Daco Logistics: Asserting its Position in the Industry

Daco Logistics Ltd was established and put into operation in 2007, with business lines including international sea freight, air freight, customs clearance, and import and export transportation services. In addition, the company provides domestic and international liquid cargo transportation containerised in flexible tanks (Flexitank). This type of liquid freight transportation saves costs and time for customers and is especially suitable for small and medium volume freight, as it does not rely on specialised devices like ships. These are Daco’s outstanding differences.

 

As a service provider, the company’s people are decisive in its success. Therefore, since its inception, the company has focused on recruitment and employment policies to attract talented and dedicated people. In pursuit of long-term and sustainable development objectives, the company is willing to recruit young university graduates. It focuses on building a working environment which inspires creativity. Especially, it always creates favourable conditions for students to practice to complete thematic internship reports or graduation theses. This activity aims to strengthen links between training schools and the company to improve the quality of human resources for the society, thus contributing to national development. This activity also helps it recruit good staff. This is the foundation that builds long-term human resources in its long-term and sustainable development strategy.

 

In my opinion, a company’s market success is not set in present total capital or modern technology, but determined by how its staff are organised or what values lead them. Building corporate culture is a long, hard process; hence, it needs a workforce that has right perception and standpoint, a strong faith and burning desire to the values the company is pursuing. Those values are building the company on a firm foundation on the basis of legal compliance, transparency, equality and harmonious settlement of interests of investors and employees, sustainable development of the company, and contribution to socioeconomic development.

 

The development of the company is only fruitful when it serves common interests. Building corporate culture aims to serve the common interests of the entire company in the process of existence and development. It must build an institutional system which includes professional issues like: the perfection and clarity of jobs on the basis of harmonised rights and responsibilities and benefits and obligations; standard knowledge and skills; spirit and attitude; work controlling and analysing process that helps leaders make wise market-oriented decisions and helps employees have faith and respect for leadership and know exactly how their work is done. That is what I have applied to run the company.

 

In the past years, as Vietnam lacks clear management mechanism for this business, anyone can provide logistics services at their own discretion. This has seriously affected Vietnam’s logistics development strategy. When logistics is developed spontaneously and not based on any overall plan, fragmentation is unavoidable. Meanwhile, time does not allow us to pilot and correct mistakes at the same time. If Vietnam continues to do this, it will certainly never keep up with the development of global logistics industry and it will always be a latecomer.

 

To overcome this reality, in recent years, logistics management authorities at both central and local levels have been trying very hard to introduce suitable solutions, particularly seeking expert opinions through workshops, seminars and other forums. However, it is impossible to fix its shortcomings immediately, as this requires a long, well-organised process.

 

The logistics industry must be developed sustainably. But, it must be accompanied by appropriate management mechanisms and based on planning. It must have appropriate policy mechanisms to avoid overlapping management and administration, and to create professional human resources for logistics services. Besides, infrastructure development must be coupled with a sustainable logistics development strategy.

 

As an industry insider, I very much agree with the above comment. Vietnam is a country with nearly 88 million people and is among the countries with the highest proportion of young people in the population. This shows Vietnam’s potential and abundant human resources. But, Vietnam also severely lacks highly professional and skilful logistics human resources. Due to objective factors, Vietnam has only recently officially entered the globally integrated economy and begun logistics development. Hence, it is difficult to require perfection in human resources. As an industry laggard, Vietnam must learn from countries with experience in developing the logistics industry.