Quản trị hoạt động kế hoạch sản xuất kinh doanh tác nghiệp của dịch vụ phục vụ hàng không tại NASCO e

Working at NASCO makes me notice the role of operation management of business and production plan of company during development process.. Besides introduction and conclusion, the main co

Quản trị hoạt động kế hoạch sản xuất kinh doanh tác nghiệp của dịch vụ phục

vụ hàng không tại NASCO INTRODUCTION

In 2006, Vietnam became an official member of the World Trade Organization (WTO) This opens up great opportunity for Vietnam's economy in general and Vietnam enterprises in particular As a member of WTO, Vietnam enterprises will get an open and dynamic business environment However, there arise large challenges for Vietnam enterprises It is the intense competition in all activities, because we also have to make commitments during process of integration to WTO In order to not fail on the "home", and have the opportunity to reach out to the outside market, every business must constantly improve production and business activities, access to modern management ideas in the world

Previously, goods are not produced at the right place and right time when people want to consume It caused disadvantages such as:

- High production and supply;

- Value of products is not high;

- Unable to meet the maximum demand of consumers

Thereby leading to low competitiveness, unable to meet customer needs, low business results

Effective operation management helps company optimize resources Due to effective operation management, value of commodity is added, and incorporation of the stages from input materials to market have reduced business costs, created huge competitive advantage for businesses, especially in the fierce competitive environment

Noi Bai Airport Service Joint Stock Company (NASCO) is a business with diversified

supporting services of the aviation sector, now is also facing the enormous competition from other firms in the same industry Working at NASCO makes me notice the role of operation management of business and production plan of company during development

process Therefore, in the range of this research, I selected this topic "Operation

management of business and production plans of aviation services in NASCO", to

study for operation management subject

Besides introduction and conclusion, the main content of this topic is divided into 3 parts:

 Part 1: Overview of Noi Bai Airport Service Joint Stock Company (NASCO);

 Analysis 2: The process of providing services and operation management of production and business plan of aviation service in NASCO;

 Part 3: Management of production and business activities of aviation service

at NASCO.

Part 1: Overview 1.1 Overview of NASCO

The precursor of NASCO is a state-owned enterprise - NORTHERN AIRPORT SERVICES COMPANY, abbreviated as NASCO), was established and officially went into operation on 01/7/1993 Vietnam Aviation Corporation (VNA) is a shareholder who owns most of NASCO shares

After equitization, inherit and develop solidarity tradition to establish enterprise, NASCO built up quality control system followed ISO 9001:2008, increased investment in innovation of technique, technology and management mechanism

As a result, production and business continued to grow in both scope and efficiency and company’s brand name becomes more prestigious, working and living conditions of officers and employees are improved Service is provided by NASCO: duty-free shops ; international souvenir shop; department store ; restaurant; passenger

transportation; delivery service and express delivery by airway; hotel and tourism; air ticket agent; other involved services (Source website: nasco.com.vn)

NASCO's regular customers: Vietnam Airlines, Russian Aeroflot, Vladivostok Air, Korean Air, Asiana Airlines, Hongkong Airlines, Japan Airlines, China Airlines, China Southern Airlines, Dragon Air, Malaysia Airlines, Mekong Air, Qatar Airways, LOT Polish Airlines (Source website: nasco.com.vn)

Part 2: The process of service providing and operation management

Production and business plan of aviation services at NASCO.

2.1 Service for air cargo

FLOWCHART OF AIR CARGO SERVICE PROCESS

AIR CARGO SERVICE Imported cargo service process Exported cargo service process

- Customers contact

with customs who supervise and check goods to complete the exporting procedure of consignment

- Complete air procedure as regulated corresponding to each specific type of shipment

- Show the Card of Weighing stamped by customs to import

- Observe NASCO staff

to determine quantity, weight, size of shipment

- Payment of all incurred service fees at collecting bank’s counter

- Customers pay all involved fees at the counter after completing air procedure

- Goods are screened for security by Airport Authorities

- Customers contact with customs to complete import procedure of shipment

- Customers bring Card

of Weighing stamped

“Paid” of NASCO and other necessary

Representative office of Air Agents to issue air way bill

- Customers bring delivery bills, receipts and airway bills to counter adopting this bill (next to area of international stock) to complete procedure and wait for shipment

(Flowchart of aviation service process at NASCO – Source NASCO)

Customs procedure

Aviation

procedur

e

Aviation security

screening

Issue Air

way bill

Complete air

procedures

Complete air

procedures

Payment

of

service

fees

Payment

of

service

fees

Complete customs

procedure

Complete customs

procedure

Receive

shipment

Receive

shipment

2.2 Management of business and production plan

2.2.1 Purpose

Regulating consistent principles, methods to set up and monitor the situation of implementing production and business plan

2.2.2 General principles

a) Planning

 Orientation and objective of production and business plan: be conventional with quality policy of company, needs and trend of market, ensure to implement strategy, maintain and develop business

 Order to set up production and business plan: production and business plan

is made by company under direction and guidance of Board of Directors, Director

b) Báo cáo tình hình thực hiện kế hoạch.

Report on implementation of plan.

 Purpose:

- Providing completely information, timely and accurately for functional departments of company, ensuring to integrate for assessment of business performance, serve management activities of company’s leaders

- Reporting to Board of Directors and the state authorities concerned

 Order to make a report: The report shall be made from the base unit to the Company

FLOWCHART OF IMPLEMENTING THE PRODUCTION AND BUSINESS PLAN AT NASCO

Director, Department

of Plan Assessment

Departments

Plan Assessment

committee

Director and

functional departments

Board of Directors

Director

Departments

Disagree

Agree

Disagree

Agree

Not adjust plan Adjust plan

Resolution of Board

of Directors Directive of Director

Documents of plan and report

Documents of plan assessment from functional departments

Report of Board of Directors and Director

Approval of Plan by Director

Plan delivered by Director

Part 3: Management of business and production activities of aviation service

at NASCO

3.1 Objectives of business and production plan of air cargo service in 2012

Chỉ thị planning; Decision to establish Plan

Assessment commitee

Planning for Departments

Assessment of Departments’s ơlan

Planning for Company

Approval of plan

Deliver plan to departments

Implementation and report

Report Assessment

To build production and business plan in a year, NASCO offers overall objectives

and needs of resources and costs, invests in aviation services to deploy business in 2012,

Indicators of output and revenue strive to operate at a higher rate over the previous year,

specifically as follows:

 Air service output in 2012:

- Importing volume is 3530 tons, 44% increase compared to 2011

- Exporting volume is 210 tons, increase of 2315 compared to 2011, see detail in Table 1

 Revenue of aviation services in 2012: Total revenue of airline service is 34,813,661,000, increase of 124.5% compared with that in 2011, and total profit before tax increases 127.88%, respectively 6,080,182,000 VND, see details in Table 1

Table 1: Overall objectives of business and production plan of air service in 2012

Plan 11

Actual Implement ation 11

Imple mentat ion11/

Plan11 Plan 12

Plan12/

Plan11

Plan12/ Impleme ntation1 1 Output

Aviation service 1000đ 9.904.311 9.230.557 93% 10.366.063 112% 112,30% Aviation logistics 1000đ 8.024.115 8.857.166 110% 10.314.038 116% 116,45% Delivery and customs

declaration service,

import and export

consultancy 1000đ 5.752.000 6.476.156 113% 4.538.155 70% 70,07%

1 Salary 1000 đ 5.192.553 4.332.410 83% 8.099.015 156,0% 186,94%

2 Depreciation 1000 đ 3.842.708 3.368.023 88% 3.984.460 103,7% 118,30%

3 Overhead 1000 đ 2.879.793 3.531.509 123% 2.413.982 83,8% 68,36% 6

Expenses for service

provided from outside 1000 đ 10.985.743 11.063.057 101% 11.176.603 101,7% 101,03%

8 Maintenance and Repair 1000đ 570.459 198.882 35% 357.544 62,7% 179,78%

3.2 Production and business operation management of aviation service in 2012

.Managing the process of aviation service providing and production and business

operation of aviation service coordinates activities and resources to achieve objectives in

the business plan of company

3.2.1 Set up and monitor feasible production and business plan (Estimating

yield close to reality) by SMART model

 S - Specific: Specific objectives in Table 1 reproduced obviously final operation

result For example: target output in 2012 is 3.740 tons, sales of 2012 is 34,813,611,000

VND In particular, during the process of business and production, NASCO separates and

manages two different services, that are imports service and exports services.This will

make company easier in the effective management of each service and resource allocation

for each service more appropriately

 M - Measurable: The goal of Company is quantitative indicator and measurable.

Estimated revenue of company in 2012 is 34,813,611,000 VND, equivalent to the

growth target is 124.5% This objective is specific and measurable; this will be

clear goal for company to strive

 A - Achievable: In the situation of economic crisis, company maintains growth

target of 25.5% which is quite high and expresses the determination of striving in

operation of production and business However, this is not too high number, if

compared with the average growth rate of over 30% (Income statement of NASCO

in 2009, 2010, 2011), in three years recently of company

 R - Relative: The goal of NASCO worked out in business plan for aviation

services is not appropriate with development goal of this sector, the minimum growth rate is 22%

T – Time base: For this criterion, company has guaranteed limitation in time to reach sales targets for each month, quarter and year

No Production Unit Plan 2012 Total QI Total QII Total QIII Total QIV

(Source: Production and business plan of NASCO 2012)

3.2.2 Improvement of service process to optimize exploitation capacity of existing resources.

a) Improving internal process: NASCO constructed quality control system

followed ISO 9001:2008, strictly regulated goods processing bringing optimum utility to customers Previously, customer service process consists of 6 steps, but now as ISO 9001:2008 this process has been reduced for only 4 steps This is a breakthrough improvement in management of service providing in NASCO However, in the process of implementation, lack of supervision mechanism and internal control makes service quality not good and cannot exploit maximum potential of company Under ISO 9001:2008 about time base, time to complete procedures and documents for import and export is 20 minutes But in fact, due to staffing, working ability and bureaucracy, this time base is broken According to survey and sample research to improve this process, current average time is 35 minutes / dossier Therefore, the working efficiency has decreased due to ineffectiveness in operation of service process

To overcome this problem, it should improve process diagram as follows: add section of quality monitoring at the stage of aviation procedures to check and supervise working process in accordance with standard and proposed diagram:

AIR CARGO SERVICES Imports service process Exports service process

b) Diversification of services provided: Company currently only

offers unique services for aviation NASCO needs further research and deploys more services such as courier; door to door - delivery; mail

Besides, due to airports located far from the city center, it should make it difficult for customers to receive and send out The company should build project of delivery and receipt of exports in the city Therefore it can meet requirements of various customer segments and develop additional services such as transport, storage of goods within the city

3.2.3 Management of human resources quality improvement

Customs procedure

Aviation

procedur

e

Aviation

procedur

e

Aviation security

screening

Aviation security

screening

Airway

bill

issuing

Airway

bill

issuing

Aviation procedure

Service

fees

payment

Service

fees

payment

Customs procedure

Receivin

g goods

Receivin

g goods

Supervision of implementation process

Supervision of implementation process

Supervision of

implementation

processs

Supervision of

implementation

processs

Due to operating in the field of business services, besides the quality of services, human resources and quality of human resources plays a decisive role So, in the process

of finishing services, NASCO constantly improve the quality of staff and allocate resources appropriately for service providing of company

Organizational chart of service exploitation and operation

(Source: Organizational chart of human resources at NASCO)

Head of Departments: Those who have experience in administration and operation

reporting to Board of Directors;

 Operation team: Be trained in home and foreign countries (CAT certificate)

carrying out aviation procedures: air way bill; goods declaration; the type of import and export bill;

 Aviation warehouse team: Once finished aviation procedures, implementation

of storage according to classification of goods to return to clients as prescribed;

 Transport team: carrying out the cargo transportation as order;

 Unloading team: professional training for loading and unloading of goods

transported by airway;

According to the organization structure of operation department, the functional sections are assigned to specialize in teams The decentralization of scientific management has brought high effectiveness in business providing process due to the professionalism of departments and coordination during implementing

Board of Directors

Executive Department

Executive Department