Competence - Based View (CBV) Businesses management perspective focus on
the ability to use, combine assets, resources, and capabilities to achieve the overall
growth and efficiency of the organization. It was developed primarily by the studies of
Barney (1991), Wernerfelt (1984), Peteraf (1993), Sanchez and Heene (1996, 2004,
2008, 2010). Studies by Sanchez and Heene (1996, 2004), Freiling and partner (2008)
confirm that competencies created by adding capabilities, combining resources to
create competitive advantages and allow companies to achieve strategic goals.
According to Sanchez and Heene (1996, 2004), organizations organized as an open
system of resources, resources flow deployed and coordinated in the process will create
and distribute value
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ation of logistics enterprises
1.1.2.1. Logistics enterprisses definition
Logistics enterprises are understood as: "an economic legal entity with the
purpose of providing one, several or entire logistics services at the request of
customers".
1.1.2.2. The role of logistics enterprises
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The role of logistics enterprises
Logistics enterprises have a role in the supply chain: connecting goods transactions
between suppliers and customers in the supply chain; Logistics enterprisses help
businesses in the supply chain focus on developing core and specialized competencies.
1.1.2.3. Classification of logistics enterprises
There are many ways to classify logistics enterprises, within the scope of the
thesis, they are divided according to different criteria: according to the type of service
provided; the goods type; the position of participation and level of integration in the
supply chain; ownership level & scale.
1.1.3. System and process of providing services of logistics enterprises
1.1.3.1. Service supply system of logistics enterprises
The service delivery system helps to clarify the interaction between customers
and employees through the service supply process, and at the mean time shows how
they are supported by the activities and systems behind. For customers, the service
supply system gives customers a better service experience, exploit the value of the
benefits of the service. For providers, the service supply system facilitates the
integration of resources with the operational activities of logistics enterprises.
1.1.3.2. The services providing process of logistics enterprises
Researching from the perspective of being a logistics service provider, the
process of providing services consists of many stages, starting from the time the
enterprise determines the needs of its customers until the customers consume
products/services of businesses.
1.2. DEFINITION, FACTORS AND CRITERIA FOR EVALUATION OF
SERVICE PROVISION CAPACITY OF LOGISTICS ENTERPRISES
1.2.1. Definition of service provision capacity of logistics enterprises
1.2.1.1 Resources and capabilities of enterprises
a. Resources of enterprises
The enterprise resource theory states that it is the resources of the enterprise that
will determine the competitive advantage and business efficiency of enterprises. The
essence of the theory states that businesses can gain and maintain a competitive
advantage by creating and deploying valuable capabilities and resources (Wernerfelt,
1984). Aziz and partner (2015) through a survey with managers of logistics enterprises
9
found that resources of logistics enterprises include: physical resources, management
resources, technology resources, relational resources and organizational resources.
b. Capacity of enterprises
Competence - Based View (CBV) Businesses management perspective focus on
the ability to use, combine assets, resources, and capabilities to achieve the overall
growth and efficiency of the organization. It was developed primarily by the studies of
Barney (1991), Wernerfelt (1984), Peteraf (1993), Sanchez and Heene (1996, 2004,
2008, 2010). Studies by Sanchez and Heene (1996, 2004), Freiling and partner (2008)
confirm that competencies created by adding capabilities, combining resources to
create competitive advantages and allow companies to achieve strategic goals.
According to Sanchez and Heene (1996, 2004), organizations organized as an open
system of resources, resources flow deployed and coordinated in the process will create
and distribute value.
1.2.1.2. Definition of service provision capacity of logistics enterprises
The definition of service provision capacity in this study can be stated as follows:
“The service provision capacity of logistics enterprises is the ability to create, deploy
and coordinate logistics enterprises' resources to meet the demand for logistics services
of customers, provide added value to customers and achieve business goals of the
enterprise ”. (Source: Compiled and developed from Lai, 2004; 2010; Sanchez and
Heene, 1996).
1.2.2. Factors contributing to the service provision capacity of logistics enterprises
Mentzer et al (2004) suggest that the result of the service supply process of an
enterprise is to create value to meet the needs of customers at the highest level. This is
the core element for to businesses build a competitive advantage, achieve long-term
profits and help enterprises to survive and thrive in competitive environment.
Customers' requirements for LSPs often focus on: providing package services, being
punctual, ensuring safety and right products, ensuring flexibility and responding to
unexpected requests. Therefore, the evaluation of logistics capacity is the assessment
of the provision capacity of logistics enterprises. For enterprises, providing services
must stem from the needs of customers. Therefore, for service providers in general and
logistics service providers in particular, the ability to identify and meet customer needs
is one of the important components of the service provision capacity. After that,
logistics enterprises will carry out specific operational processes to meet customers'
10
demand for logistics services. This process consists of many diverse and relatively
complex stages. Through the service delivery process, customers' needs will be met
and transformed into the result of service provision. In order for the service results to
satisfy customers with the highest quality, logistics enterprises must be able to meet
requirements of customers on the following criteria: time, accuracy and safety,
flexibility in solving situations and handling of complaints from customers. Therefore,
to evaluate the service provision capacity of logistics enterprises, it is indispensable for
operational competence components. If the ability to identify and meet customer needs
and operational competence is conssidered as the necessary conditions, the information
management capability would be the sufficient condition for the services provision
capacity. In order to provide services to customers on the basis of maintaining and
developing market share as well as profits, identifying advantages to achieve the goals,
logistics enterprises must "synchronize" the capabilities and available resources. To do
so, logistics enterprises need to have integration and connectivity capability.
Figure 1.9: Factors contributing to the service provision capacity of logistics
enterprises
(Source: Proposed by PhD student, 2019)
Research students identify four factors that constitute the capacity to provide
services of logistics enterprises, which are: capacity to identify and meet customer
needs; operational capacity; information management capacity; integration and
connectivity capability.
11
1.2.3. Criteria for evaluating the service provision capacity of logistics enterprises
Based on the literature review of the authors Mentzer et al (2004); Shang and
Marlow (2007); Lai (2004; 2010), PhD student proposed the criteria to evaluate the
service delivery capacity of logistics enterprises. Then, the PhD student carried out
interview to consult with experts to assess the suitability of the proposed criteria. PhD
student had a direct discussion with experts in the field of logistics to collect
information needed for research. Experts consulted include: scientists at research
institutes, universities and colleges; policy makers working at the Ministry of Industry
and Trade; logistics enterprises in the Northern key economic region. Among the 23
proposed criteria, the percentage of criteria with an average of 2.5 points or more is
100% (23/23 criteria; none of the criteria has a score below 2.5 points); The average
value of the criteria ranges from 3.58 to 4.79 points. This result shows a very high level
of agreement among the experts with the criteria proposed by the PhD student. With
the results, the above 23 criteria will be used in large-scale surveys with service
providers and customers using services to evaluate service provision capacity of
Vietnam logistics enterprises in the Northern key economic region.
1.3. FACTORS AFFECTING SERVICE PROVISION OF CAPACITY
LOGISTICS ENTERPRISES
1.3.1. Macro environment: national logistics infrastructure, economic factors,
political - legal factors; Science - technology factors.
1.3.2. Industry environment: customers, competitors, partners
_______________________________
CHAPTER 2. EVALUATION OF ACTUAL SITUATION OF SERVICE
PROVISION CAPACITY OF VIETNAM LOGISTICS ENTERPRISES IN
THE NORTHERN KEY ECONOMIC REGION
2.1 OVERVIEW OF LOGISTICS SERVICES IN THE NORTHERN KEY
ECONOMIC REGION
2.1.1. The socio-economic development advantages of the Northern key
economic region have an impact on the development of logistics industry
The northern key economic region includes 7 provinces and cities: Hanoi, Hai
Phong, Vinh Phuc, Bac Ninh, Hai Duong, Hung Yen and Quang Ninh; with a natural
area of 15,594.2 km2, accounting for 4.7% of the country's natural area. The population
12
is about 14,467 thousand people, accounting for 16.31% of the national population and
the average population density is 875 people/km2. From the socio-economic features
of the key economic region, there are several features that create advantages for the
development of logitics service industry: the region has a special geopolitical and geo-
economical position which is a extremely important prior condition for the strong
development of the fields of economy - politics - society in general; a relatively diverse
economic development potential and allow economic to develop in the direction of
multi-sectoral and high quality; clear conditions and potentials to quickly develop trade
and service sectors, especially high-quality trade and service industries; advantages to
develop into a major industrial center of the country.
2.1.2. Features of Vietnamese logistics enterprises in the Northern key economic
region
The northern key economic region also recorded a rather busy operation of
logistics enterprises. The number of businesses here is about 10,878, accounting for
29.2% of the country. The average number of employees is about 21 employees /
enterprise with an average capital of about 23.4 billion. Logistics enterprises in the key
economic region are mainly located in Hanoi and Hai Phong.
Like other key economic regions, there are currently 3 groups of enterprises
participating in logistics services, namely multinational corporations, state
corporations, private companies or joint stock companies. In general, there has been an
improvement compared to the past that enterprises have paid attention and invested to
the quality of human resources as well as equipment. However, service provision
capacity is still limited compared to the requirements from the client side, the
competitiveness and business efficiency are still low and inadequate with the
development potential.
2.1.3. Demand for logistics services in the Northern key economic region
Enterprises often combine self-employed and outsourced logistics activities to
ensure production activities. According to experts from VLA, the outsourcing rate of
logistics service industry in Vietnam ranges from 60% - 70%.
2.2. ANALYSIS OF FACTORS AFFECTING THE SERVICE PROVISION
CAPACITY OF VIETNAM LOGISTICS ENTERPRISES IN THE NORTHERN
KEY ECONOMIC REGION.
2.2.1. Macro environment
13
- National logistics infrastructure: At present, the national logistics infrastructure
for logistics activities in Vietnam in general and in the Northern key economic region
in particular is quite poor, small-scale and not really reasonably distributed leading to
poor connectivity.
- Economic factors: In the period of 2010 - 2019, the economy of Vietnam
achieved a relatively high growth rate compared to many countries in the world, the
following year consecutively reached the growth of over 7%, an average of 6.1%. The
average growth rate of the retail industry is about 12% per year, which depends greatly
on the economic growth of Vietnam in recent years.
- Political - legal factors: The policy of innovation, openness, safe and secure
living environment is the prior reason for the volume of foreign direct investment in
Vietnam. In addition, the administrative procedure and institutional reform program in
Vietnam demonstrated the determination of creating favorable conditions for citizens
and enterprises, especially in the field of logistics.
- Scientific and technological factors: The application of artificial intelligence or
robots to perform a number of services, such as container loading or unloading, loading
and unloading goods in warehouses are gradually appearing in the context of the 4th
industrial revolution.
2.2.2. Industry environment
- Customers: consider the cooperation relationship of the owners is also one of
the criteria to evaluate the service provision capacity of logistics enterprises as well as
considering how the customer impacts the service provision capacity. This relationship
shows the level of cooperation or customer loyalty for the enterprises.
- Competitors: Vietnam has about 30 logistics service providers operating in
Vietnam. Compared with domestic enterprises, these enterprises have advantages in
transportation contracts with large shipping lines due to the parent company signed
with shippers with global networks, the advance level of investment in information
technology applications, advanced management level and especially good relationship
with global customers.
- Partners: Suppliers in some areas are tending to merge into a few specialized
supply groups instead of each supplier operating individually as usual.
14
2.3. ANALYSIS OF THE SITUATION OF RESOURCES OF VIETNAMESE
LOGISTICS ENTERPRISES IN THE KEY ECONOMIC REGION OF THE
NORTH REGION
The results below reflect the current state of resource factors affecting service
provision capacity of enterprises.
- Human & management resource factors: 4.42/5 & 4.34/5 points on average,
these two factors are assessed to have the greatest impact on the capacity of
Vietnamese logistics enterprises to provide services in the Northern key economic
region.
- Technological and physical resources factors corresponds to 4.15 and 3.89
points of assessment;;
- Relational resources factor: 3.91 points. According to the evaluation of
logistics enterprises in the Northern key economic region, this relationship is assessed
at a fair level for customers and partners;
- Organizational resources factor: 3.9 points of evaluation. Logistics
enterprises in the Northern key economic region have quite simple organizational
structures without high specialization.
- Branding and culture factor, these are the two factors that are assessed to have
the least impact on the service provision capacity of logistics enterprises among all
resource factors. However, at the assessment level, these two factors are assessed as
quite important and directly affect the capacity to provide services, respectively with
3.67 points and 3.31 points.
2.4. ANALYSIS OF THE STATUS OF SERVICE PROVISION CAPACITY OF
VIETNAMESE LOGISTICS ENTERPRISES IN THE NORTHERN KEY
ECONOMIC REGION
2.4.1. Ability to identify and meet customer needs.
The results from Figure 2.10 show that LSPs' ability to identify and meet customer
needs is at an average level for both groups of businesses. In particular, the group of
small and medium enterprises is at 3.46 points; micro enterprises group with a score of
15
3.3.
Figure 2.10: Evaluating the ability to identify and meet customer needs of
Vietnamese logistics enterprises in the key economic region
(Source: Survey of phD student)
The ability to identify and meet the needs of customers of logistics enterprises
is only at average level, with the average assessment for both groups of enterprises only
reach 3.46 points for small and medium enterprises micro businesses and 3.32 points
for micro enterprises. Evaluation results are also similar to the assessment from
customers (3.24 points). In this ability, the majority of enterprises' self-assessment
points are higher than customers' assessments (3/5 criteria are evaluated by enterprises
at a higher level; 2/5 of enterprises' assessments are at level equivalent to customer
reviews). The above results show that there is a gap between the ability of enterprises
and customer expectations.
2.4.2. Operational capacity
Operational capacity of logistics service providers is assessed to be quite good.
In particular, the group of small and medium enterprises self-assessed at 3.69 points;
the micro enterprises group was at 3.54 points and customers rated at 3.55 points.
According to the evaluation results, there are 5/8 criteria businesses rated themselves
higher than the evaluation of customers; 1/8 criteria have the similarity between the
evaluation results of the 2 parties and 2/8 criteria the customers evaluated the
operational capacity of logistics service providers higher than the level that enterprises
rated themselves. In general, the operational capacity of service providers is assessed
to be rather good, but most of the surveyed enterprises are small-scale enterprises and
3.35
3.48
3.65
3.5
3.33
3.16
3.35
3.54
3.32
3.27
3.16
3.06
3.61
3.08
3.27
3.00 3.15 3.30 3.45 3.60 3.75
Ability to provide a variety of services
Wide scope supply ability
Ability to provide quality consistent with price services
Ability to innovate services to keep up with customers'
needs
Ability to respond quickly to changes of customers
Customer group Micro enterprises group S&M enterprises
16
provide single services. The number of enterprises surveyed which provide package
services are still modest.
Figure 2.12: Evaluate operational capacity of Vietnamese logistics enterprises in the
Northern key economic region
(Source: Research synthesis of PhD student)
Therefore, the above analysis results have great meanings for enterprises
providing single services but do not reflect the operational capacity of the group of
enterprises providing package services. With the global demand of full-package
logistics services, it is imperative for service providers to improve their capabilities and
then they can take the first step in competetiton with foreign service providers.
2.4.3. Information management capacity
The faster and the more accurate the information is transmitted, the more
effective the decisions related to logistics would be. However, it can be affirmed that
one of the reasons for unreliable service provision capacity in many enterprises is due
to the poor application of information technology.
3.97
3.74
3.32
3.54
3.52
3.96
3.81
3.68
3.89
3.85
3.29
3.53
3.39
3.58
3.27
3.52
3.84
3.62
3.36
3.61
3.49
3.66
3.31
3.5
3.25 3.50 3.75 4.00
Ability to delivery as time committed
Ability to ensure goods safety, delivery of correct quantity &
volume committed
Flexibility with the urgent requirements of the customer
Ability to consult customers with suitable service
Ability to ensure high reliability during process
Ability to ensure professionalism during process
Ability to ensure transparent information
Ability to handle complaints of customers
Customer group Micro enterprises group Small & Medium Enterprises group
17
Figure 2.13: Evaluate the information management capacity of Vietnamese logistics
enterprises in the Northern key economic region
(Source: Survey of phD student)
In the criteria to assess the information management capacity of service
providers, 2/5 criteria achieved a decent level for small and medium enterprises; 1/5
criteria achieved a good level according to customer reviews; Micro enterprises do not
have any criteria to be ranked well. Information management capacity of logistics
enterprises as assessed at a fairly limited level, the data shows that both groups of small
and medium enterprises, micro enterprises group when assessed were equally below
3.5 points. Comments from customers also showed similar results with 3.36 points.
Restrictions are pointing out that domestic logistics service providers are struggling to
compete with foreign enterprises.
2.4.4. Integration and connectivity capability
The final results show that there is a strong divergence in self-assessment of
integration and connectivity capability among the groups of businesses surveyed. If
small and medium enterprises group has 4/5 criteria to achieve good level; 1/5 criteria
reached the average level, the micro enterprises group had completely opposite results
with only 1/5 criteria achieved the good level; 2/5 criteria achieved the average level
and 2/5 criteria rated as weak. Besides, the evaluation results from customers seem to
be quite similar to the group of micro enterprises, specifically: 1/5 criteria are quite
good; 3/ criteria are medium and 1/5 considered weak.
3.49
3.52
3.68
3.09
3.44
3.21
3.47
3.47
3.16
3.21
3.37
3.46
3.59
3.01
3.35
3.00 3.15 3.30 3.45 3.60 3.75 3.90
Ability to collect and process information quickly, accurately &
effectively
Ability to collect information with high reliability
Ability to convey information fully, accurately & timely
Ability to have high information security
Time saving in looking up information
Customer group Micro enterprises group Small & Medium Enterprises group
18
Figure 2.16: Assessing the integration and connectivity capability of Vietnamese
logistics enterprises in the Northern key economic region
(Source: Survey of phD student)
Through the results of the survey, the integration and connectivity capability of
logistics service providers still reveals many limitations, there was not a really close-
knit connection with customers and especially with partners. The ability to integrate to
ensure the package factor as well as integrate many customers to have the opportunity
to reduce costs has not met customer expectations. Improving this capacity does not
only aims at improving the provision capacity of logistics enterprises but also helps
enterprises increase their competitiveness.
2.5. ANALYSIS OF THE SITUATION OF SERVICE PROVISION CAPACITY
OF SOME VIETNAMESE LOGISTICS ENTERPRISES IN THE NORTHERN
KEY ECONOMIC REGION
2.5.1. Intercargo Logistics Joint Stock Company
The service provision capacity of Intercargo Logistics Joint Stock Company is at an
upper average level (3.4 points), higher than the average of logistics enterprises in the
key economic region according to customer reviews (3.31 points). Among the criteria,
a quarter of the criteria rated by customers are slightly higher than the average level
(3.62 points / 3.36 points) and 3/4 of the remaining criteria of Intercargo is similar to
the enterprises surveyed.
3.68
3.88
3.36
3.5
3.56
3.36
3.67
2.66
2.13
2.28
3.45
3.92
3.27
2.22
2.86
2.00 2.25 2.50 2.75 3.00 3.25 3.50 3.75 4.00
Ability to effectively connect with internal resources
Ability to effectively connect with customers in the service
provision process
Ability to connect with partners in the service provision process
Ability to flexibly integrate multiple customers on the same route
Ability to flexibly integrate multiple services to ensure package
factor
Customer group Micro enterprises group Small & Medium Enterprises group
19
Figure 2.18: Assessment results of service provision capacity of Intercargo Logistics
JSC
(Source: Survey of phD student)
Besides the advantages of Intercargo, the company still exposed many
weaknesses during its operation. First of all, Intercargo is a small-scale company with
limited resources, the services that the company provides are still limited, human
resources of the company are small in number, quite young age and mostly work at the
field contrary to the trained profession. This directly affects the quality of service
provided. In addition, the current state also shows that Intercargo, like other small
businesses in the same field in the market, is not really ready to work with other
businesses to create higher supply value which leads to ineffective business results,
low profits and sluggish growth.
2.5.2. Orient Shipping & Trading Joint Stock Company
The service provision capacity of Orient Shipping and Trading Company is quite
good (3.39 points), higher than the average of logistics enterprises in the Northern key
economic region according to customer reviews (3.31 points). Amon
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