Table of Contents

ACKNOWLEDGEMENTS........................................................................................2
LIST OF ABBREVIATIONS.....................................................................................3
STATUTORY DECLARATION...............................................................................4
THANK YOU..............................................................................................................5
LIST OF TABLES......................................................................................................6
LIST OF FIGURES....................................................................................................6
INTRODUCTION.......................................................................................................6
CHAPTER 1: THEORETICAL BASIS OF INTERNATIONAL EXPRESS
DELIVERY SERVICE OF CORPORATES............................................................9
1.1. DEFINITIONS, GOALS, THE IMPORTANCE AND ORGANIZATION OF
INTERNATIONAL EXPRESS DELIVERY SERVICES IN BUSINESS.................................9
1.1.1. The definition of international express service............................................9
1.1.2. Objects of international express service......................................................9
1.2. TYPES OF INTERNATIONAL EXPRESS SERVICES..............................................11
Express Document shipping service...................................................................11
Van Delivery Service..........................................................................................11
Car transport service..........................................................................................12
Aircraft on Ground (AOG) logistics delivery services.......................................12
Shipping containers............................................................................................12
1.2.1. Determination of international express service costs................................12
1.2.2. Determination of international express service postal weight and size.....13
1.2.3. Identify and categorize customers into groups of international courier
services................................................................................................................14
1.2.4. Delivery of goods and documents..............................................................15
1.2.5. Performance evaluation.............................................................................22
1.3. THEORIES ON ENHANCING INTERNATIONAL EXPRESS SERVICE QUALITY.....26
1.3.1. Definition of enhancing international express service quality...................26
1.3.2. Factors affecting to enhancing international express service quality.......27
1.3.3. Content and measures to enhance international express service quality...29
CHAPTER 2: THE PRACTICE OF ENHANCING INTERNATIONAL
EXPRESS SERVICES AT VNPOST VIETNAM COMPANY (EMS) FROM
2019-2022...................................................................................................................30
2.1. INTRODUCTION OF EMS VIETNAM COMPANY................................................30
2.1.1.The process of formation and development of the company EMS Vietnam.30
2.1.2. Organizational structure and business scope of EMS Vietnam company. .31
 2.1.3. Characteristics of products, market services and customers of EMS
Vietnam company................................................................................................33
2.2. BUSINESS RESULTS OF INTERNATIONAL EXPRESS SERVICE AT EMS
VIETNAM COMPANY FROM 2019-2022...................................................................35
2.3. CURRENT STATUS OF INTERNATIONAL EXPRESS SERVICE AT EMS VIETNAM
COMPANY..................................................................................................................39
2.3.1. Actual situation of setting up and managing the EMS Courier service
process................................................................................................................. 39
2.3.2. Actual situation of improving human resources to improve the quality of
EMS courier services...........................................................................................39
2.3.3. Actual situation of investment in equipment, technology and network
development to improve the quality of EMS express delivery service..................40
2.3.4. Actual situation of postal items with quality violations, complaint
settlement and compensation...............................................................................40
2.4. Factor affecting to enhancing international express service quality at EMS
from 2019-2022...................................................................................................41
2.5. CONTENT AND MEASURES TO ENHANCE EXPRESS SERVICE QUALITY AT EMS
FORM 2019-2022......................................................................................................52
2.6. EVALUATION THE ENHANCEMENT OF INTERNATIONAL EXPRESS SERVICE AT
EMS VIETNAM COMPANY FROM 2019-2022..........................................................54
CHAPTER 3: RECOMMENDATIONS TO ENHANCE QUALITY OF
INTERNATIONAL EXPRESS SERVICES OF VNPOST VIETNAM
COMPANY UNTIL 2025.........................................................................................57
3.1. BUSINESS CONTEXT IN THE FUTURE................................................................57
3.1.1. Business environment in the future............................................................57
3.1.2. General development orientation of the company.....................................59
3.2. OBJECTIVES AND DIRECTIONS TO IMPROVE THE INTERNATIONAL EXPRESS
DELIVERY SERVICE OF EMS VIETNAM COMPANY.................................................60
3.2.1. The goal of perfecting international express delivery service....................60
3.3. SOLUTIONS TO ENHANCE INTERNATIONAL EXPRESS SERVICES AT EMS
VIETNAM COMPANY.................................................................................................65
3.3.1. Improve and upgrade management information system and technology
application........................................................................................................... 65
3.3.2. Technology-based remedies.......................................................................65
3.3.3. Enhancing service quality through the development of human resources. 68
3.3.4. Propose flexible solutions according to market changes...........................73
3.3.5. Completing regulations on evaluation and effective control of international
express delivery services.....................................................................................75
3.3.6. Update and adjust policies to attract and retain appropriate human
resources and strengthen training.......................................................................79
3.3.7. Develop a plan to attract and use appropriate capital and change in the
way goods are transported..................................................................................80
CONCLUSION.........................................................................................................83
REFERENCES..........................................................................................................84
APPENDIX................................................................................................................ 84
 ACKNOWLEDGEMENTS
This detailed report would not have been possible without the guidance and assistance
of some individuals who contributed and extended their valuable assistance in the
preparation and completion of this study in one way or another.

I would want to give special thanks and express my genuine appreciation to National
Economics University for including this internship program as a four-credit course
which has allowed me to grasp an opportunity to learn valuable practical working
experience and Finance knowledge application in the company.

My sincere gratitude to Mr. Tran Anh Tuan, Director of EMS Express Corporation for
giving me a chance to do my internship in the International Business –Logistics
Department of the organization in the Head office.

I am feeling grateful for Mrs. Ha The Hoa – Chief Logistics and Supervisor, Mrs.
Phuong – Logistics and Senior Assistant from Logistics Department for devoting their
time from hectic schedule and instructing me of in which way work is being done in
the department and giving me the responsibility to do a variety of tasks during my six-
week internship.

I would also like to extend special thanks to the entire staff for their full co-operation,
guidance, and support during my internship.
Lastly, I would like to thank Prof Nguyen Bich Ngoc A, Lecturer of National
Economics University, my Internship Instructor for her valuable guidelines and
instructions during the Internship period.

Your Sincerely,

Dao Ngoc Diep

LIST OF ABBREVIATIONS

STT Abbreviation Full English Name

1 EMS Express Mail Service
2 SPT Sai Gon Postel
3 TQM Total Quality
Management
4 UPU Universal Postal
Union
5 VNPT Viet Nam Posts
Telecommunications
Group
 STATUTORY DECLARATION

I hereby claim that the analysis, synthesis of sources, and actual data used to
produce this thesis were all provided by the Post Express Company (EMS)

I fully assume responsibility if I plagiarize someone else's topic.

Hanoi, 24th April, 2023

 THANK YOU
I would like to express my gratitude to Associate Professor Nguyen Bich Ngoc
A for her guidance and assistance in completing the thesis.

I would also like to express my gratitude to the professors at the Faculty of

International Trade and Economics as well as the VNpost Express Company
(EMS)  for their assistance with the thesis writing.

Sincerely thank!
 LIST OF TABLES
Table 2.1 : EMS’s Charter Capital Structure
Table 2.2 : International EMS Service Output and Revenue
Table 2.3 : Outbound International EMS Service Output and Revenue
Table 2.4: Incoming International EMS Service Output and Revenue
Table 2.6: Compensation Fee For Lost Items
Table 2.7: The status of implementation of targets in the stage of receiving, sending
and returning EMS
Table 2.8: Errors in violation of procedural rules
Table 2.9: Statistics of compensation

LIST OF FIGURES
Figure 2.1: Market share of International Express Services in Vietnam
Figure 2.2: International EMS Service Quality
 INTRODUCTION
Throughout the majority of human economic and social activities, the information
component is becoming more and more crucial. As science and technology advance
quickly, so do the tools of information dissemination. In terms of quantity, quality,
and scope of information, the post and telecommunications sector has advanced
significantly in recent years thanks to the focus and investment of the Party and State.
Additionally, the postal sector has made significant strides towards meeting consumer
demands for quick, standardized, and information-focused postal services. where
quality, speed, accuracy, and safety standards are prioritized.

The necessity for a variety of best postal services has increased dramatically along
with the growth of the market economy, particularly for the quick delivery of letters,
packages, and other items belonging to people and businesses both domestically and
overseas. The express delivery market becomes more active than ever in this setting.
Since Express delivery is the sweet treat that every company utilizing and offering
postal services is highly valued in the postal sector, which consists primarily of public
services. where the postal industry used to be monopolized but is no more.

The Vietnam Posts and Telecommunications Joint Stock Company (Post Express or
EMS), which was once a division of the Vietnam Posts and Telecommunications
Corporation (VNPT), was established during the peak of Vietnam's booming express
delivery business. The fact that the VNPT unit bearing the "brand" has been the only
member of VNPT for a long time and is the only one to represent VNPT as an agent
for delivery services, however, is a significant benefit. The challenge now is how to
further promote Post’s involvement in this prospective market, especially given the
fierce rivalry it is already experiencing from the courier of the Postal Courier Joint
Stock Corporation to do his topic, "Improving the quality of transfer services."

1. An overview of the research works 

Several studies on express delivery services have been conducted, including "EMS
compete with quality," "Development of express delivery services of VNPT," and
"Application of technology in delivery services." delivery in a hurry ". The majority of
the subjects covered the potential and difficulties faced by delivery service companies,
as well as the steps taken to reclaim market share, all of which were confirmed for the
participating businesses. The most crucial factor in the express delivery industry is to
pay attention to service quality. The question of enhancing the quality of the express
delivery services provided by the Postal Courier Joint Stock Company has not,
however, received much in-depth research.

2. Objectives of the study 

The thesis aims at the following specific objectives on the basis of scientific research
on express delivery services and the current quality of service at Post and Courier
Joint Stock Company:  Clarifying the scope, elements, and standards used to gauge
the effectiveness of express delivery services. Research of the Post and Mail Service
Joint Stock Company's express delivery services quality as of right now putting out
some suggestions to enhance the Postal Courier Joint Stock Company's express
delivery services.

3. Research Approaches 
The research topic was conducted on the basis of theory and actual facts, in addition to
the examination of theories in the fields of quality management and postal services.
The author employs statistical tools to compare and contrast, assess, and evaluate the
quality of the express delivery services provided by the Post and Courier Joint Stock
Corporation. This includes summarizing official comments and opinions.

4. Thesis structure
In addition to the introduction, conclusion, table of contents, appendices, list of
references, the thesis includes 3 chapters:
Chapter 1: Theoretical basis of international express delivery service of corporates
Chapter 2: The practice of enhancing International Express Services in Vnpost
VietNam Company (EMS) from 2019 to 2022
Chapter 3: Recommendations to enhance quality of international express services of
Vnpost Vietnam Company until 2025
 

 
 CHAPTER 1: THEORETICAL BASIS OF
INTERNATIONAL EXPRESS DELIVERY
SERVICE OF CORPORATES
 
1.1. Definitions, goals, the importance and organization of international
express delivery services in business
 

1.1.1. The definition of international express service 

International express shipments are defined as properly packaged international

shipments with closed documents or goods that are accepted, processed, and
transported by any means of transportation under the cover of an international
transport document with the intention of accelerating delivery to a recipient within the
designated time frame.

  1.1.2. Objects of international express service

The main customers of express delivery service providers are companies. These companies
can be small and medium businesses, with occasional or regular shipping needs or larger
volume businesses. Based on the information provided by members of the GEA, we find that
these companies operate in different sectors, of which the top ten users are illustrated in
Figure 1

Figure 1.1: Global Express Delivery.

The demand for express delivery services is not evenly distributed across sectors. It shows
that companies in the engineering and manufacturing sector are the largest users of express
delivery services, and accounted for 30% of cross border volumes in 2013. These companies
manufacture electrical goods, computer equipment such as microprocessors and other high-
tech goods.

The next three most important sectors, transportation services, retail and consumer goods
account for approximately another 30% of volumes. The latter two involve companies that
send their goods to consumers rather than to businesses. Consumer goods include perishable
goods and groceries that need to reach retail markets quickly. Retailers specializing in toys,
home furnishing, jewely and sport/recreational products also regularly rely on express
delivery. Transportation services include express delivery of spare parts for aircraft.

The express delivery operators also carry the goods or services of companies in a range of
other sectors such as financial services, healthcare and pharmaceuticals, textiles, automotive
and printing (including publishing).

Companies generally use express delivery services because they value the attributes of the
service. Companies value direct access to an international customer base through a
guaranteed door-to-door service. They value the ability to have visibility of their items in
transit due to multiple checkpoints and tracking systems. The speed of delivery is critical for
their time- sensitive products and/or the production of their goods and services under tight
schedules. Lastly, they appreciate the security that an integrated delivery operator can
provide.

Figure 1.2: The attribute of International Express Delivery Service.

With these attributes, the express delivery services support different types of companies.

Global companies: With globalization, companies have been increasingly organizing

production of goods and services through global supply chains. Products are processed – and
value is added – in many different countries. These companies have chosen to outsource their
delivery and logistics to express delivery operators who ship their products between plants
allowing them to focus on their core domain of activity.

Just-in-time manufacturers: These companies purchase from Suppliers The necessary

goods and material for their production to meet just demand (i.e., with no surplus production)
and so avoid excess inventory. Express deliveries support firms who adopt this production
model.

Companies Sourcing material globally: These firms take Advantage of the benefits of
market globalization and search for cheaper inputs or better technologies that are not
available domestically.

Wholesale and E-retailers: Through their online e-commerce platforms, wholesale and
retailing companies increasingly offer international and fast deliveries to their customers.
Delivery services are a critical part of their e- commerce operations.
1.2. Types of international express services

The International Express Service is the fastest shipping alternative among all types of
courier services available since the delivery is performed via air transport. It is ideal
for shipping time-sensitive packages to your clients located around the globe.

Express Document shipping service

Courier service dedicated to sending letters, documents, and identification papers
worldwide. Since paper-based documents do not have to undergo customs procedures,
the Express Document offers an expedited solution for shipping urgent documents.
Available for businesses and individuals.

Pallet delivery service

The best solution for transporting bulky or heavy items. Available for businesses or
individuals, with instant quotes for shipping within Europe.

Relocation – Courier services for an international move

Choose the preferred day of collection and relocate to find another place f on your
terms! The van will be dedicated to your load only, so you get to choose the packing
methods your favors. And if you cannot do it on your own, you can request help from
the driver!

Van Delivery Service

Have an entire vehicle reserved for you. The Van Delivery Service is available in
Europe and is the optimal type of courier service for relocations or for transporting
larger shipments. Available for individuals and businesses. The vehicle will go
directly from the collection to the delivery address without stop-overs.

Car transport service

Tailored shipping solution for transporting cars in Europe. Safe transport service for
vehicles of any size or model. Reach out to our experts and get a quote fully adapted
to your needs – in the shortest time possible.

Aircraft on Ground (AOG) logistics delivery services

Address emergency Aircraft on Ground (AOG) situations and book ad-hoc delivery.
Deliver the spare parts to the necessary destination in the shortest possible time
through our logistics services. We have a dedicated team who will ensure the
grounded plane gets the essential components in no time!

Shipping containers
At Euro sender, we organize cargo shipping in containers based on individual
requests. Please send us your shipping requirements, and one of our logistics experts
will organize the right transport for your needs, be it by road, sea, rail, or air freight.
1.2.1. Determination of international express service costs

1.2.1.1. Determining freight rates by region

For each region, the cost of international express service is different. This follow table will
show the region based on the different charge.

Charge Region
region
1 Cambodia, Hongkong, India, Indonesia, Macau, Malaysia, Myanmar,
Philippines, Singapore, Taiwan, Thailand
2 Japan, Laos, South Korea

3 Australia, Bangladesh, Brunei, New Zealand, Pakistan, Sri Lanka

4a China

5 Croatia, Cyprus, Mexico, United Kingdom

6 Cayman Islands, Canada, Denmark, Egypt, France, Georgia, Ireland,
Luxembourg, Mauritius, Monaco, United States of America (USA)
7 Kuwait, Israel, Qatar, Saudi Arabia, United Arab Emirates (UAE)

8 Albania, Austria, Belarus, Belgium, Brazil, Bulgaria, Czech Republic,

Estonia, Finland, Germany, Greece, Hungary, Italy, Latvia, Netherland,
Norway, Poland, Portugal, Romania, Russia, Spain, Switzerland,
Turkey, Ukraine

9 Algeria, Armenia, Bosnia, Herzegovina, Cook Islands, East Timor,

Ethiopia, Guam, Morocco, Slovakia, Slovenia, Sweden

10 Angola, Barbados, Belize, Bermuda, British, Chile, Colombia, Costa,

Rica, Ecuador, Ghana, Guatemala, Jamaica, Nigeria, Panamá, Paraguay,
Perú, Uruguay, Venezuela
11 Argentina, Libya, Senegal, South Africa

12 Cameroon, Mozambique

Table 1.1: The different region based on charge.

1.2.1.2. Determination of fuel surcharge

Fuel surcharge
- Equal to 20% on International EMS charges
1.2.1.3. Determination of air freight surcharge

STT Direction of closing switch Surcharge rate

1 United Kingdom 8,0000

2 Australia  30,000
3 Canada 40,000

4 New Zealand  60,000

5 United States  95,000
Table 1.2: The air freight surcharge
1.2.1.4. Determination of surcharges in remote areas
 Surcharge for remote areas
- Rate: 9,400 VND/kg, minimum 681,500 VND/international EMS postage.

1.2.2. Determination of international express service postal weight and size

Table 1.3: The International Express Service Postal Weight and Size.
1.2.3. Identify and categorize customers into groups of international courier
services

1.2.3.1. International express delivery service

According to the agreement between the Company and the Postal Service of the
Global Postal Union countries (UPU) or other partners, international EMS courier
service is offered from 63 provinces/cities across the nation to more than 100
countries and territories worldwide.

1.2.3.2. Priority international express delivery service

From the TP branch, the Da Nang branch, and the Hanoi branch, international EMS
courier service is offered. More than 220 countries and regions may be reached from
Ho Chi Minh City with the best quality and timing, satisfying the various demands of
clients and markets. 
Customers using the international express delivery service at EMS Corporation's
transaction offices are entitled to EMS Priority service.

1.2.3.3. International VAT service

International Value-Added Service is a next day EMS parcel delivery service (after
the date of acceptance) between Vietnam and Taiwan, Korea.
Cost = Current international EMS postage + 45,000 VND/ postal item (VAT
included).

1.2.4. Delivery of goods and documents

1.2.4.1. Delivery of goods and documents

EMS is Express Mail Service for letter, documents, printed matter and merchandise
from sender to receiver between Vietnam and other countries under the frames of
Universal Postal Union (UPU) and EMS Cooperative according to transit time
published by VN Post Express Joint Stock Company. Please visit at website:
www.ems.com.vn for details.

Scope

Nationwide and in over 100 countries and territories around the world under the
agreement between EMS Company and the members of the Postal Universal Postal
Union (UPU) or other partners.

Weight, Size
Weight:
-Normal
- Items being as cumbersome and not able to separate into small parts will be
transported by truck with the maximum weight of 5-kg, however, it must be limited by
size in accordance.
- For light items: (items with actual weight smaller than converted weight), the weight
is not based on actual one.

- For international items: shall be according to the EMS statement for each country.
Size:
- Maximum size: is not exceed 1500mm for any dimension and 3000mm for the sum
of the length and the greatest circumference measured in  direction other than the
length.
- The item with a bigger size than the normal item is a bulky item stipulated by other
regulations based on acceptance, delivery places or transportation conditions.
- For international EMS items: the normal size is not to exceed 1500mm for any
dimension and 3000mm for the sum of the length.

Additional Service

 “Delivery to Hand” Service: is the service in which the sender requests to deliver the
item to the hand of the recipient based on name and address on the item. This service
is not applied for the case of delivering to the hand of the Party’s goverment
competent authorities’ leaders.

Value Declared Goods Service: sender can declare the value of the item when posted.
In case of loss, damage, the sender will be compensated based on the declared value.
“Delivery out of working hour: service: sender requires delivery of the item within
17h00 to 21h00 daily, except for holidays.
Cash on Delivery: the sender entrusts the post office to collect the amount of
merchandise from the recipient at the time of delivery and return the amount to the
sender.
Proof of Delivery: the sender requires proof of delivery with the recipient’s signature.
Checking service: the sender requires the post office to check the number of products
in the item at the time of pick-up and delivery based on the minute provided by the
sender.

EMS_VUN service:  this is the service to guarantee the safety of the items, and
minimize the risk for VUN items transported via airline. The Airline will arrange
these items in the container sealed and served by a separate staff for the whole process
from booking, receiving at departure airport, boarding and handing-over at arrival
airport. VUN items include: camera, camcorder, laptop, personal support equipment,
mobile phone, electronics, and other high-value goods.
Item withdrawal Service: the sender can withdraw at the origin office of exchange if
the time from acceptance time to the time of withdrawal of the item is not exceed the
transit time.
Address and Recipient Name Correction Service: the sender can correct the name of
recipient at the origin office of exchange if the time from acceptance time to the time
of correction is not exceed the transit time.

Pickup at the address: the sender requires to provide the service of pick-up at the
address provided by the sender and pays fees for this.
Paid on Delivery (EMSC): is the service in which the recipient signs the contract with
the post office to guarantee to pay all the postage for EMS items sent to the recipient.
EMS PPA: is the service in which the sender signs the contract with the post office to
entrust the post office to collect all the postage for the items from the recipient at the
time of delivery..
Multi packages service:  is a service of acceptance, handling, transportation and
delivery of multi packages items including items sent to the same recipient at the same
address. 

Inquiry, Compensation

Inquiry time:

For international EMS:

a. Six (06) months since the ending date of transit time of item for loss, delay against
the published transit time.

b. One (01) month since the date item was delivered to the receiver for damage

Weight Document Merchandise

Each 500gr  200.000VND 200.000 VND

- In case of loss or damage: Refund postage plus the compensation amount according
to the actual weight for each item as follows:

Weight Document Merchandise

Each 500gr 200.000VND 200.000 VND

Minimum for each item 1.000.000 VND 1.000.000 VND

Maximum for each item   4.300.000 VND

- In case the item was returned wrongly by the post office’s fault: free return postage
and refund the acceptance postage 

c. Items applying for export license according to Vietnamese regulations

No Items License References

1 Pharmaceuticals (low Prescription; Commitment Circular 39/2013 / TT-

quantity, sent to Document BYT on medical import
individual receiver) and export in the non-
 
commercial form

2 Seeds Phytosanitary Quarantine List of Plant Quarantine

License by Plant Quarantine according to Circular
Sub-Department - Plant 40/2012/TT-
Protection Department BNNPTNT

3 Mineral Samples Mining, export licenses, and Circular 41/2012/TT-

application letter to Customs BCT on mineral export 
 
authority

4 Wood and product of License, Fumigation Circular 88/2011/TT-

wood origin BNNPTNT
 

5 Flora and fauna Check by Plant Quarantine Circular 40/2013/TT-

Dept, Veterinary Dept,  BNNPTNT
 
 

6 Cosmetics License Circular 06/2011/TT-

BYT

7 Liquid, sand, coal MSDS Flight safety

powder regulations of Aviation
Official Letter sent to
Aviation

8 Books, hard drives  Check by Information and Decree 32/2012/ND-CP

Communication Dept, Dept
 
of Culture, Sport and
 Tourism 

Table 1.4: Items applying for export license according to Vietnamese regulations

1.2.4.2. Order tracking and checking

EMS tracking for shipping worldwide.

EMS is an acronym for Express Mail Service for an international delivery service.
This service can be used for any items, including documents and merchandise.  EMS
is supported by the largest postal network and provides express delivery service to
countries all over the world.  

In most nations, the country’s postal administration governs the EMS while the
international express delivery services are governed by the EMS Cooperative. As of
now, EMS is offered by more than 200 countries and territories worldwide.  

EMS tracking number is alpha-numeric code. It starts with two letters, followed by
nine digits and a two-letter country code. Code of the country indicates the origin
country of the shipment. For example, EE123456789MY, with MY as code, indicates
Malaysia as country of origin.  

Other than for international delivery service, why is EMS tracking important? What
are the benefits of using this service?  

Track and trace EMS tracking

Usually, tracking information on the origin country EMS site may appear several days
after you received the tracking number. Check EMS tracking number and correct it if
needed. Track and trace on the destination country EMS site will be available after the
items arrive in the country. It is advisable to track and trace using both origin and
destination countries EMS site.  

Track and trace EMS using both origin and destination country site. Why is it
advisable to track and trace EMS using both countries' EMS sites?   Origin country
EMS site gives more up-to-date information on the initial part of the package delivery.
It is easier to keep track whether the package is already on its way or not. On the other
hand, the destination country EMS site gives information on the final part. It will let
you know when the package arrives at its destination.  

Another reason is that either origin or destination country sites may not have online
tracking. Hence, it is safe to check on both countries' EMS sites. However, you may
keep track of it via email or phone.  

Benefits of EMS tracking

There are plenty of benefits by using EMS tracking. 

1 – Efficient delivery

By using EMS tracking, you can ensure a smooth and efficient delivery of your
package. For your information, an independent auditor evaluates the express delivery
performance of all international EMS operators. It includes their service performance
and tracking. 

2 – Track and trace   

With EMS tracking digits and code, you will be able to keep track of the journey of
your package. Should bad things happen, you can retrieve your items back.  

3 – Proof of delivery 

EMS tracking is able to provide proof of delivery of your package. Afraid not, you
will be notified when your package arrives at its destination.  

4 – Insurance protection

Insurance protection may vary as per terms and conditions, depending on the postal
courier. However, this option is usually available. It is to protect your packages from
damage and harm. 

1.2.5. Performance evaluation

1.2.5.1. Performance and efficiency evaluation activities

Theories on international express service quality

Express delivery of high quality necessitates a financial commitment as well. Even
though this investment is occasionally superfluous or negligible, the level of service
can nevertheless be raised. Variations in the calibre of courier services are primarily
subjective, or man-made. Hence, quality can be greatly improved if the human
problem is properly solved. Understanding the components of express delivery's
quality is essential to enhancing it.

First, the tangible component: this is the part of the service that can be seen, such as
the machinery, structures, and employees who design and provide express delivery
services. Since express delivery is a procedure rather than an item that the client
cannot emotionally sense, the customer frequently assesses the quality of the tangible
components. It is important to pay attention to the minute, seemingly unimportant
details that, when put together, give clients the impression of high-quality express
service. on the calibre of the services. Show customers the cutting-edge tools used to
conduct the job, for instance, to inspire confidence; set up a roomy, spotless
transaction area to give customers a sense of ease; The teller greets customers politely
and cordially while wearing a uniform, giving them the feeling that they are valued.

Typically, two factors influence how clients perceive the quality of a service: 
First: They provide a sneak peek of the type and quality of the service. 
Second: They may directly affect how customers judge the level of service. 
Second, dependability, or delivering the promised service with accuracy and
dependability. In other terms, reliability is upholding a service commitment. In both
the direct and indirect senses, fixing errors in the express delivery service is quite
expensive. In terms of rebuilding a reputation damaged by poor service, apologies
aren't much use. Express delivery mistakes cost money both physically and
figuratively because they cause clients to lose faith in you and choose rival companies.
For the EMS service, the customer's dependability in rendering the service is based on
the parcel that has been sent to the customer in advance's capacity to perform the
entire time and the parcel's safety when it reaches the customer receiver.

Third, a sense of duty, or the ability to provide prompt and effective customer service.
a sense of accountability that demonstrates consideration for the needs of the client.
Employers that want to succeed in the express delivery services industry must still in
their staff a sense of responsibility and the idea that it is a prerequisite for praise and
advancement.

Fourth, credibility, which has to do with how well-mannered staff are and their
capacity to win clients' trust. Customers are more likely to trust couriers when they are
courteous and informed. Customers won't be much affected by lack of respect or lack
of skill. The impact of the two together is positive. Customers must feel confident in
the personnel you chose to work for you in order to earn their trust. These employees
must also receive ongoing training during their employment.

Fifth, empathy: Empathy extends beyond politeness in the workplace. It is a promise

to look out for customers and to be prepared to meet their requirements. Empathy is
the antidote to building true relationships with consumers in the increasingly high-tech
courier services sector. 

Sixth, maintainable service: The degree of repeatability in delivering other areas of

customer service is determined by stability. All clients demand stability, and service
Achieving similarity, homogeneity, and sufficiency in the supply or performance of
all parts of the service is necessary for stability. date, circumstance, location, and
service provider. Stability does not imply that more services should not be added or
that specific customer needs should not be met. If offering individualized service to
clients is a core component of the enterprise's operations, it will achieve stability by
doing so constantly.

These elements are typically used to illustrate service stability: 

Location stability for services: When using the company name, all post offices,
agents, and kiosks of the company must offer the same service and adhere to the same
standards for both quality and pricing. Consumers view all Post Offices, agents, etc. as
businesses and are unconcerned with how they are owned or run. As a result,
businesses only permit their post offices or agents to offer day services when they
completely meet the needs and standards of the company, and the company can verify
this. The size of post offices and agents is another factor in volatility. Due to having
more staff, resources, and energy, large post offices typically offer better service than
small ones. bigger. Yet, users of the service are unaware of that. The size of the
service facility is not a justification for poor service. The services offered by all
commercial post offices must be uniform in terms of standard, cost, and attitude
towards the customer.

The consistency of service time: Because of the features of the post and
telecommunications industries, the workload is not constant over time, therefore the
service must be timely, effective, and consistent at all times. When clients wish to use
the service, employees must always be prepared to provide it. Service variations and
discrepancies over time should be. 
The continuity of the service team: The fact that it is impossible to regulate, control,
and standardize service quality like other products is actually a result of the interaction
between customers and service personnel. other tangible things. When the service is
deemed to be satisfactory in-service quality management, it is required to reduce the
volatility of such relationships to the lowest degree reliable for the customer. 

Hence, contrary to what some individuals would believe, the quality of express
delivery service is not a strange or nebulous issue. When a rapid delivery service
satisfies a customer's need for it, they will value its quality. All of the aforementioned
elements are crucial for any kind of courier service. The significance of these criteria
will, however, alter for various consumer groups and courier services.

Criteria to evaluate international express service quality

Firstly, the information speed indicator: The speed indicator shows the shortest time
from receiving to sending to delivering to recipients. The transmission time from
sender to receiver is called process time.
Transit time = time at the time of delivery – time at the time of delivery (recorded in
the postal records) or Turnaround time = time on delivery postmark stamp – time on
original post office stamp (imprint on post or postal records).
The use of the process time indicator is only suitable for assessing the quality of
information at a range of information in different periods. When different information
distances, conditions of exploitation and transportation change, it is no longer
meaningful to use the whole process time criterion. To overcome this drawback, a
delay factor is introduced to evaluate the quality of information.
Rapid indicators may change depending on different periods, services, customer needs
and the ability of suppliers to meet.

Second, the correct target: the items must be delivered in the right direction, to the
right address, to the right person, without confusion or misdirection. Accuracy and
error are inverse events. For the postal exploitation process, the occurrence of errors is
very rare, i.e., most of the items are guaranteed to be accurate, so usually people are
less concerned with the accuracy and more concerned with the accuracy. error level.

Third, Safety criteria: transmitted information must be intact, unchanged, unchanged,

lost, not disclosed content or full name and address of sender and recipient.

Fourth, the criterion of convenience level: the average service radius is the radius of a
circle with an area equal to the average service area of an information point of the
network. Average service radius refers to the average longest distance from a postal
service user to an information point to use the service. The smaller the average serving
radius, the more convenient the network is for users. Shortening the average service
radius will save society many man-hours and days in using postal services.

Fifth, the target of the average serving population: for the public service system, the
number of service objects per point of service is a quality indicator. The smaller the
average serving population, the better the service quality of the network. When
people's living standards are high, the demand for postal services in general and
express delivery in particular is increasing, so Vietnam's post offices are trying to
reduce the average number of people serving.
The average serving population and the average serving radius sometimes contradict
each other because in rural areas, the average serving radius is large, but the average
serving population is small. In contrast, in large cities, the average service radius is
small, but the average serving population is large. This is due to the influence of
population density. So, to ensure consistency between the average service radius and
the number of people served
On average, we only compare when the place has the same conditions of population
density. Otherwise, there will be conflicting conclusions based on these two indicators
information point.

Sixth, the indicator of uniform opening coefficient of services: the development of a

network closer to users of express delivery services only has real meaning when
customers can use any information service. at a post office. The condition for
customers to be able to use a certain service is when the original post office and the
delivery post office jointly open that service. Thus, the level of uniform openness of
services also reflects the real service quality of the network.

Seventh, Stability indicator: for postal and courier information systems, in addition to
ensuring the quality of news transmission, developing a network close to users must
also ensure that the network stable operation, that is, ensuring the opening and closing
of post offices on time, neither early nor late, opening hours suitable to people's
lifestyles. The mail lines operate to ensure that there are enough mail routes as
prescribed, on time according to the prescribed journey time, without dropping mail,
without changing itineraries, not earlier or later than the itinerary, the postmen leave
mail delivery ensures the number of mail delivery days in the year, the number of mail
delivery times per day.
Eighth, Criteria for receiving and handling complaints: the receipt and settlement of
complaints about lost, damaged or damaged items according to the specific
regulations in each country. The quality of complaint settlement is based on the
complaint settlement time and the customer satisfaction rate on complaints and
compensation.

Ninth, Customer satisfaction index on service attitude: this is a civilized indicator, it is

extremely important. Most postal countries conduct surveys to get customers' opinions
on the quality of their services in many forms, the most common being using
questionnaires, comment books, and comment boxes via email. website of the
company... Employees are required to be happy, gentle, dedicated, polite and
attentive. It is very difficult to accurately measure customer satisfaction.

In addition to the aforementioned fundamental requirements, other indications are

sometimes used, such as the typical wait time for a customer to be attended to. Only 
The higher the service quality, the smaller this criterion is, and vice versa. 
A measure of payment quality is the percentage of invoices that are paid in accordance
with the established tariff. methods that are easy to use and convenient, pre-made
forms, and a sufficient number of publications: A range of payment options,
reasonable prices, and a focus on status. 
Postal service opening times 
Number of shipments: Every EMS item that is transported from one post office to
another by any mode of transportation while being packaged in envelopes, closed
packages, bags, or other containers and is accompanied by a delivery note is referred
to as a mail shipment.

1.3. Theories on enhancing international express service quality

1.3.1. Definition of enhancing international express service quality

Based on the third-party logistics service person's express industry that is developing
rapidly in recent years, the logistics industry has become the most potential, the most
dynamic and the most promising field. But on the surface of a bright courier industry,
there are some problems to be solved. The courier company although there are low
fees and flexible and unique advantages, there are also small, but some disadvantages
of anti-money. If the courier companies want to compete for customers, improving the
quality of service will be the focus problem they need to think about.

From the current point of view the domestic market expresses more intense
competition. Because of the gap on all aspects of the brand image, management, and
quality of service, the development of China's express delivery fell far short of the
level of outstanding foreign counterparts. Improving the quality of express delivery
service will become the focus of the courier company to make adjustments.

Service quality evaluation, as a modern commonly used method, the earliest is put
forward by Mr. Finland Grant (Greenrooms). At present the evaluation of the quality
of service is a lot used in a variety of research, and achieved good results. At the
beginning, service quality was defined as: "a tool to measure the level of enterprise
service to meet customer expectations,"[3]. Lindqvist in the study of cruise ship
customers, for the first time using 21 different indicators, which contains an open
time, the attitude of the staff, price details, showing the content and service facilities.

Express service quality is to improve the market share of express delivery companies,
strengthen the important content of enterprise management. By reading a lot of
literature and found our experts and scholars to express service quality research is not
a lot, they tend to concentrate on the study and analysis of how to improve the
competitiveness of express enterprises, the courier industry future development
planning and strategies for improving the service quality evaluation at present is used
more and more widely, more and more attention, so the express service quality
evaluation has certain research significance.

International Express Service quality’s characteristics and functions 

The shortest lead times and advertised transit times for domestic and international
parcel delivery services are provided by courier services. When compared to
conventional postal services, express delivery services were created with various
benefits. Specifically: 
- Time advantage: Express delivery services deliver packages 3–4 times faster than
regular services. It is now possible to get packages to recipients as quickly as possible
thanks to priority delivery and the use of the most up-to-date modes of transportation.
This has reduced the amount of time that packages must be stored before being
shipped and during transit. 
- Accuracy: The sender can transmit the message to the receiver at the right time
because the time is announced in advance. The consumer also has the option to refuse
delivery of the package or ask for a change in the recipient's address. 
- Safety: The service system makes it simple to monitor and control the movement of
packages.
- Security
- Able to safely deliver packages, essential packages, and documents with certification
marks. 
Also, each of these steps results in an increase in service value and price for postal
items and parcels that are sent abroad with the assistance of foreign businesses and
units.

1.3.2. Factors affecting to enhancing international express service quality

1.3.2.1. Internal factors 

Human resources of the organization

Employees in the courier sector who have the skills and expertise necessary to provide
high-quality goods and services. As a result, emphasis must be placed on hiring,
training, and retraining policies as well as fair reward programmes for employees, all
of which will help to raise the calibre of express delivery services for companies.
Customers and service personnel both have an impact on variations in service quality.
The fact that it is impossible to regulate, control, and standardize service quality like
other physical items is actually a result of the interaction between customers and
service personnel. When the service is regarded as satisfactory and dependable, it is
required for service quality management to reduce the volatility of that relationship to
the lowest degree to the customer. Service quality changes may be brought on by the
service provider or another patron of the enterprise. Employees' psychological and
emotional states might alter throughout the workday. Managers must remember that
clients don't care about what traders are thinking or how much education and
experience they have. Any employee wearing the company uniform who works
behind the counter must provide the same level of professional service. 

Information technology system in the enterprise

Because express delivery companies in the past did not take this issue seriously, there
was a lack of consistency in the materials utilized, as well as inconsistent publishing
and use. Standardizing supplies, publications, postal products, and postal codes is vital
as we move towards employing current postal technologies.
Vietnam's postal service has a challenge because of this. Vietnam, however, is also
gradually embracing new technology and is prepared to adhere to the universal postal
standards as part of the trend of global economic integration. 

  1.3.2.2. External factors

Changes in the economic environment
Firstly, the demands of the economy and societal policies must be met. Hence, the
postal service in general and the express delivery service in particular must be
provided in accordance with the demands of the market. such a reaction. Because the
choice of courier service quality criteria must be consistent with the permitted
capacity and the overall development of the economy, it also depends on the
economy's level of development. Enhancing rapid delivery service quality is directly
tied to economic growth, raising the level of people's intellectual level and production
level.

Development of domestic and international logistics services

The State strictly inspects all of the actions of express delivery firms in order to
safeguard the interests of customers. This is done on the basis of establishing the
rights and obligations of express delivery enterprises to service users. The delivery of
rewards based on postal service quality, including express delivery services, will make
businesses try to improve the quality of postal services better and better.

The development of information systems, scientific and technological advances

The second is the advancement of technology: this will increase service quality by
diversifying postal services generally and express delivery in particular. Express
delivery companies may already offer practical services thanks to technology, and
under better circumstances, quality requirements will become obsolete. Technological
equipment is crucial for enhancing business quality, providing more customer service,
functioning more quickly and precisely, and exploiting faults less and more
effectively. 

Social security situation of Vietnam as well as the world

The fourth aspect is culture, tradition, and consumer patterns. Due to the distinctive
characteristics of cultural traditions, services consumed in one region can be judged as
high quality but low in other places. various social and environmental circumstances.
Various cultural contexts will call for various levels of courier quality. Customer
behaviours has a big impact on how well express delivery services are provided. 

Fifth, the human element: managers play a crucial role in the postal sector generally
and express delivery specifically. The quality of express delivery service management,
including management, will be determined by the strategies they prepare, the action
plans they create, the activities they organize and coordinate, and the supervision they
provide. Methods of quality management have a direct and extensive impact on
quality.

Express delivery services are produced and delivered with direct involvement from
the customers that use them. Because consumers are both participants and quality
controllers, their level of knowledge and comprehension will have a significant impact
on the excellence of rapid delivery services. The quality of express delivery services
would be considerably improved by strengthening the messaging used to inform
clients about these services and by utilizing their feedback. Consumer feedback is the
foundation upon which organizations build their operations, delivery methods, and
swift, prompt resolution of client problems.

The characteristics of the service area, factors of current competitors, potential

competitors, customer pressure, substitute product factors, price factors, supplier
factors, financial factors, research and development factors, and other factors are
additional factors that have an impact on the quality of express delivery services.
Production capacity, internal information exchange systems, marketing, organizational
culture, and factors.

1.3.3. Content and measures to enhance international express service quality

Improve the staff's professional packaging abilities first, then select practical
transportation options, precise distribution routes, vehicle loading and unloading
technologies, and distribution packaging techniques. distribution, to reduce the time it
takes the courier to carry mail from the sender to the recipient and boost customer
satisfaction. 
Second, make sure that the prices associated with any courier packages are upfront
and obvious. Pricing information should be posted whenever possible on the
company's official website or mobile device. 

Third, raise the degree of information technology, hasten the development of

information systems, and timely update logistical data so that customers may
understand the logistics orientation of their items wherever they are. In order to alert
the customer in advance, match the delivery arrival time with the logistics information
shown on the APP.

Then, improve the professional quality of the staff's training and improve the level of
the courier service. The quality of the employees' customer service and professional
abilities have a significant impact on the company's reputation as a service provider. 
Companies should have uniforms and transportation, but that's not the only thing.
Customers can clearly differentiate the courier company's logo, tell clients from
employees, and feel more professional when using specialized equipment.
 CHAPTER 2: The practice of enhancing
INTERNATIONAL EXPRESS SERVICES AT
VNPOST VIETNAM COMPANY (EMS) from
2019-2022

2.1. Introduction of EMS Vietnam company

 

2.1.1. The process of formation and development of the company EMS Vietnam

The Vietnam Posts and Telecommunications Corporation, presently known as the

Vietnam Posts and Telecommunications Group (VNPT), has had an official presence
on the Vietnamese postal market since 1992. With a greater than 80% domestic
market share and a greater than 25% global market share, EMS consistently holds the
top spot in the market for express delivery services thanks to its extensive state-wide
network and commitment to quality.

Due to the hundreds of competing delivery companies functioning in the market,

including Military Post (Viettel), Postal Joint Stock Company, the EMS service
industry has been facing intense competition in recent years. Intense rivalry is
unavoidable because of Saigon Telecommunications (SPT), Tin Thanh Express
(TTC), and a number of well-known overseas postal services including UPS, DHL,
and TNT. These companies are establishing transaction systems and growing their
operations across the regions, especially in major cities. The organization of the
receiving and distribution of goods and papers is becoming more thorough and
extensive, and the level of investment is rising. In order to avoid losing market share,
VNPT Group has worked to foster the ideal environment for the promotion of its
highest potential. The Postal Express Joint Stock Company (Post Express or P&T
Express) under VNPT, which was formally established under the decision approving
project No. 29/QD-DABC-HQT dated January 24, 2018, of the Board of Directors of
Vietnam Posts and Telecommunications Corporation, represents the new model as a
result.

The company has confirmed its capacity with a considerably more dynamic and
effective service business after more than 5 years of operating under the joint stock
model. The company's EMS service expands by 15–20% annually. 
Due to its reputation and capabilities, the business has received approval to handle
customs procedures and deliver goods on behalf of Vietnam from several of the top
courier services in the world, including UPS, ABC, and Aircar (USA). Post Express
recently increased its collaboration with new businesses, including DPD of Repost
Corporation and Aramex. To deploy logistical services, create mail routes between
Hanoi and Guangdong and Guangxi, shorten delivery times to 1-3 days, and cut
freight to 52%, the company specifically inked a contract with China Post. In order to
improve the quality of international EMS and roll out services like New to the
warehouse, delivery through road, Post Express also connects with postal countries
including Czech, USA, China, Japan, and Korea. Post Express has signed up to take
part in the Universal Postal Union's "Payment for Quality of Performance"
programme with postal services from more than 20 nations (UPU).

2011 is the sixth year that Post Express has operated using a joint stock structure. In
contrast to the first three years, when the company concentrated on stabilizing the
organization and enhancing service quality, Post Express has now set a goal to
enhance service quality by recalculating the postal journey and creating a new process
time target in order to reduce the time it takes for packages to travel to and from many
provinces and cities. Up till now, domestic EMS services have been available in every
state, every city, and 102 different countries and territories. With more than 6,000 post
offices and 3 regional exploitation centres in Hanoi and Ho Chi Minh City, Post and
Courier Joint Stock Company's transaction network spans 63 provinces and cities
(including transactions of branches and agents). Da Nang and Ho Chi Minh City.

2.1.2. Organizational structure and business scope of EMS Vietnam company

The Postal Courier Joint Stock Company has the following functions and tasks:

- Organizing management, exploitation, business and development of EMS services,

other express delivery services; transportation services, freight forwarding and
warehousing and other services are allowed to be performed at home and abroad
according to the provisions of law.
- Organize the management and implementation of business cooperation with foreign
companies in the field of express delivery, freight forwarding and logistics and other
services by forms suitable to their capacity, ability of the company to comply with the
provisions of the law.

VNPost Express Comapny (EMS) is able to grow its scope in accordance with its
capabilities and market demand. 
- Having the freedom to register and conduct business lines that are not banned by
law. 
- Possessing the freedom to manage finances, ownership, usage, and disposal of the
Company's assets in a way that satisfies the Company's operational goals.
- Arrange the management structure and the production and business units in
accordance with the Company's goals and tasks; divide and distribute resources
among lower-level units to ensure effective production and business operations. 
- The ability to set the prices for express delivery services and other products and
services offered by the Company in compliance with State rules. 
After satisfying their commitments to the State, setting up and utilizing money in
accordance with the Enterprise Law's rules and the decisions of the General Meeting
of Shareholders, they have the right to decide how to use and distribute any remaining
earnings to shareholders. - Establishing branches and representative offices for the
Company both domestically and internationally; providing funding for joint ventures
and investing abroad in accordance with law and the State. 

- Additional rights as stipulated by law 

The Company's business activities include the following: 
- Trading in domestic and international express delivery services, including EMS
express service, same-day express delivery service, express delivery service of heavy
goods, bulky goods, and other products; 
- Trading in transportation services, freight forwarding, and logistics; 
- Trading in houses and offices for rent; 
- Trading in post and telecommunications supplies and equipment; 
- Management, operation, installation, maintenance, repair, and explosion prevention;
- Agents working in the post office and telecoms industry. 
Capitalization structure and capitalization of a charter: 
- Charter capital: The Company's charter specifies a capital amount of 70 billion
VND, or 7,000,000 shares. 
- Capital structure outlined in the charter: The Post and Courier Joint Stock Company
was founded with capital provided by its three founding shareholders, each of which is
a legal entity, as well as further donated capital.

Shareholder  Capital Contribution Capital Contribution Upon

Ratio Establishment 

VNPT 70 49

Postal Construction Joint Stock 10 7

Company

Postal Finance Company  10 7

Other Contributed Capital 10 7

Table 2.1: Charter capital structure of the Company

Source: Postal Courier Joint Stock Company 

Express delivery services' fundamental qualities (EMS) 

The same traits that apply to all other services also apply to courier services,
specifically: 
The absence and heterogeneity come first: The professional credentials and customer-
focused attitude of the service workers play a significant role in whether express
delivery services exist or not. It substantially differs amongst individuals, reflecting
the diversity of the service. Also, it is challenging to standardize the service quality
because there are no criteria. 
Second, the express delivery service is indivisible; both its provision and consumption
are simultaneous. The customer uses the service at the same time as the service
worker gets their request.
Finally, there is no storage available and the courier service is fully utilized. This
characteristic arises from the fact that "primary raw materials" for the production and
service providing processes are customer requirements. Hence, service cannot be
given without customers. 
First and foremost, discussing the postal service means discussing the advantages of
news and product transfer. The name of the service serves to identify this transmission
from other quick forms of communication between the sender and the receiver.

Figure 2.1: Typical postal service production model

Express delivery times than many other postal services are a feature of the EMS
service, a postal service. This rate has only been processed and communicated to the
client. As a result, the EMS service differs from other postal services in the following
ways: 
Express mail items are handled with exceptional attention from the time of receipt
until delivery so that the receiver receives them as soon as possible (with the
published time limit for the whole process). 
- Door-to-door deliveries, commercial services "to the house," and "to the office" are
what courier services are most known for. If desired, a delivery note containing the
recipient's signature, the date, and the time of delivery will be given back to the sender
after delivery
- If the usage of the service does not adhere to the stated time criteria, the sender may
request to have the package withdrawn, modify the recipient's name and address,
complain, and seek compensation. 
- Express mail travel times are closely related combinations of space and timing
considerations. There is a maximum execution time for each particular spatial
distance. This indicator is now provided hourly, however due to numerous flaws, it is
being modified to meet the postal needs of numerous nations.
- The majority of nations employ a "centralized and distributed" transportation system
and night air freight to guarantee parcel arrival times and attempt to reduce post office
processing and transportation times. It is clear from the aforementioned qualities that
this service has highly strict standards for both time and service level.

2.1.3. Characteristics of products, market services and customers of EMS

Vietnam company

  2.1.3.1. Characteristics of products and services of EMS Vietnam company

VNPost Express Company (EMS)'s products in general and all postal products in
general are not a recent invention, but rather a result of news dissemination
(specifically, receiving and delivering documents, goods, etc.). The calibre of the
service (goods, correspondence) from sender to receiver. The Postal Courier Joint
Stock Corporation produces high-quality domestic and international postal services;
these services need to be quick, precise, and easy. All of these services have
announced deadlines for receiving, sending, and shipping. 
The Postal Courier Joint Stock Corporation now offers the following primary
services: 
- A domestic EMS courier service with a market share of 80% that serves 64
provinces and cities. 
102 nations and territories are served by the international EMS courier service. taking
up a market share of about 25 %

 EMS HSXT) (application documents for colleges and universities)

 An EMS contracts. 
 American EMS VISA.
 An official passport and an EMS dossier. Further services: 
 EMS Express. 
- Timer for EMS. 
- Next-day delivery by EMS (EMS NDD). 
 Further services: EMS services have so far evolved with 11 additional services
that are combined with domestic EMS services in order to suit the clients'
growing needs: 
- Service of hand delivery. 
- Service pricing. 
- Radio/television service (message broadcast and digital recording). 
- A mail withdrawal service. 
- Modify the address and name of the recipient. 
- A delivery service for COD pickups around the nation. 
- Address pick-up service. 
- Service At the Receiver Collecting Charges (EMSC). 
 Service Payee (EMS PPA). 
- tally service for EMS. 
- SMS 8176 search service.
  2.1.3.2. Market characteristics of EMS Vietnam Company

The market for express services in Vietnam is estimated to be valued at $0.71 billion
in 2021 and increase to $4.88 billion by 2030, with a compound annual growth rate of
24.1% from 2015. 2022 to 2030. Due to the e-commerce boom, the revival of cross-
border trade operations, and the alluring value-added services offered by express
delivery firms, this sector would expand after the Covid-19 epidemic.
Application, end use, and destination are used to segment the Vietnam express
delivery service market. It is categorized into B2B (business to business) and B2C
categories depending on the application (business to customer). It is separated into e-
commerce platforms, social media platforms, document services, and other categories
depending on the ultimate purpose. It is divided into domestic and foreign categories
based on destination. EMS Vietnam (under Post), GHN (Fast Delivery), BEST
Express Vietnam (BEST Inc.), GHTK, J&T Express, Kerry Express, Masco Logistics
JSC, Nat Tin Logistics, Nin Sing Logistics Company Limited (Ninja Van), Swift247,
Viettel Post, and others are the major players in the Vietnam express service market. 

In the two years of the Covid-19 pandemic outbreak, there have been cancellations,
distances, and travel bans, which have slowed down express delivery services around
the world. Covid-19 has had serious economic impacts on the Vietnamese express
service industry. The pandemic has caused a drop in mail and document delivery
services, impacted and shut down B2B courier services, but it has also helped B2C
emerge, due to the rapid growth of the industry. Online retail and e-commerce.
Another element that supports the expansion of the market is the rise of value-added
express delivery services. Delivering specific services like product sorting, packaging,
labelling, online parcel tracking, mobile applications, e-mail, and SMS notifications
are becoming more and more of a focus for courier service companies. Following the
current fad, they offer a variety of value-added services at the point of origin and
destination, such as labelling, packaging, gift packaging, security tagging, returns of
items, and a customer care hotline for the convenience of their clients. The market for
Vietnamese express services is anticipated to increase as a result of suppliers putting a
greater amount of emphasis on offering these value-added services.

2.1.3.3.  EMS Company’s express delivery service for profit 

The production method for express delivery services at Postal Courier Joint Stock
Company includes four key steps and is essentially identical to that of regular postal
services and other courier firms. can be done at: 
- Post offices, postal agents that are now offering courier services, and at the
customer's address. - Receiving and sending stage: Receiving and sending is the initial
part of the process. This is a crucial phase in the service exploitation process since it
gives clients their initial impression of the level of service. Traditional postal services
and expedited delivery services clearly differ at this level, with the time window for
accepting packages being extended for the same shipment (time spent on Express
parcels can be sent close to the departure time of the transfers). 
- The division, selection, segregation, packing, and opening of postal bags are
performed during the exploitation stage, a stage of intermediate manufacturing. The
sending post office, the transit post office, and the delivering post office are where this
stage is completed. 
- The intermediate production stage is the transportation stage. Postal products are
moved spatially during this stage, which includes intra-district, intra-provincial, and
intra-city transportation. 
- Expedited delivery stage: the addressee will receive the package at this time.
Delivery at the recipient's address and delivery at the final post office are the two
ways that this stage might be implemented. 
Depending on the circumstance, the production process for goods and services may
involve all four steps or less. Goods can also pass this stage once but multiple times at
subsequent levels. To track and monitor postal products during the production
process, various publications must be used to track and monitor each stage of the
production process in such specific circumstances. The "Regulations on express
delivery" published by VNPT include a detailed description of these contents.

2.2. Business results of international Express service at EMS Vietnam

company from 2019-2022

Also, postal and delivery firms (BCCPs) participate in offering worldwide CPN
services like World Courier, TM Alpha Express, DSI Express... due to their excellent
pricing strategy (between 40% and 60% lower on average). published price list) from
global carriers like DHL, Fe dex, TNT, City Link, Sagawa, UPS, ... are arranged very
freely and compactly. These businesses only take direct payments from senders or
other BCCP businesses and resend them via international CPN carriers. Also, this
subtly boosted competition and had an impact on the EMS industry. 

The following table shows the development of the global EMS market

Year Quantity  Production Growth Revenue Revenue Growth

(%) (Thousand (%)
dong) 
2001 297 19,16 59.907,479

2002 349 17,51 71.384.506

19,16

2003 408 16,91 83.345.814

16,76
 2004 439 7,60 104.434.898
25,30
2005 457 4,10 115.847.445
10,93

2006 434 -5,03 116.022.778

0,15

2007 415 -4,38 105.391.996 -9,16

2008 380 -8,43 -1,97

103.311.289

2009 394 3,68 0,32

103.641.708

2010 449 13,96 17,73

122.012.987

2011 449 0,00 2,22

124.718.374

Table 2.2: The development of the global EMS market.

(Source: Vietnam Posts and Telecommunications Group VNPT)

Overall, the output and revenue of the network's EMS service sector are very
consistent. Yet, a thorough data study reveals that both domestic and international
EMS services tend to grow gradually and slowly. This means that the growth rate of
EMS services is not very high. One of the causes is that in 2007, VNPT permitted a
number of provincial post offices with high traffic volumes to launch the "V-Express"
service, and when the post offices accepted the VE service, 100% of the freight
revenue was recorded but for EMS services, post offices are only agents, so the
revenue is calculated according to each stage in which the post office is involved. On
the other hand, with the current division ratio, the provincial post offices are not
completely unified, which results in the situation that many provincial post offices are
no longer interested in EMS services but switched to developing VE services.
Additionally, for international EMS services, there is fierce competition from
international providers.

In more detail, the following describes the business environment for international
EMS services in the direction of departure and arrival:

Year Quantity  Production Growth Revenue Revenue Growth

(%) (Thousand (%)
dong) 

2001 144 9,09 46.241.122

12,36

2002 163 13,19 53.587.311

15,89

2003 204 25,15 63.768.899

19,00

2004 215 5,39 82.802.406 29,85

2005 247 14,88 91.082.647
10,00

2006 225 -8,91 89.053.683

-2,23

2007 185 -17,78 75.995.683 -14,66

2008 129 -30,27 -7,31

70.436.773

2009 123 -4,65 -3,80

67.760.333

2010 126 2,44 13,02

76.580.566

2011 110 -12,70 -0,06

76.531.692
Table 2.3: Outbound International EMS Service Output and Revenue

(Source: Vietnam Posts and Telecommunications Group VNPT)

The output and income from foreign EMS services increased substantially between
2001 and 2005, but they began to fall in 2006 and remained flat until 2010. Although
the increase in volume and revenue for foreign EMS services in 2010 did not stay
long, it did return in 2011 with a 12.7% drop in output and a 0.06% drop in revenue. 

Table 2.5: International EMS services' afternoon output and income

Year Quantity  Production Growth Revenue Revenue Growth

(%) (Thousand (%)
dong) 
2001 153 10,07 13.666.357
4,88

2002 186 21,57 17.797.195

30,23

2003 204 9,68 19.576.915

10,00

2004 224 9,80 21.632.492 10,50

2005 210 -6,25 24.764.798

14,48

2006 209 -0,48 26.969.095

8,90

2007 230 10,05 29.396.313 9,00

2008 251 9,13 11,83
32.874.516
 2009 271 7,97 9,15
35.881.375

2010 323 19,19 26,62

45.432.421

2011 339 4,95 6,06

48.186.682

Table 2.4: Incoming International EMS Service Output and Revenue

(Source: Vietnam Posts and Telecommunications Group VNPT)

 2.3. Current status of international express service at EMS Vietnam

company

 2.3.1. Actual situation of setting up and managing the EMS Courier service
process

A tight EMS Express Service procedure has been established by EMS Hanoi in
accordance with the standard procedure used by the Vietnam Post industry. Yet, the
Company has concentrated on performing well in several areas in order to raise
service quality at this time. 
As part of the process of accepting postal items, the Company has trained staff who
are knowledgeable about the service, whose utilization methods are monitored daily to
ensure that the incoming parcels are matched with the itinerary, absolutely no to cause
flight slippage, and increase Quality management through records of arrival,
departure, and late arrival of mail as compared to other companies. 
Itinerary to implement corrective measures, plan the application of quality standards,
and guarantee that all postal goods are saved within the day. 

2.3.2. Actual situation of improving human resources to improve the quality of

EMS courier services

More than in past years, concern has increased for the development of human
resources to raise the calibre of EMS courier services. With time, there have been a lot
more company employees that need to be sent for short-term and long-term
professional expertise training courses (including: college, university, and
postgraduate). In 2017, 189 employees in total were sent to school, including 24 who
were sent to long-term courses at colleges and universities and graduate programs.
The remaining 165 employees were sent to short-term professional courses to hone
their persuasive communication skills.

The leaders of associated units oversee and monitor service quality as well as
commercial and production activities. It is also built and carefully controlled how
EMS postal items are used and delivered. According to company statistics, the labour
structure by qualification in 2017 was mostly elementary (accounting for 35.3%),
intermediate level (accounting for 17.4%), college (accounting for 13.8%), college
(accounting for 33%), and graduate (accounting for 0.5%). Although there has been
interest in training generally, the majority of short-term training programs focus
primarily on management, new services, and business support software. quality
control. The unit has not given soft skill training or instruction in financial and
accounting management, among other things.

2.3.3. Actual situation of investment in equipment, technology and network

development to improve the quality of EMS express delivery service

The unit has previously shown an interest in taking tools and equipment, utilizing, and
delivering EMS postal commodities, as well as outfitting the equipment at the service
point (computer, printer, barcode reader, electronic scale, etc.). This is a different way
to aid laborers significantly in their work. Additionally, the company makes
investments in tractors, forklifts, net cages, roller systems, and automatic conveyor
systems. 
EMS Hanoi currently has 02 scanners (01 at the Domestic Mining Centre, 01 at the
National Mining Centre. economy), in order to quickly detect items containing content
that is prohibited to send as well as prohibited to be transported by air. The
Corporation's biggest investment is the scanner system. In addition, the Company has
also applied many modern technologies such as application software for operation,
supervision and quality management at the unit... However, in the coming time, the
Company must focus on further promoting the computerization of stages in the
process of quality management and supervision.

2.3.4. Actual situation of postal items with quality violations, complaint

settlement and compensation

Statistics from 2015 to 2017 show a dramatic decline in the number of parcels that
violate quality standards. the Company in reducing errors and raising the calibre of
packages supplied. The most often committed errors—"Postage is late relative to the
entire process" and "No delivery information"—should be given priority in the
development of corrective action plans. Also, although it happens infrequently, the
unit still needs to take corrective action when packages are dispatched inadvertently in
the wrong direction.

Since 2012, the unit has investigated and addressed customer complaints using the
EMS Express Service Complaint Investigation System via the Vietnam Post
Corporation's (EMS) Complaint Management software. row. 
Since the program was created and put into use, the Vietnam Post Corporation’s has
given branches (HCMC and Da Nang) access to its users, with each branch allowing
affiliated units the right to receive and respond to complaints pertaining to their own
units. 01 expert employed to the department of Information at City Branch in Ha No.
In addition to particular instances from the provinces and consumers relating to the
service, they are in charge of receiving complaints that cannot be resolved by the
Contact Centre. EMS Hanoi’s expansion of EMS services has generally experienced
rapid development in recent years in many aspects of activities.

A survey of 228 customers was administered as part of the study to obtain an in-depth
evaluation of the service's quality. Customers score the indicators on a 5-level scale,
from very bad to poor, from 3.6 to 3.94 points. With this average score, the survey
indicators are generally at a satisfactory level, notably the overall quality assessment,
which received a pretty high score of 3.85 points from customers. With up to 22.6% of
consumers rating the sending procedures criterion as average among the survey
indications, EMS Hanoi needs a solution to keep improving the sending procedure.
Only 25.6% of respondents to a survey on customer satisfaction with staff service
attitudes said they were very satisfied, while 5.8% said they were not. In terms of fast
postage, 16.4% still think that postal items are still slow compared to other private
courier companies. Other criteria on facilities and equipment; Postal safety is also
rated at a fairly high average score by customers, however, there is still a relative
proportion of customers who rate it as average and poor. This requires EMS Hanoi to
pay attention and have solutions to promote further.
 

2.4. Factor affecting to enhancing international express service quality at EMS

from 2019-2022

Several elements, including those from the internal environment and those from the
external environment, specifically as follows, affect the quality of express delivery
services provided by the Postal Service Joint Stock Company:

Factors from the external environment

First, Vietnam is the top-ranked nation in the world despite having the lowest
economic growth rate in recent years, which is estimated at 5.23% for the entire
nation. 

Leading ASEAN in terms of growth rate while also ranking in the top 10 nations with
positive growth in 2009...; The economic structure improved, with the service sector's
share of the GDP increasing to roughly 39%. People's material and spiritual well-
being has significantly improved. In comparison to the same period in 2008, the
number of poor households dropped by 31%, while the number of poor people
dropped by 27.6%. As of November 2009, the poverty rate was less than 12%. The
expansion of the Vietnamese economy in the past period has greatly influenced.

Second, there are political and legal considerations. Because of Vietnam's continuing
political stability, businesses, including the Post and Courier Joint Stock Corporation,
can invest with total confidence in both production and business. business. 

The Law on Posts and Telecommunications, which went into effect on January 1,
2011, is even more of an incentive for the post and telecommunications industry to
better promote resources, more fully implement the principles of the market economy,
promote stronger international integration, and ensure the implementation of social
justice in the postal sector. This will help new businesses gain access to the market.

Thirdly, there have been a lot more businesses operating in the postal service industry
since 1997 in addition to VNPT. The state's legal corridor, which permits companies
from all economic sectors to trade in delivery services, facilitates this unavoidable
market movement in the integration trend. High-quality mail up to 2 kg in single parts.
High-quality and lucrative postal services were thus made competitively available.
There were only a few alternative ways to distribute goods via passenger cars or
trucks, and only the Post Office, the railroads, and the aviation industry offered these
services in the past. The market for delivery services currently has a significant
growth in providers. 18 people had registered by October 2009 delivery service
providers such as:  Post, Viettel (VPT), SPT, Tin Thanh, NetCom, Asian, Hop Nat,
Hoang Long, Song Bind, Tan Son Nat, Truong Thinh, Thanh Loc, TNT Vietrans and
some businesses that have not yet registered their business but have been confirmed to
announce their delivery service business such as: Mai Linh, Kim Ma, ADP Vina,
Hoang Ha, Viet Duc, Bac Ha, and some foreign-invested enterprises such as TNT,
DHL, Fedex, UPS, ...

Foreign-invested companies have a clear majority in the market for international

express services, with DHL holding the top spot with a 36% market share. Many
foreign express delivery businesses changed how they approached the Vietnamese
market after Vietnam entered the WTO (in 2006) by forming joint ventures, like:
DHL-VNPT Express, TNT Vietrans Express, Due to their many advantages in this
area, including their access to financing, technology, management expertise, global
brand recognition, and, most importantly, high standards of quality, international
express corporations dominate the market for international express delivery. Several
clients, including international organizations, representative offices, import-export
firms, domestic textile and apparel businesses, consistently employ delivery services
and continue to use these couriers. a global courier service like DHL, UPS, FEDEX,
or TNT.
 Figure 2.2: Market share of international express services in Vietnam in 2009

However, according to Vietnam's agreements when it joined the WTO, this market
share is anticipated to radically shift after January 11, 2012, when the postal and
telecommunications market, as well as the express delivery industry, would be fully
opened. As a result, foreign express delivery companies are permitted to create 100%-
capital corporations in Vietnam, giving them the ability to directly compete with local
businesses in both domestic and international markets. This is also the reason why the
express delivery sector has been booming since the start of 2009 as it gears up for a
new competition. 

Fourth, there is the customer element. Because the client does not have a good grasp
of both the service and the service provider, they are unable to decide which service
and provider to utilize in the event of a problem. demand. Further contributing to this
is the provider's lack of customer-specific service promotion programmes.

The customer's address is unclear, which causes problems and delays with
exploitation and delivery or results in the delivery of the package to the incorrect
address or its loss. Because of the current scenario, many streets in the recently
opened provinces and cities lack distinct addresses, which causes a lot of problems
because some customers write at new addresses and some customers write at old
locations. a towel for the delivery of the packages by the postman. 

- Customers for the Vietnamese express delivery market include people, companies
(DN), and government organizations:

Internal environmental influences 

A key challenge to the traditional information transport channel is technology, which

was demonstrated by the substitution of information transmission with electronic
means. The "storage" of information and telecommunications services cannot be
guaranteed because the replacement of electronic products is frequently an insufficient
replacement, making it impossible to fully replace handwritten letters as the
correspondence retains its "original," "legal" nature. The electronics,
telecommunications, and information technology industries are emerging and
developing far too quickly, offering a wide range of services at low costs that are also
quick, accurate, and handy regardless of the time of day. The percentage of packages
that will be lost via electronic services determines how serious this hazard is. In the
meanwhile, regular postal service of Vietnam post has so far accounted for a high
proportion. 

According to a UPU study, email only made up 5% of global information in 2006,

while overall postal information stood for 10% of the market share. In 1995, total
postal information represented 20% of global information. But, if technology is
embraced and used by Post Express as a chance to enhance service quality, it will no
longer just be a threat. Technology contributes to cheaper freight rates, higher service
quality, lower labour costs, and lower product costs—especially by enabling the
development of new, fiercely competitive services and the use of technical control
methods that cut processing times and eliminate errors. 

So, the technology aspect presents Post and Telecommunications Joint Stock
Corporation with both a problem and an opportunity to improve the quality of express
delivery services. 

Second, the financial factor: Post Express is a unit with significant financial potential;
tight financial and accounting work, principles often lead to inactivity; flexibility;
rigidity in mechanism; producing obstacles for investment; slow response to market
swings. 

The quality management process for express delivery services is strictly managed
from planning to organization, implementation, and inspection. This brings us to our
third point: the management component of the service industry. The job was well-
coordinated, arranged, designed, implemented, and analysed.

Fourth, the research-development factor: Through imitation movements, numerous

individual and group initiatives are raised and put into reality, helping to raise the
standard of services. 

Fifth, organizational culture: As a unit with a long history and a corporate culture that
it has created, Post Express consistently educates and trains employees to implement
organizational cultural standards such as: working time, working style and style,
attitude when having complaints, attitude when interacting with customers.

The sixth component is marketing. Marketing is one of the key elements in sales
promotion and is what motivates Post Express to provide better express delivery
services. With the use of this action, it is hoped to alter consumer demand by having a
direct or indirect impact on their psychology and preferences. 

Customer service activities are a factor that significantly affects a company's success
or failure in the cutthroat business world. Consequently, providing excellent customer
service is crucial to boosting businesses' ability to compete. EMS's customer service is
currently inconsistent and incomplete. However, there are currently preferential
practices for loyal customers, such arranging customer conferences, giving gifts on
birthdays, and establishing businesses and holidays based on client rates. Particularly,
there are businesses that offer free postage to consumers at their addresses.
Nevertheless, the impact is not great, the offer is not alluring, and the information is
not always clear, so occasionally customers are unaware of the incentives to which
they are entitled.

By customer service initiatives, marketing, promotions, and commission payments,

the quality of express delivery services is improved significantly. marketing efforts at
that time unit Positive adjustments have been made in the past, and certain results
have been attained, earning the trust of clients, but there are no personnel due to the
low operating organizational model and investment budget. The paradigm of
marketing efforts must be bravely changed, and costs must be raised, if you want to
improve service quality.

The seventh factor is the human resource factor, which is crucial for any progress,
particularly in the age of science and technology and the globalization of the
economy. Over 2000 people work for Post Express, which operates offices in 63
provinces and cities nationwide. The team at EMS is knowledgeable, skilled, and
embodies the company's culture. However, a significant shift in resources has
occurred recently as a result of the emergence of domestic express delivery companies
and the entry of foreign express carriers into the Vietnamese market. professionals
with experience to rival businesses. Due to the numerous issues this has produced in
recent years, EMS is now required to establish procedures to guarantee the retention
of its brain resources, experienced employees, and professional personnel, as well as a
training programme for the next employee class. 

Standards for judging the effectiveness of Vietnam Post's express delivery

services 

Delivery time: displays the amount of time needed to get something to someone. the
duration of a postal item's journey via various steps like receipt, handling,
transporting, and delivery. Because the parcel travels through numerous stages and
several stages belong to numerous various units, the swift target of the unit depends
on numerous other units. The majority of the phases are completed manually, which
takes a lot of time and money in publishing and quickly has a negative impact on the
indicators. The speedy target is also impacted by the antiquated and onerous norms of
business operations in the majority of phases.

Presently, domestic express goods take anywhere between 12 and 48 hours to arrive,
while international express mail from Vietnam takes anywhere between 2 and 10 days
(Asia from 2 - 5 days, from 4 - 7 days to Europe, Australia and 7-10 days to Africa,
America). The aforementioned time limit excludes weekends, public holidays, and
New Year's Day for addresses to receive at home during the Lunar New Year (for the
sending address is the office). Public holidays, New Year's Eve, and weekends are not
included in the entire procedure for international rapid delivery. The entire process
time must be added to the period of the customs examination at the destination for
international express mail items with content as goods post office of the destination
country.

Items that are delayed are ones whose real delivery time exceeds their inspection time.
The transmission time rating assigned to the information ranges is known as the check
time. The management agencies determine the inspection time based on societal
demands and the unique conditions of exploitation and transportation. in particular
online. The inspection time is typically made known to the public so that customers
can be aware of it and watch it. For instance, it takes 12, 24, or 48 hours to check for
EMS packages sent to the provinces. The volume of communications is delayed and
the inspection time is longer based on the comparison of actual delivery and
inspection time of the parcels.

Accuracy: The accuracy requirement requires that the packages be delivered

accurately, without confusion or misdirection, to the proper recipient at the right
address. Declared packages are housed in bags with distinct colours and symbols, and
they are either delivered by the teller at the counter or by the post office to the address
the sender specifies in their management area. This ensures that the packages are
delivered to the right recipient. tell. Major mistakes such colour loss of packages and
packages, misdirection, and other errors nearly never happen at the Post and Courier
Joint Stock Company. Little mistakes do happen, but they are fixed right after. Even
in adverse weather, postal deliveries are made promptly and to the exact quantity and
address. The instances of torn, damp, filthy, and wrinkled items are very rare because
the postmen are fully equipped and delivered. postage signed by the recipient.

Security level: security requirements stipulate that the sent data must be complete,
unaltered, unchanged, lost, and not have its content or sender's or recipient's full
names or addresses revealed. Postal articles are delivered by specialized vehicles
while being bagged and packed. In addition to using motorbikes to deliver mail,
postmen are also outfitted with bags, tarpaulins, raincoats, and other protective gear to
ensure the security of mail distribution. Customers can use the service with confidence
knowing that VNpsot is still a respectable company thanks to the staff's
professionalism at the receiving and delivery stages. 

- Average service radius is a useful indicator of convenience level (together with

average serving population and convenient transaction). The typical service radius of
VNpsot is currently 2.43 km/point.

- The average number of servers is a useful metric. The network's service quality
improves with a decreasing average serving population. By enabling the opening of
more transaction points at postal agents, the unit can lower the average serving
population. The socioeconomic level is also reflected in the typical number of
customers served at each information point. The demand for postal services increases
when people's living standards are high, hence VNpsot must work to lower the
average number of service personnel/information points. Presently, there are 4,800
persons served per point on average, which is a high average rate for the area. 
- Convenient transaction criterion: This criterion is linked to elements like convenient
and secure parking, thues it is highly safe. The post office is situated in a highly handy
location, close to markets, schools, billboards, crowded areas, and a crossroads. It is
also well-lit, has full ventilation, and is peaceful and airy. 

- The uniform service opening coefficient is a convenience indicator. The only time it
makes sense to expand the network closer to postal users is when customers may
access any information service at a post office. When the delivery post office and the
original post office jointly offer a service, clients are then eligible to use that service.
As a result, the degree of consistency in service openness also reflects the real quality
of the network. 

The express delivery network of VNpsot began with just 11 provinces and cities
nationwide and more than 10 other nations. Up till this point, VNpsot has established
international contacts with 51 nations and started express delivery in 63 provinces and
cities. The network development speed for VNpsot Express's international EMS
service is likewise very quick. VNpsot Express has increased its operations from 51
countries in just 5 years to 102 countries in 2011.

Stability: Presently, branch post offices are open from 8:00 to 19:00 while the main
office is open from 8:00 to 20:00. Post offices often stay open for 12 to 13 hours per
day, including weekends and holidays. In accordance with people's schedules, VN [sot
also consistently ensures that opening and closing times are on time. The postal
parcels deliver mail to ensure the number of mail delivery days in the year, the
number of mail delivery times. The mail lines operate to ensure enough mail
shipments in accordance with regulations, in accordance with the prescribed journey
timetable, do not drop mail, and do not change itineraries. the best times of day to
mail... 

Receiving and addressing complaints: The effectiveness of complaint resolution is

demonstrated by the time it takes to resolve complaints and the percentage of satisfied
customers with complaints and compensation.

Level of compensation: * Domestic EMS mail: The following is how the pay level is
governed by Decision 255/QD-KDTT of the General Director of CPN BD Joint Stock
Corporation, dated March 19, 2008: 

- If the package is delivered later than expected given the length of the process:
Refund the fee that was incurred when the item was accepted. 

- In the event that the postal item is completely lost or damaged: The rate of
compensation is equal to four times the charge accepted rate. 

- Should the mail item become damaged or lose some of its contents: 

Compensation amount = (percentage of damaged or lost parcel weight) x

(compensation rate) 
In which: Based on the customer's certified written record, it is calculated what
proportion of postal items are lost or damaged. 

The degree of compensation is calculated as four times the rate collected when
accepting the item.

*International EMS postage: The compensation level is outlined as follows in

Decision No. 256/QD-KDTT of the General Director of CPN BD Joint Stock
Corporation dated March 19, 2008: 

- EMS packages are delivered after the scheduled time: When accepting the item,
refund the collected freight. - In the event of loss, return the collected freight and
make up the difference in accordance with the applicable postal weight steps.

Weight  EMS parcels are documents EMS parcels are goods

(USD) (USD)

Up to 500 grams 10 15
Over 500 grams to 2000 20 35
gram
Every next 1 kg  5 10

Maximum per EMS 40 100

parcel

Table 2.5: Compensation fee for lost item

Service mentality: Customers are currently demanding higher and higher standards
for both product and service excellence. Workers must be cheerful, kind, devoted,
polite, attentive, and swift. A tiny percentage of employees still adhere to the
monopoly concept in business, but the unit has made an effort to combat this and
foster an environment where all employees may simultaneously enhance service style
standards through short-term training programmes. At each level of the production
process, gradually improve it as necessary. The manner in which clients are currently
served has been enhanced gradually. Along with dressing appropriately, wearing
lovely uniforms, being dedicated, considerate, and kind, the staff members also take
the time to hear what the clients have to say. customers and possess professional
knowledge to address their questions and offer service-related advice. One component
of Post is the teller, who offers consumers peace of mind and serves as the best unit
advertisement. Leaders frequently review the customer feedback monitoring book to
quickly fix mistakes. Customers can learn more about products, rates, and services
thanks to tellers. The department frequently conducts consumer surveys using
questionnaires, gathering a wealth of insightful data. In fact, if the service quality is
poor despite good product quality, the endeavour will still fail.

Reputation standards: Nowadays, VNpsot is a sizable company that is a part of the

VNPT post and telecommunications group. It has a solid reputation for express
delivery, extensive expertise, highly professional service, and client trust. 

However, in addition to the aforementioned criteria, other factors are often used to
assess the quality of basic express delivery services, including: 

- The typical wait time for a consumer to be served is between 5 and 10 seconds. If
there are numerous customers, however, the average wait time will be longer. 

- The proportion of invoices that are correctly paid in accordance with the established
tariff defines the quality of payment. 

- Regulations and regulations: As of right now, it hasn't improved things for customers
or the post office. The quick, precise, safe, convenient, and polite indicators are
significantly impacted by this. Publications must be simple to understand,
straightforward to prepare, and written simply and clearly. Processes must also be
convenient and hassle-free. 

- A variety of payment methods, primarily cash and debit at the moment. The
department will soon add new payment options including credit cards, bank transfers,
etc.

Real state of EMS Vietnam Company’s express delivery service quality 

The calibre of international EMS services 

Traditionally, each area's travel time for EMS supplies was generally set by VNPT
regulations: 

Asia: two to five days 

Region from Europe to Australia: 4 to 7 days 

7 to 10 days for the Americas-Africa region 

However, as soon as the Post and Courier Joint Stock Corporation took over operation
of the international EMS services from VNPT (on January 1, 2006), they examined
the level of service provided to each nation. This change has decreased customer
complaints and compensation for time criteria in terms of time standards modified for
each country of destination and with a classification between things comprising
documentation and commodities, specifically: 

Asia: two to five days

Certain nations in the Euro-Australia region, including Austria, Finland, Hungary,
Italy, Norway, Spain, and Switzerland, have their adjustment reduced to just three
days. 

In the Americas-Africa area, various nations have shortened their quotas, including
the USA (2 days), Algeria (5 days), and Cameroon.

Although up to 80% of international EMS products are sent to Asian countries, the
quality of departing EMS items for the Asian region is generally good. 90% of the
things sent to and from the region's countries among them arrived inside the
predetermined window of time. That is attributable to the close collaboration and
cooperation between Vietnam Post and the postal services of Asian nations.
Moreover, EMS services have received some attention and funding from all of the
countries in this region. Certain nations, including Vietnam, Thailand, China,
Singapore, Korea, and Japan, still maintain and arrange annual quality inspections of
EMS services. Moreover, EMS packages are exchanged between Asian nations via
direct channels, therefore there is no time limit. When there is a complaint, all
countries pay attention and respond quickly.

In terms of Europe and America, the quality of international EMS services is bad due
to the lack of direct flights, the absence of a navigation system, the poor quality of the
transmission, the slow response time to complaints, and the high and steadily rising
forwarding fees. Particularly: The whole-time quota is not guaranteed by the amount
of departing EMS products. 

A significant amount of the content is lost or degraded during the process. Postal
items sent to American and European nations are the subject of the majority of
complaints and reimbursement lawsuits. To resolve the aforementioned issue, the
Company has engaged in direct discussions with the US Postal Service, Singapore, to
alter the manner in which the mail is closed, and has worked with a number of
international express carriers, including UPS and FedEx, to use the international EMS
complaint rate has declined over the years by 30%, and the number of compensations
is down by 45%. Certain nations' delivery times have been shortened and delivery
quality is ensured thanks to these carriers' postal positioning networks. To satisfy
customer needs when utilizing EMS service, all information about postal items is
completely and frequently updated online from receiving to sending to delivery. 

In 2010, the business studied 150 departing international EMS packages and
discovered the results as follows: Three items made up 2% of the shipment delay, four
postal items made up about 3% of the exploitation stage delay, and 143 items
exceeded the time target, accounting for more than 95% of the total.

For entering foreign EMS services, the company has asked and been granted
permission from the General Department of Customs to conduct customs inspection
outside of business hours. The company also actively assists customers in doing the
customs inspection. Customs regulations for importing and exporting goods mean that
incoming international EMS packages are promptly consumed, resulting in consumer
convenience and an increase in international EMS output in the direction of arrival. 

the standards for accepting and resolving complaints 

Here is a summary of the compensation claim scenario for 2019, 2020 and 2021:

Year Ratio of complaints/ Ratio of claims/number Compensation ratio/total

output realized of complaints realized revenue

Domestic International Domestic International Domestic  International

200 0,61 2,60 0,14 0,71 0,003 0,14
9
201 0,55 1,82 0,08 0,39 0,008 0,08
0
201 0,5 1,04 0,07 0,08 0,07 0,04
1

Table 2.6: Summary of the compensation claim scenario

(Source: Business Administration Department - CP CPN BĐ Company) 

Following are some observations we can draw from the table above: 

Even if the purpose of postal production and business is to have zero waste products, a
significant percentage of EMS postal items continue to receive complaints from
customers about time standards. 

Although it makes up a very little fraction of the total cash generated, the total amount
of compensation has a significant impact on the EMS service's reputation. Finding that
the loss of postal products is the primary issue in compensation cases requires the
company to take into account the level of compensation, making the method of
payment more flexible and acceptable.

However, despite the Company's recent efforts to immediately address customer

concerns, the percentage of cases that are promptly resolved in accordance with the
established time objective has not yet reached 100%. customers to improve the
service's standing. 

The Company established two information receiving and answering centres in Hanoi
and Ho Chi Minh City in July 2007 to handle customer complaints quickly and
efficiently. The centres’ duties include receiving customer requests and processing
information accurately and quickly. The centres are open daily from 7 am to 8 pm.
The business has set up a service where customers can receive information about
express mail via texting on a mobile phone network. In addition, starting on
September 1, 2006, the company made all information regarding EMS postal items
available to clients on the company website so they could look it up independently,
which decreased the number of complaints. 

Service area typical (convenience criteria): 

The company conducts business through a postal network of 63 Post Offices in

provinces and cities that serve as its agents, as well as in three significant urban
centres: Hanoi, Ho Chi Minh City, and Da Nang. In order to meet client needs, the
corporation also operates 3 regional exploitation centres, 13 transaction locations, and
4 customer care centres. The system of service points is equipped with cutting-edge
machinery, increasing competitiveness and making it rich and diversified enough to
meet all customer needs. With such expanding network conditions, it has improved
the chances of EMS courier service quality improvement in the upcoming years.

Service attitude standards: The teller, postman, driver, and customer care team always
have a kind, joyful, devoted, straightforward, convenient, and fair payment attitude. 

Daily trading hours are from 7:00 am to 2:00 am, excluding holidays and New Year's. 

Although there has been a noticeable improvement in the quality of services overall,
there are still some instances where customers are dissatisfied with the manner in
which they were treated or how convenient the service was. Nonetheless, the most
crucial factor in getting more people to use EMS services is to raise the standard of
customer service so that people would feel confident using the service.

2.5. Content and measures to enhance express service quality at EMS form
2019-2022

Another element that supports the expansion of the market is the rise of value-added
express delivery services. Delivering specific services like product sorting, packaging,
labelling, online parcel tracking, mobile applications, e-mail, and SMS notifications
are becoming more and more of a focus for courier service companies. Following the
current fad, they offer a variety of value-added services at the point of origin and
destination, such as labelling, packaging, gift packaging, security tagging, returns of
items, and a customer care hotline for the convenience of their clients. The market for
Vietnamese express services is anticipated to increase as a result of suppliers putting a
greater amount of emphasis on offering these value-added services.

Convenience is a deciding factor in whether we choose to buy with a company or not,

regardless of whether it offers same-day, next-day, weekend slots, or really narrow
time windows during the week. Actually, 69% of consumers now demand a delivery
service that is just as effective as Amazon.com. Customers today are seeking for
quality as well as convenient delivery, and if a convenient delivery results in a
negative experience, customers' perceptions of firms may alter swiftly. 
Price: As customers choose their delivery alternatives, the cost of delivery is not as
much of a consideration. Speed and convenience can frequently outweigh cost, as
Amazon's Prime subscription model demonstrates. 

You may purchase a ton of comfort and ease of mind for a relatively small cost. 41%
of consumers surveyed by PwC indicated a willingness to pay for same-day delivery,
with 24% agreeing to pay more if they could schedule their delivery time within a
one- or two-hour window of their choosing. 

Sustainability: More people than ever are concerned about the environment. Brands
that can outperform rivals who provide convenient delivery at the expense of the
environment are those that can provide speed and convenience through a sustainable
delivery service. 

Individual touches: big businesses aren't the only ones providing competitive
delivery experiences. Smaller businesses frequently concentrate on customizing the
customer experience to include flexible delivery, environmentally friendly packaging,
handwritten notes, and personal delivery to encourage customers to make purchases
from them. Following the COVID-10 epidemic, 43% of clients who visited PwC
stated they had shopped.

In order to give clients, the experience they want in the time frame they want, delivery
feedback is more crucial than ever. 

Although using consumer data to your advantage can drastically improve your
delivery experience, mastering customer intelligence can seem difficult. 
But, receiving this feedback and utilizing it effectively presents some difficulties.
They may consist of: 
 Advanced solution for managing the EMS courier service process
The management of the EMS Express service process has to be improved further. The
monitoring of the postal service operation process, which has been fully developed
and largely computerized at transaction post offices, postal services, and post offices,
needs to be implemented by EMS Ha No broadcast. putting up suggestions for ways
to rationalize, gradually standardize, and implement across the entire network of EMS
Ha No the production and operation processes. 
Moreover, EMS Ha No must encourage the application of the Law on Sanctions for
Service Quality Violations for All Participants; Create guidelines for analysing the
causes of errors to develop a quality monitoring process.
 Improve the quality of human resources
EMS Hanoi must continue to support employee education and professional
development. The tellers' training in consulting, sales, and communication skills needs
special consideration... Create and implement programs for employee training and
development, notably for postal and mining personnel. In order to improve the
material and spiritual well-being of employees, EMS Hanoi must also support policies
that inspire and drive workers.
  Maintain your investment in machinery, technology, and network
development. 
To ensure that postal items arrive as quickly and safely as possible, it is essential to
keep upgrading the buildings and cutting-edge machinery for the production stages of
acceptance, exploitation, delivery, and transportation. In order to deploy postal
delivery by smartphone and provide Merchandise software to all clients, EMS Hanoi
will continue to invest in vital postal worker tools and information technology in the
future. 
Customers using the service can self-create and manage orders using this software. 
The creation of the network necessitates a methodical approach. In addition to
creating a network of post offices, EMS Hanoi should think about closing down any
inefficient or unattractive locations post offices 
 Improve customer service, handling of complaints, and compensation 
In order to assist consumers in using EMS Express services, EMS Ha No has
established a customer care switchboard system at 1900545433. A sizable Customer
Care Department was established under the "Call Centre." All customer parcels are
tracked by this department, which also gathers data and updates the status for the
customer. Create prestige and trust for your clients by giving exceptional, important,
and potential clients their own care plan and person in control. 
EMS Ha No needs to tighten the oversight of the resolution of complaints and
reimbursement in order to further enhance customer service. To track Claims
Investigation Management, order Incident Management on platforms like Packmen,
and create several software solutions, Ding Dong, etc. 
 Further solutions
In addition to the aforementioned solutions, EMS TP. Ho Chi Minh City also needs to
synchronously implement other solutions to enhance the quality of EMS courier
services, including: Encourage the use of the "5S" program (Screen, Sort, Clean, Care,
Ready) at transaction post offices; Encourage the development of a corporate culture
environment; Do well with the quality-related employee propaganda, etc.

2.6. Evaluation the enhancement of international express service at EMS

Vietnam company from 2019-2022

Achievements
Workers are kind, friendly, and well-groomed. In addition, they know how to listen to
customers' remarks and possess the expertise to respond to and advise customers
regarding service. 

The express delivery service of the Postal Courier Joint Stock Company has the
advantage of being a brand that is Service of Vietnam Post, was born early, has a large
network capacity, and at one time has dominated most of the domestic and
international CPN service market, as can be seen by studying the current status of
express delivery quality of the Postal Courier Joint Stock Company. 

The data for the nation indicates that 400 BCCP businesses are involved in offering
CPN services, with more than 90% of them having their headquarters in Hanoi and Ho
Chi Minh City. Nevertheless, fewer than 10% of them actually offer CPN services.
provincial. Only 30 businesses have been granted licenses to offer mail delivery
services in the entire nation as of the end of 2010. Of those 25, 25 businesses were
certified to do so, but 15 of them were not permitted to engage in the business. About
150 businesses offer international CPN services; however, they only manage the stage
of gathering output from domestic BCCP businesses, recycling it for export on
international CPN carriers, or purchasing loads from airlines to transfer directly to the
hubs of international CPN carriers in Singapore, Thailand, and China. 

The company's express delivery service business benefits from a broad network, post
offices situated near schools, hospitals, and harbours as well as in residential, cultural,
and social hubs. The staff is knowledgeable, adaptable, and has a strong sense of
tradition. There is also modern equipment, a strong distribution system, which makes
it convenient to provide services, strong technical facilities, convenient for providing
services, and means of transportation to meet demand in terms of quantity and quality.
Also, the unit has a sizable money source, which offers excellent conditions for
investments in network growth and activities assisting in production and business. The
corporation holds a significant percentage of the express delivery industry, enjoys
productive commercial partnerships with numerous domestic and international postal
organizations, and is highly trusted. Currently, there is a unit in charge of express
delivery service. Each unit only participates in and is accountable for one or more
phases of the mining process (from acceptance to delivery to customers). The
management of operations and services has been coordinated between the units. Being
able to organize management and business exploitation with initiative and flexibility,
and ensuring speed, quality, and efficiency, makes having a service management unit
a competitive advantage. 

Limitations and causes

First off, only the approved units are recorded in accordance with the present
accounting technique. In the meantime, the internal mechanism pushes the units to
grow income produced, so frequently, the units only concentrate on the receiving
stage or package items, neglecting the products in the mining stage, and fail to try to
fix issues on time. The corporation has computed the unit pricing of the intermediate
stage for the units based on the output, which gives the units psychological comfort.
Only worry about the quantity, not the quality. This results in a lack of accountability
for assuring service quality and delivery timelines, which harms the company's
reputation in general of EMS services. 

Same-day delivery (PTN), timed delivery (PHG), bid delivery, expedited delivery, etc.
are no longer offered because they can only be used to fill temporary demands. one of
these services into a ground-breaking "smash of steel" in order to increase sales goals
and set itself apart from the competition. Also, the introduction of the Vex press (VE)
service in 2007 as a result of a trial project involving a number of provincial post
offices has initially assisted in resolving the issue of growing revenue, being proactive
in offering services, and taking advantage of benefits. The amount of money brought
in exceeds the commission received for delivering EMS services. Many issues with
the service of Vietnam Post (internal rivalry for services in the same field in terms of
freight prices, sales mechanisms, customer care policy, etc.) have emerged and are
impeding the development of both services. The benefit of a joint stock company is
that the output in the inner-city areas is reduced, whereas the pressure of a joint stock
company is business efficiency, having to solve the problem of balancing costs
between output going to other areas. In an effort to increase revenue, post offices may
be willing to advise customers to use more VE services and only be forced to use
EMS services in areas where VE cannot provide; this benefit is opposite to that of a
joint stock company when the output in the inner-city areas is reduced. both urban and
rural locations.

It is challenging to organize successful business management because both serving

and conducting business depend on an unclear system. Since rates are not flexible and
are only slowly altered, some rates have been in place for a long period without being
changed, or the process of changing them is sluggish and laborious. It is clear that
some private BCCP firms have adopted and relatively quickly established the
centralized management and administration model of international Express Couriers
(CPNs) that is currently existing in Vietnam. This paradigm has the benefit of
allowing for cost-saving, centralized management and operation, rapid and easy
operation, The deployment of this model, however, necessitates the synchronization of
technology application infrastructure for services, and given the geographically
diverse conditions in our country, it must also be properly assessed and studied to be
suitable to certain places. Although accepting political duty to support Party and State
agencies, the use of the Postal Service's centralized management, administration, and
service providing paradigm for commercial services like EMS. Vietnam must also
consider how well the current technical and technological infrastructure can support
high efficiency.

Finally, marketing initiatives for express delivery services have not received the
necessary attention and have not been properly and simultaneously implemented.
Customers have not been sufficiently cared for, and the network's EMS services have
not left a positive impact on them. If market research has not been conducted
frequently, it is impossible to understand and predict market demand quickly. Many
clients do not now have direct access to the information they need concerning the
quick delivery services they must utilize; instead, they have only hazy ideas. In terms
of psychology and practicality, customers are not particularly drawn to the service. In
order to support the creation of new services, information gathered regarding client
wants has not been carefully analysed and synthesized. As a result, the new
salesperson can move on to the following sales processes at their convenience. The
basic problem of the existing direct sales team is to alter the customer's opinion of
postal services from a slow and passive image to a new dynamic, customer-oriented
one.

Fourth, in terms of technology: there are still issues with complaints, modifications,
delays, and a lack of a location network, making it challenging for the post office to
locate and educate customers. There are also several manual processes and machines.
The modern world lacks hooks. For the EMS postal locating system in Vietnam, there
were two software tools available when the company received the service handover:
For provinces and programmes, VNPT has equipped 1 EMS VDC programme. VPS
Corporation self-developed the TTS98. The asynchronous system makes it nearly
impossible to use the information system for EMS service exploitation; instead, the
entire stage of exploitation, selection, investigation, and complaint settlement must be
done manually, which causes a backlog of goods and delays in handling customer
complaints. In April 2006, the Company aggressively invested in developing a new
version of the programme capable of satisfying the criteria of the service based on the
combination of all the program's benefits in order to resolve the aforementioned
dilemma. two dated programmes. 

CHAPTER 3: Recommendations to enhance

quality of International Express Services of
VNPOST Vietnam Company until 2025

3.1. Business context in the future

 3.1.1. Business environment in the future

    3.1.1.1. Context of economic environment in Vietnam and the world

Global growth expectations are expected to continue to decrease in 2022, and the
actual picture for 2023 may be even more gloomy. With poor economic growth and
employment, rising inflation, energy and food insecurity, barriers to capital
accumulation, labour, and climate change, multiple issues are emerging. Most places
are seeing the soaring cost of living together with tightening financial conditions, and
the government's assistance policy options are becoming more limited. 

Unexpectedly, the global economy is in a deeper and more severe slump. Inflation
rates around the world are at an all-time high, rising from 4.7% in 2021 to 8.8% in
2022, and are predicted to decline to 6.5% in 2023 and 4.1% in 2024. The oil and gas
industry are making enormous, yet escalating, profits,
Energy costs are a major drag on income and output growth. Increased capital costs
affect investment activities. Inflation reduces people's consumption power, global
people's purchasing power decreases, leading to shrinking world production due to no
orders.

The United States, the European Union (EU), and China all suffered the largest
declines in growth worldwide, in contrast to economies in the Asia-Pacific and the
Middle East. The established economies are suffering from very high inflation, which,
in turn, spreads to emerging and developing economies (such as India and Saudi
Arabia).

Three supply chain transformation developments in particular will be noted in 2022: 

First, relocate the supply chain to nearby nations to lessen dependence or to prevent
risks from trade conflicts and economic sanctions. In order to disperse risks and
reduce production costs, low-rise, labour - intensive, and non-high-tech industries
including textile manufacture, low-value-added processing, and assembly are
frequently shifted to different nations; 

The second is to shift all or a portion of manufacturing of high-tech, strategic products

with high added value that are connected to technological secrets and national
security, particularly to developing economies. grew as the US, Japan, and EU; 

Finally, the change is related to reorganizing and rearranging the supply chain to
extend and diversify supply sources, the network of suppliers, and disperse risks;
Competition to join the supply chain is and will take place more fiercely, especially
among developing countries with similarities in market, human resource level, and
technology.

3.1.1.2. Context of the post office business environment in the future

Today's globalized climate puts a lot of strain on market-operating postal businesses

due to the ongoing shift of internal and external elements. International economic
integration is thought to be impossible without the expanding use of information
technology and telecommunications, as well as the unrestricted transfer of capital and
labour across nations. Tariff barriers are gradually being eliminated, and the
government's involvement in the postal industry is now limited to managing its
growth rather than maintaining a monopoly.

Australia Post has developed the "Postal of the future" program with the goal of being
one of the top postal organizations with an advanced and modernized network to meet
all consumer needs. This is a 600 million USD, 5-year program to restructure the
postal system. The "smart mail" program is a cost-effective way to process mail,
manage client data, and do direct marketing. 

Mail delivery is still regarded as the fundamental service by the majority of significant
operators in developed nations, the Americas, and Africa (more than 60%). Mail
services make up more than 30% of the service structure in Asia-Pacific and Arab
nations. Services for logistics and packages are more developed in developing
countries and the Americas with more than 20% market share, with Asian countries'
postal financial services being the fastest growing service group. accounting for 45%
of the postal service structure
Comparative to overseas businesses, postal organizations frequently lack experience
and cutting-edge technology, particularly in the area of management. Integration is
thus an unavoidable trend that will impact many elements of Vietnamese firms
operating in the postal sector in order to raise service quality and competitiveness in
the market. The market opening tendency will aid in the future postal market's
growth. 

Vietnam has created a plan to open the postal service market as part of its WTO
accession commitments, and as of November 1, 2012, enterprises with 100% foreign
ownership engaged in service activities will be able to operate there without
restriction. As a result, the level of competitiveness will increase.

3.1.2. General development orientation of the company

3.1.2.1. Development orientation of express delivery service of EMS Vietnam company

 
The postal business has recently grown to be one of the major sectors, contributing
significantly to the socioeconomic and technological development of the nation, and
requires a new focus in the coming stage. As a result, in 2021, the Ministry of
Information and Communications created the Postal Development Program to 2025
with orientation to 2030 and submitted it for approval to the Prime Minister. 

Deputy Prime Minister Vu Duc Dam approved the "Postal development strategy up to
2025 and orientation to 2030" on May 30, 2022, and it became effective on that date.
Previously, in 2001, the Prime Minister released the Post and Telecommunications
Development Strategy (BCVT) to 2010 and orientation to 2020, which connected the
development of the postal sector with the telecommunications sector.

The postal sector has, in the opinion of the postal department, exceeded the goals
established after 20 years of implementing the development strategy of postal
services. The adoption of the Postal Law 2010 is one of the major accomplishments
for the years 2010 to 2020. Postal services have been provided since the adoption of
the "Postal development strategy to 2025 and direction to 2030," which is a separate
development strategy. The head of the postal department stressed that "this reflects the
Prime Minister's admiration for the significance and relevance of our field in socio-
economic growth in the coming period." 

The Department of Post reports that this plan outlines important objectives and
directions to support the growth of the postal sector in the new era and maximize
accomplishments of the trade union to create favourable conditions and opportunities
to develop the postal sector into an essential infrastructure of the country and of the
digital economy, especially for e-commerce; ensure material flow in addition to data
flow; contributing to promoting the development of a digital government, a digital
society, contributing to the realization of the goal of forming a digital Vietnam by
2030.
The new strategy, according to the Postal Department, is the direction the postal
business should adopt and implement with an eye toward the next ten years. The
strategy was painstakingly developed with the involvement of relevant state
management agencies, organizations, and businesses, and it outlines a lofty ambition
for the postal sector to develop into a significant industry, serving as a vital pillar of
the digital economy with a focus on high postal service growth by 2030. 

The strategy that fuels the postal industry's lofty goals is specifically: Strong postal
growth, postal conversion to e-commerce and logistics, placement of agricultural
production households on the e-commerce market, and promotion of the agricultural
digital economy and rural areas; building and exploiting digital address platform; the
essential role of the postal service in emergency situations.

3.2. Objectives and directions to improve the international express delivery

service of EMS Vietnam company
 

3.2.1. The goal of perfecting international express delivery service

3.2.1.2. The goal of completing international express delivery services in the long term

Future business plans for Post and Telecommunications Joint Stock

Corporation 

Post & Post Courier Joint Stock Company has established a solid reputation as a
reliable service provider in Vietnam thanks to its many years of expertise and
accomplishments in delivering express delivery services in the Vietnamese market.
Vietnam. Post and Telecommunications Express Joint Stock Company strategically
aligns its activities in the upcoming term on the basis of developing invested resources
and network infrastructure as well as expanding opportunities in order to continue to
develop successfully in the new period. Work together with all partners to share
opportunities and be successful in offering the highest-quality express delivery
services in Vietnam.

Building infrastructure: 

Growing Vietnam Express delivery services in particular and post in general are as
advanced as those in the region's most developed nations. accelerate the development
of an express delivery network with a practical design, extensive nationwide service,
and user-friendly features. using cutting-edge informatics and telecommunications
technologies to the development, exploitation, and management phases of service.
increasing the transportation system's capacity by using specialized modes of
transportation, such as specialist airplanes with high levels of agility, to satisfy the
need for on-time, secure delivery of all sorts of services. The system of service points,
which includes post offices, agents, commune cultural post offices, and others, has
seen extensive development, providing a variety of services with an emphasis on the
creation of express delivery services with particular goals. 

As follows: Reaching 14,000–15,000 points in 2010, with a population density of

fewer than 7,000 per service point and an average service radius of less than 2.6–2.7
km. In 2020, the serving population per service point is fewer than 6,000, and the
average service radius is less than 2.5 km.

Increase service area, raise service standards, and make traditional postal services
more accessible to more people. Develop new profitable postal services such EMS
express delivery, consignment mail, Datapost, financial services, forwarding, and
logistics vigorously. in order to boost revenue and profit, competitiveness, and service
quality. 

Service expansion 

On the basis of a cutting-edge and contemporary national information network

architecture, quickly develop, diversify, and exploit postal services in order to satisfy
information needs at competitive prices. servicing the demands of the public for
information and sentiment interchange, as well as the causes of national security and
defence, industrialisation, and modernization of the nation.

Maintain traditional service development while also implementing market-oriented

services, modifying service organization, and creating a diversified service system. To
have the right investment forms, implement service segmentation and identify
business benefits. willing to consider working with commercial services. Only the
most basic services are maintained by the state. The service structure should be
adjusted in the following manner: Considering postal services as the topic, financial
services and using stamps as a prop, and value-added services like cashiers, payment,
good distribution, and warehouses as an additional portion. Pay close attention to
creating services and varying your sources of income. Promote agents and service
points aggressively in the terminal service to bolster and broaden the service business
network. actively create a plan to minimize losses, quickly offset losses, and aim to be
profitable, no later than 2013. 

Measures to increase labour productivity and reduce service costs must coexist with
efforts to develop and improve service quality. The fee structure should be adjusted to
reflect the growth of express delivery services. Remove the cross-subsidy mechanism
through fees; service fees must actually be incorporated into prices. If the service price
is still too high, it must continue to be reduced until it is sufficient to pay the cost. Aim
towards cheaper or comparable freight prices compared to other nations in the region
for postal services generally and express delivery in particular. 

Market expansion 

Increasing market expansion, putting all of the nation's resources to use for
development, working effectively with other countries, continuing to eradicate
monopolistic enterprise zones, and aggressively transitioning to a competitive market.
The postal sector's management must keep up with the rate of development,
implement and successfully operate the market mechanism under State control in
accordance with the socialist orientation, and provide advantageous conditions for all
postal sector participants. The economic sector engages in activities related to express
delivery services.

To stimulate participation from different economic sectors, to open up the delivery

market, to converge and enhance the role of state management. 

putting an emphasis on expanding the target market of business clients, steadily

bolstering the company's position, and creating a powerful brand. 

To expand market share and profit from mail delivery services in the future, the mail
delivery market should be opened up to competition, encouraged to invest in a
network of modern equipment and technology, and focused on high-quality services.

All economic sectors can participate in operations related to express delivery services
by removing obstacles and creating favourable conditions. As a result, the market for
express delivery services will keep growing and expanding. According to estimates,
by 2010, new companies would account for 40% to 50% of the market share of
services in developed markets. 

Step-by-step, in accordance with the international integration strategy, implement

market liberalization. actively utilizing the native market while also attempting to
operate on the global market. actively integrate both multilaterally and bilaterally into
the global economy as per the agreed-upon timeline. 

In order to have proper development policies, the domestic market must be

restructured in both urban and rural areas, free of mountains, deep-lying areas, and
isolated locations. Concentrate on properly serving the rural market through expansion
and exploitation using fair and competitive prices. The service gap between urban and
rural communities is still very wide and is only gradually closing.

Advertising rates 

Create a fair service charge strategy that promotes economic and social development
for each market region and customer type, balances domestic and international service
charges based on cost, and adjusts charges for services that are still too low over time
by gradually raising them and gradually lowering highly competitive charges until
charges are at the level of the region and the world. 

Developing differentiated pricing based on consumers, market regions, encouraging

market research cantered on significant market areas, big customers, and critical
services with a high revenue share. develop new services quickly and at a high rate of
growth. 

Increase the effectiveness of promotional efforts based on market conditions, linkages

between supply and demand, customers, and rivals. enhancing customer service and
care, creating standards for customer service, implementing service style training
programs for employees who regularly interact with customers.

3.2.2. Orientation to improve international express delivery service

It is essential to have efficient solutions to attain high speed since EMS courier service
must compete fiercely with domestic and international express delivery firms,
particularly multinational express organisations. 15% annual average growth rate,
specifically: constructing an express delivery network that is user-friendly, has a
sensible layout, a large service area, and uses cutting-edge science and technology for
management, exploitation, and service development. Continue to develop and update
local mining hubs. increase the number of means of transportation available, and
develop and use new, more advanced forms of transportation.

- From today till 2015 

Continue to broaden the EMS supply's use by expanding the service options available
to customers at various levels, such as express EMS services and timers, to locations
near the urban centres of provinces and cities. Through the existing distribution
network of post offices, multi-service agents, city, district, and town have developed
economic life in 63 Post Offices of provinces and cities. 

+ Strengthening relationships with post offices of provinces and cities in order to

create close links in the process of developing business of express delivery services. 

+ By speeding up the entire process and modifying the freight costs to fit each market
group, EMS services can be made better. A customized advertising programme is
required for each provincial/city post office, strengthening customer care, and quickly
resolving complaints.

+ Invest in developing a unified system of tracking and locating EMS parcels

domestically and internationally to quickly obtain the information needed to address
customer complaints. 

+ Rebuild mail routes to suit the development of the service, moving forward to form
separate mail routes for express delivery services.

+ In order to improve delivery-related collaboration with international organizations,

take part in their action programs, such as the UPU's and the Regional Postal Union's.
In an effort to assist with technological advancements, multinational postal
organizations' people resources will be trained to create technology for Vietnam's
EMS express service. 

- The years 2015 through 2020. 

+ Deploying a number of new delivery-related services, such as: online sales, product
distribution through agent channels, logistics services. 
+ Automating the stages of sorting and selecting and utilizing EMS courier services,
aiming to have 2 automatic picking centres in Hanoi and Ho Chi Minh City.

+ Actively collaborate and bargain with international express delivery firms and postal
services from other nations to provide new services, particularly e-commerce services.
EMS service linkage cooperation should be improved on a bilateral basis, especially
for ASEAN nations. Increase the exposure and promotion of the Vietnam Postal
Service's reputation among postal administrations in other nations and partners, and
the Vietnam EMS service in particular.

The Post and Postal Courier Joint Stock Corporation has defined a number of strategic
goals in order to increase service quality and satisfy customers' growing demands: 

- Post and Postal Courier Joint Stock Company achieves a high growth rate by 2015,
actively integrating and developing, and maintaining its dominant position in the
market for providing postal and telecommunications services in the service area. 6%
or more annual revenue increase that is sustainable. 

- In order to increase competitiveness, concentrating on expanding the target market

of corporate clients, steadily solidifying the company's position, and generating a
powerful and prestigious brand name. 

Improve the quality of the entire delivery-delivery process by diversifying services,

raising the standard of customer care, and meeting the requirements and wishes of
consumers to the fullest extent possible by building and applying practically the EMS
parcel management and locating informatics programs.

Expansion of the unit's operations, ongoing consolidation, and development of the

postal network in the direction of multi-services. The key to management innovation
is maximizing corporate productivity and growth. The ability to track EMS packages
online makes it easier for the company's staff and users of the service to follow a
package from reception through delivery.

- Train and retrain staff in all areas so they can carry out tasks in the new environment
with the highest efficiency and to meet the operational needs of the postal service in
the new period; reasonable reorganization of the labour force, based on professional
training, dismissing unqualified workers... and this approach has promoted its
effectiveness, making a significant contribution to improving service quality. EMS. 

- Make synchronized equipment investments in order to mechanize, automate, and

computerize post- and telecommunications services. 

Regular upkeep, roominess, modernizing the facilities, and a network of existing post
offices to draw clients. 

- Aim to establish at least 7 to 10 new services or value-added services by 2012, as

well as an 80–85% increase in the output of postal and telecommunications services.
3.3. Solutions to enhance international express services at EMS Vietnam
company 
 

3.3.1. Improve and upgrade management information system and technology

application

The administration of the Postal Service and Joint Stock Corporation is constantly
focused on the task of enhancing the calibre of EMS services. The Postal Service and
Joint Stock Corporation must work more in the future to guarantee and enhance the
quality of EMS in order to be able to stand solidly in the market and earn the trust of
customers. The Post and Mail Service Joint Stock Corporation must focus more on
quality management and identify the best methods for doing so in order to achieve
this. The solutions must be appropriate for the Joint Stock Company's current
circumstances, and the Postal Courier must also get over the obstacles and constraints
that have been impeding efforts to raise the standard of EMS. To raise the standard of
postal services provided by the Post and Courier Joint Stock Corporation taking into
account both the advantages and the current difficulties.

3.3.2. Technology-based remedies 

The Postal Service Joint Stock Company must take the following steps in order to
improve the quality of postal services in the future: 

First, implement the following changes to the production stages: 

- At the transaction stage: It is important to standardize the tellers' team, pay attention
to resolving and hearing all client complaints on the calibre of postal services, and
improve control from the outset. acceptance of postage. 

- Nowadays, manual labour is used mostly in the mining stage, which is unsuitable
given the fierce competition. Hence, automating the exploitation stage and outfitting
the machines with opening capabilities are important to increase speed and close
packages, divide and select mail and parcels by automatic closed lines.

- When it comes to transportation, you should concentrate on routes that will allow
EMS, Express, fast money transfers, postal savings, and new postal services to serve a
wider area. Sort and re-thread mail routes to reflect current circumstances. Tight
collaboration between phases is necessary to comprehend the schedule and details of
the transportation process and to have a backup plan in case of unforeseen issues. 

- At the delivery stage: To ensure quick, safe, and correct delivery to the recipient's
address, special attention is given to services that require quick delivery, such as EMS,
Express, and quick money transfers. Standardize the press mail box for postmen,
reduce the impact of weather and wind and other external elements that lead to press
correspondence being lost, damp, or crumpled, and provide responsible and diligent
address services that are difficult to broadcast.

- At the controller stage (KSV), where regular checks are made to avert mistakes and
deviations from the production process. Thus, it is necessary to standardize the other
members of this team as well (college or intermediate level, computer skills, foreign
languages, and honesty). To basically avoid the problem of over-control, they must
also establish a strict incentive and punishment system for them. To monitor and
oversee the teller's transactions and activity, staff should be arranged in shifts.

- In the post offices, improvements must be made to make them more roomy,
hygienic, civilized, and bright so that both visitors and staff may work in a convenient
environment. The post office needs to be adorned suitably for occasions like
Valentine's Day, Tet, and Christmas. 

Next, update postal technology by doing the following steps: 

- It is advised that transaction post offices be outfitted with equipment for controllers
and tellers, such as terminal computer systems. This system contains a GDV terminal,
a data processing terminal, a printer to produce replacement stamps, software to locate
postal items, and an electronic scale that inputs data directly into a computer (postage
items). courier, package, package. 

- The EMS operating process will benefit from the integration of an EMS location
tracking information system.

- A computer network links all of the EMS service points in the process together. a
central database that tracks every step of the service cycle, from accepting through
using, moving, and delivering packages.

The computer program is used to support the processing of the data that goes with
EMS packages. Using specialized equipment, such as a barcode printer and mobile-
fixed barcode reader, will streamline work steps, improve accuracy, decrease postage-
misdirected products, and shorten data entry times. 

But, it's important to link the two informations processing and consignment handling
processes in order to check for misdirected, redundant, or missing packages. Doing so
will help to increase the quality of the exploitation step. 

- At Post and Postal Courier Joint Stock Corporation, postal operations are currently
dependent mostly on human labour, although according to VNPT, the cost of labour
accounts for around 60% to 85% of total costs.

-The CFC sorter - flip - destroy stamp, ventilation system, vacuum cleaner, label
printer, small parcel sorting system, automatic packaging machine, automatic
conveyor belt, mail sorting system - automatic parcels, trolleys, trolleys, trolleys...
should all be installed and tested at this point in order to expedite the completion of
the postal door.
Third, encourage the use of information technology in business and production: 

To ensure data exploitation for management, it is essential to upgrade the unit's

computer network. As a result, the database for postal services like fast money
transfer, vex press, EMS, wire transfer, etc. money transfer letters, flowers, etc. has
been unified across the network and has sufficient resources for operating, utilizing,
managing, and caring for customers. Postal LANs and WANs must be constructed or
updated to level 3 post offices in order to connect data across affiliated units. Level 3
post offices are outfitted with Postal soft software to monitor output, quality of postal
services, mail network, manage customers, and move to EMS positioning. The reports
are swift because of that, and the information will be established and exchanged
instantly on the network. Leaders can monitor production and business activities in a
close and timely manner, assess the situation in a clear and honest, quick and timely
manner.

The best course of action is to create an electronic tracking system and print barcoded
EMS labels. Computerization not only makes it easy to check on the delivery status of
packages rapidly, but also offers a perfect way to assess service quality. It is possible
to identify any issues that arise in the domestic and international EMS transport
networks through the analysis of the data stored in the tracking and positioning
program, particularly when the domestic network is connected to other countries
either directly or through an electronic mailbox.

It is currently common practice to track and locate postal products using computer
systems. Companies like DHL and FedEx have increased their use of computers and
other cutting-edge technologies to trace packages. Equipping a computerized tracking
and location system based on the identification of EMS items by recognized UPU
barcodes is a legitimate goal. 

- Customers profit greatly from computerization since it makes the process of

receiving services easy, quick, accurate, and convenient. 

- Informatics assists units in swiftly, precisely, and comfortably utilizing services.

Effectively and swiftly gather and process customer feedback. Improve the
leadership's capacity to oversee and run the organization, and boost labour
productivity to promptly resolve complaints and shorten the traders' transaction times.
system for comprehensive reporting. Post and Postal Courier Joint Stock Company
and the postal enterprises of VNPT were compelled to innovate their operations in
order to survive the market's tough competition. The Business focuses on network
developing, consolidating, and further enhancing the quality of EMS services in order
to increase competitiveness. This ensures that the parcels are delivered on time,
exactly as promised, and safely to the receiver. It is crucial that the customer receives
high-quality service at the most affordable price. In order to do this, the Firm must
reduce expenses and create the most logical production system that would maximize
efficiency and service quality while minimizing costs. Spending less does not mean
reducing service quality, but the Company has to conduct cost reviews at all stages
and stages in the service chain, in order to find out which costs are overlapping.,
unreasonable will be reduced, especially costs in the process of inter-provincial and
international transportation. Also, to reduce the target period for service lifetime, the
company continuously enhances the operational process of transportation, particularly
first-class mail transportation (inter-provincial transport) and international airfreight.
Increased investment in equipment renewal in the direction of computerization and
modernization, with a heavy emphasis on the application of information technology to
the administration, business, and exploitation of postal services, is one of the other
solutions.

3.3.3. Enhancing service quality through the development of human resources 

Investing in people is essential since they are one of the key elements that influence
the quality of the services provided and the reputation of the company. When new,
cutting-edge machinery and equipment are invested in the specific circumstances of
the Post and Mail Service Joint Stock Corporation, the function of people increases in
importance and demonstrates a more decisive nature. 

The following actions need to be taken by the Company in order to help improve
service quality: 

- Human resources training and promotion of business awareness among personnel 

- Align human resources in a reasonable, scientific manner with adequate

compensation.

The company's employees' professional backgrounds, present business and production

methods, and urgently needed training and retraining for staff in order to grow human
resources. and successfully carry out the company's business development objectives. 

Customers have more and more options in an atmosphere of intense competition, thus
Postal Courier Joint Stock Company staff must be qualified to be able to effectively
meet their needs. customers, which helps the market become more competitive. 

New criteria for an employee's suitability for the position are imposed by the Postal
Courier Joint Stock Company's process of renewal and modernisation. Thus, a training
procedure is required to supplement new abilities and knowledge in the disciplines of
science, technology, foreign languages, and expertise. For the above reasons, training
and retraining is one of the indispensable measures in human resource development of
the Company in the following years.

People are one of the important competitive advantages for businesses, service quality
depends much on them. Therefore, in addition to training, the company needs to take
measures to maximize the power of the human factor in production. Specifically:

Firstly, propagating and educating employees on business sense

This work needs to be done for all employees, it is necessary to make them clear the
importance of service quality, the role of customers, and the consequences of not
following their regulations. cause. Especially for those who work at stages that
directly deal with customers such as: tellers, postal workers, marketing staff, the
consulting department to answer questions and complaints with customers, they need
to show them the Requirements set out in communication with customers:

- Always have a warm, considerate and attentive attitude towards customers to entice
customers to use our services.

- Always listen to the comments of customers, especially the comments about the
weak aspects of the service. Implement the motto "customer is king" and must
understand that customers are the future of your business, customers are the ones who
pay your salary. Must wholeheartedly advise customers, well implement the motto
"please benefit customers".

It is essential to have a suitable reward system to motivate the tellers and postmen to
fully utilize consumer information and send it to the company as quickly as possible
so that it may develop timely strategies. Sanctions are also in place for people or
organizations who disregard the service quality plan or breach it. 

launching imitation campaigns, such as competitions for tellers, good operators, and
good managers on industry-specific days and major holidays to encourage staff to
actively cultivate knowledge and expand understanding, gain more experience, and be
resolute in their efforts to carry out the plan, in order to create a pool of workers with
strong political traits, high technical and professional qualifications, mastery of new
science and technology, and promoting good tradition The system of the industry and
the nation is strong enough for successful integration and development. 

Second, training in human resources 

All disciplines need to undergo advanced instruction. Different requirements for

various certifications will have distinct classes in a situation where each sort of labour
has a variety of activities and functions. 

To promote professional knowledge among staff members, such as tellers, drivers, and
those in charge of resolving complaints, so that they are aware of the guidelines for
avoiding service exploitation. Additionally, they must be educated on psychological
research, communication, and situational handling. They must also receive training in
business sense, style, and a polite demeanour when serving clients. They can present,
counsel, and encourage clients to use the products and services the unit offers by using
their knowledge of those products and services to understand those needs. 

Controllers have a crucial role in improving service quality, so it is necessary to

strengthen and promote the capacity of this team at production facilities, ensuring
regular, timely and complete control. at every stage of the production process,
attaching the quality of the controller to the service quality of the teller and postman.

For managers: The majority of the post-share management team still consists of the
same individuals from when the companies were still state-owned. Therefore, it is
essential to provide them with more training in management, law, and market
economy so that they can quickly adapt to the new environment of state-owned
enterprises. In particular, it is essential to improve their knowledge of the
opportunities and challenges of integration, particularly techniques for handling issues
that will arise during and after equitization. 

The Firm may utilize the following as one of its training methods: 

First: Ways of off-the-job training and on-the-job training This type of targeted
training takes place in a short amount of time, with the training approach mostly
consisting of lectures relating to communication, business, and other skills and health
issues. techniques and solve problems arising in the actual work of management,
administration, direct production and business.

This approach has the benefit of providing concentrated information that is

appropriate to the circumstances and features of the Company, which has a significant
number of people that require training. The effects of the training are heavily reliant
on the calibre of the training facility, so this method has the drawback of being costly
in terms of both time and money. As a result, this approach should be used when
educating subjects whose specific knowledge needs to be improved quickly. This
training strategy is used with managers and leaders of all levels. In order to foster and
enhance their professional capacity, officials and employees who are directly involved
in production and business across all industries need to undergo training and
retraining. 

Second: Workplace training strategies training

On-the-job training methods include two basic methods: job rotation and on-the-job
tutoring. Specifically:

- Work rotation method: This involves switching employees' jobs frequently in order
to give them a wider range of experience, deeper understanding, and more favourable
working conditions. beneficial for them to accept positions in more senior roles.
Leaders and managers at all levels of the company are the major subjects using this
methodology. The degree of management that needs to be trained and the magnitude
of the administrative task that the trained individual will execute should determine
how often personnel are rotated between departments, departments within the same
unit, and across units. carry out next administrative tasks. The Firm must use the
findings of staff capability assessments and staff planning to decide the number and
topics of training according to this strategy to develop and implement job rotation
training programs for employees. in accordance with the requirements, schedule, and
use of staff.

- Workplace mentoring: This traditional and well-liked kind of training teaches

students how to do the job correctly while they work under the supervision of
colleagues. Four fundamental steps make up the workplace training process: observe,
memorize, learn, and follow. 
This approach offers the benefits of being straightforward, simple to use, able to
involve many participants at once, cost-effective, and lasting for some time. Students
can learn and practice on the job and can experience the training benefits right away
without needing a separate classroom or a professional teaching staff. This approach
does, however, have certain drawbacks because instructors frequently lack
pedagogical skills. On the other hand, students and instructors without close
cooperation will lead to poor training efficiency. Subjects of application are mainly
employees who are directly engaged in production and business in the Company.

The Company must have a suitable material policy and a spiritual encouraging policy
for the teachers in order to successfully implement this type of training. Also, the
instructors must be eager and capable of sharing their expertise and knowledge with
the trainees. learner. 

Third: Long-term concentrated training approach at colleges or specialized training

facilities 

Based on the needs of management, production, and business, the company can send
officials and employees, or encourage them to engage in training programs, in order to
enhance the proportion of university and graduate staff: form: Concentrated study, on-
the-job training, study at universities or specialized training facilities during or after
business hours. Due to the high cost of this procedure, one practitioner's fees are
frequently large. However, this method has many advantages, not only meeting the
immediate personnel requirements but also meeting the long-term production and
business development requirements of the Company. 

The leaders and managers at all levels who need to be trained to change their degrees
or raise their educational levels are the major subjects of this training methodology. 

The Company can think about and apply a variety of training strategies in addition to
the three primary ones described above to enhance the professional abilities of
managers at all levels, officials, and staff members who are directly involved in
production and business. training is provided by international partners. After receiving
training, it is important to evaluate the training's success to see if the trainees
outperform untrained individuals. 

The effective execution of the aforementioned recommendations, training, and

retraining programs will improve personnel qualifications within the Company,
increase production and business efficiency, and increase the competitiveness of
enterprises. 

Finally, set up suitable personnel arrangements and have sufficient compensation. 

Provide favourable conditions for the growth of the company's human resources by
arranging and arranging individuals in accordance with capacity and forte. 

A fair job arrangement will foster the conditions necessary to fully utilize workers'
strengths, increase labour productivity, maintain, and guarantee that the labour
requirements resulting from the development process are met. achieving the
Company's commercial and modernization objectives, which is a significant
contribution to their success. 

The Company must use rewards and incentives to encourage both the group and the
individual in addition to enhancing professional qualifications and staffing in
accordance with employee strengths. The most significant influencer is the
implementation of salaries, incentives for material benefits and opportunities for
career advancement.

Also, it's important to pay attention to alternative types of compensation, such as year-
end summaries that recognize individuals who have made contributions to quality
improvement or innovation projects. services, hold yearly talent competitions to
encourage and inspire staff members to reach high standards. 

In order to draw in the labour force, particularly those with high qualifications,
compensation standards should be developed that are appropriate to the characteristics
of each job and each region. In order to reduce violations and enhance the sense of
accountability for enhancing service quality, it is also essential to apply administrative
punishments for employees who disobey rules and procedures to the fullest extent
possible. 

Taking care of the needs of the employees, keeping an eye on it, and making
necessary adjustments to the implementation of the income distribution mechanism to
make it truly an economic lever to encourage talent, encourage employees to devote
themselves wholeheartedly. with work. In addition, there are policies to encourage and
encourage both morale, such as organizing visits and nursing vacations for staff.

To ensure that they are fully equipped and provided with the necessary means,
equipment and supplies for their employees, creating favourable and safe conditions
for them to work with peace of mind.

The propaganda and education of business consciousness for officials and employees
aims to eliminate the business and service style of the old thinking and business
philosophy, and raise the consciousness of all employees. about customer service and
care in order to meet the requirements of the job and the requirements of customers,
contributing to limiting the factors that cause quality violations.

Training and retraining in order to improve the professional capacity of employees is

the only way to create better new qualities and skills for employees in the Company. 

Thanks to these new qualities and skills, the Company can effectively implement
production and business development programs and plans in the long and short term,
and can adapt well to the fluctuations of the market. business environment in the
market economy.

Training contributes to enhancing the stability of postal production and business

activities. Because after being trained, employees will be a source of additional and
replacement staff in a timely and effective manner when there is a shortage of key
staff, ensuring stable production and business activities.

It will help to create conditions for employees to promote their abilities and forte,
motivating them to work hard to achieve their given responsibilities, if suitable
personnel arrangements and a satisfactory compensation regime are made. warmly,
encouraging workers' creative input in manufacturing tasks, helping to elevate the
calibre of the finished product. Also, a strong incentive and compensation structure
will draw in and keep a strong workforce for the unit.

3.3.4. Propose flexible solutions according to market changes

Advertising strategies 
Understanding and meeting client needs while utilizing marketing strategies to get a
competitive edge in the market is the secret to Post and Telecommunications Express
Joint Stock Company's success in raising the quality of EMS. school. Marketing
activities are directly tied to quality issues, the substance of increasing the focus
orientation of activities, the function of research, market research, needs identification,
target market selection. Analysing the relationship between consumers using EMS
services and the Postal Courier Joint Stock Company is what the impact on customers
actually does. 

The primary method of conducting marketing research for a business with few
employees, little technological resources, and few operations in a wide geographic
area is the Post and Courier Joint Stock Company is to rely on communication
activities at the edge link to capture the needs of consumers. Accompanied by
activities of observation, preliminary research, exploration of characteristics and
consumption habits of target customer groups.

When a company has sufficient potential, it may pay firms to carry out external
market research or establish a market research division. To accomplish this, the
business must first create a separate marketing department that does not collaborate
with the sales department. 

Based on the particular circumstance, the firm's commercial and strategic goals, and
its resources, it must be carefully evaluated whether to hire an outside organization to
perform marketing research or assign it to the marketing department of the company.
available in order for the study to have a very efficient conduct plan. To prevent
wasting resources, the extent, scope, and type of the research must also be determined.
Generally speaking, it is advisable to delegate marketing research to the company's
marketing department because this is both cost-effective and long-term.

For effective marketing activities, the Postal Service Joint Stock Company needs to:

Create a department dedicated to market size analysis, measurement, and forecasting

first. 
Market size analysis, measurement, and forecasting are crucial components of
marketing. It aids in the precise analysis, planning, and forecasting of service demand.
The steps below are included in market research: 

Develop and analyse the market data system as the first step. This is a generic
database that contains data on the Corporation's internal components as well as
variables in the external environment, such as the population, societal and economic
conditions, and governmental regulations. 

Step 2: Conduct analysis and identify potential market areas, exploited market areas,
untapped market regions, and evaluate the extent of each market area on the basis of
the general information that has been built.

To establish marketing strategies and plans for each market group, conduct survey
programs, look into customer expectations and the market demand for EMS services. 

The Postal Courier Joint Stock Corporation must swiftly establish a market research
section to assist other departments in carrying out the aforementioned tasks. The
following four major divisions may be included in the market research department: 

- The department of research and analysis is in charge of creating investigation plans

and programs, gathering market data, analysing and reporting, and formulating
recommendations and solutions based on the findings of the research and analysis. 

- Helpdesk: This division is in charge of gathering outside data, designing surveys,

coding, and processing data while also offering technical help and developing the
system. Common marketing research database department.

- The department responsible for sales management and research frequently monitors,
inputs, and processes data on sales volume and gathers information for the department
responsible for research and forecasting. 

- Forecasting department: this department is skilled in processing data from other

departments, predicting market growth, and examining and predicting the impact of
factors on the state of the market school. 

Create a marketing strategy and plan next. 

Marketing plans are developed and put into action based on business development
objectives and plans, as well as the market and external elements like competition and
state management issues. Each company develops its own suitable marketing strategy
based on the traits of the firm itself, the rivals, and the state management policies. 

The advertising approach that the Postal Service Joint Stock Company needs to
choose now is to become the leader in the express delivery service market, providing
the best service and always satisfying customer needs.
In order to implement the strategy of the Post and Postal Service Joint Stock
Company, it is necessary to apply measures to maximize the potential of the market
and expand the market size.

- Market-expansion strategy: To grow the number of people utilizing EMS services, it

is required to generate consumer desire, utilize propaganda and advertising tactics to
inform the public of the advantages and disadvantages. when using EMS services,
consumption. Customers' purchasing power will be increased by actions to alter
prices, payment practices that support customers' freedom of choice, and
improvements in service consumption. Additionally, JSC Postal Services needs to put
more effort into signing long-term express delivery service contracts in order to
capitalize on technology that has been transferred from other foreign post and
telecommunications companies and couriers in order to expand its market share and
develop services and business activities contractual agreements. work with partners.

- Strategies to increase customer usage: by pricing policies, preferential payment

policies, encouraging customers to use more. exploiting new features of the service to
increase the number of times the customer uses the service.

- Service market share expansion strategy: To expand the EMS service market share,
three ways can be used:

- Growing transaction points, concentrating on growing domestic and international

agents, to increase the current EMS service market. In order to increase international
EMS services and the economy, Post and Postal Courier Joint Stock Company must
not only sign business cooperation agreements with post and telecommunications
companies and international delivery, but also actively promote and concentrate on
expanding market share abroad. 

- Try to offer clients the advantages that rivals' products and services offer while
looking for ways to satisfy them in order to draw them away from other competitors.
higher. 

- Increase market share among current clients by consistently assuring high levels of
client satisfaction with services and cultivating positive client relationships.

3.3.5. Completing regulations on evaluation and effective control of

international express delivery services.

Advanced quality management organization solutions

The bold application of TQM to CPN service quality management at the Company is a
fairly new job, so it should be done through a process. Specifically, the process of
applying TQM to CPN service quality management at the Company needs to perform
the following work steps:

Training program on TQM

To apply TQM to CPN service quality management, the first thing to do is to train
with the aim of making everyone in the organization knowledgeable about quality and
the nature of synchronous quality. Training can be done in two steps: General training
for everyone in the Company and specialized training for each level from top
management to workers.

- During the joint training, all members are equipped with general knowledge about
TQM including: basic TQM philosophies, quality terminology, and brief tools for
quality control.

- In specialized training, different levels will be trained in different skills and have
different forms of training. Specifically, the training program for the following
subjects:

Training for business executives: The ideal method for executives is to provide
seminars where students and instructors may share ideas. A brief report or a regular
report can be used to convey it. Understanding the value and cost of quality, defining
a quality policy and its goals, building a quality organization, and creating an
environment where uniform quality will grow are all topics covered in the training
materials for leaders. 

Training intermediate employees (including team leaders and leaders of functional

departments): The personnel in charge of the unit's quality will come from the
professional management division of the associated units. This group will receive
training in methods for creating quality teams and methods for creating quality
assessments checklists, and ways to help colleagues in the design and operation of
management systems. quality within their capabilities, enabling them to perform their
duties well and communicate effectively with other parts of the organization. The best
training method for this group is to invite a qualified expert in quality management as
a consultant on the quality system and guide the conduct of on-site training through
the actual activities of the unit.

Training for Quality Team Leaders: Participants in this session occupy critical roles in
maintaining the effectiveness of quality teams. Together with providing them with a
general understanding of quality, it's important to train them on the processes used by
quality teams and other subjects that need to be covered in employee training. 

Employee education: As this group is responsible for production, it's crucial to raise
their awareness of TQM and quality. The training program for staff members covers
customer service knowledge, quality practices pertinent to their immediate work, and
problem-solving abilities. All unit employees' perceptions of quality must be changed
for the better through training, and quality improvement must be maintained.

Understanding and dedication to excellence 

It is vital to organize a commitment to quality implementation with all of the

company's employees after they are fully informed of the significance of quality and
quality improvement. This step involves identifying each person's role in management
and quality enhancement. Since quality is the ultimate goal of production for all
employees in the unit, each member must establish for themselves a specific goal that
is aligned with the company's overall quality goal. Each member must also clearly
describe their position in the service delivery process. 

In particular: 

- Leaders must demonstrate their managerial responsibilities, establish sound policies,

provide training, support implementation, and, while doing so, listen to their
subordinates' comments in order to spur new ideas. distinctive and efficient working
method. 

- For heads of departments, specialists, groups, and teams: It is important to build

management strategies on the directives of superiors in order to ensure quality control,
identify root causes, and implement quick fixes.

- For those who are directly involved in manufacturing, it is essential that they commit
to upholding the proper quality standards and working together with subordinates and
superiors to produce goods of the greatest calibre. satisfy consumer demands and
enhance the reputation of the company. 

In addition to administrative steps, it is required to conduct actions to persuade all

organization members in order to establish the implementation of this commitment. 

Create top-notch teams 

Each department within the company will have its own quality targets in addition to
the company's overarching quality policy and objectives. These goals must be
consistent with the overarching goal and measurable at the executive level, which
means that: 

What needs to be done?

Work for how long?

Level to reach?

From there: Each team needs to establish a quality group. The content of this group's
activities is to study and improve the quality implementation process in their group, to
work closely with other groups to exchange knowledge and experience in managing
and handling service quality.

Building a system of continuous quality improvement

Continuous quality improvement is one of the important contents of TQM and also the
goal of almost any organization. Quality improvement is the main objective of the
quality teams.

Quality improvement can be accomplished by the following steps:

- Identify quality problems that need improvement. This is finding the causes of
service insecurity and analysis causes for prompt remedial action.

- Build quality management process: The quality improvement process includes

improvements in network, organization, personnel... to solve quality problems that
need improvement.

Building a quality penalty scoring system

In order to complete the application of the distribution system according to quality

score, it is necessary to have a monthly quality scoring system for each department,
each quality group and each individual. A scoring system needs to be developed for
both managers and workers directly engaged in production.

Analysing the outcomes attained 

This job is done on a monthly, quarterly, every six months, and yearly basis in order
to assess the management effectiveness as well as the calibre and performance of the
employees' work. 

Evaluate the quality plan for the year. 

The Company's Board of Directors evaluates the TQM implementation plan annually
and makes any revisions. A step-by-step plan must be implemented, and there must be
a process for checking and reviewing for ongoing improvement. 

It will take time to apply the TQM system to the Company's CPN service quality
management. The company-wide perspective and awareness of all employees must be
changed gradually. TQM must therefore be viewed as a long-term solution and put
into practice right away. 

A synchronized quality management system enables quality inspection to be carried

out at each working location, in which the goal is high quality of the product. This
contributes to promoting service quality improvement.

TQM enables businesses to better serve their customers. Consumers are more likely to
select products in accordance with their preferences due to the rapid development and
use of science and technology, particularly information technology, to support
socioeconomic growth. Businesses that wish to survive and grow must use quality as a
competitive weapon in an environment of increasing competition. TQM has aided
businesses in offering clients high-quality goods. 

TQM enables businesses to operate more efficiently. The next co -worker in the
operation is the client, according to the maxim "doing right, doing good right from the
beginning is the most effective and economical." Synchronous quality control helps to
cut down on labour costs and time spent fixing broken parts.
3.3.6. Update and adjust policies to attract and retain appropriate human
resources and strengthen training 

Enhancing service quality in order to improve customer service 

With the market experiencing an increase in tough competition, it won't be long until
the gap between price and quality gradually narrows and the market's focus turns to
client services. Additional products, or the third level of the product, serve to increase
the value of the item and serve as a tool for market competition for businesses. 

Prior to beginning customer care activities, a customer database must be created and
divided into the following 6 categories: 

Customers who use services from standing and executive agencies of the Party, state
management agencies from the national to local levels, and diplomatic agencies are
considered special clients. 

Other operators are customers: are businesses outside VN Post participating in

providing express delivery services in the market, having their own network of
operators.

- Exceptional corporate clients: These are companies who require extensive, national,
and international use of EMS services. 

- Big clients: Do organizations and corporations operate on a large scale? 

There is a need to use EMS services that are widely available in many provinces and
cities, have high payment rates, and do not specifically cater to business clients. 

- Small and medium customers: These are companies and organizations that operate
on a modest scale in one city, one province, or multiple cities, and who want to
employ express delivery services at a low cost. 

Customers include both people and households who use express delivery services to
suit their own and their family's communication needs. 

based on the consumer classification, provide customer care policies suitable for each
customer group:

For potential customers:

- Propagating advertisements on mass media, advertising

Report by billboards and signs at the Company's sales points and agents.

- Telemarketing, mailing, sending leaflets, service manuals to customers.

- Organize customer conferences to introduce services.

- Invite customers to try it out.

- Implement appropriate promotional forms to encourage customers to use the

Company's services.

 For existing customers:

- Regularly update and analyse existing customer data, monitor the changes in number
and target customers, service output over time, by season, by target market segment.
Target, propose and organize the implementation of marketing solutions to keep
customers, increase output and expand the market.

- Actively implement marketing solutions for existing customers, customers with large
payment rates, fully and on time payments for a long period of time.

- Conduct customer satisfaction surveys on service quality and agent service quality
on an annual or irregular basis in each agent's region. The company offers solutions to
maintain and raise customer satisfaction based on feedback from customers. In
particular, it's important to plan for prompt and thorough resolution of issues that
impair service quality and harm the Company's and its agents' reputations. 

- Carefully adhere to the contract's obligations and rules regarding charge calculation. 

- To master the industry and service fees, the sales crew must receive training.
Customers should be made aware of the dos, don'ts, and don'ts associated with
utilizing the service, as well as its advantages and associated duties and obligations
when using the service.

3.3.7. Develop a plan to attract and use appropriate capital and change in the
way goods are transported.

Enhancing service quality by fortifying corporate culture 

- Corporate culture must always be developed and improved, together with socio-
cultural values, to give the service a distinct competitive edge. To achieve low-cost,
high

-Efficiency service delivery and quick adaptability to environmental constraints, post

offices must be set up with adequate production space. The tools and equipment must
be complete, attractive, simple to use, simple to perceive, simple to obtain, neat, and
scientific. The opening and closing times for serving customers, the fee list, the
directions for customers to use the service, the clocks, tables, and seats for serving
customers when they come to the post office to use the service must all be posted up
at the transaction post offices.

- Organizing the implementation of gratitude and gratitude activities, charity work,

mobilizing employees to deduct income to create funds to build houses of gratitude,
houses of love, and take care of heroic Vietnamese mothers. These activities will
create a good image of the Company in the subconscious of customers and society.

- Solving issues and responding to public opinion are important in production and
economic activities. A committed, sincere, marketable, and humble service attitude
will boost a company's reputation and determine the level of support from all social
classes. With both indirect and direct implications on business performance and
market competitiveness, corporate reputation is a priceless source of income. The
following actions should be taken in order to strengthen public relations in order to
protect and improve the reputation of the company: 

Consistently publish articles about the company's operations in all types of

publications, radio shows, and television networks, particularly when notable
accomplishments, significant events like year-end summaries, development period
summaries, etc., are made. 

There is a dedicated department to monitor press articles about your business in order
to promptly react or clarify issues if the information is incorrect.

Strengthening contact activities, propagating the Company's image with current and
future customers, local government agencies, operators, building good relationships
and fulfilling obligations. local services in accordance with the law, as well as
relationships with businesses, organizations and individuals providing services to
them.

Creating movements that good and creative labour can be emulated in order to
motivate workers, foster unity, and foster intimate ties between all levels within the
unit. 

With the pressure of scientific, technological, and economic growth, as well as rising
customer demands, the trend of globalization and regional and worldwide economic
integration is gaining momentum. This makes the process of competition more
challenging. There was tremendous competition among express delivery services
across the country. In that regard, Express Delivery Joint Stock Corporation strives to
preserve its leadership position in the express delivery industry, increase its
competitiveness, actively participate in the global economy, and protect the interests
of its clients. In an effort to better serve customers, the post office is working to raise
the calibre of its express delivery services to flexibly respond to the current business
environment full of profound changes. Stemming from the above objective
requirements, the author chose the topic: "Improving the quality of express delivery
services of the Postal Courier Joint Stock Company".

The author concentrates on three key topics in the context of his research. The writer
provides readers with the most fundamental understanding of service quality and
delivery in chapter 1 by studying some fundamental theoretical bases of express
delivery service and courier service quality. the elements that contribute to the courier
services' quality. Based on the fundamental ideas presented in Chapter 1, the topic of
Chapter 2 explores the Postal Courier Joint Stock Company's current express delivery
service quality status. The criteria for assessing the quality of the services provided by
the Courier Joint Stock Company are detailed in Chapter 2 of the topic in addition to
giving readers the broadest overview of the commercial services offered by the Postal
Courier Joint Stock Company. Post Office Express, thereby giving specific data to
better analyse the current status of service quality at Post and Courier Joint Stock
Company in recent times. In addition, the study also analyses the difficulties and
challenges that the Postal Courier Joint Stock Company encounters in the process of
improving the quality of express delivery services at the unit. This is the basis for the
writer to propose the main groups of solutions to improve and enhance the quality of
express delivery services of the Postal Courier Joint Stock Company in the near
future.

This is a significant, complicated subject that needs more funding and in-depth
investigation. The writer has made every effort to do the work successfully, but owing
to time, knowledge, and experience constraints, it is unavoidable that the thesis has
certain flaws. As a result, the author is eager for feedback and assistance from
colleagues and friends to enhance the thesis.
 CONCLUSION
With the pressure of scientific, technological, and economic growth, as well as rising
customer demands, the trend of globalization and regional and worldwide economic
integration is gaining momentum. This makes the process of competition more
challenging. There was tremendous competition among express delivery services
across the country. In that regard, Express Delivery Joint Stock Corporation strives to
preserve its leadership position in the express delivery industry, increase its
competitiveness, actively participate in the global economy, and protect the interests
of its clients. The post office is working to raise the calibre of its express delivery
services in an effort to better serve customers and adapt to the rapidly changing
marketplace. The author selected the subject of "Improving the Quality of Express"
based on the aforementioned objective requirements of delivery services of Post
Express Company.

The author concentrates on three key topics in the context of his research. The writer
provides readers with the most fundamental understanding of service quality and
delivery in chapter 1 by studying some fundamental theoretical bases of express
delivery service and courier service quality. Express delivery service quality is
determined by a number of things. In Chapter 2, the topic explores the situation of the
quality of express delivery services at the VNpost Express Company (EMS) based on
the fundamental ideas in Chapter 1. Chapter 2 of the topic gives readers a broad
overview of the commercial services provided by the Post Express Company (EMS)
and outlines the standards for assessing the quality of such services.  Post Office
Express, thereby giving specific data to better analyses the current status of service
quality at VNpost Express Compnay (EMS) in recent times. Besides, the topic also
analyses the difficulties and challenges that the VNpostt Express Company (EMS)
encounters in the process of improving the quality of express delivery services at the
unit. This is the basis for the writer to propose groups of solutions

The major goal is to raise the standard of Post Express Company's express delivery
services in the future. This is a significant, complicated subject that needs more
funding and in-depth investigation. Although the writer made an effort to finish the
work successfully, due to time, expertise, and experience constraints, it is inevitable
that the thesis will have some flaws. As a result, the author is eager for feedback and
assistance from colleagues and friends to enhance the thesis. 
REFERENCES 
APPENDIX