TABLE OF CONTENT

ACKNOWLEDGEMENT i

ABSTRACT ii

CHAPTER I. INTRODUCTION 1

I. RATIONALE . 1

II. PROBLEM STATEMENT . 1

III. RESEARCH METHODOLOGY . 2

1. Objectives 2

2. Information sources 2

3. Scope 2

4. Presentation of the Research report 2

5. Limitations 3

CHAPTER II. CONCEPTUAL FRAMEWORK . 4

I. VALUE CHAIN CONCEPT AND RELATED ISSUES OF STRATEGIC MANAGEMENT IN MANUFACTURING 4

II. THE CEMENT INDUSTRY . 11

1. Definition and usage of cement: 11

2. Cement ingredients: 11

3. Characteristics of the industry . 12

4. Process of cement production . 13

5. Types of cement: 13

CHAPTER III. HPCC - COMPANY PROFILE 15

I. BACKGROUND 15

II. THE VIETNAM CEMENT INDUSTRY – COMPETITION AND CONSUMPTION 15

III. BRIEF OF HPCC’S OPERATION . 16

1. Material Resources . 16

2. Machine – Equipment – Technology: . 16

3. Human Resource: 16

4. HPCC’s product range . 17

5. Manufacturing process 17

IV. THE NEW PLANT PROJECT 17

CHAPTER IV. AN ANALYSIS ON THE COMPANY’S CURRENT VALUE CHAIN 18

I. SUPPLY 18

II. MANUFACTURING 20

III. MARKET ANALYSIS . 24

1. Geographical markets 24

2. Product Portfolio: . 26

3. Customer segmentation and customer policies . 27

IV. SUMMARY . 30

1. Major weaknesses of HPCC: . 30

2. Reasons: 31

CHAPTER V. THE PROJECT OF THE NEW PLANT IN THUY NGUYEN – TRANG KENH - HAI PHONG 32

I. THE NECESSITY OF THE NEW PROJECT . 32

1. Natural condition: 32

2. Material condition: 32

3. Socio-economic condition: . 32

II. THE NEW PLANT’S OPERATION . 33

1. Manufacturing . 33

2. Control system . 33

III. MARKET ANALYSIS . 34

1. The industry 34

2. The Demand for Cement in Vietnam 34

3. Benchmarking 35

IV. INFORMATION FLOW 36

V. ORGANIZATIONAL CHANGES 36

CHAPTER VI. CONCLUSIONS AND RECOMMENDATIONS 38

I. CONCLUSIONS 38

II. RECOMMENDATIONS 39

REFERENCES . 43

APPENDICES 44

EXHIBIT 6.A. HAIPHONG CEMENT COMPANY (Old Structure) 46

EXHIBIT 6.B. HAIPHONG CEMENT COMPANY (New Structure) 47

EXHIBIT 7.A. BALANCE SHEET . 48

EXHIBIT 7.B. INCOME STATEMENT . 49

EXHIBIT 8. GEOGRAPHICAL CONSUMING MARKETS . 5