Assessing the National Logistics System of Vietnam

The assessment of competitive intensity in logistics markets

Abstract
The purpose of this research is to present and analyse the current situation regarding
the capability of the national logistics system in Vietnam. A national assessment
framework for macro-logistics is utilised in combination with semi-structured interviews
of key Vietnamese stakeholders to reflect on the current situation in the country. There
are still numerous shortcomings in the Vietnamese logistics system. These
shortcomings are not purely infrastructure based but also from a regulatory and
commercial perspective. The presented national logistics system assessment
framework can be replicated in other countries or regions when assessing national
logistics capability. The findings can help foreign investors, international logistics
providers wanting to provide their services in Vietnam to understand the logistics
context within the country. These findings are also helpful for policy makers in Vietnam
on how to improve their national logistics system. This study proposes a template to
assess national logistics systems and provides an in-depth understanding of logistics in
Vietnam, a country that has not been much studied in the literature.

Vietnams Logistics Market: Overcoming the Challenges

Enhancing customs and infrastructure is seen as conducive for relieving the concerns of logistics
companies operating in Vietnam
Vietnams Regional Clusters of Seaborne Trade Activities

Map of Vietnam
With a coastline stretching 3,200 kilometres along the South China Sea, Vietnam has a particularly advantageous geographical location, one
that gives it access to the worlds major seaborne trade routes. Not surprisingly, maritime transport is the predominant mode of facilitating
trade, with cargo mainly handled by the shipping hubs situated at either ends of the country. Currently, the bulk of sea cargo throughput is
concentrated at the ports of Ho Chi Minh City (e.g. Saigon New Port) in the south, and the Haiphong Port in the north. Together, they account
for more than 70% of the countrys total cargo throughput.

The traditional centre of manufacturing and trade, the south is home to Vietnams major container ports. Over the past decade, however, the
northern region has increasingly become a popular destination for foreign manufacturers looking to diversify their production bases amid the
rising costs of operating in China. The China-plus-one strategy adopted by a number of Japanese companies has also contributed to this
development. Their close proximity to China has seen the container throughput of the northern ports growing fast, a development fuelled by a
surge in foreign-invested manufacturing activities in the region. From 2000 to 2013, throughput at the northern ports grew at compound
annual growth rate (CAGR) of 20%, faster than that of the southern ports (17%) and the central ports (15%).
Industrial Expansion Creating Opportunities in the North
In recent years, Vietnams northern centres - notably Hanoi, Haiphong and the Bac Ninh province - have become popular production bases for
several Japanese and South Korean manufacturers, including Samsung, Panasonic and Bridgestone. A combination of a variety of tax
incentives and lower labour costs than in the south have made the northern provinces more attractive to foreign manufacturers, as well as
their associated suppliers and supporting industries. In turn, this has boosted the export of finished products and the import of parts and
components.
Samsung, for example, has established a number of manufacturing plants in the northern provinces of Thai Nguyen and Bac Ninh. The
localisation rate at these Samsung electronics plants - measured by the proportion of production materials and parts that can be locally

sourced - is estimated at about 39%. Most of these local supplies, however, are from foreign suppliers based in Vietnam, as comparatively
few Vietnamese companies have the capability to supply the parts Samsung requires. According to a survey conducted by the Japan External
Trade Organisation (JETRO), the localisation rate of Japanese enterprises in Vietnam was 32% in 2013, markedly lower than the respective
rates of China (64%) and Thailand (53%). As a result, many of these parts and components, such as chargers and USB cables, have to be
imported from other Asian countries, including China and South Korea.

Foreign logistics companies expanding to Northern Vietnam

In order to capitalise on the rapid industrial growth in northern Vietnam, many foreign logistics services providers are strengthening
their presence in the region. Japans Yusen Logistics, for example, set up a new logistics complex in Haiphong in November 2014,
comprising a 12,000 square metre (sqm) warehouse and a 23,800 sqm container depot with 3,000 TEUs storage capacity.
In July 2014, C.Steinweg from the Netherlands began construction of its Bonded Logistics Hub in Haiphong. Targeted for
completion in August 2015, it includes three warehouses with a total storage area of 30,000 sqm.

Major Challenges in Vietnams Logistics Sector

a) Lengthy Customs Processes
According to a number of local and foreign logistics companies interviewed during a recent HKTDC Research trip to Vietnam, the countrys
customs and regulatory practices act to increase the operational costs of many logistics companies servicing the region. Although Vietnams
customs procedures are currently being modernised a new electronic customs clearance system (e Customs) was launched in April 2014
delays are still common. These have largely been attributed to a number of inefficient, manual customs processes, including cargo inspections
that have attracted criticism for lacking in both transparency and consistency. According to a number of leading logistics companies, Vietnams
customs requirements are more stringent and cumbersome than those in many other Asian countries. Its customs practices are also seen as
unpredictable and bureaucratic. It takes, for example, 21 days to export a cargo shipment from Vietnam, compared to 14 days for Thailand
and 11 days for Malaysia.

b) Inadequacy of Transport Infrastructure

Both local and foreign logistics companies often cite its relatively underdeveloped transport infrastructure as a major challenge for business
development in Vietnam. In particular, logistics facilities, such as warehouses and container freight stations, are not user-friendly, as they are
often standalone and located far from either ports or manufacturing plants. Congestion is another major problem, causing delivery delays that
increase transportation costs. As of June 2014, there were about 290 industrial parks in Vietnam, 33 of which had been operating for just over

three years. The fast growth of the number of industrial parks has outpaced infrastructural development. In particular, many of the highways
linking the ports with industrial parks or city centres, as well as the port terminals, are highly congested. The problem is most severe in the
northern provinces, where the infrastructure is less developed when compared with the south. Traffic and port congestion often leads to
delays in transporting cargo from the factories to ocean carriers and can impede the delivery of imported parts and components, resulting in
higher inventory carrying costs for manufacturers.

Co
ngestion on a highway connecting Hanoi and Haiphong.
Infrastructure inadequacies aside, there is also a need for quality logistics facilities of an international standard, including a stable supply of
utilities, efficient warehouse management systems and security. Although several modern facilities have been built recently, largely by
foreign-invested logistics companies, the majority of the older ones are sub-standard. Significantly, many of the logistics parks in Vietnam
have been planned and developed by private companies, rather than by the government, thereby depriving Vietnams logistics sector of the
benefits of comprehensive planning and the subsequent emergence of an efficient logistics network.
Several port development projects have failed to take into account the need for infrastructure and support facilities, including the importance
of highway access to container terminals. Inevitably, this has hindered the efficient movement of cargo to and from the ports. It is not
unusual to find stretches of highway in Vietnam that consist of less than four lanes, making them unsuitable for rapid transit. In light of
Vietnams deficient transportation infrastructure, many multinationals are increasingly keen to deploy third-party logistics services (3PLs) and
supply-chain management services to ensure an efficient logistics process in support their production activities, especially in the case of timesensitive products.
To ensure a reliable service, many logistics companies have established strong ties with local agencies that specialise in various aspects of the
logistics process, such as customs brokerage, documentation and warehousing services. This is often cited by leading logistics companies as a
key element in the smooth running of transportation operations in Vietnam. Hong Kong companies looking for a partner in the Vietnamese
logistics market are advised to assess the local networks and operating experience of the potential partnering company. (See also Vietnams
Logistics Market: Explore the Opportunities)

In recent years, Official Development Assistance (ODA) [1] loans have played a significant role in developing the transport infrastructure in
Vietnam. Along with the continued inflow of foreign direct investment (FDI), transport infrastructure development is supported by ODA from
the FDI originating country, such as Japan or Korea. For example, apart from being the largest source of cumulative FDI in Vietnam, Japan
has also been its biggest source of ODA since 1995, providing US$20 billion worth of ODA (as of end-2013) for a range of infrastructure
projects, including highways, ports and power plants.

Infrastructure projects recently funded by Japans ODA

Kicking off in April 2013, the Lach Huyen Port Infrastructure Construction Project includes a deepwater port suitable for
accommodating large vessels in Haiphong. Scheduled for completion by 2016, the project will enhance the Lach Huyen Ports
capacity and develop the surrounding infrastructure to serve the growing capacity of container ships.
Opening in January 2015, the Nhat Tan Bridge (also known as the Vietnam-Japan Friendship Bridge) links Hanois Noi Bai
International Airport with the downtown district, creating a new, shorter route to the airport that cuts the travelling time by half, as
well as easing the traffic congestion on other bridges.

In the World Banks Logistics Performance Index (LPI) 2014, Vietnam ranked 48th among 160 countries, an improvement on its previous
ranking of 53rd for the past three LPIs [2]. From a regional perspective, Vietnam was ranked fourth among ASEAN members, lagging behind
Singapore, Malaysia and Thailand, while outperforming Cambodia, Laos and Myanmar. As reflected in the LPI indicator scores, Vietnams
logistics performance has been improving steadily since 2007 in terms of infrastructure, ease of arranging international shipments and the
logistics competence of service providers.

[1] ODA consists of disbursements of loans made on concessional terms and grants by official agencies, multilateral institutions (e.g. World
Bank) and more developed countries. ODA recipients consist of the developing countries.
[2] LPI is based on a worldwide survey of logistics operators, including global freight forwarders and express carriers, who provide feedback
on the logistics environment of the countries in which they operate and those with which they trade.

Vietnams Logistics Market: Exploring the Opportunities

The rapid growth of Vietnams export-oriented manufacturing sector has boosted demand for logistics
services

Foreign Investment Boosts Logistics Service Demand

While the Vietnamese logistics sector is only at an early stage in its development, demand for such services is growing fast, a development
spurred by the countrys continued inflow of foreign direct investment (FDI). Following Vietnams 2007 World Trade Organization (WTO)
accession, the countrys FDI level has been rising steadily. For the period 2008-2013, FDI inflow averaged US$10.8 billion annually - more
than double the US$4.0 billion per annum average seen during the six-years prior to 2007.

Accounting for more than half of the total accrued FDI, investment in manufacturing, in particular, has been driving the countrys demand for
international transport and logistics services. Situated to the southeast of the Indochinese peninsula and with a 3,200 km coastline, Vietnam
depends heavily on sea freight transportation for its external trade. Since 2007, Vietnams container port throughput has been expanding at a
compound annual growth rate (CAGR) of 12.5%, reaching 8.1 million TEUs in 2013 (double the volume seen in 2007). Driven by exports from
foreign-invested manufacturers and by the import of intermediate and capital goods, Vietnams external trade again flourished in 2014, with
exports and imports growing by 14% and 12%, respectively.

With commercial and manufacturing activities developing much earlier in the south than in the north, the ports along the Mekong River Delta
and in Ho Chi Minh City have traditionally been the mainstay of Vietnams transport and logistics industries. In recent years, however, trade
growth in northern Vietnam has been boosted by trade with China, as well as the arrival of a number of foreign-invested electronics
manufacturers. These include Samsung and Microsoft (cell phone production), who have both relocated elements of their production to
Vietnam in response to the rising costs in China.

Such moves have driven the fast growth of the northern ports. Overall, the container throughput of ports in northern Vietnam grew by a
CAGR of 20% during 2000-2013, outpacing both the southern ports (17%) and the central ports (15%). (This article focuses the current
status of Vietnams logistics sector, particularly the associated business opportunities. An upcoming article - Vietnams Logistics Market:
Overcoming the Challenges - examines a number of related issues.)

The Dinh Vu port, Haiphong, Vietnam

(1)

The Dinh Vu port, Haiphong, Vietnam

(2)

Over recent years, foreign investors have played a pivotal role in upgrading Vietnams export-oriented manufacturing, leading to a greater
focus on higher-value products. Over the past three years, Vietnams exports of phones, computers, electronics and parts have tripled,
reaching US$36 billion in 2014. In 2014, this category accounted for 24% of the countrys total exports, up from a 12% share in 2011. This
growth in electronics exports has been driven by the export processing activities of a number of electronics manufacturers from Japan and
Korea. In light of this, those Hong Kong logistics companies experienced in handling electronic parts and components may find a variety of
opportunities now emerging in Vietnam.

Historically, ready-to-wear garments and shoes have dominated Vietnams labour-intensive, consumer goods exports. Over recent years,
however, the country has evolved into an increasingly diversified manufacturing base for multinationals, with the import of production inputs
inevitably generating more business for logistics companies. Intermediate and capital goods - such as machinery, raw materials, fabrics,
electronic parts and components for manufacturing - now account for the lions share of Vietnams total imports and are mostly sourced from
China, Japan and Korea.

Logistics Industry Opening Up to Foreign Players

Following Vietnams 2007 World Trade Organization (WTO) accession, foreign investors were allowed to set up joint-venture logistics
companies. Since 2012, it has been permissible for wholly foreign-owned enterprises (WFOEs) to provide international maritime transport and

courier services. In line with its WTO commitment schedule, Vietnams logistics sector further opened up from January 2014. As of that date,
WFOEs have been allowed to provide container station and depot services, storage and warehouse services, as well as freight transport
agency services [1].

According to several leading Vietnam logistics companies interviewed during a recent HKTDC Research trip to Vietnam, there is a rising trend
for both local and multinational enterprises to outsource logistics functions to third-party logistics services providers (3PLs). In addition,
Vietnamese logistics companies are keen to collaborate with their foreign counterparts, particularly those that have a large customer base and
a reputation for delivering high standards of services. With their high professional service capability and access to global networks, Hong Kong
logistics companies may find a variety of collaboration opportunities now emerging with Vietnamese enterprises. In turn, these domestic
companies can provide both local expertise and market knowledge.

VIETRANS: Overseas Joint Ventures

Founded in 1970, VIETRANS is now a leading Vietnamese logistics company, with a particular focus on international freight
forwarding, transportation and warehousing services. In order to enhance its service capabilities and standards, the company has
formed joint ventures within Vietnam with three of its overseas counterparts:

LOTUS Joint Venture Company

Established in 1991 by Vietnams VIETRANS, VOSA and Ukraines BLASCO, this operates the Lotus Port in Ho Chi Minh City, as well
as several warehousing and container yard facilities.
TNT Vietnam
Established in 1995 by VIETRANS and Netherlands-based TNT Express, this joint venture provides international and local express
facilities, as well as supply-chainmanagement services.
SINOVITRANS
Established in 2010 by VIETRANS and Chinas Sinotrans, this venture provides international freight forwarding, warehousing and
shipping agency services.

A Logistics Market with a High Development Potential

Thanks to its under-developed transport infrastructure and inadequate logistics facilities, logistics costs in Vietnam are estimated to run at
about 25% of GDP, far higher than the 18% in China and the 13% in Malaysia. This presages a huge scope for efficiency gains in the longer
run, in particular through the establishment of Vietnamese-foreign collaborations. In a 2014 report, the World Bank noted that a more

competitive transport and trade logistics system in Vietnam could be a new driver of sustained economic growth in the country, enhancing
productivity as well as boosting business competitiveness.

Currently, foreign companies dominate Vietnams logistics market, particularly in the international transportation segment. There are about 40
foreign shipping firms in Vietnam, handling more than 80% of the countrys imports and exports, primarily with regard to trade with the
European and American markets. According to the Vietnam Logistics Business Association (VLA), there are more than 1,000 logistics
companies in the country. Although domestic companies represent 80% of the total number of logistics firms, they only account for about
25% of total market share. Most of these home-grown businesses are small-scale companies with limited financial and human resources.

Demand for Modern Logistic Services

With an eye on the growing and increasingly liberal logistics market, many global shipping companies - including Maersk, NYK Line and APL have strengthened their presence in Vietnam, offering a variety of value-added services, such as pre shipment inspection, labelling, and pickand-pack. In addition, a number of Hong Kong logistics companies are now operating in Vietnam. Kerry Logistics, for example, has
established logistics centres in Hanoi, Da Nang and Ho Chi Minh City.

The expansion of the multinationals in Vietnam is creating a growing demand for supply-chain management facilities, particularly with regard
to handling complex sourcing issues, production requirements and servicing sales networks. This growth, however, has spurred concerns
among a number of the foreign logistics companies interviewed over lack of experienced and professional human resources in the Vietnamese
logistics sector. In this regard, Hong Kong services providers have considerable scope when it comes to offering customised logistics solutions
and international freight forwarding, important services for multinationals with production bases and export markets in a number of different
locations.

In order to successfully access Vietnams logistics market, Hong Kong companies should establish links with the industry associations in the
country and identify suitable partners. Both the Vietnam Logistics Business Association (VLA) and the Hong Kong Business Association
Vietnam (HKBAV), for example, are in a good position to suggest Vietnamese enterprises from among their members to meet with Hong Kong
companies. In turn, Hong Kong logistics companies can assess the suitability of those Vietnamese businesses with regards to their market
knowledge and business networks, including local services providers that handle specialised logistics functions, such as customs clearance.
Such local knowledge is vital when it comes to facilitating the import-export process and maintaining business competitiveness in Vietnam.

Vietnam Logistics and priority innovations

25/06/2015 - 08:49 AM

(Vietnam Logistics Review) Ineffective logistics is the cause of high production cost which badly affects
competition abilities of Vietnams trade sector. Therefore, priority innovations in logistics always are urgent
tasks to Vietnam.
THERE SHOULD BE RESEARCHES TO CUT LOGISTICS COSTS
According to experts, as a booming economy in the process of integration, Vietnam has had basic
industrial infrastructures and growing connections to the world. And its geographical advantages on
busiest maritime routes and stable political situations have facilitated its trading activities lately.
However, it has been a challenge to improve its efficiency in the field of logistics. Many indexes showed
its logistics sector is weaker than those of other regional countries. Therefore, there should be research
on ways to cut logistics cost, to improve its logistics and transport efficiency, which are motive forces for
Vietnams sustainable development. In other words, priority innovations in logistics are indeed urgent
tasks to be carried out.
PRIORITY INNOVATIONS IN TRANSPORT INFRASTRUCTURE AND LOGISTICS
Important international gateways and corridors integrated with multi-modal approach should be in priority.
They should be set as targets to improve competition trade abilities and development for the logistics
sector: particularly building multi-modal transport infrastructures and using integrated corridor approach.
Many experts said current transport infrastructures projects have been planned with single-modal
approach for all different sectors as port, local waterway, expressways, railway and airway. Less
interactions among sectors and provincial authorities have led to inconsistency in planning and timing,
which have made infrastructure project be carried out in parts, not in the basis of multi-modal
combinations.
Express way projects that assist the development of ports have always been delayed: a main cause for
congestions of cargo from Ports. Roads that connect expressways, parts and inland container deports are
unable to meet the needs: another cause of the congestions. It is clear that single-modal transport cannot
simultaneously combines forms of transports, which push up production price and import-export price. In
other word, it reduces competition abilities of Vietnams trade sector.

Therefore, Vietnam should boost up the progress of building infrastructures, mobilize capital to build
works of cargo consolidation and put them into use as soon as possible, and improve infrastructure
maintenance works to connect transport modals to ensure the consistency and efficiency for multi-modal
transport. Vietnam should apply multi-sector, multi-modals approaches in planning and carrying out
projects of cargo transport infrastructures.
There should be good and feasible legal framework on Public-Private Partnership (PPP): public-private
conversations are of importance and it is an important feature that maintains the participations of all
members from both public and private sectors.
A more professional road transport sector should be developed. The road transport market in Vietnam
has been split and competitions have been carried out on the basis of low price, not of quality. Accidents,
congestions, road damages, and pollutions are going to be challenges that Vietnam has to face. However,
tight over-load policy by the Minister of Transport has contributed in maintaining a healthy cargo transport
business. Experts said road transport can be developed in form of credit approaches to road transport
companies. Or other researches on reducing unloaded travelling, improving JV investments with foreign
road transports and exhaust control standards have also been mentioned.
Besides, simplifying procedures for import-export documents and customs procedures, applying all risk
management methods and IT, developing national and ASEAN one-stop mechanisms are things for
innovations in preparation for the joining of AEC in the end of 2015.
Vietnam Logistics: On-going Developement in a Dynamic Environment
01/01/1970 - 07:00 AM
As the centre of gravity of the global economy continues shifting eastwards, deliberations on emerging markets tend to be dominated by BRIC
discussions and specifically in the Asia region much of the attention focuses on the inexorable rise of the CHINDIA powerhouse China and India
combined.

However, south-of-China and east-of- India are some of the latest rising stars amongst emerging markets within the ASEAN group, Vietnam is
particularly interesting and exciting. In recent years, Vietnam has been one of the fastest growing economies in Asia fuelled in part by its WTO
accession and also by becoming the default plus-one in manufacturers China-plus-one diversification strategies for low-cost labourintensive
outsourced production.
The country has become increasingly integrated with the world economy and is now a significant player in many global supply chain ecosystems. One
of the main growth drivers has been exports to USA and European Union, which of course have suffered as the developed western world has
experienced economic downturns.
Vietnam is a member of the APEC Asia Pacific Economic Cooperation, the ASEAN Association of Southeast Asian Nations and WTO, the World Trade
Organisation. As part of its WTO commitments, the domestic logistics sector will become open to 100 percent foreign owned logistics companies from
2014. Leading up toward the open market next year, we are seeing increased interest in M&A activities with local logistics providers seeking
opportunities to agglomerate to achieve scale and resources to compete with the multi-national giants, who are eagerly developing plans to establish
wholly foreign owned subsidiaries to capitalise on the local market opportunities.
ROAD AND RAIL INFRASTRUCTURE CHALLENGES
As with many emerging and developing markets, infrastructure is one of the main challenges. The World Economic Forum reports that despite recent
investments in highways, airports and seaports, Vietnam is still behind other countries in the region with regards to infrastructure quality and it is
estimated that Vietnam needs at least US$300 billion for development.
Road some two thirds of all cargo is moved by road transport, however, out of the total 200,000 km road network, most roads are two lane and only
20 percent of the total roads are paved. Domestic cargo movements are therefore inevitably fraught with inefficiencies, delays, damages and high
costs. A program of road upgrades are planned by the Ministry of Transportation and the Ministry of Planning and Investment leveraging further
foreign investment and PPP (public private partnership) models wherever available. Combination of BOT model structures (build, operate, transfer) and
toll road concessions are encouraging private sector participation in road infrastructure investment.
Rail about seven percent of all freight is carried by rail. Vietnams geography is long and narrow it has 2,600 km of railways but the infrastructure is
outdated with all seven lines being single track. The sole supplier of all rail services in Vietnam is VRC (Vietnam Railway Cooperation), which is
responsible for sector planning and development including maintenance and new construction. Even though the North- South railway is being
upgraded, with no alternative lines or dual-track systems congestion at one location can halt the whole line. This wholly state-controlled market is
unable to meet the growing demand the poor quality, narrow-gauge lines limit train speed and too many railroad crossings in residential areas cause
frequent accidents. Improvement plans are underway, including upgrading lines and double- tracking the Hanoi-Vinh and Sai Gon-Nha Trang lines, plus
the construction of a new north-south high-speed, double track railway line will reduce transit time between Hanoi and Ho Chi Minh City to less than
ten hours.
DOMESTIC LOGISTICS SECTOR
Compared with other Asian countries and territories, Vietnams logistics sector is still at an early stage of development but within an environment of
rapid economic growth, especially in manufacturing and retail.
Logistics costs in Vietnam represent around 25 percent of GDP higher than China or India and reflecting the many inefficiencies in the domestic
market. There are estimated to be 1,200 logistics service provider companies operating in Vietnam, with the vast majority (800-900) of logistics
businesses being located in the commercial capital of Ho Chi Minh City. Local logistics providers will face strong competition in 2014 when foreign
owned entities will be allowed to open wholly-invested subsidiaries in the local market. As in many developing markets, the international logistics
providers tend to have to deploy networks of local sub-contractors in order to provide service across the country.
Ho Chi Minh City remains the focal point for the logistics and freight industry with an estimated 80 percent of all goods moving though this major
commercial hub in south Vietnam. Therefore, the vast majority of logistics providers both domestic and foreign have established a presence in Ho
Chi Minh City, in order to cater to the growing needs of the exciting and dynamic market of Vietnam.

Vietnam logistics professionalism on the increase

13/01/2014 - 10:32 AM
DEVELOPMENT OF QUALITY AND QUANTITY

There are about 1,200 enterprises in Vietnam providing logistics services (compared to the number of 700 by 2005) as transport freight forwarding,
warehousing, loading-unloading service, transport agencies, freight forwarding agencies and logistics services They are mainly operating in HCMC
and Hanoi.
Vietnam logistics services can be classified as follows: Transport service enterprises providing transport services (road transport, sea freight and air
freight); enterprises exploiting infrastructure at transport nodal points (seaports, airports, stations); enterprises exploiting warehouses, doing
loading-unloading services and logistics services; enterprises of freight forwarding, 3PL and others as logistics software solutions, consultant,
inspection, finance Except equitized state-owned companies, most of enterprises are small and medium sized with average charter capital of VND
4-6 billion (compared to VND 1- 1.5 billion by 2005) and qualified human resources for logistics sectors is low (5-7%).
Vietnam logistics service enterprises mainly are agencies or those responsible for parts of the process as sub-contractors in logistics chain of
international logistics service providers. There are over 25 multinational logistics service enterprises operating in Vietnam, but they account for 70-80%
Vietnam market in providing logistics services.
Thanks to the interest and enthusiastic support from the Ministries and sectors, Vietnam logistics has developed both in quality and quantity, ranking
54/155 in LPI by WB and ranking 5th in ASEAN (2012). The growing rate of logistics services reaches 16-20% year. However, the competitive ability of
the sector is still rather low, and logistics cost is still high, accounting for 20-25% of Vietnam GDP (compared to 17.8% of China and 9% of Singaporein 2011). The connection between enterprises of import-export and logistics has been limited, and has not been fully reliable a reason making
Vietnam logistics slowly developed as expected. The rate of outsourcing is still low, 25-30% (compared to 63.3% of China (2010), over 40% of Japan,
European and American countries).
THE LACK OF RELIABILITY IN CONNECTING SUPPLY CHAINS
According to WBs report on April 2013, logistics performance in Vietnam is not as effective as those in other countries due to the lack of reliability
throughout the process of connecting Vietnam supply chains to those of the worlds due to the ineffectiveness in technology and logistics performance
arrangement including ambiguous logistics law, sweetener in transport, non-synchronous transport infrastructure planning lacking multi modal
transport, road transport unable to satisfy shippers requirements, sea ports unable to be fully exploited while 90% of import-export cargo of Vietnam
carried out by sea freight.
Besides transport infrastructure and relevant issues as road loading capacity and regulations of safety traffic, the biggest limitation to the development
of logistics services in Vietnam is administrative procedures, especially customs ones.
Law adjustment for logistics performance in Vietnam is considered sufficient. Besides regulations on logistics services (8 articles) in the Trade Code
2005, there are other law as Maritime Law, Civil Aviation Law, Road Transport Law, Railway Law, and legal document on orientation purposes as
plannings, development strategies related to logistics services for the period of 2020, vision 2030 However, in the process of regional and
international integration, some of regulations and laws on logistics has not been appropriate, and thus, not creating a transpartent logistics service
environment with healthy competitions and stable development.
Although logistics has been considered the key factor to encourage production and the developments of other sector (Q 175/Q-TT dated January
27th, 2011, there has not been a unified management source and appropriate position in the organization mechanism in the Ministry of Transport and
the Ministry of Industry and Commerce as well one of difficulties that greatly affects the development of the sector. There are also gaps in regulations
of management authorities concerning to logistics performance. For example, in the Decree 87/2009/ N-CP and in the Decree 89/2011/ N-CP
(adjusted from the Decree 87/ 2009/ N-CP), the Ministry of Transport is regulated an authority to issue license for doing multi modal transport
business an important activity of logistics services. Meanwhile, in Trade Code 2005, the Ministry of Industry and Commerce is the authority carrying
out logistics management and the Ministry of Planning and Investment carries out the registration of doing logistics services. There is also
inconsistency in registration of doing logistics and multi modal transport business, and there is also lose control after operation license issued
VIETNAM LOGISTICS PROFESSIONALISM ON THE INCREASE
A no less important aspect is the quality of services provided by logistics enterprises? It depends on each enterprises competency, professionalism,
training and their investment on equipments, facilities, and IT There have been a few universities nationwide having logistics major in combination
with syllabus of transport.
From a recent in-house survey by Vietnam Logistics Association VLA (2012), it can be seen that most enterprises have average charter capital which
are 5-6 times higher than that of previous periods, the number of staff are also on the increase and they have mostly had operations in international
transport, transport freight forwarding, warehousing, and ports. Enterprises carrying out logistics package services, 3PL and multi modal transport

account for 10% of the total. Also from the survey, trained employee (self-taught) is 72% (!). Around 60-70% of equipments, means of transport,
warehousing facilities have to be hired or leased to serve customers. In term of IT, most of enterprises have been equipped with computers, emails, fax
and had their own websites; 27% has professional management software and 9% have had EDI, used bar code technology and RFID.
Therefore, it can be seen that professionalism and competence of Vietnam logistics service enterprises has been improved in the past few years.
Some local enterprises have been carrying out 3PL integrated services taking part in every process of shippers logistics supply chain and have
gained trust from their partners and both foreign and local customers.

INTERSHIP
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In the role of Purchasing Assistant at the Erskine Campus, supporting the EMEA supply chain. You will be an integral part of a team of supply
chain professionals focused on ensuring best in class supply performance, both internally and at the supply base. You will have a specific
role to perform, and will have the opportunity to contribute to the continued success of the EMEA operation

Role of the Intern:

Locating and sourcing product based on clients needs;

Developing and maintaining business relationships with vendors and partners;

Negotiating pricing, recognize market trends and in-demand items;

Effectively communicate, both internally and externally, in order to meet clients needs;

Work with management to help overall purchasing strategy of the company.

Responsibilities
The intern will assist in the procurement of goods and services required by the corporation while ensuring
high standards of cost effectiveness and efficiency are met and that purchasing procedures and practices
are continually enhanced and supportive of meeting corporate requirements.
The Intern Will

Work with vendors in the administration of the purchasing process.

Monitor purchasing activities to ensure materials, equipment and services purchased are the best
value, comply with specifications, are of acceptable quality, and are environmentally sound.

Assist in the development and maintenance of a network and list of reliable vendors to ensure the
Corporation has a sufficient base from which to meet its needs.

Encourage the development of vendors, providing information on corporate requirements and

supply needs.

Support corporate employment equity practices by increasing business initiatives of designated

groups.

Assist in random order audits to monitor and ensure the integrity of the purchasing function.

Assist in solving problems between vendors and the Corporation resulting in the establishment of
a positive business relationship.

Assist in the management of the informal and formal competitive bid process, assessing
requirements, ensuring proper purchasing ethics are maintained and ensuring that awards are
conducted in a fair and equitable manner consistent with a high level of professionalism and integrity.

Assist in the evaluation of recommendations from requisitioning areas on purchasing decisions

and forward with the department's recommendation for necessary approvals

Ensure compliance with any and all applicable corporate standards, policies and practices and
legislation and regulatory requirements.

Skills/Abilities/Knowledge

Good written, oral and group communication skills.

Excellent interpersonal skills with the ability to effectively identify and evaluate user needs.

Strong administration skills with demonstrated detail orientation and ability to multi-task.

Ability to provide quality results in a timely manner.

Demonstrated computer skills including use of word processing and spreadsheet applications.
Working closely with the Assistant Buyer you will:
Create, action and monitor the progress of orders; allocating codes, overseeing amendments and keeping
records of the process (training will be given!)
Liaise with internal teams/ departments to keep essential activities on track and to help ensure they meet
timeframes
Organise, attend and take notes (minutes) at weekly work meetings
Work closely with suppliers on price, order quantity and sample ordering
Maintain effective working relationships with suppliers
Control sample garments and products including:
Logging when they are received and returned
Preparing samples for meetings
Maintenance of samples presentations, cupboard and showroom
Support with planning new ranges, in particular creating and updating key documents
Ensure filing systems are maintained

Mission:
Reporting directly to the purchasing manager, your missions will be:
* Monitor stock level and placing orders as required taking into account for example
seasonal fluctuations and promotion.
* Ensure efficient order and delivery schedules (ensure orders are delivered on time).
Problems must be identified and rectified as soon as possible. Partnership with suppliers
must be developed to ensure smooth problems resolution.
* Monitor the transport companies performance and make recommendations for
improvement as necessary.
* Responsible for accuracy of computer stock levels. To that purpose, ensure that delivery
notes are input promptly and bring corrections and recommendations if necessary.
* Request credits from suppliers as required.
* Responsible for stock rotation and minimising wastage.

* Monitor consumption and wastages, pro-actively produce recommendations for changes.

* Liaise with the sales department and ensure they are aware of any specials, potential
shortages or overstock.
* Liaise with other departments providing help and assistance where necessary ie: fridge /
operations problems, shortages, overstocks, accounts for cost, selling prices or products
changes, new products creations, change of supplier, credits required.
* Any other ad-hoc projects or duties as when required.
---SOLUTION

E-procurement (electronic procurement, sometimes also known

as supplier exchange) is the business-to-business or business-toconsumer or business-to-government purchase and sale of supplies, work,
and services through the Internet as well as other information and networking
systems, such as electronic data interchange and enterprise resource planning.[1]
E-procurement systems[edit]
Implementing an e Procurement system benefits all levels of an organisation. E
Procurement systems offer improved spend visibility and control and help finance
officers match purchases with purchase orders, receipts and job tickets.[10] An eprocurement system also manages tenders through a web site. This can be
accessed anywhere globally and has greatly improved the accessibility of
tenders

Choosing the right procurement method for your

business
Share
1
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Traditional procurement and electronic procurement both have advantages and disadvantages.
Procurement is generally done face-to-face, or via telephone, while e-procurement is generally done online. But that simple
answer hides many factors.

Procurement is really a collection of processes that involve many steps and interactions with the other departments of a
company and with suppliers. Because purchasing costs typically run to 50% of operational costs, the procurement process
provides many opportunities for cost savings that can make a great difference to a company's bottom line. The rule of thumb
is that a 5% savings in purchasing costs can increase profit by 50%, and would equal an increase in revenue of 50%, or a
reduction in overhead costs of about 20%.
That is why the procurement process has evolved. Traditionally, procurement was paper- and conversation-based, usually
with procurement officers interacting with long-time partners or well-known suppliers and purchasing at fixed prices. In
recent years, this has changed somewhat to become a strategic function: Procurement officers seek suppliers that fit with a
company's overall strategy.
E-procurement involves moving the procurement process online to cut out steps and save money. For example, traditional
procurement involves getting quotes and then approval, probably from finance, as well as a purchase order, which could
take more than a week. With e-procurement, this process is simplified and speeded up considerably, thanks to real-time
interaction with pre-approved suppliers and trading partners, who can be anywhere in the world. With online purchasing, the
purchase can be approved online and the order completed within minutes; the required item often arrives within days.
In business, time is money, so the more a company can reduce staff time involved in purchasing, and the more quickly it
issues a purchase order, the more it can reduce operational costs.

Streamline your purchasing process

Indoproc offers a range of products to help enterprises maximize profits by improving efficiency in the procurement of indirect materials.

This includes indirect materials procurement BPO (Business Process Outsourcing), Strategic Purchasing Consultation and Product
Catalogue Standardization Consultation services.

Procurement BPO

Our buying power provides customers with a secure and competitive purchasing environment

Price, delivery and quality warranty

Makes procurement competitive, consolidated, efficient and convenient

Reduction in both direct and indirect purchasing costs

Purchasing service support

Strategic Purchasing Consultation

Analysis of purchasing data

Procurement process consultation

Strategic purchasing methodology consultation

Process optimization based on know-how and spend analysis

Standardization Consultation

Standardization of Purchasing data

Standardization methodology consultation

Procurement pattern analysis based on the purchasing data

Category construction and data standardization to make the management of data easier

Reduced waste(time/money)

Implementation of InKoMaROs services streamlines the

process of procuring indirect materials.
This leads to a reduction in costs and complications for enterprises. Our customers enjoy the following positive effects:

Qualitative Effect

Increased Effectiveness: Unified catalogue establishment and approval process innovation, reducing workload.

Specialized Service: Business, items, logistics, specialized systems service provision.

Supplier Optimization: Match customers with optimal suppliers through a supplier relationship management system.

Advanced System: Customized system with accumulated know-how.

Additional Services: Provide reports on current trends in the raw materials market, product standardization service. as well as
many other services which help enterprises generate greater profits.

Why indirect materials Procurement BPO?

When comparing raw materials with indirect materials, it is evident that more money is
spent on the management of indirect materials because of the vast quantity of unique items
needed and the vast number of suppliers required for their procurement. Your enterprise
may not be realizing its full earning potential because of the following inefficiencies:

Lack of purchasing analysis

Inadequate procurement manpower

Employees focused on daily tasks

Little motivation for improvement

Inadequate product standardization

Various product notations, duplicate registrations

Lack of unity for similar specifications

Lack of a diverse sourcing strategy

Inertia in dealings with existing customers

Lack of strategic sourcing for each item

Procurement process inefficiency

Lots of paperwork

Procurement is time-consuming

Face-to-face consultation intensive

Maverick buying

e-Procurement Platform

Our e-Procurement solution streamlines the purchasing process, allowing both buyers and suppliers to do more with less. By removing
the manual data entry required for traditional offline procurement methods, the length of the purchasing cycle is reduced by more than 15%,
with the added benefit of increased order accuracy.

Todays companies are challenged to manage the organizational spend of the everyday purchases required to run a business in an efficient
and cost effective way. While the goal of procurement is to purchase a product or service that best meets the business needs at the best
price, manual processes can be time-consuming and lack the controls that an automated system can provide. This lack of control can often
lead to buying outside of established procurement policy, promoting costly, inefficient and difficult to track maverick or rogue spend.
BravoAdvantage Procurement offers procurement departments more ways to save by automating and centralizing the purchasing
function. Using BravoAdvantage Procurement places spend under control while allowing you to continue to identify new savings
opportunities, positively impacting the bottom-line. This powerful solution enables procurement to become a strategic asset within your
organization.
BravoAdvantage Procurement is a powerful automated purchasing solution that enables procurement to become a strategic asset within
your organization.
Features include:

Requests provides the entry point for requisition of an item of service, catalog search and approval workflow.

Order Management supports the creation, modification and management of all types of purchase orders.

Receiving ensures accountability and communication with Accounts Payable of acceptance to pay.

Budget optional feature that aligns purchases with budgets at any or all levels.

BravoAdvantage Procurements features, enable you to improve efficiency, gain control and
visibility of procurement spend, increase productivity and ensure compliance, while adhering to
procurement best practices.

Article

How to Streamline the Procurement Process

Fleet purchasing is often a time-consuming process, with collaboration required between fleet, purchasing, the user
department, and possibly other staff members as well. With numerous rules and regulations to follow, it can take months to
order a vehicle, and additional months before it is delivered. User departments may wonder why it takes so long to get
anything purchased.
For many years, I worked in a customer department and would become frustrated with purchasing and wonder why it took
so long, said Tammy Rimes, principal of Tammy Rimes Consulting. She worked for five years in the purchasing department
of the City of San Diego, Calif., after spending 15 years at various other departments within the city. Then I became

purchasing and I realized, Oh, we have to do all this stuff. It really does take three months to get a bid out on the street, and
this is why.
Despite the inherently slow nature of government purchasing, there are changes procurement and fleet professionals can
and have made to improve the purchasing process. In the past decade or so, new tools and technologies that
makeprocurement faster and more streamlined have become more available. Rimes and other fleet
and procurement professionals discuss these changes and how their organizations have worked to improve fleet
purchasing.
Changes in Government Procurement
During the recession, many purchasing teams and other government departments were downsized, both in staff and
resources, Rimes said. These departments have had to get scrappy and worry about cost containment above all else, which
has led to some significant changes in the way they purchase products and services, ranging from revamping their
purchasing methods to worrying about the details of purchases they didnt think about before in an effort to save money.
Traci Gorman, purchasing agent for Arapahoe County, Colo., said she sees a big push for hybrid or green vehicles in the
past few years, as well as ensuring accurate fleet size to meet an agencys needs.
Ron Pigott, director of the Texas Procurement and Support Services division at the Comptrollers Office, said the availability
of developing automotive technology and options on the internet makes researching fleet purchases easier.
Going Online
One essential tool that allows procurement officials to significantly improve their processes is e-procurement. This
application connects vendors with buyers online, taking away the old paper-intensive method of purchasing.
E-procurement decreases the time it takes to purchase because it eliminates the time needed to mail out solicitations and
wait for vendors to receive their solicitations. It also cuts down on paper and advertising costs, and vendors dont have to go
to the procurementoffice with their proposal to get a timestamp, a custom that Rimes said seems like a business practice
that belongs to decades past.
It really helps procurement get bids out faster, get responses from vendors faster, and [allows you to] track progress of the
bid, Rimes said.
Online procurement can often also expand the vendor pool, increasing the number of participants and competition for the
bid.
Eric Kaiser, equipment maintenance manager at the City of Roseville, Calif., said he has seen more vendors since the city
began using an e-procurement method less than a year ago. The solicitations used to be on the city website, and vendors
would have to check to see if there was something they could provide. With the new system, however, they automatically get
e-mails about new solicitations in their specialty. Kaiser added that the e-procurement system makes purchasing specialty
vehicles easier. Take, for example, the case of a prisoner transport van.
The local dealers might not know where to get a jail van, but when its [online], the jail van companies just sign up, and they
automatically get our bid. It saves a little bit of the legwork of getting the bids out on the street. Youre just posting them
online you dont have to track down vendors, he said.
Numerous companies provide e-procurement services, some with lower prices than available in the past, allowing more
agencies to get approval to move to an online service.
In addition to using electronic bid documents and allowing vendors to submit their bids electronically, the State of Texas also
publishes its awarded fleet contracts online.

The Comptrollers office has also put its fleet contracts online, through
www. Txsmartbuy.com, to make it easy for our state and local entities to order cars and trucks, including any available
options and accessories, Pigott said.
Expanding Cooperative Procurement
Since putting out a bid can be time consuming and costly, many agencies are turning to other options, such as cooperative
contracts, which have already done the work for them.
National cooperatives, such as the National Joint Powers Alliance (NJPA), National Purchasing Partners (NPP),
and National IPA provide these contracts. State and regional contracts are also available for fleets to use.
Cooperative purchasing has exploded in the past few years, Rimes said. If youre in a tiny little city or county and you
need just a few cars, it makes sense to look at anyone bigger that has some kind of cooperative contract to see if you can
get more advantageous pricing.
Carrie Woodell, procurement administrator for Orange County, Fla., who purchases about 200 fleet assets annually,
agrees. The county buys about 97% of its fleet units through the Florida Sheriffs Association contracts. The rest are
piggybacked through the state contract or other agencies, and very rarely does she issue a solicitation for equipment.
Because the Florida Sheriffs Association and the State of Florida contracts are so competitively priced, we realized
economies of scale by using those instead of issuing our own solicitation, she said.
In addition to lower prices and ease of use, Rimes said cooperative purchasing allows agencies to buy a specific product or
from a specific manufacturer if that is what they have to get. A purchasing agent cant put out a bid stating the agency will
only order from one company, but she can instead look for a cooperative contract to fulfill the agencys needs. The contracts
still often meet agencies procurement laws because they have already gone through a competitive bidding process.
State procurement offices often allow smaller agencies to piggyback off their awarded contracts. Public entities can also
choose to piggyback off contracts from neighboring cities, counties, or law enforcement agencies. Optionally, smaller
agencies can also get together to form their own cooperative purchasing agreements if they know they have the same
needs in order to obtain better volume pricing.
The City of Roseville is initiating such a contract now with neighboring cities and counties for transit buses.
Moving Toward Solicitations
While cooperative contracts are great for some, recognizing when they arent the best solution can help save money. Four
years ago, Arapahoe County was purchasing 100% of its on-road vehicles off the state contract. Many of its vehicles were
sheriffs vehicles, and Gorman found she was spending money removing the items the state included in its base model
requirements and more money adding the options the sheriffs vehicles needed.
They build their vehicle for their customer, which is state patrol, Gorman explained. We dont need some of the equipment
they put on their vehicles. We have different types of equipment we require on ours.
The other issue with the state contract was that it wasnt done in the timeframe the county wanted. The county wanted to
order the vehicles in the beginning of the year to get them in the first quarter of the year. The states timeline had the county
taking delivery in the summer.
Im ordering a 2014 model-year vehicle. I dont want to have to wait until July or August to put it on the street when Ive paid
for it, Gorman said.To solve this problem, the county decided to issue its own solicitation for the 45-55 on-road vehicles it

purchases each year. Gorman tried to work on a cooperative contract with other agencies but didnt have any takers
because everyone seemed to be using the state bid. The purchasing team took about six months to research and put out its
own solicitation. The single solicitation asked for quotes for different vehicles the county historically purchased. The county
awarded one-year contracts to the winning bidders, with the option to renew for three additional one-year periods.
The new method has been a resounding success: Gorman said the county saves $3,500 per vehicle on average in
comparison to its prior method, and she has received positive feedback from vendors. She now buys 90% of the countys
on-road vehicles off this bid, and other agencies have been piggybacking off it as well.
Kathy Beach, CAFS, fleet administrator and parts supervisor for the county, said most of their bids and awarded contracts
are to companies within the Denver Metro area, stimulating the local economy. This also allows the fleet to develop
relationships with its vendors, and having them nearby is particularly helpful when it comes to warranty repairs and recalls,
as the county gets quicker service, Randy Campbell, CEM, fleet manager, said.
The new process is going so well that in 2015, when the extensions expire and the county goes out to bid again, it will be
adding more vehicles, such as hybrids, electric vehicles, Toyotas, Hyundais, and Kias. Gorman is also confident she will be
able to create a cooperative contract, as other agencies have expressed their desire to work on one.
With next years solicitation, Gorman expects to purchase 100% of the countys on-road vehicles on its own contracts.
Analyzing Trends Driven by Cost Containment Goals
As fleet professionals continually looked for cost savings during the recession, one purchasing trend Rimes has seen has
been the outsourcing of vehicle parts warehousing. This way, the agency would not be storing hundreds of thousands of
parts inventory, some obsolete, and paying an employee to manage the parts. When that function is outsourced, it often
reduces work for the purchasing agency, which can issue one contract, one purchase order, and one check to the winning
vendor.
Not only does this cut down on time, but it also cuts down on costs. Rimes said the average national cost to complete a
government purchase order and issue a check is about $127, a cost that includes the time of everyone involved in the
process. By reducing the number of purchase orders, an agency can save a lot of money.
And just because one vendor is awarded doesnt mean that one vendor is solely benefitting from the contract. The vendor
may get his parts from local stores, bringing business to local companies.
Another trend Rimes sees is in reverse auctions, which are best for specific products such as fuel, where the only
specification is the octane rating for gasoline. During a reverse auction, vendors can see how much the others bid, allowing
them to offer a lower price, resulting in a drive to lower prices as vendors compete for that contract.
Reverse auctions can get very competitive, and some procurement officers have gotten some super pricing, Rimes said.
Vendors, who tend to dislike reverse auctions, warn purchasers reverse auctions are not always the best answer. At a recent
Fleet and Procurement Services Forum held in Cerritos, Calif., by the Municipal Equipment Maintenance Association, a
vehicle manufacturer said this method puts too much emphasis on price, discarding other factors such as company reliability
and total cost of ownership. Additionally, while a reverse auction may work a few times, once vendors realize they cant win
in a race to the bottom, they may stop participating. This reduces the competition, and a fleet may end up with a higher final
price than if it had just gone with a regular bid process, one vendor said.
In addition to reverse auctions, fleets are looking at other purchasing methods to save on fuel costs. In the past, Rimes said

fleets bought fuel and didnt worry as much about the nuances of how they purchased it. In addition to a growing number of
cooperative fuel contracts, she said fleets are now paying more attention to price indexes when they purchase, deciding
between weekly or daily pricing structures. Or they may check the rack prices at surrounding locations to see which area
has the better price. Some agencies are even buying price protection insurance in case fuel costs dip below the price for
which they had contracted, she said.
Tips for Improving Procurement
Dont Go Out to Bid Every Year
Gorman said one of the things vendors like most about the Arapahoe Countysprocurement method is it doesnt have to go
out to bid every year. The option to renew for three one-year periods makes it easier and cheaper for both parties she
explained that a dealership may spend $11,000-$15,000 to build a proposal, a cost that is ultimately passed on to the
customer. When extension time approaches each year, she sends vendors a letter asking what the increases are for each
vehicle. Purchasing reviews the numbers by December so it can have its orders in the first week of January.
In the City of Rosevilles contracts, vendors can check a box that will allow the city to use the same contract to purchase the
same vehicle for the rest of the year. In a long document, its easy to miss a check box, and Kaiser helped vendors
understand that checking the box means both the agency and the vendor can avoid an unnecessary bidding process.
Form a Vehicle Review Committee
In order to ensure that vehicles purchased are truly needed and purchases are reviewed, Orange County formed a Vehicle
Requirement Utilization Committee.
The committee consists of representatives from nine different user departments as well as representatives
from procurement, management and budget, and fleet. They convene quarterly to review all vehicle requests, make sure
funding is available, and see that the features requested are within the guidelines of what is allowable.
The committee can also decommission vehicles that are underutilized and may also assign that vehicle to another
department that needs it.
Its really helped streamline the number of vehicles we have in the fleet and makes sure we are not over-purchasing for our
fleet just because there is a request, Woodell said.
Develop Standardized Forms
At Arapahoe County, Gorman is working on another project with fleet to help end users. They are developing standardized
forms that detail what is needed for each vehicle being ordered.
Were trying to standardize these forms so that when we have people transitioning in and out, we dont lose any information
and knowledge, she explained.
For example, if someone in the sheriffs office has been ordering vehicles for a long time and retires or leaves, that vehicle
ordering knowledge may not get passed on. The forms would tell his replacement what needs to be included for every
vehicle, such as three sets of keys, emergency lighting, graphics, and window tinting. It would also state that the person
should check with fleet to see if any equipment can be reused on the new vehicle.
Working Toward the Same Goal
Major procurement changes can result in an improved purchasing method, but effective communication and realizing that
purchasing, fleet, and vendors are working toward the same goal are also essential.
For Gorman, keeping an open dialogue with vendors and end users has made purchasing easier.

If they hear something thats come up or if I have a question, I can reach out to the vendors that Ive awarded to and have a
conversation with them, she said.
They can send her information about new vehicles or vehicle changes. She also meets with vendors and end users to see
what the department can do better, whats working, and whats not.

INTERNSHIP REPORT FORMAT

SPRING 2016
Submit your report either in a loose-leaf notebook or thesis binder. The report must have a title
page and a table of contents. Number the pages. Your report is a summary of your internship.
Make sure it is neat, well organized, focused. Proofread for typos. Make it as professional as you
can. Consider it the writing showpiece of your internship. It should be about 10 pages in length,
not including the appendix. Two-credit internship reports should be at least five pages in length
(not including appendix).

Your report will be divided into four major chapters:

1.

Summary of the facts: This gives the reader a brief profile of the agency,
company or organization for which you worked. Inform the reader about the type of
business, number of employees, geographic location, etc. Tell about the identity and
the image of the businesshow does the business (agency/organization/company)
position itself in the industry. Next, move from general information to the specifics

about the division or department you worked in. Here you might include an
organizational chart of your department. Limit this section to two or three pages.
2.

Narrative of what you did and what you learned: You can do this either
chronologically by project or by the kinds of tasks performed. Tell the reader exactly
what you did on the job. Describe duties/chores in detail. Include writing and/or
marketing/account work as well as all other duties. Most importantly, describe what
you have learned about the practice of public relations.

3.

Self-Evaluation: This is the heart of your report and will largely determine
your grade on it. Take a long, hard look at your experience and tell the good and the
bad of it. Make constructive criticism of use/misuse of you as an intern. Perhaps you
learned something about yourself. Tell the reader about it and make
recommendations and suggestions about how you can use what youve learned
about yourself. Be sure to bring some insight, analysis and reflective thinking to this
section. Dont generalize and offer superficial, glib observations. Be specific and
detailed in describing your experience.

4.

Appendix: Include samples of the work you did at the internship. Show a
variety of pieces (i.e. instead of 15 news releases, include five and samples of other
formats such as features or photos). Layouts, ads, tapes, reports, editorials,
brochures, letters, and scripts are also appropriate for this section. What you include
here will be determined by the kind of internship you had. If you have nothing to
include here, your narrative should explain why this is so.
SCIENCE RESEARCH CLUB

The Science Research Club aims to promote student-based, translatable, scientific research. The research will be conducted at
Chaminades state of the art Science and Technology Center. Students will gain knowledge for initiating and conducting all aspects of
scientific research. The fundamental use of the Scientific Method will be emphasized. Collaborative initiatives with local hospitals and
research facilities will also be in place allowing students the opportunity to gain real world experience. In addition, students will have an
opportunity to enter their research projects in both local and national science competitions.

he Research Opportunities and Directions in Science (ROADS) club is for Barry undergraduates interested in getting exposure to
research in the sciences