Intern 2 Report Nguyễn Phan Hoàng Minh IELSIU18078

IS047IU VNU-International University
Engineer Internship School of Industrial Engineering & Management
HOCHIMINH CITY INTERNATIONAL UNIVERSITY

SCHOOL OF INDUSTRIAL ENGINEERING & MANAGEMENT
REPORT
INTERNSHIP 2
GEMADEPT LOGISTICS
Name: Nguyễn Phan Hoàng Minh

ID: IELSIU18078
Advisor: Dr. Nguyễn Văn Chung
Ho Chi Minh city, Vietnam

May/2022
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Acknowledgement
It is an honor for me to be able to express my deepest gratitude towards our department’s
administration as well as Gemadept Logistics for the provision of an internship at Gemadept
Song Than in the warehouse in charge of supplying Mega Market.
My regards are gratefully sent out to Mr. Pham Ngoc Tuan, acting supervisor of Mega
Market warehouse, along with the energetic and supporting staffs for their utmost
consideration, enthusiasm and encouragement during my memorable two-month internship.
Thanks to them, not only have I been able to completed my internship smoothly but I have
also gained considerable amount of knowledge in the field of supply chain and warehouse
management.
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Tables of contents
List of acronyms .............................................................................................................................4
List of definitions............................................................................................................................5
1. Introduction ................................................................................................................................6
1.1 Overview ................................................................................................................................6
1.2 Mission & Vision ...................................................................................................................8
1.3 Company Structure .................................................................................................................9
1.4 History & Development .......................................................................................................10
2. Purpose......................................................................................................................................10
3. Business description .................................................................................................................11
3.1 Mega Market Vietnam .........................................................................................................11
3.2 Receiving process of normal finished good .........................................................................12
3.3 Receiving process of normal finished PAXD ......................................................................21
3.4 Centralized Stock Management ...........................................................................................23
3.5 Picking ..................................................................................................................................29
3.6 Dispatching...........................................................................................................................33
4. Tasks..........................................................................................................................................37
4.1 Roles & main jobs ................................................................................................................37
4.2 Obstacles & suggestion ........................................................................................................44
5. Analysis .....................................................................................................................................44
5.1 Analysis ................................................................................................................................44
5.2 Possible solution ...................................................................................................................45
6. Conclusion ................................................................................................................................46
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List of acronyms
Acronyms Expansion
GMD/CJGMD Gemadept/CJ Gemadept
VSE Vietnam Stock Exchange
ICD Inland Container Depot
DC Distribution Centers
SEA South East Asia
MMVN Mega Market Vietnam
WMS Warehouse Management System
DN Delivery Notice
FG Finished Good
SCM MMVN Supply Chain Management
DEC Data Entry Clerk
GR Goods Receiving
GRN Goods Receiving Note
CW Centralized Warehouse
EDI Electronic Data Interchange
VAS Value Added Service
NCR Non-Conformity Report
DPT Department
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List of definitions
Word Definition
Supplier Product owner
PO Purchase Order
Article MMVN’s product code
MU MM Unit
MU/case Total quantity packed in a case
The quantity of product that are stored on
Ti*Hi pallet with the correct standard (level X
high)
Radio frequency for receiving the number
RF
of quantity into system by barcode scanned
BBXD Break Bulk X – Dock
GMS MMVN’s system
CS Centralized Stock
BRS Blind Receiving Sheet
PAXD Pre-Allocate X – Docking
Where we sort out and arrange the goods
Store lane after we combine the goods on pallet by
store
The document showing the details of
Put picking label
goods to be picked and distributed
Stickers indicating the description of
products (Article, PO No, Description,
Pick label
barcode work unit, Quantity dispense the
store)
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1. INTRODUCTION
1.1 Overview
Gemadept was established in 1990, accompanied by our country in the logistics start-up and
became one of the first three companies selected by the government to pilot equitization in
1993. Experiencing a development journey for over three decades ever since being listed on
Vietnam Stock Exchange in 2002 and taking pride in being a leading enterprise making way
for connecting Vietnamese goods to the world. Gemadept, steadfastly and strongly rose to
become the leading port and logistics operator in the country.
With the scale of dozens of subsidiaries and joint venture companies, especially with
significant contributions to the country's economy, Gemadept has been honored in the Top
500 largest enterprises in Vietnam for many consecutive years and the Top 1000 for many
consecutive years. enterprises that contribute the most to the national budget, Top 10 leading
logistics enterprises in Vietnam, Top 50 effective enterprises, Top 50 best listed enterprises
in Vietnam voted by Forbes, etc.
After more than 20 years of development, Gemadept has been providing customers with all
the best services including multi-modal transport, storage, handling, customs clearance,
bonded warehouse for agricultural products, serving domestic FMCG, import/export goods
as well as project cargo.
Warehousing and distribution services have been strongly invested by Gemadept Logistics.
They are operating the largest warehouse system in Vietnam with a total area of more than
100,000 m2 at Vietnam’s largest economic zones such as HCMC, Binh Duong, Ha Noi, Hai
Phong. Their warehouse system is equipped with modern and intelligent management
software under international standards and located on an area of over 10,000m2 in
convenient locations such as Hai Phong and Binh Duong.
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Figure 1: Gemadept’s services
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1.2 Mission & Vision
Figure 2: Pyramid illustration of Mission – Vision – Core values – Culture
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1.3 Company structure
Figure 3: Organizational structure
Figure 4: Coporate governance
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1.4 History & Development

• 1995: Established Phuoc Long ICD, the first inland port in Vietnam
• 2002: Officially listed on VSE
• 2008: Invested the first private Container Port in Dung Quat, Quang Ngai Province
• 2009: Grand opening of Nam Hai Port in Hai Phong
• 2011: Initiated Logistics strategy, developed large-scale and modern DCs
• 2015: Constructed cold-chain logistics project in the Mekong Delta – the single
largest cold DC in SEA. Launched Nam Hai ICD in Hai Phong
• 2016: Established first joint venture of Automotive Logistics in Vietnam
• 2017: Cooperated with CJ Logistics – the leading Korea Logistics Partners
• 2019: Construction of Gemalink – the biggest deep-sea port in Cai Mep, Ba Ria –
Vung Tau Province
• 2021: Gemalink was officially put into operation after trial operation
2. Purpose
During the two-month internship, my position was an intern at the Mega Market Vietnam
Warehouse sector in Distribution Center 2 of Gemadept Logistics Song Than. The main
responsibility varied according to the role that was assigned in each week including data
importing, document processing, product checking and stamping. There are several
objectives for participating in this internship:
+ Get to familiarize myself with the working culture, the physical flows of product and
the digital information flows at MMVN Warehouse at Gemadept Song Than. For
instance, the operational model, how orders are processed, the inbound and outbound
flow of product and information, etc.
+ Broaden my understanding of the operational procedure in an actual warehouse as well
as accustom myself to the working condition and software that are currently applied in
one of the leading logistics services in Vietnam.
+ Improve my soft skills such as teamwork, interpersonal communication, critical
thinking and problem-solving skills through the working experience during the
internship.
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3. Business Description
3.1 Mega Market Vietnam Warehouse
As a partner of MMVN, Gemadept Logistics Song Than acts as an intermediary warehouse
in charge of controlling the process of receiving goods from supplier, warehouse transfer of
goods and quarantine of goods according to the standard from MMVN as well as the
operation procedures of the company.
The whole warehouse operation is dependent on various teams whose work greatly
intertwine with one another in order to keep it smooth, cost-effective and time-saving. These
teams include:
• Booking team: check information of delivery note and confirm the delivery
timing to the supplier
• Receiving team: check the physical goods and complete the Blind Receiving
Sheet. Update to MMVN if any change of MU, MU/case, Ti hi, barcode, etc.
and hand over to data team. Matching the pick label to physical received
goods
• Centralized Stock team (CS team): receive, allocate, transfer allocated stock
to picking team and all activity to ensure the accuracy of centralized stock
during the storing.
• Picking team: pick the goods and scan label against pallet ID
• Data team: create the shipping load (truck ID), release the dispatch note, rush
order to outbound leader/checker, update the data to WMS
• Dispatch team: scan the pallet ID to truck ID
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3.2 Receiving process of normal Finished Good

The following is a flow chart of the Receiving operation for normal FG
Figure 5: Flow chart of Receiving process for normal FG
The following is the step-by-step description of the Receiving process for normal FG
1) Supplier fill up the "Delivery notice" and send to booking team one day in advance. The
"Delivery Notice" needs to include the following information:
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• PO number
• Supplier Code, Name, Quantity of case, PO type
2) Booking Team will check the data of DN against the system and confirm the Delivery
Timing to the supplier. If there is any difference between DN and Checking purchase order
status, Booking Team will inform back to supplier and other department for correction.
3) Booking staff complete the booking report and send to related department by 16:30 each
day
4) On delivery date, suppliers come to security gate and hand over the delivery document to
Data staff
5) Data staff check delivery document, supplier information against booking report and other
requirement related to the specific delivery document:
• If the document meets the requirement, Data staff print the Blind Receiving
Sheet, enclose with delivery document and assign the priority for receipt base
on the delivery status (on time; early, late)
• If the document does not meet the requirement, Data staff will return it to
supplier and reject receiving.
6) When the receiving door is empty, the security will inform supplier to hand over the
delivery document and ask the supplier to move the truck to assigned dock door
7) Supplier unloads and palletizes physical products as per Ti*Hi or follow the Inbound
Checker guideline:
• Supplier's Loader will put 1 Article on 1 pallet. If physical package is small,
Supplier's Loader can put more than 1 Article on 1 pallet. Inbound Checker
will randomly check outer and inner package. 1 article check 1 carton.
Inbound Checker will check information such as: Article, Quantity, Barcode,
Description, MM Unit, MU / Case, Ti*Hi, Expiry date on consumer product.
• In case Barcode, Description, MM Unit, MU/Case, Ti*Hi, Expiry date,
quality of product are not matched with the data in Blind Receiving Sheet,
Inbound Checker must record the details of real product details in BRS.
Checker will alert to related department (QA, Supplier's representative and
Auditor MM). Related Department will check the data of product again. Final
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solution is based on confirmation by Auditor MM to correct data (reject or

receive goods). Refer to 89/2006/NĐ-CP
• In case the product is nearly expired or the expiry data are over the limited
(For Import Goods: not less than 1/2 of shelf life. For Domestic Goods: not
less than 2/3 of shelf life). Inbound checker will record in Coming product
Non-Conformity/Refusal Report. After that it will be sent to Auditor MM to
confirm (receive or reject). For food good, inbound checker will record
expired date on BRS
• In case the physical products are less than quantity in BRS, Inbound checker
will get it as actual and record in BRS
• In case the physical products are over than order in Blind Receiving Sheet,
Inbound Checker reject the over quantity and return to supplier
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Figure 6: Non-conformity report

8) Inbound checker also makes the remark in the carton that was checked by random as
following: put the receipt label on the product, this one including the information such as
receiving date, PO, Article, Quantity, checker name.
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9) After Inbound Checker completes receiving, he/she must record/make note of the quantity
that are received, input the time and sign off his name into the last page of Blind Receiving
Sheet (Supervisor does not sign on BRS). Then the BRS will be transferred to the Data.
Figure 7: Product checking form
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Figure 8: Product received form

10) Data Entry at receiving desk receives BRS from Inbound checker and update into
system. If error occurs, Data Entry will send to Auditor MMVN to correct. After correcting,
Data copy the ASN Number to the fair share interface (OMS link) to proceed with the
division of goods to the store and print label.
Data Entry prints out Goods Receiving Note and final verification. Get the signature from
supplier and return one copy to supplier
Put label staff received the picking label from Data Entry. He/she will Check PO number,
article, quantity by case on pallet label and compare with information on picking label. If it
is correct, picking label will be put beside pallet label. If the details are not matched, they
must coordinate with Related Checker or Management Team to recheck with Blind
Receiving Sheet and adapt to be corrected. (Remark: In the case of full pallet and odd pallet,
picking label will be put on odd pallet. And label on the full pallet will be stamped)
11) Some remarks:
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a. For quarantine goods

• When supplier delivery quarantine goods, Inbound checker will check
physical goods and match with information on quarantine document from
supplier such as quantity, stamp of veterinary department, weight, etc.
• After complete receiving, mover will move quarantine goods in quarantine
goods area
• Quarantine goods will be pending within 24 hours. In this time, QA staff
prepares quarantine document. After completing quarantine document,
process of quarantine goods is conducted as below steps
b. For high volume
• Booking time frame is allocated in the early hours (6:00 AM)
• Supplier can use Pallet Loscam to reduce time unloading (1 Truck: about 15-
20 minutes
• Sign-off on Delivery Note of Supplier (some indicated Suppliers)
• If volume is more than 400 cases, Data will run picking label to pick goods as
soon as possible
• Inbound Checker receives high volume goods is responsible for putting away
c. Hamper
• Inbound checker will distinguish normal PO between Hamper PO by stamp
with “ HAMPER”
• Supplier unload Hamper goods base on principle: PO-Store-Art-Number of
cartons
• Inbound Checker receives goods bases on Hamper Delivery Note and PO.
After checking, inbound checker will sign on Hamper Delivery Note. Data
use it to allocate goods to store on WMS system
• Each of hamper carton have information as bellow:
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Figure 9: Information requirement for Hamper carton
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Figure 10: Delivery note for Hamper
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3.3 Receiving process of finished PAXD

This process is the responsibility of the following 2 teams:
• PAXD team: receive PAXD goods, transfer physical goods truck and related
document for checker outbound to sign off
• Dispatch Department: be responsible for delivering goods throughout
unloading and delivering accurately
Step-by-step procedure:
1) Inbound checker will receive PAXD goods base on PO from supplier and compare with
physical goods.
• If the goods have any error then make record using the “COMING
PRODUCT NON - CONFORMITY/REFUSAL REPORT”
• Related document includes:
_ The copy of PO
_ 5 Delivery Notes from Supplier designed by MM’s “PAXD Delivery Note”.
Checker and supplier will sign on 5 Delivery Notes (Write full name) after
delivering. One of Delivery Notes will be returned to Supplier
_ 2 copies of invoice (in case of Import goods). One of the copies is separated
and transferred to Dispatch document by checker. If supplier delivers
quarantine goods then PAXD staff will request supplier to provide quarantine
certification. Then move physical goods to QA team after attaching label per
case. Label per carton with accurate information, including
+ MM name and number
+ Total quantity case
+ Name and code of Supplier
+ PO Number
+ Stamp is prepared with information: Quantity case, CBM, Weight,
Date and month, Checker’s Name
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Figure 11: PAXD Delivery Note

2) Data staff will check document and enter data on the system. She/he records original
document and photocopy 3 sets and transfers to related document: one of sets is for PAXD
staff, the rest is for dispatch document. Then they run wave for each PO.
3) PAXD staff removes goods into PAXD area and attaches labels on each case of store lane.
4) Data prints stock of PAXD and hand over to outbound checker for dispatching.
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Figure 12: PAXD information for dispatching

5) Document staff is responsible for sufficiently preparing delivery document to hand over to
driver after dispatching goods base on document of checker outbound
6) Outbound Checker compares physical goods with the information on the system. If it is
not matched, it must be checked and timely corrected.
7) After comparing stock PAXD, outbound checker scan QR code of MM’SO into the Pallet
ID, then scan this pallet ID into the truck ID by RF
8) The transfer goods from 72 (Bac Ninh), 71 (Binh Duong) proceed the same as the PAXD
goods
3.4 Centralized Stock Management
This process is handled by the CS team and applied for CW MMVN operation in the South
of Vietnam. The following is the procedures involved in managing CS:
A) Inbound
1. Check the completeness of BRS and make sure it contains the below-mentioned
information:
• Actual received quantity (MU) per item
• Manufacturing date, expiry date
• Actual time frame mentioned on BRS
• Actual number of items, number of received case
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• All the changes of MU, MU/case, Ti*Hi, barcode, etc. must to be record on
blind count sheet and inform to Metro for updating from GMS to WMS
• MMVN will update on GMS and inform GMD team by mail. After receiving
the adjustment mail from MMVN, the data will be updated on WMS.
Figure 13: CS checking form

2. Update the GR data from BRS to WMS
• Checker enters data into WMS by RF
• Base on the BRS, data staff will re-check the goods on WMS system and
print GRN.
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Figure 14: CS received form

B) Storing
1. Put away
• After Inbound Checker received, reach truck driver will put away pallets onto
rack, scan LPN (pallet ID) and scan update location number by RF to storage
• For the CS goods which need to do VAS, the goods are preferred to put at
stagging
• After completing the VAS activity, the goods will be moved to empty
location according to group, item… at physical and system.
• All the goods which need to do VAS, waiting for the quality certificate to
release, the stock will be changed status to “Hold” on the system. After
received the confirmation from MMVN on releasing those goods, CS team is
to change the stock to “Available” status in system.
• According to the goods, racking characteristic, CS staffs group the goods
• For the location which have the same kind of goods and not full pallet, CS
staff can combine to be one pallet, record on Transfer Form and move at
physical as well as system by RF
• If the goods is put wrong location (detect during cycle count, picking), CS
staff has to check and move to correct location on system as well as physical
2. Damage-Loss Management
• MMVN responsibility:
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_ During the VAS activities, any damaged goods with the original seal is still
intact will be recorded to NCR report with confirmation from MM Auditor.
The goods will be moved to damage location both physical and system.
_ All the goods which are missing in the case the original seal is still intact,
QA and CS staff will inform and get confirmation from MMVN
_ For the goods which the supplier takes to submit for quality certificate, CS
staff will record in the Supplier pick up form with signature of MMVN and
the supplier. The goods will be moved to a location to take sample on the
system.
_ All goods which are damaged but MMVN can still sale (discount), will be
waiting for confirmation. Goods will be moved to MMVN Resale location
both physical and system
_ All those kinds of goods will be controlled not only on the system but also
on excel file to follow up to finish transaction for those goods
_ The goods which damaged, loss, taken sample, etc. not caused by CJGMD
will be adjust using code L9
• CJGMD responsibility
_ All the goods which are damaged during the storing caused by CJGMD
(mouse attack, damage in operation…) will be recorded in NCR form and
move to damaged location both physical and system
_ All the goods losing during the storing, detected when cycle count or pick,
will be investigate and move to H0 location
C) Outbound
1. Base on the time of receive CS SO from GMS to WMS, we will Select all SO
come to WMS from 9:00 and 16:00 daily and add to wave to allocate goods to store.
2. After data run wave CS “CS daily” on WMS system, print Picking list hand over
picker
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Figure 15: CS picking list

3. Reach truck driver will Fill the goods from the shelf and enter on the 1st floor, use
RF to update new location.
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Figure 16: WMS interface on portable device
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4. Picking label will release and hand over to CS team

5. The next steps are carried out the same with BBXD type
6. CS staff will pick goods base on Pick list and label and then hand over to Picking
team
3.5 Picking
The procedure is established to cover from the process of product picking by store to ensure
correct quantity and categories picked. This activity is carried out by the Picking team
consisting of:
• Picker: distribute goods according to MMV’s order for each of its store and
arrange them on pallet and move the goods to store lane.
• Scanner: create “Pallet Picking” and input information data goods on picking
label by machine RF.
• Supervisor and team leader: control and introduce the staff to follow up the
process as well as handle the issue or mistake from the staff picking.
Figure 17: Flow chart of picking process

Procedure requirements
1) Type of picking label
a. Header wave of picking label
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Figure 18: Header wave of picking label

b. Header per item of picking label
Figure 19: Header per item of picking label
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c. A set of dispatch and pick label type of pick full pallet
Figure 20: A set of dispatch and pick label type of pick full pallet
d. A set of dispatch and pick label type of pick case
Figure 21: A set of dispatch and pick label type of pick case
e. A set of dispatch and pick label type of pick piece
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Figure 22: A set of dispatch and pick label type of pick piece
2) Picker will check and compare with information on “Picking label”, receipt label and
physical goods as bellow: DPT, #No PO, Article, goods’ description and the quantity of
goods. Head of “picking label” was retained by related picker (Aim: To check work open on
the systems in the end day).
• If Art/physical goods are not matched with information on “Pikcing label”. →
Picker will inform team leader. Team leader will make record on "Report"
and inform to related dept via by email.
• If Picker detects damage goods → Picker will inform team leader. → Team
leader will make record on "Bien ban su viec" and move goods to cs team,
after inform to related dept via by email. (To link non-conformity process).
• Picker will devise “picking label” and physical goods base on store number,
department. Picker will stack the goods on pallet and attach “picking label”
onto the goods and enseal with number on left corner “picking label” (Must
comply with the principle of arranging goods on the pallet as follows: Goods
must be in the pallet, heavy goods, great for the bottom. Perishable goods,
light to the top, to arrange goods on pallet easy tally). Pallet picking has check
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list, if more goods need to be put on this pallet, it is obligatory to stick symbol
“X” inside frame attached to dispatch label on pallet picking.
• Scanner must create pallet picking and attach on pallet of goods. Then,
Scanner will use RF machine to input data into systems via barcode on
“picking label”. (Type of pick is full pallet picking to use pallet picking “full
pallet”, Type of pick is case and piece picking to use pallet picking “case
picking”
3) Scanner must tally per “picking label” to finish their work
4) Mover will scan pallet ID by RF to know store number. The system displays the store’
inventory locations. Mover moves pallet for specific store to store lane and scan store lane
number
3.6 Dispatching
The procedure is established to cover the process of loading goods onto truck/container to
ensure the right products get on the right truck with the right processes. The responsibility of
dispatching goods falls upon:
• Warehouse Manager: responsible for the entire procedure of dispatching
• Dispatch Supervisor: supervise outbound checker and controlling the loading
process; using RF to scan Container ID into the system; seal truck.
• Outbound checker: check truck’s condition, count the physical products and
compared with Pallet Picking ID, scan container ID into Truck ID by RF.
• Loader: responsible for loose loading.
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Figure 23: Flow chart of dispatching process

Procedure requirements
1) Outbound Checker receives “Dispatch Note” from Transport Team including information
such as: Truck number, type of truck, driver’s name, load number, seal number and truck ID.
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2) Outbound Checker will check truck’s condition base on Dispatch Note.

• If truck’s condition is good, Outbound Checker will dispatch goods.
• If truck’s condition is not good, Outbound Checker will inform to Dispatch
Supervisor. He will coordinate with Transport Department to solve this issue
3) Outbound Checker check goods base system on tablet, and check at store land to arrange
suitable truck
4) Outbound Checker update load ID on tablet, including: Gate Number
5) Outbound Checker will move pallets goods from store lane to dock and record
information on Dispatch Note
6) Outbound Checker checks quantity of physical goods and compares with quantity on
Pallet ID base the quantity on Tablet’s system, record the quantity of Pallet Picking ID. And,
Outbound checker will check sensory goods
• If the quantity of physical goods and information on pallet ID are not matched,
outbound checker will inform to their supervisor. He will coordinate with pallet
Picking Team to solve the issue.
• If finding damaged goods, Outbound checker will inform their supervisor, make
record and handover damaged goods to CS Team.
7) Outbound Checker will guide Loader to stack goods into truck base on Unloading
Process.
8) Outbound Checker scan Pallet ID to truck ID by tablet scanner to record real time
dispatch of pallet, The purpose is recheck CCTV if any problems/claims. When truck is full,
Outbound checker will adds total actual case and compare with total system case on tablet,
recheck actual weight and CBM of truck/container
9) Outbound Checker closes Truck ID on tablet, handover document to Data Department and
seal truck
10) Remark
• Quarantine goods: Outbound checker receives information from QA
department/Dispatch Team Leader, such as: Pallet ID, quantity’s carton, store
number, truck number. Outbound checker moves pallet quarantine goods from
quarantine area to dock
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• Warehouse transfer goods: Outbound checker receives information from Data:

Load number, quantity’s carton, store number. Outbound checker moves pallet
goods from store lane to dock and count quantity of goods. If quantity of physical
goods is matched up with information from Data, Outbound checker will record
Load number and quantity of goods on Dispatch Note. Then, Loader will stack
goods into truck. If quantity of physical goods is not matched up with information
from Data, outbound checker will inform to their supervisor to solve
• PAXD: PAXD team will handover PAXD goods to Outbound checker. Outbound
checker will record PO number, quantity and supplier’s name on Dispatch Note
Figure 24: Dispatch product check list
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4. Tasks
4.1 Roles & main jobs
Despite having a considerable amount of aspect to be taken part in, an inexperienced intern
such I myself was only assigned to simple roles, which was rotated in interval throughout the
internship, specifically:
• Inbound checker
• Stamper
• Scanner
• Inbound document checker
In this section, due to the confidentiality policy imposed by the company, I can only make
illustrations figures and these do not reflect the real warehouse layout, software interface,
etc.
Week 1 (01/03 – 04/03)
First and foremost, I learnt that due to safety reasons, every personnel enter the warehouse
sector must wear the standard protective shoe and reflective jacket. During this week, the
WMS of Gemadept had experienced a critical malfunction in its connectivity to the online
database putting the whole warehouse operation in a turmoil. The staff all had their hands
full so it was natural that the intern such as myself was not able to gain any practical
experience in this week. However, we were lucky to be instructed by one of the supervisors
to stand and watch how the receiving process proceeds and grasp the overall operation
through the clear guidance of the supervisor
Week 2-4 (07/03 – 25/03)
In this period, I got to familiarize myself with the procedure of an Inbound Check. As
mentioned above in section 3, there are products with expiry date and there is none. Due to
this, the intern was only able to be tasked with orders having no product with expiry date.
After the supplier representative finished having the document checked with the personnel
from the data room, the product checking form will be moved to the working desk while the
representative drives his/her truck from the gate into the dock. The checking process starts
once the driver has finished unloading their goods onto pallets and settle them in the vacant
lanes. At the working desk, Inbound Checker, which is myself, will use the product checking
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form to call the representative through the speaker then the two will proceed to the lanes
where the order is settled and start checking.
Data room
A8 A7 A6 A5 A4 A3 A2 A1
Working Desk
Dock Door Dock Door Dock Door Dock Door
Figure 25: Illustration of the receiving area

Along with the product checking form (Figure 7), I will carry a bunch of pre-printed
information notes containing the information regarding the goods in the order that needs to
be filled once I am done checking each article: ASN, Number of carton (actual quantity
received), Article number, Checker name.
ASN
Article number
Quantity
Name
Figure 26: Information note
Firstly, it is my job to open the boxes of each article based on the barcode printed on the
piece of paper sticked to the exterior of the box and count to see if the number of case per
box matches with what is written in the checking form (Figure 7). If it is correct, I will mark
the three columns (MU/case, Case/Thùng, MU đơn vị MM) with column “MU đơn vị MM”
equals column “MU/case” times column “Case/Thùng”. Then at column “Số thùng thực
nhận & MU lẻ nếu có” and column “Actual Qty Received”, I will tick them. In case there is
loose MU then I will write down in the “Số thùng thực nhận & MU lẻ nếu có” column the
number of carton and the loose MU number; for instance, “1T + 1 lẻ”
Secondly, I will fill the information note based on the information that has been checked in
the check form. Then I will reseal the box using tape and stick information note while
resealing. This process is repeated for all the article in the order,
Thirdly, after finish checking the whole order I will write down on the checking form the
Door, Line where the goods of the order are settled, License Plate, Check name, Check-in
time, Arrival time at Dock, Time of unloading, Time finish unloading, Time of receiving
38
(checking process), Time of finish receiving. In order to keep up the KPI, the time gap
between Finish Unloading and Time of receiving should not exceed 30 minutes. The
conclusion of the order is to be written regarding how many PO the supplier delivers, how
many article, and the total quantity received based on the sum of column case/thùng
Figure 27: Finished checking form

Last but not least, when the data room has finished with the data entry, I will have to sign the
release form in order for the representative to exit the truck out of the dock.
Week 5 (28/03 – 01/04)
During this week, I took on a new role as a stamper. This role basically involves stamping
the above-mentioned header per item label (Figure 19) next to the information note (Figure
26) which was taped with the box in the checking process.
The first thing I need to do is to look for the lane where the goods of that order are at by
looking at the lane’s name, which is in the format of a letter and a number, on the header
wave of the label (Figure 18). This part of the stamp only serves as the overall cover of the
order and an indicator of which lane the order is placed.
39
Figure 28: Lane indicator in Header wave of label

Move on to the stamping, I will check to see if the ASN on the header per item label (Figure
19) matches with the ASN on the information note (Figure 26). Next, I need to check if the
quantity received on the information note (Figure 26) matches that of the label because
sometimes the ASN matches but the quantity received does not due to the article being split
into different portion for different MM store. My responsibility only extends to this point, as
for the stamping of the remaining stamp having the store indicator onto the box is the job for
the employee who is more accustomed to doing it than myself
40
Figure 29: ASN and Quantity received on the header per item label
Week 6 (04/04 – 08/04)
In this week, I was assigned to the role of a Scanner. My responsibility during this week is to
check the pallet containing the goods after the sorting process has been properly carried out
to see if there is any difference from what has been available on the WMS. Due to
confidentiality policy, I cannot show any image relating to the WMS interface that I was
working on during my time as a Scanner.
In order to make it clear, the sorting process is the process in which the worker reorganize
the boxes of different article from the supplier into a pallet along with the other having the
same destination, which is one of the stores of MM
41
Figure 30: Store indicator on the stamping label

To proceed with the scanning process, I first scan the pallet ID which has been taped on one
of the boxes on the pallet. This way, the WMS interface will move forward to the next one
where it can verify whether the box has been scanned and matched with the data on the
database or not.
To scan the box, I need to find the label that was stamped on the box and scan its QR code.
If the box has yet to be scanned, the WMS will continue to proceed otherwise a notification
will pop up saying “Error”. After each scan, I was instructed to take a marker and mark on
the label so as to indicate that the box has been scanned, note that the mark should not
intercept the QR code in case I need to rescan.
After scanning all the boxes on the pallet, I need count the total number of boxes so I can
compare it with the data on the WMS. If the number of boxes counted matches with the data
then I can move on to the next pallet otherwise I either need to recount or rescan in case I
missed any box
Week 7-9 (11/04 – 29/04)
In this week, I was assigned to the role of a Document Checker. My responsibility during
this week is to check delivery document, supplier information against booking report and
42
other requirement related to the specific delivery document. Due to confidentiality policy, I
cannot show any real image relating to the Excel work sheet interface that I was working on.
The rule at the document checking table is First Come First Served, the supplier
representative submitting their document first will be checked first. First and foremost, we
look at the name of the supplier on the document to search for the content of the delivery on
the Excel work sheet. All the delivery of a working day has been put onto the database the
previous day so I just need to type the name of the supplier into the search bar then select the
supplier and the delivery content will show up. The delivery content will show how many
POs have been made by MM and each one has its own PO number. Next, we check the
document.
For normal FG, we need to check to see if the number of PO and the PO number matches
what has been booked or not. If the document lacks the required information, then it will be
sent back to the representative and the company will reject the receiving of that delivery. As
for those that meet the requirement, I will print the BRS enclosed with delivery document
and assign the priority for receipt based on the delivery status (on time; early, late). For KPI
purpose, the one with on time status is marked as < 50 while early and late status are marked
as > 50 in the Excel work sheet. The more orders that are on time the better the KPI
performance.
For PAXD goods, the related document is more sophisticated. I need to check the PO
number, ensure that the 5 Delivery Notes from Supplier designed by MM’s “PAXD Delivery
Note” are included, 2 copies of invoice (in case of Import goods). After that I need to see if
the delivery happens on the allowed date or not. For PAXD delivery, it will be rejected if
delivered later than 8 days since the date of booking even though the date of delivery is still
within the deadline of receiving. For instance, if the supplier made a booking with GMD on
the 3rd of the month and the deadline of receiving is on the 13th then the delivery must
happen between the 4th and the 11th of the month. Even though the 12th is still before the
deadline of receiving but it has exceeded 8 days from the date of booking so the delivery on
this day will be rejected. If the delivery is valid then I will stamp the seal of approval by
GMD onto the first and fifth PAXD delivery note at the “Xác nhận từ CJ GMD” section.
PAXD delivery does not require BRS so I just proceed to update the time status of the
delivery onto the Excel file
43
4.2 Obstacles & suggestion

During my work as the three laborious roles of Inbound Checker, Stamper and Scanner, it is
clear that an individual physical aspect is quite heavily required due to the constant standing
and walking. If a person is not physically adept for labor job, he/she may easily experience
fatigue as well as possible black out due to the hot and humid atmosphere inside the
warehouse. In order to address this problem effectively, newcomers must be thoroughly
assessed both in medical and physical aspect to ensure their capability to work in such a role.
Sufficient time slot for them to effectively adapt to the new environment is also
recommended.
Another aspect that can cause confusion to the newly appointed employee is that the WMS is
rather complicated in term of its many procedures. Even though I am a student major in the
field and a part of the generation with much exposure to new technology, the WMS that is
being applied in the company is still unquestionably hard to comprehend. In addition, the
data room is quite small and the operation has been a norm for the employee so the rookie
would be faced with even less chance to get used to the WMS. As a solution, training course
on using the WMS should be arrange for the new recruit to get a hold of what they will be
using during their time working there.
5. Analysis and Improvement Suggestion
5.1 Analysis
The first thing that I think to be one of the existing drawbacks of MM Warehouse is that the
atmospheric condition inside the warehouse is rather troublesome. Since MM Warehouse
regulate and transfer goods from supplier to the MMVN on a daily basis, there are a
considerable amount of employees taking part in different roles of the operation yet the
working condition is yet the most ideal. During noon and early afternoon, the air inside the
warehouse feels considerably hot and humid which can easily cause fast dehydration due to
excessive sweating. Moreover, when the time approaches evening, approximately 17:00, the
visibility is greatly diminished despite the current lighting system.
The second drawbacks, in my opinion, is the lack of automation in certain aspect of the
operation, namely sorting. Currently, sorting process in MM Warehouse is being done by
outsourced worker which is considered not as cost-effective and time-saving as automation.
44
In addition to the drawbacks, the inbound checking process can be more time-saving. As I
have mentioned, this process is entirely manual from the checking to writing the information
note (Figure 26) by hand. This is undoubtedly time-consuming and if we can reduce the time
used for writing on the information note we can somewhat decrease the overall time spent on
checking process. As a result, it can fasten the time of stamping as well as put away and
clear the lane for the next supplier representative.
Last but not least is the booking schedule. When I was in the role of a document checker, I
noticed that the majority of a day’s booking falls in the time frame of 9:30 – 11:30 while
before 9:30 and in the afternoon there are few deliveries from the supplier. Consequentially,
a lot of document from various supplier are packed in that time frame causing unnecessary
pressure to the document checker and this can easily cause error to occurs
5.2 Possible solution
For the first drawback, it is recommended that GMD should reventilate there warehouse in
order to create a more suitable environment for the workers’ condition by making more side
windows for the air from outside to get in. Moreover, this can help the middle section of the
warehouse receive more natural sunlight during the day as well as cut down on unnecessary
use of lighting in daytime. For the visibility issue in the late noon, GMD can invest more
lighting since there are quite few lights that are in use in the warehouse.
To address the second one, GMD can invest in buying an automation conveyor system
which can scan the barcode on the label to determine which store in the MMVN system the
box needs to be transported to and redirect them to the assigned station of each store. This
can reduce the workers need for manual sorting, all it needs is worker at the end station to
put the boxes onto the pallet.
For the checking process, I suggest investment in the portable printing device that are
currently being used by the electricity recorder. This can help the checker focus more on
thoroughly checking the content of the order and once they finish checking an article and
make note through the touch screen the information note will be automatically printed out
Lastly, in order to address the bottle neck during document checking, I think the booking
team should be more flexible and arrange the booking in different available time slot instead
of cramping all the booking into one specific time frame. Not only can this cut down on the
pressure from the representative on the document checker but it can also reduce risk of error.
45
6. Conclusions
Thanks to this internship, not only have I gained an immense amount of practical experience
working in an actual warehouse, but I have also greatly improved my soft skills from time
management to problem-solving skills. Furthermore, I was able to get accustomed the labor
hardship as well as working under pressure. I am grateful to be able to attend this internship
since it allowed me to understand more about warehouse operation and help me approach the
working culture as well as the current operational model and technological software applied
in warehouse management. In addition, after the two months working at GMD, it dawned on
me that I need to be braver and step out of my comfort zone in order to reach new height and
improvement on interpersonal communication needs to be made so as to be able to leave
better impression on colleagues as well as effectively create stronger bond with other people.
All in all, my goals set for this internship have been met without any drawbacks, and I am
undoubtedly satisfied with what I have learnt and experienced during these months
46
Advisor Evaluation
Ranking: Excellent = 5, Good = 4, Fair = 3, Poor = 2, NO = Not Observe = 1

Scoring Criteria Advisor Note
(Các Tiêu chí Đánh giá) (Hướng dẫn) (Ghi chú)
1. Personal Qualities (Phẩm chất Cá nhân)
Critical thinking, priorities setting
(Tư duy phân tích, sắp xếp công việc)
Enthusiasm for work
(Nhiệt tình công tác)
Willingness to ask for and follow guidance
(Sẵn sàng tìm hiểu và tuân thủ hướng dẫn/ nội quy)
2. Professional Abilities & Work Habits (Năng lực Làm việc)
Analysis, problem solving skills
(Kỹ năng phân tích và giải quyết vấn đề)
Ability to organize, plan and work well with others.
(Kỹ năng tổ chức, hoạch định và làm việc tốt với người khác)
Responsibility.
(Tinh thần trách nhiệm)
3. Job Performance (Hiệu quả Làm việc)
Report contents
(Nội dung Báo cáo)
Report timelines
(Thời hạn báo cáo)
Report frameworks
(Cấu trúc báo cáo)
4. Additional comments (Nhận xét thêm):

Advisor Signature (Chữ ký Người Hướng dẫn): Evaluation Date (Ngày đánh giá):
The intern Signature (Chữ ký Sinh viên Thực tập):
47

Intern 2 Report Nguyễn Phan Hoàng Minh IELSIU18078

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IS047IU VNU-International University

Engineer Internship School of Industrial Engineering & Management

HOCHIMINH CITY INTERNATIONAL UNIVERSITY

Name: Nguyễn Phan Hoàng Minh

Ho Chi Minh city, Vietnam

Figure 1: Gemadept’s services

1.2 Mission & Vision

Figure 2: Pyramid illustration of Mission – Vision – Core values – Culture

1.3 Company structure

Figure 3: Organizational structure

Figure 4: Coporate governance

1.4 History & Development

3.2 Receiving process of normal Finished Good

Figure 5: Flow chart of Receiving process for normal FG

solution is based on confirmation by Auditor MM to correct data (reject or

Figure 6: Non-conformity report

Figure 7: Product checking form

Figure 8: Product received form

a. For quarantine goods

Figure 9: Information requirement for Hamper carton

Figure 10: Delivery note for Hamper

3.3 Receiving process of finished PAXD

Figure 11: PAXD Delivery Note

Figure 12: PAXD information for dispatching

Figure 13: CS checking form

Figure 14: CS received form

Figure 15: CS picking list

Figure 16: WMS interface on portable device

4. Picking label will release and hand over to CS team

Figure 17: Flow chart of picking process

Figure 18: Header wave of picking label

Figure 19: Header per item of picking label

c. A set of dispatch and pick label type of pick full pallet

Figure 23: Flow chart of dispatching process

2) Outbound Checker will check truck’s condition base on Dispatch Note.

• Warehouse transfer goods: Outbound checker receives information from Data:

Figure 24: Dispatch product check list

Dock Door Dock Door Dock Door Dock Door

Figure 25: Illustration of the receiving area

Figure 27: Finished checking form

Figure 28: Lane indicator in Header wave of label

Figure 30: Store indicator on the stamping label

4.2 Obstacles & suggestion

Ranking: Excellent = 5, Good = 4, Fair = 3, Poor = 2, NO = Not Observe = 1

4. Additional comments (Nhận xét thêm):

The intern Signature (Chữ ký Sinh viên Thực tập):

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