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

Quản trị hoạt động kế hoạch sản xuất kinh doanh tác nghiệp dịch vụ phục vụ hàng không NASCO INTRODUCTION In 2006, Vietnam became an official member of the World Trade Organization (WTO) This opens up great opportunity for Vietnam's economy in general and Vietnam enterprises in particular As a member of WTO, Vietnam enterprises will get an open and dynamic business environment However, there arise large challenges for Vietnam enterprises It is the intense competition in all activities, because we also have to make commitments during process of integration to WTO In order to not fail on the "home", and have the opportunity to reach out to the outside market, every business must constantly improve production and business activities, access to modern management ideas in the world Previously, goods are not produced at the right place and right time when people want to consume It caused disadvantages such as: - High production and supply; - Value of products is not high; - Unable to meet the maximum demand of consumers Thereby leading to low competitiveness, unable to meet customer needs, low business results Effective operation management helps company optimize resources Due to effective operation management, value of commodity is added, and incorporation of the stages from input materials to market have reduced business costs, created huge competitive advantage for businesses, especially in the fierce competitive environment Noi Bai Airport Service Joint Stock Company (NASCO) is a business with diversified supporting services of the aviation sector, now is also facing the enormous competition from other firms in the same industry Working at NASCO makes me notice the role of operation management of business and production plan of company during development process Therefore, in the range of this research, I selected this topic "Operation management of business and production plans of aviation services in NASCO", to study for operation management subject Besides introduction and conclusion, the main content of this topic is divided into parts:  Part 1: Overview of Noi Bai Airport Service Joint Stock Company (NASCO);  Analysis 2: The process of providing services and operation management of production and business plan of aviation service in NASCO;  Part 3: Management of production and business activities of aviation service at NASCO Part 1: Overview 1.1 Overview of NASCO The precursor of NASCO is a state-owned enterprise - NORTHERN AIRPORT SERVICES COMPANY, abbreviated as NASCO), was established and officially went into operation on 01/7/1993 Vietnam Aviation Corporation (VNA) is a shareholder who owns most of NASCO shares After equitization, inherit and develop solidarity tradition to establish enterprise, NASCO built up quality control system followed ISO 9001:2008, increased investment in innovation of technique, technology and management mechanism As a result, production and business continued to grow in both scope and efficiency and company’s brand name becomes more prestigious, working and living conditions of officers and employees are improved Service is provided by NASCO: duty-free shops ; international souvenir shop; department store ; restaurant; passenger transportation; delivery service and express delivery by airway; hotel and tourism; air ticket agent; other involved services (Source website: nasco.com.vn) NASCO's regular customers: Vietnam Airlines, Russian Aeroflot, Vladivostok Air, Korean Air, Asiana Airlines, Hongkong Airlines, Japan Airlines, China Airlines, China Southern Airlines, Dragon Air, Malaysia Airlines, Mekong Air, Qatar Airways, LOT Polish Airlines (Source website: nasco.com.vn) Part 2: The process of service providing and operation management Production and business plan of aviation services at NASCO 2.1 Service for air cargo FLOWCHART OF AIR CARGO SERVICE PROCESS AIR CARGO SERVICE Imported cargo service process Customs Complete air Completeprocedure air procedures procedures Payment Aviation Payment of procedur of service e service fees fees Complete customs Aviation security Complete customs procedure screening procedure Issue Air Receive Receive way bill shipment shipment Exported cargo service process - Customers contact with customs who supervise and check goods to complete the exporting procedure of consignment - Show the Card of Weighing stamped by customs to import - Observe NASCO staff to determine quantity, weight, size of shipment - Payment of all incurred service fees at collecting bank’s counter - Goods are screened for security by Airport Authorities - Complete air procedure as regulated corresponding to each specific type of shipment - Customers pay all involved fees at the counter after completing air procedure - Customers contact with customs to complete import procedure of shipment - Customers bring delivery bills, receipts and airway bills to counter adopting this bill (next to area of international stock) to complete procedure and wait for shipment - Customers bring Card of Weighing stamped “Paid” of NASCO and other necessary documents to Representative office of Air Agents to issue air way bill (Flowchart of aviation service process at NASCO – Source NASCO) 2.2 Management of business and production plan 2.2.1 Purpose Regulating consistent principles, methods to set up and monitor the situation of implementing production and business plan 2.2.2 General principles a) Planning  Orientation and objective of production and business plan: be conventional with quality policy of company, needs and trend of market, ensure to implement strategy, maintain and develop business  Order to set up production and business plan: production and business plan is made by company under direction and guidance of Board of Directors, Director b) Báo cáo tình hình thực kế hoạch Report on implementation of plan  Purpose: - Providing completely information, timely and accurately for functional departments of company, ensuring to integrate for assessment of business performance, serve management activities of company’s leaders - Reporting to Board of Directors and the state authorities concerned  Order to make a report: The report shall be made from the base unit to the Company FLOWCHART OF IMPLEMENTING THE PRODUCTION AND BUSINESS PLAN AT NASCO Responsible person Activities References Director, Department Chỉ thị planning; Decision to establish Plan of Plan Assessment Assessment commitee Resolution of Board of Directors Planning for Departments Departments Directive of Director Disagree Assessment of Departments’s ơlan Plan Assessment committee Planning for Company Agree Disagree Director and Approval of functional departments plan Board of Directors Agree Documents of plan and report Documents of plan assessment from functional departments Deliver plan to departments Report of Board of Directors and Director Director Implementation and report Not adjust plan Adjust plan Departments Approval of Plan by Director Report Assessment Plan delivered by Director Part 3: Management of business and production activities of aviation service at NASCO 3.1 Objectives of business and production plan of air cargo service in 2012 To build production and business plan in a year, NASCO offers overall objectives and needs of resources and costs, invests in aviation services to deploy business in 2012, Indicators of output and revenue strive to operate at a higher rate over the previous year, specifically as follows:  Air service output in 2012: - Importing volume is 3530 tons, 44% increase compared to 2011 - Exporting volume is 210 tons, increase of 2315 compared to 2011, see detail in Table  Revenue of aviation services in 2012: Total revenue of airline service is 34,813,661,000, increase of 124.5% compared with that in 2011, and total profit before tax increases 127.88%, respectively 6,080,182,000 VND, see details in Table Table 1: Overall objectives of business and production plan of air service in 2012 (Source: Income statement of NASCO 2012) No 1,1 Items Output Aviation services Imports Exports Total revenue Aviation service Aviation logistics Delivery and customs declaration service, import and export consultancy Total cost Salary Depreciation Overhead Expenses for service provided from outside Communication Unit 2011 2012 Plan 11 Actual Implement ation 11 Imple mentat ion11/ Plan11 1000đ 1000đ 3.910 3.520 390 34.661.225 9.904.311 8.024.115 2.593 2.502 91 27.963.502 9.230.557 8.857.166 1000đ 1000 đ 1000 đ 1000 đ 1000 đ 5.752.000 24.902.754 5.192.553 3.842.708 2.879.793 1000 đ 1000 đ 10.985.743 553.840 ton ton ton Plan 12 Plan12/ Plan11 Plan12/I mplemen tation11 66% 71% 23% 81% 93% 110% 3.740 3.530 210 34.813.611 10.366.063 10.314.038 96% 100,3% 54% 100,4% 112% 116% 144% 141% 231% 124,50% 112,30% 116,45% 6.476.156 23.208.846 4.332.410 3.368.023 3.531.509 113% 93% 83% 88% 123% 4.538.155 28.733.429 8.099.015 3.984.460 2.413.982 70% 115,4% 156,0% 103,7% 83,8% 70,07% 123,80% 186,94% 118,30% 68,36% 11.063.057 245.394 101% 44% 11.176.603 265.362 101,7% 47,9% 101,03% 108,14% Maintenance and Repair Other expenses Income before Tax CIT Income after tax 1000đ 1000đ 1000 đ 1000đ 1000 đ 570.459 9.758.472 2.439.618 7.318.854 198.882 469.571 4.754.656 1.188.664 3.565.992 35% 49% 49% 49% 357.544 6.080.182 1.520.045 4.560.136 62,7% 62,3% 62,3% 62,3% 3.2 Production and business operation management of aviation service in 2012 Managing the process of aviation service providing and production and business operation of aviation service coordinates activities and resources to achieve objectives in the business plan of company 3.2.1 Set up and monitor feasible production and business plan (Estimating yield close to reality) by SMART model  S - Specific: Specific objectives in Table reproduced obviously final operation result For example: target output in 2012 is 3.740 tons, sales of 2012 is 34,813,611,000 VND In particular, during the process of business and production, NASCO separates and manages two different services, that are imports service and exports services This will make company easier in the effective management of each service and resource allocation for each service more appropriately  M - Measurable: The goal of Company is quantitative indicator and measurable Estimated revenue of company in 2012 is 34,813,611,000 VND, equivalent to the growth target is 124.5% This objective is specific and measurable; this will be clear goal for company to strive  A - Achievable: In the situation of economic crisis, company maintains growth target of 25.5% which is quite high and expresses the determination of striving in operation of production and business However, this is not too high number, if compared with the average growth rate of over 30% (Income statement of NASCO in 2009, 2010, 2011), in three years recently of company 179,78% 0,00% 127,88% 127,88% 127,88%  R - Relative: The goal of NASCO worked out in business plan for aviation services is not appropriate with development goal of this sector, the minimum growth rate is 22% T – Time base: For this criterion, company has guaranteed limitation in time to reach sales targets for each month, quarter and year No Production Unit Plan 2012 Total QI Total QII Total QIII Total QIV 800 920 910 900 Imports service Ton 3.530 30 45 60 75 Exports service Ton 210 (Source: Production and business plan of NASCO 2012) 3.2.2 Improvement of service process to optimize exploitation capacity of existing resources a) Improving internal process: NASCO constructed quality control system followed ISO 9001:2008, strictly regulated goods processing bringing optimum utility to customers Previously, customer service process consists of steps, but now as ISO 9001:2008 this process has been reduced for only steps This is a breakthrough improvement in management of service providing in NASCO However, in the process of implementation, lack of supervision mechanism and internal control makes service quality not good and cannot exploit maximum potential of company Under ISO 9001:2008 about time base, time to complete procedures and documents for import and export is 20 minutes But in fact, due to staffing, working ability and bureaucracy, this time base is broken According to survey and sample research to improve this process, current average time is 35 minutes / dossier Therefore, the working efficiency has decreased due to ineffectiveness in operation of service process To overcome this problem, it should improve process diagram as follows: add section of quality monitoring at the stage of aviation procedures to check and supervise working process in accordance with standard and proposed diagram: AIR CARGO SERVICES Imports service process Exports service process Aviation procedure Supervision Aviation procedureof Customs procedure Customs procedure implementation implementation processs Supervision of implementation process Service Service Aviation Aviation fees fees procedur procedur payment payment ee Aviation security Aviationprocedure security Customs Customs procedure screening screening Airway Airway Receivin Receivin bill bill ggissuing goods goods issuing b) Diversification of services provided: Company currently only offers unique services for aviation NASCO needs further research and deploys more services such as courier; door to door - delivery; mail Besides, due to airports located far from the city center, it should make it difficult for customers to receive and send out The company should build project of delivery and receipt of exports in the city Therefore it can meet requirements of various customer segments and develop additional services such as transport, storage of goods within the city 3.2.3 Management of human resources quality improvement 10 Due to operating in the field of business services, besides the quality of services, human resources and quality of human resources plays a decisive role So, in the process of finishing services, NASCO constantly improve the quality of staff and allocate resources appropriately for service providing of company Board of Directors Executive Department Operation Team Warehouse team Transport team Loading team Organizational chart of service exploitation and operation (Source: Organizational chart of human resources at NASCO) Head of Departments: Those who have experience in administration and operation reporting to Board of Directors;  Operation team: Be trained in home and foreign countries (CAT certificate) carrying out aviation procedures: air way bill; goods declaration; the type of import and export bill;  Aviation warehouse team: Once finished aviation procedures, implementation of storage according to classification of goods to return to clients as prescribed;  Transport team: carrying out the cargo transportation as order;  Unloading team: professional training for loading and unloading of goods transported by airway; According to the organization structure of operation department, the functional sections are assigned to specialize in teams The decentralization of scientific management has brought high effectiveness in business providing process due to the professionalism of departments and coordination during implementing 11 Part 4: Conclusion Through above analysis, it has shown the process of providing air cargo services and operational management of production and business plan of NASCO at Noi Bai To exploit effectively air services, company has built up operating plan expressed objectives through production and business results of aviation services To achieve that goal, NASCO has developed specific action plans such as building models, methods of operating feasible plan (forecasting), improvement of business management process and continuously improving service quality, developing human resources with highly specialized qualifications to carry out objectives References 12 ... SERVICE PROCESS AIR CARGO SERVICE Imported cargo service process Customs Complete air Completeprocedure air procedures procedures Payment Aviation Payment of procedur of service e service fees... fees fees Complete customs Aviation security Complete customs procedure screening procedure Issue Air Receive Receive way bill shipment shipment Exported cargo service process - Customers contact... production, NASCO separates and manages two different services, that are imports service and exports services This will make company easier in the effective management of each service and resource allocation