1

NATIONAL ECONOMICS UNIVERSITY

ADVANCED EDUCATIONAL PROGRAMS

INTERSHIP REPORT
Advanced International Business
EMS Express Corporation (EMS)

Student name: Dao Ngoc Diep

Ha Noi, 2022
2

NATIONAL ECONOMICS UNIVERSITY

ADVANCED EDUCATIONAL PROGRAMS

INTERSHIP REPORT
Advanced International Business

EMS EXPRESS COPORATION (EMS)

Student: Dao Ngoc Diep

Major: Advanced International Business
Class: Advanced International Business 61 B
Student’s ID: 11191031
Supervisor: Assoc.Prof, Dr. Nguyen Minh Ngoc

Ha Noi, 2022
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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. Pham Hoang Tuan, Director of EMS Express
Coporation for giving me a chance to do my internship in the International Busniness –
Logistics Department of the organization in the Head office.
I am feeling grateful for Mrs. Ha Thi 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 Dr. Nguyen Minh Ngoc, Lecturer of National
Economics University, my Internship Instructor for her valuable guidelines and
instructions during the Internship period.

Your Sincerely,
Dao Ngoc Diep
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Table of Contents
ACKNOWLEDGEMENTS..........................................................................................1
LIST OF ABBREVIATIONS.......................................................................................3
STATUTORY DECLARATION...................................................................................4
LIST OF TABLES........................................................................................................5
LIST OF FIGURES.....................................................................................................6
INTRODUCTION........................................................................................................1
1 CHAPTER 1: OVERVIEW OF EMS EXPRESS COPORATION..........................2
1.1. History of Establishment and Development....................................................2
1.1.1. Company’s introduction................................................................................2
1.1.2. Corporation’s field of business......................................................................2
1.1.3. Mission – Vision – Core Value.....................................................................3
1.2. Organizational model of EMS..........................................................................4
1.2.1. Organizational structure and institutional arrangement.................................4
1.2.2. Functions of internal departments.................................................................5

CHAPTER 2: BUSINESS PERFORMANCE OF VNPOST EXPRESS

CORPORATION EMS (FROM 2019 TO 2021)..........................................................8
2.1 Overview of the business performance.........................................................8
2.1.1 Business activities’ general assessment.........................................................8
2.1.2 Market share................................................................................................13
2.2 Financial position analysis...........................................................................13
2.2.1 Liquidity ratio.............................................................................................13
2.2.2 Profitability ratio.........................................................................................14
2.2.3 Efficiency ratio............................................................................................14
2.3 Assessment....................................................................................................15
2.3.1 Achievements..............................................................................................15
2.3.2 Limitations and causes................................................................................16
CHAPTER 3: THE ORGANIZATION, OPERATION AND BUSINESS
DEVELOPMENT OF EMS.......................................................................................19
3.1 An overview of the state of the EMS sector's international integration
process at the moment............................................................................................19
3.1.1 The capacity to hold and grow market share................................................19
3.1.2 The Service Quality......................................................................................20
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3.1.3 The Service Price.........................................................................................20

3.1.4 The Brand, Reputation, Image of EMS........................................................20
3.1.5 Summary of EMS firms' competitiveness....................................................20
3.2 Analysis of external influences on Vietnamese postal firms' ability to
compete in the process of global integration........................................................21
3.2.1 The Macro Environmental factors................................................................21
3.2.2 The Micro Environmental factors.................................................................23
3.2.3 Conclusion regarding the causes of EMS’s firms losing competitiveness....25
3.3 Solutions To Increase Vietnam Post Enterprises' Competitiveness In The
International International International Period To 2030..................................26
3.3.1 Predicting how international integration will affect Vietnam's postal firms'
competitiveness from now until 2030...................................................................26
3.3.2 Development and improvement of Vietnam's postal firms' competitiveness in
terms of global integration through the year 2030.................................................27
RECOMMENDATIONS FOR DEVELOPMENT OF EMS....................................28
CONCLUSION...........................................................................................................31
REFERENCES..........................................................................................................34
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LIST OF ABBREVIATIONS

Co., Ltd: Limited Company

EMS: Express Mail Service
EVFTA: European-Vietnam Free Trade Agreement
CAR : Capital Adequacy Ratio
PBT : Profit Before Tax
NIM : Net Interest Income
CIR : Cost to Income Ratio
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STATUTORY DECLARATION
I declare that this is my own research, I collected and quoted the data and out
comes contained in this internship topic, absolutely do not copy any documents.

Hanoi, 15th of September 2022

Report Author
Dao Ngoc Diep
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LIST OF TABLES

Table 2.1: EMS’s Balance Sheet: Total Assets 9

Table 2.2: EMS's Balance Sheet: Total Liabilities 10
Table 2.3: EMS's Balance Sheet: Total Equity 11
Table 2.4: EMS's Income Statement 12
Table 2.5: EMS's Liquidity Ratios 13
Table 2.6: EMS's Profitability Ratios 14
Table 2.7: EMS's Efficiency Ratios15
7

LIST OF FIGURES

Figure 1.1. EMS Organization 4

Figure 1.2. Internal Structure of EMS Express 5
Figure 2.1: Percentage of Current and Non-current Assets 9
 1

INTRODUCTION

During 2021, the outbreak of the Covid-19 pandemic, as well as several socio-
political conflicts, have generated numerous difficulties and significant obstacles for
economies all over the world, including Vietnam, in 2021. The world economy is
expected to enter its deepest recession in history, with major economies' growth rates
all plummeting because of the Covid-19 epidemic's detrimental impact. However, with
an expected GDP growth rate of 2.91 percent, Vietnam's economy continues to thrive.
Natural catastrophes and diseases have exerted a huge impact on economic activity as
well as people's lives in Vietnam, and people are unemployed or underemployed in
large numbers.
However, by implementing radical and effective remedies to meet the dual goal
of "both disease prevention and socioeconomic development," Vietnam's economy
was able to maintain positive growth. Exports overcame obstacles during the outbreak,
sustaining positive development. The goods trade surplus hit a new high of $19.1
billion USD, and the trade balance remained in excess for 5 years in a row, from 2016
to 2021. The signing of free trade agreements, particularly the one between Vietnam
and the European Union, has boosted the Vietnamese economy (EVFTA).
In the context of challenging economics growth and favorable support from
Vietnamese officials, ministries and agencies, Vnpost Express Coporation EMS has
thrived to maintain sustainable growth of both production and sales to adapt to the
domestic use as well as export demands. More than that, the company has made some
achievements that significantly contributed to the development of overall result of the
industry and the national economy as well.
Being the head office in the EMS Organization, the company has managed to
The company has set plans and targets, which it will combine with restrictions on
production, export, and departmental coordination to achieve the desired orientation,
as well as laying the groundwork for overcoming obstacles and achieving long-term
objectives.
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CHAPTER 1: OVERVIEW OF EMS EXPRESS

COPORATION

1.1. History of Establishment and Development

1.1.1. Company’s introduction
Company name: Vnpost Express Coporation EMS
Year of Establishment: 2005
Address: Head Office: Floor 4, FLC department, Landmark Tower, Le Duc Tho
street, My Dinh, Ha Noi.
Tel: +84 3757 4499 Fax: +84 3757 6752
Email: cskh@ems.com.vn
Website: www.ems.com.vn
The development process of company:
The Vietnam Posts and Telecommunications Group (VNPT) with 3 branches in
Hanoi, Da Nang, and Ho Chi Minh City was founded on January 24, 2005, as a result
of the Board of Directors of Vietnam Posts and Telecommunications Corporation's
Decision Approving Project No. 29/QD-DABC-HQT. Ho Chi Minh.
The sole division authorized by Vietnam Post Corporation to manage, run, and
trade domestic and international EMS delivery services went into operation on January
1st, 2006. The world postal union UPU, which is currently being used by the post
offices of close to 200 countries and territories worldwide, also has a global delivery
service brand known as EMS.
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1.1.2. Corporation’s field of business

Along with the Corporation's network of roughly 50 transaction post offices in Hanoi,
Da Nang, and Ho Chi Minh City. In Ho Chi Minh City, 63 Post Offices of provinces
and cities nationally offer EMS courier service to districts, communes, borders, and
islands, including:
Every commune has at least one service point thanks to the system's more than 13,000
points, 2.93 km average service radius, and more than 7,100 serving residents per
point, including:
64 transactional level 1 post offices
760 transactional level 2 post offices
There are 1793 level 3 transaction post offices.
Community Post Office - Culture 8.184
434 postal employees
43 Kiosk
1,460 separate open mailboxes

There are currently 3 social mail lines that carry people between operating centers and
62 specialized and supplementary mail lines that organize 120 mail trips per day with a
total of roughly 41,000 km of wheelchairs every day. regions with provincial mining
hubs; forwarding and forwarding with 14 domestic airports; 47 airmail lines transport
parcels; 32 airmail lines transport EMS parcels. With 380 postal routes totaling 28,000
km in length and over 1,600 post offices, the level 2 mail network transports mail
between provincial and district exploitation centers.
Nearly 3,600 mail routes with a combined length of 72,000 km comprise the level 3
mail network.
The international mail network has 122 direct connections to 102 postal countries and
territories for exchange flights.

1.1.3. Mission – Vision – Core Value

Mission
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As a forerunner of Vietnam Post, we offer the best options for domestic and
international express delivery, logistics, and logistics for e-commerce, generating ever-
increasing value for our clients and communities, and tying people together with
excellent, amiable, and contemporary service.
Vision
To be the most renowned and skilled postal and delivery service in Vietnam, with
aspirations of becoming the most prestigious delivery service in the world.
Core Value
+Overcoming obstacles
+Dedication to service
+Doing Good Deeds
+Exemplary duty
+Put emphasis on respect and character.
1.2. Organizational model of EMS
1.2.1. Organizational structure and institutional arrangement

VNPOST EXPRESS
COPORATION
EMS

EMS HANOI EMS HCM EMS DA NANG

Figure 1.1. EMS Organization

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CHAIRMAN

DIRECTOR

ADMINISTRATION AND IMPORT- FACTORY MANAGER

EXPORT DEPARTMENT

CUSTOMER SERVICE
BUSINESS
DEPARTMENT
DEPARTMENT

SALE DEPARTMENT LOGISTICS DEPARTMENT

MARKETING TECHNICAL
DEPARTMENT DEPARTMENT

Figure .2. Internal Structure of EMS Company

1.2.2. Functions of internal departments
Administration and Import–Export Department
The department assists and advises the organization's other divisions. It assists
the entire company with logistical issues. This ensures that all employees have access
to office space and supplies. The administrative department is in charge of overseeing
employees' work. The department ensures that all machinery and equipment is in good
working order. Any damaged equipment must be replaced by the department. Office
requisitions are approved by the department.
Furthermore, import-export executives in this division are in charge of a variety
of responsibilities. They document shipments to ensure that they comply with customs
laws and regulations. Import-export specialists can also advise on tariffs, insurance,
and quotas.
They use a tariff coding system to categorize shipments. This job also entails
communicating with customs officers in order to expedite the passage of goods
through customs. Import-export professionals also advise their clients on how to
reduce the amount of duty and tax they must pay. Furthermore, the employees in this
division must keep track of the packages they send to their international clients.
Transporting goods is one of an import-export specialist's other responsibilities. They
keep track of the package's whereabouts. When shipping items, they use the best, most
cost-effective packaging. Import-export specialists may also be in charge of product
distribution, warehousing, or transportation. They decide how much freight insurance
they want.
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BUSINESS DEPARTMENT
The establishment, administration, development, and use of the public postal network,
as well as the provision of public postal services in accordance with strategies, master
plans, and plans approved by relevant State bodies; trading in postal services only in
accordance with laws issued by State bodies with the necessary authority; trading in
press releases, postal services, and local and international deliveries; and participation
in operations related to providing other services.
SALES DEPARTMENT
This division must maintain direct communication between EMS service clients and
them. The efforts of salespeople help shape customers. Furthermore, salespeople work
with clients to understand their specific needs and ensure that they are met.
Furthermore, they maintain regular contact with your customers and can facilitate and
improve the sales process.
MARKETING DEPARTMENT
The department conducts the necessary research to identify your target customers and
other audiences. It also monitors and anticipates what customers want from their
products through customer relationship management tasks. It connects the consumer to
the product through the use of both objective, quantitative data and subjective,
emotional information, which can assist product designers in differentiating their
products from competitors'. Marketing personnel are also in charge of putting
promotional strategies for goods and services into action. Some may even include
promotional activities for the organization as a whole, such as public relations. The
promotions team assists the sales team with sales promotions, provides public relations
support for product launches, trade shows, and other events, invests in advertising that
emphasizes product features and benefits, and pitches
MANUFACTURING DEPARTMENT
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The manufacturing department converts raw materials and other inputs into finished
goods or services. The staff is in charge of inspecting all products for flaws as they
progress through the manufacturing phase; the department must conduct rigorous tests
on prototypes for new products to ensure they meet quality benchmarks; and the
department works to increase the efficiency of the production or assembly line
between
production processes so that it can meet output targets set by company management
and ensure finished products offer consumers the best value and quality.
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CHAPTER 2: BUSINESS PERFORMANCE OF VNPOST

EXPRESS CORPORATION EMS (FROM 2019 TO 2021)

2.1 Overview of the business performance

2.1.1 Business activities’ general assessment
Balance Sheet
Assets
According to the Balance Sheet, the total assets figure fluctuated over the three-
year period from 2019 to 2021. In 2019, the figure was 732,323,268 VND, but it was
reduced to 737,390,901 VND in 2021. This slight decrease was caused by changes in
short-term receivables, inventories, and non-current assets.
Despite a decline in non-current assets, the company's total assets increased by
about $60 billion in 2020, owing primarily to an increase in current assets from the
addition of short-term financial investments and an increase in receivables and
inventories.
Items 31/12/2019 31/12/2020 31/12/2021
A - CURRENT ASSETS 832,323,268 833,690,367 937,390,901
I. Cash and cash 160,467,939,357 180,011,232,899 178,799,323,822
equivalents
1. Cash 160,467,939,357 160,011,232,899 178,799,323,822
2. Cash equivalents - 40,000,000,000 -
II. Short-term financial - - 70,000,000,000
investments
1. Held-to-maturity 2,000,000,000 - 70,000,000,000
investments
III. Short-term receivables 540,676,872 395,182,990 520,369,990
1. Short-term trade 421,690,522 480,192,440 402,384,457,537
receivables
2. Short-term prepayments 5,350,041,761 6,659,416,432 5,454,385,988
to suppliers
3. Other short-term 6,857,585 705,625,107 9,369,743
receivables
IV. Inventories 444,269,446,996 317,323,837,347 426,847,541,539
1. Inventories 444,369,646,796 317,323,837,347 424,847,541,539
 9

V. Other current assets 5,613,079,340 8,071,660,985 7,162,170,192

1. Short-term prepaid 4,046,760,215 2,817,663,178 2,241,223,190
expenses
2. Deductible VAT 5,432,616,808 4,192,399 971,497,549
3. Taxes and other 7,982,022,564 8,248,805,408 7,749,449,353
receivable from the State
B - NON-CURRENT 280,993,472,177 147,700,689,198 166,695,046,516
ASSETS
II. Fixed assets 198,585,653,229 120,095,535,468 116,054,210,017
1. Tangible fixed assets 176,767,885,544 130,808,399,532 1,121,609,900,947
- Historical cost 522,371,637,206 512,927,466,361 515,184,274,966
- Accumulated depreciation (248,603,751,662) (278,199,066,829) (303,023,284,019)
2. Intangible fixed assets 4,817,768,375 4,287,135,978 3,893,219,106
- Historical cost 13,848,610,294 13,863,610,294 13,848,610,294
- Accumulated depreciation (7,030,841,919) (7,576,474,316) (7,970,391,188)
IV. Long-term assets in 9,090,899,527 8,340,974,959 10,818,331,524
process
2. Construction-in-progress 9,090,899,527 8,340,974,959 10,818,331,524
VI. Other non-current 5,316,918,731 11,264,187,729 12,822,504,939
assets
1. Long-term prepaid 4,316,918,679 10,264,187,824 11,822,504,767
expenses
TOTAL ASSETS 996,416,118,050 933,292,783,269 983,729,242,228
Table 2.2: EMS’s Balance Sheet: Total Assets
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Percentage of Current & Non-current Assets

Current Assets Non-current Assets

2020 732,323,268 264,092,850

2019 733,690,367 199,602,416

2018 737,390,901 246,338,327

Figure 2.1: Percentage of Current and Non-current Assets

Liabilities
According to the liabilities section of VN Post's balance sheet, the firm's short-
term trade payables showed a decreasing pattern, indicating that the firm is paying off
its debts from previous periods faster than it is buying new things on credit.
Furthermore, the company's production appeared to stall in 2021, possibly due
to the Covid-19 outbreak, before rebounding in 2020, using more short-term loans to
finance the firm's performance, with a staggering decrease in long-term borrowings
from 18.1 billion in 2019 to 13.1 billion in both 2020 and 2021.
Items 31/12/2019 31/12/2020 31/12/2021
C - LIABILITIES 447,518,631,798 551,460,747,171 392,048,552,901
I. Current liabilities 468,348,631,798 447,274,547,171 469,700,344,901
1. Other long-term payables 402,956,072,076 352,648,190,249 334,972,944,988
2. Short-term advances 446,207,765 66,633,922 195,242,306
from customers
3. Taxes and other 55,871,648 507,363,871 34,676,307
obligations to the State
Budget
4. Payables to employees 6,096,489,957 3,994,911,718 11,216,721,465
5. Short-term accrued 989,550,000 884,050,000 884,050,000
expenses
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6. Short-term unearned - 262,307,500 -

revenue
7. Short-term borrowings 217,961,666,353 95,166,789,911 130,459,920,835
and financial leases
8. Payable according to the 64,890,000 64,890,000 64,890,000
progress of construction
contracts
II. Non-current liabilities 19,172,000,000 15,186,200,000 145,348,208,000
1. Long-term borrowings 82,000,000 1,078,200,000 1,336,208,000
and financial leases
2. Long-term borrowings 19,100,000,000 14,100,000,000 14,100,000,000
and financial leases
Table 2.2: EMS's Balance Sheet: Total Liabilities
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 Equity
Items 31/12/2019 31/12/2020 31/12/2021
D - OWNER'S EQUITY 651,796,486,252 671,732,036,098 611,540,689,327
I. Owner's equity 651,796,486,252 671,732,036,098 611,540,689,327
1. Capital 450,476,000,000 450,476,000,000 450,476,000,000
2. Retained Earnings 401,320,486,252 321,256,036,098 261,064,689,327
RE accumulated to the end 287,174,788,02 291,411,486,25 311,347,036,09
of the previous period 9 2 8
RE of the current period 15,273,144,700 19,935,549,846 40,848,653,229
TOTAL LIABILITIES 901,416,118,050 933,292,783,269 977,729,242,228
AND EQUITY
Table 2.3: EMS’s Balance Sheet: Total Equity
The retained earnings of the company are increasing, rising from more than 14 billion
in 2019 to nearly 21 billion in 2020 and nearly 41 billion in 2021. This indicates that
the company is still generating a good amount of income and is thinking about
reserving some of its earnings to increase its value and have some reserves for
emergencies.
Because the company had not increased capital investment, the increase in retained
earnings was most likely due to the products and services that EMS provided to their
clients, but we must look at its income statements in the following section for a more
detailed analysis of its performance.
Income Statement
Items 31/12/2019 31/12/2020 31/12/2021
1. Sales 2,790,661,478,505 2,765,962,818,816 2,397,179,562,221
2. Sales deductions 286,060,218 - -
3. Net sales 2,790,476,418,387 2,765,962,818,916 2,577,179,562,218
4. Cost of sales 2,789,655,582,029 2,696,409,762,508 2,507,283,048,726
5. Gross profit 30,720,836,359 49,553,356,409 60,996,513,550
6. Financial income 14,292,309,078 7,813,550,316 11,343,497,116
7. Financial expenses 12,479,405,851 8,886,407,871 7,228,729,603
- In which: Loan 7,472,264,436 5,639,845,444 4,288,825,989
interest expenses
8. Selling expenses 7,390,355,434 7,237,089,091 5,604,286,989
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9. General and 28,640,363,665 25,181,561,578 26,112,233,664

administration
expenses
10. Net operating (489,980,120) 20,147,848,222 37,341,786,487
profit
11. Other income 7,391,757,021 7,254,219,698 6,347,183,022
12. Other expenses 884,256,543 608,146,472 505,534,245
13. Other profit 7,797,500,322 7,816,073,480 6,559,649,022
14. Total accounting 4,399,520,395 27,963,921,592 42,901,435,556
profit before tax
15. Current income 2,162,822,178 6,028,371,889 8,052,632,335
tax
17. Profit after tax 4,236,698,367 20,935,549,767 32,675,653,229
Table 2.4: EMS’s Income Statement
Although sales of 1,397,179,562,221 in 2021 were lower than sales of
1,765,962,818,816 in 2020 and 1,790,661,478,505 in 2019. This demonstrated the
severity of the Covid-19 pandemic's impact on the firm's production and operations.
The company's inability to export its products, as well as customers' inability to pay
for those orders in advance, has resulted in a significant decrease in deferred revenue
as a result of the Covid-19 epidemic.
However, when it comes to financial expense and cost of goods sold management, the
company performed better in 2021 than it did in 2019 and 2020, resulting in financial
expenses falling by more than half from 11.4 billion in 2019 to around 6.2 billion in
2020.
Furthermore, despite the impact of Covid 19, the cost of sales decreased significantly
from over 1.7 billion to 1.5 billion in 2020, demonstrating that EMS had better cost
control. Furthermore, there were no sales deductions in 2020 or 2021, implying that
the company was more capable of collecting charge payments than it was in 2019.
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2.1.2 Market share

According to the General Statistics Office of Vietnam, Vnpost Express Corporation -
also known as EMS - is ranked third in the electrical cable segment in the North and
first in the rubber cable segment.
2.2 Financial position analysis
2.2.1 Liquidity ratio
These ratios show the company’s ability to pay its debts in a timely manner.
Liquidity Ratio 2019 2020 2021
Current Ratio 1.78 1.92 2.05
Quick ratio 1.13 1.30 1.47
Table 2.5: EMS's Liquidity Ratios

The current ratio shows the company's ability to pay its one-year due short-term
obligations. The ideal range for this is typically between 1.6 and 3. The current ratio of
the company had steadily increased, from 1.78 in 2019 to 2.05 in 2021. Because of the
higher proportion of assets to short-term liabilities, the company is becoming more
capable of repaying its short-term debts.

The quick ratio figures in the table show a similar upward trend. EMS had more liquid
assets than liabilities because this ratio represents a company's ability to convert its
assets into cash, or its liquidity. This also demonstrated that the company's long-term
assets would not have to be sold in order to keep the operation running.
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2.2.2 Profitability ratio

Profitability Ratio 2019 2020 2021
Gross Profit margin 0.0173 0.0303 0.0445
Operating profit margin 0.0045 0.0158 0.0293
Net profit margin 0.0020 0.0132 0.0230
Return on assets 0.0040 0.0249 0.0366
Return on equity 0.0092 0.0434 0.0633
Table 2.6: EMS's Profitability Ratios
The higher the gross profit ratio, the more efficient the core commercial activity
of the firm. Businesses that concentrate on their core competencies and capabilities
will be more successful and sustainable in today's market than others. A high gross
profit margin also indicates that the company's main products are selling well while
direct costs are kept low. Despite a general upward trend in gross profit margin,
operating margin, and net profit margin figures, these ratios have remained
significantly low. This also implies that the firm's products are not competitive in the
overall industry. Product sales, on the other hand, could still cover expenses, and the
company is doing better.
The return on assets of a company measures its profitability in relation to its
assets. Since the company has improved its asset utilization, the figures have steadily
increased, rising from 0.40% in 2019 to 3.6% in 2021. Despite the positive trend, both
the return on assets and the return on equity were lower than those of industry
competitors.
In general, the desired results in terms of production and business activities
have not been achieved this year. Despite the fact that the company's sales revenue
continued to rise despite market volatility, profitability targets remained low due to the
high cost of goods sold this year, which resulted in the company's profit. The company
did not expand significantly. Although the company's profit targets have not been met
as expected, this is due to market risks rather than the company's unstable business
activities, and the market will recover in the coming months. and plans to be partially
self-sufficient in raw materials in production will assist the company in returning to a
stable development path.
2.2.3 Efficiency ratio
These ratios indicate EMS's ability to use its assets to generate revenue and
effectively manage its liabilities in the short term, or during the given period.
 16

Activities Ratio 2019 2020 2021

Assets Turnover 1.90 1.97 1.57
Inventory Turnover 7.12 7.46 5.99
Receivables Turnover 5.12 5.76 4.54
Table 2.7: EMS's Efficiency Ratios
The company's assets turnover fluctuated from 2019 to 2021, with 1.90 in the
first year rising to 1.97 in 2020 and falling to 1.57 in 2021, according to the table.
Because of the downward pattern, it may appear that the company did not use its assets
effectively. The increase in 2019 could be attributed to a drop in total assets from the
previous year. This also implies that the company may have difficulty using its asset
during the Covid-19 pandemic.
Because inventory turnover represents the number of times the average
inventory is sold over a given period, in this case a fiscal year, the figure for 2021,
5.99, was clearly lower than those for 2019 and 2020, 7.12 and 7.46, respectively. This
explains the slower product movement and the impact Covid has on the company's
sales. The main reason is that the price of goods sold tended to rise during the year,
resulting in a significant increase in the company's inventory, but the increase had not
yet followed, keeping up with raw material prices, resulting in a decrease in this
coefficient in 2021.
However, the ideal typical range for this ratio is between 5 and 10, so the
company's figure is still acceptable, and we can accept that the company is still
managing its inventory well, not overstocking or understocking. Similarly, receivables
turnover increased from 5.12 in 2019 to 5.76 in 2020 before falling to 4.54 in 2021,
indicating that the company needed more time to collect debts from customers.
2.3 Assessment
2.3.1 Achievements
Vnpost Express Corporation Ems has achieved numerous domestic and
international accomplishments. Throughout its years of operation and production, the
company has received numerous certificates of merit, including those from the Hanoi
People's Committee and the Vietnam Construction Investment Association.
On May 7th, 2020, Mr. Bishar A. Hussein, General Director of the Universal
Postal Union (UPU), sent letters to note that EMS Express Joint Stock Corporation
(EMS Vietnam) had been awarded Silver Level for Performance and Customer Care
Awards by EMS Cooperative and the Universal Postal Union (UPU).
 17

The Awards recognize EMS Cooperative members who have excelled in EMS
service and the best call centers based on their performance in 2019.

EMS Vietnam achieved the Silver Level in the 2019 Performance Award by
meeting 10/10 prerequisites and 05 performance award criteria, placing second out of
198 EMS Operators globally. 97% of items were delivered and transmitted on time,
85% of items were released from customs within 24 hours, and 95% of customer
service responses were of high quality.
EMS Vietnam received the Customer Care Award after meeting a set of seven
criteria established by EMS Cooperative. 99% of inquiries were answered within 24
hours, 85% were resolved at the first level, and 96% were closed within 15 working
days.
These achievements place EMS Vietnam in a very select group of operators
within the EMS global network, as well as demonstrating the company's dedication to
providing excellent service to its global partners.
For the fourth year in a row, EMS Vietnam has received the Performance
Award, as well as the Customer Care Award. These awards not only recognize EMS
Vietnam's achievements and efforts, but also help to improve Vietnam Post's and EMS
Vietnam's roles and positions in global postal system.
EMS Vietnam has always placed a premium on the development and
application of technological solutions in the management of operations and business
activities, which has resulted in the modernization of sorting facilities to ensure better
EMS service quality. EMS Vietnam has consistently been ranked as one of the top
5/198 EMS Cooperative operators in terms of EMS performance and customer service.
EMS Vietnam has worked hard to create a comprehensive solution system by
innovating products, improving service quality, overcoming challenges, meeting
strategic objectives, and gradually reaching the international level, with a clear
recognition of risks and challenges, as well as initiative action to seize opportunities.
At the next EMS Cooperative General Meeting, the awards will be presented to
Vietnam Post and EMS Vietnam.
2.3.2 Limitations and causes
However, for a variety of reasons, the company has been unable to fully
capitalize on the market potential of some products, most notably medium voltage
cables.
 18

Despite its long history and a large number of familiar stores, the company still
lacks an appropriate and consistent pricing policy for agents or distributors. This is a
disadvantage for marketing products to customers when compared to competitors in
the market.
Specifically, the company has to face many risks:
Risk of fluctuations in the price of shipping output and input raw materials
Output and input materials account for more than 60% of the value of EMS's
production costs as an industrial processing enterprise.
In the face of fluctuating input and output shipping prices, the company must
devise detailed plans for purchasing and utilizing raw materials in order to minimize
price fluctuations. EMS must be proactive and adaptable in its search for partners who
can supply raw materials at reasonable prices and of high quality. Long-term contracts
should be negotiated to ensure consistent supply and prices. In order to be more
proactive in both input and output, the company should also have projects to build raw
material factories.
 Environmental risks
The majority of the Company's production materials have a negative impact on the
environment; additionally, there are risks associated with the production of electric
cable products, such as unsatisfactory working and labor conditions. Health, safety,
and security in the community....
 Accident and Theft risks
Driving is an important aspect of a courier's job because some must travel long
distances on a regular basis. This, of course, increases the likelihood of an accident.
Breakdowns can also become a regular hazard because a courier's vehicle is almost
always in use during the course of a typical day.
Theft of Vehicle 
Because they can strike at any time, opportunist thieves are a courier's worst
nightmare. Unfortunately, in a hurry, drivers may forget to lock their vans, giving
thieves plenty of opportunities to steal. It should be noted that some policies can
become null and void if the policyholder fails to take any precautions to protect
himself or herself from such an occurrence. Despite this, some couriers,
particularly those who work for themselves, operate in older vehicles that lack anti-
theft features found in modern vans or trucks. Such vehicles can be easy targets for
thieves because they are often far easier to get into.
Theft/Damage of Goods
 19

Unscrupulous thieves frequently target courier vans, causing theft or damage to the
goods being delivered. Furthermore, items in transit can be damaged, especially if
they are part of a larger load. As a result, goods in transit insurance can be an
important component of any good policy, shielding a third party from loss, theft, or
damage while certain items are being transported. GIT insurance comes in a variety
of forms, with some insurers only willing to cover 'theft-attractive' items, while
others (the vast majority) refuse to cover the transport of livestock or hazardous
goods.
 20

CHAPTER 3: THE ORGANIZATION, OPERATION

AND BUSINESS DEVELOPMENT OF EMS
3.1 An overview of the state of the EMS sector's international integration process
at the moment
Vietnam was placed 50/172 for the postal development index 2IPD in 2018, according
to the UPU's global ranking (2IPD: Integrated Index for Postal Development is the
UPU's Integrated Index of Postal Development). In a survey of 172 nations based on
the competitiveness, effectiveness, and capacity of their postal activities, Vietnam was
ranked 45th in 2019, up 5 spots and 0.06 points over the previous year. [77]

Vietnam is placed fourth in Southeast Asia, behind Malaysia (ranked 33/172),

Singapore (18/172), and Thailand (29/172). It's important to note that in Southeast
Asia, only Vietnam has seen an improvement in scores and rankings compared to last
year, while all the other nations have seen declines.

3.1.1 The capacity to hold and grow market share

According to Tran Thi Anh Thu (2019), the market share of businesses as opposed to
their rivals demonstrates their competitive strength. Evaluating the market shares of an
enterprise's primary goods is a crucial factor when comparing businesses based on
their size and position in the market. Businesses' market shares are frequently
calculated in terms of both physical (volume) and financial (revenue) factors.

The results of the research above indicate that the most efficient operating level
belongs to the postal enterprises with state capital, and that these are the companies
that are in a leading position in the EMS’s market. The natural monopoly that state-
owned postal firms inherit, the conditions for implementing cutting-edge postal
technology, the abundance of financial resources, and the simplicity of access to
resources are what cause this outcome. Loans and assistance from the government help
to create the circumstances for growing the market and service network as well as for
working with both domestic and international partners.

Although there are more businesses than people, their combined market share is just
approximately 22%, making them unable to control the market. Due to their limited
financial resources, private postal firms find it challenging to grow their networks,
 21

penetrate new markets, invest in equipment purchases, adopt cutting-edge technology,

and hire new employees. be educated,...

VNPost holds the largest market share among state-owned businesses, followed by
ViettelPost and EMS.

3.1.2 The Service Quality

The overall improvement in EMS service quality between 2019 and 2020 is evidenced
by the decline in complaints. The number of postal businesses and the demand for
services from the public both increases yearly, but complaints are down, showing that
businesses have gradually improved their offerings. 

According to a poll by Nguyen Quang Huy (2020), institutional and individual

consumers of organizations with state capital rate the quality of service provided by
VNPost and ViettelPost higher than that of private businesses. For private businesses:
Institutional and individual clients assess the majority of these business types as
having poor service quality. Institutional and private clients both give firms with
foreign capital higher marks for the quality of their postal services than do national
ones.

3.1.3 The Service Price

The cost of the services is determined by the weight of the package, the size of the
package, the customer's preferred transit time, and the distance between the sender and
the recipient. Each business develops and publishes a unique price list, however for
certain clients (clients with high service requirements), enterprises have their own
policies to ensure benefits for clients. 

3.1.4 The Brand, Reputation, Image of EMS

The large businesses build strong brands and a positive reputation with consumers.
EMS was recognized in the area of Vietnam's Strong Brand in 2018, and it has
consistently ranked among the top 10 illustrious businesses in the pharmaceutical,
tourism, and logistics sectors for many years running. Top 100 Vietnamese gold stars
in 2018 and rise to the top postal business. Yellow-orange and blue are the defining
colors of the EMS (VNpost) brand because they represent attachment, connection, and
help clients recognize the company more easily.

3.1.5 Summary of EMS firms' competitiveness

Market share expansion and maintenance: EMS operations with state capital are more
competitive than those with private money. Regarding service quality, postal
businesses with state funding are more capable of competing than those with private
funding. Regarding service prices, each business sets its own rate for each customer
 22

segment; EMS’s businesses with state capital and those with private money are equally
competitive. Regarding a company's name, reputation, and brand: EMS’s businesses
with state funding are more capable of competing than those with private funding.
Regarding how effectively businesses operate: When it comes to income, EMS with
state funding are more competitive than those with private funding; when it comes to
labor productivity, postal enterprises.

3.2 Analysis of external influences on Vietnamese postal firms' ability to compete

in the process of global integration
3.2.1 The Macro Environmental factors
Economics Environment

Vietnam is regarded as a prospective market for the postal industry due to its current
average annual economic growth rate of 5-6%, which is greater than the global
average growth rate of 3.5%. In Vietnam, the market for overseas delivery is
anticipated to increase by 15 to 16% annually between 2019 and 2021. One of the top
nations in the region at luring FDI is Vietnam. Currently, Vietnam is receiving
investments from 128 nations and more than 100 top international firms. More than
50% of industrial production value and 70% of export value come from the foreign
investment sector. Strong expansion from industries that draw international investment
is what fuels a high demand for freight and associated logistical tasks in Vietnam. As a
result, both domestic and international investors are gaining interested in the postal
industry. There are 18 firms with foreign components operating in the postal industry
in the Vietnamese market as of September 15, 2019.

The top courier businesses in the world, including DHL, FedEx, UPS, TNT, and
others, were present and offering services in the Vietnamese market in the early 1990s,
before Vietnam joined the WTO. Nam opened collecting and distribution agents
through a partnership with Vietnamese partners. Then, in 1995, 2007, and 2010, TNT,
DHL, and UPS, respectively, made financial contributions along with domestic
partners to create the joint venture businesses TNT-Viettrans and DHL-VNPT and
UPS Vietnam, too. These foreign businesses get to the stage of occupying market
share after there are no longer any domestic rivals, at which point they may decide to
leave the joint venture model and become entirely foreign-owned businesses. These
foreign businesses are highly successful at providing services internationally, and they
are expanding their presence by introducing specialized services. Particularly in the
market sector that offers international express delivery service, the "dominant"
presence of foreign postal firms in the Vietnamese market is becoming more apparent.
 23

The majority of Vietnamese businesses can rarely fit into international shipping
services, aside from VNPost, a state-owned postal organization with high output in the
sector of international package and parcel services. can search for openings at little
domestic services. The worldwide market for capital has evolved well, and foreign
businesses are beginning to enter it to compete in the transfer area.

Law Environment

All businesses can now participate in the delivery of postal services in the commercial
environment thanks to the Postal Law, resolutions, commitments, and guiding
documents that together make up a rather comprehensive legal corridor. a level
playing field for competitors. It may be argued that the government has worked hard in
the past to improve institutions and policies, issue laws, decrees, and circulars, and
plan the postal industry in the direction of global integration. The Vietnamese postal
enterprises are becoming more competitive both domestically and internationally
thanks to the political will and determination of the government.

However, there is currently no state management document directing the inspection or

identification of origin in light of the growth of the e-commerce period items bought
and sold via e-commerce, which is challenging for both sellers and transporters when
the authorities (market management, economic security) verify and demand the
presentation of pertinent documentation; Due to a lack of clear restrictions for the
management of delivery charges, many companies provide their services for very little
money, which fuels a race and unfair competition in the market

Political Environment

One of the key elements sustaining Vietnam's commitment to its economic

development strategy is political stability. Effective operation of indigenous and
foreign businesses on Vietnamese soil depends on a stable political environment. Since
1990, political uprisings or crises have occurred in the majority of the region's nations
(except Singapore). In the meantime, Vietnam's politics are consistently stable, which
ensures coherence to carry out consistent economic policy. Political stability is another
factor that makes Vietnam a desirable place for foreign postal companies to invest.

Social and Cultural Environment

As society advances, the level of consumers rises steadily, leading them to favor smart
and convenient utilities and services while limiting direct trip to post offices in
particular. Internet-based postal service transactions are gradually becoming a
common social trend. Due to this, corporations are compelled to create services that
cater to societal needs. Additionally, in order to accommodate clients' consumption
 24

patterns, the services that businesses create must be consistent with refined norms and
habits.

Technological Environment

The postal sector is no longer as rigidly constrained as it once was, performing only
the fields of mail, communication, or parcel delivery, but rather the postal services are
becoming more and more diversified. The delivery process itself has evolved in terms
of efficiency, speed, and safety.Postal businesses have concentrated on utilizing
technology to create the necessary conditions to increase labor efficiency in the era of
information technology 4.0. Postal enterprises need to employ modern software,
practical apps, even AI applications in postal operations or other types of applications
rather than taking orders manually and entering orders manually. the use of barcodes
in postal and mail management; organizing and developing IT applications in the
direction of centralization; applying GPS technology in transportation management;
applying RFID technology in quality management for international shipments; Create
administration-supporting systems or tools to aid in the tracking and positioning of
postal and delivery products.

Integration Factor

As a result, the overall objective of international integration by 2030 is to develop

national synergy and take advantage of advantageous international conditions to
quickly transform the nation into an industrialized country by the year's end.
modernity, elevating the standard of living for everybody, and enhancing the nation's
standing and reputation abroad. The process of global economic integration will
advance for the postal industryencourage the expansion of the highly profitable
express delivery service subsector. Vietnam's participation in the negotiation and
signing of free trade agreements, as well as its membership in organizations like the
WTO, ASEAN, APEC, etc., helps to lower tariffs and opens up a variety of options.
postal companies' non-commercial goods delivery association. Particularly, there will
be a stronger growth in the area of international e-commerce. Additionally, firms will
have more chances to cooperate with foreign partners in joint ventures and get
financial investments.

The market for postal services is now completely open to foreign investors, and
foreign postal firms operating in the Vietnamese market can take advantage of
numerous incentives and processes. This is expressly mentioned in the Vietnam WTO
Handbook of Commitments on Trade in Services (2006).

3.2.2 The Micro Environmental factors

The Competitors
 25

Vietnam currently has more than 400 businesses functioning across all economic
sectors in the postal sector. Due to the liberalization of the postal market, domestic
businesses are under pressure to compete with foreign postal operations while also
striving to diversify their transportation services in order to thrive and grow. Respect
for WTO commitments. Although domestic companies dominate the market share,
several foreign companies have consistently increased their investment in Vietnam in
recent years. Lalamove, Lazada Express, GrabFresh, Ship 60, AhaMove,
Giaohangso1.vn, and others are among them. Numerous companies specifically attest
that 100% of orders have been fulfilled thus far in under 55 minutes. The market will
benefit from the influx of international companies with significant investments and
established business methods, but Vietnamese companies will also face stiffer
competition as a result.

The Customer

Customers are the items that the postal service provides and they determine whether
the business succeeds or fails. Customers of postal businesses can be businesses or
people. Customers make up the market, and the size of the market is determined by the
size of the customers. Customers are the ones who choose the services that a company
will offer, who directly assess those services, and who choose whether or not to use
that company again. Businesses with a broad customer base will generate more income
and outperform rivals, increasing their level of competition.

Customers for postal businesses serve as both service consumers (they gain from the
transfer of postal items between locations) and participants in the service creation
process (they prepare the contents of the package, write up the delivery publications,
communicate with the service staff as needed, sign the delivery receipt, etc.).

Individual customers still primarily employ the services of domestic postal firms
because of the present trend, which favors quick services, affordable prices, and
straightforward procedures. Corporate clients fall into one of two categories: Domestic
businesses frequently use the postal services of Vietnamese businesses, but joint
venture companies with foreign investors prefer to use the postal services of
international express carriers because of host country consumption customs and brand
reputation. This made it necessary for domestic postal businesses to adopt cutting-edge
technology and raise service standards in line with global norms in order to become
more competitive.

Marketing Intermediaries

Businesses are directly impacted by this element; if they can effectively communicate
with customers and spread positive word of their brand values, they will gain their
 26

trust. boosting the ability of businesses to compete. Businesses will fall far behind
their rivals in the same industry if they do not understand how to use communication
channels to their advantage. Any information is quickly and widely shared on social
networks and online channels, especially in the era of 4.0 technology that we are
currently in.

The Supplier

A supply of postal equipment :These include electronic scales, postal conveyors,

freight printers, parcel tying machines, postal trolleys, postal forklifts, postage pliers,
postal belts, K2600 folding cage system, postal trays, mailboxes, mail bags, and
forklifts. This business also deals in the production, import, export, and supply of
specialized postal equipment. Additionally, this sector also offers electricity terminals
and equipment.

Soft and hardware technologies : Vietnam has seen a steady rise in the number of
personal computers in recent years, including desktop and laptop PCs. In more detail,
in 2011 there were 6.68 personal computers per 100 persons, in 2012 there were 7.86,
and in 2016 there were 23 computers. In Vietnam, the number of personal computers
has significantly expanded.

Logistics: The corporate environment has changed due to the trend of the 4.0
technological revolution, which has increased the power of information technology
and digitalization. There have been significant changes in the international forwarding
and logistics sectors. Vietnamese postal companies are providers in the supply chain;
as such, they should recognize the trend in shipping and delivery of goods and work
with logistics companies to hasten the participation process and extend the value
chain. logistics.

3.2.3 Conclusion regarding the causes of EMS’s firms losing competitiveness

First off, it can be seen that the group of postal enterprises with state capital dominates
over the group of postal enterprises with private capital through the analysis of criteria
for ability to maintain and grow market share, criteria for brand, reputation, and image
of enterprises, or criteria for revenue. The primary cause is that most private
businesses have limited financial resources. Most domestic postal businesses struggle
to get adequate funding, invest methodically in warehouse management technology,
human resource management, commodities management, and center construction.
These businesses consistently lack funds or have insufficient capital, therefore they
lack the courage or confidence to make investments in new technology.
 27

Second, when compared to postal enterprises with foreign investment, the quality of
domestic postal enterprises' services is still subpar. Customers continue to lack
confidence in domestic businesses' capacity to provide services.

Third, regarding postal infrastructure: Administrative management (address) still has

many issues and challenges for IT application in corporate activities and digitization.
On the other hand, the infrastructure for managing traffic in large cities is currently
highly congested. Trucks are prohibited in many metropolitan areas, yet there is no
substitute (such as employing 3-wheelers), making it impossible for enterprises to
serve customers and inhabitants.

The last , there are gaps in the postal legal system, specifically there are no regulations
or legislation pertaining to sales made through e-commerce networks.

3.3 Solutions To Increase Vietnam Post Enterprises' Competitiveness In The

International International International Period To 2030
3.3.1 Predicting how international integration will affect Vietnam's postal firms'
competitiveness from now until 2030
Concerning service development: delivery services for e-commerce and other e-
commerce logistics services; engaging in direct online sales (e-commerce floor/market
model); establishing an O2O (Online-Offline) retail distribution business model that
combines online and offline direct sales with retail distribution of goods at the post
office and direct consumer contact; monetary services; Considering the growth of the
market: In recent years, the growth rate of e-commerce in major cities—particularly
the two ends of Hanoi and Ho Chi Minh City—has consistently been around 30%,
with a scale that accounts for almost 70% of the national market.

For this market, postal organizations continue to create premium services, employ
cutting-edge technology, enhance customer care, and affirm their leadership position
in this industry going forward. The e-commerce sector in the remaining provinces and
cities is very promising and is predicted to grow rapidly in the coming years. Postal
businesses will continue to work hand in hand with major e-commerce companies,
playing a crucial role. for this market, make; Market for cross-border e-commerce
(cross-border)

With the participation of many enterprises, the postal market, which has a growth rate
of 35–40%/year, is continuing to grow. Although domestic postal companies dominate
the market share, many foreign businesses have consistently increased their investment
in Vietnam over the past few years. Lalamove (Hong Kong), Lazada Express, DHL,
 28

GrabFresh, and others are among them. It is anticipated that by 2030 there would be
numerous foreign postal firms functioning together on the local postal market. Each
business must therefore have a unique plan to ensure its survival, which may involve
investing in technology or developing specialized services.

3.3.2 Development and improvement of Vietnam's postal firms' competitiveness in

terms of global integration through the year 2030
Directive No. 01/CT-BTTTT on Development Orientations of the Information and
Communication Industry, Including the Postal Sector, was signed and proclaimed by
the Minister of Information and Communications on January 3, 2020. infrastructure
improvement for postal services to encourage digital transformation; switching to
digital postal services from traditional ones, concentrating on e-government services
and supporting services/logistics for e-commerce;

On the basis of perfecting the system of codes to attached addresses, postal enterprises
switched toward technological businesses and developed a number of sizable
corporations as the core for the growth of the postal network reaching to households,
villages, and hamlets. with a computerized V-map map fostering an atmosphere of
healthy competition for postal businesses; creating a database on postal businesses and
their approach to digital transformation; Vietnam will be among the 40–45 leading
postal nations of the UPU World Postal Union by the end of 2020.
 29

RECOMMENDATIONS FOR DEVELOPMENT OF

EMS
The postal industry is facing numerous challenges as a result of the swift growth of
society and technology, which has weakened the distinction between the postal and
delivery sectors. Additionally, postal business laws are less stringent than those of
other industries, despite the fact that competition is exceedingly severe both
domestically and internationally.

The growth of postal operations is also impacted by other professions. Domestic

businesses cannot compete with DHL, UPS, and other large organizations in the high-
quality postal industry because they are so large. The rivalry is equally severe in the
lower market. Without even mentioning a team of motorbike taxis and coaches ready
to convey items fast and flexibly in a very short amount of time, small enterprises,
especially family-run firms, can compete in delivery.

Additionally, the outcomes of using the criteria to assess the competitiveness of

Vietnamese postal firms have demonstrated their current level of competitive
competency, is at a medium to low stage in the integration process. The findings of the
influencing factors study also demonstrate the extent to which each element affects the
competitiveness of Vietnamese postal firms. The author thinks that it is essential to
simultaneously implement groups of solutions to solve problems in order to take
advantage of opportunities, avert threats, overcome weaknesses, and boost strengths of
postal enterprises, so improving the competitiveness of postal enterprises.

Some Solutions for EMS

Improve financial capacity

Vietnamese postal enterprises need to develop a clever financial strategy with

numerous guaranteed channels for raising capital, including raising internal capital
from shareholders, funds, etc. and external capital sources like commercial credit,
bank credit, customer advances, credit for asset purchase, etc. This money will go
toward remodeling and the acquisition of used equipment. contemporary, developing
 30

infrastructure for the postal sector. On the other hand, businesses must precisely assess
their requirements for each sort of capital, including those for the market, investments
in machinery and technology, labor and salaries, financial plans, and so forth. In order
to decrease capital requirements, capital expenditures, and other expenses, businesses
should leverage capital savings during the manufacturing and business stages. On the
other hand, companies must ascertain the financial capacity of clients before providing
services and manage debt collection effectively by: defining the time frame for debt
collection for each client group; developing a reward-penalty strategy; contracting debt
collection revenue for units;...

Improve service quality

Applying information technology to all stages of postal service; Outfitting vehicles

with camera systems to monitor the transportation operation as well as the attitude and
communication of employees toward customers are just a few of the key solutions that
domestic postal enterprises must put into practice. Classify clients based on their
relationship with each item, such as huge customers, loyal customers, special
customers, potential customers, etc. On the other hand, businesses need to concentrate
on educating staff members in customer service, communication, and fully disclosing
service fees, delivery deadlines, complaint resolution procedures, etc. at the transaction
point as a promise of quantity and quality with clients. Additionally, companies must
set up hotlines at service locations to collect client thoughts, suggestions, and feedback
on service quality.

Improve Organizational and managemnet capacity

First, to be able to manage businesses in the new context, regularly update knowledge
and relevant abilities such as leadership skills, change management skills in a
competitive setting, presentation skills, negotiation and communication skills, etc.

Second, company owners must periodically review, assess, and revise each production
procedure and business plan. Leaders must integrate a variety of skills, including
professional knowledge, competence, intelligence, in-depth vision, observation,
analysis, and evaluation, in order to carry out planning and implement plans
effectively. meticulous,...

Third, substitute contemporary, adaptable management and organizational methods

with conventional ones. Selecting the best organizational structure for the business can
help to advance departments' contributions to the organization, foster internal
harmony, and expand prospects for global collaboration.

Fourth, business owners must actively participate in postal training courses provided
by specialists and fully prepared with the information and skills necessary to approach
 31

worldwide standards in order to play in the integration playground. To further

experience and credentials, consider studying abroad, inviting international
professionals to work in Vietnam, and joining pertinent organizations and
organisations.

Training and developing human resources

Firstly, ensuring the supply of qualified and high-quality postal human resources by
perfecting the system of training and vocational training programs in a unified and
professional manner across the nation at all educational levels, improving the quality
of teachers, facilities, and international cooperation in training.

In order to supply the market with human resources sufficient in quantity, high in
qualifications and quality, and meeting international standards, it is also important to
encourage and facilitate the development of socialization models, training models
tailored to market needs, training models of enterprise-institute-schools, joint ventures,
and international links.

Third, support training initiatives to raise staff civil servants' and employees'
credentials, particularly by raising the level of IT application in state production,
management, and business operations.

Fourth, there are policies and special treatment regimes to encourage domestic and
foreign experts, particularly for Vietnamese who have left their country and have the
necessary credentials, capacity, experience, and position. energetically and
enthusiastically contributed in aiding the nation's development and enjoyed excellent
conditions in the postal and IT industries.

Improve integration capacity

Vietnam's economy is beginning to show indications of improvement, and the

country's sizable population suggests that the postal service will soon be in high
demand. Postal businesses ought to take use of this advantage to swiftly dominate the
domestic market. eventually enlarge to local and international markets. Additionally,
attention must be paid to funding the creation of postal goods and services with an
increasing amount of creative content. Major postal companies, making sure that there
are strategies and plans to boost competitiveness in order to increase postal demand.

In comparison to international firms, EMS enterprises today (which are primarily

private enterprises) frequently lack experience and cutting-edge technology, notably in
the area of management. The ability of EMS to operate and transact abroad must
therefore be improved. Business leaders need to continuously improve their education
in order to access global standards and practices. They should concentrate on
 32

developing key knowledge and skills, such as proficiency in a foreign language, a

foundational understanding of culture, society, and history relevant to international
business, international communication, and knowledge of international practices and
laws in the postal sector.

CONCLUSION
The company must pay close attention to the underlying logistics: Maintain the
base logistics through an agent system with transparent and fair export and import
regulations; increase interest and care for agents at all levels through regional customer
conferences; and concentrate on traditional products with a high revenue and profit
proportion. Improve the skills and professionalism of the sales and management teams.
Implement export sales policies that are tailored to each region in order to retain
current traditional customers, ensure debt recovery, and reduce risks. In general, early
access to and understanding of bidding information, broadening the audience bidding
packages, and market maintenance are priorities for the electricity market.
In the face of volatile input and output material prices, the company must have
detailed plans in place for raw material procurement and use to mitigate the impact of
price fluctuations. In its search for partners to supply raw materials at a reasonable
price and quality, EMS must be proactive and adaptable. To ensure consistent supply
and prices, long-term contracts should be negotiated. There are also plans to build raw
material factories in order to be more proactive in the supply of inputs.
Because the company understands the significance of environmental risk
management, it should always prioritize waste management, forecasting, and
standardization. As a result, the risks and negative effects on the health and safety of
the communities surrounding the Group's factories are reduced.
The Company needs to limit accidents, vehicle theft, and theft of damaged
goods. Choose the correct box size. The box should be only slightly larger than the
item being shipped and as close to the box as possible. Make sure there's enough space
for dunnage to keep products from shifting (for example, if you're transporting shoes,
the box you put the shoebox in shouldn't be much larger than the shoebox itself). And
 33

the company must fill in the gaps in the pack. Dumming should be used to fill in any
gaps between the product and the box. Ideally, you should fill every available space
with packing materials so that nothing moves. This is especially true for electronics,
where even minor scratches can cause them to malfunction. Furthermore, data on
shipping damage should be collected and reviewed for the final solution. If you have
transit damage, make sure to document any damaged packages, the type of damage,
how it happened, and take steps to prevent it from happening again.
 34

REFERENCE
(2019). Annual Report 2019 (Audited). EMS Express Corporation
(2020). Annual Report 2020 (Audited). EMS Express Corporation
(2021). Annual Report 2021 (Audited). EMS Express Corporation