Tp ch Khoa hc HQGHN, Kinh t v Kinh doanh, Tp 29, S 1 (2013) 41-48

41
Qun tr ri ro chui cung ng
Hng tip cn mi cho doanh nghip Vit Nam
Phm Vn Kim
*
Vin Nghin cu Thng mi, 17 Yt Kiu, Hai B Trng, H Ni, Vit Nam
Nhn ngy 13 thng 8 nm 2012
Chnh sa ngy 28 thng 3 nm 2013; chp nhn ng ngy 26 thng 4 nm 2013
Tm tt: Vic gim thiu ri ro trong chui cung ng ang l bi ton t ra i vi nhiu quc
gia, c bit l cc nc ang pht trin. Bi vit phn tch cc yu t nh hng n qun tr ri
ro chui cung ng gm: ngun lc, quan h v hiu sut vn hnh doanh nghip. Kt qu nghin
cu ch ra rng vic cc doanh nghip trong chui cung ng cn tng cng quan h hp tc song
phng v a phng vi cc i tc trong chui trn c s s dng ti a ngun lc doanh
nghip nhm nng cao hiu sut chui cung ng l mt gii php ti u cho vic qun tr ri ro
cho doanh nghip.
T kha: Qun tr ri ro, chui cung ng, ngun lc, hiu sut, mng li quan h.
1. M u*
L quc gia c nn kinh t ang trn pht
trin v hi nhp, Vit Nam khng nm ngoi
chui cung ng sn phm ton cu v l mt thnh
phn quan trng trong quy trnh sn xut, phn
phi nhiu sn phm trn th gii. c bit, sau khi
tr thnh thnh vin chnh thc ca T chc
Thng mi Th gii (WTO), qu trnh hi nhp
v m ca mang n cho Vit Nam nhiu c
hi cng nh thch thc. Song song vi c hi m
rng th trng hng ha v tng lng hng ha
xut khu, Vit Nam phi i mt vi nhng thch
thc nh hng ha i hi phi nng cao tnh cnh
tranh, phi linh hot v sc bn hn na vn ra
th trng th gii. Lm th no gim thiu ri ro
______
* T: (84) 973661818
Email: pvkiem@yahoo.com
trong quy trnh sn xut v phn phi sn phm l
bi ton t ra khng ch i vi Vit Nam m cn
l vn chung ca rt nhiu nn kinh t ang pht
trin. Doanh nghip cn phi hiu r ton b quy
trnh sn xut v phn phi a ra nhng quyt
nh sng sut nht v quy trnh, t mang n
cho khch hng nhng sn phm v dch v tt
nht. Nghin cu ca McKinsey v qun tr ri ro
chui cung ng cc nc M Latinh cho thy,
thch thc ln nht i vi cc nh qun l doanh
nghip cc nc ang pht trin l lm th no
gim thiu ri ro trong mng li cung ng
(Krishnan, Parente v Shulman, 2006). Mt s
nghin cu ca Ketchen v Hult (2007), Wu v
cng s (2006), Phm v Phan (2012), Trn v
Phm (2009) cng ch ra vic qun tr ri ro chui
cung ng cn c s tng ha ca nhiu yu t,
trong ba yu t quan trng l ngun lc, quan h
v hiu sut vn hnh doanh nghip.
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42
Thc t cho thy, cch thc m doanh nghip
s dng ngun lc, vn hnh hot ng sn xut
v cung cp sn phm dch v, xy dng mi
quan h m rng c vai tr quan trng trong vic
to ra li nhun cho doanh nghip. Ba yu t ny
c nh hng mnh m, khng km cc yu t
khc nh chnh sch ca nh nc, lut lao ng
hay cc yu t khch quan (Power, Sohal v
Rahman, 2001). Bi vit lp lun logic v qun tr
ri ro chui cung ng v tin hnh nghin cu
mt s doanh nghip in hnh trong ngnh cng
nghip. Kt qu nghin cu thu c l c s l
lun tm ra hng i tt nht cho dng sn
phm ca cc nc ang pht trin trong chui
cung ng ton cu, trong c Vit Nam.
2. C s l lun v qun tr ri ro chui
cung ng
Chui cung ng l h thng khng ch bao
gm cc doanh nghip, nh cung cp, nh phn
phi sn phm m cn bao gm h thng kho vn,
h thng bn l v khch hng (KH) ca n. Trong
qu trnh vn hnh ca chui, i hi cc nh phn
phi phi gia tng cht lng ca sn phm v dch
v, nh vy cc nh phn phi ng vai tr l nhn
vt ch cht c c quyn trong vic lm ch dng
thc t v dng thng tin trong chui cung ng.
Chui cung ng dn tr thnh mt nhn t ct li
doanh nghip vn hnh tt v pht trin. Theo
D. M. Lambert, M. C. Cooper v J. D. Pagh
(1998), chui cung ng khng ch l
mt chui ca cc doanh nghip vi nhau, m l
mi quan h thng mi gia doanh nghip vi
doanh nghip, v quan h gia cc doanh nghip
vi nhau. Chui cung ng c hiu l mt chui
cc sn phm dch v c lin kt cht ch vi
nhau. Theo C. M. Harland (2001), chui cung ng
l mt chui qun l chin lc ca mt tp hp
cc cng ty lin mng, cn Christopher (1998) nh
ngha qun l chui cung ng nh l mt
mng li ca cc t chc c lin quan n nhau,
thng qua mi lin kt t cc hot ng nh n
hot ng ln, v cc hot ng sn xut to ra
gi tr cho sn phm v dch v ca ngi tiu
dng cui cng. Mt cch trc tip hay gin tip,
cc mt xch ca chui cung ng tham gia vo h
thng sn xut, phn phi sn phm, dch v v
chu s tc ng ca nhiu nhn t (Hnh 1). Cu
hi t ra vi doanh nghip l lm th no qun tr
nhng yu t ri ro c tc ng n chui cung
ng. Khi nim qun tr ri ro trong chui cung
ng c hiu l vic huy ng cc ngun lc ca
doanh nghip gim thiu ri ro, cp nht thng
tin v kin thc mt cch ng b thng qua mng
li mi quan h. Bi vit nghin cu tp trung vo
nn tng l lun c bn qun tr ri ro c tc ng
chnh n chui cung ng, bao gm: qun tr
ngun lc, mng li cc mi quan h v vic
qun l vn hnh hiu qu chui cung ng.
2.1. Quan im da trn ngun lc
Quan im da trn ngun lc ly kinh t lm
nn tng, l cng c l thuyt nh gi v d
on li th so snh ca doanh nghip. Ngun lc
ca doanh nghip c coi nh gi tr ct li c
trng ring, khng th thay th, l nhn t o
lng li th cnh tranh ca doanh nghip trn th
trng. Ngun lc c hiu l h thng quy
trnh, t chc ca doanh nghip, cc i tc, lin
minh chin lc v kh nng thu thp thng tin,
d liu trong vic qun l vn hnh doanh
nghip Barney (1991) v Peteraf (1993) ly
quan im da trn ngun lc lm c s cho vic
phn tch tnh cnh tranh ca cc mt xch trong
chui cung ng. C s ny c vn dng gii
thch v tnh ph thuc ln nhau gia nh cung
cp (NCC), nh sn xut v khch hng cng nh
nh gi kh nng vn hnh v ti a ha li
nhun trong mng li cc doanh nghip
(Rungtusanatham, Salvador, Forza v Choi,
2003). T s phn tch v tnh c trng ring v
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43
khng th thay th ca mi thnh vin trong h
thng cung ng, i vo tng trng hp c th l
mt s doanh nghip th trng cc nc ang
pht trin, nghin cu khng nh tm quan trng
ca vic qun l ngun nguyn liu u vo v u
ra ca sn phm, l c s tng cng mi lin
kt ca cc doanh nghip trong chui cung ng.
2.2. Quan im da trn mng li quan h
C th ni vic s dng ngun lc d c hiu
qu nhng nu khng c t trong mng li
mi lin kt gia cc nhn t th cng khng gia
tng c li th cnh tranh ca doanh nghip.
Cn c s hp tc h tr ln nhau gia cc thnh
vin trong h thng chui cung ng, t nh cung
cp, doanh nghip sn xut n nh phn phi v
khch hng. Da trn mi quan h v nim tin,
cc doanh nghip c th thu thp thng tin, t
a ra cc chnh sch ph hp cho dng sn
phm, dch v ca mnh. Theo Ketchen v Hult
(2007), mi quan h tt p hay khng s nh
hng n nim tin, tnh linh hot v kh nng
ti a ha li nhun ca cc thnh vin trong
chui cung ng. Mt chui cung ng linh hot
v hiu qu s l con ng dn n thnh cng
ca doanh nghip. Khi c s lin kt vng chc,
cc doanh nghip c th phn hi li nhanh
chng nhng thay i theo nhu cu ca khch
hng, m bo chi ph mc thp nht v li
nhun mang li mc cao nht. Mt mng li
lin kt cht ch s l c s trao i thng tin
gia nh cung cp, nh sn xut, nh phn phi
v khch hng (Thorelli, 1986).
nh gi vai tr ca mng li lin kt trong
chui cung ng, ta c th thy c tnh tng tc
qua li v ph thuc ln nhau ca cc nhn t
trong cu trc cung ng ton cu cng nh th
trng cc nc ang pht trin. i vi th
trng Vit Nam, nn kinh t ang trn hi
nhp, m rng mi quan h vi nhiu quc gia v
vng lnh th trn th gii, tng cng quan h
hp tc song phng v a phng l nn tng
sn phm ca Vit Nam vn xa ra th trng th
gii cng nh gim thiu c ri ro trong h
thng cung ng, sn xut v phn phi sn phm,
dch v.
ka


Dng cung
ng


Sn xut
Dch v

Thng
tin
Ngun
lc ti
chnh
Cu

D bo



S hi lng/
khch hng/
gi tr/li
nhun/cnh
tranh
Chui cung ng













T NCC NCC Doanh nghip KH KH n
n NCC KH


T NCC NCC Doanh nghip KH T KH
Ti NCC n KH

Mi trng tng quan doanh nghip
Phi hp ni b doanh nghip



Phi hp chc nng
ni bi
(tin tng, cam kt,
ri ro, c lp)

Marketing
Bn hng
Nghin cu v pht trin
D bo
Sn xut
Thu mua
Logistic
H thng thng tin
Ti chnh
Dch v khch hng
Hnh 1. M hnh qun tr chui cung ng.
Ngun: Mentzer v cng s, 2001, tr.15

P.V. Kim / Tp ch Khoa hc HQGHN, Kinh t v Kinh doanh, Tp 29, S 1 (2013) 41-48

44
dsf
2.3. Quan im da trn hiu sut vn hnh
doanh nghip trong chui cung ng
Da trn cc s liu thng k v tnh hiu qu
ca quy trnh sn xut, cung cp sn phm dch v
trong chui cung ng, cc doanh nghip s phn
tch v nh gi c mc hi lng ca khch
hng dnh cho sn phm, dch v ca mnh. Kt
hp vi phn hi t pha khch hng, nh qun l
s a ra nhng chnh sch ph hp cho tng
dng sn phm trong chui cung ng. Quy trnh
vn hnh hiu qu c cp y bao gm c
vn gi c, cht lng sn phm, dch v, thi
gian giao hng, trch nhim x hi, dch v chm
sc khch hng v nhiu yu t khc.
Bhagwat v Sharma (2007) ch ra cc bin
php thc hin nhm mang li li nhun cho cc
doanh nghip, trong c vic xc nh h s cn
bng da trn tiu ch li nhun m cc doanh
nghip t ra. H s cn bng gip doanh nghip
xc nh c u l yu t mt cn bng, yu t
no tc ng nhiu nht n hiu sut tng th ca
doanh nghip, t tp trung vo cc hot ng ti
a ha li nhun, gim thiu ri ro v tng c hi
cho cc doanh nghip. Cc nh qun tr cn nhc
k cc iu khon trong hp ng, rt ngn thi
gian phn phi sn phm, kt hp cng vi nhng
phn hi t pha khch hng... y l c s thc
y tnh cnh tranh ca sn phm trn th trng.
C th ni, ba yu t ngun lc, mng li
quan h v hiu sut vn hnh ca doanh nghip
l nn tng l lun phn tch nh gi v qun
tr tnh ri ro ca doanh nghip trong chui cung
ng. cng l cng c nng cao tnh cnh
tranh cho sn phm, dch v th trng cc nc
ang pht trin ni chung v Vit Nam ni ring.
3. Thc trng qun tr ri ro chui cung ng
C th ni, ngun lc, mng li quan h v
vic qun l vn hnh hiu qu l ba yu t then
cht trong qun tr ri ro chui cung ng m bt
c nh qun tr no cng cn phi nm bt.
lm c iu ny, theo cc ch doanh nghip th
nh qun tr phi c k nng trong lnh vc
nghin cu v pht trin, d bo, sn xut, thu
mua, hu cn, tip th, bn hng, cung cp thng
tin, t thit lp c m hnh qun l
trnh cc vn pht sinh trong chui.
Yu t ngun lc doanh nghip: gii quyt
c yu t ngun lc, i hi doanh nghip phi
c nhng nh qun l, nhn vin nng ng. Ty
tng loi mt hng m doanh nghip s ch trng
vo nhng khu then cht. Vic qun l c chui
cung ng khng phi l tch ri qun l tng
khu m phi bit tch hp chng trong mt h
thng t nh cung cp n nh sn xut, nh kho,
n cc trung tm phn phi, c s bn l nhm
cung cp hng ha ng s lng, v tr, thi
im. Khch hng bao gi cng yu cu gi c
thp nht nhng li yu cu dch v tt nht, do
doanh nghip phi c kh nng kt ni nhu cu
vi vic cung cp thng tin cho khch hng. iu
ny phn nh tc phn ng trong chui cung
ng. Mc pht trin ca doanh nghip ph
thuc vo kh nng x l tt v p ng cc yu
cu ca khch hng. Hin ti ngun lc ca Vit
Nam cn thiu v yu. Mc d c nhn cng r
dn n gi c dch v r nhng do cc nh qun
l ti Vit Nam thng ch c nhng kinh nghim
t c kt, kin thc v lut php, ti chnh,
chuyn ngnh qun l cn hn ch nn d gy ra
lng ph trong ti chnh v hot ng sn xut
cng nh to ra cc sai phm trong hp ng. V
d, ngun lc pht trin cng nghip t Vit
Nam cn nhiu hn ch. Ngnh ny thng yu
cu ngun nhn lc c tay ngh cao, bi hu ht
cc quy trnh sn xut phc tp, i hi sn phm
phi tinh xo, cht lng cao. Tuy nhin, theo nh
gi ca nhiu chuyn gia kinh t, d s hu ngun
nhn lc di do nhng nn cng nghip t Vit
Nam cha to ra c i ng cn b qun l gii,
am hiu c nhng yu cu v cng ngh, i
ng cng nhn, k s tay ngh cn non km, nm
bt quy trnh cng ngh cn hn ch.
Yu t mng li quan h: Chui cung ng
c hiu nh l mng li bi qu trnh qun l
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45
chui cung ng khng phi l mt qu trnh duy
nht, c rt nhiu yu cu v tnh hung xy ra t
lc cung cp nguyn vt liu cho n khi hng
ha n tn tay ngi tiu dng. Do c nhiu
knh cng bn sn phm nn mi knh, mi giai
on li c mt qu trnh ring v mi nh qun
l li c cch s dng mng li ca mnh khc
nhau ty theo mc ch v chc nng ca mi nh
cung cp. Trc y, t mng li ch n
thun c hiu l h thng thng tin in t,
nhng thc ra ngha bao hm ca n cn rng
hn rt nhiu. l h thng cc mi quan h c
trn lnh vc thng mi v x hi trong doanh
nghip gia nh cung cp, khch hng, c ng,
nhn vin, cc t chc ti chnh v c cng ng
ni chung. Nh vy, qun l chui cung ng t
hiu qu hay khng ph thuc vo vic m bo
c hai tnh nng minh bch v ring t. C m
bo c hai tnh nng ny mi chim c s tin
tng v hi lng ca khch hng.
D dng nhn thy cnh tranh kinh doanh
trong th k XXI khng cn l vic cnh tranh
gia cc doanh nghip m l cuc cnh tranh gia
cc chui cung ng. qun l tt c mt mng
li nh vy, t khu thit k tng, th
nghim, tip l tm ngun cung ng, thc hin
sn xut, kim sot, gim st cho n khi kt thc
qu trnh, cung cp sn phm cho khch hng u
phi tun th nhng tiu chun v quy nh ring.
Lin h vi tnh hnh thc t trong nc, theo
Hip hi Giao nhn Kho vn Vit Nam
(VIFFAS), hin nay c khong hn 800 doanh
nghip ang hot ng trong lnh vc chui cung
ng, lnh vc xut nhp khu v con s ny vn
ang tng ln. Cc doanh nghip ny ch yu
ng vai tr l cc i l nhn gom hng v cp
vn n nh (Freight forwarding). Do thnh lp
sau so vi cc doanh nghip nc ngoi nn cc
doanh nghip Vit Nam cn thiu kinh nghim,
i hi phi c gng rt nhiu mi c th khc
phc c nhng ri ro trong chui cung ng.
Yu t hiu sut hot ng doanh nghip:
Trong bi cnh cnh tranh ngy cng gay gt, cc
doanh nghip hot ng trong lnh vc chui
cung ng rt ch trng n hiu sut hot ng
ca doanh nghip bi n phn nh ci ct li, s
sng cn ca doanh nghip. nh gi c
hiu sut, doanh nghip phi tin hnh cc khu
nh: nh gi, theo di, o lng v kim sot cc
hot ng sn xut, ti chnh cng nh cc bin
ng trn th trng nh li sut, u t, cc
mng th trng v mt s s liu khc. Lm
tt cc khu trn, doanh nghip s s dng c
ti u cc ngun ti nguyn quan trng, em n
s hi lng cho khch hng, c ng v nhn vin
cng nh nng cao cht lng sn phm. Thng
thng, cc doanh nghip s dng h s cn
bng l mt h thng qun l gip doanh nghip
thit lp, thc hin, gim st nhm t c cc
mc tiu ca doanh nghip. Ngoi ra, n cn gip
doanh nghip xc nh c u l yu t gy mt
cn bng, yu t no tc ng nhiu nht n hiu
sut tng th, t tp trung vo cc hot ng c
li nht v xut ra c chin lc gim thiu
ri ro. Th cn bng thng c s dng trong
vic gi v nhn hng ha, qun l hng tn kho,
chi ph v thi gian giao hng.
Mi doanh nghip c cch thc hot ng
khc nhau nhng u hng n mc tiu v s
hi lng ca khch hng v cht lng dch v v
s hi lng ca c ng v tnh hnh ti chnh. Do
, cc s liu nh gi hiu sut c c bit
ch trng, c tp hp theo nh k hng tun,
hng thng, hng qu doanh nghip c th
theo di tnh hnh mt cch cht ch v chnh xc.
Xc nh v thc hin tt c ba yu t ngun
lc, mng li quan h v hiu sut, doanh nghip
c th d dng qun tr c ri ro trong chui
cung ng. Hin nay, c bit l th trng cc
nc mi ni, n cha hng lot yu t ri ro v
chnh tr, kinh t, php lut, an ninh i hi cc
doanh nghip phi xy dng chin lc c th
gim thiu chng.
Trc ht, doanh nghip phi phn chia tng
loi ri ro, sau ln k hoch khc phc chng
bng cch s dng cc h thng cng ngh cao
nh gi ri ro, ln k hoch d phng ti ch
tng mc : kho xng, nh my, cng ty, tr s
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46
khu vc, hoc tm cc nh cung cp d phng.
Theo nhiu doanh nghip, nhng kh khn nh
hng n qu trnh hot ng l chi ph nng
lng tng cao, giao thng tc nghn, c s h tng
cha ng b, vn bo mt khng an ton
khc phc, doanh nghip cn phi duy tr mt h
thng c s thng tin tt theo di tnh hnh bn
trong v bn ngoi doanh nghip, t x l kh
khn mt cch nhanh chng v kp thi.
Mng li cc khu trong chui cung ng
Vit Nam cn cha cht ch, tch ri dn n vic
khng thng nht, ng b trong cc quy trnh
hot ng, c bit l cc th tc hnh chnh cn
rm r, tn nhiu thi gian v chi ph. Trong khi
, vai tr v nh hng ca Nh nc trong lnh
vc ny cn cha r nt, cha c mt hip hi
gia cc doanh nghip cung ng xut nhp khu.
Ngoi ra, h tng c s vt cht cn ngho nn,
quy m nh v b tr cha hp l. Cc h thng
c s thng tin cha p ng c nhu cu ca
khch hng nn hiu sut hot ng trong ngnh
cha cao, cc d bo v k hoch cha phn nh
v gii quyt c nhng ri ro c th gp phi
nn mc d tim nng chui cung ng v xut
nhp khu Vit Nam l rt ln nhng chng ta
vn cha tn dng c trit c hi ny.
4. Gii php qun tr ri ro chui cung ng
Th nht, c mt qu trnh sn xut hiu
qu, nh qun tr cn to lp s cn bng gia vic
p ng nhu cu ca khch hng v hiu qu sn
xut ca doanh nghip bng cch lp k hoch tht
chi tit v c th cho tng khu trong qu trnh sn
xut, song song vi n l cc d bo ngn v di
hn cng nh cc bo co thng xuyn cp nht
tnh hnh sn xut ca doanh nghip.
Th hai, v qu trnh vn chuyn (bao gm c
vn chuyn nguyn vt liu cng nh sn phm
gia cc ni trong chui cung ng): Phi chn ra
c phng thc vn chuyn ph hp i vi
tng loi hng, tng a bn, tng quc gia
giao hng s lng, ng v tr vi chi ph thp
nht, trnh nhng ri ro khng ng c v thin
tai, an ninh, th tc php l, gy tht thot ti
sn, thit hi doanh thu ca doanh nghip v gim
uy tn khch hng.
Th ba, v qun tr hng tn kho: Tn kho
y nn c hiu l vic hng ha c sn xut
ra s c tiu th nh th no ch khng n
thun l vic n v sn xut lu tr sn phm
trong kho ca mnh. Vic qun tr v trnh ri ro
trong khu ny rt quan trng bi yu t tn kho
s quyt nh n li nhun v doanh thu ca
doanh nghip. V th, doanh nghip cn thit lp
cho mnh mt h thng gim st, qun l cht ch
sn phm n tay khch hng vi cht lng
v dch v cao, an ton (Minh Trang, 2005).
Ngoi ra, cng nn ch trng n khu cung cp
thng tin cho khch hng cng nh c chin lc
tip th hiu qu. T , khch hng s bit n
thng tin sn phm nhiu hn, tin tng vo cht
lng v gi thnh, thc y vic tiu th hng
ha. Trong qu trnh sn xut v cung ng hng
tn kho, doanh nghip hon ton c th s dng
cc phn mm h tr nh phn mm hoch nh
dy chuyn cung ng (SCP), phn mm thc thi
dy chuyn cung ng (SCE).
Th t, vic nh v cc ngun nguyn vt
liu, th trng tim nng l yu t quyt nh s
thnh cng ca chui cung ng. Vic nh v tt
s gip qu trnh sn xut c tin hnh mt
cch nhanh chng v hiu qu. lm c iu
ny, doanh nghip phi la chn c nh cung
cp thch hp p ng cc loi hng ha, dch
v u vo khc nhau. Ngoi ra, cn thit lp cc
quy trnh nh gi, giao nhn v thanh ton c th
vi nh phn phi. Trong mt vi trng hp, nn
xt n vic hp tc vi t nh cung cp hn, cho
d doanh nghip phi chi tr nhiu hn v iu
ny gip doanh nghip hot ng c chc chn
v ng b hn, d bt c u. Vic tm th
trng tim nng cng rt quan trng. Bng cch
ch ng thu thp thng tin, tin hnh iu tra
ng b, doanh nghip s bit c sn phm no
ang c khch hng a chung, t c nhng
chin lc tip th v bn hng ph hp. Ngoi ra,
doanh nghip cng c th xc nh cc nhm
P.V. Kim / Tp ch Khoa hc HQGHN, Kinh t v Kinh doanh, Tp 29, S 1 (2013) 41-48

47
khch hng tim nng, cc knh phn phi v sn
phm cho tng chin dch, tng thi im nhm
em li s hi lng ti a cho khch hng.
Th nm, v khu thng tin. C th ni, thng
tin l cha kha cho h thng qun tr ri ro.
Nu thng tin chun xc, vic qun tr s em li
nhng kt qu chun xc [16]. Doanh nghip cn
khai thc thng tin t nhiu ngun khc nhau mt
cch ch ng v tch cc, ng thi phi bit tch
hp chng trong chui cung ng. Trong , c s
d liu phi c ng b ha t khu mua
nguyn vt liu, sn xut n lu kho v phn
phi. Qua , doanh nghip c th d bo v lp
k hoch chui cung ng kp thi, chnh xc,
gim thiu ri ro khng ng c c th xy ra.
Ngoi cc gii php ct li trn y, doanh
nghip cng nn lu n vic thit lp mt h
thng ha n thanh ton hp l gip qu trnh ny
c minh bch v r rng, t s c c s d
liu thng tin chnh xc gip doanh nghip bit
c tnh hnh ti chnh ca doanh nghip v c
nhng chin lc ph hp. Thu ht nhn vin cng
l mt iu cn thit bi nhn vin chnh l ngi
tham gia trc tip trong chui cung ng. Nn c
nhng chnh sch i ng ph hp gip h hng
say lm vic, pht huy tinh thn t gic v sng to
phc v doanh nghip. Nn nh gi nhn vin
mt cch cng bng v thng xuyn nhng
ngi cha tt c gng hon thin mnh, nhng
ngi khng p ng c nhu cu s b o thi.
Chui cung ng Vit Nam vn ang giai
on khi u, cn gp rt nhiu kh khn so vi
cc nc khc, v vy, cp Nh nc, nn
thc y cng ngh, sng to nh u t cho h
thng gio dc, nht l gio dc bc cao, thu ht
FDI v cc hot ng nghin cu pht trin. Mt
nhn t quan trng khin vic qun tr chui cung
ng Vit Nam gp nhiu kh khn l c s h
tng cn yu km do nn kinh t vn cn ang
chuyn i v pht trin, s khng nht qun
trong chnh sch v php lut dn n s pht
trin thiu ng b [17]. Do , Nh nc phi
can thip kp thi, phi xy dng hnh lang php
l, cc quy nh v chui cung ng v xut nhp
khu c nhng nh hng ph hp gip th
trng m ca, to iu kin cho cc doanh
nghip Vit Nam hi nhp vi cc nc pht trin
trong khu vc v trn th gii. Phi c quy hoch
di hn c s h tng giao thng, c bit l cng
bin, sn bay, kho bi nhm nng cao cht
lng dch v.
Mt khc, ngun nhn lc cao cp Vit
Nam cn thiu nn cn phi tp trung pht trin
nhn s c cht lng cho lnh vc ny bng cc
kha hc nghip v, cc khoa o to chnh quy
ti cc trng i hc trong nc; phi pht trin
cng ngh cho ngnh, ch yu l cng ngh thng
tin gip doanh nghip gim chi ph, nng cao hiu
qu sn xut kinh doanh.
5. Kt lun
Mt ln na, phi khng nh ngun lc,
mng li v hiu sut l ba yu t quan trng ca
chin lc qun tr ri ro chui cung ng. Mi
doanh nghip u nhn thc c tm quan trng
ca vic qun tr ri ro bi cng vi qu trnh tip
th v ti chnh, s l cha kha thc y doanh
nghip gt hi thnh cng trn thng trng. D
doanh nghip c hot ng di hnh thc no v
h thng qun l ra sao th s minh bch, ring t
v s hi lng ca khch hng chnh l nhng yu
t c bn. Kt hp tt c ba yu t trn, doanh
nghip s to ra c mt m hnh kh thi
nghin cu v vn hnh cc chui cung ng trn
th trng. Vi tnh hnh cnh tranh ngy cng
gay gt, thch thc n t bn trong v bn ngoi
doanh nghip ngy cng nhiu, vic qun tr ri ro
chnh l s sng cn ca c doanh nghip.
Ti liu tham kho
[1] Barney, J. D., Firm Resources Sustained
Competitive Advantage, Journal of Management,
17(1) (1991), 99-120.
[2] Bhagwat, R., Sharma, M. K., Performance
Measurement of Supply Chain Management: A
Balanced Scorecard Approach, Computers and
Industrial Engineering, 53 (2007), 43-62.
P.V. Kim / Tp ch Khoa hc HQGHN, Kinh t v Kinh doanh, Tp 29, S 1 (2013) 41-48

48
[3] Christopher M., Logistics and Supply Chain
Management, Pitman Publishing, Londres (1998).
[4] Harland, C. M., Knight, L. A., Supply Network
Strategy: Roleand Competence Requirements,
International Journal of Operations and Production
Management, 21(4) (2001), 476-489.
[5] Ketchen, D. J., Jr., Hult, G. T. M., Bridging
Organization Theory and Supply Chain
Management: The Case of Best Value Supply
Chains, Journal of Operations Management, 25
(2007), 573-580.
[6] Krishnan, M., Parente, E., Shulman, J. A.,
Understanding Latin Americas Supply Chain
Risks, McKinsey (2007), 1-4.
[7] Lambert, D. M., M. C. Cooper, and J. D. Pagh,
Supply Chain Management: Implementation
Issues and Research Opportunities, International
Journal of Logistics Management 9(2) (1998), 1-18.
[8] Mentzer, J. T., De Witt, W. K., James, S., Min, S.,
et al, Defining Supply Chain Management,
Journal of Business Logistics, 22(2) (2001a), 1-25.
[9] Phm Vn Kim, Phan Thanh T, Cc yu t quan
h tc ng n hiu qu chui cung ng ti cc
doanh nghip bn l Vit Nam, Tp ch Thng
Mi, s 33 (2012), 35-38.
[10] Phm Ngc Thy, Trn Thanh Tng, Cc yu t
nh hng gi tr mi quan h gia nh cung cp v
nh phn phi, Tp ch Pht trin Khoa hc v
Cng ngh, tp 12, s 01 (2009), 71-85.
[11] Peteraf, M. A., The Cornerstones of Competitive
Advantage: A Resource-Based View, Strategic
Management Journal, 14(3) (1993), 179-191.
[12] Power, D. J., Sohal, A. S., Rahman, S. U., Critical
Success Factors in Agile Supply Chain
Management: An Empirical Study, International
Journal of Physical Distribution & Logistics
Management, 31(4) (2001), 247-265.
[13] Rungtusanatham, M., Salvador, F., Forza, C. v
Choi, T. Y., Supply Chain Linkages and
Operational Performance, International Journal of
Operations & Production Management, 23(9)
(2003), 1084-1099.
[14] Thorelli, H. B., Networks: Between Markets and
Hierachies, Strategic Management Journal, 7(1)
(1986), 37-51.
[15] Minh Trang, Ri ro v phn thng trong qun tr
chui cung ng, ng ngy 28/11/2005,
http://www.businesspro.vn/index.php?option=com_
content&view=article&id=818:ri-ro-va-phn-thng-
trong-qun-tr-chui-cung-ng&catid=211:xut-nhp-
khu&Itemid=679 (2005).
[16] ng u vi ri ro: Chui cung ng cn phi
thng minh hn, ng ngy 20/10/2011,
http://supplychaininsight.vn/home/supply-
chain/tech565876289/item/633-
%C4%91%C6%B0%C6%A1ng-
%C4%91%E1%BA%A7u-v%E1%BB%9Bi-
r%E1%BB%A7i-ro-chu%E1%BB%97i-cung-
%E1%BB%A9ng-c%E1%BA%A7n-
ph%E1%BA%A3i-th%C3%B4ng-minh-
h%C6%A1n.html
[17] Qun tr chui cung ng ti u, ng ngy
26/2/2011, http://www.baomoi.com/Home/KinhTe/
saga.vn/Quan-tri-chuoi-cung-ung-toi-uu-thach-thuc-
nao-cho-cac-DNVN/5773787.epi
Supply Chain Risk Management
A New Approach for Vietnamese Enterprises
Phm Vn Kim

Vietnam Institute for Trade, 17 Yt Kiu Str., Hai B Trng Dist., Hanoi, Vietnam

Abstract: Risk mitigation in supply chains has been a big challenge for many countries especially
developing countries. This paper analyzes uncertain sources that influence the supply chain risk
management including: human resources, networking, and firm operation efficiency. It is shown in the
paper that the ultimate way for enterprises to manage supply chain risks is to increase the level of bilateral
and multilateral coordination of the relevant supply chain stakeholders via resource utilization for improved
operation efficiency.
Keywords: Risk management, supply chain, sources, efficiency, relation networks.