Enhancing employee satisfaction in work at logistics group of samsung display vietnam co , ltd

Rationale

The ongoing trade tensions between the US and China have led to significant market expansion and increased foreign direct investment (FDI) in Vietnam, creating numerous job opportunities However, this growth is accompanied by challenges such as a shortage of skilled labor and competitive salary pressures, resulting in fierce competition for talented employees To attract and retain qualified human resources essential for business development, it is crucial for companies to prioritize employee satisfaction.

Samsung Display Vietnam Co., Ltd is a major global enterprise employing thousands of workers, focusing on establishing its market position through high-tech production and business practices The company prioritizes the preservation and supervision of raw materials, adheres to stringent manufacturing processes in ultra-clean environments, and emphasizes strong information security Consequently, human resources are vital in ensuring the efficiency and effectiveness of the company's production and business operations.

Than Nhan Trung, a notable figure from the Nguyen dynasty, emphasized that "virtuous talents constitute the vital force of a nation," highlighting the critical importance of human resources in societal progress This principle holds true for organizations like Samsung Display Vietnam Co., Ltd., where skilled and talented individuals are essential for development During the economic downturn of 2018, 2019, and 2020, Samsung Display Vietnam faced significant challenges, including declining revenue, a shrinking market, and human resource issues, underscoring the vital role of human capital in overcoming adversity and driving success.

High rate of brain drain: Job hopping happens more and more with 15-20% per year

Reduced productivity and efficiency: The reason could be the lack of confidence in company's new policy, the change in organizational structure, and employee‟s insecure feeling about their future

Promoting employee efforts is crucial for enhancing performance in business, as it reduces training costs and boosts efficiency, accuracy, and safety in production and operations However, understanding employee satisfaction within the Logistics Group at Samsung Display Vietnam Co., Ltd remains a challenge, with a lack of analyzed research on this issue To address this gap, the study titled “Enhancing Employee Satisfaction in Work at Logistics Group of Samsung Display Vietnam Co., Ltd." aims to identify factors influencing job satisfaction and propose effective solutions to improve employee loyalty and dedication in the current context.

Literature review

Foreign literature

Employee satisfaction is one of issues that raise much interest in many scientists Some typical studies such as:

According to Smith et al (1969), the nature of work encompasses the challenges employees face, as well as the opportunities for utilizing personal abilities and experiencing excitement in their tasks Smith's research utilized the Job Description Index (JDI) to assess employee satisfaction, revealing that the nature of work significantly influences satisfaction levels This factor is part of a broader group of organizational elements that include promotion opportunities, leadership, colleagues, and salary.

(2) A research by Weiss, Dawis, England & Lofquist conducted in 1967 built a MSQ model (Minnesota Satisfaction Questionnaire) consisting of 20 items

To evaluate overall satisfaction across various dimensions, we consider factors such as usability, achievement, performance, promotion opportunities, power dynamics, company policies, compensation including salary and workload, colleague relationships, creativity, independence, safety, social services, ethical values, recognition, responsibility, supervision (both personnel and engineering), diversity, and working conditions.

Research in Viet Nam

Some researches about Employee Satisfaction topic was conducted in Vietnam: JDI model has been used for employee satisfaction research, as Tran Thi Kim Dung

(2005) with topic: "Requirement, employee satisfaction and organizational cohesion” used a scale of seven elements (1) nature of work, (2) training and promotion, (3) salary, (4) leadership, (5) colleague, (6) welfare and (7) working conditions;

Nguyen Thi Thu Thuy‟ Research (2011), which studied the satisfaction of lecturers in Ho Chi Minh City, showed four factors: (1) colleagues, (2) income, (3) job characteristics and (4) religion;

Despite extensive research on employee satisfaction both domestically and internationally, the influencing factors remain inconsistent across studies Notably, there has been no research focused on Samsung Display Vietnam Company, a significant global player with substantial capital investment This study aims to propose solutions to improve employee satisfaction within the organization.

Aims of research

Research on the influence of factors on employee satisfaction at work Since then, proposing some solutions to enhance employee satisfaction at SDV

- Systematize the theoretical basis of employee satisfaction;

A study on employee satisfaction within the Logistics Group at SDV aims to identify key factors influencing the satisfaction levels of its logistics staff By examining various aspects of their work environment and experiences, the research seeks to provide insights into what drives employee contentment and engagement in this sector.

- Propose some solutions to enhance employee satisfaction

Objects of research

Research subject: Employee satisfaction of employees of Logistics Group at SDV

Research object: Employees of Logistics Group, SDV.

Scope of research

Space: The research was conducted at Logistics Group of SDV

Time: Collecting data from August 2020 to March 2021

Content: The thesis focuses on researching the satisfaction of department leaders, managers, office employees and warehouse employees of the Logistics Group at SDV.

Research methodology

Data collection methods

This research utilizes secondary data gathered from prior studies and reports related to the business performance of Samsung Display Vietnam Co., Ltd The collected data encompasses the company's characteristics and organizational structure, its overall business performance, personnel information from the Logistics Group, and factors influencing employee satisfaction.

The research collects primary data through surveys by questionnaires

- Researching from previous theoretical models and other related studies

- Number of samples is calculated by the formula: n: Number of investigated samples

With e = 0.05 (accuracy 95%); N = 235 staff members so investigated sample size is:

=> The research is conducted based on a scale of 148 samples.

Data processing methods

A researcher utilizes SPSS20 to analyze survey data through descriptive statistical methods, aiming to explore the socio-economic characteristics of the study subjects, identify factors influencing employee satisfaction, and examine the relationship between these factors and the level of employee satisfaction The analysis follows a systematic series of steps to ensure comprehensive results.

Step 1: Check survey results by Cronbach's alpha coefficient; EFA exploratory factor analysis

Step 3: Analyze multiple linear regression and build linear equations

The researcher utilizes the foundational work of Smith et al (1969) to develop the research model, while also incorporating specific characteristics of Samsung Company By conducting a comprehensive overview of key research topics and engaging in interviews with industry experts, the researcher identifies and adds relevant factors to enhance the study.

"Working Environment" and factor "Welfare" to list in the model

The survey was done with 36 questions of questionnaire survey and 5-point Liker scale

Table 1 Questionnaire and Liker scale

1 JOB1 The coordination is good between departments in work

2 JOB2 Interesting and challenging work

3 JOB3 You can use your personal abilities well at work

4 JOB4 You really know the job well

5 JOB5 Your job matches your forte and expertise

6 JOB6 Reasonable and manageable workload

7 JOB7 You are empowered to perform your job duties and responsibilities

8 SALARY1 Salary is adapt to my ability and contribution

9 SALARY 2 company's current monthly salary payment method is suitable

11 SALARY4 You can live on my salary

12 SALARY5 Company salary is higher than the same level of work at other companies

13 LEADER1 Your superiors care and support you in work

14 LEADER 2 The superiors recognize, praise and respect your opinions and achievements

14 LEADER 4 Your superiors treat you fairly and give you opportunities to develop yourself

15 LEADER 5 Capable superiors, vision and good executive ability

17 Coleague2 Colleagues work well together

18 Coleague3 Caring colleagues, ready to help each other‟s

19 Coleague4 Colleagues respect each other

21 TRNP1 You are fully trained in professional skills

You are given favorable conditions to study to improve your professional skills and develop yourself

22 TRNP3 There are opportunities for qualified people

The company creates adequate and fair training and development opportunities for employees

24 Enviroment1 Clean, hygienic and safe working environment which fully equipped facilities

25 Environment2 Reasonable distance from home to work

26 Environment3 The company always care work-life balance of employees

27 Environment4 You are working in an environment where you can focus on your work

Research model

28 Welfare1 The welfare policy is clear and fully implemented

29 Welfare2 Welfare policy shows concern for employees

30 Welfare3 The welfare policy is useful and attractive and shows the company's distinctive imprint

31 SATISFY1 You are satisfied working at the company

32 SATISFY2 You will work at the company for next 5 years

33 SATISFY3 You will suggest others to company for work

34 GENDER Gender Select and fill in male or female

35 YEAR Birth year and date of entering company write down

35 EDUCATION Your degree level Tick

Source: Compiled by the author

Thesis structure

The thesis is divided into the following sections:

THEORETICAL BACKGROUND OF EMPLOYEE SATISFACTION

Overview about satisfaction and employee satisfaction

Satisfaction is a positive emotional state characterized by joy and contentment, occurring when a person's desires or needs are fulfilled It reflects a sense of acceptance regarding one's circumstances, leading to a feeling of happiness and the absence of complaints.

General satisfaction at work: There are many different definitions of employee satisfaction such as satisfaction definition with job components Kreitner and Kinicki

Job satisfaction encompasses various factors such as work substances, training opportunities, promotions, leadership, co-worker relationships, salary, job position, compensation, and rewards (2007) According to Spector (1997), it reflects the attitudes individuals have towards their work and its various aspects Ellickson and Logidol (2001) describe job satisfaction as the degree to which employees enjoy their jobs, influenced by their positive or negative perceptions of their work environment A conducive working environment that aligns with employees' needs, values, and personalities leads to higher job satisfaction When employees are in a dynamic workplace with favorable benefits and fulfilling job roles, they are likely to develop long-term love and commitment to their work Furthermore, Keitner and Kinicki (2007) assert that job satisfaction indicates an individual's emotional attachment to their job and the feelings they invest in it.

Research by Andrew E Clark (1998) highlights the significant impact of employee satisfaction on various factors, including income, working hours, career prospects, and relationships with colleagues Additionally, Andrew Oswald (2012) emphasizes that job satisfaction is achieved when employees' needs and expectations are fulfilled.

10 promotion, co-workers, income, workplace, safety, travel, supervision and public relations

From that we can see there are many different definitions of employee satisfaction Each researcher has its own way of seeing and explaining through their research works.

Significations of making employee satisfied at work

Research indicates a strong correlation between employee satisfaction and work attitude A positive job attitude typically reflects high job satisfaction, while a negative attitude often signals dissatisfaction Understanding the relationship between these two concepts is crucial for fostering a productive work environment.

"satisfaction" are used interchangeably, there are some differences between them because employee satisfaction at work is a specific set of attitudes

The "Job Confidence Index 2017" by Michael Page reveals that Indians primarily seek new job opportunities for three key reasons: the desire for new skills (48%), improved work-life balance (39%), and higher wages (34%) Contrary to common assumptions, low pay and stressful work environments are not the main motivators for job changes Instead, today’s workforce is eager for growth and challenges, prompting them to pursue new roles that better align with their aspirations.

According to Marko Milijic's 2019 job satisfaction statistics from Leftronic, only 20% of American employees are enthusiastic about their work, while 55% report being satisfied Conversely, 33% of workers express dissatisfaction, and 21% desire a career change Notably, 63% of employees feel more committed to their organizations when treated with respect, and 32% experience pressure from not taking leave Additionally, 70% of employees are motivated to work harder when they have the opportunity for a week or longer off Furthermore, 95% of US employers believe that their financial wellness packages effectively contribute to achieving company goals.

According to the investigation results of project of HR Asia Best Companies to Work for in Asia, implemented at 265 companies in Vietnam (July 16, 2019) called

"The happiness level at work" shows: 88,8 % of respondents said that they are willing

Supporting colleagues in need is crucial for fostering organizational cohesion and enhancing workplace culture A significant 88% of respondents expressed their willingness to exceed their job descriptions to assist in various business areas, reflecting both high motivation and a strong desire to help others Additionally, 87% of participants indicated that their organizations promote continuous education, highlighting a commitment to professional development.

Employee satisfaction is crucial for both short-term and long-term success Dissatisfied employees can negatively impact a company's reputation, deterring potential new hires To maintain a positive workplace environment, human resources must identify dissatisfied employees, address their concerns, and transform their negative attitudes into positive ones.

When employees experience job satisfaction, it fosters their commitment and trust in the organization This positive sentiment allows them to concentrate on their tasks rather than external concerns, instilling a sense of responsibility towards the company As a result, employees strive to enhance their performance in hopes of receiving recognition, ultimately leading to significant benefits for the organization.

Satisfied employees exhibit positive attitudes and proactive behaviors, leading to enhanced productivity and alignment with company goals Their loyalty is strengthened, reducing the likelihood of being swayed by external job offers When employees feel a sense of belonging, they are motivated to nurture, develop, and safeguard their organization, contributing to a stable and committed workforce.

Satisfied employees deliver superior customer service, enhancing the company's reputation Their positive experiences translate into better treatment of customers, fostering a strong company image This not only attracts top talent but also builds trust and credibility with customers and partners alike.

- The organization saves money for training and recruiting new candidates when former employee chooses not to quit the job due to dissatisfaction with the job

- Minimize errors in the working process because employees are more responsible and enthusiastic.

Theories of employee satisfaction at work

1.3.1.1 Abraham Maslow's Theory of Hierarchy

Maslow's hierarchy of needs, proposed by psychologist Abraham Maslow in 1943, is a fundamental theory in business administration, particularly in human resources and marketing management This model is structured as a five-layer pyramid, where basic needs at the bottom must be fulfilled before individuals can pursue higher-level needs, leading to increasingly intense desires for satisfaction.

According to Maslow's hierarchy, human needs are categorized into two primary groups: basic needs and higher needs Basic needs are fundamental to human survival, encompassing physical necessities such as food, water, and sleep These essential requirements are non-negotiable, as their absence would threaten an individual's survival, prompting a constant struggle for sustenance In contrast, higher needs represent a secondary tier of requirements that supersede basic needs, driving personal growth and self-actualization.

Good image, concern, recognition and

13 needs, include many spiritual factors such as the requirement for justice, peace, safety, happiness, social position, respect,

1.3.1.2 The Two Factor Theory of Frederick Herzberg

In 1959, F Herzberg and his team conducted interviews with over 200 engineers and accountants across various industries, leading to significant insights about workplace motivation They explored factors that motivate employees and those that lead to dissatisfaction Herzberg categorized human needs into two distinct groups, examining how these needs influence behavior He found that dissatisfaction with work prompts individuals to be concerned about their work environment, while job satisfaction leads them to focus more on the job itself.

Figure1 2 The Two Factor Theory of Frederick Herzberg

Employee dissatisfaction often stems from maintenance factors such as working conditions, salary, company policies, and interpersonal relationships While addressing these maintenance factors can alleviate dissatisfaction, it does not necessarily lead to job satisfaction or increased effort Ensuring these elements are well-managed is crucial for fostering a positive work environment.

- The Second are motivational factors related to high-level needs, including: Accommodations, Acknowledgments, Responsibilities and

Achievement Recognition Work itself Responsibility Growth

Supervision Company policy Relationship with supervisor, peers, employee Security

Extremely Satisfied Neutral Extremely Dissatisfied

According to Herzberg's two-factor theory, employees can perform normally without motivation, but the presence of motivation significantly boosts their positivity and satisfaction The theory distinguishes between maintenance factors and motivation factors, which have distinct influences on employee motivation By understanding these factors, managers can develop effective strategies to enhance job satisfaction and employee engagement, ultimately leading to improved performance and productivity in the workplace.

- The factors creating employee satisfaction are different from ones creating dissatisfaction Therefore, you cannot expect employee satisfaction by removing causes of dissatisfaction

- Motivating employees requires both maintenance and motivation factors, any group should not be prior than the other

Expectancy Theory, developed by Victor Vroom in 1964 and later refined by scholars such as Porter and Lawler, emphasizes the importance of perceived outcomes rather than intrinsic needs Unlike Maslow and Herzberg, who focused on the relationship between needs and efforts, Vroom asserts that human behavior is driven by expectations of future results His theory is encapsulated in a formula that highlights the role of motivation in determining effort and efficiency in the workplace.

Motivational Force (MF) = Expectancy x Instrumentality x Valence

 Valence (reward) = Attractiveness for a certain goal (What's your reward?)

 Expectation (perform assignment) = the employee's belief about effort works to fulfill task (How hard must I work to reach my goal?)

 Instrumentality (beliefs) = the employee's belief that they will be rewarded for completing a task (Will people know and evaluate my efforts?)

Motivation is a key driving force for leaders, empowering them to guide their teams toward achieving goals When employees aspire to advance in their careers, the prospect of promotion becomes particularly appealing A strong belief in the value of their work enhances this motivation, ultimately leading to greater success for both individuals and the organization.

When an employee consistently meets expectations and receives recognition for their efforts, their motivation levels are likely to be high Conversely, if they perceive that the company favors external candidates for managerial roles over promoting existing staff, their motivation and commitment to excellence may diminish The Expectancy Theory illustrates that an individual's motivation is directly linked to their belief in their ability to achieve goals, and when these goals are met, the resulting rewards must align with their personal aspirations for sustained motivation.

Employees perceive various outcomes in their work, which can be both positive and negative Positive results include salary, job security, friendships, trust, and opportunities to utilize their knowledge and skills Conversely, negative outcomes may involve fatigue, boredom, disappointment, anxiety, strict supervision, and the threat of dismissal Ultimately, the key factor is the individual's perception of these outcomes, regardless of their accuracy.

The attractiveness of results to workers is influenced by their personal attitudes, personalities, and needs, leading to positive, negative, or neutral ratings Those who perceive a result as attractive are motivated to pursue it, while those with a negative perception are likely to avoid it Additionally, some individuals may hold a neutral stance towards the outcome.

To achieve desired results, workers must exhibit clear and focused behavior, as individual performance is heavily reliant on their understanding of what is required to reach these goals.

“doing well” mean in terms of performance evaluation? What criteria are employees‟ performances evaluated?

Personal Effort Action Award Goal

Figure1 3 Schematic diagram of expectance theory

Finally, how do workers perceive opportunities for assignments? After considering ability, how an employee is successful?

In terms of behavioral perspective, expectance theory has raised some issues to note in motivating employees:

Behavioral theory highlights the importance of aligning organizational rewards with employee desires, as individuals are motivated by self-interest and aim to fulfill their expectations To enhance employee satisfaction, managers should focus on offering attractive rewards that foster positive feelings among their workforce.

- Expectance theory emphasizes expected behavior Managers need to let workers know what behaviors are expected by the organization and how it will be evaluated

The cycle of Expectance Theory has 3 steps: Effort => Completion => Results For best results, the following methods can be used:

 Increase expectations from effort to work completion

- Choose right staff for the job

- Assign responsibilities clearly at work for staff

- Mentor, monitor and gather feedback actively

 Increase expectations from job completion to efficiency

- Describe how well and bad are working results

- Explain and apply performance-based remuneration mechanism

- Guarantee valuable rewards (physical & mental)

- Minimize the difference in satisfaction of the results

The strength of expectation theory lies in its assertion that employee motivation is driven by rewards and incentives When employees have clear goals, they are more likely to enhance their performance By understanding the principles of expectation theory, managers can identify gaps in skills and knowledge, allowing them to provide the necessary training and rewards This approach enables managers to effectively lead their teams toward achieving business objectives.

This theory has notable weaknesses, particularly if managers do not actively engage with their teams Leaders need to diligently understand what employees value as rewards (valence) and accurately evaluate their capabilities (expectations) Additionally, providing the necessary resources for employee success is crucial Trust is essential; managers must uphold their promises, ensuring that employees believe their efforts will lead to the promised rewards (Instrumentality).

A key limitation of expectation theory is that managers may offer motivations and rewards that employees fail to value or believe in To maintain employee motivation, leaders must carefully select rewards that hold significant perceived value Without this consideration, employees risk losing their drive and enthusiasm for their work.

1.3.3 Acquired Needs Theory of David McClelland

David Mc Clelland (cited by Robbins, 2002) argued that people have three basic needs: the need for achievement, the need for affiliation and the need for power

RESEARCH RESULTS

Introduction of the Samsung Display Vietnam Co., Ltd

2.1.1 Introduction of Samsung Display Vietnam Co., Ltd

Founded in 1938, Samsung has significantly expanded its global operations since the 1990s, primarily focusing on electronics and mobile phones, which serve as the group's main revenue source The Samsung Group operates six design centers located in Seoul, London, San Francisco, Shanghai, Tokyo, and Delhi.

To enhance its display electronics module, Samsung Electronics has established a subsidiary named Samsung Display (SDC) As a leader in the global display industry, SDC utilizes advanced LCD and OLED technologies to manufacture a wide range of products, from small to very large displays.

After that, Samsung Group continued to invest in expansion in Vietnam and established a legal entity called Samsung Display Vietnam Co., Ltd.(SDV) on July 1,

Founded in 2014 with a total capital of $6.5 billion, Samsung Display Co., Ltd specializes in the research and development of high-resolution screens for mobile devices and televisions, employing 37,025 individuals The company's success is intricately tied to its commitment to sustainability and its focus on employee and customer satisfaction Samsung Display has established a robust value system that enhances the working environment and drives innovation in its technological products.

Samsung established a high value standard for its people and technologies to contribute for a better global society:

- Core Elements of Management: On the Basis of Human Resources & Technologies

2.1.1.2 The values that define Samsung's spirit

Samsung emphasizes that strong values are essential for successful business operations Consequently, the company's core values—People, Excellence (Quality), Change, Integrity, and Co-prosperity—along with strict behavioral guidelines, are integral to every decision made within the organization.

In 2005, Samsung introduced the "Five Samsung Business Principles" to uphold its leadership and ensure sustainable growth across all its brands These principles establish a framework for global conduct, aligning with legal and ethical standards while emphasizing the company's commitment to social responsibility.

- Comply with laws and ethical standards

- Respect customers, shareholders and employees

- Care for the environment, safety and health

- We are a socially responsible corporate citizen

2.1.2 Functions and Duties of Logistics Group

Logistics Group was established in September 2014

Initially, the department had 5 members: 1 Vietnamese manager and 4 Vietnamese employees who are in charge of customs clearance procedures In October

In 2014, the company expanded its workforce by adding over 90 employees to establish a warehouse and shipment operations team for finished goods, leading to its first export shipment in March 2015 The warehouse team consists of one Vietnamese manager and 86 employees, while the shipment and billing sub-group includes one Vietnamese manager and two additional staff members.

After 7 years of operation, the total current numbers of employees of department are 248 employees: 1 Korean director (Group Leader), 3 Part Leaders, 2 Senior Professionals (Manager) and 238 employees

- Enhance profit through cost reduction and work efficiency

- Manage goals (Job completion goals, Do strategy & plan of Improvement for staffs

- Manage effectively work through innovative activities, save costs

- Consult purchasing activities to ensure compliance with law and lowest cost

- Foreign affairs with authorities relating to import and export activities

Table2 1 Mission and Summary of work

Job Detailed of Logistics Group is shown as below:

Part Job classification Work content Density Frequency

- Do customs clearance for import and export goods (declaration, import and export goods license, customs duty and taxes…)

- Control compliance with regulations on import and export goods (taxes, commodity policies, records )

- Purchasing requirement and contract approval (it‟s required to ensure no purchase and sale of goods banned from import and export)

- Operate and control forwarders to make customs declaration to meet lead-time

- Issue Certificate of Origin (C/O) for goods

- Make financial settlement report of import and export under requirements of Circular No 38/2015/TT-BTC and 39/2018/TT-BTC

- Check, update, monitor ECN, BOM for liquidation report

- Audit warehouse operations and accounting operations on import- export

- Maintain internal control criterias of Authorized Economic Operator ( AEO) requirements of Circular No 72/2015/TT- BTC

- Make construction settlement report of goods for Contraction Vendors‟ Duty &

Report on import and export turnover to

Report import- export activities to Vice

Report on import and export activities to General Customs Department (regulated in Circular 07/2018 / TT-BTC)

- Report on finalization of import and export inventory (regulated in Circular 38/2015/TT-BTC)

Payment Pay Duty, tax and expenses related to customs declaration  Monthly

- Maintain and develop relationships with authorities

- Apply for licenses, certificates… for import and export activities

- Maintaining internal control activities, legal compliance regulations  Daily

Prepare documents in accordance to Circular 07/2015 /TT-BTC and customs regulations

- Manage terms in sales contract

- Follow up revenue recognition standards

- Report on revenue and cost of goods in accordance to IFRS 15

Make plan and control cost of Logistics and investment in medium-term, long- term according to business situation

- Manage contracts and logistics tariff

- Analyze difference between plan and reality

- Maintain cost down ideas of logistics Group

- Analyzing and managing risks about import and export goods & process

- Buy and pay insurance for import and export goods

- Building and managing KPI targets consists of four major categories: operational capacity, consistency, efficiency and logistics fees

- Receive shipment plan from Sales Group of Headquarter

- Request carrier to prepare vehicle, driver, container, space of plane/ board )

- Receive oversea and domestics orders from Sales department

- Calculate and arrange vehicles and containers to transport goods

- Require warehouse Part prepare sales goods according to shipment's arrangement

- Monitor and promptly report delivery status to sales department and company leaders

- Contact with relevant departments to solve problems when arising in delivery process

- Control shipments to ensure company's sales target by week/ month

Re-import of exported goods

- Receive re-import shipment information from sales, CS and freight forwarders to check order details

- Prepare documents for re-import declaration and order vehicle to pick up cargo back to company

- Receive finished goods from product line and manage to ensure export plan

- Do packing goods as according to customer standards‟ requirement

- Calculate and coordinate vehicle to optimize vehicle rental costs

- Ensure goods are following FIFO rule matching up between inventory system data and real goods daily

- Do inventory check monthly and report under accounting

- Do inventory check monthly and report under accounting  Monthly

- Based on capacity & sales plan to allocate associates to keep plan or back up assignments from resigned ones

Evaluate, assign and dismiss sub-leader, line leader  Quarterly

Make investment plan, purchase, innovate and repair facilities in the warehouse  Monthly Training on safety SOP compliance or special training according to company training campaigns

Safety control in warehouse and freight forwarding  Daily

Coordinate HR Team to answer questions about company policies and regulations for employee

Table2 2 Job Detailed of Logistics Group

2.1.3 Organization Structure of Logistics Department

Figure2 1 Organization Structure of Logistics Group

Situation of factors affecting to Logistics employees - SDV Company Limited„s

The Employees and other company personals enjoy social insurance, health insurance, unemployment insurance and are paid 100% salary during probationary period

Employees are assured job security; however, during periods of low production, associates can opt for temporary leave In such cases, the company offers a 70% salary allowance, ensuring that the employee's compensation remains above the regional minimum wage.

The department is primarily responsible for customs procedures, shipment management, and overseeing finished and semi-finished cargo warehouses To enhance operational effectiveness, it also employs staff dedicated to personnel administration and occupational health and safety The quality of working facilities and the overall work environment play crucial roles in influencing work efficiency and employee satisfaction.

Many employees face challenges in their roles due to a lack of alignment between their academic backgrounds and job requirements, with only 35% holding degrees in fields such as economics, logistics, tax, finance, or foreign languages This mismatch contributes to a lack of job satisfaction among workers, leading to disengagement from their roles.

SDV Company, based in Bac Ninh province, employs 50% of its workforce from various regions, including Hanoi, Bac Giang, and Ha Nam Despite providing high-quality staff shuttles, the long commute and early start times significantly impact employee satisfaction.

Employee compensation comprises a basic salary, business bonuses, and various allowances The basic salary is a fixed amount that varies according to professional rank Supplemental wages are typically awarded for specialized roles or qualifications, such as Group Leader, Part Leader, Shift Leader, and Line Leader positions, as well as advanced degrees and certifications like a Ph.D., legal qualifications, CFA, ACCA, and proficiency in foreign languages.

Production operators, technicians, and company firefighters receive various allowances, including apprenticeship and life allowances for housing and transportation Female employees with children under six years old are eligible for these allowances until their child turns six Managerial positions, such as Line Leader and Group Leader, receive a monthly telephone allowance based on rank Employees are also rewarded with an annual bonus during the Lunar New Year, productivity bonuses twice a year, and performance evaluation bonuses every one to two months, depending on the company's evaluation cycle An attendance bonus is provided to production operators and technicians who maintain perfect attendance, while seniority bonuses are awarded at five and ten-year milestones Additional rewards are given for exceptional performance quarterly or annually, as well as during key holidays like New Year and Independence Day, alongside commendations for production efficiency and emulation.

The company's welfare policy includes a birthday gift for female employees who wish to take maternity leave earlier than the legally prescribed period, offering them a financial support equal to 50% of their salary while ensuring they remain fully insured as per regulations Additionally, the company provides various other benefits to support its employees.

Leave Condition Cost Funeral wreaths

Employee get married 3,000,000 - 05 Apply to employees who have worked for 3

Sister get married ( include ones- in law)

- - 01 months or more from the date of signing labor contract with company to the marriage registration date ( marriage date in law)

200,000 - Not apply to employee who is waiting for disciplinary dismissal

Employee‟s father/ mother in law

Employee‟s grandfather/ mother, sister/ brother

The Logistics Group offers a competitive salary and allowance, with an average monthly income of approximately 10,000,000 VNĐ, surpassing that of similar positions in other companies As a result, most employees express satisfaction with the current compensation structure.

The department and the company provide many training opportunities for employees to participate in internal and external training courses on skills, expertise,

31 life skills, health care Especially, there are some outstanding training courses for production operators or technicians as follows:

Training building at SDV company

Korean 3 years Viglacera College Employees have a working time ≥ 1 year and are good performance by department‟s evaluation

Electric 3 years Ha Noi University of Industry, Ha Noi University of Electric Power, Ha Noi University of Science and Technology

Electric 2 years Ha Noi University of Industry, Ha Noi University of Electric Power, Ha Noi University of Science and Technology

Ha Noi University of Electric Power, Ha Noi

Employees have a working time ≥ 1 year and are good performance and recommended department‟s evaluation ( during training employee are paid 100% and training cost by company

 Employees who complete training course are considered for promotion

Promotion rank in company is applied as below:

Team Process Team Equipment Team Manufacturing

Professional II Staff Engineering II Staff Engineering II Staff Engineering II

Professional I Staff Engineering I Staff Engineering I Staff Engineering I TB6 Professional III Engineering III Expert Technician Expert Technician TB5 Professional II Engineering II Lead Technician II Lead Technician II TB4 Professional I Engineering I Lead Technician I Lead Technician I

Engineering III Technician III Technician III

Engineering II Technician II Technician II

Table2 5 Promotion rank in SDV Company

Employees will be evaluated annually and promoted from TB1 to TB10 in April every years based on their performance

However, because SDV is a manufacturing company, current 100% short internal courses are still mainly focused on technical fields The company has not got

Understanding economic fields like tax, finance, and import-export operations is crucial for professionals in the Logistics Group This knowledge enhances job performance and directly influences career advancement, earning potential, and overall employee satisfaction.

A leader in a Logistics Group is a direct manager tasked with assigning work and evaluating employees The highest position within this group is the Group Leader, overseeing three key areas: Customs Duty, Warehouse, and Shipment Each area is managed by a Part Leader, who is responsible for executing operational activities as directed by the Group Leader.

Each Part has Senior Professionals I (Managers) who support Part Leader in operating human resource for completing jobs And inferiors are Professional I/II/III who works as office staffs

In a warehouse setting, shift leaders perform similar duties as warehouse employees, overseeing daily operations Both the Warehouse Part Leader and Warehouse Manager assess the performance of warehouse staff, with the Part Leader ultimately making final decisions regarding employee evaluations.

Leaders at Logistics Group prioritize employee engagement by actively listening to their feedback and fostering an environment where opinions can be freely expressed Each quarter, they conduct home visits for the top-performing employees, ensuring they provide the right guidance and support to help their team members thrive.

On the other hand, every year, the company organizes leadership evaluation sessions, which has helped improve employee satisfaction with their leadership

Colleagues are people who work together every day, cooperate with each other at work Therefore, colleagues play a very important role for employees to complete assigned work

In accordance with the company's policy, the monthly Group has a Gross Written Premium (GWP) budget allocated for external events, such as Open Day lunches, aimed at enhancing coworker relationships.

Thanks to these welfare policies, the relationship among colleagues in the department can be considered quite harmonious

In the Logistics Group, each team plays a crucial role in the operational process, necessitating strong collaboration among members to ensure seamless task execution This close-knit environment fosters a culture of support and care, significantly enhancing employee satisfaction within the group.

Described samples

A total of 248 survey questionnaires were distributed to all group members, resulting in 237 responses Out of these, 235 responses were satisfactory, while two responses had missing information in several questions.

2 responses will be excluded from data analysis The collected sample size (235 samples) met the requirement of minimum sample size for analysis

In a survey of 235 valid responses, 80.43% were from males (189 responses) and 19.57% from females (46 responses), highlighting the labor structure and working characteristics of the department The workforce consists of 187 warehouse personnel and 48 office staff, with the warehouse requiring a higher proportion of male labor due to the demands of roles such as forklift driving, packing, loading, unloading, and forwarding goods.

Figure2 2 Sample structure by sex

2.3.2 Sample structure by age and marriage rate

The data reveals that among the workforce, 26 individuals are under 23 years old, representing 11.06% of the total The largest group consists of workers aged 23 to 25, accounting for 50.64%, while those aged 26 to 30 comprise 32.77% with 77 employees Lastly, there are 13 employees between the ages of 31 and 43, making up 5.53% In terms of marital status, 92 employees are married (39.15%), whereas single employees total 143, representing 60.85%.

Figure2 3.Sample structure by age

2.3.3 Sample structure by education level

Figure2 4 Sample structure by education level

The pie chart illustrates that nearly 66% of employees possess a high school diploma, which is about four times the number of those with a college or bachelor's degree Additionally, only 1% of employees hold a master's degree or higher.

2.3.4 Sample size by working position

Sample structure by education level

Sample structure by age and marriage rate

At TNS, 10 out of 235 employees work in the warehouse, representing 4.26% of the workforce, while 38 individuals, or 16.17%, are stationed in the office The warehouse manpower plays a crucial role, with significant percentages in various categories: 19.57% in semi-finished goods, 17.02% in finished goods V1, 11.92% in finished goods V2, and 31.06% in finished goods V3.

Figure2 5 Sample structure by working position

2.3.5 Sample structure by service seniority

20 people less than 2 years working (8.25%); 161 people (68.51%) from 3-5 years‟ seniority and 54 people who have working over 5 years (22.98%)

Figure2 6.Sample structure by service seniority

Check survey results

2.4.1 Testing reliability by Cronbach's alpha coefficient

Sample size by working position

Sample structure by service seniority

Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

 The test results show all observed variables which have total correlation coefficient are suitable (≥ 0.3) Cronbach's Alpha coefficient = 0.956> 0.6 should meet requirements of reliability

The test results indicate that the observed variables Job1 and Job2 have total correlation coefficients of 0.234 and 0.263, respectively, both of which are below the threshold of 0.3 Therefore, excluding these two variables is recommended to enhance the reliability of the scale.

Running second test, we have following results:

 The test results show all observed variables which have total correlation coefficient are suitable (≥ 0.3) Cronbach's Alpha coefficient = 0.631 > 0.6 should meet requirements of reliability

 The test results show observed variable Colleague1 has a total correlation coefficient which is 0.173 < 0.3 Cronbach's Alpha value is 0.719>0.664

Therefore, Colleague1 variable will be removed to increase the reliability of scale Running second test, we get following results:

2.4.1.5 Training and Promotion Opportunity Variable

 The test results show observed variable Colleague1 has a total correlation coefficient which is 0.2946< 0.3 Cronbach's Alpha value is 0.739>0.738

Therefore, TRNP1 variable will be removed to increase the reliability of scale Running second test, we get following results:

After conducting a Cronbach's Alpha test, it was determined that the variables Job1, Job2, Colleague1, and TrainingPromotion1 should be excluded prior to performing exploratory factor analysis (EFA) The statistical summary table presents the final results of the remaining variables.

No Factor Initial observed variable

Kaiser-Meyer-Olkin Measure of Sampling

 Table KMO and Barett's Test 0.5≤ KMO= 0.820 Environment (0.218) > Job (0.204) > Salary (0.193) > Colleague (0.183) > Leader (0.182) > Welfare (0.116) > Corresponding to:

- Variables training and promotion opportunities have the strongest impact on employee satisfaction at work

Research findings have revealed a hierarchical order of variables influencing employee satisfaction, with Working Environment ranking second, followed by Job variable in third place, Income variable in fourth, Colleague Variable in fifth, and Leadership variable in sixth Notably, Welfare variable has the least significant impact on employee satisfaction in the workplace.

To enhance employee satisfaction, the researcher will prioritize solutions based on the impact of various factors identified in the model.

SOLUTIONS TO IMPROVE WORK SATISFACTION

Operation direction

- For customers and partners: Accompany customers and partners to find new transport routes and new carrier with the cheapest, safest logistics costs, fastest delivery of goals

To enhance company profits and foster a strong organizational culture, it is essential for all departments to collaborate effectively while aligning with the company's mission, vision, and core values Additionally, creating a professional, dynamic, and creative work environment is crucial for improving the overall well-being and spiritual life of employees.

- For society: Actively contribute to community-oriented activities, harmonizing company interests with social benefits

- The trust and satisfaction of customers, partners and departments in the company is top goal

- Company reputation is the guideline for all activities

- Employees who are professional, united and dedicated at work contribute to development of company

3.1.3 Long-term goals (orientation to 2031)

- Continuing using and developing available age-old supply chain system

To enhance operational efficiency and accommodate increased production and sales during peak seasons like summer, year-end holidays, and Tet, it is essential to invest in expanding warehousing projects Additionally, forming partnerships with emerging logistics enterprises can significantly bolster capacity and streamline distribution processes.

- In terms of management: Well manage and implement the regulations company to employees

- Multi-functional training of employees (each employee can take on many different positions to back up if any person in charge resigns)

In accordance with Decree No 09/2018/ND-CP, effective from January 15, 2018, and supported by Circulars No 38/2015/TT-BTC and No 39/2018/TT-BTC, it is mandatory to implement an automated liquidation system This system is designed to replace the current manual calculation processes used for assessing the authorized economic operator status of SDV, ensuring compliance with Vietnam's regulatory framework.

- The company's export rate by air is very high (accounting for about 80%) In order to cut transportation costs, it is necessary to consider changing from air to border truck

This article explores the feasibility of utilizing the newly established Tri Phuong Port, which opened in late 2019, as an alternative shipping route for transporting cargo from Bac Ninh to Hai Phong By examining this new waterway port, the study aims to assess its potential to replace the current shipping routes that involve transit through Hanoi or Hai Duong before reaching Hai Phong.

To enhance efficiency in payment processing, it is essential to implement an automated data interface between subcontractors, such as carriers and forwarders, and SDV's system, reducing the need for manual intervention.

The new Mong Cai-Dongxing export route is set to be operational by the end of 2021, aimed at streamlining inspections and reducing export delays caused by congestion at the Huu Nghi-Pingxiang border gate This initiative will help alleviate traffic overload and enhance the efficiency of cross-border trade.

- Operate sea freight to replace current export air freight because a number of airlines and air transport routes are pausing or limiting operation due to current covid19 epidemic

- Manual packaging rate is still high so it is necessary to improve current packaging, sorting, and palletizing processes by automatic ones to optimize operational processes

3.1.5 Set department’s KPI items up

- Operation: Part Leader manages and deploys to employees, daily monitoring as assignment

- Report: The first Monday of next month

Proposing solutions to improve job satisfaction of employees

Training and promotion are crucial factors influencing job satisfaction While the current training activities in the department are commendable, it is vital to maintain and enhance these programs by incorporating new elements Training should extend beyond job-specific skills to include management, communication, negotiation, problem-solving, time management, and foreign languages This comprehensive approach will equip employees with the essential knowledge needed to excel in their current roles and advance in their careers Most employees aspire to be promoted and enhance their professional capabilities while contributing to the organization.

- On-job training: Tutoring through workflow, job rotation, etc

- External training in universities, international training organizations for long-term courses such as MBA, CSCP/ CPSM, etc for Senior Professionals, Part Leaders

The Logistics Group actively participates in seminars and conferences organized by the Vietnam General Customs Department, Ministry of Finance, and Ministry of Industry and Trade By sending office staff to these events, the group ensures that they acquire essential knowledge and insights that can be effectively applied in their roles.

Samsung Display Vietnam Company is a high-tech organization that primarily emphasizes technological training for production To enhance the capabilities of the Logistics Group, it is essential to implement foreign language, soft skills, and logistics training courses tailored to their specific working objectives.

- Pay attention and enhance online training to match current Covid-19 situation and training information content also need to be full and clear to trainees

- From training activities to be prepared backup- promotion, employees who got full planned training courses will be given priority to get promotion

The current promotion policies in Logistics are restrictive and align with the company's personnel guidelines, making it challenging for Associate employees with college or bachelor's degrees to advance to Professional Titles To enhance the evaluation and promotion process, it is essential to propose changes to the HR department and the board of directors Improving these policies will not only increase the internal promotion rate but also significantly lower recruitment and training costs for new hires Additionally, this approach will motivate employees within the Logistics Group, leading to increased productivity and job satisfaction.

Universities and international training organizations offer long-term courses, such as MBA and CSCP/CPSM, aimed at Professional I, II, and III employees who demonstrate strong job performance Additionally, associates can benefit from university training programs to enhance their skills and career prospects.

Researcher suggests some supplementary courses as below:

Category Training course Trainer Trainee Training

Import and Export Tax, VAT, Special Consumption Tax, Tax Administration Law

Documents guiding implementation of customs law

Penalties for Administrative Violations and Enforcement of Administrative Decisions Pertaining to Customs Controls Regulations on Cargos of Specialized Inspection

HS code- Classification of goods

Customs Valuation Customs Declaration Notes Procedures for declaration and implementation by e-customs

Criteria and procedures issue C/O for export goods from Ministry of Industry and Trade

Quarterly or New Employees Check validity and apply C/O on imported goods for Tax exemption

Calculate volume and monitor N-E transportation

Cargo security in transportation Monthly or

Commodity characteristics and preservation criteria Internal

Internal + External Packing & Storage Internal

Storage Security Internal Monthly or

Cargos handling security Internal Shipment and

To enhance the working environment at Logistics Group, fostering solidarity and collaboration among employees is essential By cultivating positive relationships and mutual respect among colleagues, employees will feel more comfortable and engaged Implementing strategies to create a pleasant workplace atmosphere can significantly improve overall morale and productivity.

To ensure efficient operations within the department, it is essential to carry out tasks such as packing, loading, unloading, and transporting while strictly adhering to safety and security protocols All leaders and employees must prioritize the use of safety equipment, fire protection measures, and adequate lighting, and comply with relevant standards, internal regulations, and legal requirements.

- Provide clear working instructions/ rules/procedures for employees for daily job

- Build a sustainable internal culture based on company's cultural values and convey to all employees in the department

Safety on driving and loading and unloading Internal Warehouse

Financial Management Motivating employees Project management Empowerment and Authorization Decision-making skills

Apply accounting and auditing standards in post-customs clearance, making and audit settlement reports External

Sr Pro; P/L of Customs Duty Part Yearly

Part Leader CSCP/ CPSM Course

- Respect and recognize the contributions of employees Help employees understand and coordinate with each other to complete working effectively

- Give employees opportunity to raise their creative ideas and valuable opinions

- Respect the differences in personal characteristics of employees in Company

- Find out more employees' expectations and reasons to work for Company

Salary is a crucial factor influencing employee job satisfaction, ranking as the third most significant element Therefore, it is essential for the Logistics Group to devise a strategy for reassessing job roles This plan should involve collaboration with the human resources department to establish a fair policy regarding salaries, bonuses, and allowances, ultimately enhancing equity among employees.

The bonus activity aims to reward high-performing employees as an incentive for their exceptional work, contingent upon achieving specific milestones such as revenue targets or productivity benchmarks To enhance employee satisfaction with bonuses, companies and logistics groups should foster a culture of improvement and innovation at both individual and small group levels By implementing innovative ideas and recognizing outstanding results, employees can boost their earnings through various current policies, including the company's cost savings fund, Samsung Group's incentive programs, Korean allowances, and subsidies for professional certifications in logistics, such as CSCP and CPSM.

This one ranks the fourth in affecting job satisfaction and has lowest score (3.76) from the survey result Researcher suggests some solutions as below:

Establishing a comprehensive workflow is essential before training employees on its significance It's crucial for employees to grasp the importance of job performance evaluations, which serve not only to assess salary and bonuses but also to motivate personal and professional growth.

Researcher presents the proposing specific workflows in the appendix

To enhance employee performance, the department should assign tasks that align with each individual's strengths and capabilities It is essential to provide clear explanations of their roles and emphasize the significance of their contributions Additionally, empowering employees to make decisions within their areas of expertise fosters a sense of ownership and engagement in their work.

To ensure employees are assigned tasks that align with their strengths and capabilities, leaders must carefully select and allocate roles within the department This involves reviewing current positions and reorganizing as necessary If new roles need to be filled, collaboration with the human resources department is essential for crafting clear and comprehensive job advertisements During the interview process, it's important to provide detailed descriptions of the job to applicants, ensuring that assessments of their skills and experience meet the position's requirements If an employee proves unsuitable during their probationary period, it is vital to make a decisive decision to seek a better fit, whether that means finding a replacement or considering the employee for another available role within the organization Additionally, leaders should be open to employees' requests for job changes after they have settled into their roles, facilitating swaps when appropriate positions are available.

- Update and boost workflow, KPI criterias to maintain evaluation activity and improve efficiency of using evaluation results in human resource management as well as personal development encouragement of employees

The leadership factor affects not only overall satisfaction but also the aspects of work and colleagues, so the author makes some suggestions as follows:

- Superiors need to care more about their employees as well as protect them from others when necessary, along with recognizing their contributions and treating them fairly

Juniors thrive under the guidance of superiors who possess strong leadership skills and professional expertise Consequently, it is essential for managers and leaders to continually enhance their leadership abilities and industry knowledge to effectively support their teams.

About training course suggested for leaders/ managers was referred at 3.2.1 Training and Promotion Opportunity

In term of colleague, the department needs to focus on and encourage communication within the organization

- Promote exchanging information and co-operating with each other among the employees of Logistics group as well as others groups to help give more effective solutions at work

Effective two-way communication between superiors and subordinates is crucial for fostering empathy and support during challenging times When leaders provide timely guidance and constructive feedback, it empowers employees to overcome difficulties and improve their performance.

To foster a culture of connection, organizations must cultivate a working environment characterized by harmony, cooperation, and mutual respect Encouraging team members to share experiences and support one another is essential for building a collaborative atmosphere.

Limitations

Like any other research, this research has also certain limitations:

This research focuses on a specific department within a company, limiting its ability to assess overall employee satisfaction across the entire organization To enhance the reliability of the findings, further studies conducted at different times and involving various departments are necessary.

- Secondly, because of limitation of time and funding, researcher was not able to interview employees after doing quantitative research to find out more inside information

- Thirdly, the research uses representative sampling method; it is not 100% sample, so the research result may be limited

This research highlights the need for further investigation into additional factors influencing employee satisfaction, including corporate culture, empowerment, psychological aspects, family support, discipline, and work-life balance.

Implications

From limitations of this research, researcher proposes further research directions for future ones:

The research will broaden its scope to include employees across various positions and departments, aiming to identify overall trends in job satisfaction within the company.

To enhance the inference capability for future research, it is essential to broaden the investigation scale, which will improve reliability Adjusting the scale to better fit the study's needs is crucial Utilizing probabilistic sampling methods can further increase the representativeness and generalizability of the model.

Further research should incorporate additional factors to enhance the explanatory feasibility of the model and adapt to new research conditions Key elements to consider include corporate culture, empowerment, psychological factors, family support, discipline, work-life balance, and other relevant components.

In conclusion, this research's findings are constrained by the fixed timeframe in which it was conducted, limiting its long-term explanatory power To better understand the effects of the applied measures on the model's factors, future studies should be carried out over extended periods and at various times.

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Trường Đại học Nha Trang

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25 Hướng dẫn ứng dụng tháp nhu cầu Maslow trong quản trị nhân sự https://resources.base.vn/hr/huong-dan-ung-dung-thap-nhu-cau-maslow-trong-quan- tri-nhan-su-221

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1 The Table of Logistics Group’s Monthly KPI:

No KPI category Management standards and calculation methods Unit Target 2022

1 Sales progress rate Proportion of shipments to sales target % 100 Achievement

2 Loading on time rate Performance performance of ATD compared to standard ETD % 99 Achievement

D/O ratio input to system the ATD / ATA / POD information must be on time % 99 Achievement

Performance ratio loaded at export compared to Capacity can load per vehicle (pallet is standard measurement)

5 Rate of timely payment of logistics fees

Logistics fee is used in month which is same month of payment % 99 Achievement

6 Long-term inventory of RMA

No more than 7 days after stocking the finished product RMA which must return to Line returns

7 Lead-time of customs clearance Lead-time of customs clearance ≤ 2 ( not count cargo of specialized inspection) % 100 Achievement

8 EDI using rate Percentage of using EDI (declaration electronic customs) in total declared lots % 100 Achievement

9 Compliance with the law Number of administrative violations/HQ declaration Times 0 Achievement

10 LOG Cost monthly YearX Plan compare with Actual Cost of month USD Approved budget

1 You are currently working in the position:

2 According to you, participating in training courses in Logistics Group (Rank 5 Likert)

Write comment if your score ≤ 3

3 Your assessment about training methods applied in the courses (Rank 5 Likert) Write comment if your score ≤ 3

4 Your assessment about trainer/ teachers in training courses (Rank 5 Likert)

5 Your detailed assessment of training program (Rank 5 Likert)

Facilities and equipment for the course

Ability to apply learned knowledge in real work

6 What would you like to learn/ suggestion other training course?

7 Do you have any suggestions for modifying the courses?

Who: Customs Duty Part Leader and Customs Clearance PIC

When: After receiving the information of products

When having the Purchase Order demand, purchasing staff sends the information of product to Customs Duty Part

Customs staff checks whether the goods are permitted to import or not

If the goods of Purchase Order demand are not permitted to import (prohibited goods), refusing the Purchase Order demand

Who: Customs Duty Part Leader and Customs Clearance PIC

When: After checking import goods are not prohibited

Pay attention: If the goods of Purchase Order are permitted to import, the customs staff checks whether goods should be required the import license or not

If import license is required, Customs Duty Part asks purchasing dept for submitting docs to get license

If import license is not required, Customs Duty Part should confirm to Purchasing Group for sending Purchase Order

Step 3: Prepare docs & get license to import

Who: Procurement (Foreign) Par Leader, Purchaser, User

When: After receiving the notification from Customs Duty Part

The Purchasing/user staffs submit documents to Government Authority for asking the import license

After receiving the import license, Purchasing/user Group confirms and sends Purchase Order to the vendor as well as Customs Duty Part for checking

Vendors must input accurate information into GERP systems and provide necessary documentation to purchasers It is crucial for purchasers to receive a Shipping Note or Invoice upon shipment, as vendors may alter information without notifying them, leading to discrepancies between systems Such inconsistencies can prevent the Logistics Group from completing customs declarations effectively.

Who: Procurement (Foreign) Part Leader, Purchaser

When: After receiving the confirmation of Customs Duty Part

The purchasing staffs send the Purchase Order to vendor

After receiving Purchase Order, vendor issues Invoice, Packing List and sends Delivery Order to Logistics Service Provider (Including processing system)

Upon receiving the Delivery Order and Packing List, the Logistics Service Provider collects the goods at the loading port and subsequently sends the Invoice, Packing List, and Bill of Lading to the Purchasing/Using Group and the Customs Duty Department for their review.

Who: Logistics Service Provider, Purchasing Group

When: After receiving Bill, Invoice, Packing List

Logistics Service Provider sends documents to purchasing staff for reviewing

Purchasing staff attach system Purchase Order and Invoice with customs declaration request on BLMS

Who: Customs Duty Part Leader

When: After receiving the customs declaration request from purchasing Dept

Customs authority checks the document and decides if the imported goods are green line, yellow or red line

Should the import goods is green line, the customs authority will notify the decision to LSP to process goods release

If imported goods fall under the yellow or red line, the customs authority will conduct a physical inspection or document verification before informing the Logistics Service Provider (LSP) of the decision regarding the release of the goods.

After carrying out the tax payment (if needed) and goods release, LSP asks the warehouse of destination port for confirming check

After receiving confirmation from the warehouse of destination port, LSP delivers goods and documents

Step 7: Save and manage documents (manual & EDM)

Who: Customs Duty Part Leader

When: After receiving goods and documents

Customs staff saves and manage the documents (Bill of Landing, Invoice, Packing List, Purchase Order, CD, import permit) through 2 ways: manual management and BLMS

When: Upon receipt of Customers Orders

When: After creating Shipping Order, within standard Lead-time before goods issue date

Use G-ERP standard program to create Delivery Oder by G-ERP T-code: VL01N)

When: Receiving request from HQ sale

ED is created by SAP system

Who: PIC of Shipment Part, Customs Duty Part

When: New model will be check before request Customs Duty Part sending EDI to open Customs Declaration

Who: Technology Part: Product Engineering, Yield Engineering, Manufacturing, who is manage BOM of that model

When: Having requesting send description from Shipment part

When: Having new model and Technology part send model description

The Customs Duty department verifies the information provided by the Technology department against the Bill of Materials (BOM) in the BOM system If the data is accurate, the model is registered in the SAP system; if discrepancies are found, the Technology department is requested to make the necessary revisions.

Step 7: Check information & send EDI

Who: Shipment Part, Customs Duty Part

When: After receiving customs clearance request then send EDI by SAP system

When: After receiving goods and documents

Customs staff saves and manage the documents (Bill of Landing, Invoice, Packing List, Purchase Order, CD, export permit) through 2 ways: manual management and BLMS

A3 Inbound Receive and Release- Import Logistics Workflow

No Task Task Description (Definition or Procedure)

1,2 Purchase Order SDV Purchaser create Purchase Order

Vendor side first check Purchase Order and Make Invoice & Register in G-SRM

4 Vendor Invoice Cello Receive Vendor Invoice by EDI

5 Urgent Request If there is Urgent thing then SDV Can request Urgent

6 Urgent Receive SDSVN Can receive Urgent order from SDV

After loading material in Vendor factory then Can be gate out Cargo shipment

After Gate out in Vendor factory then Delivery to Loading Port

10 Arrive at Port Origin Side shipment will be arrive at loading port like Incheon

After arrive at loading port then Cargo soon will be on-board

After On-board should be create HBL throw cello from origin forwarder within 3h

After create House Bill of Landing in origin side then destination SDSVN can be receive

House Bill of Landing in Bill of Landing Management

15 Pre-Alert Send to Cello

To ensure efficient processing, Origin Forwarder registration requires the upload and submission of essential documents, including the Bill of Lading, Invoice, Packing List, Shipping Notice, MAWB, and Manifest These documents should be attached as a PDF file and sent via email as a Pre-Alert.

Upload PreAlert file to Cello

After sending Pre-Alert file can be upload to cello by auto

Origin side forwarder should be input Actual Time Arrival/ Actual Time Departure data belong to loading port

Search SDV can be search always throw cello portal

A4 Port Arrival – Import Logistics Workflow

No Task Task Description (Definition or Procedure)

1 Noibai Arrive After onboard origin side will be arrive at Noibai port

After release job then cello internal can be create ANO, IDO order

After create ANO order in cello then cello should be sending ASN order to destination 3PL

4 ASN Receive Destination 3PL can be receive ASN order from Cello

5 AN input /SEND Destination 3PL should be input A/N Date within 1day, that mean is KPI

6 AN Receive After input AN from 3PL , Cello can be receive AN date

SDSVN can be check ATA data and if there is no problem , should be sending to GERP by EDI

8 AN Receive GERP (SDV) can be receive AN Document from Cello by EDI

Breakdown After arrive at Noi Bai port directly shipment break down

After shipment beak down then Samsung shipment can be move to bonded truck

11 Delivery to CLC After loading to truck , can be delivery to CLC warehouse

12 CLC Arrive CLC warehouse can be arrive for air shipment

After arrive in CLC warehouse, CLC should be check for seal and document

14 GR in CLC After checking material then should be input GR based on CLC system

Excel(GR list) After GR then can be upload excel file to GSCM system

16 Search ATA SDV always can be search ATA of shipment

1 Create Shipping Order SDC Headquarter creates a Shipping Order on GERP

2 Create Delivery Order SDV create Delivery Order on GERP

3 Shipment Plan SDV logistics team creates a shipment plan of cargo

4 Truck Request In case of the OLED, SDV logistics team don‟t make a shipment plan, OLED cargo should be shipped on the day

5 Truck Allocation Trucker allocates a truck

6 Truck Allocation Info Trucker send the truck information to SDS and SDV

SDS operator checks that there is an allocation of the truck correctly

8 Truck Info Confirm SDV check and confirm the truck allocation

9 Create Shipping Request SDV create an Shipping Request on the basis of Delivery

Request SDSVN receive the Shipping Request on Cello by EDI

11 Check S/R information LSP check the Shipping Request information on Cello portal

12 E/D, IV/PL Download SDS operator downloads shipping documents like IV, PL,

13 CD Draft Customs broker make an export clearance documents as a draft

14 CD Confirm SDV check the customs documents and confirm them

15 Truck Dispatch Trucker dispatches an empty truck to SDV

Broker input the export clearance information on e-CUS system

Clearance Export customs clearance is completed

18 Gate-In Truck arrives at SDV, Gate Security check truck information

19 Picking SDV WH operator picks the produced cargos to load on the truck

20 GI SDV make GI status on GERP

21 Loading & Sealing SDV WH operator loads the cargo on the truck and lock with a seal

22 Notice C/C result SDSVN notice the C/C results to SDV

23 Gate-Out Truck departure from the SDV warehouse (05:00 AM)

24 Bill of Landing Create Origin LSP create a B/L information on Cello portal

25 Check B/L Information SDSVN export team check the B/L information and schedule

26 Send B/L Information SDSVN send the B/L information to GERP within 1 hour after gate-out

27 Receive B/L information GERP receive the B/L information by EDI automatically

28 Billing SDV make the billing

29 Send Pre-Alert Origin LSP send a Pre alert to destination LSP and consignee

30 Delivery to Langson Truck move to Langson (Lead Time : 4 hour)

31 Arrive at Langson Truck arrive at Lang son at 09:00 AM

Customs broker submit the export license copy to Langson customs

Clearance Langson customs clearance for export is completed

Truck move to Pingxiang CY, and prepare import customs clearance of china

Clearance Pingxiang customs clearance for import is completed

36 Cargo Transfer After China customs clearance, the cargo is transferred to china truck

37 Truck Departure Truck departure from Pingxiang and deliver to Shenzhen

38 Tracking Management SDSVN manage a departure from the Langson and a transportation tracking on Cello

39 Check C/C result SDSVN check the C/C status and results

40 Arrive at Shenzhen Truck arrives at Shenzhen – incoterms is “CIF Shenzhen”

41 POD Sign Off Customer signs a delivery note as proof of delivery (POD)

42 Tracking Report LSP send a daily tracking report to SDSVN

43 Input Tracking info LSP input the tracking information on Cello portal

SDSVN check the tracking information, and send the tracking info to GERP by EDI

45 Receive ATA GERP receive the ATA from Cello automatically

46 AP Settlement LSP do the payment billing with SDSVN

47 AR/AP Process SDSVN calculate AR/AP amount on the basis of the tariff and transfer that to BMS

48 AR Settlement SDSVN do the payment billing with SDV

Monthly evaluate performance of employees based one KPI and share results to employees Evaluate accurately, fairly and objectively work performance of employees

In response to time constraints, the researcher proposes sample KPI tables along with evaluation criteria for a specific group of employees For instance, the KPI for Employee 1, Nguyen Bao Ngoc, focuses on the liquidation of customs duties.

Job Type Job title Job overview Unit Cycle Weight Target Result Remar k

Combine information on export declarations, invoices, non- commercial exports from mass production materials and finished products

Tiêu đề	Enhancing Employee Satisfaction In Work At Logistics Group Of Samsung Display Vietnam Co., Ltd
Tác giả	Trần Văn Tứ
Người hướng dẫn	PGS.TS Hoàng Đình Phi
Trường học	Đại Học Quốc Gia Hà Nội
Chuyên ngành	Quản Trị Kinh Doanh
Thể loại	Thesis
Năm xuất bản	2022
Thành phố	Hà Nội

Định dạng
Số trang	106
Dung lượng	1,63 MB