the analysis of external environment, competitors’ weaknesses and strengths, TCIT’s SWOT analysis, it tries to outline the most important indicators to formulate the objectives and strategi

1 EXECUTIVE SUMMARY According to the master planning for seaport Vietnam system development until 2020 with the vision for 2030 approved by the Prime Minister, the sea-port development in the Cai Mep - Thi Vai area plays an important role thanks to its navigational channel and advantageous position in the regional maritime route There are a lot of new terminal projects in this area Within the next two years, all the projects of the sea-port development in Thi Vai Cai Mep area shall be completed Upon the completion of these projects, there shall be seven deep-sea container terminals operational in Cai Mep area Therefore competition among the deep-sea terminal operators shall be more and more fierce especially in the situation of the limited volume of inbound and outbound containers due to the global economic crisis Tan Cang – Cai Mep International Terminal Co Ltd (TCIT) started its operation since January 15th 2011 It serves the direct services from Vietnam to USA and Europe After one year operational, TCIT has made some achievements but the volume was far to reach its designed capacity This project aims to define an effective marketing strategy for Tan Cang Cai Mep international container terminal (TCIT) during 2012-2015 to enhance its effectiveness, increase the volume and turnover The project has identified the theoretical basis of the determinants of port competitiveness, the formulation of marketing strategy as well as the marketing mix for the port On these basis, the external and internal factors affecting to the operation and business of TCIT have been thoroughly analyzed A survey was conducted on the customers’ satisfaction toward TCIT and their evaluation on the importance of the port All these results were the valuable data for the further recommendations on the strategies and marketing mix which TCIT should apply during 2012-2015 to enhance its competitiveness and attract more volume to the port The marketing mix strategy includes seven “P”: product, price, placement (location and hinterland connectivity to port), promotion, people, physical evidence (infrastructure) and process The project has made detailed recommendations for TCIT in each “P” to make the achievements and increase the volume and turnover in the years from 2012 to 2015 CHAPTER INTRODUCTION 1.1 Background After Vietnam’s successful entrance into WTO and deployment of its seaport strategies, development of maritime business sector for the country has now drawn more attention from the public If foreign trade is deemed a foundation for successful global economic integration, developing a complete terminal system shall crucially foster foreign trade growth It is now most vital to take full advantages of natural favors of the national coastline and river network to develop standardized deep-sea terminals capable of receiving large tonnage mother vessels Cai Mep – Thi Vai area in Ba Ria – Vung Tau Province is an ideal location for such deployment In Cai Mep – Thi Vai area, the development of the deep-sea terminal system to handle 110,000-DWT vessels make a great contribution to boost the economic growth for the whole country in general and for Southern area in particular, especially in the context that The South area currently accounts for about 66% of national throughput volume and in the coming time, enhancement of export and foreign trade shall serve as a major solution for national economic development for the time being till 2020 According to the master planning for seaport Vietnam system development until 2020 with the vision for 2030 approved by the Prime Minister, the sea-port development in the Cai Mep - Thi Vai area plays an important role thanks to its navigational channel and advantageous position in the regional maritime route Before June 2009, there were not any deep-sea container terminals in Vietnam and all the cargo transported between Vietnam and the countries in America, Europe or Africa had to be transshipped in the transshipment ports of Asia in Singapore, Malaysia, Hong Kong e.t.c The first deep-sea terminal of Vietnam has been operational in Thi Vai Cai Mep since June 3rd 2009 Within the two years, five terminals with the berth length of 2,500 meters have been operational in this area 1.2 Problem statement Tan Cang – Cai Mep International Terminal Co Ltd (TCIT) a deep sea terminal in Thi Vai Cai Mep is a joint – venture company between Saigon Newport Corporation with three shipping Lines including Mitsui O S K Lines (Japan), Hanjin Shipping (Korea), and Wanhai Shipping (Taiwan) The Investment Certificate was granted for TCIT by the Vietnam Government in September 2009, with capital investment about USD 100 million, equivalent to around VND 2,000 billion TCIT started its operation since January 15th 2011 Thanks to the great support of the shipping lines who are also the shareholders of the terminals and Saigon Newport Corporation, currently TCIT receives five voyages with the volume estimated of 7,000 to 7,500 Teus per week The volume of TCIT in 2011 has reached 275,218 Teus while its design capacity is 1.2 million Teus Within the next two years, all the projects of the sea-port development in Thi Vai Cai Mep area shall be completed Upon the completion of these projects, there shall be seven deepsea container terminals with the total berth length of 6,402 metres and the design capacity of 11.2 million Teus in this area Therefore competition among the deep-sea terminal operators shall be more and more fierce especially in the situation of the limited volume of inbound and outbound containers due to the global economic crisis The study intends to define effective marketing strategies for TCIT in such a severely competitive situation Based on the analysis of external environment, competitors’ weaknesses and strengths, TCIT’s SWOT analysis, it tries to outline the most important indicators to formulate the objectives and strategies There are questions that need to be answered: What are the opportunities and threats from the external environment that affect the operation and business result of TCIT? What are the weaknesses and strengths of TCIT in comparing to those of its competitors? What are the most important factors affecting the choices of the shipping lines to the port? What should TCIT to enhance its competitiveness 1.3 Objectives The objective of this study is to develop marketing strategies for TCIT during 2012-2015 to enhance its competitiveness effectively as well as attract more volume to the terminal 1.4 Scope and limitation The customers of TCIT includes three main groups: shipping lines, forwarders, and shippers/consignees Due to limited time and resources, the case study focuses on shipping lines only as this group generates the biggest revenue to the port, approximate 95% according to TCIT’s internal reports, and hence is much influential to the port’s formulation of policy and strategy This project was developed for TCIT and mainly set for the operation of TCIT from 2012 to 2015 1.5 Research Method The study shall be based fundamentally on both qualitative and quantitative research methods This permits a flexible and iterative approach Both primary and secondary data shall be collected In order to obtain primary data, surveys had been made through questionnaires, phone contacts, depth –interviews Secondary data have been collected from the internets, articles from different journals and magazines, different kind of business reports and statistics reports as well Acquiring secondary data shall have to give scientific proof for the findings of the project After all data have been collected, the SPSS was used to analyze these data The four year marketing strategy to enhance the competitiveness of TCIT then shall be defined on the basis of the data analysis 1.6 Structure of the study The research consists of main chapters as follows: Chapter 1: Introduction Chapter 2: Literature Background Chapter 3: External and internal analysis Chapter 4: TCIT’s Marketing strategies to enhance its competitiveness Chapter 5: Conclusions CHAPTER LITERATURE BACKGROUND 2.1 Determinants of Port Competitiveness In order to study the effects of the determinants of port competitiveness, we should first justify the indicators of port competitiveness Since the environment in which ports operate has changed dramatically, ports are affected by various new forces driving global competition, including the far reaching unitization of general cargo, the rise of megacarriers, the market entry of logistics integrators, the creation of network linkages among port operators, the development of inland transport networks, and so on (Notteboom and Winkelmans, 2001a,b) In this context, key determinants of port competitiveness include: - Accessibility and connectivity to Port - Port Productivity, operation & economic efficiency - Port cargo handling charges, - Reliability & qualities of services - Port selection preferences of carriers and shippers Further characteristics and influence of each factor to the port operation have been explained in more details in the Appendix 2.1 2.2 Marketing strategy According to Baker and Michael (2008), marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantages Marketing strategies are the basis for marketing plans to fill market needs and reach marketing objectives A marketing strategy basically includes the following steps: - Goal setting - SWOT analysis - Marketing Objectives - Marketing Mix for services business The detailed content of each part in the marketing strategy as have been defined in the Appendix 2.2 2.3 Marketing mix for a port to enhance its competitiveness Based on the determinants of the port competitiveness and theory of P’s marketing mix for services The marketing mix for a port to put into action to enhance the competitiveness shall be concerned with the details as the following: Product/services: Port Productivity, operation, reliability & qualities of services, service network to create the economic efficiency and convenience, door to door services Price: Port cargo handling charges, transportation cost for hinterland connectivity Placement: location of port, accessibility to Port and hinterland connectivity Promotions: Promotions have become a critical factor in the service marketing mix In the severe competitive environment, the preferential policies and incentives to the loyal and big customers are extremely essential for the port to maintain customers and encourage shipping lines and customers to increase their volume through port People: An essential ingredient to any service providers is the use of appropriate staff and people Recruiting the right staff and training them appropriately in the delivery of their service is essential if the port wants to gain competitive advantages The faults of staff during the handling process of cargoes at port may cause big losses to the customers Beside the skill and service knowledge, staff of port should also have the appropriate interpersonal skills, aptitude and customer service with a focus towards customer satisfaction Process: Service process is the way in which a service is delivered to the end customer Port should improve their process to ensure the optimum delivery/receipt process without a loss in quality The process of a Port in receiving/delivering the cargoes is of utmost importance It is also a critical component in the service blueprint of port Physical Evidence :Physical evidence is a very important element and considered as a differentiator in service marketing For a port, the depth of access channel to port, length of berths, infrastructure of container yards, numbers and types of handling equipments and vehicles, working office for shipping lines and customs to make the transaction with customers are critical factors in attracting shipping lines, forwarding and importers and exporters CHAPTER EXTERNAL AND INTERNAL ANALYSIS 3.1 The external analysis 3.1.1 The economic situation of Vietnam in 2011 Vietnam aims at becoming a developed country by 2020 and in fact, Vietnam is considered as one of the fastest growing economies in the world Vietnam borders with China to the North, Laos and Cambodia to the West and has a coastline stretching more than 3,400 km along the South China Sea Vietnam can be roughly divided into three main economic regions: North, Central and South The Southern key economic region, centered on Ho Chi Minh City, is by far the most developed region in Vietnam, considered as an engine for the country's growth Most of the country's logistics providers are based in this area The economy of Vietnam during the year period (2008-2011) had slowed down with the global recession The GDP growth rates had decreased from 2007 to 2010 at respectively 8.46%, 6.18%, 5.32% and 6.78% In 2011, the GDP growth of Vietnam was 5.89% According to the Ministry of Industry and Trade (MIT), the Vietnam’s export turnover in 2011 was USD 96 billion- a year on year increase of 33% Import turnover in 2011 was USD 106 billion, increasing by 33% Relating the commodities which were the major cargoes through the port, the results achieved in 2011 was encouraging and it is forecast that the export of the major export commodities of Vietnam will continue making big achievements in 2012 and coming years The details of the figures relating to the export of these commodities in 2011 are as the followings: As per the statistics of VinaTex (Vietnam National Textile and Garment Group), despite an increase in costs for input material, textile and garment revenues of 2011 reached USD 13.5 billion, a year-on-year increase of 30% The export to the major markets has increased sharply: USA- increase by 14%, Europe: increase 41%, Japan: increase 52% However, Vietnam still acts as a processing maker, most of the materials for garments and textiles must be imported In 2011, the value of the import material of the VinaTex was total USD billion In 2012, Vinatex targets at reaching the export of USD 15 billion According to Vietnam Association of seafood exporters and producers (Vasep), in 2011, Vietnam's fisheries exports has officially reached over billion The seafood exports increased by 20% compared to that of 2010 It is expected that in 2012, the total production will be 5.35 million tons of aquatic products (fishing products: 2.2 million tons; aquaculture products: 3.15 million tons) and total seafood export turnover reached 6.5 billion USD The statistics of Vietnam Food Association (Vietfood) states that in 2010, Vietnam exported 6,75 million of tons of rice and the revenue of rice export was USD 2.912 billion Rice export in 2011 reached million of tons and value of USD 3.7 billion- year on year increase of 3.7% in volume and 22% in value It is expected that in 2012, Vietnam will rank first in rice export in the world The difficulties which Thailand is facing due to the flood and rice cost increase will be the opportunity for Vietnam to develop the market of high value rice in 2012 and the coming years This year, coffee exports of Vietnam was 1.1 million tons - were estimated at 1.2 million tons accounting for a revenue of $ 2.54 billion, 5.3 percent higher in volume and 59.5 percent greater in earnings than those of 2010 The coffee volume of Vietnam now accounts for 14-15% of the total coffee globally In 2011, export rubber reached 800,000 tons making a revenues of USD 3.2 billion In 2010, the figures were 783,000 tons and USD 2.38 billion The fact that the revenue of coffee export increased sharply while the increase of export volume went up slightly reflects the encouraging signal of the raise of Vietnam Coffee price in the global market The Economist Intelligence Unit of England (EIU) has also made their estimation of Vietnam Economy in the coming year as in the following table Table 3.1: Estimation of Vietnam’s Economy in the coming years according to Economist Intelligence unit -EIU (Economist Group) of England GDP (%) CPI (end of year-%) Interest of loan (%) 2011 19 18,3 2012 6,6 8,7 17,5 2013 7,1 7,8 12 2014 7,5 11,5 2015 6,5 6,2 11,5 Export (USD Bn) Import (USD Bn) 96,3 103,2 102,9 112,4 115 126,6 131,2 145,5 152 167,1 Exchange rate (end of year) 21.019 21.685 22.144 22.600 23.076 (Source: EIU) Besides the import and export growth that has fueled the country’s economic development, the retail-distribution sector is also growing, resulting in the whole supply chain becoming the top priority for Vietnam’s economic strategy However, the lack of infrastructure facilities in the country has contributed to the increase in transportation costs as well as left a negative impact on manufacturers Inadequate logistic infrastructure and lack of information and cooperation between enterprises have increased expenditure and weakened Vietnam’s competitiveness compared to their peers in the region This has led the Vietnamese government to start taking serious steps to improve facilities for transport and logistics However, in the past ten years the government's record in infrastructure investment can best be described as mixed Road and rail networks are still relatively inefficient and port facilities are still far from world class 3.1.2 Port industry in Vietnam 3.1.2.1 General Information Currently, Vietnam’s Port Association (VPA) has 58 port members In 2010, the total volume of the port members of VPA was 154 million tons – a decrease of 4% in comparing to those of 2009 (10% increase in 2009) However, container volume growth rate continued to be high, at 18% (15% in 2009) and reached nearly 6.5 million The ports in HCMC area occupied more than 66% of container throughput country wide The ports in the Northern area had maintained growth of container of 10% in 2010, the central area ports made an increase of 12% In the Southern focal economic area and mainly in HCMC area, total cargo throughput reached almost 74 million tons, increased by 2% in which containerized cargo was 4.3 million TEU, increased 24% The details of the throughput of the member ports of VPA in 2007-2010 have been summarized in Appendix 3.1 3.1.2.2 Estimation of the port throughput in the coming years According to the seaport development master plan up to 2020 with the vision for 10 2030 which was approved by the Prime Minister under Decision No 202/1999/QD-TTg, the estimation of the volume of the general cargo and containerized cargo through the ports in Vietnam in 2015, 2020 and 2030 as described in the following table: Table 3.2: The estimation of the volume of the general cargo and containerized cargo through the ports in Vietnam in 2015, 2020 and 2030 Total cargo throughput General & Container 2015 2020 Low Scenario High Scenario 254 13.5 Low 2030 Scenario High Scenario Low Scenario High Scenario 280 410 488 880 1180 15.2 24.5 29 57.5 79 (Mil tons) Container only (Mil Teu) (Source: The seaport development master plan up to 2020 with the vision for 2030) According to this estimation, the container throughput in 2015 will be increased by nearly 107.7 % in comparing of those in 2010 in the low scenario and by 133.8% in the high scenario It is an impressive growth Vietnam can be said to have the top potentials in shipping, with its advantageous geographic location, the seaport system of Vietnam, if being properly and quickly developed up to the international standards, could affect the container shipping pattern of the region in the next decade However, the inherent weakness of the world financial system is affecting world trade and together with other potential and hidden risks in the region, the port operators should have more measures to mitigate risks, ensure higher sustainability for their businesses 3.1.2.3 Problems of the deep sea ports: One of the main issues of Vietnam is the landside transport infrastructure and the hot spots are the container terminals as predicted Many port projects have been implemented speedily while the hinterland connections as well as other utilities and supporting services (electricity, water supply, types of services, Customs formalities, port dues and charges…) are not adequate and ready, thus increasing the costs and risks to the port operators 43 Marketing mix is a set of marketing tools the company use to achieve its marketing objectives in the target market The service marketing mix consists of P’s as compared to the P’s of a product marketing mix 44 Appendix 3.1: SUMMARY OF THROUGHPUT OF VPA (2007-2010) THROUGHPUT OF VPA 2007 Cargo throughput (x 1,000 MT) Vessels No Ports'name NORTH (MIỀN BẮC) Quảng Ninh Cẩm Phả Cảng dầu B12 Hải Phòng Đoạn Xá Vật Cách Cửa cấm Transvina Đình Vũ CENTRAL (MIỀN TRUNG) Thanh Hóa Nghệ Tĩnh Hà Tĩnh Quảng Bình Vinashin-Cửa Việt Thuận An Chân Mây Đà Nẵng 9 Sông Hàn 10 Hải Sơn 11 Nguyễn Văn Trỗi 12 Kỳ Hà 13 Kỳ Hà-Quảng Nam 14 Quy Nhơn 15 Thị Nại 16 Nha Trang 17 Ba Ngòi SOUTH (MIỀN NAM) Bến Đầm-Côn Đảo VT Cảng Vũng Tàu Phú Mỹ Đồng Nai Bình Dương Xăng Dầu Cát Lái Saigon Petro Tân Cảng Sài Gòn Sài Gòn 10 Tân Thuận Đông 11 Bến Nghé 12 VICT 13 Rau Quả 14 Bông Sen (Lotus) 15 Xăng Dầu Nhà Bè 16 Mỹ Tho 17 Đồng Tháp 18 Vĩnh Long 19 Bình Minh Calls Tons Import Export Domestic 7,028 378 2,014 118 2,452 240 997 490 154 185 8,727 1,140 907 371 150 226 130 220 1,505 100 308 434 317 1,264 577 681 397 11,075 314* 46,877 2,805 20,349 3,224 12,301 2,300 1,650 463 1,804 1,981 15,099 1,750 1,380 964 103 84 90 800 2,737 100 211 210 530 3,209 562 1,228 1,141 72,013 224 11,827 832 3,195 6,218 480 52 710 337 1,540 50 23 100 489 14 10 828 36,662 23,483 1,562 17,895 29 2,684 300 12 48 709 244 6,037 262 450 523 34 29 400 1,241 0 50 350 1,603 135 253 698 22,581 11,567 411 2,454 524 370 775 720 90 157 2,045 2,004 148 760 1,220 192 411 200 162 33 91 12 643 3,002 2,922 552 1,100 810 25,600 13,618 531 4,060 8,580 485 1,200 3,900 322 184 187 190 35 2,299 880 249 1,100 810 12,660 7,307 444 998 4,154 250 1,130 3,900 21 25 14 272 71 974 278 0 12,540 2,114 181 4,426 188 50 64 336 632 1,068 25 0 400 4,197 86 2,881 47 20 237 159 171 190 3,399 1,520 1,635 363 385 1,400 7,522 1,482 880 439 93 27 60 300 1,007 95 197 160 170 778 421 970 443 12,770 224 Container (TEUs) 1,075,658 34,481 683,689 120,000 106,288 131,200 128,954 53,372 4,200 5,000 61,826 4,556 3,082,728 72,033 1,800,000 350,418 218,004 571,998 24,000 45 Cargo throughput (x 1,000 MT) Vessels No Ports'name Calls Tons Import Export Domestic Cần Thơ Trà Nóc-Cần Thơ Cái Cui Mỹ Thới 271 161 102 313 1,306 710 534 1,353 211 40 135 413 93 387 527 682 577 147 691 TOTAL (TỔNG CỘNG) 26,830 133,989 50,029 52,101 31,859 20 21 22 23 Container (TEUs) 21,132 544 24,599 4,287,340 THROUGHPUT OF VPA 2008 Cargo throughput (x 1,000 MT) Vessels No Ports'name NORTH (MIỀN BẮC)) Quảng Ninh Cẩm Phả Cảng dầu B12 Hải Phòng Đoạn Xá Vật Cách Cửa cấm Transvina Đình Vũ CENTRAL (MIỀN TRUNG) Thanh Hóa Nghệ Tĩnh Hà Tĩnh Quảng Bình Vinashin-Cửa Việt Thuận An Chân Mây Đà Nẵng 9 Sông Hàn 10 Hải Sơn 11 Nguyễn Văn Trỗi 12 Kỳ Hà 13 Kỳ Hà-Quảng Nam 14 Quy Nhơn 15 Thị Nại 16 Nha Trang 17 Ba Ngòi SOUTH (MIỀN NAM) Bến Đầm-Côn Đảo VT Vũng Tàu Phú Mỹ Đồng Nai Bình Dương Xăng Dầu Cát Lái Saigon Petro Tân Cảng Sài Gòn Sài Gòn 10 Tân Thuận Đông Calls Tons Import Export 9,575 378 2,186 325 4,779 245 736 439 200 287 8,416 1,344 893 352 202 95 82 251 1,542 125 202 135 286 1,296 460 648 503 11,724 221* 56,353 3,023 25,232 3,382 13,969 3,303 1,501 566 2,600 2,777 15,035 1,527 1,331 1,187 132 30 177 800 2,742 14,195 856 2,751 7,635 533 20,831 1,664 13,431 126 1,067 1,227 1,649 20 43 10 80 1,533 554 5,993 100 522 813 14 10 25 400 1,230 120 136 210 400 3,311 464 1,172 1,296 75,784 250 10 467 382 818 120 90 134 2,168 1,819 141 855 2,743 2,803 356 1,100 808 26,965 13,166 556 13 18 526 3,231 338 Domestic 21,327 503 11,801 631 3,103 2,432 1,501 360 996 7,393 1,407 766 364 118 151 382 986 110 136 140 98 952 400 946 430 12,388 250 10 126 835 10 15 12 34,372 60 176 1,524 54 211 854 29,024 32 2,179 721 130 1,100 808 13,016 5,413 498 704 88 914 120 119 476 1,168 106 13,949 2,845 36 4,908 22 Container (TEUs) 1,380,202 33,220 808,000 172,000 134,000 232,982 154,594 61,881 10,000 6,115 72,276 4,322 3,429,270 251 109,943 2,018,104 510,496 46 Cargo throughput (x 1,000 MT) Vessels No Ports'name 11 12 13 14 15 16 17 18 19 20 21 22 23 Bến Nghé VICT Rau Quả Bông Sen (Lotus) Xăng Dầu Nhà Bè Mỹ Tho Đồng Tháp Vĩnh Long Bình Minh Cần Thơ Trà Nóc-Cần Thơ Cái Cui Mỹ Thới TỔNG CỘNG (TOTAL) Calls Tons Import 857 1,015 156 411 213 184 47 77 15 1,388 385 324 292 4,199 5,360 308 1,134 4,500 286 231 179 220 2,843 2,926 2,554 1,442 1,512 2,670 294 1,040 4,500 17 263 32 141 29,715 147,172 50,216 Export Domestic 500 2,690 14 94 2,187 81 63 2,074 2,329 2,359 164 188 168 176 220 506 565 192 1,137 55,848 41,108 Container (TEUs) 188,815 536,176 24,252 10,692 30,541 4,964,066 THROUGHPUT OF VPA 2009 Cargo throughput (x 1,000 MT) Vessels No Ports'name NORTH (MIỀN BẮC) Quảng Ninh Cẩm Phả Cảng dầu B12 Hải Phòng Đoạn Xá Vật Cách Cửa Cấm Transvina Đình Vũ CENTRAL (MIỀN TRUNG) Thanh Hóa Nghệ Tĩnh Hà Tĩnh Quảng Bình Vinashin-Cửa Việt Thuận An Chân Mây Đà Nẵng 9 Sông Hàn 10 Hải Sơn 11 Nguyễn Văn Trỗi 12 Kỳ Hà 13 Kỳ Hà-Quảng Nam 14 Quy Nhơn 15 Thị Nại 16 Vũng Rô 17 Nha Trang 18 Cam Ranh (Ba Ngòi) SOUTH (MIỀN NAM) Bến Đầm-Côn Đảo VT Calls Tons 10.089 464 2.543 325 4.779 256 708 400 212 402 8.695 443 934 245 128 172 136 233 1.800 63.753 4.736 25.700 7.862 14.370 4.300 1.323 530 1.676 3.254 15,333 282 1.249 786 88 84 120 1003 3.132 Import 17.127 1.633 4.000 8.226 704 62 120 473 1.909 1.184 20 95 11 44 18 63 Export 29.129 1.674 22.550 2.376 640 1.203 683 6.677 605 661 18 20 590 1.352 Domestic 17.497 1430 3.150 3.862 3.768 2.956 1.258 410 663 7.472 257 549 114 88 23 100 395 1717 Container (TEUs) 1.762.627 185.235 816.000 250.000 152.392 359.000 132.229 3.918 69.720 214 216 434 91 1.510 542 391 688 518 13.119 350 214 166 300 380 3.856 644 438 1.334 1.257 93.413 265 836 30 63 28.826 155 95 2016 113 30 395 622 45.286 214 166 145 284 1004 528 408 909 571 19.301 265 54.649 3.942 3.494.246 47 Cargo throughput (x 1,000 MT) Vessels No Ports'name 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Vũng Tàu Interflour Cái Mép SP-PSA Phú Mỹ Đồng Nai Bình Dương Xăng Dầu Cát Lái Saigon Petro Tân Cảng Sài Gòn Sài Gòn Tân Thuận Đông Bến Nghé VICT Rau Quả Bông Sen (Lotus) Xăng Dầu Nhà Bè SPCT Mỹ Tho Đồng Tháp Vĩnh Long Bình Minh Cần Thơ Trà Nóc-Cần Thơ Cái Cui CN Tàu thuỷ VT Cầ n Thơ Mỹ Thới 27 TỔNG CỘNG (TOTAL) Calls Tons Import Export 127 0 68 530 Domestic 427 18 506 1.044 594 981 0 5019 1.951 Container (TEUs) 478 25 68 412 741 600 71 134 2.319 1.721 176 870 672 136 411 244 30 177 40 67 15 1.713 549 494 130 578 272 1.056 3133 2366 600 1971 983 33.000 14.008 696 4354 3.300 299 1.127 4.700 120 210 242 255 250 7.532 4.409 4.340 72 25 254 1.056 2559 792 990 983 13.073 4375 693 1948 1.500 19.927 4615 455 1.800 13 1.100 67 31 20 53 17 17 191 6.798 3.552 4.266 485 3.275 249 1.974 1.052 18.855 31,903 172.499 47,137 81,092 44.270 5,389,102 299 14 4.700 96.000 60.000 2.460.000 378226 140922 300.000 295 23.896 8.000 162 222 249 250 544 857 74 72 8.052 THROUGHPUT OF VPA 2010 Cargo throughput (x 1,000 MT) Vessels No Ports'name NORTH (MIỀN BẮC) Quảng Ninh Cẩm Phả Cảng dầu B12 Hải Phòng Đoạn Xá Vật Cách Cửa Cấm Transvina Đình Vũ CENTRAL (MIỀN TRUNG) Thanh Hóa Nghệ Tĩnh Hà Tĩnh Quảng Bình Vinashin-Cửa Việt Thuận An Chân Mây Calls 15,601 428 4,300 3,639 5,298 331 660 311 243 391 8,068 386 1,023 245 80 115 83 280 Tons 55,747 5,853 21,230 4,338 15,689 1,597 1,268 426 1,586 3,760 16,760 246 1,595 815 79 79 100 1,350 Import Export 16,611 1,703 330 2,712 7,815 973 17 67 737 2,257 1.681 57 33 24,330 2,417 17,174 45 13 26 900 25 2,859 481 70 457 869 7,938 784 757 Domestic 14,806 1,733 3,726 1,626 5,015 143 1,248 289 392 634 7.141 242 754 25 79 21 74 425 Container (TEUs) 1.936,826 204,129 953,646 219,612 159,792 399,647 202,983 14,213 48 Cargo throughput (x 1,000 MT) Vessels No Ports'name Đà Nẵng 9 Sông Hàn 10 Hải Sơn 11 Nguyễn Văn Trỗi 12 Kỳ Hà 13 Kỳ Hà-Quảng Nam 14 Quy Nhơn 15 Thị Nại 16 Vũng Rô 17 Nha Trang 18 Cam Ranh SOUTH (MIỀN NAM) Bến Đầm-Côn Đảo VT Vũng Tàu Interflour Cái Mép SP-PSA Phú Mỹ Đồng Nai Bình Dương Xăng Dầu Cát Lái Saigon Petro 10 Tân Cảng Sài Gòn 11 Sài Gòn 12 Tân Thuận Đông 13 Bến Nghé 14 VICT 15 Rau Quả 16 Bông Sen (Lotus) 17 Xăng Dầu Nhà Bè 18 SPCT 19 Mỹ Tho 20 Đồng Tháp 21 Vĩnh Long 22 Bình Minh 23 Cần Thơ 24 Trà Nóc-Cần Thơ 25 Cái Cui 26 CN Tàu thuỷ VT Cầ n Thơ 27 An Giang (Mỹ Thới) TỔNG CỘNG (TOTAL) Calls Tons 1,603 Import Export 3,303 646 1,389 200 148 271 256 1,599 409 365 522 483 14,428 550 248 137 278 594 4,501 465 440 1,043 1,487 78,500 151 36 514 42 134 487 2,122 600 83 220 3,279 1,608 124 820 630 109 329 274 291 215 61 72 20 1,085 158 160 134 608 800 3,527 5,213 2,343 532 897 940 31,132 11,815 532 4,412 3,146 208 853 4,500 1,161 263 236 366 275 1,276 1,132 450 74 29 800 1,764 3,780 848 17 897 940 16,163 5,073 530 1,288 1,512 208 799 4,500 438 34 23 196 103 20 117 307 1,658 164 38,097 151,007 58,304 Domestic 1,268 Container (TEUs) 89,199 55 761 13 40,012 65 163 2,639 14 10 231 947 21,095 212 137 213 376 1,101 449 430 799 536 17,392 151 24,774 72,224 2,573 4,290,088 56 523 1,763 49 188 26 1,384 1,307 489 96,538 5,378 2,850,000 401,982 2,916 64 210,549 297,561 24 30 4,498 489 24 15 234 205 198 365 275 977 1,104 333 74 95,934 109 1,385 20,240 53,364 39,339 6,429,897 14,969 1,364 208 1,570 293,912 1,155 550 4,825 10,971 1,373 49 Appendix 3.2: CONTAINER TERMINAL PROJECTS IN CAI MEP THI VAI AREA -12 m Loc -14 m I G TCIT Name Draft Time Operation m -14 N SITV 12 m 8/2010 I SP-PSA 12 m 6/2009 G TCCT 14 m 6/2009 G TCIT 14 m 1/2011 E CMIT 14 m 3/2011 D ODACAIMEP 14 m 12/2012 C SSIT 14 m 2/2012 B Germalink 14 m Postponed A Cai Mep hạ 14 m postponed 50 Appendix 3.3: Facilities of the deep sea terminals in Cai Mep Thi Vai area TABLE 3.3.1 SP-PSA FACTORS Terminal area (ha) CURRENT PHASE FINAL PHASE 27 54 Number of berth Quay length (m) 600 1200 Berth depth -14.5m -14.5m Quay crane 12 18 36 550 550 1,100,000 2,000,000 RTG Turning Basin (m) Capacity (Teus) Table 3.3.2 SITV FACTORS Terminal area (ha) CURRENT PHASE FINAL PHASE 14.5 33.7 Number of berth 2 Quay length (m) 730 730 Berth depth -14m -14m Quay cranes 16 24 450 450 1,200,000 1,200,000 RTG Turning basin (m) Capacity Table 3.3.3 CMIT FACTORS Terminal area (ha) Number of berth Quay length (m) Berth depth Quay crane RTGs Turning basin (m) Capacity CURRENT PHASE 48 600 -14.5 13 600 1,100,000 FINAL PHASE 48 600 -14,5 21 600 1,100,000 51 Appendix 3.4: ICD facilities in HCM city Facilities ICD Transimex ICD Phuoc Long ICD Phuc Long ICD Tanamexco Land area 9.4ha 12.5ha 20ha 12.5ha Quay length (m) 180m 90m 186m 90m Berth depth -5m -5m -5m -5m Shore mobile crane 4 Reach stacker 16 10 Empty handler 28 Forklift 13 50 15 None Tractor/trailer 30 25 Reefer plug 40 60 210 60 Bonded warehouse (m2) 10,000 40,000 1,000 None CFS (m2) 17,000 5,000 None 8,000 Estimated capacity (p.a) 510,000Teu 600,000Teu 450,000Teu 360,000Teu 52 Appendix 3.5: Organization chart of TCIT RANK SHIPPING LINES YEAR 2011 53 IMPORT EXPORT TOTAL (TEU) MOL 49,530 42,304 91,834 HANJIN 21,521 34,552 56,053 HYUNDAI 10,689 22,079 32,778 COSCO 12,208 15,509 27,717 APL 11,186 14,357 25,543 "K”LINE 9,789 10,758 20,547 YANGMING 1,452 9,603 11,055 WANHAI 861 5,969 6,830 CMA-CGM - 2,680 2,680 10 PIL 70 101 181 117,306 157,912 275,218 TOTAL Appendix 3.6: THE VOLUME OF SHIPPING LINES IN TCIT IN 2011 54 Appendix 3.7: CUSTOMER SURVEY FORM INTRODUCTION Dear our valuable customers, This survey is aimed to find out how satisfied or dissatisfied you are with the service you receive from TCIT and the importance of relevant attributes The questionnaire includes 02 main sections covering the same attributes, in which Section A measures your Satisfaction with TCIT's performance on each attribute, and in Section B, the Importance of each item to you We would much appreciate if you can take less than 05 minutes to complete the questionnaire Your feedback will be completely confidential and anonymous, and will be presented only as an overall summary SECTION A: SATISFACTION Please tick the appropriate number according to how you are satisfied or dissatisfied with TCIT's performance in each attribute(1: totally dissatisfied, 10: totally satisfied) I GEOGRAPHIC FEATURES II Geographic location of TCIT Access Channel Traffic connectivity Logistics network of associated ICDs and depots INFRASTRUCTURE Yards Berths Equipment for container handling & transport Supporting facilities (depot, warehouse) Public facilities: shuttle bus, canteen, waiting area, office for shipping lines 10 IT system: TOPX, EDI 10 55 III 11 00 12 13 14 15 16 17 IV 18 19 18 20 21 V 22 23 24 25 10 SERVICE RELIABILITY Handling productivity Cargo delivery time at TCIT Cargo delivery time in HCM City Safety in operation Safety in transportation to HCM City Security Documentation processes PEOPLE Top management's vision and competency Staff competency: work performance, English skills in Top management's flexibility solving problems Staff's communication skills toward customers SERVICE COSTS & POLICIES Service rates Favorable policies: VIP customers, storage, transport Discount Commissions, promotions SECTION B: IMPORTANCE Please tick the appropriate number according to how the attribute is important to you when doing business with T C I T (1: of no importance at all, 10: extremely important) I II GEOGRAPHIC FEATURES Geographic location of TCIT Access Channel Traffic connectivity Logistics network of associated ICDs and depots INFRASTRUCTURE Yards Berths Equipment for container handling & transport Supporting facilities (depot, warehouse) 10 56 10 III 11 00 12 13 14 15 16 17 IV 18 Public facilities: shuttle bus, canteen, waiting area, office for shipping lines IT system: TOPX, EDI SERVICE RELIABILITY Handling productivity Cargo delivery time at TCIT Cargo delivery time in HCM City Safety in operation Safety in transportation to HCM City Security Documentation processes PEOPLE Top management's vision and competency 19 Staff competency: work 18 performance, English skills in 20 Top management's flexibility solving problems 21 Staff's communication skills toward customers V SERVICE COSTS & POLICIES 22 Service rates 23 Favorable policies: VIP customers, storage, transport 24 Discount 25 Commissions, promotions 10 57 Appendix 4: PICTURE OF TCIT ... the analysis of external environment, competitors’ weaknesses and strengths, TCIT’s SWOT analysis, it tries to outline the most important indicators to formulate the objectives and strategies There... comparing to those of its competitors? What are the most important factors affecting the choices of the shipping lines to the port? What should TCIT to enhance its competitiveness 1.3 Objectives The. .. have to try their best efforts in term of the service qualities, skills and qualifications of their staffs to meet the demand of customers The analysis of the survey on the satisfaction and important