Process analysis and imrpovement at dat hop co ltd

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HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITE LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL OF

ECONOMICS & MANAGEMENT MBQPM5

BIEN, TRAN VAN

PROCESS ANALYSIS AND

IMPROVEMENT AT DAT HOP CO LTD

MASTER FINAL PROJECT

MASTER IN BUSINESS QUALITY AND PERFORMANCE MANAGEMENT

Tutor: Jacques Martin

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Table of Contents

Statement of'authentication cscsscccsincssscccsseasasscscrsuscssvcaiscscivessesasenscsiccesnivecstuasssteateecctusitssastsentessslS PHO CE cas saccessnsevscssvessasenstuvsozeastansplasvavauacstonibcsstonsosekssuvasnassabatebessstetsnbsasktiasauiossapansaison cbscovsauiessscl ACKOOWIGCCIGINGH IG 0011.000 n0 n0 000201 ni v17 000) Academic tutor and practical tutors comments and approval signature . 6 List OF Ab DIEVIAWONS sasccaskostioiiiauittatiilsttg6845155A81:s88300ã180Á438605603380830g611608 03.01020006 ag249 INTRODUCTION Foundation: Organization structure: Core business Resources: ỘTUfOVfliuitaueoiosspictbiitiitiiagiia01105i8u602i1a0i60ii8ả04đ0ã0186l8G62ã01201144441661484644ã03434863003Axu054x01 ueáuesgi- UỦ, GđụffIBSIV SEIGDEssaisrossonsuaugiollosgidufpsgHunggltassijNi8axt@nie,aslapaaaaa:12 Presentation of SubjeẹCf: -oecneeereierrrrirrrrrsereeseersses TẾT @ ụ ửp ệ ệ M = Intorosf:0f:SUDICE cuacecoaniiDonda.Gusaindiaoaảiibiiisgisriii066500638068351888s500354830006626440sv6eii0 LỀ, ~ (ODEGIVGBTnsosecodeadicisnidgriiiis3ã010236180011A2018488324ã3330/guxis0053646ã18881848x3sgixsortaxssaanuz2L4: IO; - ElBHOTTBDOIE ềor nnonononini0ir0002/01001130 12g09 814000200A0020n002 200 L9 PART 1: MANAGING PROCESS .sssess-sssnscesscssscosonsesosnnseesoensseceennessgonaneonsonsevocanceseneneesesnsonerenees LG) Chapter 1: Identifying they key DUSINESS PrOCESSES .sccssesseesnessessneerecsneesnesseesesnsenneeseesnes 16

1 WKOY DEOGGSSĐSỳ su socncoGbiidotiigtggts4 q0 NWENESAOWGSi4GSG0/42,6xi0assxse1G 2 Mapping processes: ssssssscessseccsssssrssecssssnsessecsnsensssees Chapter 2: Managing processes systematically 1 Fulfill the key process in ID card: 2 Flowchart:

PART 2: MEASURING AND IMPROVING PROCESS

Chapter 1: Setting improvement targetS ii 1 Work out the Balanced Scorecard (BSC): series 3 Empowering process-owners to Set targets: ccsessessssssssssessesseetssecsesseeeaeneessensseseeseen AD

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FMECA analysis and action plan:

Feature metrics and dashboard:

Adopting self-managed teams:

oa

oN

Chapter 3: Changing processes and evaluating the benefits c-ềcscccề 8 1; Process improvement sssssisccsccossscsssucsssssssssscsssssscassssassscsszcwniscsrscvsensvinauatiossienieitiniisceneie TS 2 Re-engineering teams:

3 Project management:

4 Evaluating performance and reporting:

PREFERENCES scsscscscsscsscsussasuscssicesaszsnsanctctcsobnay ncocsautezcononnaseuescsenornnectbssbescas essbsunpassshesctusheteresesee 2 APPENDIGES 5, scervecorcensessnoscooreosscsservatycoovesetsovvassondeosecsvessnstsed ounseegsensttosstavstconsssssvessasseustonsse@stso Appendix ỳ: DAT HOP ORGANIZATION CHART -.52-ecticcerrerrreerrrerrr 8 Appendix II: EXISTING PROCESSES

Appendix Ill: PROCESS ID CARD

Appendix IV: OWN PATTERNS AND INDUSTRY INNOVATION ANALYSIS

Appendix V: INNOVATION STRATEGY FORM .ssssssssssssessssssessessssessnsssssessnnessnssessessssessseese Appendix Vi: FMECA FORM csssssssesssssesnscssssnsesssssecssessscsnscnessnessussnsesssenscsssenseanesseesseesseeseesee LDQ

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List of abbreviations Dat Hop Co Ltd BSC KPIs ADD MAD IED SAD RED TED ECD ACD ITD DONRE Dat Hop Company Limited Balanced Scorecard Keys Performance Indicator Administrative Department Marketing Department Import and Export/Purchasing Department Sales Department Rental Department Technical Department Environmental Consultancy Department Accounting Department

Information Technology Department

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INTRODUCTION 1 Foundation:

- Dat Hop Co Ltd, a commercial company located in Ho Chi Minh City, Viet Nam, was found in 2003 It is a private company leads by my eldest brother At the beginning we start on land surveying equipment's and science instruments only Dat Hop Co Ltd has been developing and improving our competition year on year Up to now, we supplemented other services such as marine surveying equipment's, rental services, calibration and testing, and environmental consulting services (including of provided bio-chemical products)

Figure 01: Dat Hop Co LtdỖs picture at Vung Tau beach

2 Organization structure:

- Dat Hop Co LtdỖs organization structure includes Director, Advisory board and 09 functional Departments such as Marketing, Import and Export/Purchasing, Sales, Rental, Environment Consultancy, Technical, Accounting, Information and Technology, and Administrative At the present we have total 35 employees

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DAT HOP COLTDỖs ORGANIZATION STRUCTURE DIRECTOR ADVISOR BOARD

MAD IED SAD RED ECD TED AcD ID ADD

Staffs Staffs Staffs Staffs Staffs Staffs Staffs Staffs Staffs

Figure,02: Dat Hop Co LtdỖs organization structure

Core business:

Dat Hop Co Ltd includes core services such as importing and exporting/purchasing, retailing/sales, rental, calibration services for measuring equipment, and environmental consultancy services (including of bio-chemical products) especially

Indeed, we have been importing measuring equipment's and its software from over the world for sea and land surveying field We have focused on quality of product So, we have had partner/supplier from the United State, United Kingdom, German, Switzerland, Taiwan, Japan, and China After importing/purchasing equipment from oversea we retail them for the whole market of Viet Nam but included of Cambodia and Lao

We understood that services after sales are very importance to satisfy customer needs and concurrently build up our reputation So, at the beginning we have focused on calibration services for both our sold equipmentỖs and equipmentỖs sold by other companies

Actually the budget for each project is always different since the size of those projects is different So, we have developed rental services for almost kind of equipment we imported for sales

Besides that we also understood that the need of Environmental Consulting services from Projects or Clients we are working for So, we have not only provided our Customer surveying equipmentỖs, but also offered them Environmental Consulting services (establishing of Environmental Assessment Impact (EIA) report and wastes treatment consulting)

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a)

Figure 03: Dat Hop Co LtdỖs core services Resources:

Dat Hop Co Ltd has gathered up teams of active and fervour employees who were educated and trained by famous Universities in Viet Nam such as University of Economic Ho Chi Minh City, Ho Chi Minh City University of Technology, University of Transport and Communication, etc Now we are one of leading company providing land and sea surveying equipment in Viet Nam We strong believe that bringing the trustful services to Customer

Turnover:

Our turnover comes from Sales Department, Rental Department, Technical Department, and Environmental Consulting Department In last year, turnover is around VND 37 billion

Company strategy:

| would like to create Dat Hop Co Ltd.,Ỗs house strategy is included of vision, mission, and strategic goals

Vision:

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Up to 2030 Dat Hop Co Ltd will become leading in the field of providing solutions and land surveying and sea surveyingỖs equipment's, environment consulting in Viet Nam

Mission:

Revenue VND 400 billion per year in 2030;

Becoming exclusive representative distributor of at least one of three leading brand name (Leica);

Leading on providing surveying equipmentỖs and technology solutions for land and sea surveying field;

Controlling/taking up Southern Viet Nam market and opening the market on the whole Viet Nam and South-East Asian area

Strategic goals:

Growth revenue 20% per year;

Continuing innovation and always pioneer in applying innovative processes of management, human resource, and services;

Customer satisfaction and two- way engagement; Workforce satisfaction and two- way engagement; Corporate social responsibility

Strategy map:

Then, | will develop Dat Hop Co LtdỖs strategy map based on Balanced Scorecards (BSC)Ỗs perspectives BSC model basically includes four perspectives such as Customer, Financial, Internal business processes, and Learning and growth

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20% growth revenue Continuous innovation Satisfaction Pee pe PEIN CE Expense Added value CUSTONER = Competitive Customer care > 7 Responsibit es INTERNAL PROCESS Managemert t Ẹ : 7 \ LEARNING AND GROWTH Competences fskills Information management Company Culture Figure 04: Dat Hop Co LtdỖs strategy map Presentation of subject:

The thesis will identify existing processes of Dat Hop Co Ltd The processes are included of from each department Then they will be analysed to find out key processes and critical points accordingly Continuously, recommendations are proposed to improve existing processes and enhance company competition ability and business productivity

Interest of subject:

The thesis will bring our Director visual picture of processes belong departments We understand clearly about our position in compared with our competitors and we will know exact our strength need to be motivated and weak points need to be supported and improved

Furthermore, the thesis will bring company a general innovative plan in order to adapt with changes are rapidly development in the real world

Objectives:

Ensuring improved processes will support our business carried out smoothly and perfectly The processes will contribute to reach our strategic goals (20% revenue growth per year, .), mission, vision They will contribute to build up friendly environmental working and bring the best services to Customer

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10 Plan of report:

Report is divided by two PARTs PART 1 is managing process PART 2 is measuring and improving process

PART 1 included two Chapters showing about existing process, key process, mapping process and fulfilment of key process in ID card

PART 2 included three Chapters showing about setting improvement targets, using innovation and creativity to improve process, changing process and evaluating the benefits

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Notes: Please refer to Appendix | for detailed processes

Technical department: General process;

Verifying process;

Repairing equipment process; Guarantee of equipment process; Calling customer process;

Solving complains process;

Notes: Please refer to Appendix | for detailed processes

Environment consultancy department:

Submitting Documentation process to DONRE (Natural Resource and Environment Division);

Implementation process of monitoring environment report; Implementation process of detailed subject report;

Implementation process of Environment !mpact Assessment (EIA) report; Implementation process of Simple environmental assurance subject; Implementation process of Environmental assurance plan report; Implementation process of Registration book of own waste outlet Notes: Please refer to Appendix | for detailed processes

* Chemical and Biological products team: Selling process via telephone;

Selling process at Company; Customer searching process; Calling customer process;

Delivering and acceptance of product process

Notes: Please refer to Appendix | for detailed processes Accounting department:

Export good for selling process;

Export good for rental, repairing, or borrowing process;

Advance and advance payment process (Advance process; Advance payment process);

Collecting and spending cash process (Collecting cash process; Spending cash process);

Banking depositing and withdraw process (Deposit cash into Bank account process; Withdrawn cash from Bank account process);

Storing process of imported products and local purchased products; Follow-up bad debt process;

Follow-up liabilities of debt process; Purchasing fixed asset process;

Process of preparing Value Added Tax (VAT) report;

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PART 1: MANAGING PROCESS

Chapter 1: Identifying they key business processes 1 Key processes:

1.1 Company processes:

Each department has own processes to ensure their works is carried out smoothly and effectively It is included but not limited to as the following:

Sales department (Hydrographic products): Customer searching process;

Selling process;

Calling customer process;

Delivering and acceptance of product process; Customer care and solving complains process; Borrowing and give back equipment process;

Receiving, warranty and repairing equipment process Notes:-Please refer to Appendix | for detailed processes

Sales department (Surveying equipment): Customer searching process;

Selling process;

Calling customer process;

Delivering and acceptance of product process; Complains process

Notes: Please refer to Appendix | for detailed processes Import and export/Purchasing department:

Importing product process; Local purchasing process;

Customs declaration and receiving the good process; Asking for import permission process;

Return the good back process; Checking documentation process

Notes: Please refer to Appendix | for detailed processes Rental department:

Preparing rental papers process Customer searching process; Customer evaluation process; Customer care process

Rental process (Process of delivering equipment at Dat Hop Co LtdỖs office; ỘProcess of receiving equipment back from.customer);

Calling customer process A ol

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Notes: Please refer to Appendix | for detail processes 1.2 Key processes:

Following details processes, | suppose that there are 10 key processes which belong to sales, purchasing, rental, and accounting department In specific as the following:

(1) Customer searching process; (2) Selling process;

(3) Importing product process;

(4) Customs declaration and receiving the good process; (5) Customer care and solving complains process;

(6) Repairing equipment process;

(7) Submitting Documentation process to DONRE (Natural Resource and Environment Division);

(8) International payment process; (9) Follow-up bad debt process;

(10) Follow-up liabilities of debt process 2 Mapping processes: (requirements) [Repam Repairing service, =} [ saes ] [ sates 4] | Saies [Rental sewvice | [Technical | [Purchasing Ì [ Hyaroohraphic pro} {Rental | [senea | - |Teenneal [ Biological pro

[ Surveying pro | Environment | Rental | Rental Eny, service [Environment] | Environment

Information/Skils

Marketing

and Planning Risk management

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Chapter 2: Managing processes systematically 1 Fulfill the key process in ID card:

1.1 Customer searching process:

CUSTOMER SEARCHING PROCESS $ Resource $ Input Searching | => (potential customer) Activities 1.2 Selling process: SELLING PROCESS Input Resource 4 => Contract, Ừ Outcome (request) Activities

Figure 4-2: Dat Hop Co LtdỖs selling process 1.3 Importing product process:

19

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importing product process Resource Input 4 4 - 4 Outcome (from sales) (from manufactures) Activities

1.4 Customs declaration process and receiving the good process: Customs declaration and receiving the good process Resource Input Outcome

Declaration Checkng, Pekup

Papers: the good the good

(from customs) (from manufactures)

Activities

1.5 Customer care and solving complains process:

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2 Flowchart: 2.1 Customer searching process:

[ Customer searching process

No Responsibility Activity Links

Depts (sales, rental,

1 technical, environment) Searching 2 |Chief/Sales person Classifying

T

Ỷ

3_ |Chief/Sales person Selecting Options

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2.2 Selling process: [ ` Ở_ 8elling process

No Responsibility Activity Links

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2.3 Importing product process:

[ Importing product process

No Responsibility Activity Links

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2.5 Customer care and solving complains process: Customer care and solving complains process i | No

Responsibility Activity Links

Dept (sales, rental,

1 |technical, environment) + Customer list salesperson 2 |Salesperson Defining purpose T + 3 |Salesperson Calling CRM T oN Yes 4 |Customer OK? t 5 |Customer Thanks Ậ Solving Complaint

& |Sales person > solutions process

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2.6 Repairing equipment process: [ ỔRepairing equipment process | i { |

No Responsibility Activity Links

1 |Customer equipments Failed + 2 |Chiefitechnician Checking ⁄ softwares / ặ 3 |Chiefftechnician Defining errors T ầ 4 |Chiefftechnician | Quotation Form Me Yes 5 |Customer OK? { 6 |Technician Fixerrors |k&Ở q 7 |Technician Clean + / software,

8 {Technician Adjust tolerance 7 machinee

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2.8 International payment process: [ Taal ng me he Ở =

No Responsibility Activity Links

h Request for Contract, `

1 |Purchasing dept payment Ở 2_ |Accountant Checking ] on 3 |Chief Accounting Ỳệ ỘỘ oƯ t

4 {Accountant L-Ừ| Creating TTR Form

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2.7 Submitting Documentation process to DONRE (Natural Resource and Environment Division):

[== Submitting Documentation process to DONRE -

No.| Responsibility | Activity Links * 4 or 1 Chief of Environment Contact dept DONRE Ở + 2 Sep Teo Submitting BA report # + i q DONRE' 3 TH HS Reminding 2z] T No Yes 4 |DONRE OK? Apprisal 5 |DONRE committee ẹ Chief of Environment 6 dept Defensing i Environment dept's 7 staff =>Ừ Adjusting Ậ 8 Environment depfs Print and staff completing

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2.9 Follow-up bad debt process: No

Responsibility Activity Links

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2.10 Follow-up liabilities of debt process:

| Follow-up liabilities of debt process -

No Responsibility Activity Links

1 |Accounting dept Observation book F pent

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PART 2: MEASURING AND IMPROVING PROCESS Chapter 1: Setting improvement targets

Work out the Balanced Scorecard (BSC):

Following strategy map then | would transfer Dat Hop Co LtdỖs strategic goals into planning throughout establishing company BSC

1.1 Financial perspective:

a)

b)

Surely the BSC can give our business a tremendous advantage, if done right However, if done wrong, it can create tremendous undo stress and anxiety, which will not add value nor help us to accomplish our goals Then for Financial perspective, | also develop its objectives, measurement, targets, and initiatives In specific as follows:

Objectives:

Financial objectives are put into four groups as follows: + Expanding opportunities to increasing revenue; + Reinforcing and increasing Customer's added-value; + Increasing efficiency of work of whole company; + Improving expenses structure

Measures:

For each financial objective, | would propose different measurement methods, in specific as follows:

+ For Ộexpanding opportunities to increasing revenueỢ objective: it is measured throughout (i) 20% growth revenue compared with previous year, (ii) increasing number of Customer throughout pushing up marketing activities by online marketing and traditional marketing, (iii) expanding the market (South-western, South-eastern), (iv) pushing up on focusing ỘbigỢ Customer

+ For Ộreinforcing and increasing CustomerỖs added-valueỢ objective: it is measured through out selling more than one product per one existing Customer

+ For increasing efficiency of work of whole companyỢ objective: it is measured through out (i) increasing 20% company working efficiency by target management and KPI, (ii) reward employee on gained revenue; + For Ộimproving expenses structureỢ objective: it is measured throughout (i)

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0)

Increasing Y increasing > 20% + Set up KPI

efficiency of productivity; evaluation

work of whole | Ộ Rewards system

company employee on v Reward

gained 100% done policy

revenue

- v-0.59 vSet

Improving | Vreducing - | si | evaluation

expenses input cost, ầ -20% (old system;

Ở_ | deb Yreducing , vNew worse process; M

operation debt < 0.5% per | V Sales

costs: revenue; process; Ở

Y well v meeting ầ Accounting

controlling 1/month process;

storage; (Director and v Salesperson ầ Controlling Checking Ỉ is trained

proper expenses to 1/month saving costs Table 01: Financial Scorecard Perspectives 1.2 Customer perspective: a) b)

Really, the understanding our customer is very difficult for many businesspeople In fact, many customers donỖt even understand themselves So, establishing the customer scorecard perspectives will help us focus our employees on customer Then, | need to develop customer's objectives, measurements, targets, and initiatives in strategic level In specific as follows: Objectives:

Customer objectives are put into four groups as follows: + Optimal pricing of product and service;

+ Providing the best customer care and guarantee services; + Providing integrated bundles of solutions

Measures:

For each customer objective, | would propose different measurement methods, in specific as follows:

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customer accept advanced payment, (4) incentive policy on price for education sector);

+ For ỘProviding the best customer care and guarantee servicesỢ objective: it is measured throughout (i) establishing service policies for customer who owns project frequently; (ii) exceeding customer expectation in consulting, technical support, and fixing technical errors of products; (iii) commitment to time delivery of product;

+ For ỘProviding integrated bundles of solutionsỢ objective: it is measured throughout (i) enhancing sales ability; (ii) motivating launching program of product, service, periodic training on year; (ii) observing the project throughout classifying project and setting up Ộfollow-upỢ process details and periodically; (iii) providing complete solutions included equipment, software, and accessories c) Targets:

- Following customer objectives, its targets are identified as follows:

+ Atleast 2 more suppliers for new products a year;

+ Lower 10 customer complaints caused by sales, repairing, verifying and guarantee services;

+ 100% contract is provided by integrated bundles of solutions d) Initiatives:

- Then, Customer objectives and its targets will be reached by setting up

initiatives as the following:

+ Setting up KPI evaluation system;

+ Building and standardization internal business processes of sales, importing, accounting, technical;

+ Setting up CRM/Excel database + automation + closed feedback loop; + Salesperson is trained

e) Summary of Customer Scorecard Perspectives:

Customer | Objectives Measurement Targets Initiatives

Scorecard

v diversifying of | Vat least 2 new ầ Set up KPI

pasted tear product to suppliers/year; evaluation

product and provide vat least 4 new system, -

service customer more products/year; v Establishing

choices based v 2 meetings/year marketing

on pricing range; department;

ầ Optimal pricing vầ QUALGALE

and pricing method

policy

se v⁄establishing v average scoring on v Set up KPI

ầ Providing service policies incentive policy evaluation

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c)

qd)

Targets:

Following financial objectives, its targets are identified as follows:

+ 20% growth revenue per year (for next year our revenue target is VND 40 billion in which first quarter should be upper VND 8 billion; second quarter should be upper VND 10 billion; third quarter should be upper VND 10 billion; and fourth quarter should be upper VND 12 billion);

+ Atleast 30% existing customer being purchase other products and services; + Increasing 20% productivity of the whole company;

+ Reducing improper costs by checking 1/month Initiatives:

Then, Financial objectives and its targets will be reached by setting up initiatives as the following:

+ Setting up KPI evaluation system;

+ Building and standardization internal business processes of sales, importing, accounting, technical; + Reward policy; + Salesperson is trained e) Summary of Financial Scorecard Perspectives:

Financial Objectives Measurement | Targets Initiatives

scorecard %

Strategic Expanding ầ growth ea a , h Ở eel

level opportunities | revenue; Er ene eve ?

to increasing | vincreasing favenue numberof calslyear ầ> 10.000 visits | ầ Establishing | System,

Customer on Facebook marketing

7 i and YouTube; department;

ial v> 60% vSales

ng 6ự customer in process;

Ộbig? environmental Ý Salesperson

Glistomer and natural is trained recourse from South-western area; ầ30 ỘbigỢ Customers/year

Reinforcing ầ Selling more | > 60 customers/ | v Set up KPI

and than 1 year evaluation

increasing product/1 system;

Customer's existing ầ Sales

added-value Customer process;

v Salesperson is trained

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surveying >=7; process details and periodically; ầ Providing customer complete solutions included equipment, software, and accessories

the best for customer system;

customer who owns v<10 ầ Internal

care and project complaints/year; process

guarantee frequently; v Late delivery < 12 standardization services v exceeding times/year customer expectation in consulting, technical support, and fixing technical errors of products; ầ Commitment to time delivery of product

+ ầ enhancing vầ 100% salesperson v Set up KPI

eee sales ability; attends periodic evaluation

bundles of v motivating training courses system;

solutions launching organized by v Salesperson

program of company; is trained;

products, v01 vCRM/Excel

Services, workshop/product/year | database + periodic training | (for land surveying, automation + on year; sea surveying, closed feedback

Yobserving the | biochemical); loop project ầ 100% establishing throughout project portfolio; classifying ầ 100% project and setting up Ộfollow-upỢ

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a)

b)

c)

| believe that doing business without internal business process is primary business Ở monkey business So, we should establish internal business process scorecards to improve our business effectiveness It helps us to understand our processes and how they create value in the eyes of our customers After all, it all starts with customers Ở no customer, no business Objectives:

Internal business process objectives are put into four groups as follows: + The customer management;

+ The operations; + The innovation;

+ The complying process against state regulations Measures:

For each internal business process objective, | would propose different measurement methods, in specific as follows:

+ For ỘThe customer managementỢ objective: it is measured throughout (i) customer attractiveness process: build up brand name, showroom, the media; (ii) approaching process to customer/project belong public sector; (iii) selecting and approaching process to potential customer actively; (iv) customer care service after sales process; (v) setting up keeping customer process

+ For ỘThe operationsỢ objective: it is measured throughout (i) purchasing process; (ii) storage management process; (iii) management process to operational costs and management costs;

+ For ỘThe innovationỢ objective: it is measured throughout (i) searching new products process; (ii) launching new products process (launching or relaunching product);

+ For ỘThe complying process against state regulationsỢ objective: it is measured throughout (i) enhancing corporate socio-responsibility process Targets:

Following internal business process objectives, its targets are identified as follows:

+ Maximum 03 days for custom declaration procedures;

+ Maximum 10 days for shipping period by air (from date of confirmation by manufacturer to date of the goods arrived Dat Hop Co Ltd storage);

+ Maximum 20 days for shipping period by sea (for Asian area from date of confirmation by manufacturer to date of the goods arrived Dat Hop Co Ltd storage);

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d) Initiatives:

- Then, Customer objectives and its targets will be reached by setting up initiatives as the following:

+

+x+x+

+

e) Summary of Internal business process Scorecard Perspectives: Setting up KPI evaluation system;

Establishing marketing department; Internal process standardization;

Setting up CRM/Excel database + automation + closed feedback loop; Salesperson is trained Internal Objectives Measurement Targets Initiatives Business Process Scorecard

: vcustomer v04 evaluation v Set up KPI

ee Ộne attractiveness meetings/year evaluation

management process: build up | (implementing and system;

brand name, then evaluating); v Salesperson showroom, the ầ 08 meetings/year is trained;

media; (find out vCRM/Excel

*⁄approaching implementing database +

process to consensus); automation +

customer/project | v 12 customers or closed

belong public agents/year; feedback loop sector; v New process/sales

ầ selecting and | dept approved by approaching Director in first process to quarter;

potential ầ 100% calling to customer customer before actively; schedule date ầ Customer care service after sales process; (v) setting up keeping customer process

vThe ầ purchasing ầ03 days for custom | ầ Set up KPI

ti process; procedures; evaluation

Oper etCnS ầ storage v10 days for system;

management shipping period by ầ Internal

process; air; - process

vầ Management ầ 20 days for standardization

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+ For ỘDeveloping information resourceỢ objective: it is measured throughout (i) setting up information management system and customer care (CRM); (ii) using applications of Stack and Trello;

+ For ỘBuilding up company culture sustainablyỢ objective: it is measured throughout (i) sharing culture of acknowledgement and skills; (ii) enhancing self-awareness spirit, responsibility against corporate, and union and inter- relationship spirit between divisions; (iii) corporate culture: Honest, Professional, Innovative, Dedicated, Responsible

c) Targets:

- Following learning and growth objectives, its targets are identified as follows: + Company organizes at least 01 sales training per week;

+ Company will send chief of department (included sales, technical) for oversea training at least 01 time a year;

+ Key staffs will be attended at least leadership or management training course a year;

+ Installing and guiding CRM, Stack, or Trello software for use successfully; + 100 % person shares their acknowledgement or skills at least 01 time per

month (in turn);

+ Organizing at least 02 activities team per quarter as scheduled by labour union;

+ 100% staffs attend companyỖs culture meeting to discuss about ỘHonest, Professional, Innovative, Dedicated, ResponsibleỢ

d) Initiatives:

- Then, learning and growth objectives and its targets will be reached by setting up initiatives as the following:

+ Setting up KPI evaluation system; + Training program; + CRM, Stack and Trello license; + Communications e) Summary of Learning and Growth Scorecard Perspectives: Learning Objectives Measurement Targets Initiatives and Growth Scorecard

n 7 ầ sales skills; v01 sales ầ Set up KPI

2e mua KẾ xà du Yenhancing training/week; evaluation

Sorborate specialized ability; | v.01 oversea system; la Vv skills of training/chief of ầ Training

leadership, dept (sales, program management, technical);

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works allocation ầ01 leadership or

applications of Stack and Trello

and creating management motivation to training

employee course/key

person/year

ầ setting up v Installing and ầ CRM license; Mà veloping information guiding for use ầ Stack and Trello

resource management successfully license system and customer care (CRM); v using vshari #100 3 ầ Building up sharing culture 100 % person compan shares

cuture y acknowledgement | acknowledgement sustainably | 2nd skils, venhancing self- | time/month (in or skills/0

awareness spirit, | turn);

responsibility ầ 02 activities against corporate, | team as and union and scheduled by inter-relationship | labour

spirit between union/quarterly;

divisions; ầ 100% staffs

ầ corporate attend companyỖs culture: Honest, culture meeting Professional, Innovative, Dedicated, Responsible ầ Communication

Table 04: Learning and Growth Scorecard Perspectives

2 The key process quality objectives and related targets and metrics: 2.1 Customer searching process:

a) Company objectives:

- Dept of Sales, Rental, Technical, and Environment should gain 20% growth of new customer per year

b) Process goals:

- Increasing number of potential customer to ensure 20% growth per year; - Transforming potential customer to customer;

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process to shipping period by

operational costs | sea (Asian area);

and ầ 50 days for

management shipping period by costs sea (European area);

vầ Weekly report

VThe ầ searching new | V New process v Set up KPI

innovation products approved; evaluation

process; ầ03 launching or re- | system; ầ launching new | launching ầ Establishing

products programs/year; marketing

process ầ 150 department

(launching or attendances/program relaunching

product)

VThe v Enhancing - v01 programlyear vSet up KPI complying corporate SOCiO- (for community or evaluation

0 responsibility charitable) system pierces process against state regulations Table 03: Internal Business Process Scorecard Perspectives

1.4 Learning and Growth perspective

a)

b)

Learning and growth scorecard is fourth perspective of Kaplan and NortonỖs Balanced Scorecard model Establishing of this scorecard will enhance Dat Hop Co LtdỖs employee productivity to ensuring the long-term growth of company

Objectives:

Learning and growth objectives are put into four groups as follows: + Developing skills of corporate human;

+ Developing information resource;

+ Building up company culture sustainably Measures:

For each learning and growth objective, | would propose different measurement methods, in specific as follows:

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e)

Targets:

100% Customer is to take care regularly >20% New customer per year

Metrics:

Number Customer/Total calling for Customer; Number new customer/Total Customer

The key process ID card:

Refer to Appendix III: PROCESS ID CARD 2.2 Selling process: a) b) e) Company objectives: Dept of Sales, Rental, and Environment should gain 20% growth revenue per year Process goals:

Provide customer qualified goods and on time delivery as commitment, Saving time for customer, sales department and others;

Provide customer services exceed their expectation Targets:

>98% conformity of good is delivered; >95% delivering the good on time; <2% complaint by customer Metrics:

Number conformity of good/total delivered good; Number delivery on time/total number of delivery;

Number complaints/total number customer is buying goods The key process ID card:

Refer to Appendix II: PROCESS ID CARD 2.3 Importing product process: a) b) Company objectives: Importing number should gain 20% growth per year Process goals:

Import qualified products with proper price;

Ensuring delivery schedule requested by Sales Depts;

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e)

Targets:

100% conformity of good is imported >95% importing the good on time Metrics:

Number conformity of good/total imported good Number importing on time/total number of importing The key process ID card:

Refer to Appendix Ill: PROCESS ID CARD

2.4 Custom declaration process and receiving the good process: a) b) ẹ) 9 e) Company objectives: The good is released within 03 days when arrival Process goals:

The good arrived warehouse on time;

Optimal storage of good at customs warehouse Targets:

>95% order arrives company warehouse on time <5% stored goods at customs warehouse

Metrics:

Number order arrives on time/total order Number stored order/total order

The key process ID card:

Refer to Appendix III: PROCESS ID CARD 2.5 Customer care and solving complains process: a) Company objectives:

All Customers are to take care regularly and their concerning are figured out timely

Process goals:

Customers are to take care regularly;

Getting Customer's feedback on quality of products and services; Solving Customer's concerning and problems as soon as possible Targets:

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e) The key process ID card:

- Refer to Appendix Ill: PROCESS ID CARD

2.8 International payment process: a) Company objectives:

- No overdue payment b) Process goals:

- Ensuring correct payment; - Avoiding overdue payment;

- Maintaining good relationship with manufacturers c) Targets: - >98% payment on time - >95% correct payment (without mistakes regarding to amount, information of manufacturer, .) d) Metrics:

- Number conformity of good/total delivered good; - Number correct payment/total payment

e) The key process ID card:

- Refer to Appendix III: PROCESS ID CARD 2.9 Follow-up bad debt process:

a) Company objectives:

- Maintaining bad debt below 3% of total debt b) Process goals:

- Control! bad debt below limited threshold; - Improve cash flow;

c) Targets:

- 95% bad debt is recovered d) Metrics:

- Amount of recovered bad debt/total bad debt e) The key process ID card:

- Refer to Appendix III: PROCESS ID CARD 2.10 Follow-up liabilities of debt process: