RECOMMENDATIONS FOR IMPROVING HUMAN RESOURCES MANAGEMENT AT TAN CANG 128 JOINT STOCK COMPANY

STUDENT NAME: NGUYEN NGOC TUYENDISSERTATION GLOBAL STUDIES AND MARITIME AFFAIRS RECOMMENDATIONS FOR IMPROVING HUMAN RESOURCES MANAGEMENT AT TAN CANG-128 JOINT STOCK COMPANY... STUDENT NA

STUDENT NAME: NGUYEN NGOC TUYEN

DISSERTATION GLOBAL STUDIES AND MARITIME AFFAIRS

RECOMMENDATIONS FOR IMPROVING HUMAN

RESOURCES MANAGEMENT AT TAN CANG-128 JOINT

STOCK COMPANY

STUDENT NAME: NGUYEN NGOC TUYEN

DISSERTATION GLOBAL STUDIES AND MARITIME AFFAIRS

RECOMMENDATIONS FOR IMPROVING HUMAN

RESOURCES MANAGEMENT AT TAN CANG-128 JOINT

STOCK COMPANY

Supervisor: Ms Pham Thi Yen

Division: Logistics

Faculty: Economics

In the context of renewing the economy and the trend of international economicintegration, organizations also have big changes Some enterprises thanks to theadaptation of with mechanism to be able to compete, improve efficiency in productionand business as well as strengthen their position and improve its brand in economieswith various types of facility property belonging to different economic sectors Butbesides that, there are also enterprises who are still passive, slowly response with thefluctuations of the economy, do not promote these strengths to overcome theirweaknesses There are many factors that make the success of the enterprise, theresource is one of those factors: financial resources, personnel resources (workforce) these resources are important and support for each other to make a success of this theenterprise Although a business has abundant financial resources and growing, it is alsomeaningless without human factors People will turn modern machinery so that it canpromote its effectiveness in creating products Talking to people in an organization, it

is not a person that is speaking generally about quantity and quality or the capacity,working efficiency of employees All activities within an enterprise are directlyparticipated or indirectly by humans, if enterprises create, use well this source then that

is a huge advantage compared with other firms in the market

The aim of the thesis on the basis of study of basic theory and the reality of the use ofhuman resources of enterprises, discovering the advantages and disadvantages topropose several measures to improve more efficient use human resources, to helpenterprise improve the efficiency of production and business I hope this dissertationcan help enterprise achieve high efficiency in the future

I declare that this report is my own unaided work It has not been submittedbefore

If violated, I am solely responsible for and bear the punishments of the Institution andUniversity

Student: Nguyen Ngoc Tuyen

During internship and completion of this dissertation report, I have received theattention and enthusiastic support of the board of directors of New Port Company andthe dedicated guidance of staffs in the company Simultaneously, I would like to thankthe faculty of International School of Education, especially I would like to express mysincere gratitude to my advisors Ms Pham Thi Yen and Ms Minh Trang for thecontinuous support of my dissertation and related research, for their patience,motivation immense knowledge and have always followed closely and enthusiasticallyhelp so that I can finish this dissertation Her guidance helped me in all the time ofresearch and writing of this thesis I could not have imagined having a better advisorand mentor for my dissertation

LISTS OF FIGURES

Figure 1.1: Steps in human sources plan……… 7

Figure 1.2: Steps in work implementation capability……… 14

Figure 1.3: Payroll system structure in the enterprise……… 15

Figure 2.1: Organizational structure of Saigon Newport……… 21

Figure 2.2: Organizational structure at Tan Cang-128……… 23

Figure 2.3: Container yard at Tan Cang-128……… ……24

Figure 2.4: Quayside at Tan Cang-128……… ……… 25

Figure 2.5: Equipment in Tan Cang-128………26

Figure 2.6: Total output and turnover of Tan Cang-128………26

Figure 2.7: Recruitment process in Tan Cang-128……… …35

LISTS OF TABLES

Table 2.1: Labor structure at Tan Cang-128… …… ……….28

Table 2.2: The situation of working age……… ……… ……….29

Table 2.3: Labor situation in age… ……… ….……….30

Table 2.4: Labor situation in educational level…….……… …… 31

Table 2.5: The work implementation capability of employee in 2014…….……… …35

Table 2.6: Coefficient in company……….……… 38

Table 2.7: Human resources assignment by gender at Tan Can-128… ………43

Table 3.1: The expected recruitment……… ……… 48

Table 3.2: The reduction of labor at several departments by expected………49

TABLE OF CONTENT

PREFACE i

ACKNOWLEDGEMENT ii

LISTS OF FIGURES iii

LISTS OF TABLES iv

INTRODUCTION 1

CHAPTER I: THE THEORETICAL BASIC OF HUMAN RESOURCES MANAGEMENT 3

1.1 Overview of human resources 3

1.1.1 Definition 3

1.1.2 The role of human resources 3

1.2 Human resources management 4

1.2.1 Definition 4

1.2.2 The target of human resource management 4

1.2.3 The role of human resources management 5

1.3 Basic contents of human resources management 5

1.3.1 Human resources planning 5

1.3.2 Labor norms 6

1.3.2.1 Definition 6

1.3.2.2 The role of labor norms 7

1.3.3 Human resources recruitment 7

1.3.4 Human resources arrangement 8

1.3.4.1 Orientation 8

1.3.4.2 Transferring 8

1.3.4.3 Nomination 9

1.3.5 Training and developing human resources 10

1.3.5.1 Determining needs of training 10

1.3.5.2 Determining target of training 11

1.3.5.3 Selecting appropriate methods 11

1.3.5.4 Implementing training program 12

1.3.6 Assessing the capability of work implementation 12

1.3.6.1 Purpose 12

1.3.6.2 The contents and order of implementation 13

1.3.7 The remuneration 15

1.3.7.1 The structure of payroll system in enterprise 15

1.3.7.2 The forms of salary 16

CHAPTER II: EVALUATION OF HUMAN RESOURCES MANAGEMENT AT TAN CANG-128 JOINT STOCK COMPANY 17

2.1 Introduction of company 17

2.1.1 General introduction 17

2.1.1.1 Saigon Newport 17

2.1.1.2 Tan Cang-128 Joint Stock Company 19

2.1.2 The process of formation and development 20

2.1.3 Organizational structure 20

2.1.4 Infrastructure 22

2.1.4.1 Wharf and warehouse, container yard system 22

2.1.4.2 Equipment 24

2.1.5 Several statistics of Tan Can-128 Joint Stock Company 25

2.2 General information of labor situation in Tan Cang-128 Joint Stock Company 26 2.2.1 Labor characteristics in company 26

2.2.2 Labor structure in company 26

2.2.3 Classifying the labor situation in Tan Cang-128 Joint Stock Company 27

2.2.3.1 Classification in age 27

2.2.3.2 Classification in gender 28

2.2.3.3 Classification in educational level 29

2.3 The current situation in human resources management of Tan Cang-128 Join Stock Company 30

2.3.1 Human resources planning 30

2.3.2 Human resources recruitment 31

2.3.3 Human resources training and development 34

2.3.4 Evaluating the capability of work implementation 35

2.3.5 Labor remuneration 37

2.3.6. Human resources arrangement 40

2.4 General evaluation of human resources management in Tan Cang-128 Joint Stock Company 42

2.4.1 Advantages 42

2.4.2 Disadvantages 43

CHAPTER III: RECOMMENDATIONS FOR IMPROVING HUMAN RESOURCES MANAGEMENT AT TAN CANG-128 JOINT STOCK COMPANY .45

3.1 Future plan 45

3.2 Recommendations for improving human resources management 46

3.2.1 Recommendations for improving the training and development of human resources 46

3.2.2 Recommendations for improving the evaluation of work implementation 47

3.2.3 Recommendations for improving encouragement for laborers 48

3.2.4 Recommendations for improving the quality of human resources recruitment50 3.2.5 Recommendations for utilizing actively and reasonably labor 52

CONCLUSION 54

Reference 55

1 The reason of research

In our contemporary life, the human resources has indeed become the most valuableassets, is the key to the success of each organization, each enterprise in the marketeconomy Therefore, to be survival, get empowering and sustainable development inthe market economy, one of the effective measures is that enterprises have to enhancethe efficient use of its human resources Each enterprise has different approaches withenterprise practices and brings the highest efficiency

During practicing at Tan Cang-128, through the study of the use of human resources inthe enterprise, I found that firms have been actively carried out this task by effectiveway However, because the conditions are limited so the utilization of personnelresources in the enterprise has some limitations which requires enterprise has to takemeasures to solve Because of the importance of improving efficient use of humanresources combined with passion for research on human resources and the desire tocontribute my small part in solving the practical use of personnel resources inenterprise, I boldly chose research topics: “Recommendations for improving humanresources management at Tan Cang-128”

2 The purpose of research

I write this dissertation with the purpose is that propose recommendations forimproving human resources Besides objectives:

 Introduce the theoretical basic of human resources management

 Introduce Tan Cang-128 Joint Stock Company

 Evaluate and propose recommendations to improve human resources at TanCang-128

3 The scope of research

In the scope of research, I give an overview about human resources management.Particularly I analyze 2 main parts of human resources management at Tan Cang-128Joint Stock Company and clarify them in the presentation, they are:

 Human resources training and development

 Labor remuneration

4 The methodology

Quantities research: Can generalize research findings size, useful for obtaining datathat allow quantitative predictions to be made Data collection using some quantitativemethods is relatively quick (e.g: telephone, g-mail) Provides precise, quantitative,numerical data and it is useful for studying large numbers of people

Secondary research: references and data are collected from websites, journal articles,books and company website

5 Structure of dissertation

My dissertation includes three main chapters:

 Chapter I: Theoretical basic of human resources management

 Chapter II: Evaluation of human resources at Tan Cang-128 Joint StockCompany

 Chapter III: Recommendations for improving human resources management atTan Cang-128 Joint Stock Company

CHAPTER I: THE THEORETICAL BASIC OF HUMAN

in a more detailed way, human resources are the whole people of working age, whohave the capacity to work

For a business, according to the textbook of “Human Resource Management” ofNational Economics University (2014), “the human resources include all theemployees working in that organization, and personnel are understood as a resource ofeach person, which includes mental and physical strength" In addition, physicalstrength expresses body health, it depends on the size, health condition of each person,living standards, income, diet, work regime and relax Physical strength of humandepends on age and working time, gender Mentality reflects the thinking,understanding, the acquisition of knowledge, skills, aptitudes and attitudes, confidenceand dignity of each person In the manufacturing business, the exploitation of thepotentials of human physical is limited The potential exploitation about the mentality

of the people is at a new level, never exhausted, because this is still more mysterioustreasure of man

1.1.2 The role of human resources

Effective and appropriate management, exploitation and use of the resources of thecountry contribute significantly in promoting economic development - society of eachcountry In these resources, human resources have decisive role in the existence anddevelopment of the country Therefore the training and constant improvement thequality of human resources are top concern of society

Human resources are valuable internal resources If we exploit and promote well, itwill be important to create other resources To continuously satisfy the needs of thephysical, mental increasingly be enhanced, in terms of other resources are limited,human increasingly aims at the maximum exploitation of its potential ability togradually replace other resources The development of the economy - society cannotlack of skilled workforce, the experts and technical scientist with highly qualified,dynamic leaders, resourceful.

1.2 Human resources management

[ CITATION MSG15 \l 1033 ].

According to Tran (2010) Human Resource Management is a system of philosophy,policy and functioning of attracting, training-developing and maintaining human of anorganization to achieve optimal results for both the organization and workers

1.2.2 The target of human resource management

Human Resource Management will help administrators achieve the purpose, resultsthrough others Human Resource Management study issues of people management inorganizations at the micro-level, there are two basic objectives:

 Use effective human resource to enhance labor productivity and improveorganizational effectiveness

 To meet the increasing needs of employees, facilitate employees to maximizeindividual capacities, who are stimulated and encouraged the most at theworkplace and loyal, conscientious with enterprise.

1.2.3 The role of human resources management

According to Tran (2010), in economic terms human resources management helpsenterprises to exploit the potential of improving labor productivity and competitiveadvantage of enterprises on human resources

In social terms, human resources management represents the views of workers' rights,promotes the position, the value of laborers, focuses on resolving harmoniously thebenefit relation between organizations and enterprises and laborers, contributes toreduce conflict between capital and labor in the enterprises

In addition, Manisha Vaghela (2011) argued that human resources managementdevelops training for employees and providing the resources they need to stay up-to-date on their jobs, several resources include a library of industry informationencouraging employees to continue their education by subsidizing tuition costs andnotifying employees of seminars and classes that would assist in the development oftheir job skills When used in this manner, human resources management keeps yourworkforce currency on the changes in the industry it allows your company to adaptquicker to changes and keeps you ahead of the competition

1.3 Basic contents of human resources management

1.3.1 Human resources plan

Human resource planning is the process of researching, identifying human resourceneeds, providing policy and implementing programs and activities to ensure businesseshaving sufficient human resources with the qualities, suitable skills to perform the jobwith productivity, quality and efficiency Typically, the planning process is performed

in the following steps:

Recommendations for improving human resources management at Tan Cang-128 Joint

Labor level is regulations for workers to complete a certain workload Labor norms is

the process of determining labor level, certain consumption levels needed to laborers

completing a certain task

Nguyen Ngoc Tuyen- Class: GMA021A nalyzing environm ining objectives and strategies for businesses.2A nalyzing the current state of hum ent in the enterprise.3Forecasting w ith the goals and plans for long-term ining w ork analysis (the short-term an resources (w ith the goals and plans in long-term and of personnel resources (w ith the goals and plans in short term ).5A nalyzing supply and dem s w needs and im prove efficient use of personnel.6Im plem ent in the enterprise in step (5).7E xam entation.Page 6

Labor levels are classified into three main categories are: the duration and rate ofproduction, the level of service.

1.3.2.2 The role of labor norms

As a basis for determining the rights and responsibilities of workers, in order toaccurately assess the situation of the work of employees Assess skill levels, the level

of contribution of each member to the overall result of the business, and on that basisestablish reasonable salary regime

The labor norms have an important role for human resource management issues.Through labor norms, administrators can assess objectively the degree of completion ofwork of employee, consciousness and responsibility for their assigned work

1.3.3 Human resources recruitment

Inside applicant source of enterprises: For people who are working in enterprises, when

we recruit these people to do in the higher position, the position that they areundertaking, we have created good incentives for everyone working in the enterprise

We can use the following methods: using recruitment notices - notices of job positionhiring This notice is sent to all employees in the enterprise This notice includesinformation on the duties of work and the qualifications required to recruit or theintroduction of officials and employees in the enterprise

Outside applicant source from enterprises: They are newcomers to apply for a job,these people include: Friends of employees or former employees (former employee ofthe company), candidates apply for a job; employees of other companies, universitiesand colleges, the unemployed, self-employed people We can use the followingmethods: Through advertisement: advertisement is a form of attracting candidates that

is very effective, especially for large enterprises Through labor service office: theusage the labor service office has benefits is that reduce the searching time,interviewing and selecting candidates or recruitment of graduates from universities andcolleges Other forms: according to authority's introduction, from employees in theenterprise; by candidates to getting a job themselves and via the Internet

1.3.4 Human resources arrangement

Arrangement and utilization of human resources in the enterprise is the arrangement ofinternal employees in business to put the right person in right position in order to meetthe requirements of the business production and make demands of maturity anddevelopment from individuals suitable with the requirements of the business, (Tran2010)

1.3.4.1 Orientation

Orientation is a program designed to help new employees become familiar with thebusiness and began their work effectively An orientation program includesinformation on, (Tran 2010):

 The daily work needs to be done and how to do the work

 Wages and remunerated methods

 Bonuses, benefits and services

 The rules and regulations on labor discipline, labor safety

 The means for daily life, health and information

 The organizational structure of the enterprises

 Objectives and tasks of business production, products and services

 The history and tradition of the business

 The fundamental value of the enterprise

 To fix these flaws in labor arrangement.

The transferring types:

 Transferring of production: to regulate labor due to the demand of production

 Alternative transferring: to fill vacant job positions

 Transferring of flaws correction: to fix errors in recruitment or arrangement oflabor

1.3.4.3 Nomination

Nomination is that put workers in a job position with higher salary, prestige and greaterresponsibility, with better working conditions and more opportunities for development,Tran (2010)

The purpose of nominations is that payrolls employees in a vacant working positionwhere the seat is rated as higher value of their old position in order to meet the demand

of payrolls of officials and development of enterprise, and meet the development needs

of each employee

There are two types of nominations:

 Horizontal Nomination: moving workers from one job position in onedepartment to another job position with higher rank or equivalent in other parts

 Straight Nomination: moving employees from one location at an existing job tohigher position in the same department

The nomination's activities if they were organized and managed, will bring manypositive effects for both workers and enterprises:

 Meeting the needs of human resources and development of enterprises, and usethe talent of employees

 Encouraging employee best serve according to their abilities and strive toimprove professional skills

 Help enterprises can retain skilled workers, talent and attract skilled workers toenterprises

 In order to the process of promotion achieves good results and has a positiveeffect, enterprises need to has the appropriate policies to encourage thedevelopment of the individual and the nomination procedures are clear,consistent.

1.3.5 Training and developing human resources

The demand for training and staff development in the organization increased rapidlywith the development of cooperation and international competition, advancedtechnological and the pressure on society and economy Training is considered as afundamental element in order to meet the strategic goals of the organization In thepresent life, the quality of employees has become one of the important competitiveadvantages of businesses around the world The reality has proven that investment inhuman resources can bring greater efficiency compared with the investment inrenovation and technical equipment and other factors of production and businessprocesses Therefore in the business, training, human resources development should beimplemented organizationally Training is a systematic process to nourish theaccumulation of skills, rules, concepts and attitudes leading to more proportionalitybetween the characteristics of employees and the requirements of the work.Development is a long process to improve the capacity and motivation of employees inorder to turn them into valuable future members of that organization Developmentincludes not only training but also career, experience…

1.3.5.1 Determining needs of training

For the training programs bring practical effects, it is important to correctly identifytraining needs The training programs should be conducted only when enterprises havesufficient basis to conclude enterprises that the working efficiency of enterprises andindividuals is not high due to their employees lacking knowledge and skills that are notappropriate with work The identification of training needs of the enterprise must beanalyzed to aggregate demand categories:

 Enterprise analysis: analysis of enterprises needs to assess effectively indicators

in terms of organization, preparation plans of the adjacent staff, employees and

organizational environment In environmental analysis, organizations need toassess fully the perspectives, sentiments and beliefs of the members of theenterprise, for organizations, businesses and the impact of inadequate trainingproblems to have no good points in the organizational environment.

 Operational Analysis: analyze operational determine what kind of skills andbehaviors necessary to perform the job well Analysis focused operationaldetermine what employees need to do the job well

 Analysis staff: This analysis type focuses on the competencies and personalcharacteristics of employee, is used to determine who needs to be trained andwhat skills, knowledge, opinion need to be perceived or focused during trainingand development

1.3.5.2 Determining target of training

The ultimate goal of training is to achieve the highest efficiency in terms of theorganization, the maximum use of personnel However, to achieve that ultimate goal,the enterprise still needs to achieve other intermediate goals Therefore, in the process

of training must present accuracy, clarity, brief of set targets Without them theconstruction of the training programs will be difficult to achieve high efficiency,difficult to determine the results that should be achieved of the training programs

1.3.5.3 Selecting appropriate methods

The training methods are various and suitable for each object, from student ininternships time, direct production workers, first-line level administrations (inspectors,the workshop manager) to intermediate and advanced level administrations Eachapproach has implementation ways, advantages and disadvantages that enterprisesshould consider to choose for suitable working conditions and characteristics in terms

of labor and its financial resources With each training method has respective facilitiesrequiring enterprises to choose how to actually suit their circumstances

1.3.5.4 Implementing training program

According to the textbook of Tran (2010), there are several training programs:

Training before working:

 Orientation for labor: the purpose of this type is to disseminate information,orientate and provide new knowledge as explanation for the workers on thenew organizational structure of the organization, or provide information of theorganization for beginners

 Skills development: new people have to gain the necessary skills to do their joband their experience to gain new skills as their job changed or a change of thesystem, the technology

 Safety Training: This type of training is conducted to prevent and reduceoccupational accidents and to meet the requirements of the law In some cases,this type of training is repeated regularly

Training while working:

 Professional training: the purpose of this type is to avoid the knowledge andprofessional skills that are outdated This training aims to disseminate thenewly discovered knowledge or the knowledge in the fields related to the jobwith specific characteristics such as law, accounting, medicine

Training supervisors and managers: the supervisors and managers should be trained toknow how to make administrative decisions and way of working with people This type

of training focuses on the following areas: decision-making, communication, problemsolving and creating motivation

1.3.6 Assessing the capability of work implementation

 Helping employees adjust, repair the mistakes during working process

 Stimulating, motivating employees through the provision of assessment,recognition and support.

 Providing information as the basis for the issue of training, salary, reward,employee transfers, improving organizational structure

 Developing the understanding of the company via conversation aboutopportunities and career planning

 Strengthening good relations between superiors and subordinates

1.3.6.2 The contents and order of implementation

Assessing the work implementation capability of staff is implemented in 7 steps, (Tran2010):

Recommendations for improving human resources management at Tan Cang-128 Joint

raining assessm ent skills.4D

ith staff about the content and scope of the assessm ent.5Im

plem ent evaluation.6D

objectives and results to em ployees.

Recommendations for improving human resources management at Tan Cang-128 Joint

Stock Company

1.3.7 The remuneration

1.3.7.1 The structure of payroll system in enterprise

Figure 1.3: Payroll system structure in the enterprise

Source: Tran (2010)

Material remuneration is an important motivation to promote enthusiasm of employees

with a sense of responsibility and strive to improve the efficiency of the work assigned

 Basic salary: The salary is determined on the basis of all the basic needs of the

biology, sociology, complexity and level of labor consumption in average

working conditions of each sector and job

 Salary subsidies: the amount of money is paid beyond basic salary The form of

salary subsidies such as responsibility allowances, hazardous allowances or

Nguyen Ngoc Tuyen- Class: GMA02 Page 15

regional allowance Subsidy has significant meaning in stimulating workers towell perform work in difficult conditions, more complex than normal.

 Bonus: a kind of stimulus material has very positive effects for workers instriving to do the job better In fact, enterprises apply several forms of reward

as following: productivity reward, savings, rewards in innovation and bonusesaccording to the results of production and general business operations of thebusiness

 Welfare: demonstrates the concern of enterprises to life of workers, has astimulating effect on the loyalty of employee to the enterprise Enterprise'sWelfare includes health insurance, social insurance, pension, holidays,allowances for staff who has particularly difficult circumstances, enterprise'sgifts for employees on special occasions

Nonmaterial remuneration plays an important role to satisfy the diverse needs ofemployees Higher living standards, the demand for spirit is higher and higher, spiritualencouragement measures applied to meet the increasing demand of workers: Promotionopportunities (get higher position with higher salary in company), interesting job(create enthusiasm for each employee) and working conditions (comfortable andfriendly atmosphere

1.3.7.2 The forms of salary

Salary paid by time: Salary paid for employee is often calculated basing on the number

of working time and salary’s unit price in one time unit (hour, day, month or year)

Formula: Salary =The number of days, hours that worker implemented x Salary level

Day salary=Month salary/26

Hour salary=Hour salary/8

Salary paid by products: employee will be paid basing on the result, which they

reached

Formula: Salary =The number of completed products x Product unit price

CHAPTER II: EVALUATION OF HUMAN RESOURCES MANAGEMENT AT TAN CANG-128 JOINT STOCK

COMPANY

2.1 Introduction of company

2.1.1 General introduction

2.1.1.1 Saigon Newport

Was established on 15 March 1989 in accordance with the Decision No 41/QP

by the Minister of Defense Since December 2006, the company has transformed into aholding company On 9 February 2010, Saigon Newport Company became SaigonNewport Corporation in according to the decision No 418/QD-BQP by the DefenseMinister Saigon Newport manages a system of the premises from the North to theSouth with tens of subsidiary operating in different economic fields The SNP’sterminals include: Tan Cang Terminal, Tan Cang-Cat Lai Terminal, Tan Cang- HiepPhuoc in Ho Chi Minh city, Tan Cang-Cai Mep deep sea terminal (TCCT, TCIT) andTan Cang-Cai Mep ODA terminalin Baria Vung Tau, Tan Cang- middle Terminal inQuy Nhon, Tan Cang- 128 terminal, Tan Cang-198 terminal in Hai Phong, Tan Cang-

My Tho terminal, Tan Tra Noc terminal, Tan Sa Dec terminal, Tan Cao Lanh terminal As the leading terminal operator in Vietnam, Saigon Newport istrying its best efforts to perfect the service quality and commits itself to providecustomers with the door- to -door services with the motto “Come to SAIGONNEWPORT, Come to THE BEST QUALITY SERVICES”!

Cang-Business activities: Terminal/Yard/Warehouse services; Free Port/Transshipment Portservices:

 Inland Clearance Depot services, Cargo stevedoring, packaging, storing,forwarding services

 Logistics services; customs clearance services

 Inland & marine transportation; multimodal transportation

 Pilotage & tugboat services

 Container/vessel sanitation & repairing; ship chandlers services

 Maritime services; marine brokerage; vessel agent; shipping agent

 Education and training in marine and logistics

 Salvage, dredging & rescue services

 Mechanical services

 IT solutions and application, IT training services, IT equipment agent

 Construction & repairing for marine, industrial & civil projects

 Real estate & office building

 Exhibition, conference & trade center

 Production of construction materials

 Oil/petrol agent & transport

Organizational structure

Figure 2.1: Organizational structure of Saigon Newport Source: Saigon Newport Corporation (2014)

2.1.1.2 Tan Cang-128 Joint Stock Company

English name: Tan cang - 128 Hai Phong Joint Stock Company Address: Head office:

Ha Doan, Dong Hai Ward 2, Hai An District, Hai Phong City Tel: 0313.614.388, Fax:0313.769.686, email: tancang128@haiphong.com.vn Scope of business: Seaport andlogistics service, Saigon Newport Corporation (2014)

Business Activities:

 Multimodal transportation

 Seaport service

 Loading/ unloading goods services

 Handling/ stevedoring services

 Packing services

2.1.2 The process of formation and development

During 26 years of the establishment and development (15/3/1989-15/3/2015), SaigonNewport Corporation has become the most modern, professional and biggest containerterminal operator in Vietnam with the sea -port operation services like: cargo handling,Logistics, Maritime services, salvage, pilot, real estate, office building, civil andmilitary construction and multi-modal transportation services In the present time, theSaigon Newport holds the leading market share among the terminal operators inVietnam The import-export container throughput of Saigon Newport has accounted formore than 85 % of the market share in Ho Chi Minh City area and nearly 50 %nationwide Besides the terminal development, Saigon Newport has also focused on theenlargement of the Logistic network Saigon Newport owns the ICD in the centre ofthe industrial parks like Tan Cang- Song Than ICD in Binh Duong Province, TanCang- Long Binh ICD in Dong Nai province, Tan Cang ICD in Ho Chi Minh city,Nhon Trach depot in Dong Nai province and the coming Tan Cang- Cai Mep ICD inBaria Vung Tau SNP has also deployed the barging routes to connect Cambodia,Mekong Delta to Tan Cang- Cat Lai and ICDs in Ho Chi Minh City and the terminals

in Cai Mep In the future, the waterway transportation from Ho Chi Minh City and CaiMep to the central provinces of Vietnam shall also be developed, Saigon NewportCorporation (2014)

2.1.3 Organizational structure

Recommendations for improving human resources management at Tan Cang-128 Joint

dm

ber

There are total 19 departments in Tan Cang-128, in which there are 5 big chambers thathold administrative rights of each mission in production and business, they are: board

of directors, controlling chamber, business plan, mechanized engineering andadministrative chamber

2.1.4 Infrastructure

2.1.4.1 Wharf and warehouse, container yard system

Capacity, Saigon Newport Corporation (2014):

 Total area: 160.000 m2, including:

 Container Yard: 107.000 m2, capacity: 11.000 TEU

 Domestic Warehouse: 700 m2,

 Yard: 52.300 m2

 Barge quay: 150 m, net productivity: 32 move/ h/ barge

 Annual throughput: 63.000 TEU/ year

Figure 2.3: Container yard at Tan Cang-128 Source: Saigon Newport Corporation (2014)

Figure 2.4: Quayside at Tan Cang-128 Source: Saigon Newport Corporation (2014)

2.1.4.2 Equipment