Nowadays, Mongolia has continually expanded the range of its foreign trade
cooperation to include an increasing number of trade partners,which constructed its
characteristic mercantile cooperative system. China and Russia are as strategic partners
in the Northeast Asia, as its major imports-exports area, and the increasingly enhanced
trade cooperation with the Western countries. Mineral substance is one of the most
important exports of Mongolia, which has created considerable foreign exchange receipt.
As a land-locked country, Mongolia still faces the problems like weak logistics system
and backward infrastructure, which impede the further development of the international
trade of Mongolia.
Economic growth in Mongolia depends on the transport sector&39;s development, with
the main businesses and the people heavily reliant on the quality and ease of access to
places within and outside the country. As a landlocked country, Mongolia relies on its
neighbors for access to international trade via either sea or rail. Trade facilitation is
linked closely to the development of transport routes, as well as the legal, regulatory,
and institutional aspects of trade. While the need for expanding the transport sector
network is becoming increasingly visible, the accompanying need for management and
sustainability of the network has become even more conspicuous than before. With the
changing political and economic dynamics in the 1990s, the transition to a political
democracy and market-based economic system has created new pressures on the
relatively small-sized transport network in the country. Although the actual demand for
transport infrastructure continues to be low as compared to other Asian countries, the
Mongolian economy has witnessed a rapid growth in the recent years, fueled mainly by
the mining and traditional livestock sectors. Inadequate transport infrastructure and
services continue to constrain the growth of economic activity in remote areas such as
the western and southern regions.
In Mongolia has many international freight forwarding companies. From them I
chosen the leading and pioneer Freight Forwarder “A” company,this company is the
first international freight forwarding private sector company of Mongolia. Established
in 1990, from that time still leading the market of Mongolian transportation sector.
Owning huge space container terminal in downtown, huge number of professional
colleagues, huge amount of circulating capital also have many year’s working
experience. But “A” Company’s management and competitiveness status is not higher
than other new young companies. Because “A” Company is like brand name through
the customers. I was working two years for tsAs, Company, so I want to help to improve
our company&39;s status. Also to research all related market researches and make analysis
what way will help to our companyJs future. Every organization has a higher operation
management, it will show where is that company9s successful way. In the market
increasing incomes,improving services and expanding own position’s one of main way
knows other competitors, research their operational management methods and find out
own companies operational problems.
Key words : Transportation, Logistic, Operation management, Strategy
Table of contents
Table of contents
Chapter 1. Introduction1.1 Research background, purpose and significance1.1.1 Reseaerch background1.1.2 Research purpose and significance1.2 Domestic and overseas research status1.3 Research methods and research contents1.3.1 Research methods1.3.2 Research contents1.4 Summary of 1st chapter.Chapter 2. An overview of related theories2.1 Theory of Organizational structure2.2 Theory of Business process2.3 Theory of Competitiveness2.3.1 Definitions of Competitiveness2.4 Theory of SWOT
2.5 Theory of PESTLE.....
2.6 Summary of 2nd chapter
Chapter 3. Mongolian “A” Company’s development process and operational
3.1 The main meaning of freight forwarding sector and history of Mongolian
3.1.1 History of Mongolian transportation.
3.2 “A” Company introduction
■3.2.1 Divisions of “A” Company
3.2.2 Job positions of “A,,Company
3.3 Company business characteristics
3.3.1 Product types of “A” Company
3.3.2 Service types of “A” Company
3.4 “A” Company’s development process and development current situation 51
3.5 “A” Company’s operation current situation’s SWOT analysis
3.6 “A” Company’s PESTLE analysis
3.7 “A” Company’s competitiveness analysis
Table of contents
3.8 Summary 3rd chapter...
Chapter 4. On the Mongolian “A” Company’s current situation’s existing key link of
operation problems analysis
4.1 Current situation and problems of Organizational structure.
4.2 Logistics business process status and problems
4.3 Competitiveness situation and problems
4.4 Summary of 4th chapter
Chapter 5. Response strategy and implementing measures of Mongolian “A”
Company’s current situations existing key link of operation problems analysis
5.1 Response strategies
.5,1.1 Organizational structure improvement,.
5.1.2 Logistics process optimization
5 J.3 Improve the ways of competitiveness