu thị quốc tế, kèm theo các khuyến nghị để thực hiện mô hình một cách hiệu quả.
Từ khóa tiếng Việt: bán lẻ, doanh nghiệp Việt Nam, quản trị tỉnh gọn
1 NHAN THỨC VE MÔ HÌNH QUAN TRI TINH GON
Hình thức bán lẻ hiện đại tại Việt Nam đang phát triển mạnh mẽ, dần thay thế phương thức bán lẻ truyền thống như chợ và hàng rong, và trở thành động lực chính của ngành bán lẻ Các chuỗi siêu thị lớn, cả trong nước và nước ngoài, như Big C của tập đoàn Casino, Metro và Lotte, đã ghi nhận thành công đáng kể Nhiều chuỗi bán lẻ quốc tế từ Nhật Bản, Hàn Quốc, Thái Lan, và Pháp đang tích cực tìm kiếm cơ hội đầu tư tại thị trường Việt Nam Mặc dù có nhiều cơ hội, doanh nghiệp Việt Nam vẫn gặp khó khăn trong việc cạnh tranh với các đối thủ nước ngoài trên sân nhà.
Trong bối cảnh người tiêu dùng ngày càng đòi hỏi cao về chất lượng sản phẩm và dịch vụ, hệ thống siêu thị Việt Nam vẫn chưa phát triển mạnh mẽ do thiếu bản sắc riêng và định hướng rõ ràng Mặc dù đã có nhiều cải tiến, nhưng sức cạnh tranh về giá cả và khả năng phục vụ khách hàng còn thấp Nguyên nhân chính cho sự yếu kém này là do năng lực quản lý vận hành kém, dẫn đến hiệu quả hoạt động không cao và tồn tại nhiều lãng phí Để nâng cao năng lực cạnh tranh, việc áp dụng quản trị tinh gọn là rất cần thiết, như đã chứng minh thành công trong lĩnh vực sản xuất Nghiên cứu cho thấy, việc áp dụng quản trị tinh gọn trong ngành dịch vụ, đặc biệt là bán lẻ siêu thị, đang nhận được sự quan tâm ngày càng nhiều Qua khảo sát tại một số siêu thị nội địa ở Hà Nội và so sánh với các chuỗi siêu thị quốc tế thành công, bài báo đã chỉ ra những lãng phí tồn tại và đề xuất mô hình quản trị tinh gọn nhằm nâng cao năng lực cho doanh nghiệp bán lẻ Việt Nam, giúp họ phát triển bền vững và mở rộng ra thị trường khu vực trong tương lai.
2 TONG QUAN TINH HÌNH NGHIÊN CỨU
2.1 Tông quan về quản trị tỉnh gon
Quản trị tỉnh gọn là tư duy quản trị nhằm tạo ra lợi nhuận và giá trị gia tăng cho doanh nghiệp thông qua việc cải tiến quy trình kinh doanh và cắt giảm chi phí lãng phí Khái niệm “sản xuất tỉnh gọn” được giới thiệu lần đầu vào năm 1990 trong cuốn "The Machine that Changed the World" của Daniel Jones, James Womack và Danile Roos Tư duy tinh gọn thể hiện việc nhận thức về giá trị và sự lãng phí, trong đó khách hàng là người quyết định giá trị sản phẩm và không muốn trả cho những phần dư thừa Các hoạt động không tạo ra giá trị gia tăng đều được coi là lãng phí và cần được loại bỏ ngay lập tức hoặc hướng tới việc loại bỏ trong tương lai.
Theo tiến sĩ Nguyễn Đăng Minh và cộng sự (2013), thì tư duy đó được diễn giải qua hệ công thức sau:
Lợi nhuận = Doanh thu - Chi phi
Chỉ phí = Chỉ phí thực + Chỉ phí lãng phí
Chỉ phí lãng phí = Chỉ phí lãng phí hữu hình + Chỉ phí lãng phí vô hình
Để gia tăng lợi nhuận và giá trị cho khách hàng, các doanh nghiệp cần cắt giảm chi phí lãng phí, bao gồm cả lãng phí hữu hình và vô hình Ngoài những lãng phí dễ nhận thấy như vật phẩm, điện, nước và phế phẩm, các lãng phí vô hình trong tư duy và phương pháp làm việc lại chiếm phần lớn Do đó, cần có nỗ lực chung của toàn doanh nghiệp để dần dần loại bỏ những lãng phí này.
2.2 Quản trị tinh gọn trong lĩnh vực bán lẻ
