THỰC TẬP NĂM 4 XUẤT NHẬP KHẨU TDTU

VIETNAM GENERAL CONFEDERATION OF LABOUR
TON DUC THANG UNIVERSITY
FACULTY OF BUSINESS ADMINISTRATION

PROFESSIONAL INTERSHIP REPORT YEAR 4
ANALYZING THE COORDINATION PROCESS OF ORDER PROCESSING
4-WHEEL VEHICLES AT LALAMOVE VIETNAM
Instructing Lecturer: PhD Tran Thi Phi Phung
Student’s name: LUU NGUYEN HA GIANG
Student’s ID: 718H1874
Major: INTERNATIONAL BUSINESS
Academic Year Code: K22

Ho Chi Minh City, January 2022


INTRODUCTION

The Internet's arrival ushered in a sea shift in the globe, and it is now a vital
instrument in people's lives. The Internet's evolution and the emergence of the 4.0
technology age have aided the international economy's rapid growth. It provides the
foundation for the emergence and growth of e-commerce, a field that has fundamentally
changed and will continue to change customers' purchasing patterns, resulting in increased
need for goods transportation. the greater the rise. Furthermore, the Covid-19 pandemic is
a major driver of demand for transportation and delivery of products, since the stressful
epidemic scenario causes isolation and social separation, and consumers reduce their trip.
In busy settings, make eye contact and concentrate on buying.
The freight forwarding industry is thriving and expanding at a rapid pace on a global
scale to fulfill actual demand, and it is critical to the country's overall development.
According to Redseer1, 86 percent of Vietnamese clients will maintain or increase their
online purchases after Covid-19, paving the road for e-logistics. The volume of goods

transported through the delivery service increased by 47 percent in 2020, according to the
Vietnam E-commerce Association (VECOM). Orders have increased by 30-60% at all of
the top delivery companies, with Ninja Van - an e-logistics company with Singaporean
venture capital - expanding by 200%. (Compared to 2020, this is a threefold increase).
VECOM also said that the scale of e-commerce has grown at an average of 30% per
year during the 2016-2019 period, from 4 billion USD in 2015 to 11.5 billion USD in 2019.
The increase momentum will remain at 29 % in the period 2020-2025, reaching 52 billion
USD in 2025.
As the logistics industry of e-commerce, the prospect of e-logistics is associated
with the growth rate of the e-commerce market. Estimated shipping costs account for about
10% of business revenue, the physical size of the e-logistics market is also worth billions
of dollars, according to the Association of Service Businesses.
As a result, e-logistics is a subject in which I am really open to learning and
researching. During my internship at Lalamove Vietnam Co., Ltd., coworkers eagerly
assisted me and provided possibilities for me to execute tasks connected to order processing
coordination. On the basis of those advantages and the enthusiastic guidance of Dr. Tran
Thi Phi Phung - lecturer of the Faculty of Business Administration, Ton Duc Thang
University, I decided to choose the topic “Analyzing the coordination process of order
processing 4-wheel vehicles at Lalamove Vietnam"


TABLE OF CONTENT
TABLE OF CONTENTS
LIST OF FIGURES
LIST OF TABLES
LIST OF ABBREVIATIONS AND ACRONYMS

INTRODUCTION
CHAPTER 1: INTRODUCTION OF LALAMOVE VIETNAM LIMITED
LIABILITY COMPANY 1

1.1 General overview of Lalamove Vietnam Co., Ltd.
1.1.1 Type of business
1.1.2 Line of business
1.1.3 History of formation and development
1.2 Organizational structure
1.2.1 Organizational chart
1.2.2 Functions and duties of each department
1.3 Situation of human resources
1.4 Technical facilities
1.5 Customers, Markets and Competitors
1.5.1 Customers
1.5.2 Market and competitors
1.6 Some evaluation criteria of the company's business performance in 20192020
CHAPTER 2: FINDING OUT OF TRANSPORTATION COORDINATION
ACTIVITIES AT LALAMOVE VIETNAM CO., LTD 15
2.1 Coordination of freight forwarding at Lalamove Vietnam Co., Ltd.
2.1.1 Recruiting and training driver partners (On Board)
2.1.2 Quotation, order operation and vehicle dispatching (Order
Processing)


2.1.2.1 Quotation
2.1.2.2 Order
2.1.2.3 Vehicle coordination
2.1.3 Driver Management (Driver Management)
2.2 Operation process of freight forwarding coordination at Lalamove Vietnam
Co., Ltd.
2.2.1 Coordination process for individual orders (Request-Realtime)
2.2.1.1 When BD requests to apply
2.2.1.2 When customers make their own orders via Mobile App and Web

App
2.2.2 Coordination process for contract orders (Contract Logistics)
2.3 Transport coordination process for customers under contract – Con Cung
Joint Stock Company
2.3.1 Project information
2.3.2 Procedure
2.4 Technology to manage and control freight forwarding activities at
Lalamove Vietnam Co., Ltd. 33
2.4.1 Apps for customers (Lalamove Mobile App and Lalamove Web App)
2.4.2 Driver App (Lalamove Driver App)
2.4.3 Application for employees (Lark)
2.4.4 Management and control system for orders, customers, drivers and
vehicles (Houlala & Lalamove SS02.0)
CHAPTER 3: RECOMMENDATIONS AND SOLUTIONS
3.1 Evaluation of the efficiency of freight forwarding coordination at Lalamove
Vietnam Co., Ltd in the first quarter of 2019-2020
3.1.1 Results of freight forwarding coordination activities in the first
quarter of 2019-2020
3.1.2 Compare and evaluate the effectiveness of coordination activities in
the first quarter of 2020 compared to 2019


3.1.2.1 Evaluation through order response rate (% Response Rate)
3.1.2.2 Evaluation through order completion rate (% Full Fillment Rate)
3.1.2.3 Judging by the number of orders (Number of Orders)
3.2. Advantages and disadvantages in the process of implementing freight
forwarding coordination at Lalamove Vietnam Co., Ltd.
3.2.1. Convenience
3.2.2 Difficulties
3.3. Some solutions to improve the efficiency of freight forwarding activities at

Lalamove Vietnam Co., Ltd.
3.3.1 Development orientation of the company
3.3.2 Assessing the general development trend of transportation
coordination activities in urban areas
3.4 Some solutions to improve the efficiency of freight forwarding activities at
Lalamove Vietnam Co., Ltd
3.4.1 Solution 1
3.4.2 Solution 2
3.4.3 Solution 3
CONCLUSION
REFERENCE
APPENDIX