Vận dụng mô hình chuỗi cung ứng nhằm cải thiện hoạt động phân phối thiết bị đầu cuối, nghiên cứu tại mobifone

Nội dung text: Vận dụng mô hình chuỗi cung ứng nhằm cải thiện hoạt động phân phối thiết bị đầu cuối, nghiên cứu tại mobifone

1. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 APPLYING SUPPLY CHAIN MODEL TO IMPROVE TERMINAL DEVICE DISTRIBUTION, CASE STUDY AT MOBIFONE VẬN D ỤNG Mễ HèNH CHU ỖI CUNG ỨNG NH ẰM C ẢI THI ỆN HO ẠT ĐỘNG PHÂN PH ỐI THI ẾT B Ị ĐẦU CU ỐI, NGHIấN CỨU T ẠI MOBIFONE Huynh Thi Thu Suong, Ph.D Faculty of Business and Administration University of Finance and Marketing Email: huynhthusuong@ufm.edu.vn Abstract The purpose of this research is to explore and clarify distribution of terminal device at Mobifone company (MBC). From the theory of supply chain (SC), the nature as well as performance of the SC and the principles of SC construction and operation, this study is conducted research on how to complete the construction of SC’s terminal device at MBC aims to help MBC leaders identify the advantages and limitations in their existing SC as well as MBC’s distribution. From that, MBC managers have the property strategy in investing resources to continue improving distribution of terminal device in their SC. Using quality methodology, technical in-depth interview with experts and group discussion help to design a questionnaire surveying 132 Head Stores at MBC. Finally, using descriptive statistical techniques, primary data is processed on SPSS 20.0 software to measure the achievement of the factors related to the construction of terminal SC at MBC. The research results show that the core activities of the construction of SC’s terminal device at MBC, it still has some outstanding limitations, there has no department in charge of the overall planning. Summing up to work out a common plan across the SC to connect each actor together in the SC into a cohesive link to make the SC operation be smoothly and continuously. Keywords: Supply chain, terminal device, mobifone distribution, Vietnam Túm t ắt Mục đớch c ủa nghiờn c ứu này nh ằm khỏm phỏ và làm rừ hoạt động phõn ph ối thi ết b ị đầu cu ối t ại cụng ty Mobifone. Từ khung lý thuy ết chu ỗi cung ứng (CCU), b ản ch ất c ũng nh ư vi ệc th ực hi ện và nguyờn lý v ề vận hành l ẫn c ấu trỳc c ủa CCU, nghiờn c ứu này được th ực hi ện để tỡm cỏch th ức hoàn thi ện cấu trỳc CCU thi ết b ị đầu cu ối t ại cụng ty Mobifone v ới m ục đớch cung c ấp gi ải phỏp cho cỏc nhà qu ản tr ị tại Mobifone nh ận di ện nh ững thu ận l ợi và h ạn ch ế của chu ỗi hi ện hành c ũng nh ư ho ạt động phõn ph ối c ủa Mobifone. Qua đú cỏc nhà qu ản tr ị tại Mobifone cú chi ến l ược phự h ợp trong đầu t ư ngu ồn l ực nh ằm ti ếp t ục hoàn thi ện ho ạt động phõn ph ối thi ết b ị đầu cu ối trong CCU của cụng ty. Nghiờn c ứu này s ử dụng ph ươ ng phỏp nghiờn c ứu định tớnh thụng qua k ỹ thu ật ph ỏng v ấn sõu chuyờn gia và th ảo lu ận nhúm giỳp thi ết k ế và hoàn thi ện b ảng cõu h ỏi ph ục v ụ kh ảo sỏt 132 c ửa hàng tr ưởng trong h ệ th ống Mobifone. Sau cựng, s ử dụng k ỹ thu ật th ống kờ mụ t ả, dữ li ệu s ơ cấp được x ử lý trờn SPSS 20.0 để đo m ức độ của t ừng nhõn t ố cú ảnh h ưởng đến c ấu trỳc c ủa chu ỗi cung ứng thi ết b ị đầu cu ối. K ết quả nghiờn c ứu ch ỉ ra r ằng cỏc ho ạt động c ốt lừi trong CCU thi ết b ị đầu cu ối t ại Mobifone bờn c ạnh nh ững điểm nổi tr ội v ẫn t ồn t ại m ột s ố hạn ch ế đú chớnh là ch ưa cú b ộ ph ận chuyờn trỏch ch ịu trỏch nhi ệm lờn k ế ho ạch t ổng th ể cho toàn ho ạt động chu ỗi. Từ đú cú th ể đề xu ất một k ế ho ạch chung trờn toàn CCU nh ằm kết n ối t ừng khõu từ cung ứng- sản xu ất và phõn ph ối thành m ột liờn k ết ch ặt ch ẽ để giỳp ho ạt động c ủa CCU di ễn ra suụn s ẻ và liờn t ục và hi ệu qu ả. Từ khúa : Chu ỗi cung ứng, thi ết b ị đầu cu ối, phõn ph ối mobifone, Vi ệt Nam 1. Introduction SC is an important part in the production and business activities of an enterprise and always receives the attention of leaders. However, many businesses still do not understand the operation of SC and there is often confusion between SC and distribution chain or Logistics. This leads to inadequate attention and investment for SC activities, application of SC theories are still sketchy and not thorough, leading to improper and unreliable SC activities cohesion with other parts and really bring high efficiency for businesses. Facing the trend of customers using the Internet (via 4G, 5G 927
2. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 telecommunication bands), the telecom network operators in the world have been striving to provide terminal packages with the goals of increasing the average revenue per customer and keeping customers. This is also a new source of revenue for telecommunication operators not only in Vietnam but also for all telecommunication operators in the world to replace, offset the decline from traditional telephone services when market saturated field. In order to promote the brand image, MBC actively serves and takes care of customers, contributing to increasing its terminal business revenue, aiming to build and operate a terminal retail chain with benefits about brand and telecommunication services. Therefore, it is essential to focus on developing telecommunication packages with terminal equipment. Building terminal SC in the context of fierce competition in telecommunication services, with young experience on SC and urgent requirement of terminal SC construction time. Through the implementation of the actual terminal SC from the end of 2015, the situation of the SC terminal operation at MBC has revealed many inadequacies, limitations in existence and it is necessary to look at the analysis thoroughly to further improve the construction of an effective terminal SC for MBC. 2. Literature Review 2.1. Supply chain SC simply understands the connection between suppliers, customers, manufacturers and service- providing organizations related to business processes (Russell & Taylor, 2014). Basically a SC consists of a journey of linkage among the factors in which there are the 3 core activities, including: (i) Supply: how to focus on purchasing activities? Where and when to buy raw materials are provided to effectively serve the production process; (ii) Production: the process of converting raw materials into final products; (iii) Distribution: is the process of ensuring products will be distributed to end customers through distribution network, warehousing, retail in a timely and effective manner (Chopra and Meindl, 2001). In practice, depending on the strategy of the business as well as the characteristics of each industry, which factors will participate in the chain regulation is very important. This means that suppliers or manufacturers or distributors are involved as chain regulators. Some typical SC models are as follows (Christopher, 2005). Using SCOR to analysis and evaluate any SC, there have 4 activities as follows: Planning: Supply chain planning is a combination of resources to optimize the delivery of products, services and information from suppliers to customers, balancing supply and demand. These include the main activities: Demand Forecasting, General Planning, Product Pricing, Inventory Management. Source sourcing: The stages in this process include the activities needed to concentrate input materials for the production of products or services. Main activities include Purchasing (Purchasing, Purchasing, Managing Sales, Selecting Sales, Negotiating Contract, Managing Contract), Selling and taking debt. Manufacturing: In order to develop and build products and services created by the supply chain, this process requires the following stages: product design, production management, development and general operator. Including main activities: Product design, Production schedule, Facility management. Distribution: This stage includes activities associated with receiving orders and delivering products to customers. The three stages understood were managing, delivering and handling returned goods. These factors are the link between the businesses participating in the supply chain. Main activities include: Order management (Single order entry, Automation of order management, Display of order status information, Use of associated order management systems, Distribution plan (Direct distribution, Distribution according to predetermined roadmap, Distribution source) 2.2. Structure of retail supply chain Definition of SC’s mobifone industry Teminal retail SC are the actors or channel members in a certain industry. In mobile phone industry they are manufacturers, intermediaries and end-users. Mobile phone manufacturers are easy to identify since they produce branded items. There are many Original Equipment Manufacturers who do not have the license to sell mobile phones in China and therefore sell under others’ brand name. Those manufacturers are not considered in this paper (Magrath & Hardy, 1989). The intermediaries stand 928
3. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 between manufacturers and end-users. In Vietnam’s mobile phone market, there have differentiate three types of intermediaries: distributors, retailers and operators (Bucklin, 1966). Distributors are divided into national distributors, provincial distributors and local distributors based on their size and geographical coverage. Retailers are divided into local phone stores, department stores and supermarkets, professional phone chain stores and home appliance chain stores. In channel literature, there is another type of intermediaries called specialized intermediaries who perform a specific flow and typically are not heavily involved in the core business represented by the product sold. These intermediaries include insurance companies, finance companies, credit card companies, advertising agencies, logistics and shipping firms, information technology firms, and marketing research firms. End-users collectively play a role in channel structure since they perform certain channel flows sometimes, for example, assembly in the case of computer. The service output (time, place and lot size utilities) demanded by end-users influence the intermediaries and manufacturers’ channel strategy. Relationship is the key word in network theory Ford (2003) defines relationship as the pattern of interactions and the mutual conditioning of behaviors over time, between a company and a customer, a supplier or another organization. According to Ford (2003), the substances of a relationship include actor bonds (contacts between individual actors from the two companies), activity links (interlocking of behavior of the two companies) and resource ties (the mutual adaptation of resources in the companies). Relationships have three facets. First, the relationship is a device to achieve efficiency and innovation and to influence others. Second, the relationships are a company’s most important assets, because without them it cannot gain access to the resources of others, acquire the supplies it needs, or solve its customers’ problems and thus generate revenue. Third, relationships are difficult to handle and always involve actual or potential problems. On the retail level, chain retailers became powerful players. There are three types of chain retailers: home appliance chain stores, professional phone chain stores and department stores/supermarkets. The integration in SC including three main components or more refers to transaction activity, integration, and relationship (Suong, 2012). Each level of integration contains a continuum type of relations as following: (i) Transaction is generally understood as the exchange or transfer of goods, services or finance to each other. A transaction relationship means the activity of exchanging discrete value, especially about price (Bọckstrand, 2007). The commercial transactions that involve price negotiation when the relationship with suppliers is a rival relationship and the goal is to increase the personal profit of a member in SC; (ii) Cooperation is like working together or cooperate with a partner to whom cannot connect immediately. In other words, cooperation can be beneficial for all actors among SC. The types of integration relationships are rival cooperation or non-rival cooperation, partners and the cooperation between manufacturer and supplier (Harland, 1996); (iii) Linking form is often viewed as a union of the two entities into one entity for a business progress between two actors, the affiliate relationship consists of vertical link, buyback and venture, and full-ownership or merged (Togar and Sridharan, 2002). Structure of SC’s MBC Depend on each industry, there are different actors in its SC. In the dairy industry, there are three major actors within SC including manufacturer, distributor, retailer and end-user in as below. 929
4. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 Figure 1. Single and multiple distributor model Soure: Quality reserch by Suong (2019) On the retail level, chain retailers became powerful players. There are three types of chain retailers: home appliance chain stores, professional phone chain stores and department stores/supermarkets. National distributors have lost dominant position to provincial/fulfillment distributors because of their respective strengths and weaknesses in relation to environment changes. Local distributors will continue to survive in 3rd and 4th tier cities to serve the fragmented market. The number of provincial distributors is still increasing and the number of local distributors has gone through increase and decrease (Joe, et al. 2009), Types of retailers There are four types of retailers- local stores, professional chain stores, home appliance chain stores and department stores/supermarket. Local stores were dominant in the early stage of mobile phone distribution. They were usually run by individuals. The advantage of concentrating them in one market was to form an industry platform where shops competed actively and market information flowed quickly. Consumers could Also shop around and compare prices without visiting scattered shops. The strengths of local stores were flexibility and personal relationship with consumers. They could adjust retail price freely according to market situation. They usually developed good relationship with old customers to bring new customers. Their weakness was credibility. Consumers could not count on that the stores would always be there. What’s worse, some stores dealt in fake mobile phones, old phones refurbished as new phones and smuggled phones. Concerning SC at MSC, the role of end- user decided to success of not success of retailer as MBC. Therefore, MBC is trugging to innovate and improve all their deficit distribution in order to complete with other competitors within industry. 3. Research methodology Using qualitative research methods through statistical techniques, analysis, synthesis of secondary data of MBC in the field of terminal supply chain. In-depth interview with leading experts, senior managers at MBC on issues during the process of building SC terminal equipment at MBC. Using group discussion technique with leaders of the Corporation and regional companies (being branches) to distribute sales, thereby forming ideas, shaping the design of survey questionnaires. Survey subjects are direct operational administrators including 122 Chief Stores at MBC service shops, in order to verify the implementation of terminal supply chain construction at MBC, preliminary data. Levels are processed on SPSS 20.0 by descriptive statistics to measure the level of attainment of the factors related to the construction of SC terminals at MBC. 930
5. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 4. Research results 4.1 Representative sample The participants in the survey are Chief Stores who are currently managing at 122 stores and shops at MBC. Sample is selected by stratified sampling. In every store/shop at MBC, the researcher pick top managers including: 17 enterpries in the North, 8 enterpries in the Central and 18 enterpries in the South. Data is collected through online survey forms in 12 weeks. 289 questionnaires are valid. Collected data is processed and have descriptive statistics as follows: Table 1. Descriptive statistics Results Demographic feature Frequency Percent Gender Female 147 50.8 Male 142 49.2 Age From 18 to below 22 years old 5 1.7 From 22 to below 30 years old 106 36.6 From 30 to below 40 years old 120 41.5 From 40 to below 50 years old 40 13.8 Above 50 years old 18 6.1 Level of education High school 1 0.3 Job training school/ college 5 1.7 University 211 73.1 Postgraduate education 72 24.9 Below 8 million VND 3 1.1 Salary From 8 to below 12 million VND 154 53.2 From 12 to 16 million VND 107 37.1 Above 15 million VND 25 8.6 Production 32 11.1 Types of enterprise’s industry Trading 48 16.6 Logistics 65 22.4 Retail 74 25.7 Services 70 24.2 Source: Results from the data process of Suong (2020) 4.2. Competitive situation in the terminal retail industry The largest chain of retail terminals in Vietnam in terms of scale, products and after-sales services is Mobile World (653 stores, 35% market share), Telecommunications A (422 stores). With 13% market share), FPT Shop (339 stores, 16% market share). Retailers of electronics, electronics, and telecommunications such as Tran Anh and Nguyen Kim also constantly expanded the system and began to make changes in business strategies such as Nguyen Kim joint venture with Central Group partner of Thailand. Lan (accounting for 11% market share). Viettel: established a retail system (Viettel Store) specializing in trading terminal devices in the telecommunication store system. Vinafone and Viettel are the only two carriers that distribute Apple products. 4.3. Retail store operation model The model of MBC terminal retail store is built as follows: Establishing a retail chain board that is responsible for managing and managing the entire supply chain, coordinating goods and services to customers. The chain of stores includes 122 stores nationwide. Relevant MBC departments 931
6. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 and agencies, especially regional companies, work together to implement the process to ensure business continuity. Based on the model of MBC terminal retail stores, the MBC retail chain unit is considered to be the central operating unit of the entire SC, but this unit is not as complete as the lack of apparatus. department of general planning and control board. MANUFACTURER DISTRIBUTOR MOBIFONE Sales policies Supplying for Strategic terminal planning equipment Branches of Mobifone Agent MANAGEMENT BOARD OF MOBIF ONE RETAIL SUPPLY CHAIN Coordinating goods and services Managing chain operations MOBIFONE RETAIL SUPPLY CHAIN Supply of equipment and services; Customer care CUSTOMERS/END-USERS Figure 2: MobiFone terminal retail chain operation model Source: Sales Department of MBC, 2019 4.4. Evaluation of terminal construction sc activities at mbc Regarding planning Table 2: Assessment of SC planning work Content Min Max Mean Std Deviation Carry out the forecast of demand at the store 1 3 2.21 .683 Deploying the promotions timely 1 3 2.52 .518 Valuation of terminal products is a high-end product line 2 5 3.08 .711 Storage preservation work 3 5 4.03 .574 Source: Author survey results, 2019 With the results of the above comment, the forecast of demand at the store is still poor because most of the chief store when making the forecast still depend on the subjectivity, most of them do not have much experience on demand forecasts because they specialize in customer service before. In addition, the implementation of promotions is poor: most of the promotions are issued by MBC Sales and Marketing Department, at the store, the program is only implemented, but there are still many difficulties. such as the lack of synchronous coordination between MBC departments and shops, promotions are not suitable with the actual situation in the locality and not timely. In addition, the factor of warehouse preservation is highly appreciated, because all stores have implemented warehouse storage processes very professionally for many years. 932
7. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 Regarding sourcing Table 3: Evaluation of sourcing activities Content Min Max Mean Std Deviation Criteria for selecting suppliers to have a competitive sales policy 2 4 2.49 .518 Process delivery, facilities and delivery equipment consistent with the 3 5 4.16 .761 store Diverse products suitable to customer needs 2 5 3.48 .695 Organizing sales science, utilities and convenience 3 5 4.42 .587 Sales discount policy 2 3 2.31 .465 The form of payment is applied 1 3 2.20 .712 Source: Author survey results, 2019 The survey results show that: (i) The payment factor applied to customers is the lowest. According to a research survey of Sales and Marketing Department, retail sales of terminal equipment in Vietnam market always accounts for over 50% due to the policy of deferred payment applied to customers. However, at present, MobiFone is only a form of deferred payment through the commitment to use the package for a certain period of time and requires customers to pay a deposit when buying equipment. With this policy, the CHTs rated it poor because of the high deposit amount. (ii) Sales discount: MobiFone has a sales promotion policy for customers, but it is not significant and is always deducted from the additional service costs when customers use the package with the terminal (for example, giving) internet access capacity of 3G, 4G). This makes customers feel and satisfied with the discount that the company offers them. (iii) The failure to sign distribution agreements with key manufacturers such as Apple, Samsung loses the price competitive advantage, because when the distribution agreement is reached, the manufacturer has a good policy. serve the business activities of both parties. (iv) Factors The delivery process, facilities and delivery tools are highly appreciated because, MBC always pays special attention to investing in equipment to serve long-term and professional business. Regarding production activities Table 4: Assessment of production activities of the company Content Min Max Mean Std Deviation Designing mobile subscription packages according to terminal equipment 1 3 2.19 .786 The process of coordinating the integration of product packages for 2 3 2.46 .500 customers The variety of packages suitable for a variety of terminals 1 3 2.06 .816 Preparatory work for freight forwarding 2 5 3.24 .531 Source: Author survey results, 2019 Survey results show that: The factors of package design as well as the diversity of packages are still poor: for the integrated packages for Iphone 6S and Samsung Galaxy S7 / S7Edge, it has not attracted customers by the amount of money. Deposit or deposit is quite high compared to the price of the product while there is a commitment to use the package for a certain period of time. The strength of the MBC terminal supply chain is the focus on exploiting the terminal integrated telecommunications services. However, up to now, the company has only integrated telecommunications service packages with two product lines that are too few (and this is a high-end equipment product line), not yet diversified and suitable. with the majority of customer needs. A weakness in product design is that all package products are designed by the Product Design Department of the Corporation, there is no coordination with distribution stores to capture customers' 933
8. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 needs more closely. On the other hand, the preparation for delivery is highly appreciated because before launching the product, MBC always has a very careful preparation period from materials to marketing communications for the whole system. Regarding distribution Table 5: Evaluation of distribution activities of the company Content Min Max Mean Std Deviation Distribution channel system, agent 3 5 4.40 .046 Order management 3 5 4.16 .068 Implementation of the delivery process 3 4 3.44 .045 Time to respond to complaints about return, warranty 2 4 2.59 .046 Source: Author survey results, 2019 Most stores commented on the sales, as well as the highly appreciated distribution system, because this has been implemented in a professional manner for many years. However, the factor of time to respond to complaints about return, warranty of goods is lowest because this is the main process that has been implemented for service and customer care. Because there are many places that are not suitable for the terminal retail business, specifically, the warranty period must be shorter customer. 4.5. General assessment of sc construction activities Table 6: Assessment of supply chain construction activities Std Content Min Max Mean Deviation Competence and experience of middle managers in supply chain 2 5 2.92 .663 management The staff of Transactors is suitable for retail terminal 1 4 2.20 .778 Facilities, modern equipment at the store 4 5 4.27 .446 Implement chain management IT program 2 4 2.95 .587 Source: Author survey results, 2019 After analyzing the actual implementation of terminal construction of SC at MBC and the results of the store assessment and assessment of SC construction activities, the study has drawn the achieved results and some limitations, exists in the construction of terminal SC at MBC, including: Achievements From the practice of building a SC terminal at MBC, the following results were achieved: (i) Building a closed warehouse management system: allowing real-time inventory tracking, Details to each warehouse, store, item. Simultaneously, it allows tracking of the delivery and receipt plan and performing the warehousing, warehousing, warehousing, inventory operations. In particular, all costs are caculated and analyzed and the cost of goods sold can be calculated and analyzed, thus the net profit is analyzed. Support alert function according to safe inventory threshold, goods nearly expired warranty, long-term inventory, obsolete goods. This is an important link, creating a premise for supply chain operations to meet the requirements of inventory information for the whole chain. In addition, the preservation of the warehouse, the delivery process, facilities and delivery tools at the store are highly appreciated and very professional. (ii) MBC has cooperated with reputable suppliers in the market to meet the requirements of supplying goods in large and stable quantities, enabling manufacturers to optimize their production plans. From there, it gives MBC a favorable price policy from suppliers. (iii) Take advantage of the competitive advantage of products in the terminal retail market, which is a telecommunications network operator integrating packages with terminals to create a package of 934
9. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 products committed to customer benefits. At the same time, the preparation for the distribution of goods is highly appreciated because before launching the product, MBC always has a very careful preparation period from materials to marketing communications for the whole system. (iv) With a nationwide distribution network, operating the sales process and professional distribution channel management. Organizing scientific sales, giving customers the experience of products as well as dynamic service, simple and quick procedures. (v) Facilities: taking advantage of the available system at 122 service shops in all provinces and cities nationwide. Follow the process of unifying and standardizing images and brands. This is a great advantage of the initial SC construction facility. (vi) Establishing the supply chain in accordance with the business strategy, to meet customer needs. SC achieves the standard that suits the needs of customers because MBC always focuses on investment and development, bringing the most convenient services to customers, partners and business strategies based on competitive advantages. paintings improve outstandingly. (vii) Information Technology MBC has an IT Center that researches, manufactures and develops new IT application software for units and customers inside and outside the Company; Preside over research, develop and deploy package technology solutions to meet the requirements for the SC terminal at MBC. (viii) The highly-qualified management personnel and traders are trained in professional skills synchronously and professionally and have many years of experience in the field of MobiFone services. The investment in facilities, modern equipment at modern shops, undertaken by the Marketing and Communications Department, is responsible for and carries out the uniformity of the brand image of the whole SC very professionally. Limitations and shortcomings In addition to the results and successes achieved in the construction of SC terminals, MBC also has some limitations and shortcomings as follows: (i) There is no consensus and high consensus in SC leaders' determination to build SC terminals. (ii) Components participating in SC activities in the construction of SC terminals operate separately and independently, not yet connected into active units in the supply chain. MBC has established a specific and detailed role for each relevant unit in the SC system, but has not yet formed a key unit to connect and deepen the chain of units into a unified block. Lack of a comprehensive planning department: At present, the Sales and Marketing Department only conducts the needs aggregation and forecasting from the distribution stores, but there is no overall planning department to follow. correct company strategy, manage promotions, inventory for the whole system. (iii) The forecasting needs are carried out by qualitative and subjective method of forecasting person. Forecasts are made according to individual plans, lacking market information, leading to inaSCrate forecasts. (iv) The implementation of promotions is poor: most of the promotions are issued by the Sales and Marketing Department of the Corporation, at the store, the program is only implemented, but there are still many. such as the lack of synchronous coordination between the Corporation's divisions and shops, the promotion program has not been suitable with the actual situation in the locality and has not been timely. (v) Criteria for selecting suppliers is limited: Firstly, lack of product recall criteria (defects, warranties) is very essential in the selection of suppliers to serve customers. be the best. At the same time, control the supplier's commitment to product quality. Secondly, adding terms and conditions for direct delivery of goods at distribution stores, this is quite important, contributing to reducing shipping costs for MBC, significantly affecting the effectiveness of SC. In addition, the failure to sign direct distribution cooperation with key manufacturers such as Apple, Samsung loses the price competitive advantage, because when the distribution cooperation agreement is reached, the manufacturer has the main Good books for the business activities of both parties. (vi) Deploying the policy of deferred payment / installment payment via VPBank's credit partner has not been implemented in a timely manner while this is one of the dominant sales opportunities in the terminal retail industry. MBC has a discount policy for sales to customers, but often many customers find it hard to feel this incentive because it is deducted from the additional service costs when customers use the package with the terminal. (vii) The coordination of design of terminal integration package products has not been tight, not met well for sales distribution. Package products are not diverse (currently only integrated with high-end models such as Iphone 6, Samsung 935
10. Kỷ yếu H ội th ảo qu ốc t ế “Th ươ ng m ại và phõn ph ối” l ần 2 năm 2020 6S Edege), and a very important issue to be aware of is the high deposit amount when you have an orange ending time using the package. (viii) Complaint handling time of handling complaints about warranty, defective products is not appropriate, need to shorten the time to ensure customer service quickly. The lowest response time for goods returns and warranty complaints is due to the fact that this is the main process that has been implemented to serve the main customer service and customer service. It is not suitable for terminal retail business, specifically, the warranty period must be shorter. For defective products manufactured by the manufacturer, they are entitled to exchange new products immediately for customers. (ix) MBC's management team has no experience in construction and supply chain management activities. SC understanding of some regional leaders is not equal. The force of direct sales and existing tellers is not really suitable for the terminal retail model. Building SC terminals right on the existing chain of stores has caused many difficulties and conflicts about the responsibility of the store manager, ie increasing their responsibilities and obligations. (x) Information technology: No overall plan for training, application development roadmap, as well as SC information sharing program and content have not been developed. 5. Conclusions It can be reconfirmed that the SC terminal MBC has a lot of potential for development. With the available resources of MBC in terms of infrastructure, professional staff and advanced IT systems. MBC aims to optimize SC: SC operates smoothly, able to meet customer needs at the highest level with the lowest operating costs. At the same time, it must have a well-organized and regularly updated information system to help departments work together to respond quickly to the frequent and constant fluctuations of the business environment. present. In order to complete the construction of the terminal SC for MBC, it is the priority that MBC should focus on scaling up, affirming the brand, capturing and understanding the trading practices of partners and owners. Dynamic and regular maintenance of transactional relationships with partners selectively, raising awareness of cooperation cooperation in SC. In addition, it is necessary to continue to promote the existing strengths, especially the immediate and long-term solutions to overcome the existing limitations mentioned, to do so must surely operate SC equipment. At the end of MBC, there will be fast and effective development steps in the coming time. REFERENCES 1. Bọckstrand, J. (2007). Levels of Interaction in SC Relations. Jửnkửping Sweden: Thesis for Doctorate in Jửnkửping University. 2. Bucklin, Louis P. (1966), A Theory of Distribution Channel Structure. Institute of Business and a. Economic Research, University of California, Berkeley 3. Harland, M. (1996). SC Management: Relationships, Chains and Networks. British Journal of 4. Management, 7(1), 63–80. 5. Kotler, P. et.al. (2001), Principles of Marketing, 3rd European ed. Essex: Pearson a. Education Ltd. 6. Lee, H.L. and Billington, C. (1995), The evolution of supply chain management models and a. practice at Hewlett-packard, Interfaces25 , No. 5, pp.41-63. 7. Magrath, J. & Hardy G., (1989), A Strategic Paradigm for Predicting Manufacturer- a. Reseller Conflict. European Journal of Marketing 23 (2) 8. Mentzer, D. and et al. (2001), Defining Supply Chain Management, Journal of Business 9. Logistics , Vol. 22, No. 2, pp.18. 10. Joe D and et al (2009), Priciples Supply Chain Management - A Balanced Approach , South- 11. Western Cengage Learning. 936
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