báo cáo thực tập tốt nghiệp tiếng anh ABB LTD OVERVIEW

Page

1
ACKNOWLEGEMENT
First and foremost I want to thank my Guide Ph.D. Ly Phuong Duyen, It has been an honor to be her
student. I appreciate all her contribution to make my “Internship report” productive and stimulating. I
am highly obliged and express my sincere gratitude to her.
The internship opportunity I had with ABB Ltd. was a great chance for learning and professional
development. Therefore, I consider myself as a very lucky individual as I was provided with an
opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people
and professionals who led me though this internship period.
Bearing in mind previous I am using this opportunity to express my deepest gratitude and special
thanks to Mr Le Trung Nghia, Sales and Marketing Manager - ABB Ltd. Business Unit who in spite of
being extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path
and allowing me to carry out my project at their esteemed organization and extending during the
training.
I express my deepest thanks to Ms. Nguyen Thuy Truong and Ms. Nguyen Thi Thuy Duong – ABB
Ltd. Sales Admin for taking part in useful decision & giving necessary advices and guidance and
arranged all facilities to make life easier. I choose this moment to acknowledge their contribution
gratefully.
It is my radiant sentiment to place on record my best regards, deepest sense of gratitude to Mr. Nguyen
Phuong Dong Sales man, Mr. Huynh Manh Hung – Senior Sales man, Ms. Le Thi Ngan – Sales man,
Ms. Tran Thi Thu Ha – Sales Engineer, for their careful and precious guidance which were extremely
valuable for my study both theoretically and practically.
I perceive as this opportunity as a big milestone in my career development. I will strive to use gained
skills and knowledge in the best possible way, and I will continue to work on their improvement, in
order to attain desired career objectives. Hope to continue cooperation with all of you in the future.
Sincerely,
Truong Thanh Thuy

TABLE OF CONTENTS

Page

2

TABLE OF FIGURES

SUMMARY
ABB Ltd. in Vietnam is a truly global company with high professionalism and
reputation. With more than 500 employees and operator in the head quarter,
Hanoi. The facilities and utilities are first-class. All employees regardless of
permanent, temporary or intern have the right access to excellent facilities.


Page

3

ABBers are provided a free lunch with adequate nutrition and transportation
from/to the company. ABB all processes for both bidding contract are in well
manage and control to avoid corruption and bureaucracy. In addition, Codes of
conduct are always focused to raise the awareness of all employees. All new
ABBers are obligated to join the Integrity training and must pass the test of Codes
of Conduct and OHS safety. All expenses must be checked and pass through a
control process.
ABB employees treat each other with highest respect and people support each
other. They are willing to teach and coach the newbie or intern. Every year, each
employee has chance to join a lot of training course and business trip abroad for
development.

ABB Ltd. has a multicultural environment. You will meet and work with many
director, manger and supervisor, technician belong to the ABB Group around the
World.


Page

4

CHAPTER 1: ABB LTD. OVERVIEW

1.1 ABB Group overview

ABB in Vietnam is part of ABB Group (www.abb.com), a leading global technology
company in power and automation that enables utility, industry, and transport and
infrastructure customers to improve their performance while lowering environmental
impact. The ABB Group of companies operates in roughly 100 countries and employs
about 135,000 people.
Established in Vietnam in 1993, ABB recently has around 900 employees working in
three regions across the country to ensure the nationwide presence of the ABB brand.
The Head Office and Transformer Factories are located in Hanoi, High Voltage and
Medium Voltage Power Product factories are in Bac Ninh, other branch offices are in
Da Nang and Ho Chi Minh City.
As Group structure, ABB is organized in four divisions: Electrification Products,
Discrete Automation and Motion, Process Automation and Power Grids in order to
serve each group of customers in a most efficient way. Supporting to five business
divisions, we provide full range of lifecycle services from spare parts and equipment
repair, training, migration to remote monitoring and technical support.
In each market and industry, we offer our customers a dedicated and competent team of
sales, professional services and engineering expertise in support of the Group’s

extensive ranges of systems and products.
Our power and distribution transformers factories are among the ABB focused
factories worldwide. We manufacture a wide range of transformers with capacity to 63
MVA and voltage to 172 kV. Being the market leader both in technology and quality,
we are the largest transformers manufacturer by far in Vietnam. We are also expanding
well in the export markets. Our transformers are now exported to all over Asia Pacific


Page

5

region, serving clients from Australia and New Zealand in the south to Japan and
Korea in the north.
Through the years, ABB in Vietnam has established itself as a reliable and competent
technology partner to government, private and domestic sectors and become one of the
most prestigious names in power and automation technology in Vietnam.
We are committed to helping our customers to use power effectively and increase
productivity in order to create a better world. We are committed to a long term
development in Vietnam, to grow along with the development of power industry and
industries of Vietnam. (Department, 2015)
1.2 ABB Vietnam profile/contact

Head office / Transformer factory
Km 9, National Road 1A,
Hoang Liet Ward, Hoang Mai District, Hanoi, Vietnam
Tel: +84 4 3861 1010
Fax: +84 4 3861 1009
1.3 ABB Vietnam history

1993 Opened main office in Hanoi
1994 Opened regional office in Ho Chi Minh City.
Established ABB Joint Venture for manufacturing of distribution transformers.
1996 Opened regional office in Da Nang city.
1997 Extended ABB JV license to include power transformers.
2002 Converted JV into 100% of ABB capital, named ABB Ltd.
2005 Started strategic drive for export from Hanoi plant.
2006 Transition to local business for Discrete Automation & Motion, Low Voltage
Products.
2008 Transition to local business for Medium Voltage, High Voltage and Process
Automation.


Page

6

2011 Opened Engineering Center to provide a high quality engineering package to
customers and develop local competence. (Communication, 2015)
1.4 ABB mission/vision/values
1.4.1 ABB's mission
•

Improve performance: ABB helps customers improve their operating
performance, grid reliability and productivity whilst saving energy and lowering
environmental impact.

•

Drive innovation: Innovation and quality are key characteristics of our product,

systems and service offering.

•

Attract talent: ABB is committed to attracting and retaining dedicated and
skilled people and offering employees an attractive, global work environment.

•

Act responsibly: Sustainability, lowering environmental impact and business
ethics are at the core of our arket offering and our own operations.

1.4.2 ABB's vision

As one of the world’s leading engineering companies, we help our customers to use
electrical power efficiently, to increase industrial productivity and to lower
environmental impact in a sustainable way. Power and productivity for a better
world
1.4.3 Values

Safety and Integrity
This value pair is the bedrock of our organization. We do not accept business, if it
means putting people at risk or engaging in unethical practices. At ABB, we take care
of ourselves and we look out for our colleagues – Don’t look the other way. We draw
attention to behavior and actions that might compromise someone’s health or
wellbeing, or that might jeopardize their career or the reputation of the company.


Page

7
Customer Focus and Quality
In today’s competitive environment, these are a must to prosper as a company.
The customer has to be at the center of all our activities – and when we reach him we
need to deliver with utmost quality in everything we do. Knowing our customers better,
being perceived as having a clear focus on them and providing high-quality offerings
and services will make us the partner of choice.
Innovation and Speed
Innovation is at the core of our value proposition and will continue to be critical in
strengthening and enhancing our competitive position – in daily business, and as we
expand our offering towards engineering/consulting, software and value-added
services. Speed is essential in everything we do – being fast at high quality without
haste is the art that we are committed to master.
Ownership and Performance
Strengthening clear lines of responsibility and accountability across our organization is
a key part of our next level strategy. Focused, well-articulated responsibilities for our
business lines, regions/countries and functions is paramount to drive performance to
the next level. Our new organization reflects these principles and is built around them.
Institutional and individual performance are key to continue to succeed – and survive –
in a demanding world. Performance is what is expected from all of us every day – not
only continuing what we are doing, but also taking a step forward – a piece of Next
Level every day.
Collaboration and Trust
ABB’s future, its enhanced competitive strength, must be built around better,
more natural collaboration aimed at providing superior customer value. The new
organization, with undiluted business line responsibilities and empowerment closer to
the customer, enables the business, regional/country and functional leaders to
collaborate more and easily.

Page

1.5 ABB Ltd. Organization Structure

8

Figure ABB Organization Structure
(Administrative, 2014)

1.6 ABB Vietnam business and products

Table ABB business and product

Divisions
Electrificatio

Offering
Customers
Key fact
Products and solutions Distributors,
ABB ships over 1
suitable for multiple installers,
panel million products to


Page

n Products

Discrete

Automation
and Motion

Process
Automation

Power Grids

9

electrical
applications
from residential home
automation to industrial
buildings, including lowvoltage circuit breakers,
switches,
control
products,
wiring
accessories, enclosures
and
cable
systems
designed to ensure safety
and reliability.
Motors,
generators,
drives, mechanical power
transmission, robotics,
wind converters, solar

inverters,
voltage
regulators,
rectifiers,
UPS systems, excitation
systems,
traction
converters,
fast
DC
chargers
Products, systems and
services designed to
optimize the productivity
of industrial processes.
Solutions
include
turnkey
engineering,
control
systems,
measurement products,
life
cycle
services,
outsourced maintenance
and industry specific
products (eg, electric
propulsion for ships,
mine

hoists,
turbochargers and pulp
testing equipment).
Power
Grids
offers
power and automation
products, systems and
service solutions across

builders, OEMs, customers
system integrators, worldwide
contractors,
day.
architects and end
users.

every

Manufacturers,
OEMs in a variety
of industries and
utilities, process
industry end users
and transportation
and infrastructure
operators.

ABB
is

the
world’s
largest
supplier
of
industrial electric
motors and drives

Process industries
such as oil and
gas,
petrochemicals,
mining,
metals
production,
marine, pulp and
paper, and cement.

ABB delivered the
world’s
first
power-from-shore
solution for an
offshore rig.

Power generation,
transmission,
distribution
and
other

utilities;

ABB
pioneered
HVDC technology
more than 60
years ago and is


Page

10

the
generation,
transmission
and
distribution value chain.
Its offering includes
transformers,
highvoltage products, power
transmission
systems,
and grid integration and
automation solutions – to
enable
a
stronger,
smarter and greener grid

(Commucation, 2015)

industries across
the
spectrum,
transportation and
infrastructure
customers,
and
commercial
enterprises.

uniquely
positioned in the
industry with inhouse
manufacturing
capability for all
key
HVDC
components. ABB
is the world’s
largest supplier of
transformers
pushing
the
voltage
record
levels and is also a
leader in highvoltage products
and

substation
solutions.


Page

11

CHAPTER 2: ABB LTD. BUSINESS INTRODUCTION
2.1 ABB Ltd. values chain.

Figure ABB business and product

ABB Ltd. Value chain assessment: Follow the same value chain globally to deliver our
value and offer solutions to our customers.
•
•
•

Implement best in class processes in the value chain;
Improve business efficiency, results, customer and employees satisfaction;
Share best practice between the factories.

2.2 Sales process
Figure Sales Process
(Nghia, 2014)


Page

12

Description of Sales process
1. Check Enquiry
• Sales person takes responsible for Enquiry from their allocated market
• In case of non-allocated market, Sales person should forward the request to the

correct allocated factory or ask for PG or Territory Sales Manager approval if there
are valid reasons to quote for the project by ABB Vietnam.
• Mixed DTR/SPT requirement will be handled by the sale person of the PG that has

majority portion. In case the offered volume of the minority PG exceeds below level,


Page

13

the sales person of the majority PG will act as the single contact point for the project
with support from sales person of the minority PG
-

DTR: above 500k USD.

-

SPT: above 1,000k USD.

• In case of over workload, Sales Manager will assign inquiry to suitable Sales person.
• Upon receiving enquiry, sales person will review the enquiry and ABB available

resource, the review will take to following into consideration:
- Enquiry requirement
- Market Allocation
- Sensitive Countries
- Production capacity/loading
- EPC Questionnaire

Sales person to propose to Sales Manager for approval for decision of no quote
• In case Sensitive Countries: get approval as per Sensitive Countries Protocol
2. Register the enquiry in Sales Database

Sales person to register/update enquiry all required data into sales database
3. Prepare Proposal
• Have technical requirement of enquiry reviewed and prepared by engineering design

if required.
• The approval from Factory Sales and Marketing Managers should be granted when

making decision to produce SPT with rating higher than 12MVA in DTR factory.
• Have SPT Top Gun team involved in technical preparation if advised by Sales &

Engineering Managers
• Have proposal’s terms & condition reviewed and commented by relevant functions,

if required
• Have others costs and information such as transportation, services, spare parts

reviewed by relevant functions

Page

14

• If our proposal deviates from customer’s enquiry, a deviation list is prepared and

attached to the proposal. Clarify all items in the deviation list with Customer and if
possible propose an alternative solution.
• Complete both technical and commercial documents and compile into completed

proposal
• Delivery Schedule: review with Planning and Operation in case FCA delivery is less

than 4.5 months for SPT and 3 months for DTR.
4.

Perform Risk Review

• Risk Review trigger points:

Total offer value of all products offered by VNABB PPTR equal to or higher

-

than 2M USD.
-

Net Margin below 0%.

-

Technical Complexity exceed 100%

-

Legal trigger points are as per PPTR BU Risk Review Instruction.
5. Submit the Proposal

• Complete and Submit proposal to customer on time
• Save proposal in database.
6. Follow up & Negotiation
• Follow-up status of project
• During negotiation and revision process, Sales person does not need to get FCM re-

approved in case:
•

Revised total offer value is within 20% tolerance from approved FCM.
OR only change in offered quantity.

•

Revised Net Margin is not lower more than 1% from approved FCM.

•

New offer value and NM do not trigger higher approval level.

Page
•

15

Payment method and security are unchanged.

Sales person is fully responsible for the accuracy of the above calculation.
• Submit the revised proposal to customer, if any
7. PO/Contract Amendment Negotiation
• Check all terms & conditions of PO/Contract
• Negotiate with customer so that the terms & conditions match with

the proposal offered
• Have revised PO/Contract prepared and approved if any
• Submit the revised PO/Contract to customer, if any
• Prepare final FCM which is in line with final PO/contract.
8. PO/Contract Review/Approval

After checking, sales person to submit PO/Contract for final review and approval by
relevant functions
9. Perform Order Hand Over

Perform Order Handover according to instruction
10. Lost Tender analysis
• If tender is lost, reason for lost should be analyzed for lesson learnt.

2.3 ABB Ltd. Factory Sales overview.
An interview about ABB Sales & Marketing Department

Interviewer: Truong Thanh Thuy
Interviewee: Mr. Nguyen Phuong Dong
Position: Sales man/Department: PPTR Sales & Marketing
Date of meeting: March 1st 2016
Location: ABB Ltd Conference room


Page

16

1. The Roles/Functions of Sales and Marketing team contributing to the value
chains of ABB.
Sales man roles: Sales person in PPTR department will receive Enquiry letter of
FES, EPC, Distributor or end user. Then, they will sort all the enquiries to find the
suitable orders, which ABB factory Hanoi can sell its product. The second step is
that sales person will transfer the order to Design department, designer will
calculate the cost to manufacture a transformer, and then designer will send back
cost calculation to Sales man, He/she will use this calculation to complete the Full
cost model template. The third step is to get all signatures of all department related
(Sales manager, LBU controller, and CEO). The forth step is very important,
sending the budget quotation to customer and negotiate until customer accept the
price. When customer approve the deal, they will send to ABB Sales man a Letter
of Award, seller must check the information in this Letter of Award whether it meets
all the requirements negotiated before. If it proper, seller sends back to customer a
letter named Order Acknowledgement as well as transferring all the order
documents to Project Management Department. The last step of Sales man is to set
up a meeting to explain all about the order to Project manager.

Page

17

Figure The Sales distribution channel
End user
FES

Factory
sales

EPC

End user

Distributor

End user

EPC

End user

Distributor

End user

End user

2. 2016 strategy/ objectives to improve sales performance



Increase Direct Sales and reduce distribution channel. Selling directly to
customer will save time, cost and can easily conduct the negotiation
process.



Find more market to sell



Increase Sales revenue by 10% ( From USD 40 million to USD 45
million)

Factory
Sales

End user

3. Based on your real experience, the factor plays the most important role in a

successful tender/ a successful sales process (price, market research,
marketing, maintenance…?)
With ABB product, the most important factor is Price coordinated with
Technical Specification and Quality.


Page

18

4. What is the most frequent issue that Sales team meet?

To compete with our global competitors such as Siemens from Germany,
Sneider from France, GE from The United States, Altom from France;
ABB also meets the challenges with the Factory. Delay in shipping due to miss
deadline of manufacture;
Pricing negotiation and technical clarification always take time and cost a lot;
Oil leak is the most frequent fault of the ABB product.
5. How ABB Ltd. Sales team resolve customers’ problems?

To win project/tender from our competitor, it is very important to quickly gather
information from customer and from FES, then the step of pricing negotiation
requires a lot of skills and flexibility, another thing always need central focus is
that, when we lost a tender, it is necessary to find the reason and improve it in
the next time. In addition, Keeping contact with customer frequently need a lot
of effort and time.
Delay in shipping will be solved as our DTR Sales and Marketing manager, Mr.
Teemo said: “We need more workload, pressing the operation guys, give those
more compensations…”
About Oil leak issue, ABB Maintenance team must be able to support customer
especially customer outside Vietnam. In the real case, Mr. Vinh from our team
flied to Mexico to support our Mexican customer. In some cases, we also
exchange the product having error or sell the new one with competitive price.
6. Is there anything we need to change to improve the Sales process? ( in your

point of view)
I am in charge of Indonesia market. And If I can ask to change something, I
need more Marketing budget to this market. Indonesia with ABB is always a

challenging market. Indonesia market is very competitive and need more
relationship with local customer. For example, Electricity Project in Vietnam,


Page

19

we have budget USD 1- 1.5 billion while in the same case, Indonesian budgets
USD 0.9 million. ABB Transformer is more expensive than others but it has a
lot of add-on benefit, saving environment is one of them.
(Dong, 2016)
2.4. Sales performance analysis and assessment.
2.4.1 ABB Business operating result in market from 2012 - 2016

Figure Sales order value

(from 2012 to 2015 and 2016 to be updated in ABB Vietnam divided by market)
(kUSD)
(Duong, 2016)
The bar chart compares how the customers from 10 markets allocates different total
sales order value from 2012 to 2015 and 2016 budgeting. In general, the total value
order decreases slightly from 2012 to 2015. And Sales revenue in 2016 is forecasted to
increase more than 5,000 kUSD (48,136)


Page

20

Vietnam market had the highest total sale orders, 22,328 kUSD in 2015, followed by
Myanmar and Philippine, with 6,225 and 5,059 kUSD, respectively.
Australia from 2012 to 2013 was quite a big market for us, however, the number of
order received have declined significantly from 2013 to 2015. In 2016, it has more
positive signals that the Sales administrative expect the order will increase to 4,834
kUSD, 3 times as high as order in 2015. Similarity, Sales order in New Zealand will
boost from 1,117 to 8,024 kUSD as Sales man forecast.
As discussed in 2.2, Indonesia is always a challenging market for ABB. The value of
sales order in this country was the lowest one. And the trend seems to be negative due
to the consecutive decrease in order from 2012 to 2016.
Other markets such as Newly Associated States, Sea Others countries and Africa from
where we used to have low order, now develop dramatically and are expected to order
more from us.


Page
2.4.2. DTR Sales Department result in 2015

21

Figure DTR Sales in 2015

2015 DTR Result
Feb Order
Mar Order
Apr Order
May Order
Jun Order
Jul Order
Aug Order

Sep Order
Oct Order
Nov Order
Dec Order

Budget
(kUSD)
2,218
2,218
2,658
2,658
2,663
2,603
2,603
2,598
2,520
2,514
2,514

Forecast
(kUSD)
1,500
1,900
2,600
3,100
4,000
2,600
1,000
1,000
1,700

2,000
2,130

Actual
(kUSD)
2,217
2,186
1,535
2,474
3,665
6,377
652
1,306
1,959
1,414
1,414

In general, Sales man forecast was quite closed to actual number except forecast in
July, when the total actual order value was approximately 3 times as high as the
forecasting order. Besides, there were only two months: February and March, we could
say that we meet our goal. The reason was the real orders were closed to what we had
expected. Specifically actual sales was 2,217 kUSD while budget sales was 2,218
kUDS; actual sales in March was 2,186 kUSD while budget sales was 2,218 kUSD.
April, August, September, October and November were a positive month for us,
especially, these last month of the year, the actual sales went down because of some
reasons: firs, AU market was quite silent because this market started return to holiday
season, Solar Philippines had funding problems and in Myanmar they raised more
package secured.

Page

22

CHAPTER 3: INTERNSHIP GOALS & JOB PERFORMANCE
DISCRIPTION & METHODS OF IMPLEMENTATION
3.1 Internship Objectives

One of the most important goal of mine during this internship course is to get used to
with International working style and its productive environment. I choose ABB Ltd.
because it is a big brand in Electricity product in the World. It ranks 17th in top 100 the
best place to work in Vietnam in 2014. I suppose that, if you want to learn to start the
fist step of your career, big corporation and International brand is an ideal place. The
procedure or business process are applied in many countries within more than 130
years (ABB established in 1983). And ABB Ltd. Did not disappoint me, in this
company, I have to work with professional manner and have chance to learn quickly
from many experience Mentor.
3.2 Learning Objectives, Job Description and Methodology

Table Intern Objectives and Methods

Number
1

2

3

Learning objectives Job performance and Method of
implementation

Experience an
 Tried to learn and communicate with
International
both Vietnamese and foreign manager
Business
 Joined monthly meeting to learn the
Environment
positive way foreign colleges work and
manage.
Job and Time
 Use sticky note to note down quickly all
management learned
guidelines to the new tasks. This method
is very useful when the mentor speaks
fast and the job required is complicated.
Beside, it helps you to save time because
you don’t need to ask the mentor again.
Observation skills
 One of my major task is to follow the


Page

23

learned

4

Good relationship

management



5

Outlook 2013 (email
tool) usage





6

Visa application for
Sales manager



signature and controlling process of a
Full Cost Model or a Contract.
Remember all the Reference number of
a Full Cost Model and remember to
collect all singed and stamped Contract
and Full cost model and return to Sales
man. It helps my tasks be more
productive and get more impressiveness
of my co-workers.
One day in ABB, I work with a lot of

people from different academic
background. People have different
opinions and it is necessary to cross
purposes and balance all the people.
Being carefully in task performance is
priority to avoid opinion conflict.
In ABB, we use Outlook to email both
internally and externally. It is a very
useful tool because it integrates many
functions. Ex.: Using Calendar function
in Outlook, we can book Conference
room, schedule employee and control
deadline.
I also register to join ABB brand visual
identity training to improve my Office
usage skill.
This is one of the most difficult task I
have had performed in ABB. Sales man
in ABB has many business trips abroad.
And I was in charge of Visa application
for two Sales man to Australia and New
Zealand. This task required a good time
management skill. You have to collect
all their personal documents, make
certified document, ask the applicant to
fill all the form in the right way, contact
with the Embassy, check documents and
make a travel request. You have to
schedule all the time specifically to
collect all the documents need on time to

send to the Embassy before deadline.


Page

24
3.3 Schedule of Internship
Table Schedule of Internship

Time
Week 1
(18/1 – 22/1)

Tasks performed
Learning SAP, Sales order creation procedures.
Using Outlook 2013 and Lync application
Reading Full cost model

Week 2
(25/1 -29/1)

Visa application for Sales staffs
Administrative activities: print, photocopy, support office utilities
Creating Sales order check list

Week 3
(16/2 -18/2)

Learning Sales process PPTR department, Tender report, market
report

CCP and Nextra tool used as Sales support, product allocation

Week 4
(21/2 -25/2)

Creating manufacturer's authorization letter
Creating product certification and letter of request
ABB brand visual identity training
Practice fulfilling Full cost model
Getting signatures for Expenses report

Week 5
(29/2 – 4/3)

Creating manufacturer's authorization letter for project
Making travel request for Sales business trip
Making Report expenses for Sales man
Joining monthly meeting of PPTR Sales and Marketing
Still Working for visa application
Seft study: Reading Sales Support Document


Page

25

CHAPTER 4: REFLECTIONS ON THE INTERNSHIP
4.1 The use of skills and knowledge gained in the university

In ABB, I experienced many things I had learnt at University before. Because I

worked in Sales Export Department, so the most useful knowledge I could
implement is from Trade, Accounting and International Business subject. Below is
the list of theoretical knowledge I can apply:
Overview: ABB introduction: Company Codes of Conduct Dress Code, Leave

•

Management, Probation, Employment Contract & Performance Review,
Compensation and Fringe Benefits, Internal Labor Regulations, Employee
handbook /Manager Handbook. OHS induction training, Environmental Induction,
Administration Introduction
•

International business organization and operation and environment

•

Daily memo writing

•

Value chains, Sales process
Incoterms,

•

method

of

payment,
method
of
transportation

4.2 Tasks and skilled learnt and performed during the Internship period

This position is responsible for supporting Sales & Marketing Team in document and
administrative tasks. Main duties are included but not limited to:
•

Receiving mail and classifying document before sending to clients, customers;