LIST OF ABBREVIATIONS

VOSCO: VIETNAM OCEAN SHIPPING JOINT STOCK COMPANY

OPS: Operation

OPS CY: Operation at Container Yard

EQC: Equipment Quality Control

MT: Empty Container

MA: Empty Container Available

MD: Empty Container Damaged

FD: Full Container wait for dispatching to customer

FC: Container unpacked at customers’ warehouse

DO: Delivery Oder

Longstay: Long-staying empty container on port

EIR: Equiment Interchange Recepit

LIST OF TABLES

TABLE 1: Fixed Assets in 2014..................................................................................15

TABLE 2: Business Result 2013 and 2014..................................................................20

LIST OF FIGURE

FIGURE 1: Organization Chart of VOSCO.................................................................15

FIGURE 2: Damaged Container..................................................................................20

FIGURE 3: Twistlocks.................................................................................................15

FIGURE 4: Container engaged with container.............................................................20

FIGURE 5: Turnbukle..................................................................................................15

PREFACE

Transportation service plays an increasingly important role in world trade. Today, the

abundance in global trading goods contribute to the development of transportation, which

quickly distributes goods to markets worldwide by narrowing the gap of space and time.

And history has proven that the great revolution has taken place in human social life are

reflected in the transport sector. Among which, the "containerization" revolution

profoundly changes many aspects, not only the transport sector but also in other economic

sectors.

Cargo transportation with containers has brought significant economic benefits. With

features such as: short transportation time, high safety for transporting objects, reduce

transportation costs to a minimum, ... container shipping increasingly dominated the

transport system in the world and is growing at a breakneck pace. While in the first phase,

the new container revolution took place in width, then today, the revolution is going on in

depth and gradually improved with the use of large container at most ports sea world.

During visit at Container Department of VIETNAM OCEAN SHIPPING JOINT

STOCK COMPANY I have learned about the process of foundation and development as

well as the actual management of container operation of the company and grown more

confident in the outlook development of container transport services. However, in the

time of volatile and intensely competetive economy, in order to survive and grow, the

Company requires an appropriate management and exploitation of containers. According

to theoretical basics, knowledge acquired from schools along with practical and dedicated

guidance of teacher Vũ Lê Huy I have chosen the topic: "INTRODUCTION OF

VIETNAM OCEAN SHIPPING JOINT STOCK COMPANY (VOSCO) AND

CONTAINER CONTROL PROCESS" as mid-course report.

CHAPTER 1: INTRODUCTION OF VIETNAM OCEAN SHIPPING JOINT STOCK COMPANY

1.1 General Information

1.1.1 Introduction

VIETNAM OCEAN SHIPPING JOINT STOCK COMPANY (VOSCO) is one of the

largest companies in terms of transport capacity in Vietnam and has been actively

providing its services since 2008. Below are some general informations:

Name of company: VIETNAM OCEAN SHIPPING JOINT STOCK COMPANY

Abbreviation name: VOSCO

Date of foundation: 2008, January 1st

Address: No. 215 Lach Tray Str, Ngo Quyen District, Hai Phong, Viet Nam

E-mail: pid@vosco.vn; drycargo@vosco.vn

Telephone: (84-31) 3731090

Fax: (84-31) 3731007

Website: http://www.vosco.com.vn; http://www.vosco.vn 

General Director: Mr. Cao Minh Tuan

Spokesman: Mr. Bui Viet Hoai

Capital (VND): 1.400.000.000

Logo:

Vietnam Ocean Shipping Joint Stock Company (VOSCO) commenced operations on

January 1st, 2008 based on the foundations laid by Vietnam Ocean Shipping Company,

which itself was established on July 1st, 1970. VOSCO has made great efforts to

continuously develop and improve its fleet since its founding in 1970. VOSCO currently

has a diverse fleet of modern ships comprising general cargo, bulk carriers, product

tankers and container vessels trading worldwide.

The Company’s philosophy, which underwrites all its activities, is “best quality of

service with efficiency, creativity, safety, economy and good reputation; built to justify

your carrier; solid partner - reliable carrier; our word, our bond”.

Being the first Ocean shipping company in Vietnam, VOSCO has inherited admirable

traditions but through the generations has also aspired to grow and improve. It has

developed and become a public owned company which is more dynamic, transparent and

trusted by our partners and shareholders.

1.1.2 Brief History

Below are some typically developmental milestones of VOSCO’s brief history:

1973: On November 9th, the ship Hong Ha opened the route Vietnam - Japan, the first

ship of maritime openning overseas route

1974: VOSCO took loans to buy three ships including Song Huong, Dong Nai and Hai

Phong.

1975: In October, two oil tankers including Cuu Long 01 and Cuu Long 02 first opened

route East Africa and Southern Europe.

1977: The first ship Song Chu in Maritime industry open the route Australia and India

1982: Two ships including Thai Binh and To Lich open route to countries of West

Africa and the Americas.

1996: On July 24th, the company receiving a bulk carrier vessel Morning Star marked

transformation in the field of investment in specialized and large size vessels.

1999: On October 27th, the company receiving oil tankers in Ursa Mizushima port in

Japan marked the return of the company in the field of oil-gas transportation.

2008: On January 1st, becoming VIETNAM OCEAN SHIPPING JOINT STOCK

COMPANY (VOSCO).

2008: On December 2nd, the company has purchased and operated 2 containerships

Fortune Navigator and Fortune Freighter in liner shiping. It marked the participation of

the company in the field of transport of goods by container liner service.

2010: On April 17th, the company has received and put Vosco Sky the first bulk carrier

with Supramax size into operation.

2010: On September 8th, Listed on HOCHIMINH STOCK EXCHANGE

1.2 Business Services

The scope of VOSCO business operation is mainly including domestic and international

shipping accounting for 95 percent of total sales of the Company, including dry bulk

carrier, container vessels and oil tankers. In three transport sector, bulk transportation is

bringing the numerous revenue for the company accounting for 65 percent, oil tanker

occupies the second ones with the proportion approximatly from 25% to 30%, container

transportation is concentrated on developing in order to create harmonious balance among

three sectors. The other business activities, such as shipping agents,multimodal transport

agents, supply and export crews, ship repairing, container yard operators is only

supportive and accounted for less than 5% .Scope of main business includes:

Ship owners, ship manager and ship operator of bulk carriers, product tankers and

container vessels.

Multi – modal transportation& logistic services.

Chartering.

Shipping agency (Ship’s agent and broker).

Transportation agency.

International freight forwarding for air and ocean going cargoes.

The supplying of highly qualified seafarers to foreign ship owners.

Marine supplies and materials service.

Ship sale and purchase.

Shipping co-operation and joint ventures.

Airline ticketing agent.

1.3 Organization

Mr. Cao Minh Tuan General Director

Mr. Le Viet Tien Vice General Director

Mr. Lam Phuc Tu Vice General Director

Mr. Nguyen Hoang Dung Vice General Director

Mr. Nguyen Quang Minh Vice General Director

Figure 1: Organization Chart of VOSCO

(Source: www.vosco.vn)

1.3.1 Shareholders’ Assembly is the most powerful agency of the company with all shareholders who have rights to vote and people authorized to vote. The meeting has rights to:

Approve the company’s development strategy, annual financial report, supervision reports repaired by Board of Managements.

Decide on annual dividend for each stock and a number of Board of Management’s members.

Select, dismiss members of Board of Managements and Board of Supervisors; approve a decision to select a Chief Executive Officer by Board of Managements.

1.3.2 Board of Managements has all rights, except those possessed by Shareholders’ Assembly

Decide on the company’s organization, development plan and strategy, and annual business plan. Moreover, decide on an amount of new stocks sold, forms of financial mobilization; propose types of stock issued.

Select, dismiss and supervise Chief ExeCutive Officer who manages the daily business.

P;ropose annual dividend rate and certify a temporary dividend rate; decide a dividend’s term and payment procedure; deal with loss arisen in the company’s business. In addition, propose to re-organize, liquidate or bankrupt the company if

1.3.3 Board of Supervisors will supervise all management and business activities of the company on behalf of the all shareholders. Board of Supervisors is responsible to Shareholders’ Assembly and law for these following rights:

Made reference by Board of Managements on selecting an independent auditing company, fee rate for auditing and other issues relating to withdraw or dismissal of the independent audit company, discuss with the auditors about scope of auditing activities.

Check financial reports before submitted to Board of Managements.

Discuss with auditors difficulties, shortcomings from the auditing results.

Review the company’s reports on the internal control system before approved by Board of Managements.

1.3.4 Chief Executive Officer is assigned by Board of Management. CEO is responsible for:

Carry out resolutions, business and investment plans approved by the Board of Managements and Shareholders’ Assembly.

Sign and carry out economic and civil contracts which serve for production and business activities of the company.

Make proposal to Board of Managements on number of managers necessary, salary rates, fees, other benefits and terms of a labor contract.

Decide on number of labors, salary rates, allowances, benefits, selection, dismissal and other terms in a labor contract with a reference to Board of Managements.

Prepare long-term financial forecast reports to serve for long-term management.

1.3.5 Vice General Director

Quantity: 4 people

Vice General Director in term of exploitation

Functions and duties: assist the general director to manage and control activities of manufacturing, business operation, investigating market research, coordinating, capturing sources of merchandise and constituting business plans, proposing to the General Director of the company to sign contracts for cargoes transportation, and measures of improving manufacturing efficiency in the company, observe operation of the fleet.

Vice General Director in term of technique

Functions and duties: assist the general director to manage and control activities of the technical occupation, material, repairs, investigating research and application of innovative science to reality, rationalize manufacturing and other related activities, proceed supervising fleet operations, ensuring safe training operation.

Vice General Director in term of oil transportation

Functions and duties: assist the general director to manage and control activities of investigating oil price and cargoes flows, operation of oil tankers and repairs, maintenance.

Vice General Director of Southern branchs

Functions and duties: assist the general director to manage and control activities of whole Southern branchs of company.

1.4 Infrastructure

Vietnam Ocean Shipping Joint Stock Company (VOSCO) occupies spacious working office with fully equipped features, there is a large ocean fleet in Vietnam, with factories, ship repairing enterprises with abundant scales serving the company’s fleet.

Technical facilities of the Company now comprise:

House, building materials

Machinery and equipment for the work

Affiliates, agents, ship repair firms

The fleet consists of 19 ships

Some vehicles serving for administrative work

At the end of 2014, total assets of the company are 5.091 billion, in which equity accounted for 1.291 billion.

1.4.1 Fixed Assets:

Table 1: Fixed Assets in 2014

Number Fixed Assets Cost (VND) Depreciation (VND)

1 Fixed Assets 6.597.419.070.186 2.559.804.573.421

2 Leased fixed assets - -

3 Construction in progress 111.056.000 -

4 Intangible fixed assets 10.572.868.680 599.678.901

(Source: www.vosco.vn)

1.4.2 Fleet List

According to the annual report of VOSCO in 2014, it illustrated that the fleet of dry cargo

and bulk cargo consists of 15 units for the tonnage from 6,500 DWT to 56,400 DWT

(Supramax). This is the core of Vosco fleet, largely built in the shipyards of Japan and

activities all over the world. The fleet of oil tanker consists of 2 mordern ships oil with

tonnage about 47,000 DWT each, mainly transporting oil products. The fleet of shipping

container follows the schedule two times a week from Hai Phong to Ho Chi Minh

proceeded by two modern vessels with capability of transporting 560 TEUs each.

The company’s fleet:

• Total tonnage: 472.212 DWT

• Average age of ship: 11.5 years old

1.5 Personel

On December 31st 2014, the total number of employees is 1,290 people currently including 1228 men and 62 women arranged to work on 19 vessels, 9 branches and 13 business departments.

   About working age:

• From 18 to 29 years: 462 people

• From 30 to 44 years: 489 people

• From 45 to 60 years: 339 people

• From 60 years or so: 0 people

   About the arrangement of labor

• Labour department devision: 176 people

• Labor branch devision: 138

• Labour ship devision (crew): 976 people

   Regarding to labor skills

• Master: 28 people

• University: 653 people

• College: 113 people

• Intermediate: 92 people

• Primary: 404 people

• Unskilled workers: 0 people

1.6 Business Result

Table 2: Business Result 2013 and 2014

Unit Year 2013 Year 2014 Comparison (%)

(1) (2) (2)/ (1)

Total revenue Million VND

2.438.064 2.283.875 93,68

Transportation revenue

Million VND

2.050.974 1.889.098 92,11

Revenue before tax Billion VND

-187,12 25,39

Revenue after tax Billion VND

-190,33 73,86

COGS/Revenue ratio

% 92,01 83,37

Fuel cost/transportation revenue ratio % 47,19 39,77

(Source: www.vosco.vn)

In 2014, the shipping industry was facing many difficulties, VOSCO earned VND 2,283 billion of total revenue (5.25% less than that in 2013), but exceeded original plan of about 0.43%. In particular, transportation revenue was 1,889 billion - fell more than 7% in comparison to 2013 and only achieved 95.72% of the plan.

Total revenue before tax of VOS reached about VND25 billion - 87.5% higher than expected. This is a better result compared to VND187 billions of loss in 2013

Total revenues and transportation revenues in 2014 compared to 2013 is 93.68% and 92.11% respectively , while "cost of sale to revenue" (COGS / Revenue ratio) in 2014 accounts for 83.37%, lower than in 2013 (92.01%), which means reduced costs in 2014 because the Company has undertaken many positive management measures.

CHAPTER 1: INTRODUCTION OF VIETNAM OCEAN SHIPPING JOINT STOCK COMPANY

2.1. Purposes of Container Control Process in VOSCO

Container Control Process describe the process of activities related to tracking and

management container status of Container Department and related divisions in terms of

order and time so as to improve the company performance.

2.2. The range of application of Container Control Process in VOSCO

This process is the coordination between Equipment control – EQC, Operation – OPS,

Sales/ Marketing in the operation and management all of the containers which are owned

by VOSCO. In particular, the EQC division plays first fiddle and responsible for:

operating container; renting container/lending container; bargaining container; repairing

container/ hiring for repairing container, ensuring the quality of container. The work as

follows:

Forecast of the amount of required container, transfer container (between ports ...)

or conducting SWAP (Direct Interchange), Free Use with other shipping

companies.

Check the status of containers, lease or repair container (if it is necessary).

Receive report from the depots and update system

Check and confirm demurrage fee, container storage, container storage fee.

Reports (daily, weekly, monthly ...) the list of available container at the ports, the

amount of longstay container, special container, damaged container.

Negotiate and observe contracts of the purchase, sale, rent, and lease containers.

The EQC operations closely linked with the activities of other divisions as follows:

Documentation – DOC EQC

Provide documentation/order/paperOther information

Longstay informationOther information

Sales/ MarketingEQC

Updates the number of available / prior containerSupport trucking, terminal…Other information

Operation EQC

List of available containerOther information

Update providing container informationImport/ export information Loading listOther information

2.3. Container Control Process in VOSCO

Forecast / Request containers Other Information

Unclear invoices / information Other information

Invoices were examined and certified

Supporting documents Other information Accountin

gEQC

Diagram of Container Control Process in VOSCO:

;

2.3.1. MT: Empty container:

a. MA: Empty Container Available

EQC division and OPS CY division are responsible for tracking and managing empty

containers including containers owned by VOSCO, leasing containers, and free use

containers which are ensured in good status and available for packing.

MA container control system is run on principle: "first-in, first-out". (FIFO) in order to

avoid longstay and minimize containers turn-around time.

In the case of empty containers are returned to the CY, customers have to present EIR

Equipment Interchange Receipt and receive Lift-off order for empty containers. EQC and

OPS CY check the status of containers.

b. MD: Empty Container Damaged

Container returned to CY

Discharging Container

booking

Container is re-used for packing

FU: Container unpacking

FD: Full Container wait for dispatching to customer

Container is shipped on board

Loading Container

Full Container Load

MS: Empty Container Shipper

MT: Empty Container

Allow to re-use without returned to CY

To ensure the quality of Container are provided for customer, EQC have applied the

following repair process for damaged container:

VOSCO Depot responsibility:

Sending the reports about damaged containers to VOSCO lines before 8 A.M.

The report have to contain the status, size, seriousness of damaged containers.

Sending the images and the estimate for repair of damaged containers to

VOSCO before 2 P.M

Sending list and images of container are repaired. It is required that all repaired

container are taken pictured for confrontation.

Sending report about container are not approved to repair and customer did not

accepted to take.

Tracking and urging the repair.

Taking responsible for ensuring the quality of repair work. Container are

repaired and taken pictures can be provide for customers.

VOSCO Lines responsibility:

Sending the requisitions for estimate and pictures of damaged containers to

VOSCO depot before 9 A.M

Sending confirmation of repairing damaged containers before 5 P.M

Reviewing, inspecting, and confirming the amount of repaired container

through picture or directly.

Collecting customers’ payment for repairing.

Note:

Before the third day of month, VOSCO Depot have to completes the list of

containers are repaired and send to VOSCO Lines to conduct payment.

VOSCO Lines will not conduct payment for repairing damaged containers

which are not:

- Approved by VOSCO Lines.

- Taken picture before/after repairing

After repairing, MD continue to operation as MA.

Figure 2: Damaged Container

(Source: VOSCO Depot)

2.3.2. MS: Empty Container Shipper

Container release process is illustrated by the following diagram:

Containers are released for packing cargo at customers’ warehouse or CY.

a. Containers are released for packing cargo at customers’ warehouse.

First of all, EQC coordinate with OPS CY to release container to customers for

packing cargo when they present Booking Note and Empty Release Order. Preparation for

Booking Note and Empty Release Order are implemented as follows:

Booking Note:

After receiving booking requests from customers (through negotiations, or based

on the contracts ...), Sales / Marketing division have to collect essential

information for Booking Note.

Sending Booking Note to the client (Shipper) by mail or fax.

Shipper have to check, edit, and send it back (usually by fax), to confirm the

accuracy of the information.

Finish the processes

Update information in the system

Provide Empty release order

Selecting port to provides Container for customers with the most convenient

Check the containers availability at the terminals and ports

Ensure the container availability meet customer requirements

Check the container availability based on list of Empty Container Available

Shipper booking empty container

Sales personnel sign and send to the client Booking Note.

Empty Release Order:

According to the regulation of VOSCO, "Empty Container Order" while packed in

customers’ warehouse could be in the form of the original order or fax to ensure customer

convenience. Under the original order only one copy is required and order must be

acquired in Container Department of VOSCO. On the other hand the fax order form

includes two copies, one to be issued to clients and the other to (Depot).

EQC have to confront information in Empty Release Order and Booking Note which

are presented by customers with information are provided by Sale/Marketing division,

then supervise lifting container on truck of OPS division.

Customers are received EIR and confirm Container status when conducting lease

Container at CY. Container are released have satisfy requirements of Booking as well as

the following technical standard: container watertight, door can be opened normally,

double-walled corrugated, good floor, no affect for goods when packing...

There is no fee if containers are detained at customers’ storage less than 3 days.

Detention Charge will be 100000 VND/20’/day; 150000 VND/40’/day since the fourth

day. EQC have to update data in the system so that Sales division have evidence for

requiring customers’ payment.

b. Container are released for packing cargo at CY

EQC coordinate with the Sales/Marketing division to forecast the amount of container

to satisfy the customers’ demand for packing at CY. Customer have to present Booking

Note or Empty Release Order to lease Containers. Containers are packed at CT will be

already to export and tracked as Full Export Container.

2.3.3. Full Export Container.

Full Export Container includes completely packing containers which are returned to

CY (regardless container packing at customers’ warehouse, at CY, or re-use container).

Customer will received Lift-off Order and pay Lift-on/ Lift-off charge. According to

regulation, the maximum tonnage of goods in containers is: 25T / 20 '& 28T / 40'.

EQC responsible for tracking the Full Export Container, and coordinate with the OPS

and Sales / Marketing in minimizing lying time of container on the port in order to

decrease demurrage fee and avoiding customers use containers as their own storage.

2.3.4. Loading Container

EQC division will incorporate with Operation department and marketing division

based on Full Container List in order to make plan and prepare a Loading list. After the

container is loaded on ships, based on the Loading list, Bay plan, the OPS department will

draw up a Final loading list and send to EQC division to support for supervision. In the

process of loading, it is essential to pay attention to the following aspects:

First, the mooring work must be carried carefully before sailing under all

circumstances and weather, especially the bridge fittings for the top layer which

serve to link all the containers into a block against the shifting of each individual

container.

Besides, it is important not to use concurrently the twistlocks which have reverse

dimensions. If those are used, it leads to some container will not be locked by

mistake and sometimes container is craned when it is not unlock, so that it could be

impaired.

In particular, the reefer-containers have to load onto the ship with air conditioning

and a fan turned to sailing that avoids the impact of wind and wave to damage the

container's refrigeration system. It is also necessary to avoid stacking containers in

tier 2 or more. This will make difficult for the inspection record of the status

parameters of the container and the time to repair it in cruise time.

Figure 3: Twistlocks

(Source: VOSCO depot)

Figure 4: Container engaged with container

(Source: VOSCO depot)

2.3.5. Container is shipped on board

The containers are loaded on the ship and transported from a port of loading to a final

destination. Sailors and officers working in this shift have to keep track of everything

carefully to discover break-downs of the container-which happens very frequently,

particularly when lifting goods by crane ship. That making timely records will prevent the

ship owner from unnecessary grievances, also laying foundation for claiming to

compensate for break-downs of the ship as mentioned above. Everyday, sailors have to be

assigned to check and modulate turnbuckcle because when the ship is moving, containers

will be vibrated leading to mooring loosened gradually. When the ship is moving, in

particular in bad weather conditions, please note that the sailors and the offices should

avoid passing waves, turning suddenly to prevent the ship from being flipped or

containers from being dropped into the sea.

Figure 5: Turnbukle

(Source: VOSCO depot)

2.3.6. Discharging Container

When the ship comes to the port, based on the Loading list and Bay plan, OPS

department makes unloading plan and inspects the special containers under the tracking of

EQC. During unloading process, it is essential to remind workers throwing tying devices

down the deck into the ocean precaution. When ship berthed, it is important for shift

guard to watchful mooring equipment stolen, even dump into the water and reopen after

the ship departure.

2.3.7. FD Container

After being lift-off at CY, Full Import Container will return to state of FD Container.

EQC coordinate with OPS in tracking FD Container. Within 05 days since being unload

on port, customer have to come to CY to receive container. DO charge is 50.000

VND/order. Since 6th day, customer have to pay Demurage fee (120.000 VND/20’/day,

160.000 VND/40’/day). For reefer containers, electric charges are calculated since

container are unloaded from ship. EQC division have to update information about FD

Container into the system so that Sales division have evidence for requiring customers’

payment for Demurrage.

2.3.8. FU Container

a. Container Unpacking cargo at customers’ warehouse

Client have to present DO to exchange for EIR if they want to Unpacking Container at

their own warehouse. EQC coordinate with Sales/Marketing in tracking container which

are leased to customer, and require customer for returning container as soon as possible in

order to enhance efficiency of container turnaround performance. Customer have to pay

Detention Charge if they failing to complete unpacking within the time allowed.

Deposit for leasing container are: 500.000 VND/20’; 1.000.000 VND/40’. Special

customers or patrons can deposit per month (depending on the agreement between the

com

b. Container Unpacking cargo at CY

In the case of Container Unpacking at CY, EQC coordinate with OPS in tracking

unpacking process and update data in systems. After unpacking, these containers return to

state of MT.

2.3.9. Container is re-used for packing (without returned CY)

These are Full Import Container. After delivery to the customers’ warehouse for

unpacking, instead of returning CY, they re-use for packing other goods. This process

applies only to customer who have two-way delivery (sender is also receiver). Customers

must complete asking the permission to re-use for before unpacking. Local

Sales/Marketing divisions are responsible for checking and confirm “Re-use Container

Application”. EQC will base on status of Containers and Container Using Plan to make

the decision for this.

CHAPTER III: GENERAL ASSESSMENT

Currently, EQC Dept and other Department of VOSCO are transforming their

management method from paper-based form to electric form. However, many actions still

have to perform by hand so that it takes a lot of time. In the future, to enhance work

efficiency as well as to improve service quality, Company needs to further promote the

application of scientific and technological achievements, especially computer software in

Container Control Process.

Although Container is made of durable martarial, Container is still damaged during a

long period time of transport, loading, and discharging. Curentlly, VOSCO have just

applied repair process for damaged container instead of a periodic maintenance of all

containers. In my opinion, the periodic maintenance is very necessary in order to ensure

the ability of supply best quality container which satisfy customer demand.

In addition, the company also needs to focus on upgrading infrastructure,

warehousing and port infrastructure. So that Company can maintain and improve the

quality of service as well as the efficiency of the Container management process.

CHAPTER IV: CONCLUSION

In the market economy, competition for survival and development among enterprises

is an objective necessity. Therefore, enterprises must either constantly improve

themselves to develope, win the competition or fall behind, sliding off the general

trajectory of the economy, making losses lead to bankruptcy if they waste potentials and

be unable to keep up with timely changes in the marketplace.

After the visit at Transport Container Department of Vietnam Marine Transport Joint

Stock Company, I was acquainted with practical work in the company, along with the

rationale acknowledged in school, I strongly conclude that the organization and

management of the resources of the company in general and the management of container

extraction in particular has a significant impact and is especially important for the survival

and development of the company.

Due to my limited knowledge and time, mistakes are inevitable in the report, I would

be glad to be assessed by teacher in order to perfect my report.

Once again, I sincerely thank the enthusiastic help of Prof.Vu Le Huy and the staff of

Container Deparrment of VOSCO for helping me complete the mid-course report

BIBLIOGRAPHY

1. www.vosco.vn

2. VOSCO depot