Unit 16 : Operation and Project Management

This document discusses the operational management principles of Vietravel, a tourism company founded in 1995 and headquartered in Ho Chi Minh City. The company has a unique style of operation and has won numerous domestic and international awards. The document examines the operations management principle, 10 critical operations management decisions, and the concept of continuous improvement, including lean production and Six Sigma. It also critiques the implementation of operations management principles within Vietravel and discusses the advantages and disadvantages of continuous improvement in reality, as well as a continuous improvement plan. The document concludes with a summary of its findings.

CONTENTS
INTRODUCTION............................................................................................................3
MAJOR FINDINGS.........................................................................................................4
1. OPERATIONAL MANAGEMENT PRINCIPLE OF VIETRAVEL........................................4
a. The operations management principle................................................................4
b. 10 Critical operations management decisions.....................................................5
2. THE CONCEPT OF CONTINUOUS IMPROVEMENT.....................................................12
a. Lean Production................................................................................................12
b. Six Sigma...........................................................................................................13
c. Critique of the implementation of operations management principles within
Vietravel tourism company.......................................................................................14
3. THE CONCEPT OF CONTINUOUS IMPROVEMENT......................................18
a. The advantages and disadvantages of continuous improvement in reality........18
b. Continuous Improvement Plan..........................................................................19
CONCLUSION...............................................................................................................22
REFERENCES...............................................................................................................23

INTRODUCTION
Vietravel tourism company is a business that operates in the travel and service industry.
Vietravel is founded on December 20, 1995, with its headquarters in Ho Chi Minh City.
Additionally, Vietravel owns approximately twenty domestic branches and representative
offices in international countries including the United States of America, France,
Australia, and Cambodia.
With a unique style of operation, the company has left numerous positive impressions on
visitors and established a strong reputation in the tourism market by consistently
achieving high standards and winning numerous domestic and international awards.
Additionally, Vietravel strives to provide consumers with exceptional travel experiences
through the company's service packages. Vietravel opted to grow its operational division
since it has a large and decisive impact on the company's operations and revenue. This
department is critical in guaranteeing the company's stability and serves as the focal point
for implementing all employment, operating programs, and providing tourism services
with assured recovery alternatives. service and strive to provide the best possible
experience for guests.

MAJOR FINDINGS
1. Operational Management Principle of Vietravel
a. The operations management principle
Operations management is the process of creating value in the form of
commodities and services by transforming input materials into output items (Heizer
& Render, 2011). In particular, input materials include raw materials, technology,
equipment, labor, etc., whereas output products include services, goods, etc. All
industrial processes that transform raw materials into finished products. Planning,
coordinating, and managing operations management methods improve industrial
operations' profitability and productivity. The primary objective of operations
management is to achieve a balance between supply and demand.
VIETRAVEL TRANSFORMATION PROCESS
Inputs Outputs
Raw Materials Products and Services
Human Resources Financial Results
Capital Information
Technology Human Results
Vietravel has built procedures and protocols to ensure the department's peak
efficiency, which has benefited the company. The department's workers will design
and administer all travel programs for the firm, including hotel room registration,
transportation services, and visas, to meet quality criteria. The Vietravel Company
planned, created, organized, and assigned the department's team to save costs while
attaining exceptional work performance. The company would also minimize long-
term personnel policies and payrolls to save money while still engaging staff.
Transformation process
Employees’ Work Activities
Management Activites
Technology and Operations
Methods

Vietravel has a sensible, efficient, and logical functioning equipment for each step
of development. The operating room personnel plans, organizes, and provides travel
services to clients. Efficiency and productivity measure the executive team's ability
to use tourism's inputs and resources to generate good service, design quality
service programs, and diversify while saving costs, meeting tourists' needs and
preferences, maximizing profits, and positively impacting the social and tourism
environment. To accomplish its tasks for the company and its clients, the executive
department must assure high-quality travel programs, meet tourist needs, and
maintain close relationships with tourists, key agencies, and suppliers. The
executive department investigates and identifies the potential or niche of resorts,
restaurants, hotels, and tourist attractions to build diversified tourism programs
customized to each segment and the tastes of travelers. The department's primary
goal and target market is foreign and local visitors. The sleeping team in the
operation room is concerned with tourists' fears, travel interests, and needs. The
operation room will deliver high-quality, cost-effective travel programs, fulfill
customers' travel fantasies, fully satisfy customers' requirements, preferences, and
passions, and establish customer trust through trips, all with the purpose of giving
them the finest practical experience possible. Vietravel's efficient and high-
productivity structure has resulted in many benefits for the company. Vietravel's
initiatives aim to expand Vietnamese tourism's regional and international reach.
b. 10 Critical operations management decisions
 Products and Services
Currently, Vietravel offers the following tourism products and services:
- Packaged tour
- Room booking service
- Air ticket and hotel combo service
- Transportation and hotel combo service

Vietravel has implemented a strategy of diversification to its products and services
in order to suit the needs of tourists and provide them with a variety of travel
options. With the Package Tour offering, tourists can instantly go on a domestic or
international tour. In addition, the domestic tour package is divided into three
items, including package tour, family tour, and Vietnam trip. In addition, the airline
offers combination services with discounted rates for reserving hotel tickets, buses,
and hotels. In addition to offering a variety of travel packages, Vietravel aspires to
improve the quality of its services by establishing the first tour selling network in
Vietnam. Using cutting-edge technology, guests may book tours with a few taps on
the website or mobile app. Additionally, there is a function that is difficult to locate
on other travel websites (tour sale networks). This is the tour comparison
functionality. With this function, you can select the tours you wish to take and
compare them. Vietravel will provide the most comprehensive information to
compare the tours you require, including price, duration, mode of transportation,
products, cuisine, and incentives.
 Quality Management
Senior executives oversee and direct the branches to design strategies,
procedures, and measures to mobilize the participation and ingenuity of all
employees in order to enhance the organization's capability and provide the highest
quality service. Strict management at each stage of service delivery and quality
assurance ensures customer satisfaction. After a customer completes a service at
Vietravel, the company will send the consumer an evaluation of the service's
quality. Managers and leaders are thereby aware of the service quality of
employees, the company team, and service suppliers. The organization will record
client feedback, overcome and rectify deficiencies, and advertise the
accomplishments that have been made. Due to the fact that Vietravel is a major
corporation with numerous representative enterprises in Vietnam and overseas, the
supreme leadership is unable to exercise direct control over all of them. Each
location's service quality is. Especially for offices in other nations, the discerning

client market is still unsatisfied with the given service. Therefore, it is sometimes
company policy, but many branches are still not in charge of their services or have
not fixed faults in a timely manner.
 Process and Capacity design
The enterprise's core competency is the capability at which it excels relative to
its other internal competencies.
Vietravel's core competency is a professional management system: every year,
Vietravel organizes training programs to train and re-train staff, the two main
training disciplines being Operation & Sales of tours., Guides... particularly staff
have the opportunity to learn the facts and confidently organize a complete tour,
from marketing, program design to operating accommodation, dining, transportation
services...
Distinctive competency: a set of competencies that a company can execute better
than its competitors; it enables a company to gain a competitive edge.
- Technology know-how
- A breakthrough in service quality
- Financial strength
 Location Strategy
Vietravel
Headquarters Branches Representativ
e office
Tourist
registration
office
Online
Vietravel has chosen to implement a strategy of extensive distribution.
Vietravel's distribution network is fairly extensive, with 16 branches in major cities
and provinces and 5 overseas representative offices. In addition, Vietravel operates
three distinct tour selling network channels, each having a distinct purpose.
Vietravel is able to supply information on trips and tours to any domestic and
international customers who require it.

 Layout Strategy
Vietravel has a vast network of national and international agencies to
Heacollaborates with over 2,000 domestic and international airline, restaurant, and
hotel partners. With the motto "Cooperation builds strength - Sharing creates
success," Vietravel aspires to continue cooperating with partners for sustainable
development in order to jointly explore the vast ocean and seize new chances.
resulting from international integration In addition, Vietravel focuses on
technological change in accordance with the digitization 4.0 trend. This shift
toward streamlining, standardizing, and automating the company's operations
increases efficiency and productivity on the job.
 Human Resource and Job Design
Vietravel's more than one thousand highly qualified and motivated workers are
a great asset. Corporate culture is the foundation of human resource management at
Vietravel. Consequently, the company's leadership is always attentive to each
employee's objectives, stimulates and gives practical support for material life and
collective solidarity, such as providing training courses. Create short,medium and
long-term professional skills to increase employee credentials; hold internal
competitions such as good tour guide, good salesperson, emulation movements,
etc. Vietravel is a business that, in addition to creating a professional work
atmosphere, implements the compensation system for its employees. With periodic
salary and bonus systems on holidays, bonuses based on business performance, and
incentives for employees with innovative ideas at work.
 Supply Chain Management

If a company wishes to conduct business, it must establish a professional and
rigorous implementation procedure for efficient operation. The leadership of
Vietravel, a firm with a lengthy history, has established "standard" practices that
serve as a guide for staff to follow and adhere to. Not to mention that this is also
advantageous for the consumer, as they will be aware of how to manage service-
related inquiries and concerns. (Sutono, 2019)
 Inventory Management
Vietravel offers in-demand goods and services that cannot be stocked.
 Scheduling
Employees at Vietravel will perform their given shifts in the morning,
afternoon, or evening. They can also choose the length of their transition from four
to sixteen hours. Employees might also choose to rotate or change shifts to meet
their schedules. Within the organization, management and top executives typically
enjoy flexible schedules. In this manner, the dictatorship can inform its minions of
upcoming events or schedule adjustments. As a result, Vietravel is attempting to
streamline all of its internal procedures in order to maintain consistency across all
levels of management.
Travel Agent
Online booking
or direct
telephone
booking
Tour Operator
Assembles the
product
Airline &
Airport
Services
Airport
Transfer/Taxi
NTO, hotels,
restaurants,
visitor
attractions,
care hire,
tours, etc.

 Maintenance
Regular maintenance must be performed on the IT infrastructure, servers, and
other infrastructure at the headquarters and branches. To accomplish this, the
branch collaborates with IT partners to perform routine facility maintenance. The
management board operates the company's branches to maintain the equipment's
functionality.
Maintenance requires both infrastructure and personnel. Appropriate training
programs for certain positions will ensure seamless operation. In addition, service
delivery methods are continuously improved to provide the best client experience
possible.
Strengths and Weaknesses of 10 Operation Management Decisions
Operation management
decisions
Strengths Weaknesses
Goods and services Diversification product
with a variety of travel
options
Offline and Online (tour
sale networks)
Offering discounted rates
Quality management Strict management at each
stage
Aware of of service
quality
Unable to exercise direct
control
Some branches are still
not in charge of their
services or have fixed
faults in timely manner
Process and Capacity
Design
Staff have chances to
learn and train
professionally
Execute better than
competitors
Location Operating three distinct
channels
Be able to supply
information
Layout design and
Strategy
Having a vast of agencies
Keep pace with present
trends

Human Resources and Job
Design
Corporate culture
Give practical support
Attentive to staff’s
objectives
Holding internal
competition
Good at motivating
employees
Supply Chain
Management
Establishing professional
procedure
Inventory Offering goods and
services that can not be
stocked
Expensive costs
Scheduling Flexible schedule due to
staff’s conveniences
Attempting to streamline
Need to appeal to
effective procedure
Maintenance Appropriate training
programs
Delivery methods
improved
Must be performed on IT
Requiring both
infrastructure and
personnel
Review and Critique the Implement of OM
While the administration and operations of Vietravel are relatively
straightforward, there are substantial risks that jeopardize the brand.
Firstly, according quality management, the company is not consistent in checking
and managing service quality. This can lead to customer dissatisfaction and the risk
of losing customers. The company needs to have a stricter and more effective
management strategy and quality control process.
Secondly, inventory cost is high because all services are unable to be stocked. As
a result, it's very difficult to control the inventory and it can negatively affect to the
revenue of the company.
Thirdly, procedure is not very effective, this can affect the productivity and work
efficiency of the company.
Lastly, Maintenance must be updated and keep pace with the 4.0 technology era, it
is necessary to have a maintenance system to optimize productivity.

2. The Concept of Continuous Improvement
Continuous improvement, often known as progressive improvement, is a method
for incrementally and substantially enhancing a product, program, or methodology
(asq.org (a), 2021). Although small deviations are unlikely to have a significant
impact on the production process, their accumulation leads to significant
improvements and innovations. As a daily procedure, it facilitates improvement by
reducing the likelihood of making a huge leap to achieve the same objective.
a. Lean Production
Lean Manufacturing, also known as Toyota Product System (TPS), is an
operation management concept developed by former Toyota Chief Engineer
Taiichi Ohno. It allows you to reduce and eventually eliminate the seven wastes,
including:
- Delay, waiting, or time spent in a line without contributing value;
- Oversupply
- Excessive processing or lack of additional value
- Transportation
- Unnecessary action
- Inventory
- Product defects
Many individuals interchange the terms "Lean Manufacturing" and "Lean
Production" while discussing TPS. In Wilson's (2010) terminology, it is referred to
as "Lean" because, in order to save money, time, and resources, it is essential to
employ the smallest amount of material possible.
Ohno added that the seven wastes may be addressed in a variety of ways. Just
In Time and Jidoka are the foundational foundations of the TPS. JIT is a
mechanism for delivering exactly what is needed, when it is needed, and in the
exact quantity (Wilson, 2010). JIT aids in inventory management and reduces

operational volatility. Moreover, Jidoka is a key principle that stops flawed
elements from advancing. This is not only to safeguard consumers and reduce
scrap costs, but also to improve quality.
b. Six Sigma
Six Sigma is a methodology for improving processes that is utilized by
businesses to enhance the effectiveness of the enterprise applications they use.
According to asq.org (b), 20221, increased efficiency and decreased process
variance both contribute to the reduction of errors, which in turn leads to increased
efficiency, increased staff productivity, and improved product and service quality.
Tourism industry is considered to be the largest service industry after wheel
industry and ensures giving employment and benefits along with economic growth
to the country; Six Sigma outlines various types of tourism from medical to sports
to business to pleasure tourism and its role in uplifting quality.
 Critical to Quality: Company adheres to quality standards to ensure that
each product is provided to consumers under stringent control (Vietravel ,
2020). The company also improves the ability of organization and offers the
most qualified services.
 Defect: Vietravel offers many different product lines, but most are often
convinient and high-quality than other tour lines, making it suitable for all
customers. Besides, the quality of services is always guaranteed to help the
company not have complaints or bad comments about the product.
 Process capability: In addition to appearances at large supermarkets or
wholesalers, consumers now have easy access to company’s product as the
company has expanded its retail outlets to a large of selling points in all
domestic and international market (vietravel.com.vn).
 Variation: Vietravel diversed to the airline major which has created
excitement for consumers as well as stimulated their consumption demand..

 Stable operation: In order to be able to always maintain its position as well
as the love of consumers in the market, Vietravel always tries to minimize
production costs such as applying high technology or eliminating
unnecessary costs thereby giving their products a price advantage when
compared to other companies' products. Also, the company always tries to
satisfy guests’ demands by researching and focusing on customer care.
 Design for 6 Sigma: Vietravel’s entrepreneurial spirit and industry-wide
consistency enable enterprises to invest in cutting-edge ideas. Company has
implemented to assist management in increasing productivity and
developing leadership abilities. As a result, the company was able to
reorganize its organizational structure and manage its operations without
experiencing the inherent risks associated with such a change. Additionally,
Vietravel use the DMAIC methodology (Define - Measure - Analyze -
Improve - Control) to better understand its customers in order to deliver
solutions and sustain the company's position. In general, the Six-Sigma
concept is concerned with identifying systemic faults and figuring how to
leverage them. This strategy will save money, reduce repetition, and provide
a better understanding of consumer expectations.
c. Critique of the implementation of operations management principles within
Vietravel tourism company
The firm's divisions are expanding, and the employees' productivity and
efficiency are both high. As a result, the company is achieving its goals and
increasing its earnings and sales. According to the company's operations
management system, this is evident. It's vital to keep expenses low, service
standards high (securing revenue), decrease operational risk and capital
requirements low, and provide the competencies that define future innovation in
order to run the departments effectively.
Here are 5 factors to help manage operations effectively:

 Reduced cost
Managing Vietravel's operational department begins with cost reduction. The
operations department of Vietravel employs between three and six people, with a
monthly salary of 12 million excluding sales. The operation room is open from
8:00 a.m. to 5:00 p.m. Vietravel also has a proprietary internal system called a
Datanet that only authorized staff may access. This comprises hotels and
restaurants, as well as service quality and facilities from north to south. Because of
this, operating room teams will utilize the internet to research and negotiate with
service providers like restaurants, hotels, cars, and flights to save money and show
team productivity. The cost-effectiveness will also depend on the number of
tourists and the season.
 This is part of the agreement between the two parties (the company and the
provider). Many travel agencies use this method to save money while
maintaining a seamless operation. Thus, Vietravel's operational staff saves
money while still reaching its goals.
 Reduced chance of 'operational' failure
The next phase is to decrease operational risk; mistakes or hazards such as
human error (employee or tour guide not sick), transportation malfunction in the
midst of the road, changes in tourist demand, internal risks, and customer risks will
arise throughout Vietravel's operating room. Risk management at Vietravel
encompasses context setting, risk identification, risk analysis, and risk assessment.
Pricing and risk management risks. So the operating room staff and the corporation
work together to control and reduce risks. A flexible operating room structure and
assistance to adapt to changing demands of visitors; managers inspire, motivate,
and listen to staff members; and tight connections among members. Customers
might endanger the flight by breaking aviation rules or getting sick. The operations
department works closely with partners (guide or supplier) to swiftly fix

difficulties. External threats include weather, natural disasters, storms, and
illnesses.
 Vietravel's operations department demonstrates that risk management rules are
in place throughout operation. As a result, the operating room method in risk
treatment is regarded to be highly effective, saving money, increasing
efficiency, and providing pleasure to visitors.
 Ensure revenue security
The executive department of Vietravel has established regulations to retain
clients in order to accomplish corporate objectives, boost efficiency and maintain
operations. Throughout the surgery, the operating room will hand out promotional
vouchers to attract and retain new customers. Aside from that, the executive
department continues to create and promote services, as well as educate clients
about their offerings. and want to return, boosting earnings. Promotes travel
services on social media and engages with consumers to enhance sales, income,
and company operations. To ensure the company's profit and income, Vietravel's
tourism business is currently focusing on expanding services and offering safe
tourism items to the market before pandemic 19. The operating department also has
rules for emailing clients, giving them gifts, updating vacation photos, and offering
discounts to keep them coming back.
 They have proven their adaptability and capacity to efficiently secure the
company's income and operational stability through their operating methods. It
demonstrates how their present business processes are successful, well-
developed, and achieve their objectives. They recoup lost visitor revenues and
steadied operations during the 19-covid epidemic. Currently, travelers are
dissatisfied with the goods and the tour. So, if the present income is low due to
poor product or service quality, the operational department's operating method
must be evaluated.

 Reduced financial resources needed
To serve visitors with an expanding number of unique and high-quality
services, the operating room staff exhibits the ability and efficiency to function
efficiently. The operational department reduces its staff to three to six people with
considerable expertise and experience in this field. During the off-season, they
operate roughly 10-15 trips every month. During tourist season, they operate and
organize 20 to 25 tours every month. Every day, the executive department shows
its professionalism, efficiency, and capacity to provide multiple benefits and sales
for the company. The staff will organize and deliver popular acts for travelers'
enjoyment.
 Vietravel Company has proved that the operating room professional team works
efficiently, increasing and enhancing productivity. Thus, the executive office's
efficiency increases firm productivity, helps meet goals, saves money, and
increases profits. Moreover, this operating room operation technique is highly
valued for its efficiency, traveler satisfaction, and product and service
development. excellent customer service, providing numerous innovations,
constantly running at full capacity to increase earnings and sales.
 Future innovation capabilities
The capacity to innovate in the future is the last phase, and it is critical to
developing services and products that compete. Through the company's growth,
Vietravel has established for the executive department to have appropriate plans
and processes. As a result, their operating processes demonstrate future innovation
potential and know how to properly assess their own and competitors' abilities.
They can build a reasonable business strategy, clearly define the target market, and
then build products that meet market demand at the most preferential prices to
attract and retain customers. These are the procedures that teams achieve via
managing operations in the tourist industry to bring new creative innovations to the
future of the tourism business. Currently, Vietravel is creating a new travel service

called MICE tourism, which combines conferences, seminars, exhibits, and travel.
Employee and partner incentive calendars. Moreover, the management team will
leverage their productivity and efficiency to capture the chances that the tourist
business is increasing. Moreover, nature provides various attractions for people to
visit and discover Vietnam. Also, governmental policies to promote tourist growth.
 The corporation must properly leverage these advantages. So, to expand the
tourist sector in the future and innovate, the workers gain experience,
knowledge, enhance productivity and work efficiency, utilizing their talents to
create new breakthroughs, improving the department and Vietravel firm. The
department's processes and procedures are effectively managed yet not enough.
They also continue to develop new goods and services, bringing additional
vitality and beneficial results to the organization. To create and update new
goods or services suited for this moment and the future, the Vietravel
management team has not completely matured.
General assessment: The operating room operating procedures mentioned
above demonstrate that operational process management is rather excellent, but
there are still many problems that need to be addressed. Reduced cost, fewer
'operational' risk, and lower capital requirements are operational procedures that
indicate efficiency, high productivity, and deliver numerous beneficial
advantages to Vietravel. However, the two remaining processes, which are
secure revenue and capacities for future innovation, have not yet been
thoroughly analyzed, have problems, and require development. In the following
sections, I will outline measures for continuous development in order to address
the vulnerabilities of the two difficulties listed above.
3. THE CONCEPT OF CONTINUOUS IMPROVEMENT
a. The advantages and disadvantages of continuous improvement in reality

b. Continuous Improvement Plan
Vietravel performs admirably as a significant domestic travel agency. However,
there are still outstanding issues. Specifically, about the management of service
quality between branches. Therefore, the PDCA (Plan, Do, Check, Act) approach will
be utilized to develop the organization.
Advantages Disadvantages
- In order to conduct remedial
and preventative action, it is
necessary to identify the root
cause of the problem.
- Improving the capacity to
foresee and respond to internal
and external hazards.
- Improve process efficiency,
organizational capability, and
customer happiness.
- Help deploy game-changing
innovations that triple
corporate productivity. Also,
promotes good work efficiency.
- Contribute to solving research
and development issues, paving
the way for future commercial
operations
- Incremental improvements
Continuous improvement is
generally a step-by-step
procedure based on pre-
determined assumptions.
- Inhibits innovation
Constant improvement might
lead to lost opportunities and
stifle employee innovation.
- Poor implementation
There may be a lack of clarity in
goals or managers' ability to
continue and execute
successfully, leading to poor
performance. Your continuous
improvement program might
produce more issues than
benefits if staff are not engaged
or believe their efforts are
wasted.

Plan-Do-Check-Act method
Problems: Quality management service varies across branches.
PLAN Senior management will hold in-person or online meetings
with branch managers to discuss the status and process of
delivering services to clients.
o Audience: Directors/managers of domestic and foreign
branches
o Participation period: A fixed day of the month or
quarter.
DO The responsibility of branch managers/managers is to
carefully monitor the process of providing services to
consumers. Record reports and update complete information
on the system for senior management's monitoring
convenience. Monthly or quarterly branch activity reports are
required.
CHECK During the working process, the branch manager or manager
must closely oversee the personnel to ensure that the process
of delivering services to clients is carried out in strict
conformity with the prescribed order and without error. As a

result of observing the backlog concerns, the director or
manager must conduct training and modify personnel
accordingly.
ACT Senior management must assess and evaluate the efficacy of
the company's service quality management plan each
quarter/month. Additionally, ideas should be offered to branch
managers/managers for future process enhancement.

CONCLUSION
The report tells me how a company's operational processes are organized, and I
can see how they are carried out. As an added bonus, I've outlined and discussed many
perspectives on how to manage operations more effectively and efficiently. As a result,
I also examine and assess five elements that assist to enhance customer satisfaction
history, reduce corporate expenses and budgets, bring efficiency, and raise sales. On
top of that, I've used graphs to illustrate the number of employees, the passing of time,
and the company's operating procedures. The Gantt chart and a method of continuous
improvement are also used to remedy faults and enhance the department and the firm
in the future. Many practical skills and knowledge have been bolstered by my
familiarity with operations and operations management. In addition, it improves a
person's chances of getting a job in the future.

REFERENCES
1. asq.org (a), 2021. asq.org. [Online] Available at: https://asq.org/quality-
resources/continuousimprovement#:~:text=Continuous%20improvement%2C
%20sometimes%20called%20continual,breakthrough%22%20improvement
%20all%20at%20once [Accessed 10 4 2022].
2. asq.org (b), 2021. asq.org. [Online] Available at: https://asq.org/quality-
resources/six-sigma [Accessed 10 4 2022].
3. Heizer, J. & Render, B., 2011. Operations Management. 11th ed. s.l.:Pearson
Education Inc.
4. Sutono, A., 2019. Supply chain management: implementation issues and research
opportunities in tourism industry. Uncertain Supply Chain Management, pp.427-
438.
5. Durakovic, B., Demir, R., Abat, K. & Emek, C., 2018. Lean Manufacturing:
Trends and Implementation Issues. Lean Manufacturing: Trends and
Implementation Issues, 6(1), pp. 130-143.
6. chủ, T. and thiệu, G., 2022. Giới thiệu. [online] Vietravel.com. Available at:
https://www.vietravel.com/vn/gioi-thieu.aspx [Accessed 19 May 2022].