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|Title: ||Factors to enhance the quality of domestic maritime container transport service (route HPH-HCM and vice versa) at Hanoi Maritime Holding|
Factors to enhance the quality of domestic maritime container transport service (route HPH-HCM and vice versa) at Hanoi Maritime Holding
PHAN VAN THANG
Service quality, Hanoi Maritime Holding Company, IS Success model
|Issue Date: ||2013-05-24 16:44:39 (UTC+8)|
ransporting goods by containers is an advanced transporting service in the world. In Vietnam, maritime container transport actually formed and developed in 1996. After more than a decade of development, domestic maritime transport by container (HPH – HCM and vice versa) has developed continuously with the average growth rate of 20% - 25% per year in the sector. Initially, only Vietnam National Shipping Lines (Vinalines) participated in the service of domestic maritime transport by container (HPH – HCM and vice versa). Until now, there have been eleven different shipping companies (which are GMD, MHC, VNF, VSICO, VIETSUN, VOSCO, DD-CHP, Vinashinlines, Bien Dong, Viconship, Nasio) participating in this transporting market. The domestics maritime container transport (HPH – HCM and vice versa) has made contribution to the development of Vietnam in the past time with flow of goods circulated of 250,000 teus and 400,000 teus in 2006 and 2010 respectively. That helped to reduce the flows of goods transported by road and rail, which was already overloaded and did not meet the requirements of the country’s economic development for years.
Examining the service of domestic maritime container transport at Hanoi Maritime Holding Company (MHC) helps to clarify factors directly influencing the service of domestic maritime transport by containers. Then, directly affecting factors can be eliminated to improve the quality of service at the company and contribute to enhance the image and competition in the market of domestic container transport. The company’s target is to occupy 15% of domestic-maritime-container-transport market share in 2015.
|Appears in Collections:||[經營管理研究所] 博碩士論文|
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