NATIONAL ECONOMICS UNIVERSITY
EXCELLENT EDUCATIONAL PROGRAM
BACHELOR’S THESIS
TOPIC: Metal import of Quang Minh Phat Vina Limited
Liability Company for the period 2021 - 2024 and orientation to
2030
Student name: Nguyen Tuan Dat
Major: International Economics
NATIONAL ECONOMICS UNIVERSITY
EXCELLENT EDUCATIONAL PROGRAM
BACHELOR’S THESIS
TOPIC: Metal import of Quang Minh Phat Vina Limited
Liability Company for the period 2021 - 2024 and orientation to
2030
Student name: Nguyen Tuan Dat
Major: International Economics
Class: International Economics EEP 62A
Student code: 11200756
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
DECLARATION
I hereby declare that this assignment is entirely my own work. All quotations
and materials used in this assignment are honest, properly sourced, and ensure the
highest accuracy to the best of my knowledge. Should this not be the case, I am willing
to bear full responsibility for my assignment.
.
Student
Dat
Nguyen Tuan Dat
ACKNOWLEDGEMENT
First and foremost, I would like to express my deep gratitude to the faculty
members of the National Economics University in general, and specifically to those
at the Institute of Trade and International Economics, for their dedicated teaching and
imparting valuable knowledge and experience to us.
I would especially like to thank Associate Professor Dr. Nguyen Thuong Lang,
who directly guided me throughout the course of this assignment. During the time I
worked with him, I not only continually learned and accumulated much useful
knowledge for myself but also learned about the spirit of serious and efficient work,
which are essential for me in my future studies and career.
Finally, I would like to sincerely thank the Board of Directors of Quang Minh
Phat Vina Limited Liability Company for providing me with the opportunity to intern
and gain practical experience in the field.
Student
Dat
Nguyen Tuan Dat
CONTENTS
DECLARATION ....................................................................................................... 3
ACKNOWLEDGEMENT ........................................................................................ 3
CONTENTS ............................................................................................................... 4
LIST OF ABBREVIATIONS................................................................................... 6
LIST OF TABLES .................................................................................................... 7
LIST OF FIGURES .................................................................................................. 7
INTRODUCTION ..................................................................................................... 8
1. Rationales for choosing the topic ..................................................................... 8
2. Research objectives ......................................................................................... 10
2.1. Objectives ................................................................................................... 10
2.2. Tasks .......................................................................................................... 10
3. Research Subject and Scope ........................................................................... 10
4. Research Methodology.................................................................................... 11
5. Structure of the Thesis .................................................................................... 11
CHAPTER 1: THEORETICAL BASIS OF IMPORT ....................................... 12
1.1.
Definition and types of import ................................................................ 12
1.1.1. Definition ................................................................................................ 12
1.1.2. Main types of import ............................................................................... 13
1.1.3. Role of Import ......................................................................................... 16
1.2.
Factors Influencing Import ...................................................................... 18
1.2.1. Internal factors ....................................................................................... 18
1.2.2. External factors ....................................................................................... 20
CHAPTER 2: ANALYSIS OF THE CURRENT SITUATION OF METAL
IMPORTS OF QUANG MINH PHAT VINA LIMITED LIABILITY
COMPANY IN THE PERIOD 2021-2024 ............................................................ 23
2.1. General introduction about Quang Minh Phat Vina Co., Ltd ................ 23
2.2. The organizational structure of Quang Minh Phat Vina Co., Ltd .......... 24
2.2.1. Organization chart of Quang Minh Phat Vina Co., Ltd .......................... 24
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
2.2.2. Personnel structure of Quang Minh Phat Vina Co., Ltd ......................... 27
2.3. Business results of Quang Minh Phat Vina Co., Ltd .................................. 33
2.3.1. Revenue situation of Quang Minh Phat Vina Co., Ltd in recent years ... 33
2.3.2. Cost situation of Quang Minh Phat Vina Co., Ltd in recent years ......... 36
2.3.3. Profit situation of Quang Minh Phat Vina Co., Ltd in recent years........ 38
2.4. Analysis the current situation of metal imports of Quang Minh Phat
Vina Co., Ltd ....................................................................................................... 40
2.4.1. Metal import process of Quang Minh Phat Vina Co., Ltd ................... 40
2.4.2. Metal import situation ............................................................................ 47
2.4.3. Analysis of achievements of metal imports by Quang Minh Phat Vina
Company Limited ............................................................................................. 49
2.4.4. Analysis of limitations of metal imports by Quang Minh Phat Vina
Company Limited.............................................................................................. 50
CHAPTER 3: ORIENTATION AND RECOMMENDATIONS FOR METAL
IMPORT OF QUANG MINH PHAT VINA LIMITED LIABILITY
COMPANY UNTIL 2030 ....................................................................................... 56
3.1. Development and orientation of Quang Minh Phat Vina Co., Ltd.'s until
2030 56
3.2. Recommendations for enhancing metal import of Quang Minh Phat
Vina Co., Ltd ....................................................................................................... 58
3.2.1. Optimizing Import Planning and Inventory Management More
Effectively ......................................................................................................... 58
3.2.2. Developing Quantitative Evaluation Criteria for Suppliers ................. 59
3.2.3. Testing and Evaluating New Payment Methods ..................................... 61
3.2.4. Enhancing Internal Human Resources Quality ................................... 62
3.2.5. Enhancing Financial Stability through Strategic Currency Risk
Management ..................................................................................................... 63
3.3. Recommendations for the Vietnamese government ................................. 64
CONCLUSION ........................................................................................................ 66
REFERENCES ........................................................................................................ 68
APPENDIX .............................................................................................................. 71
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
LIST OF ABBREVIATIONS
No.
Abbreviation
Full meaning
1
B2B
Business-To-Business
2
B2C
Business-to-Consumer
3
Co.,Ltd
Company Limited
4
FTA
Free Trade Agreement
5
GDP
Gross Domestic Product
6
L/C
Letter of Credit
7
Ltd.
Limited Liability Company
8
WTO
World Trade Organization
LIST OF TABLES
Table 2.1: Total number of employees (2021-2024) ................................................ 27
Table 2.2: Personnel structure by gender .................................................................. 28
Table 2.3: Personnel structure by age group ............................................................. 29
Table 2.4: Personnel structure by educational level ................................................. 31
LIST OF FIGURES
Figure 2.1: Illustration of personnel structure by gender .......................................... 29
Figure 2.2: Illustration of personnel structure by age group .................................... 31
Figure 2.3: Illustration of personnel structure by educational level ......................... 33
Figure 2.4: Total revenue of the last 3 years of Quang Minh Phat Vina Co., Ltd .... 34
Figure 2.5: Revenue structure of Quang Minh Phat Vina Co., Ltd. in 2023 ............ 35
Figure 2.6: Total cost for the last 3 years of Quang Minh Phat Vina Co., Ltd ......... 36
Figure 2.7: Cost structure of Quang Minh Phat Vina Co., Ltd. in 2023 ................... 37
Figure 2.8: Total profit after tax for the last 3 years of Quang Minh Phat Vina Co.,
Ltd ............................................................................................................................. 39
Figure 2.9: Metal import process of Quang Minh Phat Vina Co., Ltd ..................... 41
Figure 2.10: Total metal imports in the last 3 years of Quang Minh Phat Vina Co.,
Ltd ............................................................................................................................. 47
INTRODUCTION
1. Rationales for choosing the topic
Globalization and international economic integration have become key drivers
for socio-economic development, enhancing the overall strength and competitiveness
of the economies of most countries worldwide. The trend of international economic
integration is rapidly evolving in both breadth and depth at regional and global levels.
Particularly since Vietnam's official accession to the World Trade Organization
(WTO), the Vietnamese economy has increasingly integrated with regional and global
economies. Opening up the economy has become a significant impetus for economic
growth, contributing substantially to maintaining Vietnam's high annual growth rate.
Over the years, Vietnam's efforts in international economic integration have been
extensive, systematic, and effective across all channels of bilateral and multilateral
foreign relations, achieving significant milestones that positively contribute to the
country's socio-economic development.
In recent years, to accelerate the process of international economic integration,
Vietnam has actively participated in Free Trade Agreements (FTAs), especially the
new-generation FTAs. To date, Vietnam has established official relations with 189
out of 193 countries and territories (including 4 comprehensive strategic partners, 17
strategic partners, 13 comprehensive partners); it has trade relations with 224 partners
and cooperates with over 300 international organizations; signed more than 90
bilateral trade agreements, nearly 60 investment encouragement and protection
agreements; negotiated, signed, and implemented 19 bilateral and multilateral Free
Trade Agreements (FTAs) with most of the world's major economies. Of these, 16
FTAs are in effect with over 60 partners, covering continents with a total GDP
accounting for nearly 90% of the global GDP. This positions Vietnam as one of the
leading countries in the region in terms of participation in bilateral and multilateral
economic cooperation frameworks
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
In the last decade, Vietnam has witnessed robust growth in its export sector,
particularly in industries such as textiles, electronics, and agriculture. However,
parallel to the development in exports, Vietnam also faces significant challenges in
the import sector, especially with essential industrial materials and tools like metals.
In 2023, imports of key product groups crucial for various industries saw a significant
decline: steel types decreased by 17.8%, machinery, equipment, tools, and spare parts
by 8.1%, raw plastic materials by 20.1%, and chemicals by an estimated 17.4%.
Consequently, the import-export strategy towards 2030, issued in Decision No.
493/QĐ-TTg on April 19, 2022, has added the direction for developing the import
market for goods, elevating it to the same level of importance as the task of developing
the export market for goods. In the context of vigorous international economic
integration and the enormous potential from previously signed FTAs, domestic
enterprises operating in the industrial material import sector need to overcome these
challenges to effectively leverage these opportunities. They must develop specific
strategies that contribute to the sustainable development of the country's economy.
This involves not just navigating the current market conditions but also innovatively
adapting to the evolving global trade landscape to ensure long-term growth and
resilience.
Against this backdrop, local enterprises, including Quang Minh Phat Vina
Limited Liability Company – a company specializing in importing metals finds itself
at the forefront of the import sector, tasked with overcoming operational hurdles and
adapting to the evolving global trade landscape. In this journey, Quang Minh Phat
Vina aims to explore strategic initiatives that not only address current challenges but
also propel the company towards sustainable development. Recognizing the
importance of the industrial import sector and the current challenges faced by
domestic enterprises including Quang Minh Phat Vina, the research topic “Metal
import of Quang Minh Phat Vina Limited Liability Company for the period 2021
- 2024 and orientation to 2030” has been selected. This topic is chosen to delve into
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
the critical aspects of industrial imports, specifically focusing on metal imports, a key
area for many industries. The thesis aims to analyze the performance and strategies of
Quang Minh Phat Vina Limited Liability Company in this sector from 2021 to 2024
and to propose strategic orientations for the company leading up to 2030. The
selection of this topic underscores the significance of understanding and addressing
the challenges in the import sector, which is vital for enhancing the competitiveness
and sustainability of domestic enterprises in the global market
2. Research objectives
2.1. Objectives
The primary objective is to analyze the current situation, evaluate the
achievements and limitations of Quang Minh Phat Vina Limited Liability Company
during the 2021 - 2024 period, and thereby propose orientations and strategies for the
development of the company's metal import sector through to 2030.
2.2. Tasks
To achieve the research objective, the following tasks will be undertaken:
Firstly, analyze the theoretical foundations of import;
Secondly, provide an overview of the internship base: Quang Minh Phat Vina
Limited Liability Company;
Thirdly, analyze the current state of metal imports of Quang Minh Phat Vina
Limited Liability Company for the 2021 - 2024 period;
Fourthly, propose strategic orientations and resolutions for the development of
the company's metal import sector through to 2030.
3. Research Subject and Scope
Research Subject: Metal imports of Quang Minh Phat Vina Limited Liability
Company.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Research Scope: Metal imports of Quang Minh Phat Vina Limited Liability
Company for the 2021 - 2024 period and strategic directions through to 2030.
4. Research Methodology
Analytical, synthetic, and comparative methods will be used to accomplish the
research tasks. Additionally, in-depth interviews with the leaders, officers, and staff
of Quang Minh Phat Vina Limited Liability Company will be conducted to gain a
deeper understanding of the company's current situation and short- and long-term
development strategies.
Research data will be collected from two main sources: 1) Data from Customs
authorities and the General Statistics Office of Vietnam; 2) Data provided by the
Finance and Accounting Department of Quang Minh Phat Vina Limited Liability
Company.
5. Structure of the Thesis
Apart from the introduction, conclusion, table of contents, and list of
references, the thesis is organized into 4 chapters:
Chapter 1: Theoretical basis of import
Chapter 2: Analysis of the current situation of metal imports of Quang
Minh Phat Vina Limited Liability Company in the period 2021-2024
Chapter 3: Orientation and recommendations for metal import of Quang
Minh Phat Vina Limited Liability Company until 2030
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
CHAPTER 1: THEORETICAL BASIS OF IMPORT
1.1. Definition and types of import
1.1.1. Definition
Import activities are a component of international trade, which have existed for
a long time and have increasingly developed both in breadth and depth. The history
of import and export originates from the Roman Empire, when European and Asian
merchants imported and exported goods across the vast Eurasian landmass. Initially,
import activities primarily involved the exchange of tangible goods between nations,
or the movement of goods from the territory of one country to another. Today, import
activities have evolved into various forms, occurring on an almost global scale, across
all sectors and economic fields, involving both tangible and intangible goods.
Importing is one of the two activities that constitute foreign trade or
international commerce. According to the WTO, Import involves the transportation
and delivery of goods or services from any foreign country or territory into the host
country’s territory in accordance with customs law. As stipulated in Article 28,
paragraph 1 of the 2005 Commercial Law of Vietnam regarding the import of goods:
"Import of goods is the process by which goods are brought into the territory of
Vietnam from abroad or from special areas located on the territory of Vietnam
considered as separate customs areas according to legal regulations". Thus, it can be
understood as the process of bringing goods or services produced abroad into the
country for various purposes such as production, consumption, or re-export for profit.
Regarding the concept of import business, according to Article 2 of Circular
No. 04/TM-ĐT dated July 30, 1993, by the Ministry of Trade: "Import business of
equipment is the entire process of transaction, contract signing, and execution related
to the purchase of equipment and services in the customer relationship with foreign
countries". In other words, the import business can be understood as importing from
economic organizations, foreign companies, conducting the consumption of goods,
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
materials in the domestic market, or re-exporting with the goal of profit and
connecting production between countries.
1.1.2. Main types of import
1.1.2.1. Direct import
Direct import can be understood as a form where a domestic enterprise directly
negotiates and signs a commercial contract for importing goods with a foreign
enterprise without being bound by any third-party intermediaries. In this method, the
buyer and seller directly transact with each other, where the buying and selling
activities are not conditional upon each other. The buyer may solely buy without
selling, and the seller may only sell without buying. The main activity involves
domestic enterprises importing goods and materials from foreign markets for
consumption in the domestic market. With this form of import, the enterprise
conducting the direct import has the right to seek partners, determine prices, choose
payment methods within the framework of the state's import management policies,
and bear all risks and costs in the transaction. To proceed with signing an import
business contract, the importing enterprise must thoroughly research the demand for
materials, equipment in the domestic market, calculate all costs to ensure the import
business is profitable, negotiate meticulously about the transaction conditions with
the exporter, and follow the national legal corridor as well as international customs.
1.1.2.2. Entrusted Import (Indirect Import)
According to Decision No. 1172/TM/XNK dated September 22, 1994, by the
Minister of Trade regarding the issuance of "Regulations on consignment import and
export among domestic legal entities", entrusted import is defined as: “Entrusted
import is a commercial service activity in the form of import services. This activity is
based on a consignment contract between enterprises in accordance with the
regulations of the economic contract ordinance.” Thus, entrusted import or indirect
import is understood as, through a consignment contract, the importer of goods carries
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out commercial service activities by hiring an intermediary unit to represent and name
in importing goods.
The entrusted import contract is formed among domestic enterprises with their
own foreign currency, who have the need to import certain materials, equipment but
are not allowed to import directly or face difficulties in finding partners, carrying out
consignment import procedures for an enterprise with international trade functions to
conduct imports as per their request. The consignee must provide the consignor with
information about the market, prices, customers, and conditions related to the
consignment order, negotiate, and sign the consignment contract. The consignee must
carry out the import procedures and is entitled to a fee called a consignment fee.
1.1.2.3. Temporary Import for Re-export
Based on Article 29 of the Commercial Law 2005 regarding temporary import, reexport, temporary export, re-import of goods, it is specifically defined as: Temporary
import, re-export of goods involves goods brought from abroad or from special areas
located on the territory of Vietnam considered as separate customs areas according to
legal regulations into Vietnam, undergoing import procedures into Vietnam and
export procedures for the same goods out of Vietnam. Each country has its own
definition of re-export, but they all agree on the notion of re-export as exporting back
abroad goods that were previously imported, without being processed in the reexporting country. In temporary import for re-export activities, at least three countries
are involved: the exporting country, the importing country, and the re-exporting
country. Goods do not necessarily have to return to the re-exporting country but can
be directly transferred from the exporting country to the importing country as
transshipment, but the money must be paid by the re-exporter to the importer and
collected from the importer.
1.1.2.4. Joint Venture Import
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Joint venture import is an import activity based on voluntary economic linkage
between enterprises, where at least one enterprise must be a direct importer/exporter
aiming to coordinate skills for transactions and propose policies and measures related
to import activities, promoting this activity to develop in the most beneficial direction
for both sides according to the principle of shared profits and losses.
In this form, enterprises bear less risk compared to direct import since each
enterprise participating in joint venture import only contributes a certain portion of
capital, and the rights and responsibilities of each party are also distributed according
to the amount of capital contributed. The division of costs, taxes according to the
capital contribution ratio, and profit or loss depend on the agreement between the two
parties. In joint venture import, the enterprise conducting the import will be accounted
for the import turnover, but when bringing the goods for consumption, it is only
calculated on the sales volume based on the proportion of capital contribution and
pays revenue tax on that turnover. The enterprise conducting direct import must
establish two contracts: one for purchasing goods from abroad and one for the joint
venture with other enterprises.
1.1.2.5. Processing Import
Processing in trade is a commercial activity, whereby the processing recipient
uses part or all of the raw materials, materials of the processing orderer to perform
one or more stages in the production process as per the request of the processing
orderer to enjoy remuneration. Processing import can be understood as a form of
import in which the importer (the processing recipient) proceeds to import raw
materials from the exporter (the processing orderer) to carry out processing according
to the stipulations in the contract signed between the two parties. This form of import
is commonly seen in industrial zones and export processing zones. Here, the importer
(or the processing recipient) will proceed to import the input materials from the
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
exporting unit (the processing orderer) to carry out processing into finished products
according to the contract confirmed between the two parties.
1.1.2.6. Countertrade
Countertrade is a transaction method that tightly integrates exports with
imports, where the seller is also the buyer, and the quantity of goods dispatched has a
value equivalent to the quantity of goods received. Thus, countertrade is essentially
just an exchange of goods between the participating parties. Currency primarily serves
a calculating function and is not used as a means of payment. Both the buyer and seller
must carry out the procedures for exporting and importing goods, respectively. In
countertrade, goods are exchanged between parties, so the participants pay attention
to the requirement of balance. This includes balancing the obligations and rights of
each party, balance in price, and transaction conditions. The two attributes of goods,
value and utility value, are also compared and balanced. From the perspective of
foreign trade, this activity is essentially an exchange of goods that does not increase
or decrease the trade balance of the participating countries. The activities of buying
and selling are only formal, so the export and import activities play a supporting role
in that exchange relationship.
1.1.3. Role of Import
On the ongoing trend of globalization, nations continuously expand their trade
relations and exchanges with each other, leading to the burgeoning development of
international commerce. As an integral part of international trade, imports play a
significant role in this growth, specifically exerting a positive impact on the balanced
development and exploitation of each country's economic potential in terms of labor
force, capital, resources, and scientific and technical capabilities. Imports demonstrate
the economic interdependence and mutual reliance among the world's economies, thus
holding a crucial role, especially for developing countries.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Firstly, imports diversify goods in terms of types, quality, and prices,
enhancing the range of goods and services available to consumers. This diversification
allows consumers to access foreign-made products suited to domestic production
needs. It serves as a foundation for supplementing goods that are either not produced
domestically or are produced but do not fully meet the domestic demand.
Furthermore, competition among various producers leads to efforts to reduce
production costs to the lowest possible level, thereby benefiting consumers through
competitive international prices.
Secondly, imports have a direct impact on production and commercial business
by supplying a significant quantity of goods, raw materials, and essential supplies to
the economy, promptly addressing shortages and imbalances, ensuring balanced and
stable economic development (Wall, 1968).
Thirdly, imports create linkages between domestic economies and the global
economy, facilitating the development of labor division and international cooperation
both in breadth and depth, thereby exploiting comparative advantages based on
production specialization (Martha Denisse Pierola et al., 2015). A product can be
collaborated on by several countries, with one nation potentially importing and
exporting goods and services with others. This allows nations to focus their resources
on producing and exporting items where they have an advantage and importing those
where they do not. Thus, imports lead to significant advancements in social
production, saving costs and time, fostering even social development levels, breaking
the monopoly in domestic production and business, and introducing new factors into
production to enable economic organizations to participate and compete in the market.
Fourth, imports serve as channels for technology transfer and management
skills to enterprises (Romer, 1987; Aghion & Howitt, 1998; Tur co et al., 2013). If
new technology and a broader knowledge base are embodied in imported intermediate
or capital goods, importers can innovate their technology by integrating these modern
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
machines into their production processes, which might not be available domestically
(Grossman & Helpman, 1991).
Fifth, imports also play a positive role in promoting exports (Martha Denisse
Pierola et al., 2015). The expansion and access to the use of imported intermediate
inputs enhance product quality, thereby creating favorable conditions for enterprises
to enter foreign export markets (Bas & Strauss-Khan, 2015; Chevassus-Lozza et al.,
2013; Feng et al., 2012).
Sixth, imports positively impact employment resolution and improving
people's lives (Fernandes & Lopez, 2015). Imports create new production capacities,
ensuring raw material sources for production, stable production ensuring workers'
livelihoods, developing new industries and jobs for workers, improving living
standards, limiting social ills, creating income, and stabilizing socio-economic
development.
1.2. Factors Influencing Import
1.2.1. Internal factors
1.2.1.1. Company Strategy
Among the internal factors, a company's strategy stands out as a pivotal
determinant. This encompasses the overarching objectives, operational tactics, and
market positioning that a firm adopts to navigate the complexities of global trade. A
well-articulated strategy enables a company to identify and capitalize on costeffective sourcing opportunities, leverage comparative advantages, and optimize its
product portfolio to meet the demands of its target market. Moreover, the strategic
orientation towards innovation, quality management, and supply chain integration
plays a critical role in shaping the company's import decisions. By aligning its import
practices with strategic goals, a company can not only enhance its competitive edge
but also ensure long-term sustainability in the global marketplace. Thus, the strategic
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
framework of a company acts as a fundamental internal factor, influencing its import
behaviors and decisions, ultimately determining its success in bridging the gap
between international suppliers and local market needs.
1.2.2.2. Company resources
The resources of a company encompass a wide array of assets, including
financial capital, technological infrastructure, and access to logistical networks.
Financial resources dictate a company's ability to invest in bulk purchases, negotiate
favorable terms, and manage the risks associated with international trade.
Technological assets, on the other hand, enable efficient management of supply
chains, tracking of shipments, and analysis of market trends to identify profitable
import opportunities. Access to robust logistical networks ensures timely delivery and
reduces the risk of supply chain disruptions, a critical factor in maintaining the flow
of imported goods. Collectively, these resources provide the foundation upon which
successful import operations are built, enabling a company to navigate the
complexities of international markets with agility and confidence.
1.2.2.3. Company reputation
The reputation of a company also plays a critical role in its import activities. A
positive reputation, built over time through consistent delivery of quality products,
adherence to ethical business practices, and active engagement with stakeholders, can
facilitate smoother transactions, build trust with suppliers, and attract favorable terms
and conditions. It can also enhance the company's bargaining power and open doors
to exclusive deals that are not readily available to lesser-known entities. In contrast, a
tarnished reputation can lead to skepticism, higher transaction costs, and even outright
refusal of business from potential suppliers, thereby limiting the company's ability to
import effectively.
1.2.2.4. Human Resources Quality
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Furthermore, the quality of human resources within a company is a critical
determinant of its import success. Skilled employees with expertise in international
trade regulations, negotiation, logistics management, and cultural fluency can
navigate the intricacies of global markets more effectively. They are adept at
identifying and mitigating risks, optimizing supply chain operations, and cultivating
strong relationships with foreign suppliers. Moreover, a knowledgeable workforce is
better equipped to adapt to changing market dynamics and regulatory environments,
ensuring that the company remains competitive and compliant in its import activities.
1.2.2. External factors
1.2.2.1. Global economic situation
The global economic situation plays a critical and overarching role, acting as
both a facilitator and a barrier to import operations depending on its state at any given
time. The global economic climate, characterized by periods of growth, stagnation, or
recession, directly affects consumer demand patterns in different markets. During
economic expansions, consumer spending typically increases, leading to higher
demand for imported goods and services. Companies, in anticipation of these
opportunities, may expand their import operations to meet this surge in demand.
Conversely, in times of economic downturn, consumer spending retracts, and the
demand for non-essential imported goods diminishes. Companies may then reduce
their import volumes to avoid excess inventory and minimize financial exposure.
1.2.2.2. Political environment
The political, legal regime, both domestic and international, has a direct impact
on import business activities. Political factors include the stability of the government,
the level of corruption in the political system, and political processes affecting
economic policies. A healthy legal environment is essential for smooth import and
export activities, regulating microeconomic activities in a way that considers not only
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
individual results but also the interests of other members in society. A legal
environment ensuring equality for all types of businesses regulates businesses to
operate and compete healthily. When conducting business activities, all enterprises
are obliged to strictly comply with legal regulations, especially when operating in
international markets. Since import activities are conducted by entities from different
countries, they are subject to the policies and regimes of those countries and must also
comply with common international legal regulations. In the import process,
enterprises must be well-versed in the laws of the host country and conduct business
based on respect for its laws.
1.2.2.3. Internal trade policies and regulations
The landscape of international trade is significantly shaped by policies and
regulations enacted by governments and international organizations. International
trade policies and regulations encompass a broad spectrum of rules, including tariffs,
quotas, trade agreements, and non-tariff barriers, each designed to regulate the
volume, nature, and conditions under which goods and services move between
countries. For example, tariffs, taxes imposed on imported goods, directly affect the
cost structure of importing. By increasing the cost of foreign products, tariffs can
make imports less competitive compared to domestic goods, thereby influencing a
company's sourcing decisions. On the other hand, quotas, another form of trade
regulation, limit the quantity of a particular good that can be imported into a country
within a specified time frame. Quotas can restrict market access for foreign goods,
compelling companies to diversify their import sources or seek alternatives. This can
lead to increased costs and complexities in supply chain management, as companies
must ensure compliance with quota restrictions while striving to meet market demand.
Import activities are not ordinary goods exchanges since they involve
exchanges between different countries, entities of different nationalities, and
particularly the involvement of different currencies. Exchange rates are a means to
compare the relative value of currencies. When exchange rates rise, the domestic
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
currency depreciates against foreign currencies, encouraging exports and limiting
imports, and vice versa. With a higher exchange rate, the same amount of foreign
currency earned from exports can be exchanged for more domestic currency, making
exports cheaper but imports more expensive, thus limiting import business.
Conversely, a decrease in exchange rates restricts exports as the same amount of
foreign currency earned from exports exchanges for less domestic currency,
simultaneously creating good opportunities for import activities.
1.2.2.4. Logistics infrastructure
The logistics infrastructure of both the exporting and importing countries plays
a crucial external factor in the importation process, fundamentally influencing the
efficiency, cost, and reliability of international trade operations. This infrastructure,
encompassing transportation networks, warehousing facilities, and port operations, is
the backbone of global trade, facilitating the movement of goods across borders from
supplier to buyer. The state and capability of this infrastructure can significantly
impact a company's ability to import goods in a timely and cost-effective manner.
Transportation networks, including roads, railways, air routes, and shipping lanes, are
essential for the movement of goods. The efficiency and capacity of these networks
directly affect transit times and the cost of shipping. In countries where the
transportation infrastructure is highly developed, goods can be moved more quickly
and with greater reliability, reducing lead times and enhancing supply chain
responsiveness. Conversely, in regions where the infrastructure is lacking or
underdeveloped, frequent delays and higher transportation costs can be expected,
posing challenges for companies relying on imports from these areas.
These factors collectively shape the dynamics of the import sector, influencing
strategic decision-making in businesses. Understanding these factors is crucial for any
enterprise engaging in import activities, as they not only determine the immediate
feasibility and profitability of import transactions but also have long-term
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
implications for the enterprise's adaptability and growth in an increasingly
interconnected global economy.
CHAPTER 2: ANALYSIS OF THE CURRENT SITUATION OF
METAL IMPORTS OF QUANG MINH PHAT VINA LIMITED
LIABILITY COMPANY IN THE PERIOD 2021-2024
2.1. General introduction about Quang Minh Phat Vina Co., Ltd
Quang Minh Phat Vina Company Limited was established on April 4, 2021.
Below are some basic details about the company:
● Business name: Quang Minh Phat Vina Company Limited
● Trading name: Quang Minh Phat Vina Company Limited
● Tax identification number: 2301206590
● Registration management location: Tien Du - Que Vo Tax Department
● Address: Thon Che, Lien Bao Commune, Tien Du District, Bac Ninh
● Legal representative: Mai Xuan Quang
Quang Minh Phat Vina Company Limited primarily operates in the "General
Wholesale" sector under the business code 4690. In addition to its main line of
business, the company is involved in several other sectors, including:
 Wholesale of other machinery, equipment, and parts (business code 4659)
 Specialized wholesale not elsewhere classified (business code 4669)
 Wholesale of other household goods (business code 4649)
 Retail of hardware, paints, glass, and other installation equipment in
specialized stores (business code 4752)
 Other remaining business support service activities not elsewhere classified
(business code 8299)
These activities showcase the company's diverse engagement across different
sectors, indicating a broad operational scope beyond its primary wholesale focus. This
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
diversification allows Quang Minh Phat Vina to cater to a wide range of market needs,
from machinery and equipment to household goods and construction materials,
alongside providing various business support services.
The primary clients of the company consists predominantly of wholesalers and
industrial material suppliers. Additionally, the company's customer base extends to
include distributors and households. This diverse customer portfolio allows the
company to operate across different segments of the market, catering to a broad
spectrum of consumer needs. Serving both the B2B (Business-to-Business) segment,
through wholesalers and industrial suppliers, as well as the B2C (Business-toConsumer) segment, via distributors and households, the company effectively bridges
the gap between large-scale supply chains and end-consumer demands. This strategy
not only maximizes the company's market reach but also stabilizes its operational base
by diversifying its revenue streams across multiple channels and customer types.
The main products of the company encompass a variety of metal products:
bolts, screws, nuts, wrenches, pliers, hammers, screwdrivers and screwdriver heads,
general tool sets, saws and saw blades for stone cutting, drill bits and cutting blades,
etc.
2.2. The organizational structure of Quang Minh Phat Vina Co., Ltd
2.2.1. Organization chart of Quang Minh Phat Vina Co., Ltd
Director
Accounting
Department
Sales
Department
Secretary
Warehouse
Department
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Figure 2.2: Organization chart of Quang Minh Phat Vina Co., Ltd
❖ Director
Function: The director, as the legal representative of the company, directly
oversees and manages all of the company's activities, bearing the ultimate
responsibility for all business operations.
Duties:
● Primarily responsible for strategic direction, management, and operation of the
Company.
● Makes decisions on all important matters of the company, approves plans,
projects, and budgets.
● Has the authority to decide on the organizational structure of the company's
management to ensure efficiency and effectiveness.
● Manages internal and external relations and resolves issues related to the entire
company, seeks partners for the company.
❖ Accounting Department
Function: Manages, controls, and advises on financial and accounting matters
for the company.
Duties:
● Handles all accounting-related tasks such as cash accounting, fixed assets
accounting, bank deposits accounting, cost accounting, payroll accounting, and
other payroll deductions.
● Manages the company's accounting documents and records.
● Works with tax authorities, insurance, and deals with issues related to the
company's accounting and finance.
● Calculates and balances the company's finances to ensure financial safety in
production and business operations.
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
● Coordinates with other departments for asset inventory throughout the
company.
● Advises the director and other departments on accounting and financial
matters.
❖ Sales Department
Function: Responsible for business-related activities and developing business
strategies.
Duties:
● Explores customers, signs contracts, handles receivables, and manages related
documents like acceptance minutes and contract liquidation.
● Works with the Accounting and Finance department to accurately determine
customer debts for better debt collection and customer exploitation plans.
● Advises and implements measures to consolidate and improve quality for
efficient customer search and approach.
● Advises and supports customers on the quality and uses of the company's goods
and materials.
● Serves as an information point for exchanges and discussions between
customers and other departments.
❖ Secretary
Function: Responsible for administrative and logistical tasks.
Duties:
● Answers phone calls, arranges appointments, and receives customers.
● Handles logistical tasks like booking flights for employees, making restaurant
reservations for customers and staff, etc.
● Manages the storage and documentation of files and paper documents.
● Attends and takes minutes of internal meetings and meetings with customers.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
● Assists in arranging the Director's schedule.
❖ Warehouse Department
Function: Responsible for arranging and managing the company's goods and
materials in the warehouse.
Duties:
● Unloads and arranges the company's goods and materials in the warehouse.
● Coordinates with the Supply Department to monitor, manage, and plan for
inventory of goods and materials in the warehouse.
● Transports goods and materials to customer locations when needed.
2.2.2. Personnel structure of Quang Minh Phat Vina Co., Ltd
The table summarizing the total number of personnel from 2021 to 2024
indicates a continuous growth in the workforce of Quang Minh Phat Limited
Company
Table 2.1: Total number of employees (2021-2024)
Year
Number of employees
2021
31
2022
43
2023
48
2024
50
Source: Quang Minh Phat Vina Co., Ltd
Specifically, in the company's first year of establishment, the total number of
staff was 31. Over the next two years, the number of personnel continued to increase
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
to 43 and 48, respectively. As of April 2024, the total number of employees at the
company has reached 50. This data demonstrates a consistent upward trend in the
company's staff numbers, reflecting its growth and expansion over these years.
2.2.3.1. Personnel structure by gender
The data from the gender distribution table for Quang Minh Phat Vina Limited
Company reveals a gradual increase in the number of employees of both genders over
the years, with a predominant male workforce.
Table 2.2: Personnel structure by gender
Gende
r
2021
2022
2023
2024
Number of
Percent
Number of
Percent
Number of
Percent
Number of
Percen
Employees
age (%)
Employees
age (%)
Employees
age (%)
Employees
tage
(%)
Male
21
67,74 30
69,77 34
70,83 35
70
Female
10
32,26 13
30.23 14
29,17 15
30
Total
31
100
100
100
100
45
48
50
Source: Quang Minh Phat Vina Co., Ltd
Specifically, for male employees: in 2021, there were 21 male employees,
constituting 67.74% of the total workforce. By 2022, the number had increased by 9
to 30, accounting for 69.77%. In 2023, the company added another 4 male employees,
making up 70.83%, and by April 2024, there were 35 male employees, representing
70% of the company's labor force.
Regarding female employees: in 2021, the company had a total of 10 female
staff, making up 32.26% of the workforce. In 2022, the number increased by 3 to 13,
accounting for 30.23%. By 2023, there were 14 female employees, representing
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
29.17%, and as of April 2024, the number of female staff had reached 15, constituting
30% of the company's workforce.
60
50
40
14
15
34
35
2023
2024
13
30
10
20
30
10
21
0
2021
2022
Male
Female
Figure 2.1: Illustration of personnel structure by gender
Unit: People
Source: Quang Minh Phat Vina Co., Ltd
2.2.3.2. Personnel structure by age group
The results from the table of personnel structure by age group at Quang Minh
Phat Vina Limited Company for the Bachelor's thesis show that the number of
employees in each age group has been steadily increasing over the years, and the
majority of the workforce in the company falls under the age of 30.
Table 2.3: Personnel structure by age group
Age
group
2021
2022
2023
2024
Number of
Percent
Number of
Percent
Number of
Percent
Number of
Percen
Employees
age (%)
Employees
age (%)
Employees
age (%)
Employees
tage
(%)
Bachelor’s thesis
Below
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
15
48,39 24
53,33 24
50
25
50
30 - 45
13
41,94 15
33,33 17
35,42 17
34
Above
3
9,68
6
13,34 7
14,58 8
16
31
100
45
100
100
100
30
45
Total
48
50
Source: Quang Minh Phat Vina Co., Ltd
The number of employees under the age of 30 has consistently been the highest
across the years. In 2021, the company had 15 employees under the age of 30,
accounting for 48.39% of the total workforce. In the following two years, the number
of employees under 30 years old increased to 24 and 25, constituting 53.33% and 50%
of the workforce, respectively. As of April 2024, there are currently 25 employees
under the age of 30, making up 50% of the company's workforce.
The second most common age group among the workforce at the company is
employees aged 30 to 45. In 2021, there were 13 employees in this age group,
accounting for 41.94% of the workforce. In 2022, the number of employees in this
age group increased by 2 to 15, constituting 33.33%. In 2023 and up to April 2024,
there are 17 employees in this age group, accounting for 35.42% and 34% of the
workforce, respectively.
The number of employees over 45 years old is the smallest among the age
groups throughout the years. In 2021, there were only 3 employees over the age of 45,
making up 9.68% of the workforce. In 2022 and 2023, the total number of employees
over 45 years old was 6 and 7, representing 13.34% and 14.58% of the workforce,
respectively. As of the current time in 2024, there are 8 employees in the over 45 age
group, constituting 16% of the company's workforce.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
30
24
25
20
17
15
15
25
24
17
15
13
10
5
8
7
6
3
0
2021
2022
Below 30
2023
30 - 45
2024
Above 45
Figure 2.2: Illustration of personnel structure by age group
Unit: People
Source: Quang Minh Phat Vina Co., Ltd
2.2.3.3. Personnel structure by educational level
The results from the personnel structure table by educational level at Quang
Minh Phat Vina Limited Company show that the number of employees with university
and intermediate/college education levels has been increasing over the course of 4
years. Meanwhile, the number of employees with a high school education level has
remained constant over the years.
Table 2.4: Personnel structure by educational level
Educat
ional
level
2021
2022
2023
2024
Number of
Percent
Number of
Percent
Number of
Percent
Number of
Percen
Employees
age (%)
Employees
age (%)
Employees
age (%)
Employees
tage
(%)
Bachelor’s thesis
High
3
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
9,68
3
6,67
3
6,25
3
6
school
Interme 13
41,94 20
44,44 20
41,67 23
46
48,39 22
48,89 25
52,08 24
48
100
100
100
100
diate
and
college
Univers 15
ity
31
Total
45
48
50
Source: Quang Minh Phat Vina Co., Ltd
The number of employees with a university education level consistently has
the highest proportion over the years. In 2021, the company had 15 employees with a
university education level, accounting for 48.39% of the workforce. In the following
two years, the number of employees with a university education level was 22 and 25,
accounting for 48.89% and 52.08% respectively. As of April 2024, the current number
is 24 employees, representing 48% of the company's workforce.
The number of employees with an intermediate and college education level is
the second most common group of workers at the company. In 2021, there were 13
employees with intermediate and college education levels, making up 41.94% of the
workforce. In the following two years, the number of personnel with this education
level increased to 20, accounting for 44.44% and 41.67% respectively. By April 2024,
the number of employees increased to 23, representing 46% of the company's
workforce.
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
The number of personnel with a high school education level has the smallest
proportion over the years. Over the 4-year period, only 3 employees at the company
had a high school education level, accounting for 6% as of April 2024.
30
25
25
23
22
20
24
20
20
15
15
13
10
5
3
3
3
3
0
2021
High school
2022
2023
Intermediate and college education
2024
University
Figure 2.3: Illustration of personnel structure by educational level
Unit: People
Source: Quang Minh Phat Vina Co., Ltd
2.3. Business results of Quang Minh Phat Vina Co., Ltd
2.3.1. Revenue situation of Quang Minh Phat Vina Co., Ltd in recent years
The revenue trend for Quang Minh Phat Vina Company Limited has been on
the rise over the past three years, from 2021 to 2023. In 2021, the total revenue reached
60.53 billion VND. In 2022, the figure rose to 65.76 billion VND, marking an increase
of 5.13 billion VND or 11.76% compared to 2021. The growth continued significantly
into 2023, with revenue jumping to 80.23 billion VND, an increase of 12.47 billion
VND or 18.40% over 2022. As of the end of March 2024, the current revenue of
Quang Minh Phat Vina Company Limited stands at 21.34 billion VND.
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Billion (VND)
Total revenue in the last 3 years
80.23
60.53
65.56
21.34
2021
2022
2023
Q1/2024
Figure 2.4: Total revenue of the last 3 years of Quang Minh Phat Vina Co., Ltd
Unit: Billion (VND)
Source: Quang Minh Phat Vina Co., Ltd
The revenue structure of Quang Minh Phat Vina Company Limited reveals that
approximately 65% of its revenue comes from wholesale companies, which represent
the main customer base. This predominant reliance on wholesalers indicates a
business strategy that is deeply integrated into the B2B (business-to-business)
marketplace, where Quang Minh Phat Vina serves as a crucial intermediary, providing
bulk metal products to other businesses for further sale or manufacturing use.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Revenue structure in 2023
Revenue from
wholesale companies
of metal materials
10%
25%
65%
Revenue from
distributors and
agents
Revenue from
households
Figure 2.5: Revenue structure of Quang Minh Phat Vina Co., Ltd. in 2023
Unit: %
Source: Quang Minh Phat Vina Co., Ltd
The remaining 35% of the company's revenue composition is split between
distributors, agents, and households, with distributors and agents together accounting
for 25% and direct sales to households making up 10%. This distribution suggests a
diversified customer base beyond the wholesale segment, indicating the company's
strategic penetration into different market segments to mitigate risk and capitalize on
various revenue streams. Distributors and agents, acting as intermediaries, extend the
company's market reach, facilitating the distribution of metal products to a wider
range of end-users, including small businesses and retail sectors. Meanwhile, the
direct engagement with households, although the smallest revenue contributor,
reflects the company’s ability to cater to the consumer market, possibly offering
specialized or smaller quantities of metal products suitable for individual projects or
needs.
Furthermore, this revenue structure indicates the operational dynamics and
market strategy employed by Quang Minh Phat Vina. The focus on wholesale
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
companies suggests a business model that prioritizes efficiency, scale, and long-term
relationships, given the typically larger and more stable orders from such clients. The
involvement with distributors and agents points towards a strategic extension of the
company's distribution network, broadening its reach without the need for direct
market engagement in disparate locations. Direct sales to households, while a smaller
portion of the revenue, demonstrate the company's flexibility and responsiveness to
the broader market's needs, showcasing its ability to adapt to varied customer
demands.
2.3.2. Cost situation of Quang Minh Phat Vina Co., Ltd in recent years
Similar to the revenue trend, the total expenses of the company also showed an
upward trend from 2021 to 2023. In 2021, the total expenses the company incurred
amounted to 56.78 billion VND. In 2022, this increased to 63.45 billion VND, up by
6.67 billion VND or 11.75% compared to 2021. In 2023, total expenses continued to
rise significantly to 75.63 billion VND, an increase of 12.18 billion VND or 19.20%
over 2022.
Billion (VND)
Total costs in recent years
75.63
63.45
56.78
2021
2022
2023
Figure 2.6: Total cost for the last 3 years of Quang Minh Phat Vina Co., Ltd
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Unit: Billion VND
Source: Quang Minh Phat Vina Co., Ltd
The majority of these expenses are attributed to import costs and employee
salaries and benefits, accounting for nearly 94% of the company's total expenses.
Cost structure in 2023
Other costs
4,63
Import costs
50,68
Employee salary and bonus costs
20,32
0
10
20
30
40
50
60
Figure 2.7: Cost structure of Quang Minh Phat Vina Co., Ltd. in 2023
Unit: Unit: Billion VND
Source: Quang Minh Phat Vina Co., Ltd
A detailed analysis of the company’s expense distribution reveals that a substantial
portion, approximately 67.01%, is directly allocated to import costs. This significant
expenditure underscores the heavy financial investment required to sustain the
importation of metal, highlighting the sensitivity of Quang Minh Phat Vina’s
operations to global metal prices, shipping costs, and international trade policies. The
logistics cost, an integral component of the import expense, encompasses freight
charges, customs duties, and handling fees, each contributing to the complexity and
financial weight of the import process. Insurance costs, while serving as a protective
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
measure against the myriad of risks associated with international transportation,
including damage, loss, and theft, further inflate the company’s operational expenses.
Parallel to the import costs, employee salaries and benefits represent another
substantial financial commitment, accounting for 26.87% of the company’s total
expenses. This delineation not only highlights the company’s dedication to its
workforce but also reflects the labor-intensive nature of the metal importation and
distribution sector. The allocation of a significant fraction of expenses towards
remunerating employees underscores the critical role human resources play in the
operational efficacy and competitive positioning of Quang Minh Phat Vina. Skilled
employees, adept in navigating the complexities of international trade, logistics
management, and customer service, are indispensable to the company’s success,
justifying the substantial investment in salaries and benefits.
Moreover, the financial narrative of Quang Minh Phat Vina is further
elaborated by additional expenditures in transportation, investment,and administrative
costs. Although these do not constitute the majority of the company's expenses when
compared to import costs and employee remuneration, they nonetheless represent
essential facets of the operational budget.
2.3.3. Profit situation of Quang Minh Phat Vina Co., Ltd in recent years
Despite the increase in expenses over the years, the company's revenue growth
outpaced its expenses, resulting in a positive after-tax profit for Quang Minh Phat
Vina Company Limited in the past three years. In 2021, the company's after-tax profit
was 3.85 billion VND, which increased to 4.31 billion VND in 2022, marking an
increase of 0.46 billion VND or 11.95%. In 2023, the company's net income after tax
reached its highest in the last three years at 4.6 billion VND, representing a 6.73%
increase compared to the previous year. This consistent upward trend in after-tax
profits, amidst escalating expenses, is indicative of the company's robust revenue
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
growth mechanisms and its capacity to effectively manage and mitigate the impacts
of cost increases on its overall financial health.
Profit after tax in recent years
4,6
4,31
3,85
2021
2022
2023
Figure 2.8: Total profit after tax for the last 3 years of Quang Minh Phat Vina
Co., Ltd
Unit: Billion VND
Source: Quang Minh Phat Vina Co., Ltd
The sequential increase in after-tax profits amidst a backdrop of rising
expenses underscores several critical aspects of Quang Minh Phat Vina's operational
and strategic acumen. Firstly, it reflects the company's proficiency in navigating the
volatile market dynamics of the metal industry, including fluctuating metal prices,
changes in global supply chains, and variable import costs. Secondly, it highlights the
company's effective cost management strategies, which may involve optimizing
logistics, enhancing operational efficiencies, and judiciously managing human
resources. Lastly, it points to the company's successful market positioning and
customer engagement strategies, enabling it to capitalize on market opportunities,
expand its customer base, and achieve higher sales volumes.
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
2.4. Analysis the current situation of metal imports of Quang Minh Phat
Vina Co., Ltd
2.4.1. Metal import process of Quang Minh Phat Vina Co., Ltd
At Quang Minh Phat Vina Company Limited, all imported goods are
transported via sea routes. This method was chosen for its capacity to transport large
quantities of goods and its lower cost compared to other transportation methods, such
as air or road transport.
In the initial phase of the company's establishment, Quang Minh Phat Vina
lacked the experience and capability to handle import procedures directly.
Consequently, the company opted for consignment import, also known as indirect
import, for its entire process. This process involved entrusting a third party with
experience and expertise to address legal issues, customs procedures, and logistics,
thus avoiding direct confrontation with risks and difficulties.
However, recognizing the potential for growth and a desire for stricter control
over the import process, Quang Minh Phat Vina decided to switch to direct import
from the beginning of 2023. This decision was made and directly implemented under
the guidance of the company's CEO. By doing so, the company has been able to
improve goods management, reduce intermediary costs, and enhance efficiency in
supply chain management. Despite transitioning to direct import since early 2023,
Quang Minh Phat Vina continues to maintain a cooperative relationship with thirdparty entities for specific activities, such as customs declaration. This cooperation
reflects a flexible strategy in supply chain management, aiming to leverage the
expertise and experience of external partners while maintaining direct control over
the main import process. Customs procedures require a deep understanding of laws,
regulations, and the ability to handle complex situations, especially in the context of
frequently changing regulations and stringent requirements for data security and
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
accuracy. For a company aiming to expand and optimize its business operations like
Quang Minh Phat Vina, ensuring strict compliance with all import procedures is a top
priority.
The import process for metal goods at Quang Minh Phat Vina Company
Limited via sea route includes a series of steps designed to ensure that the process
runs smoothly and in full compliance with legal regulations. Here is an overview of
the main steps:
Import planning
Letter of Credit
(L/C) open
Supplier search
Logistics Service
Hiring for Customs
Procedures
Price and Contract
Negotiation
Payment
Procedures
Complaints and
Resolution (if
needed)
Figure 2.9: Metal import process of Quang Minh Phat Vina Co., Ltd
Source: Author
Step 1: Import Planning
Quang Minh Phat Vina company conducts an assessment of market demand
and factors affecting the import of metals. Information to be determined includes the
type of metal to be imported, quantity, quality requirements, technical specifications,
and legal requirements. Based on these needs and technical requirements, the
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
company devises an import plan, including the timing of imports, transportation
means, and necessary procedures to complete the import process efficiently and
timely.
Step 2: Supplier Search
The company utilizes information channels such as the internet, trade fairs, ecommerce platforms, or existing relationships to find and contact suitable suppliers.
The company sends quotation requests and detailed information about the products to
potential suppliers. After identifying potential suppliers, Quang Minh Phat Vina
organizes direct visits to the suppliers' production facilities to check product quality
and manufacturing processes. This ensures that the imported goods meet the required
quality and safety standards. The company evaluates proposals from suppliers,
including comparing prices, product quality, supply capacity, reputation, and other
contract terms. Based on visitation and inspection results, the company evaluates and
compares suppliers, including factors such as product quality, supply capacity,
reputation, and price. The company then selects the most suitable supplier for its needs
and proceeds to negotiate contract terms.
Step 3: Price and Contract Negotiation
After selecting a suitable supplier, Quang Minh Phat Vina negotiates price,
payment terms, delivery time, and other contract terms. The aim is to ensure both
parties' interests are protected, and the contract terms are clear and fair. Negotiated
terms typically include:
 Price: Determining the specific price for the imported items, including
discussions on discounts or reductions for large orders.
 Delivery time: Determining a detailed delivery schedule, including the final
deadline for delivery and conditions related to late delivery.
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
 Warranty and quality: Ensuring the goods meet agreed quality standards and
binding the supplier on warranty issues or returns/exchanges if products do not
meet standards.
Once all terms are discussed and agreed upon by both parties, an official import
contract is drafted and signed. This contract includes all details about the product,
price, payment terms, delivery deadlines, warranty and quality terms, and other legal
terms to ensure the rights of both parties are protected.
The Director of Quang Minh Phat Vina plays a crucial role in price negotiation
and contract terms with the supplier, not only participating in negotiations but also
drafting and being responsible for the contract's content. This ensures that all
regulations and terms in the contract accurately reflect the company's desires and
interests while complying with current legal regulations.
Step 4: Letter of Credit (L/C) open
The fourth step in the import process for metals by Quang Minh Phat Vina is
opening a Letter of Credit (L/C) to ensure safety and efficiency in the payment
transaction between Quang Minh Phat Vina and the supplier. Currently, most
transactions between the company and metal exporters use this payment method.
A Letter of Credit (L/C) is a payment commitment issued by a bank at the
buyer's (importer's) request, guaranteeing that the seller (exporter) will receive full
and timely payment as long as they meet the conditions stated in the L/C. The
highlight of an L/C is its role in minimizing risk for both parties in international
transactions, as the buyer's bank commits to pay the seller based on verification and
approval of the goods' documents provided. For the buyer, an L/C ensures that
payment is only made when all contract conditions have been fully met by the seller,
reducing the risk of losing money without receiving the goods or services as expected.
An L/C can be adjusted to fit the specific requirements of the transaction, including
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
the irrevocable L/C, the most common type, ensuring it cannot be changed or canceled
without the consent of all involved parties.
Initially, the Director and the accounting department determine the need to
open an L/C based on the order value, supplier requirements, and agreed payment
terms in the contract. The company then specifies the L/C's conditions, including the
amount, payment deadline, type of L/C (revocable or irrevocable), and any specific
requirements from the supplier. The company then submits a request to the bank to
open an L/C, accompanied by necessary documents such as the sales contract,
commercial invoice, and any other documents required by the bank. Typically, an L/C
is opened about 20-25 days before the delivery deadline if not specifically stated in
the contract. Once the L/C is opened, the bank sends a notification and L/C details to
the supplier's bank through international communication channels. Upon receiving the
L/C information, the supplier confirms the conditions and begins the process of
preparing the goods for delivery.
Step 5: Hiring a Logistics Service for Customs Procedures
Quang Minh Phat Vina starts this step by searching for and evaluating logistics
companies. This involves not only a thorough consideration of cost and efficiency but
also ensuring that the logistics partner can specifically handle the transportation needs
of metals, which require high standards of safety and preservation. The company
conducts interviews, seeks references from other businesses, and evaluates the
experience, reliability, and international connectivity of logistics companies.
Currently, Quang Minh Phat Vina primarily utilizes the services of Bac Ninh
Logistics Company – a reputable logistics provider with over 15 years in the industry.
Bac Ninh Logistics is also responsible for selecting the shipping company that meets
the shipment requirements. This decision is based on various factors such as cost,
reliability, delivery schedule compliance, and experience in transporting similar
goods. Bac Ninh Logistics will analyze Quang Minh Phat Vina’s transportation needs
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in detail, including the type of goods, weight, dimensions, and delivery time
requirements, to determine the most suitable shipping company, which could involve
container shipping, bulk shipping, or other specialized services appropriate for metal
goods.
Next, Quang Minh Phat Vina and the logistics partner begin the customs
declaration process. This task requires absolute precision in preparing and submitting
documents such as commercial invoices, packing lists, and certificates of origin. Bac
Ninh Logistics plays a crucial role in ensuring that all documents are completed
accurately and on time, avoiding any delays that might arise from customs issues.
Paying taxes and fees is an indispensable part of this process. Based on the submitted
documents, the customs authority calculates the taxes and fees Quang Minh Phat Vina
needs to pay for the legal importation of goods. The logistics partner provides services
to calculate and pay these amounts on behalf of the company, ensuring a smooth
process. After completing customs procedures, transporting the goods becomes the
top priority. The logistics partner coordinates with the shipping company and other
transport partners to arrange the shipment from the export port to the import port, and
then to Quang Minh Phat Vina’s warehouse.
Step 6: Payment Procedures
Once the goods arrive at the warehouse, the first step in the payment process
is to confirm the documents and inspect the goods. Quang Minh Phat Vina
collaborates with the bank and related departments to examine all shipping
documents. This includes comparing information on the commercial invoice, packing
list, certificate of origin, and any other relevant documents with the conditions of the
L/C. The main goal is to ensure that all documents accurately reflect the shipment
information and meet the agreed requirements. Simultaneously, Quang Minh Phat
Vina also checks the quality and quantity of the received goods against the
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requirements and information agreed upon in the contract. Any discrepancies are
recorded and reported to the supplier for resolution.
Once everything has been confirmed, Quang Minh Phat Vina proceeds to make
payment to the supplier through the bank. The payment method commonly used is the
L/C, which requires the bank to check again to ensure that all conditions of the L/C
have been adhered to before releasing payment. The company must provide the bank
with all necessary documents to facilitate this. After payment has been made, the bank
finalizes and closes the L/C. This is the final important step in the payment process,
marking the end of Quang Minh Phat Vina’s payment obligations to the supplier. Both
the company and the bank keep a copy of all documents and transactions involved,
ensuring there is legal and financial evidence for all activities conducted.
Step 7: Complaints and Resolution (if needed)
In the event that Quang Minh Phat Vina Company Limited discovers issues
with the goods after inspection and payment, the company will initiate a complaint
process with the supplier. The company will specify the issue with the goods, which
could be discrepancies in quantity, damage, failure to meet quality standards, or
violations of contract terms. Detailed records of the issue will be made, and evidence
will be collected, including images, quality inspection reports, and other supporting
documents. Next, Quang Minh Phat Vina will send a complaint notification to the
supplier, accompanied by a detailed description of the issue and related evidence. In
this notification, the company will also state its desired resolution, such as product
return, discount, or repair. Both parties will then discuss to find a solution to the
problem, where Quang Minh Phat Vina emphasizes resolving the issue constructively
and fairly, ensuring the interests of both parties are protected. After discussions, an
agreement on the solution to the issue will be reached. This agreement should be
documented clearly, including a detailed description of the resolution steps and a
specific timeline.
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2.4.2. Metal import situation
The trajectory of Quang Minh Phat Vina Company Limited within the
Vietnamese metal importation sector delineates a narrative of robust growth and
expansion over recent years. This narrative is vividly illustrated through the
company's progressive increase in the total import volume of metals, reflecting its
strategic advancements and its strengthening position within the market. Analyzing
the increments in import volumes year over year not only highlights the company's
escalating operational scale but also underscores its adeptness in navigating the
complexities of global supply chains and market demands.
Total metal imports in recent years
Tỷ đồng
46.58
35.62
40.56
15.32
2021
2022
2023
Q1/2024
Figure 2.10: Total metal imports in the last 3 years of Quang Minh Phat Vina
Co., Ltd
Source: Quang Minh Phat Vina Co., Ltd
In the financial year 2021, Quang Minh Phat Vina reported a total import
volume of metals valued at 35.62 billion VND. This figure marks the baseline of the
company's recent growth trajectory in metal importation. Progressing into 2022, the
total import volume experienced a substantial increase to 40.56 billion VND,
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
signifying a growth rate of 13.87%. This notable upturn in import volume can be
attributed to a variety of factors, including an expansion in the company’s market
reach, diversification of its metal sources, and possibly an uptick in domestic demand
for metal products fueled by industrial growth and infrastructure development within
Vietnam.
The growth trajectory continued its upward momentum into 2023, with the
import volume ascending to 46.58 billion VND. This represents an increase of 12.47
billion VND or a growth of 14.84% compared to the previous year. Such a consistent
year-on-year growth not only exemplifies Quang Minh Phat Vina's increasing
capacity to import larger volumes of metal but also reflects a strategic response to the
burgeoning market demand and an ambition to cement its market leadership. The
sustained increase in import volumes suggests effective strategic planning, adept
supply chain management, and an acute understanding of market dynamics on the part
of Quang Minh Phat Vina.
As of the end of March 2024, the preliminary figures indicate a total import
volume of metals at 15.32 billion VND, with expectations set for a continued increase
through the remainder of the year. This projection is indicative of the company’s
unwavering commitment to growth amidst evolving market conditions and its
resilience in the face of global supply chain challenges. The anticipated increase
further underscores the company’s strategic foresight in aligning its operations with
market trends and its capacity to leverage opportunities for expansion.
The import situation of metals at Quang Minh Phat Vina Company Limited is
vibrant and frequent, reflecting a high and stable demand for metal products from
China. The company mainly imports from the provinces of Zhejiang, Guangdong, and
Jiangsu, renowned for their developed metal manufacturing industry, offering a
variety of products from tools, spare parts, to high-quality machinery and equipment
at competitive prices. These provinces provide a wide selection of products, from
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consumer goods to specialized industrial equipment, meeting most of the Vietnamese
market's needs. One of the greatest advantages of importing from China is the costeffectiveness. Due to large-scale production and advanced manufacturing technology,
Chinese suppliers can offer metal products at lower costs than many other countries.
Currently, Quang Minh Phat Vina Company Limited has about 17 long-term
contractual partners in these Chinese provinces, creating a stable and reliable supply
network. Long-term contracts not only ensure an uninterrupted product supply but
also enable the company to secure the best prices through bulk purchase agreements.
2.4.3. Analysis of achievements of metal imports by Quang Minh Phat Vina
Company Limited
Quang Minh Phat Vina Company Limited has witnessed steady growth in the
total import volume of metals from China. This continuous growth, expected to reach
20-25% in 2024, reflects the company's ability to adapt and respond flexibly to
changing market demands. The growth stems not only from market expansion but also
from improvements in product and service quality, creating a competitive edge in the
market. The direct result of increased import volumes is the steady growth in revenue
and profit. Over the years, Quang Minh Phat Vina Company Limited has recorded
revenue and profit growth rates of around 10-20%. This growth not only solidifies the
company's market position but also lays a solid foundation for sustainable
development in the future.
The stability and diversity in the supply chain are key factors enabling Quang
Minh Phat Vina Company Limited to maintain and expand its business activities in
the metal import sector. A significant number of suppliers – about 17 long-term
partners from China, demonstrate the company's capability and strategy to optimize
its supply chain. This not only provides the company with an abundant source of raw
materials, diverse in types and models but also minimizes risks related to supply
disruption and market price fluctuations. The long-term cooperative relationship also
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
proves that Quang Minh Phat Vina focuses not only on ensuring a supply at low cost
but also on the quality of service and products. Suppliers have been carefully selected
based on strict criteria for product quality, timely delivery, and after-sales service.
This approach not only saves costs but also enhances customer satisfaction, thereby
building reputation and brand in the market. Ensuring a supply of good cost and high
quality, this relationship also enables the company to grasp and respond flexibly to
market changes, simultaneously opening opportunities for sustainable development in
the future.
Additionally, another achievement of Quang Minh Phat Vina Company
Limited is the establishment and adherence to a formal import process, compliant with
all legal regulations. This not only helps the company avoid legal risks but also
ensures convenience and speed in customs, transportation, and payment procedures.
The company's metal import process has been optimized to ensure the most
convenient operation, including strict internal procedures and enhanced cooperation
with reputable logistics service providers to ensure smooth transportation, minimizing
waiting times, and increasing delivery efficiency. Thus, from its establishment to the
present, Quang Minh Phat Vina Company Limited has not recorded any serious
incidents related to the import process, reflecting the company's focus on detailed
planning, risk management, and strict monitoring of the import process stages. This
stability contributes to building trust from partners and customers, ensuring
continuous and stable business operations.
2.4.4. Analysis of limitations of metal imports by Quang Minh Phat Vina
Company Limited
2.4.4.1. Limitations
Quang Minh Phat Vina Company Limited is currently facing several
challenges in its metal import process:
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The company has experienced shortages of high-demand products like highpressure steel core car wash hoses while having surpluses of others. This mismatch
affects the company's ability to meet customer demands and leads to storage and
inventory management pressures. This specific shortfall not only underlines the
company's struggle to align its procurement strategies with market demands but also
exacerbates storage and inventory management issues. The surpluses of less soughtafter products further compound these challenges, leading to increased operational
costs and reduced warehouse efficiency. This mismatch between supply and demand
not only undermines the company’s operational efficiency but also places a strain on
its ability to fulfill customer orders promptly and effectively, thereby affecting its
market reputation and customer satisfaction levels.
Currently, supplier selection is primarily based on the director's experience and
intuition without a clear evaluation process. This situation not only creates uncertainty
in supplier selection for each customer order but also poses risks regarding product
quality and supply stability. This approach to selecting suppliers introduces a
significant layer of unpredictability and risk into the company's operations, affecting
both the consistency of order fulfillment and the assurance of product quality. Without
a formalized, data-driven criteria for evaluating suppliers, Quang Minh Phat Vina is
vulnerable to fluctuations in supply chain stability, which can lead to potential
disruptions in meeting customer demands. Moreover, this lack of a systematic
evaluation process could compromise the company's ability to negotiate favorable
terms and ensure the reliability and quality of the metals imported.
The company mainly uses Letters of Credit (L/C) for transactions with
suppliers. The L/C, widely acknowledged for its role in minimizing transactional risk
by guaranteeing payment upon fulfillment of specified terms, represents a cornerstone
of international trade finance due to its ability to protect both buyers and sellers.
However, the adoption of this method comes with its own set of challenges, notably
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Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
the complexity of its procedures and the accrual of high intermediary fees, which
collectively impose a financial burden on the company. This heavy reliance on L/C
may be indicative of underlying trust issues with suppliers or an overarching concern
regarding the risks associated with international transactions. For interactions with
suppliers that have evolved into familiar and reliable partnerships, the continued use
of L/C could be seen as an unnecessary safeguard, thereby inflating operational costs
without just cause. Furthermore, the company's hesitancy to diversify its payment
methods to include Direct Transfer (T/T), among others, signals a missed opportunity
to capitalize on more streamlined, cost-efficient transactional processes. Such an
approach overlooks the potential benefits of flexibility and cost savings inherent in
alternative payment methods, particularly when dealing with long-standing and
trusted partners
The entire metal import process heavily depends on the director. an issue that
deeply influences both the functionality and expansion potential of the business. For
instance, the director is necessitated to personally draft contracts, a task typically
reserved for legal or contractual specialists within an organization. Further amplifying
this dependency, the director is also compelled to attend trade fairs, both domestically
and internationally, in person. Such direct involvement is necessitated by the need for
nuanced product knowledge and negotiation skills, which ideally would be attributes
of a broader team of experts within the company. This hands-on approach, while
potentially beneficial in the short term for securing deals and understanding market
trends, significantly limits the company's operational efficiency. It places undue
pressure on the director, reducing the bandwidth for strategic thinking and long-term
planning, and underscores a critical gap in the organizational capacity for autonomous
operation and decision-making.
Despite the heavy reliance on imports that characterizes Quang Minh Phat
Vina's operational model, a conspicuous gap in the company's financial risk
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management strategies is its lack of measures to mitigate currency risk, especially
pertinent in transactions between Vietnam and China. This oversight is particularly
significant given the fluctuating nature of international currencies, which can
dramatically affect the cost-effectiveness of import operations and, by extension, the
company's bottom line. The absence of hedging strategies or currency risk
management tools not only exposes the company to potential financial volatility but
also reflects a broader lack of sophistication in its approach to international trade
finance. This gap in risk management is a critical oversight, as currency fluctuations
between the Vietnamese Dong and the Chinese Yuan can lead to unpredictable costs,
affecting pricing strategies, profit margins, and ultimately, the competitive position of
Quang Minh Phat Vina in the market
2.4.4.2. Reasons for limitations
The primary reason is the maintenance of a regular and frequent import
schedule without flexible adjustments based on thorough market demand analysis and
forecasts. This steadfast approach, while potentially simplifying planning processes,
inadvertently leads to significant misalignments with actual market needs. The
absence of a sophisticated demand analysis and forecasting mechanism results in the
company's reliance on historical experience and rudimentary estimates for making
critical import decisions, rather than leveraging data-driven insights and
comprehensive market analysis.This scenario underscores a critical flaw in the
company's operational strategy: a disconnect between import scheduling practices and
the dynamic nature of market demand. This disconnect not only compromises the
company's ability to fulfill customer needs efficiently but also suggests a broader need
for an overhaul of its approach to market analysis, demand forecasting, and strategic
planning to foster a more responsive and agile operational model.
The main reason for the limitation in selecting and managing metal suppliers
is the lack of a clear quantitative and qualitative evaluation system based on specific
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criteria. A robust supplier evaluation framework is imperative for mitigating risks
associated with supplier reliability, product quality, and supply chain disruptions,
thereby playing a pivotal role in enhancing overall supply chain efficiency. The lack
of such a system leads to a reliance on ad-hoc decisions and subjective judgments,
rather than on an objective assessment of supplier performance and capabilities. This
situation not only impedes the company’s ability to foster strong, mutually beneficial
supplier relationships but also limits its capacity to adapt to market changes and
customer demands with agility and precision.
The entire metal import process heavily depends on the director due to a lack
of quality human resources. This reliance manifests through various operational
challenges, including frequent errors in contract drafting by employees that
necessitate revisions, signifying a lack of essential skills and specialized knowledge.
Moreover, the director has to directly attend trade fairs domestically and
internationally because employees lack deep product knowledge, leading to
dependency and reducing overall business efficiency. At the core of these challenges
is the company’s inadequate investment in employee training and development,
particularly in areas critical to the business’s operational success such as contract
drafting skills, product knowledge, and international communication competencies.
This shortfall in capacity building is compounded by the absence of a systematic
employee competency evaluation system, which hinders the company's ability to
identify and address the specific training needs of different employee groups. The lack
of targeted training and development initiatives not only limits employees' ability to
perform their roles effectively but also restricts the company’s capacity to delegate
responsibilities, leading to an overreliance on the director for operational continuity.
The subjective cause underpinning the evident gap in Quang Minh Phat Vina's
financial risk management strategies, particularly its failure to mitigate currency risk
in transactions between Vietnam and China, can be traced back to a deeper, systemic
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issue within the company's approach to international trade finance. This oversight is
not merely an operational oversight but a reflection of a broader lack of sophistication
and proactive engagement with financial risk management practices. The company's
reliance on imports, a vital component of its operational model, necessitates a robust
framework to manage the inherent financial risks, including the volatility of
international currencies. However, the absence of such mechanisms, including
hedging strategies or currency risk management tools, suggests a fundamental
underestimation of the potential impact of currency fluctuations on the company's
financial health and operational cost-effectiveness. This lack of preparedness and
strategic response to currency risk exposes the company to significant financial
uncertainties, which could severely impact its profit margins and overall financial
stability
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CHAPTER 3: ORIENTATION AND RECOMMENDATIONS
FOR METAL IMPORT OF QUANG MINH PHAT VINA
LIMITED LIABILITY COMPANY UNTIL 2030
3.1. Development and orientation of Quang Minh Phat Vina Co., Ltd.'s until
2030
Through conducting interviews with the directors and members of Quang
Minh Phat Vina Co., Ltd., several key development orientations of the company can
be identified as follows:
Expansion in scale and branches of the company. The expansion of the
company's scale and branches is deemed crucial and necessary, especially in the
current market context that demands flexibility and broad customer service
capabilities. The company recognizes that its current warehouse has a relatively small
scale and insufficient capacity to meet the storage needs of various goods. Therefore,
one of the key development orientations is to invest in expanding the warehouse
system to increase storage capacity. This will enable the company to accept and store
a larger quantity of goods, while optimizing inventory management and the importexport process. Additionally, the company intends to open additional branches in
other provinces, especially in the South or Central regions. Currently, the majority of
customers are concentrated in the North, but there is significant demand for metal
supplies in the South and Central regions as well. Expanding branches into these areas
will not only help the company access new markets but also optimize the delivery
process and services for customers in the region. In the process of expanding the
nationwide distribution network, Quang Minh Phat Vina aims not only to enhance the
distribution capacity of imported metal products but also to establish a high-quality
customer support and service system. The company will conduct market analysis to
identify potential areas with high demand for its products and services. Based on the
analysis results, Quang Minh Phat Vina will select distributor partners based on
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criteria such as distribution capacity, market reputation, and ability to provide aftersales services. The company also plans to organize training programs for distributors
to ensure they have a clear understanding of Quang Minh Phat Vina's products,
services, and core values. Furthermore, the company will implement targeted
marketing campaigns and special promotion programs to support distributors in
attracting and serving customers, aiming to expand market share and consolidate its
position in the market.
Expansion of the imported metal product portfolio, with a particular focus on
items included in the preferential tariff list of the ASEAN-China Free Trade
Agreement (ACFTA). This is considered a strategic move to optimize profits and
expand market share for Quang Minh Phat Vina Co., Ltd.
In addition to expanding the portfolio of imported metal products, Quang Minh
Phat Vina aims to develop new services such as professional import consultancy
services. Firstly, the company will focus on building a diverse team of experts with
knowledge and experience, including individuals with deep understanding of laws,
customs duties, and customs procedures, as well as those familiar with the metal
market both domestically and internationally. The company will develop in-depth
training courses for this team to ensure they stay updated with the latest legal and
market changes, enabling them to provide practical advice and strategies to clients.
Additionally, Quang Minh Phat Vina plans to deploy online platforms such as the
company website to facilitate convenient access to consultancy services for
customers, especially advice on leveraging tariff preferences from free trade
agreements such as ACFTA. This initiative will not only optimize the import process
for customers but also expand business opportunities for the company.
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3.2. Recommendations for enhancing metal import of Quang Minh Phat
Vina Co., Ltd
Based on the company's future orientation and current achievements, along
with existing limitations, several recommendations are proposed as follows:
3.2.1. Optimizing Import Planning and Inventory Management More
Effectively
Firstly, the adoption of advanced data analysis technology and software is a
crucial step. Currently, Quang Minh Phat Vina Co., Ltd. primarily analyzes data and
forecasts demand based on manual calculation methods and qualitative analysis,
which has been proven to be inefficient and inflexible, especially during peak demand
seasons such as year-end. To enhance efficiency in inventory management and
demand forecasting, the company can leverage the power of Microsoft Excel
software, an easy-to-use yet extremely convenient and useful tool for data analysis.
Starting with enhancing Excel skills for employees, the company can organize indepth training courses to develop capabilities in using advanced analysis tools such
as Pivot Tables, statistical functions, and dynamic charts. These tools help automate
and streamline the data analysis process, from analyzing historical sales data,
evaluating peak seasons, to identifying events that impact purchasing trends.
Consequently, the company can accurately forecast product demand, adjust import
plans flexibly and efficiently, based on quantitative data providing deep insights into
market trends and customer demands. Using Excel not only helps minimize risks and
optimize inventory management but also facilitates data-driven decision-making, a
key factor for success in an increasingly competitive business environment.
Dynamic and flexible import planning is a key factor in enabling the company
to quickly respond to market changes. This plan should be based on actual data and
forecasts, allowing the company to timely adjust orders—increasing imports of highdemand items and reducing imports of surplus items. Additionally, close coordination
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with suppliers to have them ready to adjust production and delivery based on the
company's actual needs is crucial to ensure flexibility in the supply chain.
Moreover, the reality has shown that Quang Minh Phat Vina Co., Ltd. is facing
significant challenges in inventory management and stock turnover due to the lack of
specific and modern methods. Relying on manual methods and intuitive decisions is
no longer suitable in today's business environment, where competition is increasingly
fierce and demands for efficiency are high. To improve the situation, implementing
automation solutions and the FIFO (First In, First Out) method in warehouse
management is a crucial step. This not only ensures that the newest products will be
prioritized for shipment, minimizing the risk of long-term stockpiling but also helps
reduce storage costs and losses due to expired or obsolete goods. Furthermore,
deploying a modern warehouse management system can provide an accurate overview
of inventory levels at all times, enabling the company to make quick and precise
decisions regarding imports or merchandise adjustments. A modern warehouse
management system not only supports inventory tracking but also optimizes
workflow, from receiving goods, storage, to shipment, thereby enhancing work
efficiency and minimizing errors.
3.2.2. Developing Quantitative Evaluation Criteria for Suppliers
The development of quantitative evaluation criteria for suppliers is not only an
urgent step but also a fundamental necessity to ensure the sustainable growth of Quang
Minh Phat Vina's business model in the future. The company's heavy reliance on the
quality and pricing of suppliers makes it highly susceptible to unforeseen market
fluctuations, especially in the metal industry where competition and quality standards
are increasingly stringent.
The current supplier evaluation process at Quang Minh Phat Vina Co., Ltd.
primarily relies on qualitative assessments and the Director's experience. Therefore,
the first and most crucial step is to develop a set of quantitative evaluation criteria for
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suppliers. These criteria should encompass a range of factors such as reliability, ontime delivery capability, adherence to quality standards, responsiveness to changing
requirements, and collaboration in issue resolution. They need to be designed
specifically, measurable, and accurately reflect the company's objectives and needs.
After developing the criteria, the next step is to implement them in the supplier
evaluation process. This requires the company to invest in training for procurement
and quality management staff to ensure they understand and proficiently apply these
criteria in their daily work. Training should also emphasize the use of data and
quantitative analysis as the basis for decision-making, rather than relying on intuition
or personal experience.
In today's business environment, maintaining a regular and effective evaluation
system after signing long-term contracts with suppliers is crucial. For Quang Minh
Phat Vina Co., Ltd., this not only ensures stable and reliable supply sources but also
provides an opportunity for the company to identify and address issues promptly. The
periodic evaluation process should include checks and assessments of product quality,
on-time delivery capability, responsiveness and support in case of issues, as well as
compliance with current standards and regulations. Any changes in quality or service
should be noted and considered in periodic evaluations. Suppliers who fail to meet the
set criteria need to be discussed, and improvement or replacement measures should
be considered if necessary. Additionally, regularly seeking and evaluating new
suppliers is an essential part of this process. Since the market is constantly changing,
and the company's needs evolve over time, searching for new suppliers with better
quality and supply conditions is necessary to ensure competitiveness and meet
business demands. Through the establishment and enforcement of a rigorous periodic
evaluation process, Quang Minh Phat Vina will be able to enhance its relationships
with current suppliers while expanding and optimizing its supply network.
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Furthermore, to ensure that the periodic evaluation process and the search for
new suppliers are carried out effectively, Quang Minh Phat Vina needs to establish an
open information and communication system, where all information about suppliers,
including evaluations and feedback, is shared transparently and timely among relevant
departments within the company and long-term partners. Conducting regular
meetings, providing positive feedback, and building win-win cooperation policies not
only help improve the quality of services and products from suppliers but also build
trust and long-term commitment between parties.
3.2.3. Testing and Evaluating New Payment Methods
In the current international trade landscape, selecting appropriate payment
methods not only directly impacts the flexibility and efficiency of transactions but can
also make a significant difference in costs and risks. For Quang Minh Phat Vina Co.,
Ltd., using Letter of Credit (L/C) payment method has been proven to reduce
transaction risks. However, as reality has shown, relying too much on L/C also entails
complex procedures and high intermediary costs, especially during peak seasons such
as the end of the year when all resources become extremely valuable.
To reduce complexity and enhance efficiency in the payment process, testing
and evaluating new payment methods are necessary steps. Especially for long-term
suppliers with established trusted relationships, applying payment methods such as
Direct Bank Transfer (T/T) or even utilizing digital payment services can bring many
benefits. These methods not only help minimize transaction costs but also enhance
flexibility, allowing the company to quickly adjust payment methods based on the
specific conditions of each transaction. During the process of testing and evaluating
new payment methods, carefully assessing the benefits and risks is essential. The
company needs to weigh carefully between the benefits of flexibility and cost savings
that new payment methods bring versus potential risks, including information security
and financial risks. After testing and evaluation, the company needs to consolidate
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and optimize the payment process by selecting the most suitable methods for each
specific type of transaction. This may include establishing a standard payment guide
for procurement staff, detailing the steps to follow when selecting payment methods
for each supplier and transaction type. The optimization process should also include
regular updates on new payment methods and payment technologies to ensure that the
company does not miss out on opportunities to leverage new technologies and
solutions to improve efficiency and reduce costs.
In addition to testing new payment methods, building and maintaining trusted
partner relationships with existing suppliers are also crucial. For suppliers with longterm and stable relationships, the company can discuss and establish flexible payment
terms, creating conditions for both parties to respond quickly and effectively to market
changes. Open and regular communication with suppliers is also important to ensure
that they understand and are comfortable with changes in payment methods. This not
only helps reduce pressure on time and finances but also strengthens trust and longterm commitment between Quang Minh Phat Vina and its suppliers..
3.2.4. Enhancing Internal Human Resources Quality
To address the issue of low professional proficiency and dependence on the
Director in the process of importing metals, investing in training and development of
employees becomes imperative for Quang Minh Phat Vina Co., Ltd. Achieving this
requires a comprehensive training strategy, as well as commitment from the
leadership to create a competent and autonomous workforce. The company needs to
develop a range of diverse training programs, including technical training, product
knowledge, project management, communication skills, and especially training on
international markets and international contract drafting. These programs should be
designed to cater to different levels of competency and specific roles within the
company, from new employees to department heads, ensuring that each individual has
the opportunity to develop the necessary skills for their job.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
In addition to formal training, creating opportunities for employees to learn
and develop through practical experience is equally important. Quang Minh Phat Vina
Co., Ltd. can encourage this by creating interdisciplinary and cross-departmental
projects, allowing employees to work in a diverse and challenging environment where
they can apply their learned knowledge and develop problem-solving skills.
Participation in seminars, trade fairs, and industry events should also be encouraged
to allow employees to expand their knowledge and understanding of the market.
3.2.5. Enhancing Financial Stability through Strategic Currency Risk
Management
To address the significant gaps in Quang Minh Phat Vina's financial risk
management strategies, particularly in mitigating currency risk in transactions
between Vietnam and China, it is imperative for the company to develop and
implement a comprehensive currency risk management framework. This framework
should incorporate a variety of hedging strategies, including forward contracts,
options, and swaps, which can provide a financial hedge against the volatility of
currency exchange rates. Additionally, the company should consider diversifying its
currency exposure and engaging in currency risk sharing agreements with suppliers
to further mitigate risk. Establishing a dedicated financial risk management team
equipped with sophisticated tools for monitoring and analyzing currency trends and
risks is also recommended. This team would be responsible for developing risk
mitigation strategies tailored to the company’s specific needs and for conducting
regular reviews of these strategies to ensure they remain effective and aligned with
the dynamic nature of global financial markets. By adopting a more structured and
proactive approach to currency risk management, Quang Minh Phat Vina can
safeguard its operations against the adverse effects of currency fluctuations, thereby
enhancing its cost-effectiveness, protecting its profit margins, and securing a more
competitive position in the market.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
3.3. Recommendations for the Vietnamese government
In order to enhance the metal import of domestic enterprises in Vietnam, the
strategic adaptation and refinement of government regulations and policies governing
export and import activities hold paramount importance.
The legislative advancements made through Decree No. 52/2013/ND-CP,
Decree No. 85/2021/ND-CP, and Decision 461/QD-CP have significantly alleviated
many challenges, facilitating smoother operations for businesses like Quang Minh
Phat Vina in the evolving market landscape. However, persistent issues, particularly
in specialized inspection activities and the asynchronous update of information,
suggest a need for further reforms. The dual necessity of presenting physical, stamped
declarations alongside electronic customs submissions, and the obligation to provide
hard copies of online tax payment proofs to customs authorities, underscore
inefficiencies ripe for government intervention. To specifically support the metal
import operations of companies such as Quang Minh Phat Vina, the government's
future policy enhancements should focus on ensuring that the legislative framework
is not only in harmony with international best practices but also responsive to the
unique challenges faced by the metal import sector. Emphasizing the streamlining of
processes through the implementation of a "single window" mechanism could
dramatically reduce bureaucratic hurdles and processing times, aligning Vietnam's
trade facilitation practices with global standards.
Moreover, the introduction and refinement of financial and monetary policies
tailored to the needs of the metal import industry, including interest rate cuts, tax
reductions, and improved access to loan capital, would significantly bolster the
sector's competitiveness. Special attention should be paid to reforming tax
management policies, dismantling technical trade barriers, and simplifying the export
tax rebate process for metal goods. Identifying and specifying tax exemption or
reduction cases for priority sectors within the metal industry will be crucial for
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
encouraging investment and operational efficiency. These measures, aimed at
alleviating financial pressures and stimulating sector-specific growth, will not only
support Quang Minh Phat Vina's ambitions towards 2030 but also enhance the broader
metal import sector's contribution to Vietnam's economic development.
To propel domestic enterprises into a new era of productivity and innovation,
particularly in sectors like the metal import industry exemplified by Quang Minh Phat
Vina Limited Liability Company, enhancing the quality of infrastructure systems
plays a pivotal role in bolstering the efficiency and competitiveness of domestic
enterprises on the international stage. Improved infrastructure facilitates smoother
operations, reduces logistical bottlenecks, and ensures that businesses can leverage
the full spectrum of technological advancements in their production processes.
Moreover, the establishment of comprehensive market information channels, both
domestic and international, is essential. These channels would provide enterprises
with timely and relevant data, enabling them to make informed decisions, adapt to
market trends, and seize emerging opportunities in both local and global markets.
Such policy measures, aimed at supporting the infusion of science and technology
into production, enhancing human resource capabilities, upgrading infrastructure
quality, and providing robust market intelligence, will collectively empower domestic
enterprises to thrive in an increasingly competitive and technology-driven global
marketplace.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
CONCLUSION
The thesis on "Metal Import of Quang Minh Phat Vina Limited Liability
Company for the period 2021 - 2024 and orientation to 2030" encapsulates an
extensive exploration of globalization, international economic integration, and their
significant impacts on the socio-economic development of Vietnam. This
investigation was propelled by the critical importance of international economic
integration in the global economy and Vietnam's proactive participation in Free Trade
Agreements (FTAs), highlighting the nation's efforts to enhance its import sector,
especially for crucial industrial materials like metals. The research set out with the
primary goal to examine the current scenario of metal imports by Quang Minh Phat
Vina, assessing its accomplishments and obstacles from 2021 to 2024, while
providing a vision for 2030. Through the application of analytical, synthetic, and
comparative methodologies, and augmented by comprehensive interviews with the
company's staff, this thesis has successfully delineated the theoretical foundations of
import activities alongside the operational intricacies of Quang Minh Phat Vina’s
involvement in the metal import sector.
In the comprehensive study of Quang Minh Phat Vina Limited Liability
Company's metal import operations from 2021 to 2024 with a forward look to 2030,
a detailed examination revealed significant insights into both the company's
achievements and the challenges it faced. Drawing from these insights, a set of
recommendations have been crafted to enhance the company's metal import strategy
and operations. To address the challenges and leverage opportunities for sustainable
growth, several key recommendations have been proposed, ranging from leveraging
advanced data analysis for optimized inventory management, establishing
quantitative supplier evaluation criteria, to exploring new payment methods and
enhancing human resource capabilities—formulate a comprehensive strategy aimed
at reinforcing the company's market position. Also, the thesis has highlighted the need
for enhanced government policy frameworks, investment in technology, human
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
resource development, and streamlined import procedures stands out as crucial for
improving the domestic company’s competitive edge and sustainability.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
REFERENCES
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material/International-Trade.pdf
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Esce. (2019). WHAT ARE THE DIFFERENT TYPES OF
INTERNATIONAL TRADE?. https://www.esce.fr/en/faq-all-the-answers-to-your
questions/what-are-the-different-types-of-international-trade/
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Feng, L., Li, Z., & Swenson, D. L. (2016). The connection between imported
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Economics, 101, 86-101.
12.
Fernandes, A. M., & López, R. A. (2015). Imported technology and firm
exporting: the case of Chile. In Handbook on Trade and Development (pp. 329-350).
Edward Elgar Publishing.
13.
Freund, C., & Pierola, M. D. (2015). Export superstars. Review of Economics
and Statistics, 97(5), 1023-1032.
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
14.
General Department of Customs. (2023).
15.
General Statistics Office, Import and Export Data, https://www.gso.gov.vn.
16.
Government of Vietnam. (2023). Decree No. 26/2023/ND-CP.
17.
Investopedia. (2022). What Are Imports and Why Are They Important?.
https://www.investopedia.com/terms/i/import.asp.
18.
Investopedia (2021). Which Factors Can Influence a Country's Balance of
https://www.investopedia.com/ask/answers/041615/which-factors-can
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countrys-balance
trade.asp#:~:text=International%20trade%20is%20largely%20affected,of%20natural%
20resources%2C%20and%20demographics.
19.
Luật Dương Gia. (2022), Nhập khẩu là gì? Các hình thức nhập khẩu hàng hóa
thông dụng. https://luatduonggia.vn/nhap-khau-la-gi-cac-hinh-thuc-nhap-khau-hanghoa-thong-dung/
20.
Mai, T. C. T., & Tran, H. T. P. (2019). Import-export business textbook.
21.
Ministry of Industry and Trade (2024), Vietnam Import-Export Report 2023.
22.
Ministry of Trade. (1993). Circular No. 04/TM-DT.
23.
Morrissey, O., López, R. A., & Sharma, K. (Eds.). (2015). Handbook on trade
and development. Edward Elgar Publishing.
24.
Newfarmer, R., & Pierola, M. D. (2015). Trade in Zimbabwe: changing
incentives to enhance competitiveness. World Bank Publications.
25.
Nguyen Van Hoi (2023), Solutions for sustainable import-export development
in the coming period, Finance Magazine.
26.
OVTT. (2021). Importance of imports.
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https://www.ovtt.org/wp-
27.
Prime Minister (2021), Decision No. 493/QD - TTg dated April 19, 2022 on
Approving the Goods Import and Export Strategy until 2030.
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28.
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Romer, P. (1994). New goods, old theory, and the welfare costs of trade
restrictions. Journal of Development Economics, 43(1), 5-38.
29.
Thư viện Pháp luật. (2022). Xuất khẩu nhập khẩu hàng hóa là gì? Thủ tục xuất
khẩu nhập khẩu được quy định cụ thể như thế nào? https://thuvienphapluat.vn/phapluat/xuat-khau-nhap-khau-hang-hoa-la-gi-thu-tuc-xuat-khau-nhap-khau-duoc-quydinh-cu-the-nhu-the-nao-111071-2755.html
30.
Trang, N. T. H. (2021). The impact of import-export activities on Vietnam's
economic growth in the period 2009-2020 (Master's thesis, Ho Chi Minh City University
of Economics).
31.
Turco, A. L., & Maggioni, D. (2013). On the role of imports in enhancing
manufacturing exports. The World Economy, 36(1), 93-120.
32.
VCCI News. (2023). Giải pháp thúc đẩy tăng trưởng xuất nhập khẩu cho doanh
nghiệp nhỏ và vừa. https://vccinews.vn/news/47948/giai-phap-thuc-day-tang-truongxuat-nhap-khau-cho-doanh-nghiep-nho-va-vua.html
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VIOIT. (2022). Một số chính sách quản lý xuất nhập khẩu của Việt Nam hiện
nay. https://vioit.org.vn/vn/chien-luoc-chinh-sach/mo-t-so--chi-nh-sa-ch-qua-n-ly--xuat-nha-p-kha-u-cu-a-vie-t-nam-hie-n-nay-5724.4050.h=tml
34.
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(1994)..
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
APPENDIX
Illustration of some of the Company's products
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
TRƯỜNG ĐH KINH TẾ QUỐC
DÂN
CỘNG HÒA XÃ HỘI CHỦ NGHĨA
VIỆT NAM
VIỆN ĐÀO TẠO TT, CLC &
POHE
Độc lập - Tự do - Hạnh phúc
Hà Nội, Ngày 02/01/2024
KẾ HOẠCH & NHẬT KÝ THỰC TẬP
Họ và tên sinh viên: Nguyễn Tuấn Đạt
Tên cơ sở thực tập: Công ty TNHH
Quang Minh Phát Vina
Mã sinh viên: 11200756
Giảng viên hướng dẫn: Nguyễn
Thường Lạng
Lớp chuyên ngành: Kinh tế quốc tế CLC
62A
Thời gian thực tập: 02/01/2024 đến
03/04/2024
Khóa: 62
Nội dung thực tập
Kết quả
(Kế hoạch)
thực hiện
Bắt đầu kỳ thực tập tại công ty, học
nội quy và làm quen với các phòng
ban tại công ty
Nắm được nội
quy tại công ty
và công việc tại
các phòng ban
Tuần 2 (Từ
Tìm hiểu về Công ty: Loại hình
09/01 đến Doanh Nghiệp, ngành nghề lĩnh vực
13/01)
kinh doanh, cơ cấu tổ chức
Hiểu biết rõ ràng
về cách vận hành
thực tế của một
doanh nghiệp
Tuần 3 (Từ
16/01 đến Tìm hiểu tình hình hoạt động của các
phòng ban.
20/01)
Có thêm hiểu
biết, kiến thức
Thời gian
Tuần 1
(Từ 02/01
đến 06/01)
Ghi chú
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
Lắng nghe Anh, Chị trong phòng
hướng dẫn, truyền đạt kinh nghiệm
làm việc.
trong môi trường
làm việc thực tế
Phụ giúp các Anh, Chị trong công
việc: sắp xếp, phân loại sổ sách,
đánh văn bản, đóng tập...
Tuần 4 (Từ Lấy tài liệu tại Công ty để tham khảo
Được tiếp xúc
23/01 đến và làm tài liệu cho bài báo cáo.
với công việc
27/01)
thực tế
-Xem các bài báo cáo thực tập của
các anh, chị khóa trước tại Công ty
Thu thập số liệu về số lượng cán bộ,
đời sống của công nhân.
Lấy số liệu kết quả kinh doanh trong
Tuần 5 (Từ nhữngn ăm gần đây
Có thêm tài liệu
30/01 đến Xin bộ chứng từ xuất khẩu thực tế để hoàn thành bài
bao gồm: Booking, Sales contract,
03/02)
báo cáo
Invoice, Packing list, tờ khai xuất
khẩu và Bill và đọc hiểu bộ chứng.
Đọc được
Tuần 6 (Từ Hướng dẫn đọc booking và những
booking và nắm
06/02 đến mục cần chú ý
được các thông
09/02)
tin quan trọng
Tìm hiểu các bước lập hợp đồng
trên booking
Tuần 7 (Từ Hướng dẫn đọc Commercial
16/02 đến Invoice và packing List
Hướng dẫn làm tờ khai hải quan
20/02)
nhập khẩu
Tiếp xúc được
với chứng từ và
phần mềm khai
báo
Tuần 8 (Từ Hướng dẫn về quy trình nhập hàng
23/02 đến nguyên container và hàng lẻ
Hướng dẫn các nghiệp vụ tại cảng
27/02)
Hiểu rõ hơn về
quy trình nhập
khẩu
Tuần 9 (Từ Hướng dẫn quy trình đưa hàng vào
02/03 đến kho để xếp hàng
Hướng dẫn lưu bộ hồ sơ chứng từ
06/03)
Thuần thục hơn
trong quy trình
nhập khẩu
Tìm hiểu một số vấn đề hạn chế
trong quy trình nhập khẩu tại Công
ty
Tìm ra được các
vấn đề hạn chế
trong quy trình
Tuần 10
(Từ 09/03
đến 13/03)
Bachelor’s thesis
Instructor: Assoc. Prof. Dr. Nguyen Thuong Lang
nhập khẩu tại
Công ty
Tuần 11
(Từ 16/03
đến 20/03)
Xin ý kiến định hướng của các anh
chị phòng giao nhận, xuất nhập
khẩu về bài báo cáo thực tập
Hoàn thiện thêm
bài báo cáo
Tuần 12
(Từ 23/03
đến 27/03)
Phỏng vấn thêm với giám đốc và
các nhân sự trong Công ty về định
hướng phát triển và định hướng
nhập khẩu
Hoàn thiện thêm
bài báo cáo
Tuần 13
(Từ Từ
30/03 đến
03/04)
Xin nhận xét về quá trình thực tập
và xin chữ kí dấu mộc đỏ của giám
đốc Công ty.
Chào tạm biệt tất cả các anh chị ở
cơ sở thực tập và gửi lời cảm ơn
chân thành.
Hoàn thành xong
học phần thực
tập
Nhận xét của GVHD:
.......................................................................................................................................
......
.......................................................................................................................................
......
Giảng viên hướng
dẫn
Sinh viên
thực tập
(Ký, ghi rõ họ tên)
(Ký, ghi rõ họ tên)