ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Principles of Operations Management

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Student name Phan Trung Anh Student ID GBH211266

Class GBH1110 Assessor name Nguyen Thi Ngan

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Table of Contents
I. Introduction 4
II. Main content 5
1. Discuss the role and contributions of operations management across the value chain 5
1.1. Definition of operations management..........................................................................................5
1.2. Transformational model................................................................................................................5
1.2.1. Definition of the transformational model.............................................................................5
1.3. Dimensions of operations...............................................................................................................7
1.3.1. Definition of dimensions of operations.................................................................................7
1.4. Relationship between operations function with others.............................................................10
1.4.1. Definition of the relationship between operations function with others..........................10
1.4.2. The relationship between operations functions with others.............................................12
1.5. Analysis of Role Effectiveness of OM.........................................................................................13
2. Contribution of effective supply chains to the organization 15
2.1. Supply network............................................................................................................................15
2.2. Capacity management.................................................................................................................18
2.2.1. Definition of capacity management.....................................................................................18
2.2.2. Demand forecasting..............................................................................................................18
2.2.3. Capacity variation................................................................................................................19
2.3. Supply chain management..........................................................................................................22
2.3.1. Definition of supply chain management.............................................................................22
2.3.2. Sourcing strategy and supply selection...............................................................................23
2.3.3. Supply chain dynamics.........................................................................................................25
2.4. Inventory management................................................................................................................26
2.4.1. Definition of inventory management..................................................................................26
3. Operations management problems and solutions 29
3.1. Operations performance 29
3.1.1. Operations performance at three levels..............................................................................29
3.1.2. Balance scorecard applied to HPG.....................................................................................32
4. The use of digital technologies for effective operational performance 33
33

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5. Evaluate the impact of technology on operations management (e.g. cloud computing, remote
working, convergence of technology platform) 36
6. Recommendations of solutions to support decision making in terms of evaluation of external
influences on contemporary operations management (e.g. PESTEL, globalisation, sustainability) 36
III. Conclusion 36
IV. References 37

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I. Introduction

The author was recruited by a company to be the CEO of the beverage corporation Hoa Phat. The CEO
asked the author for an operational improvement plan consistent with the company's strategy. In
particular, the director wants the author to create an operations analysis report to evaluate all operational
processes and make recommendations to improve the effectiveness and efficiency of ongoing operations.
The author's main task is to provide an understanding and assessment of the operations management and
processes in the report

Figure 1: Logo of Hoa Phat Company (Hoaphat, 2023)

In today's dynamic and rapidly evolving business landscape, operational efficiency stands as a cornerstone
for a company's enduring success. This comprehensive report aims to delve into critical facets of
operations management and processes within Hoa Phat Steel Group, striving to bolster our organizational
objectives. Initially, it will elucidate foundational principles like the transformational model, explore
operational process dimensions, and exemplify their interrelation with other functions within Hoa Phat
Steel Group using tangible instances. Subsequently, it will conduct an in-depth examination of operations
management's pivotal role throughout the entire value chain of Hoa Phat Steel Group. Furthermore, the
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report will scrutinize the intricate nexus between operations strategy and the attainment of
organizational goals at Hoa Phat Steel Group. Following this, it will evaluate Hoa Phat Steel Group's
operational performance across vital dimensions, encompassing quality, speed, reliability, flexibility,
and cost. Additionally, it will analyze the profound influence of technology on operations management
within Hoa Phat Steel Group. Finally, the report will provide recommendations tailored to aid decision-
making within Hoa Phat Steel Group, concentrating on appraising external influences affecting modern
operations management.

II. Main content

1. Discuss the role and contributions of operations management across the value chain
1.1. Definition of operations management

Operations management is one important area of business management, which is concerned with
designing, organizing, and managing the processes that generate products and efficiently provide services
to satisfy customers. It entails keeping an eye on many facets of an organization's operations to make sure
everything runs smoothly, effectively, and economically (N Slack, 2016). When producing goods or
providing services, operations management entails planning, organizing, and directing the process of
converting inputs into outputs. To ensure efficient production and distribution of goods and services, this
field is concerned with managing resources, including information, technology, human resources, and
equipment (Castellanos, 2005).

1.2. Transformational model

1.2.1. Definition of the transformational model

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Figure 2: The Transformation Process (N Slack, 2016)

In operations management, the transformation model is all about turning inputs into outputs. Processes
for manufacturing or services can be used to accomplish this. Enhancing the information to make it more
valuable than the sum of its parts is the aim of the transformation process. The input needs to be changed
into something more advantageous for the client to add value. Every link in the transformation process
adds value to the finished product, making it possible to think of it as a value-added chain (Ivanov, 2021).

For the Input resources phase, in phase, there will be two main parts: transformed input and
transforming input. For the transformed input section, there will be three elements Materials,
Information, Customers. The differentiation between these three elements, for materials handling, is
one of the most common process conversions in operations management. This process entails taking raw
materials and turning them into final goods. Physical goods or services may be final products. Moreover,
Information is to transform raw materials into finished goods by packaging, assembling, and
manufacturing. Information processing is the use of data and information for tasks related to control,
monitoring, and decision-making. Finally, customers are one of the main components of variable
resources because they are dedicated to creating the required specifications for the required goods or
services. and market demand, therefore customers are considered resources and have a significant impact
on the process of changing products and services (Ojiako, 2008).

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When deployed in HPG, the conversion model in the report will be the steel production process of hot
rolled steel products, which is one of the steel production processes that is different from other steel
product processes of the company. Hoa Phat like steel coils, steel pipes, etc. In Hoa Phat transformed
input is iron ore and some other ingredients. These materials come from suppliers such as materials
come from suppliers such as the company that cooperated with the largest iron ore mining group in
Australia, and visited Port Hedland - the world's largest iron ore export port with 500 million tons/year.
Moreover, transforming resource facilities and people, factories in Hoa Phat's steel sector have a total of
4 large steel factories: Hoa Phat Dung Quat steel factory, Hoa Phat Hung Yen, Hoa Phat Hai Duong, and
Hoa Phat Hai Duong factory Hoa Phat steel pipe. The total number of specific employees in Hoa Phat
Dung Quat steel factory in Quang Ngai province is 10,460 people, accounting for 41% of Hoa Phat's total
employees (Hoaphat, 2020).

The transformation process stage of a hot-rolled coil (HRC) can be summarised as follows. First,
various grades of iron ore, differing in composition and size, undergo processing and are blended in
specified proportions, combined with coke, limestone, and dolomite, then introduced into the blast furnace
to produce molten iron. Second, the molten iron is transferred to oxygen-blowing converters and refining
furnaces to manufacture steel grades tailored to meet market demands, using a casting system to cast
various billet types - from raw steel to saleable finished products. Third, at the steel rolling mill, square
bills are rolled into finished construction steel, including rebar and coil steel; while flat bills are rolled into
hot-rolled coil (HRC) (Hoaphat, 2023).

In the concluding stage of the transformation process, the output achieved is the production of hot rolled
steel coil (HRC). This final product possesses specific attributes including a thickness exceeding 0.9mm,
displaying a distinct dark blue surface, and featuring rolled edges that typically have rounded shapes,
prone to rusting over extended periods when left untreated. Notably, this product exhibits resilience to
outdoor storage for extended durations and does not necessitate protective packaging for preservation
(Hoaphat, 2023).

1.3. Dimensions of operations

1.3.1. Definition of dimensions of operations

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Figure 3: A typlogy of operations (Linkedin, 2020)

All operations processes share one feature: they all take 'inputs' such as raw materials, knowledge,
capital, equipment, and time and convert them into outputs (goods and services). They accomplish
this in a variety of methods, the most important of which are known as the Four V's: volume, variety,
variation, and visibility. First, The Volume Dimension is directly related to several performance criteria
such as utilization, standardization, and so on. A product with a larger volumetric scale allows the
organization to place specialized machinery, resulting in improved efficiency and defining sop for each
phase. The volume reduces the need for multi-skilled people (lower labor costs) because one
person/machine/resource can be assigned to one specific job without worrying about resource utilization.
All of these characteristics, when combined, drastically reduce the product's cost due to economics of
scale. Second, Variety is the processing of raw materials (goods/services) that requires a number of
operations before the final output is achieved/delivered. The resources used determine the capability of

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any task to be conducted. Third, Variation is the third of the four Vs - the third "dimension" of
operations. It relates to the degree of change and predictability of demand that a company's operating
faces. Finally, Visibility is the value that the resources add to the process, which is ultimately achieved
directly by the customer. We are able to gauge the extent to which customers engage with the
product/information and its level of efficacy (Chiarini, 2015).

In terms of volume, Hoa Phat's presence in the global steel market is highly conspicuous. In 2020, Hoa
Phat produced 5.8 million tons of steel, ranking 51st in the World Steel Association's (WSA) list.
Compared to its Vietnamese counterpart, Formosa, a steel conglomerate situated in the Vung Ang
Economic Zone, Ha Tinh, Hoa Phat leads by 8 positions, securing the 59th position among 80 members in
the WSA list. This suggests that HPG plays a pivotal role in high steel output and holds significant
potential for further development, contributing significantly to Vietnam's steel economy (Vietnambiz,
2021).

In terms of variety, Hoa Phat has employed a diverse range of technologies, enabling the company to
diversify its product line. Specifically, HPG has made significant technological advancements in non-
refining processes, employing technologies such as the converter-to-continuous casting process. With this
technological process, molten steel post-conversion requires refining before entering the continuous
casting phase - akin to producing steel from scrap metal using electric furnaces. Additionally, innovations
such as coke oven gas, and oxygen blast furnaces as substitutes for coke blast furnaces are also new
technologies enhancing the quality of HPG's products. Continuously developing new products, HPG aims
to serve high-rise construction projects, introducing a wide array of diverse products including wire rod
steel and welding rod steel, among others. These technological advancements and the array of supporting
products significantly contribute to the company's pro duction processes, leading to a high variety of
evaluations when analyzing Hoa Phat Corporation (Hoaphat, 2019).

In terms of variation, there has been a significant upsurge in the fluctuation of steel production demand
from customers in recent years. The growth rate of Vietnam's steel industry has consistently been in the
double digits. Domestic enterprise crude steel production in 2021 reached 23 million tons, marking a 4.6-
fold increase from 2011 and over 70 times higher than in 2001. Hòa Phát Group's market share in
construction steel has notably risen from 1% in 2002 to over 35% presently, leading the Vietnamese
market. It can be observed that the analysis of variation within the steel industry, both broadly and

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specifically within HPG, depicts persistent high levels of variability and growth. This demonstrates the
substantial potential of the steel industry domestically and internationally, contributing significantly to the
nation's financial resources (Trituemoi, 2022).

Regarding visibility, HPG has affirmed that the steel production process within the corporation is an
enclosed, environmentally friendly process. Hence, customer intervention in the production or service
supply process of the conglomerate is strictly prohibited. HPG's customers will only provide input through
product requests, specifying steel quality based on customer-specific size requirements. As a result, HPG's
visibility will be evaluated at a low level. Through 4Vs, it can be determined that HPG's operational
management has the operating characteristics of the mass production-mass process. Because the steel
market in HPG is one of the largest markets and needs quality steel in large quantities to meet domestic
and foreign needs (Hoaphat, 2023).

1.4. Relationship between operations function with others

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Figure 4: The relationship between the operations function and other core and support functions of the
organization (SANTRA, 2018).

To begin with, any organization's operations are its beating heart, and they are interdependent with
all other organizational functions. An organization's departments work together to accomplish shared
goals both personally and collectively. They are only relevant as a component of an intricate web of
organizational functions and cannot exist or prosper in isolation. First, there's a common collaboration
between marketing and operations management. Marketing determines what the consumer needs and
wants, and operations management makes sure that the production of goods or services satisfies those
needs. Second, operations provide information about the usefulness of a new product to product
development, or the R&D department as it is commonly known. The operations also assess whether the
product can be produced commercially. To stay ahead of the competition in the business, operations
depend on the R&D department for assistance with new product ideas and technological updates. Third,
operations and human resources collaborate on tasks about manpower. Operations and HR work
together to ensure that operations have the talent they need, both quantitatively and qualitatively. HR then
makes sure that operations have access to these resources (Piercy, 2007).

The correlation between the operations function and marketing function is applied within the HPG
steel conglomerate. HPG's marketing department extensively acquires information by directly engaging
in the sales promotion of the company's steel products. Regular sales engagement with various prominent
partners both domestically and internationally enables this department to refine the sales schedule,
organize, and streamline the inventory of steel products. Furthermore, consistent market visits by this
department facilitate a substantial learning process, thereby providing valuable insights to the operations
department. These insights aid in adjusting operational information, refining production processes,
optimizing product parameters to reduce costs, and enhancing export volumes vis-a-vis competitive
counterparts. Specifically, the Marketing department evaluates the consumption trends of hot-rolled
coil (HRC) steel products, estimating an annual demand of approximately 12 million tons.
Importantly, Vietnam still heavily relies on importing 60% of this type of steel, particularly for
HRC in the domestic market (Hoatphatdungquat, 2023).

The relationship between the product/service development function and the operations function is
applied within the HPG steel corporation. Through the Marketing department, the anticipation of the
steel market demand in Vietnam for hot-rolled coil (HRC) was foreseen, and confirmed by the Operations
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department. This collaboration with the product development functions led to the creation and delivery of
a unique HRC steel product to the market, developed by the HPG conglomerate. Specifically, hot-rolled
coil steel finds extensive use across various industrial sectors. This new material facilitates easy
application for construction and product development in companies. In the automotive and engine
manufacturing sector, for instance, hot-rolled coil steel is employed in producing engine components
like gears, shafts, and various other parts (Hoatphatdungquat, 2023).

In summary, the marketing department, by conducting extensive market research with many customers in
the steel industry looking for hot-rolled steel, has facilitated the provision of demand-related information
to the product development department. company products. This therefore aids in adjusting the company's
output to precisely meet market requirements, potentially delivering significant revenue and profits. The
collaboration between the marketing and product development departments creates a connection between
them, from the operational process to having a major influence on production and properly responding
to market demand output. The synergy of typical departments such as marketing and product
development promotes seamless operations by facilitating the exchange of critical information between
the two departments and aligning their respective functions.

1.5. Analysis of Role Effectiveness of OM

The analysis of the operations' role indicated that the HPG steel conglomerate has been able to
compete with its large-scale industry rival, Formosa Group. This competitiveness has been achieved
through an appropriately structured production model and collaboration between departments such as
marketing and product divisions, which have boosted Hoà Phát's confidence in competing against the
major player, Formosa. According to Hoa Phat's Chairman, Tran Dinh Long, after a four-year span, the
entire project was completed and became fully operational by January 2021. Since then, the production
capacity of raw steel and the introduction of various new products into the market, such as hot-rolled coil
steel, have enabled Hoa Phat to surpass Formosa Ha Tinh, becoming the largest steel producer in Vietnam
and the Southeast Asia region. The suitable production model has significantly contributed to the
increasing and stable production output at the Dung Quat Complex, leading to a substantial surge
in Hoa Phat's market share in the construction steel segment from 1% in 2002 to over 35% by 2023,
positioning it as the leader in the Vietnamese market. For the objectives of Hoa Phat Steel
"Becoming an industrial production group with leading quality, in which Steel is the core field". HPG's
goal will be quality because Hoa Phat products are always of high quality, clean and environmentally
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friendly, even in the group's closed production process. Meets a large amount of steel demand globally. In
addition, the flexibility factor is also one of the secondary factors of HPG Group, as HPG's products and
services are also diverse such as rolled steel, hot rolled steel, etc. That helps the group meet market and
customer needs. The relationship between operations management and organizational objectives helps
HPG to link the steel production process, from the objective towards HPG's main goal of quality, which
will make the company's operations management more organized and production. better quality for the
company's steel products. (Trituemoi, 2022).

Table 1: Operations management uses resources to appropriately create outputs that fulfill defined market
requirements

In line with Hoa Phat's organizational goals, the company follows its mission, vision, and core
principles in managing operations. The mission statement prioritizes the delivery of top-notch
products, contributing to an improved quality of life, and earning customer trust. This strategy supports
Hoa Phat in meeting its objectives, focusing on specific markets, and fulfilling its needs by dedicating
efforts to satisfying its customer base. As a result, it leads to meeting the demands of their clientele.
Additionally, the company's vision is centered on becoming a leading manufacturing conglomerate, with a
primary focus on the steel industry. Consequently, Hoa Phat's product outputs are related to steel, which
aligns with their overarching goal of being an emerging leader, establishing the company as a standout
player in the steel industry and making significant contributions to its growth. Through implementing
Hoa Phat's transformation model, the company effectively uses resources, starting from iron ore to
produce hot rolled steel. This streamlined process supports the production process of hot rolled steel
which is one of HPG's processes for many other steel products such as steel coils, steel pipes, etc
(Hoaphat, 2023).

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Table 2: Operations management uses resources to appropriately create outputs that fulfill defined market
requirements

The comparison among three prominent companies in the Vietnamese market, namely Hoa Phat
Corporation, Vinamilk, and VinFast, listed on the stock exchange, reflects their diverse production
processes and objectives. These differences stem from their distinct industries: Hoa Phat specializes in
steel, Vinamilk in dairy products, and VinFast in automobiles. On the one hand, Vinamilk's
distinguishing factor lies in its resources, primarily milk, which directs its production processes geared
towards cost optimization and efficiency, aimed at processing milk to create a variety of dairy products.
Contrary to the other two corporations, Vinamilk's organizational objectives focus on "delight," driven by
their business philosophy emphasizing customer satisfaction and happiness (Vinamilk, 2023). On the
other hand, VinFast, an automotive company, heavily relies on imported resources despite its sector.
Their products prioritize durability and superior quality for customers. VinFast's approach to resource
appropriation centers on precision, differing in their assembly processes due to the nature of car
manufacturing. Consequently, VinFast's organizational objectives are under refinement, prioritizing
customer satisfaction and current market demand fulfillment (Vinfast, 2023).

In summary, the comparison between two distinct industries—automotive (VinFast) and dairy
(Vinamilk)—in contrast to the steel industry (Hoa Phat Corporation), shows differences in input resources,
production processes, outputs, and business objectives. Nevertheless, all companies aim to deliver high-
quality products that meet market demands and customer needs.

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2. Contribution of effective supply chains to the organization

2.1. Supply network

Figure 5: Supply network of Hoa Phat Steel Group

A supply network can expand to encompass a company's clientele. The primary customers directly
purchasing from the company are referred to as the first-tier customers. If these customers further sell the
products to other entities, these subsequent buyers are categorized as second-tier customers. For instance,
a watch manufacturer might distribute their products to a watch distributor (considered the first-tier
customer), who in turn supplies retail stores (identified as second-tier customers) (Levalle, 2017).
Interacting with its clientele, Hoa Phat Corporation primarily serves prominent distribution entities, such
as extensive construction conglomerates and specialized steel manufacturers that provide construction
materials, machinery-related resources, and specific automobile components. These foremost clients,
major distributors, mirror the service procedures for subsequent retailers downstream, including projects
seeking materials and repair centers needing spare parts for their construction projects or final products.
Additionally, at times, these retailers may directly access manufacturing facilities to acquire raw materials,
bypassing intermediaries and streamlining the process. While this direct approach necessitates retailers to
allocate time for visiting these manufacturing sites, it aids in reducing a portion of the customary expenses
typically associated with intermediary wholesalers (HoaPhat, 2023). Regarding suppliers, Hoa Phat is

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among the primary steel suppliers for major distributors both domestically and internationally.
Consequently, the importation of resources or machinery to serve customers must ensure both quality and
an adequate quantity. For the conglomerate's first-tier suppliers, there are two principal sources that the
corporation requires in large quantities: iron ore and coal bricks. According to Hoa Phat Corporation's
Chairman, Tran Dinh Long, in 2020, the company imported 13 million tons of ore and 7 million tons of
coal from suppliers in Australia. Moreover, to exploit such significant resources, the Australian plants also
need to purchase machinery and engage with second-tier suppliers—corporations providing machinery,
equipment, and raw materials like oil—to ensure the proper extraction and timely supply to the HPG steel
conglomerate. Through the supply network, one can gain an overview of the supply and demand
landscape operating within the production process of HPG (Vietnambiz, 2021).

Figure 6: Operations structure and scope (Chapman, 2020)

The structural aspects and extent of operations, when applied to HPG, encompass three key factors that
influence the organization: configuring the supply network, the capacity of supply network operations, and
the location of supply network operations. In terms of configuring the supply network, when analyzed
within HPG, the seamless organization of elements in the supply process aids HPG in potentially
smoother production and export processes. The company has identified credible sources by selecting
appropriate suppliers such as construction contractors, automobile manufacturers, and reliable raw
material suppliers, establishing optimized production procedures that focus on delivering high-quality
products and services to customers. Moreover, concerning the location of the supply network, it stands as

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a structural strength benefiting HPG in its supply processes. HPG strategically places its supply chain
across various locations nationwide, encompassing raw material distribution points and factories, with
plans for international expansion. This strategic positioning simplifies the distribution process to first-tier
customers, ensuring timely deliveries and bolstering credibility, thereby enhancing HPG's production
capacity for its clientele (Hoaphat, 2023). Regarding the scope of HPG, the company's scope is vertical
integration. Hoa Phat Group has applied its market expansion strategy effectively in building large
factories to produce steel in many locations such as Dung Quat, Hung Yen, Hai Duong steel factories, etc.
In addition, Hoa Phat also builds direct distribution channels to help customers buy HPG steel products
directly without going through indirect distributors. This helps HPG expand its reach and strengthen its
influence on the market. Applying the scope of the operations' supply network, specifically vertical
integration or structures such as location supply network, and configuring helps HPG save operating
costs and control the quality of the group's steel products to manage risks and optimize costs for the
strategy "Becoming a leading industrial manufacturing corporation in which steel is the core
product" (Hoaphat, 2015).

2.2. Capacity management

2.2.1. Definition of capacity management

Table 3: Capacity management of Hoa Phat Group

Capacity management involves ensuring that a company optimizes its potential activities and production
output consistently, regardless of circumstances. It quantifies a company's capability to accomplish,
manufacture, or market goods within a specific timeframe (Andrew, 2020). Hoa Phat Steel Group
employed three methodologies to gauge its production capacity: design capacity, and actual output. In
terms of the company's design capacity, it foresaw reaching a maximum production potential of 8
million tons of steel in 2021 under standard operating conditions (Dautuvakinhdoanh, 2020). However,
Hoa Phat's actual steel output in 2021 soared to 8.8 million tons for construction, surpassing the design
capacity by an impressive 800,000 tons. This outstanding accomplishment represents a considerable surge

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in market demand by 35% compared to the corresponding period, underscoring Hoa Phat Steel Group's
substantial growth in meeting market demands (HoaPhat, 2023).

2.2.2. Demand forecasting

In Hoa Phat Steel Group's (HPG) demand forecasting analysis, two methods are utilized: qualitative
and quantitative approaches. For the qualitative method, HPG opted for the Panel approach.
Specifically, following the CEO's guidance, the company organized an in-house training session on
Climate Change Response conducted by the Group's Policy Committee, which was then shared within the
steel market at Hoa Phat. According to Mr. Nguyen Viet Thang, CEO of GreenCIC Company Limited:
"Hoa Phat has integrated an ERP system at the Hoa Phat Dung Quat steel complex to oversee raw
materials from inception to completion using precise measurable metrics, allowing real-time data
extraction whenever necessary." Moreover, Hoa Phat intends to implement various production
enhancements, such as substituting coal with hydrogen to decrease greenhouse gas emissions and adhere
to national and international environmental regulations. This initiative holds significant importance for
HPG to fulfill environmental standards in the steel market, streamlining the company's import and export
operations. Decreasing greenhouse gas emissions aids in curbing global warming. Being a substantial
industrial manufacturing entity, Hoa Phat consistently updates itself with new information to proactively
adapt to evolving policy changes (Ongthephoatphat, 2023). When it comes to quantifying demand
forecasts, two main methodologies are employed: time series analysis and casual modeling. Particularly
within the context of Hoa Phat Steel Group (HPG), the emphasis is placed on employing the time series
analysis method. This particular approach leverages data derived from Hoa Phat's prior projects to
facilitate an in-depth examination of customer demand and the steel-related requisites for the company's
partners. A notable example is the Dung Quat project, considered one of HPG's most triumphant ventures,
which positioned the company as the foremost steel production facility in both Vietnam and Southeast
Asia. The successful evaluation of the inaugural phase of HPG's steel production endeavor over a
four-year period provided precise data beneficial for financial preparation, cost reduction
strategies, and further enhancements in production methods for the second phase of the Dung Quat
project. Furthermore, the utilization of data gathered from the initial phase of the Dung Quat
project allowed Hoa Phat to make considerable progress within the steel industry by accurately
anticipating market demands. As a result, HPG's Dung Quat phase 2 initiative is anticipated to
yield an additional production of 5 million tons of steel upon its conclusion (HoaPhat, 2021).
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2.2.3. Capacity variation

Chart 1: Structure of Hoa Phat steel sales volume 2021 (HoaPhat, 2021)

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Chart 2: Structure of Hoa Phat Steel Sales Volume 2022 (HoaPhat, 2022)

When assessing capacity variation within Hoa Phat Steel Group (HPG), the model of capacity variation
encompasses the ability to forecast volatility in demand concerning the company's capacity. Specifically,
2021 marked an impressive year for HPG, achieving record-breaking steel sales of 8.8 million tons,
significantly surpassing the estimated output of 8 million tons aligned with customer demand (exceeding
by 800,000 tons) and exceeding the group's expectations. Examining the structure of steel sales volume
for HPG in 2021, it reveals consistent monthly steel consumption averaging above 600,000 tons
throughout the year (HoaPhat, 2021) . In addition, when steel sales volume increased continuously in
2021 (800,000 tons of steel), HPG's designed capacity also increased, reflecting the group's plans to
open more factories like Dung Quat in the period. 2, or containers to serve additional demand for
transporting iron and steel output thanks to the significant increase in sales of HPG's steel output in 2021.
Conversely, the analysis of HPG's steel sales volume structure in 2022 indicates that while the
production remained between 8 million to 8.8 million tons annually, global steel demand decreased due
to the armed conflict between Russia and Ukraine coupled with the lingering effects of the Covid
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pandemic, impacting steel consumption worldwide and augmenting domestic supply. Moreover,
fluctuations in oil prices increased the cost of production and machinery materials for HPG, leading to a
decreased steel consumption of 7.2 million tons (a 7% decrease compared to 2021). Thus, it is evident
that demand and capacity remain critical factors for HPG to monitor closely to enhance production levels
and meet customer demands both domestically and internationally. (HoaPhat, 2022).

To address the decline in productivity coupled with increased material costs such as coal and rising oil,
impacting Hoa Phat Group's steel production process, the company should focus on reducing
unnecessary expenses, such as excessive staffing at the factories, which adversely affect costs. Moreover,
adopting advanced modern machinery technologies to replace manual labor can help the company curtail
labor costs. Additionally, Hoa Phat Group should establish fixed pricing for corporations requiring large
quantities of goods, fostering long-term relationships with the company's primary customers. In
summary, capacity management significantly influences organizational effectiveness by enabling HPG to
achieve steel production levels consistent with its annual capacity, while also assessing market demand to
mitigate external factors, ensuring the company delivers more accurate and specific production outputs
(Diginet, 2022).

2.3. Supply chain management

2.3.1. Definition of supply chain management

Supply chain management (SCM) involves overseeing the movement of commodities and services to
and from a company, encompassing all stages in converting raw materials and parts into end products and
delivering them to the end consumer. Efficient SCM plays a pivotal role in optimizing a company's
operations by reducing inefficiencies, enhancing customer satisfaction, and securing a competitive edge in
the market (Jason, 2023).

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Figure 7: Types of supply chain relationships (Bradley, 2001)

As mentioned in the transformed resources section, the main raw material is iron ore provided by the
Australian market. In addition, HPG Steel Group has many other suppliers in the process of
transportation, cleaning, and many other services. However, largely based on the supply network that the
group applies, the company has implemented a vertical integration strategy to complete its production
activities. This proves that with fewer suppliers, HPG almost completely controls all operating processes
of the company without needing to hire additional third parties. Therefore, HPG will be at relatively
nothing, and supplies the operation is close, with few suppliers.(HoaPhat, 2022).

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 Page 24

Figure 8: Sourcing strategic decision model (Mindtools, 2023)

For the sourcing strategy and supply selection part. Through the transformational process of HPG
Group, it can be seen that the main input of HPG Group is iron ore, and in the transformation
process, HPG Group will have to combine it with coal and coke and some other additives and then
put it into the smelter. horizontal and produces hot rolled steel output. In the process of creating HPG
products, raw materials such as iron ore, coke coal in Australia and some other domestic additives are
needed, demonstrating that HPG is multi-source. However, for iron ore and coke coal, HPG will apply
Botteneck, specifically the supplier is the Australian market, and HPG additives can be imported
domestically and abroad, so non-critical will be applied to the source.

Regarding the importance of raw materials for HPG's hot rolled iron coils such as iron ore and coke
coal, when the company imports one source, it will help them create a close relationship with the
supplier, reducing costs. Operating costs for businesses meet the goal of product quality, in addition, the
cost factor is also met in this case. However, choosing one supplier will also make HPG dependent on
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 Page 25

the supply of ore and coal in the Australian market, leading to high risks for the business. For additive
materials, when applying non-critical materials, it will help businesses achieve the goal of speed and
flexibility. It helps HPG have many options, and respond to supply goods faster than other sourcing.
However, sometimes the product quality will not be the same, the price will not be cheap when HPG's
relationship with these source suppliers is not long-lasting, causing HPG's additive materials to fail.
There will also be no discount.

2.3.2. Supply chain dynamics

Line chart 1: Industrial production index by industry*divided by Industry and Year (Gso, 2022)

For supply chain dynamics, based on fluctuations industrial production index by industry* divided by
industry and Year between industries including mining metal ores, manufacturing and processing
industry, metal production are all industries causing fluctuations in the steel market of HPG Group.
The general comment on capacity variation above also clearly describes how HPG in the period from

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 Page 26

2020-2021 will be affected by a decrease in global steel consumption at the group. Analyzing the tables
of metal manufacturing industries, we can see that the production index of the processing industry,
especially the metal manufacturing industry, has gradually decreased since 2020 and peaked in
2021. Due to the market situation World consumption decreased due to Covid-19, and at the same time,
the war between Russia and Ukraine also caused economic recession, the price of petroleum raw
materials increased, causing the metal production process (Steel) of the countries to decline (Gso, 2022)

Hence, the significance of technology's role in facilitating operations aids HPG in mitigating
inventory risks while evaluating monthly and yearly outputs, ultimately contributing to cost savings
and fostering streamlined management across the entirety of the business's supply chain. Notably,
HPG acknowledges the challenging period in the steel industry spanning from 2020 to 2025. In response,
the company has engaged in a collaborative partnership with CMC Technology Group within the
framework of the enterprise's e-business. Specifically, CMC will extend support to HPG by leveraging its
expertise in production operations, encompassing analysis of output, gauging market demands, and
forecasting supply and demand dynamics, thereby aiding HPG in inventory adjustments, cost
optimization, and enhancing business productivity. The unique advantages offered by CMC empower
HPG to globally monitor product outputs and address customer experience requirements, especially
concerning HPG's hot rolled steel products (Cmc, 2021).

2.4. Inventory management

2.4.1. Definition of inventory management

Inventory management pertains to overseeing the acquisition, storage, utilization, and commercialization
of a firm's inventory. It encompasses the supervision of raw materials, parts, completed goods, and the
handling and storage of these items. Various inventory management approaches exist, each carrying its
own advantages and disadvantages, tailored to suit the specific requirements of a company (Adam, 2023) .

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Table 4: Inventories of Hoa Phat steel

For inventory management, there will be 4 main management methods: order management, layout
management, inventory information system, and physical inventory. First, for physical inventory
when applied to HPG Group, the actual number of steel products the company is storing and storing in the
warehouse will usually be inventoried and counted in full. Second, for information systems, is the
amount of inventory quantified and displayed on the company's software systems. When companies apply
this system, HPG will be able to easily control steel sources remotely without having to go directly to the
warehouse

For physical inventory, it affects inventory management. During the process, the number of products
stored in advance helps HPG to help businesses manage HPG's steel output target. Good inventory
management through physical inventory also helps the group store enough steel to meet the market
demand for the steel industry, increasing output to meet the goal of "Becoming a The group has a
leading industry, with steel being the core field."

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Chart 3: Hoa Phat's business results (Hoa, 2022)

Evaluation of inventory fluctuations of Hoa Phat Group in the context before and after the Covid-19
pandemic. Hoa Phat software applied in inventory management is RFID (Radio-Frequency
Identification) technology. This type of technology is a type of corrugated identification card technology
that is placed on each batch of Hoa Phat's hot-rolled steel products. When using this technology,
employees working in the warehouse will easily manage the quantity, quality, and security of the number
of steel products in stock (SBiz, 2023) .Before Covid, it was a time that affected the economy, due to the
frozen transportation of goods and raw materials from other countries, in which Hoa Phat was one of the

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largest regular steel factories. Transmitting production from domestic to other countries is also greatly
affected. During the first quarter and third quarter of 2020, the peak of the COVID-19 pandemic occurred,
causing fluctuations in HPG's steel inventory when the company reduced its peak inventory level of VND
20 trillion. , which demonstrates the effects of the COVID-19 pandemic, causing Hoa Phat's goods supply
to be affected due to limited transportation and supply. However, by 2021, the Covid situation was
under control and the market was loosened, helping HPG stabilize after a gloomy economic year. In
2021, the market gradually increased from Q1 to a peak in Q3 of over 40 trillion and gradually decreased
in Q4 to gain momentum until 2022, the market began to stabilize again and inventory reached its peak in
3 years 57.6 trillion VND. In summary, the fluctuations in HPG Group's inventory before the COVID-19
pandemic were seriously affected by the goods transportation policy, and fewer buildings and houses were
built, causing the group to reduce its inventory. warehouse. However, by 2022, the market will begin to
recovery, opening the steel market to help HPG have more opportunities to import more inventory,
meeting the great demand of the steel market (Hoa, 2022).

In summary, the contribution of supply chain management has highlighted the importance of supply
network, capacity management, supply chain management, and inventory management, which has greatly
impacted the operation management and objectives of Hoa Phat Steel Group. Summing up, it can be
seen that HPG is different from other companies as the supply network of HPG steel will be at the
vertical integration level of self-producing steel products, especially hot rolled steel, compared to other
companies such as Vinamilk or Vinfast companies with different production and operating environments,
such as they will have to rely on third parties to produce components and raw materials to support their
products. Regarding capacity, for HPG Steel compared to other corporations, the estimate of the group's
steel output is also different from the other two corporations, because the level of demand for the group's
products will also be different. than Vinamilk and Vinfast. Regarding supply chain management, HPG
also manages supply differently because right from the company's scope, they will not have to depend on
anyone but they can produce their own products, leading to the company's supply strategies being
different. Finally, for inventory, HPG Group is also a steel company, so the application of the physical
inventories inventory method will also be different from Vinfast's Vinamilk and Vinamilk automobile and
dairy products, so the amount of inventory, HPG's regulation of stored products will also be different.

3. Operations management problems and solutions

3.1. Operations performance
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3.1.1. Operations performance at three levels

Figure 10: Three level of operations performance

In the context of operations performance, there are three tiers encompassing the societal, strategic, and
operational levels. First, the societal level incorporates the concept of the 'triple bottom line.'Second, at
the strategic level, the focus lies on how operations can aid in fulfilling the organization's broader strategy.
Lastly, the operational level involves implementing the five performance objectives in operations.
(Pinheiro de Lima, 2008).

Regarding the operations problem of HPG Steel Group, the specific case of Hoa Phat in 2020 is a year
when Hoa Phat encountered many protests about the company causing air pollution, causing a strong
odor. from Hoa Phat's coke refining process. That affects the surrounding people living near the factory as
they often have to inhale dust, smoke and substances that affect health from iron ore and coal produced in
the production process. This problem is one of HPG's old problems that will also be an issue that the
company will need to come up with a solution for with the risk that this case will happen again in the
future.

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 Page 31

The goal of HPG Group is to "Turn the company into a leading manufacturing and processing
industry in which steel is the core field" with a bias towards "quality" products and "speed" output.
Through three levels of operations performance, HPG will evaluate the impact of the pollution problem
caused by the HPG manufacturing plant through a 3-level model. First, for the societal level, the
problem that Hoa Phat affects is the planet, and the people of the episode then come to profit. Causing
pollution will cause the corporation to affect environmental pollution, thereby causing the health of the
people or customers of the business to be affected, thereby reducing HPG's customers and causing harm to
the environment. The impact on profit fluctuations will also decrease. Second, for the strategic level,
causing environmental pollution also causes HPG to affect the organization's revenue, when the amount of
media, and many people around petitioning about the factory will affect them. As a result, the group's
revenue also declines, and other investors will also stop investing. Finally, for the operational level,
flexibility and dependability are two main factors affected for HPG when the level of flexibility in
handling smoke source pollution due to HPG's steel product manufacturing process does not meet the
environmental requirements. as good as customers require, thereby affecting the company's reputation.
HPG causes a loss of trust with customers, thereby affecting the company's profits and revenue.

Moreover, benchmarking enables a company to enhance its competitive edge by learning, recognizing,
and enhancing its value chain activities that competitor companies excel in, particularly in areas such as
cost, service quality, reputation, and operational effectiveness (Moriarty, 2011). In a similar context,
within Vietnam's expansive industrial sector, one noteworthy company is the Vietnam Cement
Corporation (Vicem). Vicem, akin to Hoa Phat Steel Group, faced challenges related to substantial
emissions of gray smoke and dust resulting from cement production. These emissions had adverse effects
on the surrounding populace, causing environmental degradation. Nonetheless, the company has
proactively employed technological solutions to address these issues, effectively mitigating the impact
of dust and smoke emissions, thus safeguarding the local community from the adverse effects of these
pollutants. Specifically, Vicem has adopted a dry dust treatment approach, employing both sleeve
smoke dust filters and electrostatic smoke dust filters. In the sleeve dust filtration method, gas passing
through the system is purified, and the dust is removed through vibration. Meanwhile, the EP
electrostatic smoke dust filtration technology utilizes an electromagnetic field to attract and collect
dust particles and smoke through the movement of electric current, subsequently depositing them into a
collection unit for easy removal, minimizing any adverse impact on nearby residents. Vicem's successful

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implementation of these technologies presents an opportunity for Hoa Phat to learn and adopt similar
measures, thereby addressing immediate pollution concerns and bolstering its reputation among
customers, ultimately fostering sustained growth in the long run (Dattin, 2023). Technology investment
solutions need to be considered carefully with an assessment of the 4 aspects of the Balance Scorecard.

Perspective Objectives Measures Target Initiatives

Financial -Propose a financial -Full efficiency - This metric - Implement
perspective plan for investing in in terms of ROE must be financial
dust filtration and total approved by planning before
December 3,
technology investment the board of
2023
costs directors and - Bring the plan
the board of to the General
shareholders Meeting of
Shareholders
and the Board of
Directors for
approval on
December 5,
2023

Customer -Customers grasp -Number of - Bring 60% of -Marketing on

perspective the increase in communications customers media and
machinery and related to interested in newspaper
environmental investment in HPG's websites helps
changes dust filtration production increase
technology to environment customer
clean the (Check weekly) interest
environment

Internal - A large number of - Number of -Number of - List all

process departments departments departments participating
contributed ideas in involved in participating departments,
investing in dust proposing when starting assign tasks,
filtration technology investment in to implement consult with
dust filtration financial many
technology planning from departments and
December 3 to make a decision
December 5 before
December 5,
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2023.

Learning and Train employees on -Employees -100 employees - Organize

growth awareness and use regularly are proficient in training for
perspective of new dust filtration consciously use technology and long-time
technology for environmental technologies employees or
factories cleaning are installed leaders, remind
machines throughout leaders to direct
HPG's factory and
facilities communicate
with employees

Table 5: Balance scorecard

Therefore, for problems such as air pollution of Hoa Phat Steel Group, balanced solutions and
implementation experience from Vicen company through the application of benchmarking have also
helped the company maintain 3 levels including societal level, strategic level, and operational level.

4. The use of digital technologies for effective operational performance

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Figure 11: Process technology

When it comes to the influence of digital technology on operational efficiency, it can be clearly seen
that Hoa Phat Steel Group wishes to affirm its leading position in the manufacturing and processing
industry, with steel as the focus. However, the common challenge that Hoa Phat and many other
companies face is environmental pollution, which significantly affects Hoa Phat's overall reputation. To
solve this problem, Hoa Phat has implemented advanced solutions to minimize environmental
pollution due to factory emissions. Both of the following solutions will fall under material processing.
Firstly, the company has applied advanced ultra-clean heat recovery coke technology, which is
recognized as one of the most advanced technologies globally. This environmentally friendly technology
produces clean coke with heat recovery, complying with the environmental standards set out in the CDM
(Clean Development Mechanism) of the Kyoto Protocol, thereby reducing greenhouse gas emissions.

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glasses. Therefore, the main key capability of this solution is the elimination of toxic gases, smoke, and
toxic substances generated during the coke refining process. This technology only recovers heat energy to
provide energy for generatorms helping Hoa Phat proactively meet nearly half of its electricity production
needs, while significantly minimizing its impact on the environment. Second, another solution
implemented by HPG Steel involves closed circuit technology, specifically demonstrated at the Iron
and Steel Production Complex in Hai Duong. Through a 100% closed blast furnace system, the method
has key primary capabilities to ensure no discharge into the environment, meticulous treatment of all
waste, emissions, and wastewater to meet current standards in industrial production. heavy industry.
Technology emphasizes recycling and avoiding discharge of production water into the environment
(CongNgheHoaPhat, 2023).

Figure 12:Three dimensions of process technology

In HPG's two solutions, applying closed circulation technology and heat recovery coking technology.
HPG's variety and volume will remain high level because these two types of technology of the group are
flexible, and help HPG's dusty air environment not affect surrounding people or the internal environment

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are also not affected. From there, it helps the company's operating system run smoothly and create
output and diversify many steel products to reach consumer markets both domestically and
internationally.

From HPG's technology solution, it creates a great impact on the company's objectives through 5 factors.
First, for quality, environmental protection helps HPG be more confident in the cleaning process.
cleaning steel products, ensuring clean water sources will help products exported to the market, ensuring
product quality to customers. Second, for the speed of HPG, when the environmental hygiene factors are
guaranteed to be safe, the product inspection stages, the company will no longer have to worry about the
problem of environmental pollution emitted by the factory. helps the corporation focus and produce
products to customers faster. Third, for dependability, HPG's environmental protection after applying the
two solutions has helped HPG gain more customer trust, and the customer's feeling will be more assured
with the company. fulfill responsibility towards society. Fourth, for flexibility, handling environmental
resources more cleanly will help the corporation be more flexible on other issues later, become more
confident and come up with more new strategies. Finally, from providing environmental protection
solutions through the application of technology, the group also affects cost issues, applying
technology to dust and smoke treatment equipment. That helps Hoa Phat to cut down on personnel costs in
cleaning the waste and toxic gases that the factory produces.

In short, technology is an important factor in operating a business, it helps businesses increase production
output, thereby helping businesses increase profits. In addition, large businesses such as HPG and many
corporations in different industries will also be able to cut many costs thanks to its convenience.

5. Evaluate the impact of technology on operations management (e.g. cloud computing, remote
working, convergence of technology platform)

6. Recommendations of solutions to support decision making in terms of evaluation of external

influences on contemporary operations management (e.g. PESTEL, globalisation, sustainability)

III. Conclusion

In summary, this report has scrutinized operational aspects and assessed all current processes, providing
suggestions for enhancing their efficiency and effectiveness. The analysis involved examining the
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operational procedures, outlining the significance and contributions of operations management, detailing
operational performance, and assessing how technology influences operations management. Additionally,
the report offers recommendations to aid decision-making by evaluating external factors impacting
modern operations management. It critically assesses the application of operational methods in problem-
solving and achieving business objectives.

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