Vietnam Logistics Report Essay Example

Vietnam Logistics Report Essay US economic and military aid to South Viet Nam grew through the 1960s in an attempt to bolster the government, but US armed forces were withdrawn following a cease-fire agreement in 1973. Two years later, North Vietnamese forces overran the South reuniting the country under Communist rule. Despite the return of peace, for over a decade the country experienced little economic growth because of conservative leadership policies, the persecution and mass exodus of individuals many of them successful South Vietnamese merchants and growing international isolation. However, since the enactment of Viet Nams doi moi (renovation) policy in 1986, Vietnamese authorities have committed to increased economic liberalization and enacted structural reforms needed to modernize the economy and to produce more competitive, export-driven industries. The country continues to experience small-scale protests from various groups, the vast majority connected to land-use issues and the lack of equitable mechanisms for resolving disputes. Various ethnic minorities, such as the Montagnards of the Central Highlands and the Khmer Krom in the southern delta region, have also held protests. We will write a custom essay sample on Vietnam Logistics Report specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Vietnam Logistics Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Vietnam Logistics Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Economy Overview Viet Nam is a densely-populated developing country that in the last 30 years has had to recover from the ravages of war, the loss of financial support from the old Soviet Bloc, and the rigidities of a centrally-planned economy. Since 2001, Vietnamese authorities have reaffirmed their commitment to economic liberalization and international integration. They have moved to implement the structural reforms needed to modernize the economy and to produce more competitive export-driven industries. Viet Nams membership in the ASEAN Free Trade Area (AFTA) and entry into force of the US-Viet Nam Bilateral Trade Agreement in December 2001 have led to even more rapid changes in Viet Nams trade and economic regime. Viet Nams exports to the US increased 900% from 2001 to 2007. Viet Nam joined the WTO in January 2007 following over a decade long negotiation process. WTO membership has provided Viet Nam an anchor to the global market and reinforced the domestic economic reform process. Among other benefits, accession allows Viet Nam to take advantage of the phase-out of the Agreement on Textiles and Clothing, which eliminated quotas on textiles and clothing for WTO st partners on 1 January 2005. Agricultures share of economic output has continued to shrink from about 25% in 2000 to less than 20% in 2008. Deep poverty has declined significantly and is now smaller than that of China, India, and the Philippines. Viet Nam is working to create jobs to meet the challenge of a labor force that is growing by more than one-and-a-half million people every year. The global financial crisis, however, will constrain Viet Nams ability to create jobs and further reduce poverty. As global growth sharply drops in 2009, Viet Nams export-oriented economy exports were 68% of GDP in 2007 will suffer from lower exports, higher unemployment and corporate bankruptcies, and decreased foreign investment. 3/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 1. 1. 1. Basic Facts Basic Facts Capital Languages Ethnic Groups (1999 Census) Religions (1999 Census) Country Size (comparison) Population Density (map) Source: CIA – The World Fact Book 2009 Ha Noi (Ha Noi) Geographic Coordinates: N 21 ° 02’, E 105 ° 51 Vietnamese (official) English (increasingly favored as a second language) French Chinese Khmer Mon-Khmer and Malayo-Polynesian (Mountain area languages) 86. 2% Kinh (Viet) 1. 9% Tay 1. 7% Thai 1. 5% Muong 1. 4% Khome 1. 1% Hoa 1. 1% Nun 1. 0% Hmong 4. 1% Others 80. 8% None 9. 3% Buddhist 6. 7% Catholic 1. 5% Hoa Hao 1. 1% Cao Dai 0. 5% Protestant 0. 1% Muslim Country comparison: Between Germany and Norway (Ranking 65) Country comparison to the world: Between Mexico and Ethiopia (Ranking 13) Source Map: www. eliefweb. int Population Density within and outside a 10m Low Elevation Costal Zone: 4/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 Basic Facts Border Countries Source: CIA – The World Fact Book 2009 Total Borderline: 4,639 km Coastline: 3,444 km (excludes islands) Cambodia 1,228 km China 1,281 km Laos 2,130 km Territorial Sea: 1 2 nm Contiguous Zone: 24 nm Exclusive Economic Zone: 200 nm Continental shelf: 200 nm or to the edge of the continental margin Commodities: Crude Oil, Marine Products, Rice, Coffee, Rubber, Tea, Garments, Shoes Total Exports: $62. 9 billion (2008 est. ) Exports Partners: US 18. 9%, Japan 13. 6%, China 7. 2%, Australia 6. 7%, Singapore 4. 2% Country comparison to the world: 51 Commodities: Machinery Equipment, Petroleum Products, Fertilizer, Steel Products, Raw Cotton, Grain, Cement, Motorcycles Exports Imports Total Imports: $75. 47 billion (2008 est. ) Imports Partners: China 19. 4%, Singapore 11. 6%, South Korea 8. 8%, Thailand 6. 1% (2008) – Country comparison to the World: 43 Paddy rice, coffee, rubber, cotton, tea, pepper, soybeans, cashews, sugar cane, peanuts, bananas; poultry; fish, seafood Agricultural Products 1. 1. 2. Country in Figures General Information Country Size Population Population Growth Rate GDP per capita Population under poverty line (%) HIV Prevalence (%) Time Zone (GMT +/-) Climate Description Currency Telephone dialing code Driving Source: CIA – The World Fact Book 2009 Total surface: 331,210 sq km Land surface: 310,070 sq km Water surface: 21,140 sq km 86,967,524 (July 2009 est. ) 0. 98% (2009 est. ) Country comparison to the world: 128 US $2,800 (2008 est. ) Country comparison to the world: 168 14. 8% (2007 est. 0. 5% (2007 est. ) Country comparison to the world: 73 UTC+7 Tropical in the south; monsoonal in the north with a hot rainy season (May to September) and a warm dry season (October to March) Dong (VND) + 84 Right Requirement for Viet Nam visa is varied from embassy to embassy. Hereafter Viet Nam visa requirements if you using online visa services. 1. Send your visa request by applying online at www. visatoViet Nam. org then the servic es will arrange a pre-approved letter for the delivery of a Viet Nam visa on arrival at the airport. Within 12 business hours after receiving final confirmation on payment, services will send the pre-approved letter with code for Viet Nam visa. 2. Using the pre-approved letter with the code sent by the services and 2 photos size 2in x 2in or 5. 08cm x 5. 08cm for pick up visa stamped on the passport. 3. The passport validity must exceed 1 month based on the specific visa, for example, the passport must valid at least 2 months if the required visa is for 1 month, or the passport must be valid at least 4 5/70 Visa requirements and cost LCA – Viet Nam – Initial Assessment 2009 Version 1. 5 months if the required visa is for 3 month. 4. The service fee is US $ 20 and has to be paid for in advance, 5. The stamp fee will be paid at the airport or at check-in point or at embassy. Stamp fee tarif as following : Viet Nam stamp fee for single entry visa of 1, 3 or 6 months : US$25 Viet Nam stamp fee for multiple entries visa of 1, 3 or 6 months : US$50 Viet Nam stamp fee for 1 year multiple entries visa : US$100 Source: www. visatoViet Nam. org Money Parity and Inflation Year 2009 (Nov 2009) 2008 2007 2006 2005 2. 2. Source: CIA – The World Fact Book www. Viet Namtravel. org Exchange Rate: US$ = Dong (VND) Rate of Inflation 17,690 24. 4% 16,548 8. 3% 16,119 7. 5% 15,983 8. 3% 15,746 9. 5% Humanitarian Background 2. 2. 1. Disasters, Conflicts Migration History Sources: Viet Nam Country Risk Profile Report 2009 – World Bank UN Natural Disasters Emergencies Programme Coordination Group (PCG 10) Overview Because of its topography, Viet Nam is susceptible to typhoons, floods, droughts, sea water intrusion, landslides, forest fires and occasional earthquakes of which typhoons and floods are the most frequent and most devastating hazards. The storm season lasts from May to December with storms hitting the northern part of the country in May through June and moving gradually south from July to December. Given the massive concentration of its population along the coastline and in the low lying deltas, disasters cause a high loss of life and damaged livelihoods. The encroachment of economic activity and development into marginally suitable areas such as floodplains, costal swamps, drainage channels or other natural buffers only adds to the vulnerability of the population. Disasters, Conflicts Migration Natural Disasters Drought Yes Earthquake Yes Frequency Comments Medium Low/Medium According to the Ministry of Natural Resources and Environment Viet Nam has approximately 30 earthquakeprone areas Medium Outbreaks of known communicable diseases continue to occur regularly in Viet Nam and the region. Of particular concern is planning and preparedness for an influenza pandemic, a rare but recurrent event Low Cold spells affect Northern Viet Nam High -. More than one million people are affected by annual flooding in Viet Nam Epidemic Extreme Temperature Flood Yes Yes Yes 6/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 Insect Infestation Yes n/a Slides Volcano’s Wave/Surge Wild Fires Wind Storm / Typhoons Man Made Civil Strife International Conflict Displaced in Country Refugees in Country Yes No Yes Yes Yes High Landslides are a common type of disaster in Viet Nam, consisting of river bank erosion, coastline erosion, and landslides on mountain slopes, etc. n/a Low Though a tsunami has not yet happened in Viet Nam, many coastal areas of Viet Nam may be affected by a tsunami due to the earthquake potential that exists in some neighboring countries. Medium High The storm season lasts from May to December The frequency and intensity of tropical cyclones originating in the Pacific have increased over the last few decades and pose as one of the major disasters affecting Viet Nam No No No No Nearly a half million people had settled in the West before the 1987 Comprehensive Plan of Action ended in 1996. 110,000 Vietnamese who risked pirates and drowning on the high seas in an attempt to gain asylum in the West were rejected and sent home, some after languishing for years in refugee camps around the region. The majority have successfully reintegrated, allowing UNHCR in late 1998 to significantly reduce 25 years of activity in the Southeast Asian nation. Source: UNHCR Refugee Magazine 1999 In 2003, 166 casualties reported, down from 237 in 2001, however, estimates include 1,110 people killed and 1,882 injured every year on average Source: Handicap International Belgium 2003 Refugees from country Yes Landmines year Casualties / Yes *: www. em-dat. net/disasters/countryprofiles. php Centre for Research on Epidemiology of Disasters, Belgium /70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 2. 2. 2. Calamities and Seasonal Affects Seasonal Affects on Transport Transport Primary Road Transport Secondary Road Transport Rail Transport Air Transport Waterways Transport Comments Landslides, congestion Landslides, congestion Landslides, congestion From May to December May to December May to December Seasonal Affects on Storage and Handling Activity Storage Handling Other 2. 2. 3. Comments Shortage No affect From May to December May to December Capacities to Respond to Emergencies Government The Government of Viet Nam holds primary responsibility for providing humanitarian assistance to people in need. The United Nations Natural Disasters and Emergencies Program Coordination Group ( PCG 10) serves as a forum for UN agencies, including FAO, UNDP, UNICEF, UNFPA, UNIFEM, UN HABITAT, WHO, IOM and WB. The objective of this Preparedness Plan is to ensure coordination of UN assistance to the Government of Viet Nam (GoV) in respect to disaster risk reduction, disaster preparedness, mitigation, relief/ rescue, rehabilitation and reconstruction. The National Disaster Mitigation Partnership is the Government of Viet Nam’s counterpart to the PCG 10. The PCG 10 is expected to maintain close coordination with their Government counterparts, the National Cluster Leads. On the 5 ASEAN Regional Forum on Disaster Relief, (Dec 2005) the Vietnamese delegate stressed on the necessity inter-agency coordination, especially between the military and civilian agencies. Illustrating the government response measures and capacities in providing humanitarian assistance, the International Federation of the Red Cross and Red Crescent (IFRC) reports on the operations (IFRC DREF Final operations report, 8 July 2009) following the Typhoon Hagupit: â€Å"Following the weakening of Typhoon Hagupit from a full-fledged typhoon into a tropical depression, heavy rains caused flash floods and landslides in 11 northern provinces of Viet Nam on 26-28 September 2008. Of these, the provinces of Bac Giang, Lang Son, Quang Ninh and Son La suffered the worst results. Flooding was severe in many areas, particularly in the Bac Giang province where up to 62 communes and towns in three districts were submerged. In Quang Ninh province, as many as 70 communes in six districts were under deep water (†¦). Response from the central government in the wake of the disaster was mainly through the mobilization of army troops to evacuate affected people to safer and higher places such as cement buildings. After the immediate emergency, the government also worked through the health sector to provide Chloramine B to purify water, or support in cash of VND 2 million (USD 115) per family who lost family members in the disaster. Local governments in their respective provinces immediately reacted during the emergency by providing instant noodles and water to those affected. Later assistance was mainly from local donors such as entrepreneurs, religious groups or organizations in the form of cash, instant noodles, rice or cloth, but in limited quantities. † th 2. . 3. 1. 8/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 Ministry Address Ministry of Agriculture and Rural Development (MARD) 2 Ngoc Ha Street, Ba Dinh, Ha Noi , Viet Nam Disaster Management Center, 2 Ngoc Ha Street, Ha Noi, Viet Nam 2. 2. 3. 2. Name Address Contact Details Tel: +84 4 823 5804 Fax: +84 4 823 0381 ICARD: Tel: +84 4 733 2160 +84 4 823 5804 Fax: +84 4 823 0381 Web: www. agroviet. gov. vn Tel: +84 4 3733 5805 Email: [emailprotected] gov. vn [emailprotected] gov. vn Mr. Dang Quang Minh – Director Email: dqminh. [emailprotected] com Humanitarian Community Contact Details Tel: +84 4 3942 1495 Fax: +84 4 3942 2267 Contact Details Tel: Fax: Email: Tel: +84 4 3942 4208 Fax: +84 4 3942 3257 Web: www. fao. org. vn Tel: +84 4 826 3703 +84 4 942 8926 Fax: +84 4 942 4285 +84 4 826 3703 Web: www. redcross. org. vn Email: [emailprotected] org. vn Phone: +84 4 762 8422 Fax: +84 4 762 8423 Email: [emailprotected] org. vn Web: www. cecivietnam. org Tel: +84 4 3 573 5050 Ext 230 Fax: +84 4 3 573 6060 Web: www. savethechildren. net/vietnam Tel: +84 4 3945 4362 Ext 121 Mob: +84 913 520 770 Fax: +84 4 3945 4365 Tel: +84 4 942 5706 Fax: +84 4 942 5705 Email: Ha Noi. [emailprotected] org Web: www. unicef. org Tel: +84 4 6251 0448 Fax: +84 4 6251 0576 Email: [emailprotected] com Web: www. samaritanspurse. org Humanitarian Coordination Name Address Contact John Hendra – UNDP Resident Coordinator 25-29 Phan Boi Chau, Ha Noi, Viet Nam Coordination Mechanisms, Committees Groups Name Address Contact OCHA FAO 3 Nguyen Gia Thieu Street, P. O. Box 63, Ha Noi, Viet Nam VRC 82, Nguyen Du Street, Ha Noi, Viet Nam CESI Block P, La Thanh Hotel, 218 Doi Can Street P. O. Box 233, Ha Noi, Viet Nam Save the Children Building E3, Trung Tu Diplomatic Compound, 6 Dang Van Ngu Street, Ha Noi, Viet Nam Oxfam th 6 Floor, 22 Le Dai Hanh District Hai Ba Trung Ha Noi, Viet Nam UNICEF 81A Tran Quoc Toan, Hoan Kiem District Ha Noi , Viet Nam Samaritan’s Purse 24. T1 – Suite 2405 Hoang Dao Thuy St, Ha Noi, Viet Nam N/A Andrew Speedy FAO Representative andrew. [emailprotected] org Mr. Tran Ngoc Tang (Ph D) President Mr. Doan Van Thai (MA) V. President and Secretary Gen Arne Anderson Logistics Delegate, IFRC Phan Cong Tuan Country Representative Ngoc Anh Nguyen Ngoc Anh Admin Manager Email: [emailprotected] rg. v n Provash Mondal Humanitarian Programme Coordinator in Viet Nam Email: [emailprotected] org. uk Mr. Jesper Morch (Danish) UNICEF Representative Email: [emailprotected] org Mr. Jean Dupraz (French) Deputy Representative Email: [emailprotected] org Stephen G. Copple Country Director 9/70 LCA – Viet Nam – Initial Assessment 2009 Ver sion 1. 05 2. 3. National Regulatory Departments Ministry Name Address Ministry of Finance 28 Tr n Hung D o, Ha N i, Viet Nam Summary of Role and Services Contact Names Email Minister: Vu Van Ninh V. Minister: Nguyen Cong Nghiep Email: [emailprotected] ov. vn Contact Details Tel: +84 4 220 2828 Fax: +84 4 220 8091 Web: www. mof. gov. vn The Ministry of Finance is a Government agency which has the function of implementing the State management in finance (including: State budget, tax, fees and other revenues of the State budget, national reserve, State financial funds, financial investment, corporate finance and financial services); customs; accounting; independent auditing; insurance; prices; securities; conducting the ownership rights to the State’s investment capital in enterprises according to regulations of the Law. Pursuant to the Decree No 118/2008/ND-CP issued by the Government, the main tasks and duties of the Ministry of Finance are as follows: 1. Submit to the Government and Prime Minister for approval law and ordinance projects. Draft legal documents, strategy and development planning, long-term, five-year and annual plans on the fields within the Ministry’s authority. 2. Issue legal documents within the Ministry’s authority. 3. Instruct, guide, supervise and to be in charge of implementing the legal documents, strategy, planning, plan; to set up the propaganda, disseminate, educate legal documents on the fields within the Ministry’s authority. 4. Manage the State budget. 5. Manage the collection of tax, fees and other revenues under the State budget. 6. Manage the budget fund, the State reserve fund another State financial funds. 7. Manage the national reserves. 8. Manage the State assets. 9. Manage corporate finances and the State capital at the enterprises. 10. Manage the Government borrowings and debt servicing from domestic and abroad; and international grants. 11. Implement the State management in accounting and auditing. 12. Manage banks and non-banking financial institutions regarding issues; financial services. 13. Manage customs activities. 14. Implement the State management in prices. 15. Issue Govt bonds and participate in stock market management under the regulations of law. 16. Manage, supervise stock and stock market. 17. Organize and guide the implementation of statistics in the fields within the Ministry’s authority. 8. Undertake international cooperation and economic integration in the fields within the Ministry’s authority. 19. Organize and guide the implementation of scientific research, scientific and technology application in the field within the Ministry’s authority. 20. Decide specific orientations and measures and guide the operating mechanism of public services providing organizations in the field s within the Ministry’s authority in accordance with provisions of Laws; to manage and guide the implementation of activities of non-productive units within the Ministry’s authority. 1. Implement the State management to associations and non-Governmental organizations in the fields within the Ministry’s authority. 22. Inspect, control, settle complaints and denouncements, resist corruption, and be processed by authorized level or be submitted to the competent levels for settlement in accordance to the regulations of law applied for finance-budget management regime breaks and violations. 23. Conduct administrative reform under the Government program. 24. Manage organizational structure, permanent staff; guide the implementation of the provisions on salary, bonuses, disciplines for the State officers within the Ministry’s authority; train and retrain staff in the whole sector. 25. Manage the assigned capital and assets and the distributed budget plan under the provisions of the Law. 10/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 Ministry Name Address Viet Nam Customs: No 162 Nguyen Van Cu Street, Long Bien District, Ha Noi Capital, Viet Nam Summary of Role and Services 1. 2. 3. 4. 5. . 7. Contact Names Email Director General: Le Manh Hung Standing Deputy Director General: Nguyen Ngoc Tuc Email: [emailprotected] gov. vn Contact Details Tel: +84 4 872 7033 Fax: +84 4 872 5949 Web: www. customs. gov. vn Management over imports exports activities and international trade. Conditions to the trade and production development. Protection and contribution to the facilitation of development of national econ omy. Protection of revenues. Fighting against smuggling, combat commercial fraud, and protection of the interests of consumers. Contributing to the protection of economic sovereignty, national security and community security. Assisting in socio-economic management. NB: The website contains the rules and regulations applied to the customs for importers Ministry Name Address Viet Nam Food Administration 138A Gian Vo, Ha Noi, Viet Nam Summary of Role and Services The Viet Nam Food Administration is responsible for managing food hygiene, safety, and quality and has made significant progression since its establishment in 1999. Food safety remains a high priority in Viet Nam with growth of export markets and increasing food imports, there is a need to rapidly build the capacity of the food Administration to reduce the threats of food borne disease. The Food Administration has demonstrated commitment to the food safety challenges it faces, and has embarked on an innovative capacity building activity with technical assistance from the World Health Organization. Recently, the Food Administration signaled its ongoing commitment to food safety via the signing of a Technical assistance agreement with the Asian Development Bank to undertake a capacity building project titled Capacity Building for the Prevention of Food borne Disease. Under this agreement, the Food Administration is working with a World Health Organization team on a series of activities that will develop its food safety program, promote food safety, and reduce the incidence of food borne diseases. The agreement will also position the Food Administration as the national lead agency for food safety matters in Viet Nam. The Technical Assistance Agreement commenced in July 2001, and included the following specific components: 1. 2. 3. 4. Policy Review, Law Reform and Assistance for more Effective Law Enforcement Strengthening the National Food Safety Laboratory Network Implementation of Food borne Disease Surveillance System Establishment of a Centre for Information, Education, Communication and Training in Food Safety Contact Names Email Name: Title: Email: [emailprotected] ov. vn Contact Details Tel +84 4 2220 2222 Fax: +84 4 2220 2525 Web: www. moit. gov. vn Contact Names Email Director: Prof Dr Phan Thi Kim Email: [emailprotected] vnn. vn Contact Details Tel: +84 4 846 4489 Fax: +84 4 846 3739 Web: http://vfa. gov. vn Ministry Name Address Ministry of Industry and Trade 54 Hai Ba Trung, Hoan Kiem, Ha Noi, Viet Nam Summary of Role and Services 1. 2. 3. 4. 5. 6. 7. 8. Grant of license for electricity operation Procedures for handling anti-subsidy investigation Procedures for investigation and settlements of anti-dumping Procedures to request for exemption for Agreements in Restraint of Competition of and Economic Concentration Procedures for economic centralization announcement Procedures for complaint, investigation, handling of competition cases Grant of Certificate of eligibility for bottling liquefied petroleum gas Grant of trading and using industrial explosives license 11/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. Procedures for Digital signature authentication Procedures for grant of quotas for import (export) of production materials and industrial explosives Procedures for grant of permit for industrial explosives and Ammonium Nitrate import and export Procedures for granting certificate of declaration of dangerous chemicals Procedures for grant of permit for industrial explosives and Ammonium Nitrate import and export Procedures for safeguard measures application investigation Grant of certificate of liquefied petroleum gas trading eligibility Grant of certificate of petrol and oil trading eligibility Grant of license for Goods Exchange Establishment Procedures for grant of license for export and import of petrol and oil Procedures for assigning minimum quotas for import petrol and oil Grant of tobacco trading license Grant of alcoholic beverage trading license Grant of license for Goods Exchange Establishment Grant of certificate of petrol and oil trading eligibility Grant of certificate of liquefied petroleum gas trading eligibility Grant of permit for import of zone layer depleting substances Permit for sugar, salt, tobacco raw material and poultry egg import under quotas Grant of permit for sport gun and cartridge import Grant of certificate of eligibility for free duty goods trading Grant of automatic import permit Grant of export permit for fertilizer originating from imported sources Grant of Certificate of Origin Approval for Plans on import, temporary import for re-export of supply, machinery and equipment of construction foreign contractors in Viet Nam Permit for import of cigars and cigarettes for duty-free goods trading Grant of Permit for temporary import for re-export, border-gate transfer of goods in the list of goods banned from import and suspended import, banned from export and suspended from export Grant of license for temporary import for re-export of safrole Grant of Cambodia’s timber import permit Grant of tobacco production license Grant of Certificate of eligibility for tobacco raw material processing Procedures for grant of Liquor production License Approval of foreign – invested enterprise’s plan of finished product import for marketing Ministry Name Address Ministry of Transport of Viet Nam 80 Tran Hung Dao St, Hoan Kiem Dist, Ha Noi, Viet Nam Summary of Role and Services Contact Names Email Contact Details Tel: +84 4 3942 0863 Fax: +84 4 3942 0863 Web: www. mt. gov. vn To formulate and submit national master plan for transport development to the government. To give instructions to provinces, cities under the central management and specialized administrations to formulate local master plan for transport development in accordance with the national master plan to submit to the government for approval. To give instruction to specialized administrations to draft laws and by-laws (laws, ordinances), policies on transport management to submit to the government for approval or the Ministry of Transport will promulgate in accordance with its authorization. To issue national standards and classify categories of seaports, river ports, road network, railways, inland waterway, and maritime channels in accordance with the laws and regulations; and to give instructions to specialized administrations to implement the above-mentioned standards. To submit to the government for approval or to approve works, transport construction projects, technical designs, and implementation methods, check hand-over of transport construction projects in accordance with the laws and regulations on infrastructure construction management. To supervise the approval of projects of specialized administrations within authorization of the administrations. To manage the quality of transport infrastructure construction works in accordance with the national standards. 12/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 To give guideline and supervise the issuance, extension and withdrawal of certificates and licenses of construction, operation regarding traffic and protection of transport structures in accordance with the laws and regulations. To stipulate technical standards for imported or locally produced transport means, equipment and spare parts in accordance with technical specifications, economic condition and traffic safety of Viet Nam. To be responsible for supervision of the enforcement of laws, policies and the ministrys regulations on state management of road, railway, inland waterway and maritime transport nation-wide. Ministry Name Address Ministry of Science and Technology 39 Tran Hung Dao Street, Ha Noi, Viet Nam Summary of Role and Services: Contact Names Email Minister: Hoang Van Phong Deputy Minister: Le Dinh Tien Email: [emailprotected] gov. vn Contact Details Tel: +84 4 943 9731 Fax: +84 4 943 9733 Web: www. most. gov. vn The Ministry of Science and Technology is a governmental agency which performs the function of state management of science and technology, covering: †¢ Scientific and technological activities †¢ Development of scientific and technological potential †¢ Intellectual property; standardization, measurement and quality control †¢ Atomic energy, radiation and nuclear safety †¢ State management of public services in accordance with law. Back to Top of Chapter or back to Table of Contents 13/70 LCA – Viet Nam – Initial Assessment 2009 Version 1. 05 2. 4. Customs Information 2. 4. 1. Customs Clearance Customs Clearance Document Requirements Non Refundable AID Goods Un-refundable aid goods mean un-refundable amount under forms of money, assets from governments, non-governmental organizations (NGOs), foreign individuals and groups to Viet Nam in the support of developing Vietnamese society and economy or for humanitarian purposes that are implemented through political documents signed by two parties and approved by competent authority and under form of humanitarian aid, urgent relief in service of recovery of damages from wars or natural disasters 2. 4. 1. 1. †¢ Customs Procedures †¢ †¢ †¢ †¢ †¢ †¢ The approval of program or project or the permit of competent state body. Project or program documents, agreements, protocol, diplomatic notes or arrangements officially signed with foreign partners or aid announcement. Bill of Lading of goods imported Confirmation of un-refundable aid goods issued by External and Financial Department of Financial Ministry. Import contract or entrusted contract for importation of goods stating that goods have been imported through un-refundable ODA source. Based on customs dossier and actual goods, customs office that carries out customs procedures for importation shall issue decision on tax exemption for each case. References †¢ †¢ †¢ †¢ †¢ 2. 4. 1. 2. Decree No 54/CP dated August 28, 1993 of Government detailing the implementation of Law on export and import tax. Decree No 17/2001/ND-CP dated May 4, 2001 of Government promulgating regulations on managing and using official development assistance fund. D

General Electrics Two

General Electrics Two The Present Strategies of General Electric Marketing/Sales General Electric provides a great variety of products and services to its customers. They include home electric appliances, engines for airplanes, medical equipment, software solutions, etc. Apart from that, the company has established several water cleaning facilities throughout the world (General Electric, 2010, unpaged). At the core of marketing strategies, employed by the management of this organization lies the idea of diversity.Advertising We will write a custom assessment sample on General Electrics Two-Decade Transformation: Jack Welchs Leadership specifically for you for only $16.05 $11/page Learn More This is one of the strengths of this enterprise: decline in demand for a certain type of product will have catastrophic effects on the company. However, one should bear in mind that this organization has a very high turnover rate among marketing personnel is very high, and this can be viewed a s a weakness since continuous rotation of the personnel can eventually decrease the performance of the marketing team. To some extent, the turnover rate is the heritage of Jack Welsh’s reign. Manufacturing Operations The manufacturing operations of this enterprise rely on the idea of the so-called â€Å"boundaryless company† in which there are no barriers between manufacturing and engineering (Bartlett Wozny, 2005). Largely, the concept of boundaryless company exemplifies a matrix organization, in which the employees closely cooperate with one another. Furthermore, this company advocates the importance of the lean production and reduction of labor costs. Finance/accounting At the given moment, the net revenue of this organization constitutes the total revenue of this organization $ 157 billion, while the cost of revenue is $ 65,3 billion (General Electric c, 2010, unpaged). It should be noted that in the companies in 2010 the financial performance of this organization has deteriorated especially in comparison with two previous years (General Electric c, 2010, unpaged). General Electric pursues transparent accounting policies. In particular, it reports include not only the information about revenues and operational costs, but also the data about cost of revenue, inventories, debt, long-term reliabilities, and so forth. This transparency enables an investor to better evaluate the efficiency of this organization.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Human Resources/Personnel The principles of HR management in General Electric were laid down by Jack Welsh. The company pays close attention to the assessment of employee’s performance. Overall, this company greatly relies on the so-called vitality curve, in which the workers are divided into five ranks or groups in terms of their performance (Bartlett Wozny, 2005, p 13). The t hing is those employees, who are continuously put in the third category (C) are most likely to be dismissed. This strategy can be viewed as both strength and weakness of the enterprise. On the one, it allows the management to retain only well-performing employees. However, it also results in the high turn-over rate and tension among employees and poor teamwork. Another important feature, we need to mention is the tendency to downside and delayer the personnel. Innovation At this point, RD (Research and Development) efforts of this organization are aimed at the development of nanotechnologies and more eco-friendly technologies (General Electric, 2010, unpaged). On the whole, such an approach to RD can be explained by the fact that the management wants to secure a leading position in these two burgeoning industries. Management The management of this organization has been significantly influenced the strong personality of Jack Welsh, who has radically transformed the company during eig hties and nineties. We can several out several features of the management in the company. One of them is the so-called philosophy of â€Å"Stretch† (Bartlett Wozny, 2005, p 9). It urges the managers and their employees to continuously improve the financial performance of their departments. Secondly, we need to mention that the management of this enterprise always involves the front-line employees into decision-making. Even though Jack Welsh retired in 2001, its successor Jeffry Immelt do not try to alter his managerial policies and policies. Other It is also important to discuss the quality control in General Electric. The company adopts the so-called Six Sigma approach, which relies on interdepartmental cooperation, orientation toward customer needs, the use of numerical and qualitative methods to assess the quality of products and services. (Bartlet Wozny, 2005, p 11).Advertising We will write a custom assessment sample on General Electrics Two-Decade Transformati on: Jack Welchs Leadership specifically for you for only $16.05 $11/page Learn More New Product/Market Opportunity Alternatives There are several areas to which the management of this organization should pay more attention to renewable energy industry, for example, they may need to engines that would be able to use biofuels. One should remember that in the near future, the demand for eco-friendly technologies would only increase both in the United States and in Europe. Another industry, which could be of great interest to General Electric, is nanotechnologies, since it has applications in various spheres such as electronics, healthcare, IT and so forth. External Threats The increasing importance of renewable energy. General Electronic actively participates in oil production and transportation while a great number of modern manufactures as well as customers are willing to decrease their consumption of oil-related product as it is both expensive and harmful to the e nvironment (General Electric, 2010, unpaged). The adoption of new technologies can greatly diminish the revenues of this corporation. Legal restriction imposed on oil extraction. Again, we need to emphasize an idea that the company is very dependent on the demand as well as supply of oil. In the light of the recent Deepwater Horizon oil spill, the extraction of oil will become even more difficult especially in the United States. The increasing competitiveness in the software market. The company has to compete with such international corporations like IBM, Honeywell International, Microsoft, Apple, etc. IT is one of those industries where the number of market players continuously increases. Mission Statement To formulate the mission statement of this company, we can use the words of its former CEO, Jack Welch, who wanted General Electric to become the â€Å"the most profitable and highly diversified company on earth† (Bartlet Wozny, 2005, p 2). Thus, we may argue that the mi ssion of this enterprise is to retain the status of the world’s leading manufacturer that can respond to the abrupt changes in political, economic , technological and cultural environment. It is also possible to single out several objectives: To strengthen the firm’s position in such industries as renewable energy and nanotechnology. To decrease the turnover rate in the organization. To broaden the range of products and services. Strategies The management can adopt different strategies to achieve these objectives: One of the first tasks is to abolish the use of vitality scales as means of assessing employees performance. To purchase or merge with those companies which specialize in the production of nanotechnologies and renewable energy systems. To invest more capital in the research and development. Internal Environment Analysis The internal environment for GE can be identified through a strengths and weaknesses analysis – the two internal aspects of SWOT a nalysis. Such can be identified with various elements such as management, human resource (HR) strategy, and financials of the internal environment. For GE the first strength include a sound HR strategy that rewards employees based on performance measures that take care of wide array of contribution – e.g. the four E’s (Energy, ability to â€Å"energize others†, edge and execution) (Bartlett Wozny 2005).Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Secondly, the entity’s strength lies in a committed leadership with Welch leading from the front, and the support of the management team that he had established. Commitment of leadership team to the values and vision of the organization is identified as a key driver to establishing organizational transformation (Cohen 2004). Thirdly, the strength of the organization lies with its diversification into service businesses that offer enhanced value to the customer. Such services offer the company the opportunity to increase customer satisfaction, an antecedent to establishing long-lasting customer relationships (Gronroos 2004). Finally, the entity’s strong financial performance is critical for supporting its expansion programs across the globe. The entity’s weaknesses on the other hand arise from a centralized decision-making process with Welch at the center of each decision. Such a process is disadvantageous in a number of ways. Firstly, it could limit effective tr ansition with prospective successors being used to a culture of a â€Å"father-figure.† Secondly, such a strategy is limited with the globalization strategy the entity embarked on. With its operations extending into global regions, such a strategy limits the speed of implementation at overseas subsidiaries and may face cultural and political barriers where the organization is perceived to benefit â€Å"foreign† players more. Fig 1:  GE’s Internal Environment During Welch’s Two-Decades at the Helm Strengths Weaknesses Human resource strategy – sound strategy with well-outlined measures of performance and rewards. Management – committed to the organization’s values and vision. Product diversification – Creation of value-adding units e.g. service businesses that could increase customer commitment reading to a long-term relationship. Financials – strong financial performance (appendix for financial ratios). Improved profitability over the period Welch was in leadership. Corporate strategy – centralized with CEO being at the center of all decision-making processes, could affect transition, affect global operations e.g. implementation of strategies may take time if controlled from a centralized place, may also face cultural barriers if not specific to a certain region’s environmental and cultural attributes. External Environment Analysis External environment analysis can be assessed through the opportunities and threats an entity faces – the two external aspects of SWOT. On the threats end, aspects of a political, economic, social, technological, legal and environmental nature may affect an entity such as GE. Alternatively, external environment may be assessed for competitiveness based on the porter’s five forces (Dagmar Recklies 2001). These forces are buyers’ bargaining power, suppliers bargaining power, new-entrant’s threats, threat of substi tutes and competitive rivalry between existing players (Dagmar Recklies 2001). From the case study, such aspects that are applicable to GE can be identified on a matrix format. Fig 2:GE’s External Environment Opportunities Threats Expansion to global environments e.g. via acquisitions enhances economies of scale and reduce susceptibility to country-specific macroeconomic shocks, economic meltdowns that provide the company the opportunity to purchase going concerns with a potential at reduced prices as it has previously done (Bartlett Wozny 2005). E-business opportunities – use Internet, social media tools to better customer engagement thus get important feedback to improve its services and product offerings. Use virtual technology to support virtual teams that could have cost-cutting effects. Political – Globalization strategy exposes the entity to different political systems. In countries where there’s political instability, the entityâ⠂¬â„¢s business is affected Economic – though economic downturns provide the entity with buying opportunities, they also present barriers to increased revenues, e.g. in its oil and gas businesses. Socio-cultural – through its expansion into various continents where cultural orientation differs from its home country, GE’s faces a threat of cultural barriers especially with its centralized management that could lead to preference of local providers to the entity. Technology – technological differences in areas the entity operates in may limit the standardization of entity’s process. Such could affect the long-term sustainability of boundaryless strategy that Welch initiated. Environmental – various activities of GE are subject to adherence to set standards for carbon emissions. As environmental policies change (e.g. when emissions trading schemes become altered), the entity could be presented with the pressure of maintaining its business opera tions within allowable limits. Fig 3:Competitiveness Buyer’s power Buyers’ bargaining power is high in a number of its businesses. Customers of rail services and energy products for instance may be governments, which wield high bargaining power. Strategy – form relationship with buyers with high bargaining power such as governments. Supplier’s Power High supplier power in areas such as labor Strategy – enter into agreements with worker’s unions. New Entrants High in some businesses – e.g. credit services by its finance (consumer and business options) could be taken up by many microfinance institutions coming up in many global locations. Low in others – e.g. in rail, oil and gas, and aviation that require high capital investment. Strategy – dependent on the business Substitutes High – e.g., locomotive trains are rivaled by automobile industry in many countries. Water treatment systems can be s ubstituted with chemical purification methods. Strategy – create value-addition services around its products and avoid price wars. Competitor Rivalry GE’s competitors are wide ranging. Financial services have competitors better suited to offer services in that area since it is their core business. Electric distribution – individual countries could have state owned companies that are under protection by the governments. Strategy – invest in competitors, buyout competitors where possible, sell-out to competitors where long-term sustainability is not possible. Conclusion and recommendations Transformational leadership is a core characteristic of successful organizations in the increasingly competitive business environment. This paper evaluated GE’s two-decade transformation during the leadership of Welch (1981-2001). Core strengths of the company noted during the transformation process were a sound human resource strategy, management commitm ent to values and vision of the entity, creation of value-adding units, and strong financial performance. Its centralized management approach during Welch’s time, was however a weakness that could have negatively affected transition and global expansion. Opportunities for the business lie in expansion to foreign markets to enhance economies of scale and reduce susceptibility to country-specific macroeconomic shock, e-business opportunities brought about by increasing impact of the Internet in people’s lives, and using such technology to enhance customer engagement that would help it improve its products. The entity’s threats include political, legal, economic and social aspects brought along by its expansion to global locations. Due to the wide array of businesses that GE is involved in recommendations are wide ranging. In products where the buyer power is high, e.g., where the government is the buyer, GE should create relationship with such buyers by offering i ncentives that would make it the preferred provider. Such incentives could include committing to programs that aim to improve the livelihood of people living in such areas. Similarly, where competitor rivalry is high, GE could evaluate purchasing stocks in local companies that are protected by home-country government policies References Bartlett, CA Wozny, M 2005, GE’s two-decade transformation: Jack Welch’s leadership, Case 9-399-150, Harvard Business School. Cohen, AR 2004, ‘Building a company of leaders’, Leader to Leader, pp. 16-20, influencewithoutauthority.com/images/Building%20a%20Company%20of%20Leaders%203-05.pdf. Dagmar Recklies 2001, Porters 5 forces, Recklies Management Project GmbH, themanager.org/pdf/p5f.pdf. Gronroos, C 2004, ‘The relationship marketing process: Communication, interaction, dialogue, value’, Journal of Business Industrial Marketing, vol. 19, no. 2, pp. 99-113. General Electric 2001, GE annual report 2000, ge.co m/annual00/download/images/GEannual00.pdf. General Electric. (2010). The Official Website. Accessed from fundinguniverse.com/company-histories/General-Electric-Company-Company-History.html General Electric. (2010). General Electric Company (GE) annual SEC income statement filing via Wikinvest. Accessed from wikinvest.com/stock/General_Electric_Company_%28GE%29/Data/Income_Statement#Income_Statement Pillai, R Williams, EA 2004, Transformational leadership, self-efficacy, group cohesiveness, commitment and performance’, Journal of Organizational Change Management, vol. 17, no. 2, pp. 144-159. Pretorious, M 2009, ‘Leadership liabilities of newly appointed managers: arrive prepared’, Strategy Leadership, vol. 37, no. 4, pp. 37-42. Rowold, J Heinitz, K 2007, ‘Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS’, The Leadership Quarterly, vol. 18, no. 2, pp. 121-133.

Healing and Spirituality Essay Example | Topics and Well Written Essays - 1000 words

Healing and Spirituality - Essay Example Conversely, some patients may be cured but they may not feel healed, for instance a breast cancer patient may still find herself grieving about her situation despite going into remission. The main aim of healing hospitals is to enhance harmony of a patient’s mind, body and spirit (Marberry, 2006).. With this in mind it is necessary to create an environment that reduces the patient’s anxiety, stress and which can positively impact on the patient’s health and steer him or her towards recovery. The concept of healing the healing hospital is based on three main components namely; the physical environment, the integration of technology and work design and a caring and loving culture. The physical environment refers to the patient’s general surrounding in the cause of the illness. This includes the people around the patient and the nature of the room. A good physical environment is one that makes the patient comfortable and less anxious. ). A noisy and confused environment increases the patient’s anxiety, heart rate and blood pressure which slow down the healing process. A renowned medical scholar, Florence Nightingale, suggested that the best environment that supports healing is on e that is quite and allows the patient access to natural lighting and fresh air. The other component of healing hospital is the integration of technology and work design. This entails medical stuff and physicians employing the most advanced technology to facilitate the patients’ healing process (Marberry S. 2006). The latest technology available can be easily be integrated with the working design of the hospital to enable staff and physicians to identify the best ways possible to make the patient comfortable. The last and most critical element of hospital healing is the hospital’s culture. This entails the organization adopting a philosophy that revolves around a caring and loving culture. It involves how the medical staffs treat and relate with patients and their families or their care takers. A strong compassionate culture facilitates healing through a holistic approach which seeks to address the patient’s physical, emotional and spiritual feeling. Since healing is a holistic approach aimed at creating harmony between one’s mind, body and spirit, spirituality is a very important element in the healing process (Marberry S. 2006). In instances where physicians may have different religious practices and beliefs, they should not let their personal bias affect the way they perceive their patient’s spirituality. Spirituality and healing are closely intertwined. It is very important for health care providers in healing hospital to consider their patient’s spirituality and religious beliefs in order to promote a good healing environment. When patients are allowed to practice their spiritual beliefs, they will feel more comfortable with their treatment and hence move faster toward healing. Questio n 2; Challenges of creating a healing environment Despite it being necessary for health care providers to create a good healing environment, there are various challenges that make this a difficult task. One of the biggest challenges in this aspect is finance. Creating an environment conducive for healing requires huge financial investment which most health organizations lack. Enabling a good