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II. OBJECTIVES, STRATEGY AND BUSINESS PLANS
attached showroom system in the area. Research, test apparatus to set up the domain branch
directly under regional branch to improve capacity management in the future.
- Production and sales of commercial vehicles (trucks and buses): Focus on developing
additional products with specifications, in accordance with the changing requirements of the
market according to the characteristics of each area, each region in order to increase market
share over the years.
- Production and sales of tourism car: Increase brand value and market share for Kia car
line. Increase sales and market share for Mazda achieved 5th place in the market, ensuring
business Mazda cars profitably. Introduce and put into production Peugeot car line for car
tourism business being full of segments: South Korea, Japan and Europe in 2013.
- Chu Lai Truong Hai Complex and Auto Manufacturing Industrial Park : Restrict to
expand investment in infrastructure, investment in-depth focus on human resources and
equipment to suit changing technology , in order to improve quality, reduce production
costs. Develop new products according to changing requirements of the market through the
development of research and product development (R & D), and increase cooperation with
other ministries and partners to develop manufacturing and automotive assembly
technology to keep up with the region. Support and participate in managing SMT
manufacturing specialized vehicles Company, forming nodal raw materials and spare parts
to provide in Korea, through developing production technology of specialist vehicles in
- Delivery and transport: Continue project specialize in delivery and transport business,
further reduction in the cost of delivery and internal warehouse, enhancing external business
to increase efficiency for Chu Lai - Truong Hai port.
- Investment and basic construction: Continue to invest in building new showrooms more
suitable plan for cars in the key areas, extension of the construction of supermarkets cars
combined commercial center. Participate in infrastructure, urban development projects and
consider this as a new business line of the company in the future.
- Marketing: There are overall and specific orientations, as well as strategic marketing
plan for Thaco brand and specialize for each business line, every vehicle, every market area;
being always flexible dynamic to response with the change of market and operating
decentralized control in a scientific way, closely to improve market share, increase revenue
and reduce costs in tough, narrow market conditions.
- Financial Accounting Management: Implement program "parallel accounting
management" strong to manage budgets and expenses rigorously, ensuring effective way
under thinking change, way to do. Accounting personnel involves in the management,
parallel in all business activities.
- Human Resources: Implement program "Parallel Human Resources" strongly to manage
and develop staff towards training positive attitude, learning to improve professional skills
and administration. Leadership Development and evaluation of the effectiveness of human
resources as well as the performance of each component unit, thereby fulfilling reward
program exceeded delivery quarterly, first applied to parts sales and service in the attached
showrooms. Improve HR profession through adjustment of policies; rules and regulations
based on a philosophy of proactive, strategic perspective and human resource development,
and in accordance with the laws and new development trends of economy and society in the
- Corporate cultural management: Develop and implement corporate cultural
management based on conclusions during the formation and development as well as
philosophy, vision, mission to preserve and core value of Thaco, considering this as a
prerequisite to ensure the long term sustainable development. First, establish the sense of
discipline, mental discipline and culture disciplines in each of departments, and units
- The operation of the main office in Ho Chi Minh City and offices in Hanoi, Da Nang,
Chu Lai, Bien Hoa: Implement programs to improve the operational capacity of the
operational units such as Planning, Culture and Communications, Human Resources,
Operations Secretarial, Finance and Accounting, Information Technology, marketing
Technology, Legislation aimed at administrators and professional support for business
activities. Develop a routine and effective work for the offices, especially the general
management office in Ho Chi Minh City, worthy being Thaco advisory body of corporate
activity management effectively , properly oriented, and under plan and being Thaco
representative image for partners, customers and society.
STATUS OF MANPOWER
Overall, Vietnam is considered as the advantages because of large population, it is in
the period of "golden population", workforce at the age of labor is abundant. This is really
important resources to make our country successfully economic development strategy for
phase 2011-2020 issued by Congress Socialist Party XI on 16/2/2011. However, the quality
of human resources in Vietnam is still low and needs to be improved as soon as possible.
According to the census of May 12/2010, Vietnam has nearly 87 million people. This
reflects Vietnam's workforce growing abundantly. Vietnamese manpower is composed
mostly of farmers, workers, intellectuals, businessmen, and manpower of many sectors. In
which, human resources who are farmers are nearly 62 million people, accounting for over
70% of the population, human resources who are workers are 9.5 million people (nearly
10% of the population); intellectual manpower, graduated from colleges, universities are
more than 2.5 million people, representing about 2.15% of the population, human resources
from the business are about 2 million people, of which the central sector has nearly 1
million people .... The appearance of the young entrepreneurs is seen as a new factor in
human resources, if known to exploit, foster, use effectively, it will solve many important
problems in economic – social development.
Currently, Vietnam is forming two human resource types: universal human resources
and high quality human resources. Universal human resources now remain majority, while
the proportion of high-quality human resources account for a very low rate. The current lack
of Vietnam is not universal human resources but high quality manpower. According to 2010
statistics, out of 20.1 million workers have been trained on a total of 48.8 million workers
working, only 8.4 million people with diplomas and certificates issued by the training
centers at home and abroad. The number of people aged 15 years or older trained technical
expertise is very low, accounting for about 40%. Training structure is irrational showing by
the ratio: University and higher University is 1, secondary vocational schools is 1.3 and
technical workers is 0.92, while in the world, this ratio is 1-4-10. According to the World
Bank (WB), Vietnam is a shortage of qualified skilled, high technical workers and
workforce quality of Vietnam is lower than many other countries. If taking a point scale of
10, the human quality of Vietnam is only 3.79 points (placed 11/12 among Asian countries
ranked by the World Bank) while South Korea is 6.91, India is 5, 76; Malaysia is 5.59,
Thailand 4.94 ...
Labor allocation structure by the industry is imbalance. Engineering - technology,
agriculture - forestry - fishery are weighted lower, while the law social industry, economics,
foreign languages ...are too high. Many industries and sectors have both redundant and
insufficient manpower. The fields are currently lacking labor such as: financical Business,
banking, auditing, information technology, electronics, telecommunications, mechanical
For the Auto industry today, the current review, the manpower needs of the industry in
Vietnam is ranked 8th after the other industries, as follows: (1) Textile - Garment Footwear skin – Crafts; (2) Food Processing technology; (3) Information Technology Electrical - Electronics – Telecommunications; (4) Construction - Architecture - transport;
(5) Services - Serving - Travel - Recreation - Restaurants - Hotels; (6) Management Administration office; (7) Finance - Banking - Accounting - Insurance; (8) Mechanical
Engineering - Metallurgy - motorcycle automotive Technology; (same 9th ranking)
Markerting sector - Economy - Business - Sales and Chemistry - Chemical industries Medical, Pharmaceutical, Cosmetics.
Status of human resources in auto industry in general, and Truong Hai in particular
has the following characteristics:
Human resources are plentiful, but without the proper care, not planning, not to be
exploited, not be upgraded, and training is not good, many people have not been trained.
The quality of human resources is not high, leading to conflict between quantity and quality.
The combination, complement, mix of human resources from farmers, workers,
intellectuals, ... are not good, divided, lack of synergies to jointly implement the
industrialization, modernization of the country.
In short, the situation in human Truong Hai Company is low-skilled, without industrial
style, no really good general construction engineers, engineers, scientists, no good experts;
consultants, advisers, no presenters, no leaders, good managers.
1. Overall objectives
- The overall objective is to develop human resources in Truong Hai company
period (2013-2018) to become the foundation and the most important advantages
to develop and compete. This is a period of deep integration in the WTO,
especially tariffs are gradually removed. Truong Hai will face very stiff
competition with countries with a advanced car industry in the world and the
Develop human resources to be able to meet the business development of the auto
manufacturers and companies involved auto industry of the country.
Truong Hai implements long-term workforce policies used by training programs
and training assignments appropriately, in order to create the best environment to
develop human resources to accompany the development of company.
Focus on development of human resources and internal teams inherited, and
recruit additional manpower from outside and foreign experts with the ability to
Human resources integrate corporate culture and ensure the integrity of core
values that the company has formed during development.
2. Specific Objectives
The specific objectives need achieving is:
a) For a management, leadership workforce
- Build a team of professional managers with strategic vision and bravery to meet
the changing requirements, strong integration.
- Ability to plan, develop goals for the responsible units
- Ability to mentor, promote and motivate for subordinate staff.
b) For a workforce of expertise sector
- Professional qualifications, technical qualifications meet current requirements
and keep pace with the development of science and technology in the future.
Thinking, creativity to make suggestions to improve application ffectively in
Be responsible, conscious of organizing, working style in the modern industrial
- Respect and apply innovative processes and regulations of the company.
- Honest, upright, not afraid of hard work.
- Takes responsibility and ethics towards quality of products made.
- Have a minimum experience related to the job position.
- Good communication (presentation, negotiation, writing ...), sales skills,
Dynamic, working independently, have progressive spirit, dedication; know to
share, sociable, quick and vivacious.
There is passion and knowledge of the automotive sector.
All working positions in the business sector (directly or indirectly) before taking
over the task of apprenticeship in the Business Department.
Frequent transfer human resources of sales consulatnts, services, the sales leader,
sales leaders between the branches in the system.