Một số giải pháp hoàn thiện công tác quản trị nguồn lực doanh nghiệp bằng phần mềm của công ty cổ phần kinh đô đến năm 2016 và tầm nhìn đến năm 2020 e

Một số giải pháp hồn thiện cơng tác quản trị nguồn lực doanh nghiệp phần mềm công ty cổ phần Kinh Đơ đến năm 2016 tầm nhìn đến năm 2020 I/Analysis of resource management situation of King Do 1/ Introduction Kinh Do Joint Stock Company was formerly known as Kinh Do limited construction and food processing company and was founded in 1993 At first, the company is only a small factory with an area of about 100m2 with 70 workers and invested 1.4 billion, specializing in the production and sale of snack - a new product to consumers in the country at that time In 1994, the company increased the capital to 14 billion VND and imported production line of snack which worth 750,000 USD from Japan The success of King Do cheap snacks with characteristic flavors which is suitable with the tastes of domestic consumers has become an important step for the continued development of the company In 1999, the company increased the capital to 40 billion VND, established commercial centers Savico Capital in District I, Ho Chi Minh City, marking a new development of Kinh Do business into other areas The company first opened Bakery system, starting a chain of candy stores from the north to the south in the future In 2002, Kinh Do Joint Stock Company was established with a capital of 150 billion VND, in which King Do food processing company contributes 50 billion VND On 12/12/2005, 25 million shares of Kinh Do are officially put into transaction for the first time in Ho Chi Minh City Securities Trading Center On 07/2006, Kinh Do and food conglomerate Cadbury Schweppes officially signed a business agreement This is a preparation step of Kinh Do when Vietnam joined AFTA and WTO After 20 years of operation and development, the capital and production scale have continuously been growing Up to now, King Do has become the leading confectionery manufacturer in Vietnam 2/ Business situation of the company At the end of the first half of 2009, Kinh Do gained 532.7 billion USD of net revenue, an increase of 3.7% compared to the same period in 2008 due to the increase of sales and some products At the same time, the gross profit margin in the first six months of 2009 also improved, reaching 25.2% compared with 23.5% in the first six months of 2008, due to lower raw material costs and the company promotes production of high margin products Core business activities of Kinh Do are maintained steadily and the growth is expected to be stronger in the coming years Moon-cake is the product with high rate of profit, and this would become the main product of the Kinh Do in the future Kinh Do office building which located at 141 Nguyen Du, Ho Chi Minh has been completed and Hiep Binh Phuoc building projects can help King Do get about 200 billion of asset revaluation difference if the project is implemented In general, the production and sales of the Kinh Do are pretty good Flows of cash Profit before tax Profit before changes 2007A 222,469 of 200,049 2008A (61,689) 189,373 Q1-2009 21,697 45,172 1H-2009 107,102 (73,332) current capital Cash flow of business (148.,742) Cash flow of investment (1,202,184 Cash flow of financial 1,830,538 386,959 (535,216) (175,327) 83,594 (49,623) (15,750) (120,371) 207,034 (34,453) activities Cash flow in year 479,612 Cash and cash equivalents at 50,826 (323,630) 530,438 18,221 206,808 52,210 206,808 the beginning Cash and cash equivalents at 530,438 206,808 225,029 259,018 Financial indicators 2007A Growth of net profit (%) 22,4 Marginal rate of gross profit 26,2 2008A 18,3 25,4 1H-2009 3,7 25,2 2009F 10,0 25,7 (%) Marginal rate of net profit 18,2 (5,9) 18,2 24,5 (%) ROA (%) ROE (%) EPS (VND) Growth of EPS (%) BPS (VND) Growth of BPS (%) (2,9) (4,1) (1,494) (131,3) 36,346 30,4 5,7 7,9 1,698 74,7 37,984 8,3 12 16,2 6,86 N/a 42,426 16,1 the end 7,3 9,1 4,769 (11,0) 52,202 167,6 3/ The situation Kinh Do has formally applied the software of management system since 2003 to serve the sales management and production management Functions of the software are as follows: Administration of purchase: • Preparation and approval of requisitions • Support supplier selection and orders • Record, monitor and control the entire implementation process to purchase goods, pay for suppliers • Track the progress of orders • Subscribe to the time and place of delivery • Analysis of changes in the purchase price over time • Statistics group sales purchase details, products, suppliers Sales Management • Record, monitor and control the entire sales process implementation, delivery of distributors • Establish policies for the purchase price, discount and promotion • Control the debt limit to allow the sale • Have detailed sales reports by item, group of customers, each distributor and each business area employees Warehouse Management • Record, monitor and control the entire in-and-out process of warehousing • Control Inventory control quantity • Manage inventory by items and groups • Analysis of inventory age •Determine the value of inventory in several different calculation methods (weighted average, FIFO, LIFO, landing real name) • Make reports of inventory and detail materials Management of tools, instruments and fixed assets • Record, monitor and control the entire management process of fixed asset and tools • Follow-up and implement depreciation calculations of fixed asset • Establish criteria and cost objects for allocation • Give out statistics and monitor the transferring and management of tools and fixed assets between divisions • Implement and control the allocation of the cost of tools and instruments Production Management: • Record and control the production planning • Support the planning of materials for production • Manage the production receipts and processes • Monitor the implementation of the production planning and control of production schedule • Control the quality of raw materials and finished products in stock, for sale • Monitor and analyze production costs Management of debts, payables and receivables • Record, track, and control the implementation of the debt management process • Keep track with state liability for each subject and for each invoice • Monitor the implementation of the debt limit • Analyse the age of debt, monitor debt collection and debt payment • Planning for debt collection, debt payment • Report on the balance sheet as liabilities incurred liabilities, detailed books of accounts General Accounting Keep track with accounting issues Support the implementation of adjustment, allocation…in the form of accounts Keep records of financial statements, business statement and money flows SWOT analysis a/ Strengths - Have a strong information technology infrastructure - Have highly qualified IT staff - The staff and employees in other departments are capable of using ICT proficiently - Data of customers is always updated, customers are taken care well b/ Weaknesses - Products are popular so the customers not have to find out through the media much - Infrastructure of equipments is still backward compared with foreign enterprises c/ Opportunities - The Internet and information technology industry have been developing significantly, especially social networking sites Promotional opportunities, looking for customers all over the world market with attractive payments are opened to the Kinh Do d/ Challenges - Rapid development of information technology requires constant upgrades - Basing on the powerful development of IT, rivals also try to promote e-commerce 5/ Comparison with three competitors Ở Việt Nam thấy Kinh Đơ có nhiều đối thủ cạnh tranh ngành sản xuất chế biến thực phẩm, đặc biệt là: Bibica, Hải Hà, Đồng Khánh In Vietnam, Kinh Do has a lot of competitors in food processing industry, especially: Bibica, Hai Ha, Dong Khanh Comparison Investment capability Kinh Do High Hai Ha High Dong Khang Low Bibica Average Updating from customers 10 8 Server Yes Yes No Yes Website Yes Yes Yes Yes Online Orders Yes No No No 10 Yes No Yes Content 10 Connection to Facebook Yes III/ Some measures to complete the resource management using software of King Do up to 2016 and vision to 2020 1/General targets Improve the business processes, promote the control and ensure compliance in the implementation process through software system of resource management (ERP) Complete information administration via the support of ERP Save time for all activities via the support of ERP 2/Detailed targets Complete the purchase process and ensure that the goods are purchased in accordance with plan, in accordance with the approval of the Board of Directors Complete the sales process andensure goods supplied to customers in the best way but still control the implementation of sales policy: price policy, debt limit, promotion, primary bonus books Improve the process of public debts and governance indicators liabilities to ensure the accuracy of the debt from time to time and provide information on plans of debt payment 3/ Opinions for the completion of using software to manage the resources at King Do from 2012 to 2016: Opinions to develop measures to improve the resources management using software are: The measure must be consistent with the policy and strategy of growth The measure must fit the criteria of innovation and enterprise restructuring Feasible measures, in accordance with the characteristics of business The measure is overall and can mobilize all resources towards the development of business of the company 4/Recommended measures Measure 1: Completing plans of sales, production and materials by using software For sales planning, ERP is based on past data to forecast sales, the business department will combine these forecasts with market situation and orders of distributors to set out sales planning Next, based on sales plans, inventory of finished goods and minimum level of inventory, the system will calculate the number of required production Then, ERP will match the number of required production with production capacity of machinery and equipment which have been defined in order to make production plan The production planning will includes all information of specific production quantity and production time Production plans, together with the raw materials level (bill of materials BOM) of each product has been defined, ERP will calculate the demand for raw materials needed for production Then, ERP will balance the amount of raw material inventory and minimum inventory to give out materials plans These plans determine specific information of materials needed to be purchased, the quantity and the time of distribution Measure 2: Completing purchase management by using software Figure 3.1: Recommend process of purchasing in King Do Measure 3: Completing sale management by using software Figure 3.2 Process of selling to distributors of King Do Measure 4: Completing inventory management by using software Manage inventory in lots for both raw materials and finished products To manage inventory in lots, the first step is to organize the inventory arrangement in lots In addition, on ERP, all activities of in-and-out warehouses must be determined clearly The effect of inventory management by lots is given as follows: For raw materials, to know the inventory consignment, we will easily know the expiration term use (Expried date) of the lot This is important information that helps administrators make priority for lots which are nearly expired In addition, this measure also helps provide information of storage time for each lot Storage time which is too long increases the cost of preservation and makes capital accumulated In fact, there are many materials which are "forgotten", some of these have been even expired for or years when they are found Thus, inventory management in lots will limit this situation For finished products, we will easily know the expiration (Expried date) of the lot This is important information that helps administrators export lots which are nearly expired In addition, by managing information for each lot of goods for sale to distributors, it is much easier to find out which distributors have bought low-quality lots Since it is easy to implement remedial measures, such as product recall, or destroy the product 5/Perfomance Board of directors needs to be more determined in implementing ERP because the determination of them has big influence to the success of ERP application ERP implementation requires the coordination across the whole company and the cooperation between many people in different positions in the company Therefore, the role of leadership in linking individuals is very crucial Leaders must constantly collect and assess information in order to recognize the limitations, then to overcome difficulties in the process of ERP implementation In addition, leaders must always encourage employees, showing the interest and responsibilities in the implementation of ERP to ensure objectives set out It is essential to enhance the autonomy of the management team to propose solutions to improve the ERP application Also, the company needs to organize the training in order to improve the capacity of staff of the ERP implementation 10 CONCLUSION In the competitive business environment today, using software to manage resources and to improve competitiveness is essential Above analysis has systematized the content and the status of applying the resource planning software in Kinh Do The basic issues of effective application include: standardization, business process improvement; process control production and business activities of the business; management Completion (timeliness, accuracy); Time saving for performing career in business This does not make sense for Kinh Do but also for other enterprises In the near future, the company should have a strategy to invest in human and material resources and have effective solutions to improve and upgrade existing software of resource planning, contributing to improve effective management and making King Do develop constantly 11 ... low-quality lots Since it is easy to implement remedial measures, such as product recall, or destroy the product 5/Perfomance Board of directors needs to be more determined in implementing ERP because... increases the cost of preservation and makes capital accumulated In fact, there are many materials which are "forgotten", some of these have been even expired for or years when they are found... then to overcome difficulties in the process of ERP implementation In addition, leaders must always encourage employees, showing the interest and responsibilities in the implementation of ERP