Quản trị hoạt động kế hoạch sản xuất kinh doanh tác nghiệp của dịch vụ phục vụ hàng không tại NASCO e

Quản trị hoạt động kế hoạch sản xuất kinh doanh tác nghiệp của dịch vụ phục
vụ hàng không tại NASCO
INTRODUCTION
In 2006, Vietnam became an official member of the World Trade Organization
(WTO). This opens up great opportunity for Vietnam's economy in general and Vietnam
enterprises in particular. As a member of WTO, Vietnam enterprises will get an open and
dynamic business environment. However, there arise large challenges for Vietnam
enterprises. It is the intense competition in all activities, because we also have to make
commitments during process of integration to WTO. In order to not fail on the "home",
and have the opportunity to reach out to the outside market, every business must
constantly improve production and business activities, access to modern management
ideas in the world.
Previously, goods are not produced at the right place and right time when people
want to consume. It caused disadvantages such as:
-

High production and supply;

-

Value of products is not high;

-

Unable to meet the maximum demand of consumers...
Thereby leading to low competitiveness, unable to meet customer needs, low

business results...
Effective operation management helps company optimize resources. Due to
effective operation management, value of commodity is added, and incorporation of the
stages from input materials to market have reduced business costs, created huge

competitive advantage for businesses, especially in the fierce competitive environment.
Noi Bai Airport Service Joint Stock Company (NASCO) is a business with diversified
supporting services of the aviation sector, now is also facing the enormous competition
from other firms in the same industry. Working at NASCO makes me notice the role of
operation management of business and production plan of company during development
process. Therefore, in the range of this research, I selected this topic "Operation
1


management of business and production plans of aviation services in NASCO", to
study for operation management subject.
Besides introduction and conclusion, the main content of this topic is divided into 3
parts:


Part 1: Overview of Noi Bai Airport Service Joint Stock Company (NASCO);



Analysis 2: The process of providing services and operation management of
production and business plan of aviation service in NASCO;



Part 3: Management of production and business activities of aviation service
at NASCO.

2

Part 1: Overview
1.1. Overview of NASCO
The precursor of NASCO is a state-owned enterprise - NORTHERN AIRPORT
SERVICES COMPANY, abbreviated as NASCO), was established and officially went
into operation on 01/7/1993. Vietnam

Aviation Corporation (VNA) is a shareholder

who owns most of NASCO shares.
After equitization, inherit and develop solidarity

tradition to establish

enterprise, NASCO built up quality control system followed ISO 9001:2008, increased
investment in innovation of technique, technology and management mechanism.
As a result, production and business continued to grow in both scope and efficiency
and company’s brand name becomes more prestigious, working and living conditions of
officers and employees are improved. Service is provided by NASCO: duty-free
shops ; international

souvenir

shop; department

store ;

restaurant; passenger

transportation; delivery service and express delivery by airway; hotel and tourism; air
ticket agent; other involved services. (Source website: nasco.com.vn)

NASCO's regular customers: Vietnam Airlines, Russian Aeroflot, Vladivostok Air,
Korean Air, Asiana Airlines, Hongkong Airlines, Japan Airlines, China Airlines, China
Southern Airlines, Dragon Air, Malaysia Airlines, Mekong Air, Qatar Airways, LOT Polish
Airlines. (Source website: nasco.com.vn).

3


Part 2: The process of service providing and operation management
Production and business plan of aviation services at NASCO.
2.1. Service for air cargo
FLOWCHART OF AIR CARGO SERVICE PROCESS
AIR CARGO SERVICE
Imported cargo service process
Customs
Complete
air
Completeprocedure
air
procedures
procedures

Payment
Aviation
Payment
of
procedur
of
service

e
service
fees
fees

Complete
customs
Aviation security
Complete
customs
procedure
screening
procedure

Issue
Air
Receive
Receive
way bill
shipment
shipment

Exported cargo service process

- Customers
contact
with customs who
supervise and check
goods to complete the
exporting procedure of

consignment.
- Show the Card of
Weighing stamped by
customs to import.
- Observe NASCO staff
to determine quantity,
weight,
size
of
shipment.
- Payment of all
incurred service fees at
collecting
bank’s
counter.
- Goods are screened
for security by Airport
Authorities.

- Complete air procedure as
regulated corresponding to
each

specific

type

of

shipment.

- Customers pay all
involved fees at the counter
after
completing
air
procedure.

- Customers contact with
customs to complete import
procedure of shipment.
- Customers bring delivery
bills, receipts and airway
bills to counter adopting
this bill (next to area of
international stock) to
complete procedure and
wait for shipment.

- Customers bring Card
of Weighing stamped
“Paid” of NASCO and
other
necessary
documents
to
Representative office of
Air Agents to issue air
way bill.

(Flowchart of aviation service process at NASCO – Source NASCO)

4


2.2. Management of business and production plan
2.2.1. Purpose
Regulating consistent principles, methods to set up and monitor the situation of
implementing production and business plan.
2.2.2. General principles
a)

Planning.


Orientation and objective of production and business plan: be conventional
with quality policy of company, needs and trend of market, ensure to
implement strategy, maintain and develop business.



Order to set up production and business plan: production and business plan
is made by company under direction and guidance of Board of Directors,
Director.

b) Báo cáo tình hình thực hiện kế hoạch.

Report on implementation of plan.


Purpose:
-

Providing completely information, timely and accurately for functional
departments of company, ensuring to integrate for assessment of business
performance, serve management activities of company’s leaders.

-

Reporting to Board of Directors and the state authorities concerned.



Order to make a report: The report shall be made from the base unit to

the Company.

5


FLOWCHART OF IMPLEMENTING THE PRODUCTION AND
BUSINESS PLAN AT NASCO
Responsible person

Activities

References

Director,
Department
Chỉ thị
planning;

Decision to establish Plan
of
Plan
Assessment
Assessment commitee

Resolution of Board
of Directors

Planning for Departments
Departments

Directive of Director
Disagree

Assessment of
Departments’s
ơlan
Plan Assessment
committee
Planning for Company

Agree

Disagree

Director and
Approval of
functional departments
plan

Board of Directors

Agree

Documents of plan
and report

Documents of plan
assessment from
functional
departments

Deliver plan to departments
Report of Board of
Directors and
Director

Director
Implementation and report
Not adjust plan

Adjust plan

Departments

Approval of Plan by
Director

Report
Assessment

Plan delivered by
Director

Part 3: Management of business and production activities of aviation service at
NASCO
3.1. Objectives of business and production plan of air cargo service in 2012
6


To build production and business plan in a year, NASCO offers overall objectives
and needs of resources and costs, invests in aviation services to deploy business in 2012,
Indicators of output and revenue strive to operate at a higher rate over the previous year,
specifically as follows:


Air service output in 2012:
-

Importing volume is 3530 tons, 44% increase compared to 2011.

-

Exporting volume is 210 tons, increase of 2315 compared to 2011, see
detail in Table 1.



Revenue of aviation services in 2012: Total revenue of airline service is
34,813,661,000, increase of 124.5% compared with that in 2011, and

total profit before tax increases 127.88%, respectively 6,080,182,000
VND, see details in Table 1.

Table 1: Overall objectives of business and production plan of air service in 2012
(Source: Income statement of NASCO 2012)
No

1,1

1
2
3
6
7

Items

Output
Aviation services
Imports
Exports
Total revenue
Aviation service
Aviation logistics
Delivery and customs
declaration service,
import and export
consultancy
Total cost
Salary

Depreciation
Overhead
Expenses for service
provided from outside
Communication

Unit

2011

2012

Plan 11

Actual
Implement
ation 11

Imple
mentat
ion11/
Plan11

1000đ
1000đ

3.910
3.520
390
34.661.225

9.904.311
8.024.115

2.593
2.502
91
27.963.502
9.230.557
8.857.166

1000đ
1000 đ
1000 đ
1000 đ
1000 đ

5.752.000
24.902.754
5.192.553
3.842.708
2.879.793

1000 đ
1000 đ

10.985.743
553.840

ton
ton

ton

7

Plan 12

Plan12/
Plan11

Plan12/I
mplemen
tation11

66%
71%
23%
81%
93%
110%

3.740
3.530
210
34.813.611
10.366.063
10.314.038

96%
100,3%
54%

100,4%
112%
116%

144%
141%
231%
124,50%
112,30%
116,45%

6.476.156
23.208.846
4.332.410
3.368.023
3.531.509

113%
93%
83%
88%
123%

4.538.155
28.733.429
8.099.015
3.984.460
2.413.982

70%

115,4%
156,0%
103,7%
83,8%

70,07%
123,80%
186,94%
118,30%
68,36%

11.063.057
245.394

101%
44%

11.176.603
265.362

101,7%
47,9%

101,03%
108,14%


8 Maintenance and Repair
9 Other expenses
Income before Tax

CIT
Income after tax

1000đ
1000đ
1000 đ
1000đ
1000 đ

570.459
9.758.472
2.439.618
7.318.854

198.882
469.571
4.754.656
1.188.664
3.565.992

35%
49%
49%
49%

357.544
6.080.182
1.520.045
4.560.136

62,7%
62,3%
62,3%
62,3%

3.2. Production and business operation management of aviation service in 2012
.Managing the process of aviation service providing and production and business
operation of aviation service coordinates activities and resources to achieve objectives in
the business plan of company.
3.2.1. Set up and monitor feasible production and business plan (Estimating
yield close to reality) by SMART model


S - Specific: Specific objectives in Table 1 reproduced obviously final operation
result. For example: target output in 2012 is 3.740 tons, sales of 2012 is 34,813,611,000
VND. In particular, during the process of business and production, NASCO separates and
manages two different services, that are imports service and exports services. This will
make company easier in the effective management of each service and resource allocation
for each service more appropriately.



M - Measurable: The goal of Company is quantitative indicator and measurable.
Estimated revenue of company in 2012 is 34,813,611,000 VND, equivalent to the
growth target is 124.5%. This objective is specific and measurable; this will be
clear goal for company to strive.



A - Achievable: In the situation of economic crisis, company maintains growth

target of 25.5% which is quite high and expresses the determination of striving in
operation of production and business. However, this is not too high number, if
compared with the average growth rate of over 30% (Income statement of NASCO
in 2009, 2010, 2011), in three years recently of company.

8

179,78%
0,00%
127,88%
127,88%
127,88%




R - Relative: The goal of NASCO worked out in business plan for aviation
services is not appropriate with development goal of this sector, the minimum
growth rate is 22%.

T – Time base: For this criterion, company has guaranteed limitation in time to reach
sales targets for each month, quarter and year.
No. Production
Unit Plan 2012 Total QI Total QII Total QIII Total QIV
800
920
910
900
1 Imports service Ton
3.530

30
45
60
75
2 Exports service Ton
210

(Source: Production and business plan of NASCO 2012)
3.2.2. Improvement of service process to optimize exploitation capacity of
existing resources.
a) Improving internal process: NASCO constructed quality control system
followed ISO 9001:2008, strictly regulated goods processing bringing optimum
utility to customers. Previously, customer service process consists of 6 steps, but
now as ISO 9001:2008 this process has been reduced for only 4 steps. This is a
breakthrough

improvement

in

management

of

service

providing

in

NASCO. However, in the process of implementation, lack of supervision
mechanism and internal control makes service quality not good and cannot exploit
maximum potential of company. Under ISO 9001:2008 about time base, time to
complete procedures and documents for import and export is 20 minutes. But in
fact, due to staffing, working ability and bureaucracy, this time base is
broken. According to survey and sample research to improve this process, current
average time is 35 minutes / dossier. Therefore, the working efficiency has
decreased due to ineffectiveness in operation of service process.
To overcome this problem, it should improve process diagram as follows: add
section of quality monitoring at the stage of aviation procedures to check and
supervise working process in accordance with standard and proposed diagram:

9


AIR CARGO SERVICES
Imports service process

Exports service process

Aviation
procedure
Supervision
Aviation
procedureof
Customs
procedure
Customs
procedure
implementation

implementation
processs
Supervision of
implementation
process

Service
Service
Aviation
Aviation
fees
fees
procedur
procedur
payment
payment
ee

Aviation
security
Aviationprocedure
security
Customs
Customs
procedure
screening
screening

Airway

Airway

Receivin
Receivin
bill
bill
ggissuing
goods
goods
issuing

b)

Diversification of services provided: Company currently only

offers unique services for aviation. NASCO needs further research and deploys
more services such as courier; door to door - delivery; mail...
Besides, due to airports located far from the city center, it should make it difficult
for customers to receive and send out. The company should build project of
delivery and receipt of exports in the city. Therefore it can meet requirements of
various customer segments and develop additional services such as transport,
storage of goods within the city.
3.2.3. Management of human resources quality improvement
10


Due to operating in the field of business services, besides the quality of services,
human resources and quality of human resources plays a decisive role. So, in the process
of finishing services, NASCO constantly improve the quality of staff and allocate
resources appropriately for service providing of company.

Board of Directors

Executive
Department

Operation Team

Warehouse team

Transport team

Loading team

Organizational chart of service exploitation and operation
(Source: Organizational chart of human resources at NASCO)
Head of Departments: Those who have experience in administration and operation
reporting to Board of Directors;


Operation team: Be trained in home and foreign countries (CAT certificate)
carrying out aviation procedures: air way bill; goods declaration; the type of
import and export bill;



Aviation warehouse team: Once finished aviation procedures, implementation
of storage according to classification of goods to return to clients as prescribed;



Transport team: carrying out the cargo transportation as order;



Unloading team: professional training for loading and unloading of goods
transported by airway;

According to the organization structure of operation department, the functional
sections are assigned to specialize in teams. The decentralization of scientific management
has brought high effectiveness in business providing process due to the professionalism of
departments and coordination during implementing.
11


Part 4: Conclusion
Through above analysis, it has shown the process of providing air cargo services
and operational management of production and business plan of NASCO at Noi Bai. To
exploit effectively air services, company has built up operating plan expressed objectives
through production and business results of aviation services. To achieve that goal, NASCO
has developed specific action plans such as building models, methods of operating feasible
plan (forecasting), improvement of business management process and continuously
improving service quality, developing human resources with highly specialized
qualifications to carry out objectives...

References

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