2 CONTENTS SPL OPERATIONS 01 02 03 INTRODUCTION

2 CONTENTS SPL - OPERATIONS 01 02 03 INTRODUCTION SPL OVERVIEW OBSERVATION Volume & Coverage New Management team SGN – DAD & HAN 04 05 06 FUNCIONAL STRUCTURE ACTION PLAN Details of Functional Priority Action Plan OPERATION STRUCTURE Frequently, your initial font choice is taken out

3 THE TEAM SPL - OPERATION National Head OPS National Sortation Mgr STEVE THANH JENNY TUYEN JESSIE THU NATHAN NHAT PIC of all Operation Activities PIC of Sortation Center PIC of Fleet PIC of Hub People Management & Develop In/Out/Sort Activities IC Contract & Incentive First Mile - Last Mile Delivery OPS Domestics & International Asset Management & Branding Network Expansion Setup & Follow the Company’ Cross Border & Line haul Shuttle OPS Performance & OPS Admin Lean & Improvement Process Strategies & business plans National Fleet Mgr Recruit SC & Training National Hub & Pickup Mgr

Hà Nội Legend Service Center Hub HAN SGN DAD VCA TOTAL Đà Nẵng Biên Hòa Cần Thơ Hồ Chí Minh AVG DAILY 900 70% UPS, 30% FOR ANOTHER BRAND & ECOMMERCE 1200 80% TGDD, 20% FOR HOANG PHUC & ECOMMERCE 900 80% TGDD, 20% FOR KIMBERLY & ECOMMERCE 50 3050 Service Center DAN HAN SGN Grand Total # of Truck 3 13 7 23

HAN & DAD OBSERVATION – PUD Areas Location DAD Observation PU process for TGDD Issue Root Cause Solution PIC Rreview/S upport Not standardized packing material: GSA has to modify from current carton boxes Standardize packing material (box size or flexible bag) Thu/ Thanh GSA is afraid of penalty so GSA captures 7 pics per parcel Review contract T&C to reduce waste steps and work with commercial team for Win solution Tuyen/Nhat Thanh/IT Packaging process & requirement: Miscommunication Pick and pack process is not circulated top down to customer’s staffs (TGDD) and GSA Review process and training to ops staff and keep closed to commercial team for customer communication support Nhat/Tuyen Thanh PU process takes time: mutual check and pack HAN PUD process for Yen Vien (UPS) COT alignment Small volume No monitoring Review SLA with UPS, work with sales and communicate with customer Nhat/Chien Thanh/Fin All Backlog and lead time commitment No info Not yet set up Backlog process & management Tuyen/Nhat Thanh/IT Coordinate with Sales team for transit time commitment and Tech team for system update Tuyen/Nhat Thanh Paper PUD Runsheet Costing and time consumption e-PUD runsheet, Strictly Confidential e-customer signature 6

HAN & DAD OBSERVATION – SORTATION Areas Observation Location HAN/ Yen Vien Location Man power Issue Root Cause Location: not yet finalized Lack of Man power ALL Not utilized Fleet capacity Solution PIC Review/Su pport Work with BOD to finalize location Tuyen Thanh/BOD Lay out and SOP set up Tuyen/Chien Thanh Recruit Supervisor Tuyen/Chien Thanh Mapping seller + depot + service center connection to utilize Fleet capacity and improve SQ Tuyen/Chien Thanh Linehaul & Shuttle Fleet capacity utilization Layout Not utilize space and capacity Re-layout for operations and office areas Tuyen/Nhat Thanh 5 S Not apply 5 S Training and execution Tuyen/Nhat Thanh/HR Linehaul & Shuttle schedule and planning - Base on staff experience - No management (performance + cost) - No planning , schedule, COT - No main PIC - No process - SOP - Centralization Tuyen/Nhat Thanh Security in transit & facility CCTV is controlled by Hub leader - No manpower in charge of Security - Lost and Found process N/A - Handover. Strictly process N/A Confidential - SOP - Centralization Tuyen/Nhat Thanh 7

HAN & DAD OBSERVATION – SORTATION Areas Location ALL Observation Issue Root Cause Solution PIC Support/ Review Tool & Equipment Old and not enough No supervision - Inventory check - Request purchasing/ repairing if necessary Tuyen Thanh Network supply Waste - costing and space - Using carton box for transit - On-demand packaging material - Full stock for TGDD return service from Warranty service to customer - Canvas bags for transit - Work with sales reg volume forecast - Check with sales for TGDD contract for resolution Thu Thanh In-house Work flow Not apply - SOP - Centralization Tuyen/Nhat Thanh Facility Maintenance Not clean and no rubbish disposal solution Check with PIC and execute Thu Thanh Shift planning Not leaned Review to utilize manpower and cost Tuyen/Nhat Thanh Location tree on AWB Not apply 8 sorting process Build location tree to speed up Tuyen/Nhat Thanh Strictly Confidential

HAN & DAD OBSERVATION – FLEET Areas Location ALL Observation Issue Uniform code Not good branding (no pant, shoes, helmet) PUD tool and equipment: - Box, bag - Fleet portfolio - Box: old branding (Quantium) - Bag: not utilized - Process for fleet portfolio Incentive scheme - Low productivity, low income, high turnover rate - Staff engagement Headcount planning - No performance record - No volume forecast - No headcount planning Training and GSA onboarding Not apply PMP/system Not apply Root Cause Solution PIC Review/ Support New orders for all items, material change, dress code policy Thu Thanh - Inconvenience box size - Habit - Dispatch process - New box size and branding - Booking info and training dispatching process Thu/Nhat/Tu yen Thanh - Low volume - Inaccurate data - Lack of motivation program - Review incentive scheme - Performance management (data) - Independent contractor conversion - Roll out motivation program (Competition, Award, . . ) Thu/Thanh - Coordinate with commercial team for volume forecast - Build performance report - Setup KPI target Thu/Thanh/N hat Thanh - No PIC - No training material - Compose training and onboarding material - Update GSA handbook - Refresh training Thu/Nhat Thanh - No PIC - No Process - No reporting - No following up and Strictly Confidential resolution - Build up PMP team - Regular dashboard - Service quality and improvement - System innovation 9 - Planning and forecasting - Costing (check, analysis, cost structure) Thanh/Thu Thanh

HAN & DAD OBSERVATION – FLEET Areas Location ALL Observation Ops Admin Issue Root Cause No SOP Vehicle repair and maintenance/ branding Project Management Lost Customers Bad Service Org chart Strictly Confidential Solution PIC Review /Suppo rt - SOP set up - Centralization Thu Thanh Review and centralization Thu/Hr Thanh - learn bad practice to prevent and improve process - Dedicated team for Project Thu/Thanh - Build org chart - Get approval and communicate Thu/Nhat/Tuyen Thanh 10

OPERATIONS STRUCTURE SPL - OPERATIONS National Head OPS Area Manager North (Branch) Area Manager Central (Branch) National PUD HUB Manager National Sortation Manager National Fleet Manager CS - Business Solution Manager All functions would be centralized instead of separated. All national Managers & Brand Manager will report Directly to me, All supervisors of each functions have to report directly to National Manager & Doted line to Branch Manager. Customer Service cum Business Solution Manager should belong to Operations & Report to me

OPERATIONS STRUCTURE – CS&BS SPL - OPERATIONS CS - Business Solution Manager Front line Team leader CS staff Back line Team leader CS staff QA Team leader QA staff

FUNCTIONAL RESPONSIBILITY – CS-BS SPL - OPERATIONS Title Key activities/responsibilities CS & Business Solution Manager - Overall management for Customer Service (CS), Customer Experience (CX) and Seller Experience (SX) improvement - Go with Commercial team to see customers and get alignment for SLA (Service level Agreement) Front line team External customer interaction: - New Booking/ Booking amendment - PUD status - To receive Customers complaint and transfer to Back line team Internal interaction (OPS team, others, . . ) & External customer interaction - To receive Customers complaint from Front line team - To work with internal SPL team for root cause and solution - To give feedback and solution to Customers - To co-ordinate with internal SPL team for aligned SOP and leaned Process QA team (Quality Assurance) - CX/SX KPI set up and Performance monitoring - Reporting and analysis - CX/SX continuous improvement management CS under OPS: Advantages: • As one team, CS will work closely to OPS team, no more gap, no more debate and conflict • As one team, CS will understand OPS more, get together to solve problem fix issue • As one team, CS is the ideal team as a call center to monitor OPS process and performance management • As team spirit, CS and OPS will support each other for the best service quality aiming to customer’s satisfaction

OPERATIONS STRUCTURE – PUD SPL - OPERATIONS Area Manager North National PUD HUB Manager Area HUB Supervisor – South Area HUB Supervisor – Central HUB Opening Supervisor Area HUB Supervisor North Hub Team Leader Hub Opening Associate Hub Team Leader Hub Dispatcher GSA GSA

FUNCTIONAL RESPONSIBILITY - PUD SPL - OPERATIONS Title Key activities/responsibilities National PUD HUB manager • • • Manage pickup and delivery Hub Facility management Ensure service performance to commit SLA and ontime delivery People management Make planning / execute functional operation to align with business strategic Area Hub supervisor • • • Overall manage area Hubs both manpower, assets and hubs operation Making pickup delivery plan for getting the best result of GSA to ensure the timely delivered/pickup Making the plan of money receivable & collect to ensure the fully money collect for the company Achieve target/ KPI for area Hub activities Work with related Team to solve any matter (CS/ FIN/ Fleet) Handle all kind reports at area Cost management for Hub activities with the most reasonable and effective Raise any good opinion to build up Hub to Manager Encourage staff working effective and build up Team working to each other Implement and maintain standard operating procedures in all hub facilities Hub team leader • • • Receive and feedback goods from warehousing team in term of quantity and condition Fine sort by route and assign GSA to pick up/ deliver parcels from merchants to customer Monitor GSA activity and identify potential failures to activate contingency recovery plan Collaborate with management to modify daily routes to accommodate pick up/delivery needs based on priority Monitor GSA’ working hours and equipment availability Monitor road condition and traffic changes; and work with GSA to establish new route Collect COD and payment from GSA then transfer to company by COT Work and follow with CS team for pending parcel solution Keep facility clean and tidy by 5 S standard • • • Plan and executive hub expansion/ opening that aligned with company strategic Ensure expansion/opening hub within budget and operation demand Build new hub operating model Ensure project progress as planned Weekly report the progress of hub expansion/opening Hub opening

OPERATIONS STRUCTURE – SORTATION SPL - OPERATIONS National Sortation Manager SGN Sortation supervisor Inbound team leader Data Entry & Paperwork Outbound team leader DAD Sortation supervisor Linehaul/ Shuttle team leader Field GSO * Current productivity : 150 pcs/hour * Target productivity : 300 pcs/hour with criteria of volume increasing * Max capacity : SGN : 3, 000 - HAN, DAD : 2, 000 * Team leader manage max 10 GSO Short term Area Manager North HAN Sortation supervisor Data Entry & Paperwork Inbound & Outbound Field GSO Linehaul/ Shuttle

FUNCTIONAL RESPONSIBILITY - SORTATION SPL - OPERATIONS Title Key activities/responsibilities Sortation Manager • • • Manage in house processing from pickup handover to outbound for hubs/depots Facility management Ensure line haul / shuttle network operating effectively, on time performance and utilization Process/system innovation to improve productivity and costing People management Make planning / execute functional operation to align with business strategic • • • Ensure data entry, inbound, outbound correctly Implement inventory check to make sure that shipment is kept in good condition. Damage/Lost is followed up and work with other function for resolution Maintain 5 S, facility, tool & equipment to have good working condition Keep track of functional KPI performance, problem solving, improvement action Monitor shuttle / line haul to utilize capacity and effective using People management: setup KPI and performance evaluation, coaching Inbound team leader • • • Ensure information of data entry is accurate, paperwork is prepared fully and correctly In charge of pickup handover, weighting, check in for inbound sortation Follow up status of tool and equipment, packing material, facility, 5 S Process compliance People management : setup KPI and performance evaluation, coaching Outbound team leader • • • Ensure sameday outbound to hub/depots/other areas, system update and pre-alert is conducted on time and correctly In charge of sorting, bagging, check out for outbound sortation Follow up status of tool and equipment, packing material, facility, 5 S Process compliance People management : setup KPI and performance evaluation, coaching • • • Monitor shuttle/line haul schedule and departure/arrival shuttle performance Capacity utilization Manage shuttle driver performance, distance, fuel, vehicle appearance Vehicle Maintenance Coordinate with Fleet team to ensure branding, license Work with vendor/subcontractor for transportation service Area Sortation Supervisor (SGN, HAN, DAD) Shuttle / Line haul team leader

OPERATIONS STRUCTURE – FLEET SPL - OPERATIONS National Fleet Manager (Jessie. Thu) Asset & Branding Sup (Review) IC Recruitment & Training Sup (Vacancy) Fleet Recruiter (Vacancy) IC Management Sup PMP Sup (Vacancy) OPS Admin - Candy Thúy (HAN) - Nina Hà (SGN)

FUNCTIONAL RESPONSIBILITY - FLEET SPL - OPERATION Title Key activities/responsibilities Fleet Manager In charge of Branding, IC Recruitment & Training, IC management and PMP to ensure good CX (Customer Experience) and Professional image on road PMP Supervisor (Performance Management & Planning) - Monitor OPS performance - KPI set up and ensure good service quality - Forecasting and planning Asset and Branding Supervisor Supply all tools and equipment for OPS Team (Uniform, box , helmets …. ) to ensure Professional image on road IC Recruitment and Training Supervisor - Recruit, attract good candidates for GSA position - On boarding, training/refresh training - Compose and update training material - GSA headcount planning IC Management Supervisor - Onboarding formality - Incentive scheme proposal - Incentive payment - Penalty/bonus, contract termination - Motivation program OPS Admin - PR/PO for all OPS tool and equipment/Network supply - To support facilities opening (tool and equipment supply) - New order/Inventory management - Planning and forecasting for tool & equipment to ensure OPS facilities can run smoothly

PRIORITIES IN 2 MONTHS Item # Action PIC Support/ 1 OPS org. chart finalization and onboarding Tuyen/Nhat/Thu Thanh/HR 2 Dedicated IT and tech team personnel for SPL specially is BI & system innovation Thanh IT/Tech 3 Re-Layout and apply 5 S to all facilities Tuyen/Nhat/Thu 4 Facilities Review and location renovation Tuyen/Nhat 5 CPP (Cost per parcel) re-calculate to advise to Sales team, OPS will work close with Sale Thu team to provide the solution & service before sign contract Thanh/Sale/Fin 6 Re-Branding (tool & equipment standardization, Box, Uniform. Signage etc) Thu Thanh 7 LC to IC conversion Thu Thanh/HR 8 Training, Recruit IC and Incentive calculation transferred from HR to Fleet dept Thu/HR Thanh 9 Regular Daily Dashboard reports and Analysis Thu Thanh/IT 10 Fleet (GSA/Driver + vehicle) capacity utilization Thu/Tuyen Nhat/Tuyen 11 Set up the SOP. Tuyen/Nhat Thu 13 Take over the Central Area from BD team. Nhat/Tuyen Thu Strictly Confidential Thanh 20

OUR MISSION MAIN KPI IN 2018 WE WANT TO BE THE BEST LEADTIME COVERAGE SERVICE INNOVATION