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Vietnam's coffee exports in January are estimated to have dropped 17.6 percent from a year earlier to 120,000 metric tons, while rice exports likely fell 29.5 percent, government data released on Friday showed.



In the fast-changing shipping world, ZIM Integrated Shipping Services has set itself apart as an independent carrier with a fresh, unique approach.
ZIM’s strategy as a global niche carrier offers distinctive advantages to customers worldwide. We have created a smart, efficient network that ensures stable, reliable services; and we have made it our mission to focus on the needs of our customers, which stand at the heart of all our decisions.
ZIM operates in select trades, where it has a competitive advantage and where it can provide superior service. In these trades, ZIM is a significant player with a sizable market share. We maintain a flexible partnership approach with other major carriers, and our new line structure is a much-needed alternative to customers concerned about the current alliance-dominated market.
We make the most of our flexibility and creativity to provide premium services and solutions adapted to our customers’ evolving needs. Our professionalism is built on decades of experience and skill, and a history as trailblazers in the container shipping business.
With a proud, decades-long heritage, we are confident in our ability to maintain our position as a top industry performer dedicated to efficiency and profitability, as we continue to deliver exceptional service to our customers.


iMarketVietnam is a member of iMarketKorea with the head office in Hanoi. iMarket Korea is Korea's leading business to business e-procurement service provider. We are specialized in poviding procurement services and MRO (Maintenance, Repair & Operation) goods. The company manages over one million products in Asia and Europe with the charter capital of over 1,000,000 USD.

Our vision is to create Supply Chain's infinite values for corporate sustainability. Through value creation, customer satisfaction, ethical management and taking desperate measure of autonomy and creativity, we are oriented towards the World-Class industrial distribution services company.


Unigen Corporation, found in 1991, is a leader in the design and manufacture of OEM memory, DC-DC power converter, wired and wireless communication, and flash solutions. Unigen supplies silicon, modules, and services to leading clients in the PC, server, networking, telecommunications, imaging, medical, defense, and mobile computing industries. Unigen is headquartered in California, US, and based 4 subsidiary companies on Taiwan, Vietnam, Malaysia and China. Unigen Vietnam Hanoi was established in 2012 and located in Bac Ninh province. We are expending our business and welcoming skill candidates to join us


Tue - 15/12/2020 @ 00:00

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To design a supply chain that is fit to flourish in 2025, supply chain leaders should anticipate how key forces of change will impact their supply chains and look to evolve their supply chain management approaches accordingly. This inflection point is an opportunity for forward-thinking supply chain leaders to build future-fit supply chains that both drive progress on top procurement priorities and advance the sustainable business agenda.


Though there is significant uncertainty in how these forces of change will unfold, supply chain leaders can take concrete steps today to plan for a broad set of possible future scenarios. Below are five recommendations for how companies can embrace and capitalize on the key forces of change that are changing supply chains and achieve their top procurement priorities in the process.


1. Plan for the Supply Chain Impacts of Automation and Migration

Mass migration on a scale previously unimaginable, combined with projections that significant numbers of workers will be displaced by automation, will increase volatility in supply chain labor dynamics; companies need to evolve their approaches accordingly. Companies can mitigate this volatility through fostering responsible and inclusive labor practices. For example, businesses sourcing from regions impacted by mass migration can redirect resources to engage with industry peers and cross-border actors, including government, labor unions, and employers, to reinforce legal frameworks and insist on better enforcement of labor laws. Companies with supply chains that expect significant uptake of automation through 2025 can insist that key suppliers develop clear plans to support a sustainable workforce transition. Business can also support the empowerment of individual workers within their supply chains through enabling them to participate in and lead trade unions and other forms of worker representation, by using technology like mobile apps to help workers understand their legal rights, and through evolving technologies that directly gather workers’ views.


2. Build Responsible Regional Sourcing Hubs

Growth in new markets and demographics and meeting customer demands for customized, on-demand goods and services will require understanding and meeting new consumption patterns and preferences, as well as providing goods and services in new locations and formats. In response, supply chain leaders will have an opportunity to develop nimble, regional supplier networks that can meet both commercial expectations and sustainability aspirations. Companies can build on the lessons learned in well-worn sourcing locations such as China to develop smart sourcing models in emerging hubs such as sub-Saharan Africa. Supply chain leaders will have the chance to embed social and environmental responsibility into the design of these regional sourcing hubs and to leapfrog supplier monitoring activities that have not delivered improvements in labor conditions or environmental resilience.


3. Digitalize Supplier Assessment and Engagement

With more data about supply chains produced and disseminated than ever before, supply chain leaders have the opportunity to rethink how they collect and interpret supply chain information. Practitioners will need to hone in on the supply chain information that is decision-useful in a sea of available data and dashboards and will need to reconsider which data they need to commission and how it is collected. Supply chain leaders looking to the future should firmly weigh the value of investing resources in a battery of one-time, on-site supplier audits when open access channels, such as the IPE Blue Map, already publicize factory emissions and wastewater in real time, and numerous digital platforms exist today to assess worker satisfaction and engagement, as described by workers themselves. In supply chains likely to be disrupted by automation, recalcitrant labor issues like wages, working hours, and safety are likely to be supplanted by new challenges such as responsible down-sizing and re-skilling of supply chain workers. Today’s audit and remediation processes will hardly be fit for purpose to support responsible factory closures or retraining programs, and therefore supply chain leaders planning for the impact of automation will need to guide their teams from a focus on corrective action plans toward leading a sustainable transition in partnership with their suppliers.


4. Strengthen Supply Chain Transparency and Disclosure

In the context of high levels of uncertainty about the future of global trade and of the regulations that shape mandatory corporate disclosures about sourcing practices, futuristic supply chain leaders can prepare for a variety of possible future scenarios through enhancing both visibility into supply chain practices and disclosures about those practices. Enhanced transparency will support supply chain leaders in the case that global trade is transformed by political shifts toward economic nationalism and will be valuable should free trade continue. Likewise, improving the quality and scope of supply chain disclosure will enable practitioners to stand ready should regulatory requirements increase and to weather the increased stakeholder scrutiny that is the likely corollary of a weaker regulatory environment.


5. Embed Climate-Smart Supply Chain Planning

To prepare for the changing physical environment and other supply chain risks related to global climate change, companies will need to factor climate risk and preparedness into supply chain planning models, seek alternative materials and resources where necessary, and look for new ways to secure supply and minimize disruptions in their supply chains.

 This will also mean partnering with suppliers that share a commitment to climate awareness and action and providing incentives and access to technical and management skill-building to suppliers that lag behind peers. Suppliers situated in jurisdictions that have already made policy commitments to transition to low-carbon economies—such as China and India—are likely to accelerate their contributions to global buyers’ visions of climate-smart supply chains. In all industries, climate-smart supply chain planning should become a fundamental part of good supply chain management from today to 2025.


Time: Dec. 15- Dec. 18



Register here to be updated with the track details and sessions. 


Speakers & Topics


SessionTuesday Dec. 15 8:00am - 9:00am GMT+7 



What does "Smart Technologies" mean? Is autonomous robotics similar to autonomous technologies or automation? What's the difference between Artificial Intelligence, Machine Learning and Deep Learning? What is Robotics Process Automation (RPA) and how can businesses truly benefit from such adoption? How are the Internet of Things (IoT) being applied in companies? Are VRs & ARs only used for the gaming world? Can it be applied for business use? Paul will be sharing how these technologies are promoted in Smart Technologies Lab and the business case for its adoption. Learn more about Smart Technologies Lab: https://www.youtube.com/watch?v=-jd_RJtX-SI  


Paul Lim, Founder, Supply Chain Asia


Paul has worked for more than 30 years in the retail, logistics and supply chain industry, gaining experience covering operations, business development, corporate and strategic management as well as in supply chain IT and emerging technologies. He started his career in Retailing in 1988 when he joined Isetan and has worked with various multinationals including TNT Worldwide Express, EGL Global Logistics (now known as CEVA), Menlo Worldwide Logistics and YCH Group, a Singapore home-grown logistics solutions provider.


Paul founded and launched Supply Chain Asia, and has been leading the organisation as a volunteer since September 2005. Supply Chain Asia is a community that brings logistics and supply chain professionals in Asia together to network and learn from one another. As a volunteer, Supply Chain Asia provides Paul with a unique avenue to connect with the industry, both for knowledge and community development purposes. Paul has a strong network with shippers in the logistics and supply chain industry through his role in Supply Chain Asia.


Paul is a graduate of the National University of Singapore and holds an MBA (with distinction), specialising in Retail Distribution, from the University of Stirling in Scotland.


More will be updated later 


Sponsorship Opportunities 

If you're interested in sponsoring, exposing your brands, products, and services to Supply Chain Community through this conference series, please email Ms. Quyen Nguyen, Cofounder & Executive Director at info@vietnamsupplychain.com Please be noted that Vietnam Supply Chain does not accept calls. 



HQTS is a premier quality control inspection company in Vietnam, providing in-factory inspections, field inspections, quality control inspections, production monitoring, and sourcing to clients across Southeast Asia and the world. Its quality control inspections and consumer products testing solutions can help ensure your products meet the required standards.

Vietnam Supply Chain

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