(Luận văn) failure in new customer approach in tan cang shipping’s reffer service

t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng hi International School of Business ep w n lo ad ju y th yi pl n ua al Thi Huong Giang Nguyen n va fu ll (FAILURE IN NEW CUSTOMER APPROACH IN TAN CANG SHIPPING’S REFFER SERVICE) oi m at nh z z MASTER OF BUSINESS ADMINISTRATION k jm ht vb om l.c gm n a Lu n va Ho Chi Minh City – Year 2018 y te re th t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng hi International School of Business ep w n lo ad ju y th yi pl n ua al Thi Huong Giang Nguyen n va fu ll (FAILURE IN NEW CUSTOMER APPROACH IN TAN CANG SHIPPING’S REFFER SERVICE) oi m at nh z z ht vb k jm MASTER OF BUSINESS ADMINISTRATION om l.c gm SUPERVISOR: Trần Hà Minh Quân n a Lu n va Ho Chi Minh City – Year 2018 y te re th t to Table of Content ng hi Executive summary ep Background information w Methodology n lo Problem Identification ad ju y th 4.1 Situation analysis 4.2 Symptoms 11 yi pl 4.3 Potential problems……………………………………………………………… 13 ua al 4.4 Central problem 16 n va Figure 1: Initial cause – effected map .16 n fu ll 4.5 Potential root causes 17 m oi 4.6 Central root cause .20 nh at Figure 2: Cause – effected map .21 z Problem Solving 22 z vb ht Action Plan 23 k jm References 27 gm Appendix 01: Interviewees Information 29 om l.c Appendix 02: Interview guides 30 Interview Guide: Customers using referred container service 30 a Lu n Interview Guide: Vice Director 30 n va th Appendix 05: Estimated output/month for 40RH of TCS’s dry container customers…….38 y Appendix 04: Transcript …………………………………………………… 33 te re Appendix 03: Questionnaire …………………………………………………… 32 t to Professional terminology and abbreviation: ng hi Professional terminology ep No Meaning and abbreviation w 20GP 20 feet general dry container n 40 feet high cube dry container lo 40HQ ad 45RH 45 feet high cube reefer container y th The production of liner shipping and slot on ju pl The yard contains empty container ua al Depot vessel 20GP = TUES, 40HQ=40RH=2 Tues yi Teus n The truck go to nearby the vessel to receive n va Shipside container directly does not drop container on fu ll terminal yard m container to prepare for departing at nh Price for transporting container by vessel z Freight The time which vessel will stop loading oi Closing Time z Fee charge for plugging electronic of reefer ht vb Plugging Fee jm container on terminal, on vessel Operation Service in Terminal 12 TCS Tan Cang Shipping Joint Stock Company k 10 OPS om l.c gm n a Lu n va y te re th t to Executive Summary ng hi In the beginning of 2017, Tan Cang Shipping expanded its service to reefer ep service After months of operation, the company realized that the operation of w TCS’s reefer container service was not effective because the revenue could not be n lo as expected One of the potential problems leaded to that system – failure in new ad customer approach was selected to analysis deeply basing on in-depth interview y th outcomes, market information and business report ju yi The purpose of this thesis is to use literature review, in-depth interview and pl ua al survey in order to determine factors that influence sale organization effectiveness, n which helps to identify why there is failure in new customer’s approach The n va cause – effected map is the drawn to find out the root cause ll fu The thesis intents to use groups of factors affected to sale organization oi m effectiveness to TCS’s reefer service The result shows that most factors have nh faced trouble in some indicators In particular, Evaluating sale service and at Rewarding are the two most noticeable indicators because of their significant z z influence to sale performance Setting sale performance measurement then is vb k jm ht chosen to as problem solving for the company’s current situation om l.c gm n a Lu n va y te re th t to Background information ng hi ep Tan Cang Shipping Joint Stock Company (or Tan Cang Shipping – TCS) was established on 28.11.2013 by Saigon Newport Corporation, to develop maritime w n transport service The beginning mission of Tan Cang Shipping is developing the lo ad transport services of Sai Gon New Port Corporation while their vision is "Leading in ju y th quality of service, customer oriented; Advanced management, professional and high yi quality in human resources; Military discipline, corporate culture, community pl responsibility " After almost years of operation, strategic direction is to develop al ua sustainable production and business based on three pillars: Port Operation, Logistic n Services and Sea Transport Despite its short time of operation, the company worked va n quite well, completed all the missions and developed Tan Cang Shipping becomes a fu ll prestige brand, having a strong position in the shipping industry in Vietnam oi m nowadays nh With the motto "Coming to Saigon New Port, coming to one of the top quality at z services", Tan Cang Shipping always tries to provide their customers best quality z ht vb shipping service To the Sea Transport Service, Tan Cang Shipping provides jm customers with domestic transport services by sea line including main routes: Ho Chi k Minh - Da Nang - Hai Phong and opposite or Ho Chi Minh - Hai Phong and gm opposite To Logistics, they provides a full range of professional logistics services om l.c such as freight forwarding, customs clearance services, warehousing services, And to Shipping Agent, we now are acting as an agent for vessels to import and export in a Lu domestic ports as well as international port in Vietnam In addition, we are ready to th enthusiastic, hardworking, having responsibility with work and more experience to y commitment of our customers", all the employees of Tan Cang Shipping are always te re training their employees With the core value: "Satisfaction, Trust and Long-term n Besides developing shipping service, Tan Cang Shipping also focus on hiring and va crewmembers supplying and other support services when the customer needs n provide ancillary services such as customs clearance, fresh water supply, fuel, t to solve customer’s requirements quickly in all situations happened during ng transportation Moreover, Tan Cang Shipping usually has the policies of supporting hi ep and consultation so that they can make their customers feel satisfaction when they choosing their service and want to build a long-term stable cooperation w n lo The organizational structure of Tan Cang Shipping consists of departments: ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to Methodology ng hi This thesis was developed and supported by both primary and secondary data ep with particular following methods and resources: w n Business reports: TCS's business performance report for dry service and reefer lo ad service in 2017 checked in order to analyze how TCS achieve the target ju y th revenue as well as how each trip follows the golden structure The report on yi reefer container’s revenue in 2017 be classified by customer’s name and trip pl ua al In-depth interview: From the results of data analysis in business report, n classify the customer using TCS services into focus-group, build an interview va guide and in- depth interview for each group and TCS’s Vice Director n ll fu oi m Survey: 10 questions was designed for sale team with 5-point scale and based at nh on standards of procedures of control system z Secondary Research: Online research in Viet Nam shipping line market as z jm ht vb well as interview TCS’s customers to understand refer container market size k Literature review: Classical theory of shipping line operation and gm management Also, contents relevant to sale management effectiveness are l.c applied to estimate how TCS performs and how to improve the current om situation n a Lu n va y te re th t to ng Problem Identification hi Situation analysis ep 4.1 w Under Sea Transport field, TCS provides customers with domestic transport services n lo by sea line including main routes with one-way or round trip from Ho Chi Minh - Da ad Nang - Hai Phong and Ho Chi Minh - Hai Phong There are two main categories of y th container, which are dry and reefer containers ju yi In the liner industry, the twenty- foot equivalent unit (often TEU) is the unit of pl ua al measurement of cargo, often used to describe the capacity of container shops and container terminals The standard intermodal container is designed as 20 feet long and n n va feet wide Additionally, there is a standard container with the same width but a ll fu doubled length of 40 feet called 40-foot container, which equals two TEU For more oi m example, container 40 feet = containers 20 feet = TEUS nh TCS’s dry containers service has been exploited quite well since the day company has at opened with two types: 20GP (20 feet) and 40HQ (40feet) It is considered as core z z service of the company, which operated vessels per week with routines from South vb ht to North and reverse trip (Table 1) Besides TCS, there are other popular liners in k jm Vietnam Domestic Shipping industry such as Hai An, GLS, Germadept, Vinafco, Bien gm Dong, Vosco, Viet Sun, … In general, TCS and Hai An currently keep significant output in comparing to others l.c om After years of operation, TCS has gained great performance and customers’ trust, potential field to develop in the near future Therefore, in early 2017, TCS launched n a Lu Broad of Director decided to expand its service and reefer container service is a n customers are looking for both dry and reefer container service Thus, TCS th • Diversifying TCS’s service: Currently, most freight forwarders – TCS’s y te re objectives: va reefer container service, which mainly transported 45RH (45 feet) with two following t to want to offer variety of service choices to customers, which is not only dry ng container service but also reefer container field hi • Achieving opportunity costs: as domestic shipping lines not own empty ep reefer containers, customers who are owners of reefer containers have to pay w n for all the fee occurred Reefer service is more cost effective in comparing to lo ad dry service In details, dry service incurs many costs for the company such as y th repairing, stock in yard, cleaning While empty reefer containers are owned by ju the customer (domestic liner does not own empty reefer containers), so that yi pl customers will pay all of these fees Regarding the freight, reefer container ua al cost 10 million VND while the dry one is million VND To calculate the n opportunity profit of transport a reefer container, TCS will gain million va n VND from difference freight while 40HQ and 40RH is cover similar slot (2 ll fu TUES), TCS will not pay the clean (200.000 VND) and storage fee (100.000 oi m VND/ day) because 40RH are customer’s owner at nh Currently, there are nearly 20 customers, who used TCS’s dry container service, also z has demand on reefer container service (see Appendix 05 Source: Marketing z vb Department Report, December, 2016) TCS expects to attract 20-30% of this total jm ht number k TCS has vessels with different loading capacity, Tan Cang Foundation (TCFD), Tan gm Cang Victory (TCVR), Tan Cang Pioneer (TCPNand Tan Cang Glory (TCGR) (see l.c Table 1) With limited capacity and different freight of 20GP (3 million VND), 40HQ om (7 million VND), 40RH (10 million VND) n a Lu Table 1: Tan Cang Shipping Vessels information n va y te re th 10 t to The ratio contributes to total revenue ng hi III PROFIT BY SERVICE & PROFIT BY CUSTOMER IV BOOKING ep Number of booking Average value/ booking Number of canceled booking w n V CUSTOMER Number of customer lost Number of customer delayed payment Rate of customers using service (number of customers using the service/ Total number of customers) The sale program of competitors Sales skills Relationship with customers Cooperative spirit at work The initiative Ability to analyze and evaluate the sales data Ability to handle situation ju y th ad lo Number of new customer yi pl n ua al n va ll fu oi m at nh v Planning steps to monitoring & evaluating z z - Identify who will participate in the project (design, deploy, report) vb jm ht - Clarify the scope, purpose, intention of use, objectives, budget will be used in k monitoring and evaluating gm - Build the question to deepen inside what really want to know om l.c - Provide indicators to measure performance, clarify performance or reflect changes, set the standards to measure sale activities (number of calls, number of a Lu visit to customers, number of working days, number of quotes sent, number of n - Provide feedbacks and recommendations 24 th - Understand the findings of monitoring and evaluating y - Analyze and synthesize collected information te re - Determine the method of collecting information n va customers complained, v.v…) t to - Share findings and comments with sale team, decide how to use the results of ng monitoring and evaluating to reinforce salespeople’s effort hi ep Offering rewards to motivate salespeople As reported by Friedenreich K; Moine DJ and Stevens SC (5), what the sale manager wants w would not really what salesperson want, thus having guidelines to set a sale incentive program n lo is necessary ad y th Linked to TCS, there should be a reward corresponding to the number of customers and outputs ju that salespeople bring to the business According to Hallenbeck K (6), “the ideal sales yi pl compensation plan combines non-cash incentives with the right level of commission or bonus ua al earning potential” The straight salary, which means every salesperson would get paid the same n amount regardless of actual sales they have contributed to the business, is not satisfy by va n salesforce, in particular someone who works hard (Hallenbeck K 6) Related to TCS’s salary ll fu and bonus system, the salary of each salesperson is different from other’s This information is oi m not published clearly and is depended on subjective assessment from Broad of Director’s at nh member without any specific evaluation criteria developed Also, there is no money compensation for achieving challenging sales objective z z A good incentive program should meet three elements: understanding, evaluation, and vb jm ht performance Without these three elements, the incentive would be counterproductive Vice k Trade Director must be responsible for clarifying the terms of the incentive program under gm document form and notice to sales team A meeting should be held to inform, explain about the l.c content of this program Also, TCS should only reward salespeople who achieve measurable om performance The form of reward should be linked to the business targets Salespeople who a Lu complete higher targets will receive more rewards Ideally, TCS should conduct surveys to n understand the interests and personal preferences of salesperson to design creative rewards and va n meet their aspirations In addition to building an incentive program, the businesses can adopt te re the following ways to motivate salespeople y v Bonus and commissions supporting them and appreciate their efforts This can be done by giving them a 25 th v Provide competitive benefits: make salespeople feel that the TCS is always t to competitive benefit package, including health insurance, retirement plans, ng longer holidays or sick leave hi v Provide training and certification: investing in the professional development of ep salespersons is also the investment for the development of the company w Provide salesforce with appropriate training and encourage them to attend n lo exhibitions and seminars ad y th v Pursue the objectives can be obtained: the specific objectives that can be ju achieved are also a source of encouragement to sales team and to their success yi pl v Maintain open policy: if salespeople not easily present their problems to ua al their superiors, those difficulties will become more serious and will degrade the n morale of the group or even spread to the whole organization Therefore, sales va manager, in this particular, Vice Trade Director needs to always listen to, share n ll fu with the sales people their concerns, and give constructive feedback oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 26 t to References ng (1) Anderson and Oliver, 1987 Cited by Piercy NF, Cravens DW, Morgan NA (1999) hi ep Relationships between sales management control, territory design, salesforce performance and sales organization effectiveness Br J Manage 1999 06;10(2):95-111 w (2) Bechrman & Perreault, 1982 Cited by Piercy NF, Cravens DW, Morgan NA (1999) n lo Relationships between sales management control, territory design, salesforce performance and ad y th sales organization effectiveness Br J Manage 1999 06;10(2):95-111 ju (3) Cravens et al, 1993 Cited by Piercy NF, Cravens DW, Morgan NA (1999) Relationships yi between sales management control, territory design, salesforce performance and sales pl ua al organization effectiveness Br J Manage 1999 06;10(2):95-111 n (4) Eric Longino Sales management control, territory design, sales force performance, and ll fu Phoenix; 2007 n va sales organizational effectiveness in the pharmaceutical industry Ann Arbor: University of nh Woman 1986 06;11(6):22 oi m (5) Friedenreich K, Moine DJ, Stevens SC How to Motivate Your Sales Force Working at (6) Hallenbeck K BEYOND THE MONEY: Four sales incentives that will motivate New z z Hampshire Sunday News 2015 Aug 09 vb ht (7) Kwicien J Improving sales management effectiveness Employee Benefit Adviser 2010 k jm 01;8(1):40 gm (8) McAmis G, Forbes LP Sales Manager Influence Of New Product Adoption By Their Salesforce: A Theoretical Perspective Journal of Applied Business Research 2017;33(3):539- l.c om 546 a Lu (9) Plomaritou EI, Plomaritou V, Giziakis K SHIPPING MARKETING & CUSTOMER n ORIENTATION: THE PSYCHOLOGY & BUYING BEHAVIOR OF CHARTERER & n va SHIPPER IN THE TRAMP & LINER MARKET Management : Journal of Contemporary 06;10(2):95-111 27 th territory design, salesforce performance and sales organization effectiveness Br J Manage 1999 y (10) Piercy NF, Cravens DW, Morgan NA Relationships between sales management control, te re Management Issues 2011 06;16(1):57-89 t to (11) Spiro & Weitz, 1990 and John & Weitz, 1989 Cited by Piercy NF, Cravens DW, Morgan ng NA (1999) Relationships between sales management control, territory design, salesforce hi ep performance and sales organization effectiveness Br J Manage 1999 06;10(2):95-111 (12) Yuen KF, Thai VV Service quality and customer satisfaction in liner shipping w International Journal of Quality and Service Sciences 2015;7(2):170-183 n lo (13) Zallocco R, Ellen BP, Mallin ML A re-examination of B2B sales performance The ad ju y th Journal of Business & Industrial Marketing 2009;24(8):598-610 yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 28 t to Appendix 01: Interviewees Information ng hi ep No Interviewee Company Focused-group Postion Hà Nội Container w n Vũ Mạnh Hà lo ad Đặng Thanh Tùng (HNC) Key Acoount Executive Hải Đằng Phát (HDP) Regular Customer Director y th Sales GL Việt Nam ju Lê Thị Ngọc An yi pl Lưu Thị Hoàng New customer Executive TCS Vice Director Tân Cảng Shipping al (TCS) n ua Yến Sales n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 29 t to Appendix 02: Interview guides ng hi ep Interview Guide: Customers using referred container service w i Please tell me from where you know TCS's reefer container n lo service and you decided to use TCS’s service in which situation? ad y th ii Why you decide to use reefer’s service at TCS? ju iii What is the pros / cons of TCS reefer container’s service yi compared to competitors? (PROMT: tariffs, policies, pl ua al services, support and customer service) n iv Can you please suggest how TCS will develop more reefer n va teus from the company? ll fu v What is your average monthly reefer container tues and how oi m you distribute your goods to the shipping lines? nh vi How would you evaluate your reefer container goods in the near at future and you plan to distribute your company's structure on z z shipping filed again? vb jm ht vii How many lines of your company are using? viii Your current goods at TCS is not high, you intend to increase k om l.c Interview Guide: Vice Director gm slot in the near future? a Lu Known that you are the one who has the most dedication in finding and persuading n partners to use TCS's reefer service Can you talk about the process of building and y te re (PROMPT: Where does data of customer be collected?, How to approach n va understanding customers as well as persuading them to use TCS’s service? th customer? …) Does the sale department work well in order to help you find out more customers to use reefer service? 30 t to What strategy you have to find and attract new potential customers in the ng market / competitor? hi ep At present, some regular customers using dry container service are supporting TCS by using reefer container’s service, however the number of tues is not much, what w n strategies you have to increase goods from this filed? lo Do you see anything about the reefer container market trend as well the demand of ad y th customers in the coming time? ju How you rate TCS's reefer container service (pros and cons) compared to yi pl competitors in the market? n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 31 t to Appendix 03: Questionnaire ng AGE: GENDER: OCCUPATION: hi NAME: ep w n Please spare a few minutes of your valuable time to answer this simple Questionnaire Circle the lo ad number that best reflects your response to each statement (1= Never, 2=Rarely, 3=One in a while, ju y th 4=Sometimes, 5=Always) yi pl How often does the sale manager spend time with sale team? ua al n How often sale manager review call reports from sale team? va n oi m ll fu Does sale manager observe the performance of sale people? nh Does the company has policy encouraging sale people to increase their sale result by rewarding z z at them for their achievement? How often sale manager evaluate sale people’s performance? gm k jm ht vb Does sale manager actively participate in training sale people? 5 n a Lu Does sale manager provide performance feedback to each salesperson? om l.c Does sale manager often evaluate profit contribution achieved by each salesperson 32 th y 10 Does the company use non-financial incentive to reward salespeople for sale achievement? te re n va Does the company has policy to reward salespeople based on quality of sale activities? t to Appendix 04: Transcript ng hi Questions ep Key account - Regular Customer: New customer: HNC - 46.88% HDP 4.43% GL - 0.4% w Quality of Service Through transport TCS's staff, he is Through transport where you know market's manager in equipment market's information department information but I n Please tell me from lo ad y th TCS's reefer container ju did not see to use TCS’s service in anyone from TCS yi service and you decided pl al come and n ua which situation? va introduce about n its service In the fu ll high season while m oi my popular nh at shipping line was z almost full, I z ht vb decided to shift k jm some volume to TCS gm TCS has good Shipping schedule Shipping schedule use reefer’s service at development consistent with the fix with TCS? strategy HNC packing schedule om l.c Why you decide to customer's a Lu believes TCS demand n n va service The service quality Nothing out of the route/ week It TCS reefer container’s is stable, the competitor from the is similar with Hai service compared to freight rate is freight, customer care, An Line competitors? (PROMT: good, the number shipping schedules y th 33 te re What is the pros of t to tariffs, policies, services, of ships is good, ng hi ep support and customer the schedule is service) stable, the customer care is w good n lo Port change many The freight is not It is difficult to TCS reefer container’s times, the team of competitive, the policy book a slot in service compared to ops and reefer is unclear, there is no TCS on the peak technique team are specific policy, support season, customer tariffs, policies, services, not commensurate and care in the medium service and sales ad What is the cons of ju y th yi pl competitors? (PROMT: with the size of the level Missing the team even not n company, high important goods, no answer the phone plugging fee, 128 fixed closing time, While I want to HP port does not charge the plug at the increase the allow to shipside port but not Very little volume or divide at the book, I don’t ll fu n va service) ua al support and customer oi m nh reduction or z know who season, call the book directly in charge z exemption In the high jm ht vb not listen / not with my k requirement gm receive l.c Lacking of om support customer a Lu for unexpected n problem in port va OPS and reefer Investigate the market Training again suggest how TCS will engineering need needs and policies of customer service, develop more reefer teus to be improved other shipping lines to OPS about reefer from the company? build a competitive container's y te re th 34 n Can you please t to ng hi ep bargain, and provide knowledge to customer support that easily solve other carriers not customer's yet have problem w Referred Container Market n lo 60% for TCS ad What is your average 10% for TCS 1-2 container T have no comment I not change y th monthly reefer container ju tues and how you yi pl distribute your goods to va changing schedule about this issue ll fu container goods in the oi m near future and you at nh plan to distribute your z company's structure on z shipping filed again? jm ht vb How many lines of the schedule n evaluate your reefer I not intend n How would you ua al the shipping lines? k your company are TCS is not high, you more goods company is using the I have not thought about this yet om If my company has Currently, the l.c Your current goods at gm using? service of Hai An, the Our current the near future? cooperation is very cooperation is convenient, good well y te re th 35 n outstanding va TCS has no n freight, good support, a Lu intend to increase slot in t to advantages, so there is ng no plan to switch to hi ep w n lo Insight : Vice Director ad Known that you are Currently, the reefer container goods mainly come from dry y th the one who has the container customers, the reefer market has little potential, the ju majority market share is owned by Hai An shipping company yi most dedication in pl customers in the peak season, can not book in the other liner will n ua partners to use TCS's Therefore, there is no plan to expand reefer customers New al finding and persuading find to TCS by themselves because the domestic shipping is talk about the process of only five liner carry reefer container route South-North ll oi m at nh as well as persuading fu understanding customers n building and va reefer service Can you z them to use TCS’s z ht vb service? (PROMPT: jm Where does data of k customer be collected?, gm How to approach l.c om customer? …) At the moment, just me who is the one find out new customers work well in order to for TCS’s reefer service Currently, TCS’s sale team has not help you find out more equipped knowledge about reefer service, no one in them has customers to use reefer experience about this field, and they just focus on dry service service? Also, at the moment, TCS has not build any specific plan for n a Lu Does the sale team y te re th 36 n va them to sale this new service t to What strategy you ng hi ep For groups with deadslot contracts, TCS will have policies to new potential customers support the reduction of plugging fees, their freight are also in the market / lower than other customers Prioritize receive their booking in have to find and attract w peak season n competitor? lo ad For new customers, there is no specific orientation, because y th reefer container through sea ship is not too much ju At present, some yi If their booking are stable, they will sign deadslot contracts, then dry container service are there will be price support policy Stable in 2-3 months can sign pl regular customers using ua al n supporting TCS by using the contract then ll oi m at nh much, what strategies fu number of tues is not n service, however the va reefer container’s z you have to increase Not big, nor more developed jm ht vb Do you see anything z goods from this filed? k about the reefer gm container market trend l.c as well the demand of om customers in the coming a Lu time? TCS has a large Tan Cang brand in the market, which has many TCS's reefer container advantages from its member companies, satellite and general service (pros and cons) corporations such as ports, repair services, depot… n How you rate n va y te re th compared to competitors in the market? 37 t to Appendix 05: Estimated output/month for 40RH of TCS’s dry container customers ng hi No Customer's name ep w n lo ad ju y th yi 80 70 100 50 50 80 20 20 15 10 40 10 50 20 60 35 50 20 20 40 5 15 25 0 10 20 0 40 20 30 0 0 20 15 VINACONNECT HAI DANG PHAT TCRF COLLYER VINALINES VIET SAC SCL HAMITRANS TNN GLOTRANS ua al GREEN LOG n va DELTA n GMD fu KIM THANH SINH ll at CYPRESS nh HP oi CARIMEX m LAM LOG z TAN THANH z TAN BIEN TEXHONG TRACO om l.c gm YUSEN k VSICO jm TBM ht vb 16 17 18 19 20 21 22 23 24 25 26 Expected to attract HNC pl 10 11 12 13 14 15 Estimated output/ month for 40RH n a Lu n va y te re th 38