In March 2002, to implement the project of building the Hanoi Food Processing Union Enterprise, the City People's Committee issued Decision No. 1757/QD-UB dated March 20, 2002 merging the Toan Thang Seed Enterprise under the Hanoi Seed Company into the Nam Ha Noi Production-Service and Import-Export Company.
In addition to its affiliated enterprises, the Company is also a founding shareholder of 4 joint stock companies operating in the fields of traditional food production, wine, purified drinking water, and bamboo blinds. In particular, the Company was assigned by Hanoi City to manage the State's controlling capital at Nam Ha Noi Production-Import-Export Joint Stock Company (Simex) in January 2003, Bat Trang Ceramic Joint Stock Company (Hapro - Bat Trang) in June 2003 and 40% of the State capital at Thang Long Joint Stock Company in November 2003.
The company is the investor and manager of the Hapro food industrial cluster on a 66-hectare land area in Le Chi commune, Gia Lam district, Hanoi.
Currently, Nam Ha Noi Production-Service and Import-Export Company (Haprosimex Saigon) is a class I state-owned enterprise headquartered at 38-40 Le Thai To, Hoan Kiem District, Hanoi.
2.1.2 Functions and tasks of production and business of the company
Production - trading - import and export of handicrafts, agricultural and forestry products, consumer goods, machinery and equipment for production and life, chemicals, raw materials for food and beverage processing...
Production and trading of Food, Wine, Beer, Soft Drinks...
Real estate business.
Civil construction and commercial services: tourism, hotels, restaurants, advertising, trade consulting, fairs, labor supply services...
2.1.3 Organizational structure and management apparatus of the Company
2.1.3.1 Company's organizational structure:
The current organizational structure of Nam Ha Noi Production-Service and Import-Export Company is designed according to the model of decentralized management and centralized leadership to maximize the management capacity of all levels of management and the creativity of officers and employees, quickly and accurately responding to the requirements of tasks in production and business.
The Company's organizational structure and management apparatus are shown in the following diagram:
2.1.3.2 Functions and duties of each department: v Board of Directors
+ Company Director
- General manager, responsible for all activities of the Company.
- Directly in charge of personnel organization.
- In charge of investment, food production and processing.
+ Deputy Directors
Is a person who assists the director in managing one or several areas of the Company's operations under the authorization of the Company's director. Currently, the company has 4 Deputy Directors.
v General Department
- Research and propose to the Company Director to build short-term, long-term or special development programs to develop: market, industry, products, brands, organization of the Company, carry out planning, statistical reporting, synthesis, urge, check the instructions, decisions on work programs, policies of the Company's leaders to deploy to departments and units.
- Register, supervise and manage brands, trademarks, quality standards, ensure safety in production and business, maintain brand reputation in the market, store some documents serving production and business.
v Financial accounting department
- Advise the Board of Directors on financial matters.
- Financial planning, implementation, execution of financial plans
- Manage and inspect the use of capital sources including budget capital, equity capital, borrowed capital, and mobilized capital. Fulfill obligations to the budget.
v Administrative Organization Department
- Advise the director on the following tasks: Planning the company's organizational structure, organizing human resources, recruiting, training, appointing, dismissing, rewarding, disciplining, drafting legal documents of the company related to administrative organization.
- Carry out administrative organization tasks: develop and implement recruitment and training plans, manage and operate the security team and company car fleet.
v Market Area Department
Function : Foreign transactions to promote the export of the company's products.
Mission :
- Trading, offering and signing export contracts for handicrafts, agricultural products and other products, signing contracts with functional departments, implementing signed contracts.
- Provide after-sales services and resolve complaints with foreign customers (if any), complete procedures for delegations going abroad to search for and develop markets, circulate information within the company: Send information to various places via email, fax, and tel.
v Import-Export Business Department 1 (XNK 1)
- Organize the purchase of handicraft products (Rattan, bamboo, ceramics) for export to ensure and develop business efficiency for the Company.
- Domestic business.
v Import-Export Business Department 2
- Advise the Director on building production strategies, creating sources of goods, and importing and exporting agricultural products and food products.
- Building markets to boost exports.
- Organize market exploitation, comprehensive import and export goods sources.
v Import-Export Business Department 3
- Advise the Director on building production strategies to create export business sources for the following product groups: groceries, agricultural products, food, canned food, embroidery and garments.
- Actively offer selling prices to foreign customers for agricultural products, foodstuffs, organize and exploit stable supply sources to ensure quality export products.
v Import-Export Business Department 4
- Advise the Director on building production strategies, creating sources of goods, and trading in import and export of tea and other agricultural and food products. Building markets to boost exports.
- Organize market exploitation, comprehensive import and export sources.
v Import and export center of machinery and equipment
- Importing and trading of materials and equipment for production and consumption, machinery and means of transport.
- Import on consignment, import and export sales agent, joint venture production and trade.
v Consumer goods business center
- Build markets, exploit sources of goods to organize wholesale and retail of consumer goods and food products, organize a system of sales agents in provinces and cities nationwide.
- Import on behalf or act as a distribution agent for domestic and foreign manufacturers, research and propose expanding new products by importing or producing domestically to supply the market.
v Four Seasons Trade, Tourism and Service Center
- Business - Tourism - Domestic food services
- Production and trading of ice cream bars, ice cream cups, soft drinks, fast food.
v Travel and tourism center
- Research and develop short-term, medium-term and long-term tourism business strategies on the basis of sustainable and effective tourism development.
- Establish relationships with domestic and foreign tourism organizations and contacts, domestic and international travel and tourism business organizations, conduct research and surveys to build long-term domestic and foreign agencies.
- Build Tours programs to serve customers with the Company's own style to suit the requirements of tourists.
v Advertising and prototyping department
- Develop strategies, directly organize and implement advertising and marketing activities to build and develop brands and product labels, promote product consumption in domestic and foreign markets (when required).
- Organize promotion, display, and introduce products at sample rooms, exhibitions, organize domestic fairs, design foreign fair booths (if qualified), be in charge of printing, publications, catalogs, etc. to serve advertising and marketing activities.
v Investment Department
- Carry out project preparation work including: writing or supervising the writing of feasibility study reports, project appraisal, carrying out project approvals, working with authorities to implement the project, designing or supervising design work, appraisal, bidding, and construction supervision.
- Advise and consult the Board of Directors on policies, plans, investment and management of Industrial Parks: calling for investment, establishing regulations for managing Industrial Parks, managing investment activities, maintaining the operation of the infrastructure system of Industrial Parks.
v Sales Department
- Research sales methods through distribution channels to guide the consumption of the Company's products in the national market with the highest efficiency, capture customer opinions, evaluate the market, consult with the Company and enterprises.
- Research, build and organize the management of the Company's product consumption system (distributors, agents, supermarkets, other consumption points...)
2.1.3.3 Relationship between departments in the company:
- The relationship between departments in the company is an equal relationship.
are under the direct leadership of the company director.
- Based on the tasks, powers and responsibilities of each department, departments are proactive in their work and handle tasks as assigned by the Director.
- There is close coordination between departments in the company, creating favorable conditions to help each other in work to complete assigned tasks.
- Departments must be responsible for providing relevant data and information to the Director so that the Director has sufficient data to participate in making decisions on production and business operations for the departments.
2.2 The economic and technical characteristics of the Company that affect the work of sourcing and purchasing export goods
2.2.1 Characteristics of the Company's business operations
2.2.1.1 Company's business items
As a business operating in many fields, from production, import-export and trade to providing food and beverage services..., the Company's business items are also very diverse, including:
Export: Agricultural products: rice, peanuts, cassava chips and cassava starch, tea, coffee, pepper, star anise, cinnamon, turmeric, red onion...
Handicrafts: rattan and bamboo products, bamboo blinds, ceramics, iron,
wood art...
Import: Machinery and equipment, raw materials for production, household goods and domestic consumption.
Services: Import and export, food and beverage, tourism...
Production : High quality processed food products from meat, seafood, vegetables and fruits... Alcoholic beverages: Hapro Vodka, grape wine, Hibiscus wine and non-alcoholic beverages: green tea, bitter tea, purified water, fruit juices, coffee...
2.2.1.2 Company Resources
a. Company's financial resources ã Facilities:
House: 10500m2 is allocated as follows:
- Head office: 38-40 Le Thai To: 2000m2 house.
- HCMC Branch: 77-79 Pho Duc Chinh, District 1: 800m2 house.
- Binh Duong factory: 3500m workshop, warehouse
- Chu Dau Factory: 2700m.
- Hanoi food processing factory: 1500m factory.
Land: 750,000m2 in Hanoi, Hung Yen, Hai Duong, Ho Chi Minh City, Binh Duong. Vehicles: 10 vehicles, full office equipment.
ã Sources of capital and capital structure of the Company:
The Company's assets and capital have continuously increased over the years and increased especially strongly in 2003, as shown in the following table:
Table 2.1 - Asset and capital situation of the Company
Unit: million VND
T
T
Target | Year 2000 | Year 2001 | Year 2002 | 2003 | |
I | Asset | ||||
1 | Short-term labor and investment | 19,200,988 | 28,718,538 | 33,976,719 | 148,320,441 |
Money | 2,329,875 | 4,193,260 | 5,776,042 | 8,101,496 | |
Accounts Receivable | 13,207,314 | 19,721,069 | 20,386,031 | 103,658,888 | |
Inventory | 3,864,046 | 3,630,574 | 4,077,206 | 26,847,607 | |
Other current assets | 599,753 | 1,173,635 | 3,737,440 | 9,712,450 | |
2 | Fixed assets and long-term investment | 8,727,038 | 19,858,607 | 23,494,591 | 60,133,419 |
Fixed assets | 8,727,038 | 18,361,703 | 21,723,613 | 22,701,069 | |
Long-term debt limit | 0 | 0 | 0 | 14,581,502 | |
Cost of unfinished construction | 0 | 1,469,613 | 1,738,681 | 22,412,981 | |
DH Deposits | 0 | 27,291 | 32,297 | 437,867 | |
Total assets | 27,928,026 | 48,577,145 | 57,471,310 | 208,453,860 | |
II | Capital | ||||
1 | Liabilities | 22,230,438 | 40,605,604 | 48,726,725 | 181.901.414 |
2 | Equity capital | 5,697,588 | 7,971,541 | 8,744,585 | 26,552,446 |
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Production and Business Results Revenue
Business capital | 4,849,582 | 5,824,490 | 6,527,612 | 21,399,549 | |
That:-Budget level | 4,838,408 | 5,772,201 | 6,464,865 | 21,275,890 | |
-Self-replenishing | 11,174 | 52,289 | 62,747 | 123,651 | |
Exchange rate difference | 177,458 | 647.131 | 770,086 | 1,142,221 | |
Business Development Fund | 400,440 | 628,067 | 772,524 | 1,372,562 | |
Financial reserve fund | 94,521 | 124,551 | 146,970 | 218,481 | |
Distributed interest | 0 | 432,030 | 0 | 2,015,385 | |
KT and welfare fund | 166,251 | 305,936 | 518,057 | 393,470 | |
Capital source for construction investment | 9,336 | 9,336 | 9,336 | 10,778 | |
Total capital | 27,928,026 | 48,577,145 | 57,471,310 | 208,453,860 |
Source: Financial Accounting Department
The reason why the company's assets and capital increased sharply in 2003 (increased by 262.7% compared to 2002) was because in 2003, the Company managed the State's capital in 3 joint stock companies: Simex, Hapro Bat Trang, Thang Long Joint Stock Company and received capital from the State to carry out investment activities.
However, in general, the value of current assets still accounts for the majority of the total assets of the Company. This is an inevitable trend for any enterprise operating in the import-export business sector because current assets have high liquidity, helping the Company expand its business capital, creating favorable conditions for promoting business activities in general and import-export business in particular.
The Company's business capital and funds have also increased gradually over the years. With such capital, the Company's financial autonomy is high. This is a good condition for the Company to expand its domestic and foreign import-export business, and to carry out large-value export contracts.
b. Human resources
The company has a relatively even labor structure with the male/female ratio being nearly equal over the years.
The Company's workforce is very young and tends to be younger over the years. The proportion of employees under 30 years old has gradually increased: in 2000 it was 45.78%, in 2001 it was 49%, in 2002 it increased to 54.75% and in 2003 it reached 55.47%. The rejuvenation of the workforce has given the Company many advantages in production and business activities because young employees are often able to grasp the market quickly, have many creative ideas and are enthusiastic and hard-working.
The qualifications of the staff are constantly being improved. In 2000, the parent company had one staff member with a post-graduate degree. By 2001, there were 4 workers with qualifications.
post-graduate level, in 2002 it was 6 people and in 2003 it was up to 7 people. In addition, the number of employees with university and college degrees is also increasing. This proves that the Company always focuses on training and improving the professional qualifications of its staff to meet the increasingly high requirements of the job.
The Company's labor structure is specifically shown in the following table:
Table 2.2- Company labor structure
Unit: person, %
T
T
Target | Year 2000 | Year 2001 | 2002 | 2003 | |||||
SL | TT | SL | TT | Sl | TT | SL | TT | ||
1 | Sex | 332 | 100 | 500 | 100 | 694 | 100 | 750 | 100 |
Male | 192 | 57.8 | 275 | 60 | 416 | 55 | 425 | 56.67 | |
Female | 140 | 42.2 | 225 | 40 | 278 | 45 | 325 | 43.33 | |
2 | Age | 332 | 100 | 500 | 100 | 694 | 100 | 750 | 100 |
<30 | 152 | 45.78 | 245 | 49 | 380 | 54.75 | 416 | 55.47 | |
30-40 | 67 | 20.18 | 107 | 21.4 | 149 | 21.47 | 169 | 22.53 | |
40-50 | 70 | 21.08 | 110 | 22 | 124 | 17.87 | 124 | 16.53 | |
50-60 | 43 | 12.96 | 38 | 7.6 | 41 | 5.91 | 41 | 5.47 | |
3 | Level | 332 | 100 | 500 | 100 | 694 | 100 | 750 | 100 |
Above University | 0 | 0 | 4 | 0.8 | 6 | 0.86 | 7 | 0.93 | |
University | 85 | 25.6 | 124 | 24.8 | 155 | 22.33 | 214 | 28.53 | |
College | 14 | 4.22 | 16 | 3.2 | 18 | 2.6 | 59 | 7.87 | |
Intermediate | 23 | 6.93 | 27 | 5.4 | 31 | 4.47 | 53 | 7.07 | |
Technical worker technique | 21 | 6.32 | 35 | 7.0 | 51 | 7.35 | 36 | 4.80 | |
General labor information | 189 | 56.93 | 294 | 58.8 | 433 | 62.39 | 381 | 50.80 | |
Source: Administrative Department
2.2.1.3 The Company's markets: Domestic market:
The company has deployed a product consumption network in 16 provinces and cities nationwide: Hanoi, Ho Chi Minh City, Ha Tay, Hai Duong, Hai Phong, Thai Nguyen, Thanh Hoa, Nghe An...
In Hanoi, the Company's products are present in 30 supermarkets and markets, 110 restaurants, hotels, 76 retail stores, 48 companies and units.
The company has business relations with more than 100 craft villages and has restored many lost craft villages.
v Foreign markets:
The company has established commercial relations with international customers in 53 countries, trading with customers in 70 countries around the world.
The company has traded with more than 20,000 international customers and is doing business with over 1,000 international customers.
The company has also directly surveyed the market in over 30 countries.
The company is the first Vietnamese company to directly sell pepper to AICAP (according to the Department of Africa and Southwest Asia - Ministry of Trade), after that many companies exported to this market.
The company is one of the enterprises developing handicrafts into Europe through the Frankfurt T/M 1996 fair. There were only 2-5 enterprises, now there are 80 enterprises entering Europe through this route.
Through business relations with the Company, over 100 customers have come to know Vietnam and now come to Vietnam to do business regularly, on a large scale and with increasingly expanding product lines.
The company is one of the early Vietnamese enterprises to open the Chinese market.
East, South America, United States.
2.2.1.4 Product quality management
As a business that both produces and trades in import, export and domestic business, the management and quality control of products before they are released to the market is strictly organized. For export goods, the Company has organized and maintained a warehouse inspection team for many years, determined not to deliver poor quality goods to customers.
For products manufactured by the Company's units, the Company has issued product quality inspection procedures. These procedures are continuously supplemented with the aim of ensuring the highest and stable quality for each product. In particular, the Company has determined to build and apply a quality management system according to the international standard ISO 9001:2000, and by the end of 2003, it had basically completed the preparation work and was ready for
certification assessment. The operation of this quality management system of the Company
presented in the diagram below:
(Source: General Department)
System operation diagram
is n know far away from pm
Import and export ,
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go out
breed
bless
bedroom
Source supply
!uyen d ML3g And training
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customer /complaint
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2.2.2 Results of the Company's production and business activities
2.2.2.1 Business performance of the Company from 2000-2003
The Company's revenue from production and business activities has been increasing over the years. In 2003, despite many difficulties such as: unstable world situation, Iraq war, SARS epidemic... the Company's revenue from production and business activities still reached 565.79 billion VND, reaching 203% of the industry's plan, an increase of 109.3% compared to 2002. This proves that the Company's production and business activities are growing.
Table 2.3 - Company's operating situation
Target
Unit | 2000 | 2001 | 2002 | 2003 | |
Revenue | Billion VND | 138.21 | 168.72 | 270.33 | 565.79 |
Speed increase | % | 12.16 | 22.08 | 60.22 | 109.3 |
Turnover Import and Export | Million USD | 19.51 | 20.02 | 28.3 | 46.24 |
Export Import | Million USD | 10.31 | 11.5 | 15.2 | 24.22 |
Million USD | 9.2 | 7.87 | 13.1 | 22.02 | |
Speed increase | % | 1.05 | 2.61 | 41.36 | 63.39 |
Number of workers dynamic | sit | 332 | 500 | 694 | 750 |
Speed increase | % | 12.16 | 50.60 | 38.8 | 8.07 |
Income average | thousand dong /person/month | 1,550 | 1,570 | 1,600 | 1,680 |
Speed increase | % | 3.33 | 1.29 | 1.91 | 5.00 |
Deposit book | billion dong | 13,152 | 16,108 | 23,715 | 49,634 |
Speed increase | % | 19.25 | 22.48 | 47.22 | 109.29 |
Source: Business performance report - General Department