Scavi Vietnam Export from 2010 - 2015

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However, a big weak point of this structure is that there are many annual meetings to update the progresses between lines of authority and for the top managers to make timely decisions. Also, when it comes to strategic direction or developing policies, there might be greatly diverging opinions between the managers. Accordingly, it would be costly and time-consuming to reach final decisions. Therefore, SOTRANS also establish consulting teams with the departments to help facilitating decision-making to reduce cost and time. In short, SOTRANS use this structure effectively, demonstrating great adaptivity and creativity in its internal operations.

2.2 Functions

2.2.1 Human resources (HR)

HR department helps management team in managing those fields:

- Strategic human resources management

- Administrative management

- Competition and bonus

- Supervision and protection

- Labour safety and environment clean-up

2.2.2 Research and development (R&D)

R&D department provides consultancy for the board of directors and chief executive office on building strategies, management policies, operations, development of the company and its associations.

2.2.3 Accounting and finance

Accounting and finance helps managing capital and assets. It directly manages fixed assets, debts, revenues, cost, taxes and dividends. It also prepares the financial statement and direct finance departments in associates.

2.2.4 Marketing

Marketing department helps identifying target market, market segmentation, product placement, marketing and business strategies.

2.2.5 Internal Control

Internal control department has the responsibility to check and evaluate SOTRANS’ activities. It also ensures proper implementation of the board’s decisions. It observes the potential and foreseeable risks and cooperates with other functions to mitigate them.

3. SOTRANS’ business outcomes

Table 1.1 Business outcomes from 2008 to 2012

Code

Indicator

2008

VND

2009

VND

2010

VND

2011

VND

2012

VND

10

Net sales

631.327.030.337

468.445.219.812

647.667.147.428

619.669.801.000

607.333.539.266

11

Cost of goods sold

(525.416.380.148)

(368.985.774.017)

(538.695.003.664)

(504.134.238.211)

(494.863.939.410)

20

Gross

profit

105.910.650.189

99.459.445.795

108.972.143.764

115.535.562.789

112.469.599.856

30

Net profit

22.014.319.930

28.803.490.170

26.633.336.380

31.790.149.955

32.255.093.576

22

Financial costs

(13.623.252.041)

(2.413.727.708)

(487.441.767)

(1.864.903.355)

(150.080.908)

24

Sales costs

(64.452.676.910)

(62.260.396.799

(70.997.795.323)

(75.172.267.915)

(72.337.057.705)

25

Administrative costs

(9.293.586.343)

(12.804.749.878)

(13.054.724.765)

(13.573.611.321)

(13.278.489.079)

50

Before-tax profit

23.010.837.426

31.646.178.667

41.475.241.630

31.816.303.845

32.838.260.962

60

After-tax profit

23.010.837.426

26.300.430.226

34.246.194.682

24.025.433.074

24.800.177.972

70

Earnings