FROM FIVE PARTS OF THE REVIEW TO THE NEXT STEP ACTION RESOLUTION OF THE MBV CORE MECHANICAL ENGINEERING ALLIANCE IN AUTUMN 2026

On the afternoon of 18 October 2026, at the MBV International Headquarters in Khai Son City, Hanoi, the Autumn 2026 Strategic Conference of the MBV Core Mechanical Engineering Alliance, themed “Reviewing the Five Pillars and Moving Forward”, successfully concluded with the formal adoption of the Strategic Action Resolution for the remainder of 2026 and the strategic direction for 2027.

Guided by the Made in Vietnam Finest Management Technology (QTTG MIV), the conference was not an isolated event, but rather a strategic convergence point within the continuous “Before * During * After” development journey of the MBV International Alliance and GKM Group.

I. TANGIBLE MILESTONES ON THE JOURNEY TOWARD SELF-RELIANCE THROUGH VALUE-CHAIN INTEGRATION

Over the past year, the MBV Mechanical Engineering Alliance has achieved concrete milestones, progressing from establishing a foundation for collaboration to strengthening its self-reliance and international standing.

The journey began at the MBV Summit in Nha Trang (June 2025) , where the Five Pillars model and the spirit of cross-industry mutual support laid the groundwork for the ambition to integrate the value chain. At FBC ASEAN 2025 (September 2025), MBV Mechanical Engineering enterprises established their first joint exhibition space, progressively demonstrating their capabilities in end-to-end R&D and design.

At Manufacturing World Nagoya (April 2026), the Alliance further advanced its position through the 2.0 bilateral cooperation model with Japanese partners, moving toward equal-footing dialogue within global value chains.

The MBV Five Pillars Entrepreneurs’ Tràn Tâm Thế Day (June 2026) further strengthened alignment in Tâm Thế and the strategic positioning of the ecosystem. Practical initiatives at Windtech in Phu Tho (August 2026) and FBC ASEAN 2026 (September 2026) continued to demonstrate the Alliance’s spirit of collaboration, mutual support and joint value creation.

These successive milestones have accumulated trust and strengthened the Alliance’s internal capabilities, providing a solid foundation for the Autumn Conference on 18 October 2026 to proceed with confidence and strategic resolve.

This track record of tangible achievements in the “Before” phase has built the confidence and resources needed for the Autumn Conference to move forward with a strong sense of purpose.

II. THE “FIVE-PART REVIEW” AND EVIDENCE OF THE MBV BRAND’S CAPABILITIES

During the first working session of the conference, leading enterprises within the MBV Mechanical Engineering sector presented a clear picture of their management and operational capabilities. Through their quality standards and distinctive operating cultures, they demonstrated the strength of the Made by Vietnam brand.

AMECC Corporation has progressively expanded its scale and established its international standing

AMECC currently employs nearly 2,200 permanent staff, with its total workforce exceeding 3,000 when on-site supporting personnel are included. In the first nine months of 2026, the company achieved 43,000 tonnes in fabrication and manufacturing output and expressed confidence in reaching 60,000 tonnes for the full year. This growth was accompanied by impressive revenue of USD 165 million.

Beyond financial performance, AMECC has also improved employee welfare, raising average income by 33% compared with 2025. Its daily practice of a Tràn Tâm Thế culture has helped the company reach a record of one million safe working hours.

In international negotiations, AMECC is emerging as an equal partner to multinational corporations rather than remaining a low-cost subcontractor. The company stands firm on its commitment to five-star quality standards and has even been prepared to decline USD 800,000 in support offered by an international partner, affirming its self-respect and strong capacity for self-reliance.

Windtech Corporation has achieved a breakthrough in productivity and reduced operational waste

Windtech stands as a compelling example of the productivity gains that can be achieved through a management model grounded in Tràn Tâm Thế. The factory’s cabinet production capacity has risen from 35 units per day to 150, with the capability to meet demand for up to 300 units per day. Across its product range, Windtech’s total output has reached approximately 400 units per day, contributing to year-on-year production growth of 24%.

Most notably, Windtech’s revenue has tripled, rising from VND 15 billion to VND 45 billion, while its workforce and machinery have remained largely unchanged. This growth has been achieved by reducing the defect rate from 15% to just 0.05 to 0.1%.

The team’s execution speed has also improved significantly, with deliveries consistently completed three to seven days ahead of commitment. These tangible results have helped Windtech enter the top 10 outstanding suppliers and reinforced its Tier A standing with multinational corporations.

Farmila Corporation has mastered technology and differentiated the value of its services

Farmila has recorded strong progress, with its operating scale nearly doubling compared with the previous cycle. Through the effective application of lean management principles, the company has successfully improved its profit margin to more than 18%.

Farmila’s most significant achievement lies in its technological self-reliance in research and development. Its engineering team and core workforce have mastered the entire process of designing, manufacturing and refurbishing complex machinery systems for rice and grain processing.

At the same time, Farmila continues to enhance its brand value through a distinctive service culture. By sharing management knowledge and treating sincerity as a means of building relationships, the company has established lasting trust and earned the respect of partners around the world.

III. ADOPTION OF THE STRATEGIC ACTION RESOLUTION OF THE MBV MECHANICAL ENGINEERING SECTOR

During the second and third working sessions, Assoc. Prof. Dr. Nguyen Dang Minh, together with the leadership of MBV International, GKM Group, GKM Japan and participating enterprises, formally signed the Autumn 2026 Strategic Action Resolution. The Resolution establishes eight strategic action plans for the remainder of 2026 and the strategic direction for 2027:

1. Enhance the overall capabilities of managers, Consistently strengthen management capabilities from the roots (executive leadership), to the trunk (department heads), and the branches and leaves (operational personnel), through hands on projects implemented within each enterprise.
2. The MBV WORK Project, Establish MBV WORK under MBV International and the MBV Education network to recruit, integrate and develop middle-management employees (EMO) and frontline employees (FMO). Before entering factory-based vocational training, participants will be equipped with Tâm Thế management capabilities and GKM thinking.
3. Implement cross-company personnel rotation, Introduce short-term personnel rotations among MBV Mechanical Engineering enterprises across production and management teams. The initiative will facilitate mutual learning from Tràn Tâm Thế operating practices and help eliminate invisible waste.
4. Refine the MLDBXN model through joint projects, Further develop the MLDBXN model (Mở * Lỏng * Dẻo * Bọc * Xoay * Nâng) through joint projects, Participating enterprises will take turns leading integrated value chains, align their communication approaches and prepare for participation in Manufacturing World Nagoya in April 2027.
5. Develop joint investment and business initiatives, Pool resources to invest in and restructure domestic mechanical engineering enterprises, as well as foreign-invested mechanical engineering businesses operating in Vietnam.
6. Advance the Go Global 2.0 strategy, Expand international headquarters and commercial channels in key markets across Northeast Asia through GKM Japan, Europe through GKM EU, and North America through GKM US.
7. Invest in MBV industrial parks and integrated complexes, Participate in the restructuring of existing industrial parks and develop new high-tech MBV integrated complexes focused on core industries in strategic localities, including Phu Tho, Hai Phong and Long An. These developments will follow the model of “Three Core Centres, Flexible Satellites.”
8. Establish the MBV Mechanical Engineering Industry Standard, Develop an internationally oriented set of standards under a Vietnamese brand, integrating and elevating stringent G7 standards (ASME, JIS, CE and ISO) into a unified benchmark for evaluating suppliers and international partners and strengthening the credibility of Vietnam’s national brand.

CONCLUSION: A NEW SCALE OF AMBITION IN VIETNAM’S RISE

The Autumn Conference held on 18 October 2026 and the newly signed Resolution represent a decisive response to the nation’s ambition for economic self-reliance. This journey is not driven by slogans, but by tangible evidence of quality standards, transformation rooted in people, and an integrated Alliance governance model built on Mở * Lỏng * Dẻo * Bọc * Xoay * Nâng.

Through the Made in Vietnam Lean Management Technology, the MBV Mechanical Engineering Alliance and GKM Group continue to strengthen management capabilities, integrate value chains and develop the capacity to create internationally competitive value under the Made by Vietnam identity.

Tràn Tâm Thế!

(GKM Group & MBV International Alliance Communications Department)