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I. Overview about Northern Shipping Joint stock Company
1. History and Development progress
Northern Waterway Transport Corporation (hereinafter referred to as
NORWAT), the precursor of Northern Shipping Joint stock Company
(hereinafter referred to as NOSCO), was established on the Decision No.
1108/Q-TCCB-L dated June 3
rd
1993 issued by Minister of the Ministry of
Transport. At that time, NORWAT was directly under Vietnam Inland
Waterway Administration.
NORWAT became a member of Vietnam National Shipping Lines
(hereinafter referred to as VINALINES) according to the Decision No. 598/TTg
dated July 30
th
1997 issued by Prime Minister. Then it was renamed to Northern
Shipping Company on the Decision No. 219/Q-HQT dated April 1
st
2004
issued by General Director of VINALINES. In November 28
th
2006, Minister of
the Ministry of Transport approved the plan of transforming Northern Shipping
Company into Northern Shipping Joint stock Company (NOSCO) on the
Decision No. 2581/Q-BGTVT.

In July 8
th
2007, after an experiment period of privatization, NOSCO
arranged the opening turn of Shareholders Meeting and completed the
procedure for starting the business. Since August 1
st
2007, NOSCO has
officially started to operate as a joint stock company.
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2. Personnel structure
















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Source: nosco.com.vn
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3. Operations and Businesses
3.1. Shipping and other Maritime services
3.1.1. General information
Operating as a shipping company, it is obvious that shipping plays the
most important role in all NOSCOs business activities. Recently, shipping
alone often accounts for more than 70 percent of NOSCOs annual revenue.
In its very first days, NOSCO focused on inland transportation by running
old and small steamers on familiar local routes. After a couple of years, as this
activity could not earn enough for the whole staff, NOSCO soon decided to shift
its focus from inland operation to maritime transport. It also started to manage
other maritime services with the purpose of supporting fully and adequately for
shipping activities as well as making more profit to improve the living standard
for its staff.
The following are some NOSCOs major maritime services, not to
mention the main function of Shipping/Maritime transport, at the moment:
Ship owning, Ship management and Ship operation
Ship brokering and chartering, Ship sale and purchase
Ship repairing
Shipping agency and Container services
Logistics services
3.1.2. Fleets
NOSCOs current fleet consists of 11 General Cargos and Bulk Vessels
trading on international routes.
Deadweight tonnage (hereinafter referred to as DWT)
DWT is a measurement of total contents of a ship including cargo, fuel,
crew, passengers, food, and water aside from boiler water. It is expressed in
long tons of 2,240 pounds or an equivalence of 1,016.05 kilograms.
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11 NOSCOs vessels have the total DWT of around 230,000 MT, which
is estimated to be fourth biggest within VINALINES. Of those vessels, five of
them have the shipping capacity of more than 20,000 MT each. The biggest
vessel of NOSCO is MV NOSCO GLORY with its DWT reaching 68,591 MT.
The smallest one is MV NGOC HA whose DWT is 3,760 MT.
Seq. Ship Year/place built Ship type DWT GT NT
1 MV QUOC TU GIAM 1985/Japan Dry cargo 7,015 5,512 2,223
2 MV THIEN QUANG 1986/Japan Dry cargo 6,130 4,096 2,212
3 MV LONG BIEN 1989/Japan Dry cargo 6,846 5,506 2,273
4 MV EASTERN SUN 1993/Japan Dry cargo 22,201 13,706 7,738
5 MV EASTERN STAR 1994/Japan Dry cargo 23,724 14,431 8,741
6 MV NOSCO GLORY 1994/Japan Bulk carrier 68,591 36,074 23,452
7 MV NOSCO VICTORY 1996/Japan Bulk carrier 45,585 26,060 14,872
8 MV NOSCO PEACE 2003/Japan Bulk carrier 26,384 15,850 9,110
9 MV NGOC HA 2004/Vietnam Dry cargo 3,760 2,498 1,462
10 MV NGOC SON 2004/Vietnam Dry cargo 6,500 4,095 2,448
11 MV HONG LINH 2007/Vietnam Dry cargo 12,500 8,280 3,985
(Sources: nosco.com.vn and Introduction Catalogue)
Gross tonnage and Net tonnage (hereinafter referred to as GT and NT)
GT is a measurement of total capacity expressed in volumetric tons of
100 cubic feet or an equivalence of 2.831 cubic meter. It is calculated by adding
the under-deck tonnage and the internal volume of twin-decks and deck space
used for cargo. The measurement is used in assessing harbor dues and canal
transit dues for merchant ships.
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NT is the tonnage of a vessel after a deduction from the gross tonnage has
been made, to allow space for crew, machinery, etc. The measurement is
applied in assessing port-authorities-related dues.

(Source: shipbuilding.net)
NOSCO fleets total GT and total NT are approximately 38,500,000
cubic meter and 22,230,000 cubic meter respectively. Individual figures
basically follow the order of DWT. It means that MS NOSCO GLORY has
biggest figures with its GT and NT respectively standing at around 10,200,000
cubic meter and 6,650,000 cubic meter while the smallest one is MV NGOC
HA with around 700,000 cubic meter of GT and 415,000 cubic meter of NT.
Average age
At the moment, 11 vessels of NOSCO has the average age of 15.1 years.
It is considered a fairly old average age for a fleet. Among those vessels, three
of them were constructed in 1980s with the oldest one MV QUOC TU GIAM
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being built in 1985. Four vessels were built in 1990s and the rest four were
constructed during 2000s. The youngest vessel is MV HONG LINH, which was
built in 2007.
3.2. Other businesses
Aside from shipping operation and maritime services, NOSCO is
operating in some other services. Despite their minor contribution to companys
annual turnover, these operations are very important for NOSCO to develop
sustainably, create more jobs and assure a good payment for the staff. Some of
these operations are:
Multi-modal transportation
Passenger carrier by inland waterway, road and seaway
Import and export material, steel cargo, apparatuses, etc.
Consign sale and purchase; and consign agency
Concrete and commercial manufacture
Labor export
Tourism services
Real estate business
Guest house services (stay and office for lease)
4. Analysis on the competition
Globally, as shipping is an enormous business, NOSCO definitely have to
compete with a numerous number of other shipping companies around the
world, especially on its familiar routes. Considering the world scale, NOSCOs
contribution to world shipping industry is very little.
However, since NOSCO is a member of VINALINES, whose shipping
volume accounts for the major part of Vietnam annual shipping volume,
NOSCO could be considered one of the biggest shipping company in Vietnam.
It is obvious that NOSCOs domestic competitors are mostly other shipping
companies belonging to VINALINES. As mentioned above, NOSCO owns the
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fourth biggest fleet within VINALINES, led by the fleets of Vietnam Ocean
Shipping Joint stock Company (VOSCO), Vietnam Petrol Shipping Joint stock
Company (FALCON) and Vietnam Sea Transport and Chartering Joint stock
company (VITRANSCHART). Other competitors from VINALINES are Dong
Do Marine Joint stock Company (DONG DO), VINASHIP Joint stock
Company (VINASHIP), etc.
Apart from internal competitors, NOSCO has many domestic rivals
outside VINALINES. Those potential rivals might come from Vietnam
Maritime University (like Eastern Dragon Shipping Company - EDS), directly
under Ministry of Transport (like The Transport and Chartering Corporation
VIETFRACHT) or formerly belong to VINASHIN (like Bien Dong Shipping
Company).

















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II. The shipping operation of NOSCO
1. Real situation at NOSCO
1.1. Business results in recent years (2007-2010)
1.1.1. Shipping volume
There are two indexes measuring shipping volume. They are:
Transport volume
Transport volume is a figure showing the actual amount of goods shipped
annually. In order to calculate a companys shipping volume, we just simply
add up the transport volumes of individual vessels in that year.
Unit of measurement: Ton or T in abbreviation
Rotation volume
Rotation volume of a vessel for each journey is calculated by multiplying
the amount of goods shipped with the voyage length. Therefore, rotation
volume of a vessel in one year is the sum of all single rotation volumes of that
vessel during that year. Summing up all individual vessels rotation volume in
one year we will have the companys rotation volume for that year.
Unit of measurement: Ton x Kilometer or TKm in abbreviation
NOSCOs figures:
Year Content Unit Planned Actual Fulfillment
Growth
index

2007
Transport volume T 1,010,000
Rotation volume TKm 3,045,000,000

2008
Transport volume T 1,300,000 129%
Rotation volume TKm 6,302,523,000 207%

2009
Transport volume T 2,407,000 2,381,000 99% 183%
Rotation volume TKm 10,481,000,000 10,461,000,000 99.8% 166%
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2010
Transport volume T 2,000,000 1,650,000 82.5% 69.3%
Rotation volume TKm 12,000,000,000 13,363,000,000 110.8% 127%
(Sources: Ti liu bo co i hi c ng thng nin 2009, 2010, 2011)
Overall, NOSCOs annual transport volume maintains at fairly high level
of more than one million tons of goods per year. From 2007 to 2009, transport
volume saw an increasing trend with 2009 became a breakthrough with the
growth index of transport volume reached 183%, standing at nearly 2.5 million
tons. However, this number does not describe exactly the situation at that time.
As 2009 was the peak of the global financial crisis, NOSCO had to try their best
and exploit all their ability to do business to cope with the problem of crisis. It
is the reason why there was a sudden and significance rise in transport volume
of 2009. Then in 2010, as the situation became easier, NOSCO came back to
normal rhythm of growth, resulting in a decline in transport volume.
Unlike transport volume, rotation volume saw a consistent trend of
increasing during this period. Each year, NOSCOs fleet increase the total
rotation volume by around 3 or 4 billion of TKm, showing the sustainable
growing ability, reliability and safety of the fleet. Even in 2009, although
transport volume rose sharply, rotation volume still remained a moderate speed
of increase. It showed the flexibility and reasonability of NOSCO in negotiating
and signing shipping orders at that time.
The table above shows a small problem of NOSCO. The trouble is that
NOSCO could not fulfill its planned goals in recent years. Although the gaps
between estimated targets and actual figures were not too big but these
differences reflect the limit of NOSCO in suggesting closer goals.



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1.1.2. Revenue
Year Content Unit Planned Actual Fulfillment
Growth
index

2007
Total revenue
Billions of
VN
359
Shipping revenue
Billions of
VN

Proportion

2008
Total revenue
Billions of
VN
1,027 286.3%
Shipping revenue
Billions of
VN

Proportion

2009
Total revenue
Billions of
VN
738.200 744.849 101% 78%
Shipping revenue
Billions of
VN
534.509 570.099 107% 90%
Proportion 76.54%

2010
Total revenue
Billions of
VN
752 805.131 107% 108%
Shipping revenue
Billions of
VN
581 582.249 100.2% 102.1%
Proportion 72.32%
(Sources: Ti liu bo co i hi c ng thng nin 2009, 2010, 2011)
Generally, NOSCOs total revenue was often at high level of more than
750 billion of VN per year. After 2007 revenue starting out at a low of around
350 billion of VN, 2008 saw a great increase in total revenue to 1,027 billion
of VN, marking a growth index of 286.3%. Since then, as the world crisis
negatively affected the whole global economy, NOSCOs total revenue fell
considerably in 2009 before recovering slightly in 2010.
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As shown in the table, in recent years, shipping revenue often accounted
for more than 70 percent of NOSCOs total turnover, showing the importance of
NOSCOs key business. Overall, annual shipping turnover of NOSCO followed
the general fluctuation of total revenue reflecting the general economic
situation. It is the reason why, as 2009 saw the toughest year of the crisis
making the shipping price greatly decrease, 2009 shipping revenue was far
lower than 2008s figures despite its records of volume shipped.
Unlike annual targets for volume, the yearly goals for revenue, in both
general term and shipping term, were more reasonable. The figures above
shown that annual goals for revenue were effectively fulfilled recently. Since
financial term is one of the ultimate goal of every business, this shows a strong
operating situation of NOSCO. Moreover, NOSCOs shipping operation seemed
to be very efficient.
1.1.3. Other figures
Content Year Unit Planned Actual Fulfillment
Growth
index

Profit before tax
2007
Billions of
VN
50.090
2008 102.019 203.67%
2009 2.088 16.520 800% 16%
2010 30 20.792 70% 127%

Payment to state
budget
2008
Billions of
VN
51.178
2009 6.219 12.2%
2010 11.908 191%

Average salary
2008
Millions of
VN per
month
9.645
2009 9.5 9.499 100% 98.9%
2010 9.6 9.610 100% 101.1%
(Sources: Ti liu bo co i hi c ng thng nin 2009, 2010, 2011)
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Being guided by the fluctuation of global economy during this period,
NOSCOs annual profit before tax followed the order of total revenue and
shipping revenue for the corresponding year. Despite its modest revenue, the
profit of 2007 was much higher than the figures for 2009 and 2010. It is due to
the economic stability and the low rate of inflation in that year. It is not a
surprise that 2008 profit reached the peak with the growth index of more than
200%. A small trouble happened as the actual operations were often
inconsistent with the planned goals. This problem is mostly due to the hard-to-
predict economic situation during the period as the global crisis occurred.
NOSCOs annual payment to state budget also got involved in this trend
of fluctuation. Therefore, as 2008 was the splendid year in NOSCOs operation,
payment in 2008 was highest during the period. Then is declined sharply in
2009, suffering from crisis, before recovering partially in 2010.
Unlike other criteria, the average salary for NOSCOs staff remained
stable for the whole period. There were just some trivial changes in workers
salary during these years. Furthermore, the actual salary was very close to what
is planned. This fact reflects the great effort of the whole company in trying
maintaining good payment levels for its staff.
1.2. Goods shipped
As its fleet consists of 8 general cargoes and 3 bulk carriers, NOSCO is
mainly offered to carry dry cargoes and dry-bulk goods.
Since Southeast Asia is the biggest granary of the world, including two
leading rice-exporters Vietnam and Thailand, there are much rice to carry
around the world. NOSCO is also involved in shipping this kind of goods and
rice is its major goods shipped. Besides rice, fertilizer is another main target of
NOSCO. It is easy to understand because fertilizer is very necessary for rice
producers like Vietnam and Thailand to support for their agricultures.
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Other main goods carried by NOSCOs fleet are chemicals, cement,
structural steel, etc. These kinds of goods is the core of the process of
construction, production and development of every country all over the world.
Therefore, it is no doubt that the needs for these goods are very big. Then it is
the opportunities for shipping companies like NOSCO to take part in to deliver
these products around the world.
1.3. Main routes
Overall, as China is called the workshop of the world and Indian
economy is emerging very quickly, these two countries becomes the main
destination for many ships all over the world, including NOSCOs fleet.
Aside from two Asian giants above, since more than a half of NOSCOs
fleet (actually 6 out of 11) are vessels with the DWT less than 20,000 MT, these
ships main routes are quite short up to medium length. More clearly, these so-
called small ships mainly function within Asia, especially the home routes
around Southeast Asia. For bigger vessels with the DWT more than 20,000 MT,
they are able to carry out the longer journey. Besides China and India, these
ships can take long trip to South America or U.S.
For the remaining part of the world, because the number of ships is
limited and NOSCO have not set up many familiar clients then NOSCOs ships
rarely come to these areas like Europe or Africa.
2. Assessment
2.1. Market shares
Content Unit Year Vietnam NOSCO
NOSCOs
proportion

Transport
volume
T
2007 61,315,000 1,010,000 1.65%
2008 69,285,000 1,300,000 1.88%
2009 80,000,000 2,381,000 2.98%
2010 88,000,000 1,650,000 1.88%

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Rotation
volume
TKm
2007 3,045,000,000
2008 6,023,523,000
2009 125,000,000,000 10,461,000,000 8.37%
2010 93,100,000,000 13,363,000,000 14.35%
(Sources: vinalines.com.vn and Maritime Department of Vietnam)
As reported at the end of 2010, VINALINES has 18 shipping subsidiaries
with 139 vessels in different sizes and the total DWT of about 2,800,000 MT,
accounting for nearly 40 percent of total DWT of all Vietnamese ships. It is
consistent with recent statistics from Maritime Department of Vietnam saying
that all Vietnam ships currently have the total DWT of 7,500,000 MT. To make
a comparison, NOSCOs 230,000-MT-fleet makes up nearly 3.1 percent of
shipping capability of all Vietnamese ships. It appears to be a small proportion
but it is a really appreciated figure as Vietnam has hundreds of shipping
companies. Within VINALINES, it is necessary to mention once again that
NOSCOs fleet is the fourth biggest one, led by VOSCOs (around 555,000
MT), FALCONs (around 390,000 MT) and VITRANSCHARTs (around
325,000 MT).
During the period from 2007 to 2010, the transport volumes of NOSCO
account for less than 2 percent of Vietnam annual transport volume, with an
outstanding of nearly 3 percent in 2009. For the rotation volume, in recent
years, NOSCOs figures made up around 8 percent to 14 percent of all Vietnam
yearly rotation volume. The proportion above shows that NOSCO is advanced
in functioning medium and long journeys. It also means that NOSCOs fleet has
to go further to manage their businesses. Therefore, the number above shows
the result of NOSCO rarely operating in domestic ports and routes.



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2.2. Shipping balance
As said by NOSCOs staff, NOSCOs ships mainly goes for international
shipping orders. Besides, NOSCO just sometimes carry import goods back to
Vietnam. Especially, NOSCO rarely serves for shipping the export goods.
This is mostly due to the long-term relationships between NOSCO and
foreign customers. Since all the ships are usually fully employed by foreign
goods owners, NOSCO no longer need to care about the domestic clients. As a
result, NOSCO loses the local customers to other competitors so its fleet hardly
ever has the chance to do business relating to domestic ports and companies. It
is the reason why NOSCO does not often serve for export and import.
2.3. Seasonality
Maritime shipping is undoubtedly a huge business all over the world so
NOSCO in particular and other shipping companies in general mostly do not
have to suffer from seasonality. As shipping creates numerous of work
opportunities, NOSCO is in the state of full employment most the time. This has
both advantages and disadvantages when coping with the recent global financial
crisis. The advantage is when the crisis occurred, as the situation became worse,
NOSCO had enough workers to operate even over its full capacity in order to
meet the targets planned. In contrast, since everyone had to perform at their
maximum capability to cover the loss resulted from crisis, they were deserved
to receive good payments. However, as crisis reduced shipping price, it was
very difficult for NOSCO to maintain a reasonable payment for its staff.
Eventually, they did it well, showing a great effort of the whole company.





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III. Suggestions
1. Future goals and Development orientation
As an effort to promote shipping operation, NOSCO has planned some
mid-term targets to 2015 in both shipping and construction aspects. Meeting
these reasonable goals will be essential requirement on the way of long-term
development.
Concerning about shipping, NOSCO has projected a plan of constructing
and purchasing more ships in order to increase the fleets transport capability
and replace the old-aged ships of far more than 15 years old. According to this
plan, at the end of 2015, NOSCO will has a fleet of 1.5 times to 2 times more
than the current one in transport capability (which will mean about 350,000
MT) and less than 15 years old in average age. At that time, NOSCO will strive
for the total revenue of around 900 to 1,000 billion of VN annually.
Relating to new facilities, NOSCO is planning to launch the NOSCO-
VINALINES factory in 2012 so they will be able to repair their ships actively
and independently. Besides, the plant will serve for other companies ships. As
planned, after completing the first period of setting up the reputation, NOSCO
will put this factory into the second term of upgrading it to a shipyard for both
internal and external uses. Along with the factory above, NOSCO plans to put
the Bac Ninh training center into effect in the near future. This center promises
to fulfill the big need on labors of NOSCO in particular and other domestic
maritime companies in general.
2. Some suggestions
Broadening the market
As competition in doing shipping business becomes more severe, it is
very necessary for NOSCO to try broadening their market in order to obtain
long-term and sustainable development. This is an effective way to increase
profit, strengthen the current position and assure long-term safety.
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There comes two ways of expanding the market:
The first one is horizontal expansion, which means penetrating into
new market geographically. Currently, NOSCO has got used to many
areas like Asia, North America and Latin America. However, there are
some other areas that NOSCO just has weak operating relationship
such as Africa, Europe and surprisingly Vietnam. It is very profitable
if NOSCO can do their business in these areas.
The second way is improving the current market in depth-scale. It
means attracting more customers within the familiar areas and
strengthening the existing relationship by improving the quality and
widening the range of services.
Controlling well the fuel consumption
For every shipping company, the issue of fuel/oil consumption is very
important. The same case happens to NOSCO. Since ships are fuel-consuming
machines and fuel consumption is an account of companys production cost,
crews often overstate the actual amount of fuel consumed by their ships. After
finishing each trips, crews usually sell out the fuel/oil left privately in order to
make personal incomes. This is a big waste on overall operation. Therefore,
NOSCO and even all other shipping companies need to calculate carefully the
amount of fuel consumed by their fleets so they can save huge amounts of fuel.
Improving the quality and price competitiveness
After the crisis, the economic situation become easier. It is the time for
shipping companies to recover by paying more efforts on doing shipping
businesses. It results in a tougher competition inside shipping industries. As a
consequence, many firms, including NOSCO, have to improve their operation
to make their services more competitive. One way of doing this is reducing
shipping prices. Price competitiveness is always the leading factors in
competition. However, as the whole world economy is still unstable, it is very
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risky reducing service prices. It might lead to the inability of fulfilling profit
targets. Therefore, the second way of improving service quality is far more
reasonable and worth-doing. Making services better is always involved in long-
term goals of every business so there will be no conflicts while carrying out this
method. The company just have to consider carefully the level of improvement
that suits the financial situation of company at that time.
















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Conclusion
As the world economy is growing at great speed, trading internationally
becomes more and more important. There are many types of goods need to be
carried from one place to other places. Most of them are very huge in both size
and quantity. Road, railway and airway are just able to carry a minority of those
goods. Therefore, shipping is the most important mean in delivering those
goods around the world.
Involved in shipping business, NOSCO always tries to achieve big targets
to contribute for the national shipping industry. Although it is just a medium-
sized shipping company, NOSCO often accounts for considerable proportion of
national shipping output. It is the result of great effort from the whole company
during the recent years. However, there are still some drawbacks in NOSCOs
operation. Taking into account the difficulties from the economy, NOSCOs
staff need to pay more attention to reach greater achievements.














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Reference
1. International Maritime Organization (1969), International Convention on
Tonnage Measurement of Ships, London.
2. Northern Shipping Joint stock Company (2009), Introduction Catalogue, Hanoi.
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H Ni.
4. Cng ty c phn Vn ti Bin Bc (2009), Ti liu bo co i hi c ng
thng nin nm 2008, H Ni.
5. Cng ty c phn Vn ti Bin Bc (2010), Bo co tm tt ti chnh nm 2009,
H Ni.
6. Cng ty c phn Vn ti Bin Bc (2010), Bo co tng kt 5 nm 2006-2010 &
K hoch 5 nm 2011-2015, H Ni.
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8. Cng ty c phn Vn ti Bin Bc (2011), Bo co tm tt ti chnh nm 2010,
H Ni.
9. Cng ty c phn Vn ti Bin Bc (2011), Ti liu bo co i hi c ng
thng nin nm 2010, H Ni.
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