572 as-REP GTM Landscape v4b

Co-produced by
Global Trade Management Landscape A Holistic View

Written By:
Beth Peterson, President BPE Global James Blaeser, Publisher American Shipper Geoff Whiting, Associate Editor American Shipper
Published March 2012
Sponsored by:
Executive Summary
Welcome to the Global Trade Management Landscape Report: A Holistic View, coproduced by American Shipper and BPE Global. We hope you will find this report useful in understanding how to assess your companys global trade management (GTM) needs, create a roadmap to success, improve risk mitigation, realize financial benefits and effectively execute on your plans. Further, this document is designed to help you articulate the benefits and challenges of effectively managing global trade to your companys executives. Put this report on your CEOs desk so he or she can change the way they think about global trade.
Defining Holistic Gtm
ExECutivE Summary
ii
Global trade is a fundamentally different practice than domestic trade. The three flows of commercethe movement of goods, information and fundsneed to be orchestrated across a large number of stakeholders spanning potentially large geographic areas. American Shipper and BPE Global believe GTM should be viewed in a holistic sense that includes elements such as supply chain visibility and supply chain finance, in addition to trade and regulatory compliance. This definition should evolve with the evolution of global trade. A holistic view will allow global trade practitioners the flexibility required to keep pace with the times, and expand their worldview beyond their immediate responsibilities to include areas that ultimately will impact them, or be impacted by their actions.
Defining Gtm requirements & Planning for Change
Companies looking to address their GTM needs must first take a look at themselves in the mirror. A thorough and honest assessment of your companys current, or as-is, state is critical. Map out your GTM processes as you execute them today, including any technology currently used. Create a list of all GTM systems, identify which processes rely on them, and assess their current performance. Create a comprehensive list of the people and departments that own the system and those who maintain the data in it, as well as any information on the systems lifecycle.
Global Trade Management | Landscape Report: 2012
Take a risk-based approach to assessing your companys current GTM process and future requirements. Where possible, look to automate based on assessment of feasibility and projected return on investment (ROI). Take a second look at your future state and set priorities based on ROI that can be expected. Bear in mind ROI from trade compliance modernization efforts can be hard to calculate.
Framework for assessing vendors
If your roadmap from current operations to desired/strategic state requires automationwhich many willthe next step is defining your companys technology needs and requirements. There are a number of key factors that will help quickly narrow the list of potential systems providers. These include: Size and complexity of your company and its supply chain. System features and functionality required. Corporate IT strategy requirements. In-house expertise and infrastructure. Vendor roadmaps. Total cost analysis.
iii
Best (and Worst) Practices
Here are some universal best practices that can be applied to any GTM modernization effort. Manage scope to ensure that all stakeholders agree to what you are setting out to do. Assemble a cross-functional team. Improve your processes. Dont implement bad processes. Think beyond borders and companies. Focus on your user requirements. Benchmark with other companies. Cleanse and protect your data. Define metrics and measure frequently. Measure cost versus benefit. Control access by third parties. Just because a third party can access your data, doesnt mean they should. Many of the worst practices also came to light while compiling this report. Those are included in more detail within Section 6.
ExECutivE Summary
Table of Contents
Executive Summary.............................................................................................................................................................. ii Section I: Introduction..........................................................................................................................................................4 > Defining Holistic GTM...................................................................................................................................................4 > GTM Terminology .........................................................................................................................................................5 Section II: The Call for an Overarching GTM Strategy ......................................................................................................6 Section III: Defining GTM Requirements & Planning for Change ....................................................................................7 Section IV: Framework for Assessing Vendors ...............................................................................................................11 2 > Required Features and Functionality..........................................................................................................................13 > Corporate IT Strategy .................................................................................................................................................15 > Expertise and Infrastructure .......................................................................................................................................16
ta B l E o F C o n t E n t S
> Vendor Roadmap .......................................................................................................................................................17 > Total Cost Analysis .....................................................................................................................................................18 Section V: GTM Landscape ...............................................................................................................................................19 > Compliance Content...................................................................................................................................................20 > Visibility.......................................................................................................................................................................21 > Supply Chain Finance ................................................................................................................................................23 Section VI: Worst & Best Practices...................................................................................................................................25 > Worst Practices ..........................................................................................................................................................25 > Best Practices ............................................................................................................................................................26 > Feedback ....................................................................................................................................................................26 Appendix A: Global Risk Analysis .....................................................................................................................................27 Appendix B: Vendor Guide.................................................................................................................................................28 Appendix C: About Our Sponsors .....................................................................................................................................36 > Amber Road ...............................................................................................................................................................36 > CDC TradeBeam ........................................................................................................................................................36 > Integration Point ........................................................................................................................................................37 > QuestaWeb ................................................................................................................................................................37 Appendix D: About Our Partners.......................................................................................................................................38 > BPE GLobal ................................................................................................................................................................38 > International Compliance Professionals Association ................................................................................................38 Appendix E: About American Shipper Research.............................................................................................................39
Figures
F i G u r E 1 : Business and Supply Chain Size and Complexity ...................................................................................11 F i G u r E 2 : Key Visibility Functionality.........................................................................................................................13 F i G u r E 3 : Key Compliance Functionality ..................................................................................................................14 F i G u r E 4 : Key Supply Chain Finance Functionality ..................................................................................................14 F i G u r E 5 : General Comparison of ERP-based GTM Solutions versus Best-of-Breed .............................................15 F i G u r E 6 : Selected Compliance Application Vendors ..............................................................................................19 F i G u r E 7 : Selected Compliance Content Vendors....................................................................................................20 F i G u r E 8 : Selected Supply Chain Visibility Vendors .................................................................................................21 F i G u r E 9 : Selected Supply Chain Finance Vendors..................................................................................................23 3
FiGurES
Section I: Introduction
Welcome to the Global Trade Management Landscape Report: A Holistic View, coproduced by American Shipper and BPE Global. We hope that you will find this report useful in understanding how to assess your companys GTM needs, create a roadmap to success, improve risk mitigation, realize financial benefits and effectively execute on your plans. This report, compiled from December 2011 through February 2012, relies on three key sources of market intelligence to create a reliable, actionable resource for global traders. These are: American Shipper/BPE Global primary research on subjects including import/export operations and compliance.
4
BPE Globals hands-on experience working with global multinational companies to optimize and leverage their operations and compliance initiatives. Survey of GTM systems providers on their current offerings, future developments and views of the marketplace. While many of the concepts included here apply to global trade practitioners broadly, this report comes with limitations in terms of scope of coverage. This report will be more meaningful to those dealing with physical goods and software; especially those companies with complex supply chain networks and/or complex compliance requirements.
DEFininG HoliStiC Gtm
SECtion i: introDuCtion
Global trade is a fundamentally different practice than domestic trade. The three flows of commercethe movement of goods, information and fundsneed to be orchestrated across a large number of stakeholders spanning potentially large geographic areas. These parties often work in different languages, currencies, and regulatory regimes creating a variety of challenges. All too frequently, the international commercial terms for global transactions are missing or poorly communicated; resulting in increased costs and delays. Corporate executives are often working under the assumption that global trade is no different than domestic trade. This often leads to wasted time, money, and opportunity. It is time for companies to rethink the way they view GTM. The common perception that GTM is synonymous with trade compliance is only partially true. While compliance is certainly an
important element, GTM isor should beseen in a much broader context. American Shipper and BPE Global believe GTM should be viewed in a holistic sense that includes elements such as supply chain visibility and finance, in addition to trade and regulatory compliance. A successful, holistic global trade operation will result in lower costs, higher profit, increased competitive advantages and greater control. A holistic approach to GTM puts the three fundamental elements of supply chain management, supply chain finance, and regulatory compliance on equal footing; enabling companies engaged in global trade to more broadly manage their operations effectively, efficiently and compliantly.
Gtm tErminoloGy
Best-of-breedTechnology strategy or approach that dictates a company will implement the best product available, regardless of what other vendors or solutions are already installed. Enterprise Resource Planning (ERP)A package of software applications used to manage functions common to many businesses including purchasing, finance and human resources. Installed/on-premiseSoftware applications installed, hosted and accessed via a companys own server or other hardware. Road MapA technology vendors plan to develop and enhance features, functions, delivery and other characteristics of their product offering. Software-as-a-Service (SaaS)Applications made available to a company via third party servers or over the Internet; often priced on a per-use or subscription fee basis. VisibilityAwareness of, and control over, specific information related to physical shipments, including events and milestones that occur prior to and in transit.
SECtion i: introDuCtion
Section II: The Call for an Overarching GTM Strategy

Recent events have elevated the importance of GTM among executives. The earthquake in Japan and subsequent tsunami in March 2011 has had a deep impact on the automotive industry worldwide. Flooding in Thailand, during the last half of 2011, severely impaired global operations in the high-tech industry. The impacts of these supply chain disruptions eventually reached Wall Street by means of corporate earnings shortfalls. The World Bank estimates that the Thai floods alone caused $45.7 billion in economic damage and losses. Disruptions such as natural disastersand many less significant events often expose companies that lack a GTM strategy. GTM provides key stakeholders with the right information and flexibility to adjust to challenges and react swiftly to sudden changes. Quite often companies overlook significant losses because of a lack of understanding of when international supply chain costs (such as duties and taxes) are due and who should pay them. All too frequently, these types of charges are not analyzed or challenged. A holistic GTM strategy should ultimately support the companys short- and long-term objectives and goals while enabling and protecting the companys ability to react quickly to change. GTM practitioners need to align these goals first to effectively pursue their GTM strategy. Then, they need to understand the nuances of the markets their company serves and plans to serve, and investigate the potential challenges associated with the products their company moves across borders. Companies developing an over-arching GTM strategy must also: Understand and address the riskiest areas of the companys supply chain. Shed light on the blind spots in your supply chain, both upstream and downstream. Analyze costs associated with inventory including international supply chain expenses. Increase efficiency and replace outdated, often manual processes. Feed your companys business intelligence capabilities. Increase enforcement of business policy through use of automated processes. Improve recordkeeping. Affect positive change in your organization.
S E C t i o n i i : t H E C a l l F o r a n o v E r a r C H i n G G t m S t r at E G y
Section III: Defining GTM Requirements & Planning for Change

A thorough and honest assessment of your companys current state is critical. Understand your current, or as-is, state in four key areas: Corporate goals and objectives. Key stakeholders and their level of engagement. Current business processes. Present use of GTM-related systems. Identify your GTM stakeholders in terms of those who will provide data to the system and those who would benefit from receiving information. Examples of those who will provide data to the GTM solution include: Operations and/or suppliers that provide data about shipments. Finance and administration departments that provide valuation data.
SECtion iii: DEFininG Gtm rEquirEmEntS & PlanninG For CHanGE
Regulatory compliance departments that provide product registration information. Legal groups that provide names and addresses for parties who have access to your technology. Engineering and product development departments that provide product-related data. Examples of stakeholders who should also receive data from a holistic GTM solution include: Finance and administration for landed cost data. Supply chain for visibility and product-related data. Human resources for employee screening results. Customs brokers for order data. Map out your GTM processes as you execute them today, including any technology currently used. This is your as-is business process. Define exactly what each business entity does, which one is responsible, what processes happen and how success of the business process can be determined. Detail everything you do in your global trade management function today and make sure to include all existing data feeds, manual processes and third-party processes. A critical success factor for any global trade program is to receive information from your partners in the supply chain, including vendors, contract manufacturers, brokers, freight forwarders, warehouses and your own entities that are not on your ERP platform. This means that documentation and EDI/data integration should be an essential part of your assessment strategy from start to finish.
It is highly recommended that you create a listing of all GTM systems, identify which processes rely on them, and assess their current performance. Then honestly evaluate the reliability of the information provided. If the existing system contains garbage, then you should hesitate carrying that data to any new system. As a next step, global trade leaders create a comprehensive list of the people and departments which own the system and those that maintain the data in the system, as well as any information on the systems lifecycle. Understand your companys plan to maintain, upgrade or replace these systems in the short- to medium-term. Partnering with the IT group to accurately assess current systems is recommended. Next, identify those areas not currently supported by GTM systems which are likely to benefit from automation.
8
As you go through these steps, you need to raise your efforts to a global level. Understand your requirements geographically as this variable plays a large part in creating complexity in GTM-related processes. If your organization operates globally, do not limit your plan to a U.S. or other single-country focus. Global firms should pull together a team of global stakeholders to represent all corporate and regulatory issues that should be considered in modernizing GTM-related processes. Throughout this process, it is important to spend time with your stakeholders talking about their contribution to the current process. Look for areas where the process breaks down, or could be improved. Common breakdowns and symptoms of larger problems can be found in cycle-time reports, delays, holds, seizures and penalties. For improvement opportunities look for manual processes, rework, and costs such as filing or processing fees. Always search for opportunities to take cost out of the process. A word of warning to global trade practitioners: Its likely that you do not understand the full extent of your supply chain complexity without a thorough investigation. Managed service providers are a tremendous asset to their customers but they often mask their customers (your) failures. For example, an offshore supplier regularly creates invoices with inaccurate values and the managed service vendor always corrects the value prior to entry submission. This is useful from an import compliance perspective; however it does not provide the client with visibility to the valuation error. The client may be paying the inaccurate invoice value and has no knowledge that there is a problem to be fixed. Include these important stakeholders in your as-is analysis to ensure you incorporate the unknown problem areas in your solution design.
Take a risk-based approach to assessing your companys current GTM process and future requirements. Use a risk matrix to find the riskiest components of your business and target them for improvement in your GTM initiatives. Know the controls on your products into and out of every country and develop product management requirements based on the complexity of your controls. See Appendix A of this report for a sample risk assessment matrix. The next step is to then develop or reconsider your near-term, mid-term and long-term GTM program goals. Consider things such as new trade processes, markets, products, software and technology for the future. Focus on continuous improvement. Consolidate silos into a global program. At the end of this process, you will want to make sure that you lay out a plan which supports your corporate goals. It helps to break down the steps to automation against your companys near-term, mid-term and long-term goals. Remember, automation enables you to achieve your goalsit should not be a goal in and of itself. Once you have developed your as-is process map, develop a to-be solution that represents your companys ideal future state. This should include all supply chains your company manages, including supplies, materials, finished goods, warranty/RMA, materials transfers, capital equipment moves and samples. Be sure to include non-transactional operations such as deemed exports and technology transfers. Requirements and regulations regarding controlled technology, such as use technology that can be found in manuals and other customer support materials, should be addressed by your GTM processes and technology. Include services and technical support (e.g. networks/VANS) which may also be controlled. This area is generally not a key supply chain visibility or finance concern; however, these less obvious compliance issues can cause disproportionally large GTM risks. All GTM business requirements should include clear metrics for measuring the value and volume of your global trade activity as well as the compliance with your global trade policies and procedures. These metrics should be measured against your corporate objectives. Where possible, look to automate based on assessment of feasibility and projected return on investment (ROI). Automation enables global trade managers to mitigate the risks of human error, establish consistency in the execution of trade processes, and enables the visibility required to optimize supply chain activities and react to disruptions.
All of which results in supply chain reliability which in turn results in reduced costs. With a reliable supply chain, inventory levels can stay low, or just-in-time models can be used, because risk of loss or delay is minimized. Consistency and reliability also lead to improved customer satisfaction, which can improve revenues and customer loyalty. Take a second look at your future state and set priorities based on ROI that can be expected. Categorize these process improvement opportunities as nice to haves versus must haves. This will help prioritize your GTM wish list and ultimately your plan to attack these goals. If you are in a particularly difficult political or budget climate, you might consider breaking it down further to legal requirement, business requirement, policy requirement, and nice to have. This helps bring clarity on cost drivers when tough decisions have to be made.
10
Too many companies decide they need a GTM solution, issue a request for proposal, go through demos and then select a vendor only to struggle during the implementation because they have not really defined their business requirements. This results in implementation delays, and creates unnecessary costs for all GTM stakeholders. Once you have developed your business requirements, it is critical to develop an implementation schedule. Its not appropriate and is highly risky to implement all features at once. Deliver value over time to minimize disruption and consider running legacy systems or processes in parallel for a period of time to mitigate risk. Do not implement your GTM as a standalone solution. Global trade management should not be your primary objective. Your corporate objectives are what should be focused on and ensuring that your GTM strategy aligns with your corporate strategy. Use this plan to create a well thought out road map that will guide your organization from the current (as-is) state to the desired future (to-be) state.
Section IV: Framework for Assessing Vendors

If your roadmap from current operations to desired/strategic state requires automationwhich many willthe next step is defining your companys technology needs and requirements. There are several key issues that will help global companies quickly limit the pool of potential vendor partners to those that are most appropriate for their needs. These include: Supply chain size and complexity. Features and functions required. Corporate IT strategy. Expertise on staff and infrastructure. Vendors roadmap. Total cost analysis.
S E C t i o n i v: F r a m E W o r k F o r a S S E S S i n G v E n D o r S
11
FiGurE 1:
Business and Supply Chain Size and Complexity
High ROI
Complexity
Low ROI Volume
While some organizations might not need any technology to support GTM improvement initiatives, most global companies will decide how much technology is required. The scope of your business and its supply chain complexity will dictate your needs. Further, the schedule of improvements you have already set out in previous steps will dictate how much investment is required and when those must be made. Business and supply chain complexity drives the need for automated processes to ensure accurate, efficient and compliant operations. In terms of trade compliance, complexity stems from products that may be controlled or highly regulated. In addition, the number of markets served can compound complexity in terms of discrepancies in regulations and enforcement level and separate business entities with different goals and objectives.
12
Likewise, high volume global trade operations will benefit significantly from GTM systems. Sheer scale alone can create a compelling case for certain GTM functions such as screening, document generation, financial settlement to name a few. Companies with both high levels of complexity and volumes of freight will clearly benefit most from GTM systems. These companies will also require the most robust systems available on the market today. Low volume shippers with highly complex products or supply chains will find a high ROI, too. It is feasible that companies with low volumes and more straightforward supply chain issues will benefit from GTM systems; however, they will have to look harder for that ROI. A few examples include increased order-to-cash processing, accurate government declarations and visibility to customer deliveries. Often the bigger focus in a low volume/ low complexity environment is risk mitigationminimization or prevention of possible violations or penalties. Know what your inventory carrying costs are. Understand your cycle time into and out of countries. Target your highest volume/value countries with the worst cycle time. Have a laser focus on where your quick wins are and share those wins with your global operations. Theyll quickly learn to mimic where you are saving money and predictably moving product.
r E q u i r E D F E at u r E S a n D F u n C t i o n a l i t y
Once you have confirmed your need for a GTM system, define the functionality that is appropriate for your company based on your product controls and your corporate risk profile. Develop process maps on how your transactions (sales, purchase orders, and no-charge shipments) flow. Identify where GTM functionality will ensure accurate, complete and timely information including status notifications and declarations.
FiGurE 2:
Key Visibility Functionality
Understand your product and party requirements. Do you need to maintain product data on a one-to-many basis? Do you need to maintain more than one country of origin per product per country (an example is maintenance of the Customs origin, Buy America Act origin, and NAFTA origin or with multi-sourced part numbers).
Business intelligence/reporting metrics applications for analyzing performance Data quality management Multi-modal transportation planning and scheduling Performance management Purchase order management Role-based Web portals for carriers, forwarders, suppliers, shippers, receivers Supply chain visibility for global inventory, orders, shipments, shipment status
13
FiGurE 3:
Key Compliance Functionality
Anti-dumping/CVD Classification system of record Country of origin management Currency conversion/tax services Customs Declaration Filing Denied/Restricted/Sanctioned party screening ECCN/ITAR category tracking Electronic filing regulations Entry record management Export controls Export Declaration Filing (e.g. Automated Export System filing) Free trade agreement management (includes origin management, certificates, etc) Free trade zone (FTZ) management Import controls (customs clearance, etc) Import/Export License determinations
14
Integration with broker systems Product harmonization classification for duties, taxes Product information management Risk profile reporting Security clearance regulations Security Filing (e.g. ISF,10+2, AEO compliance) Trade documentation
Understand your financial drivers. Do you need tools to ensure payment (letters of credit)? Do your terms of sale require third-party ownership of the global trade compliance process?
FiGurE 4:
Key Supply Chain Finance Functionality
Insurance Invoice reconciliation and claims automation Landed cost calculations (duties, taxes, logistics, etc.) Letters of credit Trade financing
C o r P o r at E i t S t r at E G y
GTM is a critical function that often lacks the attention and priority given to other functions of similaror even lesserimportance. As a result GTM systems requirements will likely be dictated by the companys overarching IT strategy and other systems requirements. It is important to understand where your company stands on two key issues: 1) Does your company prefer to work with technology provided by the current ERP vendor or is your company open to choosing a best-of-breed solution? 2) Is your company willing to use a SaaS GTM solution or are your choices restricted to traditional on-premise delivery models? ERP vs. Best-of-BreedIn theory systems provided by the same vendor will integrate together more easily. While that may not always be true in practice, it is perception that is often more important than reality in the purchasing process.
15
FiGurE 5:
ERP-Based
General Comparison of ERP-based GTM Solutions versus Best-of-Breed

Best-of-Breed Broader/deeper features Potential for acquisition/merger May require adapters/integration tools Centralized maintenance Content included with solution, may incur additional fees. Frequent updates
Less mature features due to time in market Company viability Ease of integration Maintenance requires personnel Content must be purchased/maintained separately 1-2 updates/year
Even with an ERP-based GTM solution available across the enterprise, the business will have to grapple with integration issues as many key GTM stakeholders exist outside the companys four walls. Further, these service providers and partners will have vastly differing levels and types of automation and communication protocols. SaaS vs. InstalledThe delivery model of your GTM system is another crucial factor to assess when sizing up potential GTM solutions. There are five issues that are critical to understand when assessing vendors: Availability. Security. Costs. Configurability. Connectivity.
With SaaS or hosted solutions you have to consider the potentially slower connection speeds and the fact that you wont be able to connect without access to the Internet. Concern remains over the security of a companys information and the loss of control over its own applications. With on-premise or installed applications there is the opportunity to customize the solution. However, that customization can prohibit upgrades to the next version of the software. Companies have been known to spend tens of thousands of dollars in customization only to realize that they cannot benefit from new features and functions that are developed by their software provider. Customization and configuration levels vary among SaaS vendors. With SaaS and hosted solutions your short-term costs can be reduced, but over time you may pay more. With installed software your costs are heavy upfront, but then generally fall into a maintenance mode in the long term. Partners and service providers have to integrate and connect to each of their customers separately. This puts a burden on the service providers to connect to multiple systems to service their customers. This has been a long-standing industry issue and will likely not go away anytime soon. Be very specific with the vendorsthey have different features/functions available in their SaaS-hosted and installed products. Make sure to get confirmation that the features you want are included in the platform you are purchasing. When a vendor presents SaaS and cloud delivery models, be certain to clarify whether they provide that themselves or offer delivery through a partner.
ExPErtiSE anD inFraStruCturE
16
Global trade has grown quickly over the last 30 years, but finding managers with specific GTM skill sets remains a challenge for many employers. It is difficult to find someone who is an expert in global trade that has the ability to communicate strategically within the enterprise, a skill required to obtain funding for a GTM modernization investment. Realize that finding the perfect people to design and implement a GTM solution is nearly impossible. Rather this should be considered a group effort. Take stock of your internal resources, but do not hesitate to add external resources to help define your global trade requirements early, validate requests for features/functions from your internal team, and guide the GTM vendor in your implementation. Do not rely solely on the GTM vendors for their expertise, which may be limited to technical know-how.
Successful GTM systems selections and implementation teams consist of several key subject matter experts: In-house IT and software development GTM product and technology. Supply chain, including logistics and procurement. Global trade and regulatory compliance. Finance.
vEnDor roaDmaP
Entrusting a set of critical functions, such as GTM to a third party system, requires an investment in monetary terms, in addition to trust. It is critical to investigate and understand the vendors plans to maintain and develop systems to keep pace with demand, new requirements, and other dynamic industry conditions. Make sure to ask vendors the following questions: What is their planned capability? What have they developed in the past two years? Were they on track with what was planned on their roadmap? Have they switched strategies based on their biggest accounts/ highest revenue opportunities? Does the vendor have a user group and/or advisory board? Is there an opportunity for you to benchmark with other companies that are using that vendors solutions? How closely does the company track product releases against their roadmap? If a vendor is not transparent about their roadmap, this is a red flag. GTM vendors should be forthcoming with details pertaining to their roadmap and other critical decision-making processes. Note that certain legal provisions may apply to forward-looking statements, and road maps are generally not considered contractual obligations.
17
t o t a l C o S t a n a ly S i S
Regardless of what type of GTM solution is required, total cost analysis is a critical component to making the right decision. Go beyond the usage or licensing fees paid to technology vendors. Pay close attention to hidden costs related to: a. Customization. b. Data entry. c. Data cleansing and integrity. d. Integrations. e. Levels of support. f. Upgrades and maintenance. g. Training.
18
h. Test environment. i. Third-party access. j. Set-up/configuration. These costs add up quickly and if they are not properly accounted for the best laid GTM solutions will be undermined.
Section V: GTM Landscape

When selecting compliance applications vendors, you must seriously consider your companys needs for configurability or out-of-the-box functionality. There is a huge difference between configuration and customization. Make sure you and your vendors have the same definition.
FiGurE 6:
Selected Compliance Application Vendors

ber ATT Road US Car Techn goS o ma logies CD rt L CT imi rad te e De sca Beam d rte s Fou r-S Syste oft ms Fre Gro igh Ltd. up tga GT te Nex IES us , Lt d. Int egr a Kew tion P oin ill t LOG -NE TI Ma gay nc. aC MIC orp ora Cu Ora stom tion sS cle o Pre Corpo lution cis s rat i i Qu on So on est ftw a are SA Web. ,a PA Inc Div G . isio no Tra fQ de AD Tec Inc h .
19
Company Anti-dumping/CVD Export Declaration Filing (e.g. Automated Export System (AES) filing) Classification system of record Country of origin management (includes preferential duty treatment, commercial origin, and Us governement contracting Currency conversion/tax services Customs Declaration Filing Denied/Restricted/Sanctioned party screening ECCN/ITAR category tracking Electronic filing regulations Entry record management Export controls Free trade agreement management (includes origin management, certificates, rules of origin) Free trade zone (FTZ) management Import controls (customs clearance, etc) Invoice reconcillation and claims automation Security Filing (e.g. ISF,10+2, AEO compliance) Import/Export License determinations Product harmonization classification for duties, taxes Product information management Risk profile reporting Security clearance regulations Trade documentation
Am
S E C t i o n v: G t m l a n D S C a P E
FiGurE 7:
Selected Compliance Content Vendors

nc. Tec hno log ies Tra deB eam CU STO MS Inf oL LC IES , Lt d. ATT US
Company Anti-dumping/CVD Denied/Restricted/Sanctioned party screening ECCN/ITAR category tracking Export controls Free trade agreement management (includes origin management, certificates, rules of origin) Landed cost calculations (duties, taxes, logistics, etc.)
20
Import/Export License determinations Product harmonization classification for duties, taxes Security clearance regulations
ComPlianCE ContEnt
Many companies decide from which vendors to solicit RFPs because of their content philosophy. Whether a vendor outsources its content or builds and maintains it in house is secondary to your companys global trade requirements. Dont let content be a barrier to the vendors you consider. Compliance content is not protected by guarantee or warranty. When you do select the content that will fuel your compliance solution, make sure to test it for timeliness, accuracy, and completeness. Always make sure it meets your regional, or global, needs. Consider if you need all the content for a specific area (e.g. Harmonized Tariff Schedule and Export Control Classification Number details) or just specific chapters. Do you need to pay for update services or do you have a manageable number of codes and can self-service your content? Be aware that many companies do not fully understand the scope of their content needs. This is a common pitfall that you should aim to avoid by thoroughly investigating your products and their regulatory requirements in the planning stages of your GTM systems selection. Flexibility is important to consider when evaluating content providers. Understand if the content is hard-coded into the GTM system or if it can also be used as a reference guide/job aid for your employees.
Kew ill
CD C
Int
MK T (db echno a M log KD yD ata ata Pre ) Ser cis vic ion es Sof twa re, aD ivis ion
er Ro ad
Am b
egr a
tion
Poi nt
of Q AD I
FiGurE 8:
Selected Supply Chain Visibility Vendors

nc.
Company Business intelligence/reporting metrics applications for analyzing performance Data quality management Multi-modal transportation planning and scheduling Performance management Purchase order management Role-based Web portals for carriers, forwarders, suppliers, shippers, receivers Supply chain visibility for global inventory, orders, shipments, shipment status
Acu itiv Am e Sol uti ber o Car Road ns goS ma CD rt L CT imi r ted De adeB sca e rte am E2o sS yst pen em Fou , Inc sG . rou r-S oft p Fre Ltd igh . tga GT Nex te IES us , Lt Int d. egr a INT tionP TR oin A t Kew ill LOG -N Ma ET Inc gay . Me a Cor rcu por Ora ryGat ation e In cle Pre Corp terna ora tion cis t al, Qu ion So ion Inc est ftw aW are eb. SA ,a PA Inc Div G . isio Tra no de fQ Tec AD h I
21
viSiBility
So many companies fail when it comes to GTM because they dont have visibility to their global shipments until its too late. Global traders need complete visibility to their shipments throughout the shipment lifecycle. This includes both upstream and downstream activities. Major benefits of upstream visibility include: Increased shipment velocity through the supply chain. Reduced inventory levels or safety stocks. Reduced transportation costs. Reduced carbon footprint. Major benefits of downstream visibility include: Reacting faster and more effectively to events such as market demand shifts or natural disasters. Optimized logistics and distribution process at destination.
Global traders who are looking to address their visibility shortfalls in the context of their GTM systems implementation should concentrate on four fundamental elements of visibility: Centralize supply chain management processes under one point of command in terms of organization and systems structure. Consolidate GTM platforms to provide more functionality from fewer systems which provides enhanced visibility across modes and enables supply chain and related business process optimization programs. Connect and integrate GTM systems closely linked to internal processes, as well as external partners, 3PLs and other service providers. The integrated GTM solution will drive visibility across these connected processes and partners.
22
Leverage 3PLs as eyes-and-ears where you lack control at origin or lack the ability to manage multi-modal transportation effectively. Evaluate visibility providers on their ability to connect with many carriers and other supply chain partners across modes. Many visibility tools are mode-specific, which can be limiting in the long run. American Shippers research shows that shippers want more functionality from fewer sources. Clearly, visibility across modes will help to achieve that goal.
FiGurE 9:
Selected Supply Chain Finance Vendors

c.
Company Insurance Invoice reconcillation and claims automation Landed cost calculations (duties, taxes, logistics, etc.) Letters of credit Trade financing
Acu itiv Am e Solu ber tion Ro s CD C T ad rad e De sca Beam rte s E2o pen Syste Fou , Inc. ms Gr oup r-S oft Fre igh Ltd. tga GT t Nex e IES us , Lt d. Int egr a INT tionP oin TR A t LOG -NE TI Me rcu nc. ryG Ora ate cle Int Pre Corpo ernat ion cis rat al, i i Inc Qu on So on est aW ftwar e, a e SA P A b. Inc Div G . isio Tra no de fQ Tec AD h In
23
S u P P ly C H a i n F i n a n C E
The scope of supply chain finance extends to all systems, but building it into GTM allows for greater visibility, while also being able to respond to the monetary issues as changes occur in the shipment lifecycle. Supply chain finance for GTM covers the wide range of financial tools that determine how cash, credits, investments, and assets are used during the flow of international trade. In its simplest iteration, supply chain finance in GTM systems involves monitoring when an exporter prepays for goods shipped and both monitoring and recording the documents related to these payments. This financing should cover letters of credit and/or payments to an exporter or their bank, and the ability to check these against required documents like the bill of lading and screen the parties to the financial transaction.
Traders that address financing in the context of GTM systems should determine the relationships they want with customers and banks, including: Verifying the receipt of letters of credit from an exporter or their bank. Monitoring export loans from a bank based on export contracts. Defining requirements for recording and presenting documents including markets where exchange controls are in place. Developing and monitoring specialized financing for certain markets, such as addressing structured commodity financing for liquidity management and risk mitigation in emerging markets. Monitoring export finance, credit insurance, and guarantees from export credit agencies.
24
Estimating and reporting landed cost, including the use of Harmonized System (HS) Codes to predict duties and tariffs. Setting Incoterms for transactions. Benefits of addressing supply chain finance in GTM include:
A unified presentation of existing business and current documents from your bank, such as letters of credit, import bills for collection, shipping guarantees, import financing, performance bonds, invoice financing, pre-shipment export finance, export bills for collections, and letters of credit pertaining to advising, safekeeping, confirmation, and negotiation. Integrating open account transactions, also called buy now, pay later agreements, typically save costs and time for companies as they develop buyer/seller relationships because they function more as payment for the flow of goods instead of individual purchases. Applying pre-export finance, countertrades, bartering, and inventory finance to the trade value chain, from producer to distributor to processor. Determining total landed costs by aggregating data on the original cost of the items, all brokerage and logistics fees, complete shipping costs, customs duties, tariffs, taxes, insurance, currency conversion, crating costs, and handling fees. Global trade management has many moving parts and finance is always part of the equation. By integrating finance into GTM, both buyer and supplier can monitor the flow of funds, goods, and a host of related variables that directly impact cost structures and the scope of business.
Section VI: Worst & Best Practices

WorSt PraCtiCES
This report has taken a hard look at many of the best practices that have emerged in assessing, selecting and implementing a GTM solution. However, it is equally important to understand some of the worst practicesor bad ideasthat have come to light while compiling this report. These include: Automation has become an essential tool in the GTM toolkit, but it has limitations. Do not look at automation as a cure-all for woes of non-existent or inefficient processes. GTM systems are an enabler, not a fix. Many companies fail to understand and capture global trade costs. Know what it costs to move your goods. Capture hidden costs such as delays, handling and service charges, duty advancement fees, and bond charges. For many companies, compliance issues are an afterthought. Do not let your financial models trump your compliance requirements as this will add cost in the long run. Strike a balance. Do not settle for the cheapest or easiest solution as they are often not the best fit for your companys specific GTM needs. Many companies buy GTM solutions and fail to implement them because they do not understand their global trade needs and the required data. Insufficient, unavailable or incorrect data will destroy the best laid GTM plans. Do not limit GTM systems access to your own company. GTM is inherently an inter-company exercise.
25
SECtion vi: WorSt & BESt PraCtiCES
BESt PraCtiCES
Here are some universal best practices that can be applied to any GTM modernization effort. Manage scope to ensure that all stakeholders agree to what you are setting out to do. Measure cost versus benefit. Define metrics and measure frequently. Benchmark with other companies. Cleanse and protect your data. Improve your processes. Do not implement bad processes. Control access by third parties. Just because a third party can access your data, does not mean that they should.
26
Think beyond borders and companies Focus on your user requirements. Assemble a cross-functional team.
FEEDBaCk
SECtion vi: WorSt & BESt PraCtiCES
Please click here to provide us with your feedback on this report. We want to hear from you.
Appendix A: Global Risk Analysis

S a m P l E m at r i x
A global trade risk matrix provides a means to immediately communicate your companys risk profile to executives. This is a simple matrix that identifies import versus export compliance operations. Under each of those operations it details the high level processes that constitute your global trade operations. The horizontal axis lists the regions that the company operates in. Customize this to match your companys regions or to reflect business units. The rows list out each global trade process. Get your global trade team and stakeholders together and review each process in each region to assess whether the operation is compliant (green), if improvements are required (yellow), if the program is at risk (red) or if the risk is unknown (black). Update the matrix monthly and add an indicator to show if change is positive (moving from yellow to green) or negative (moving from yellow to red). Review this matrix with trade compliance council on a regular basis.
Exports EMCP Procedures Training Internal Audit Screening Classification (ECCN) AES/EEI/SAD License Management Anti-Boycott Imports Import Policy Procedures Training Internal Audit External Audit Classification (HTS) Valuation Documentation Recordkeeping Free Trade Agreements Temporary Imports ATA Carnets OGA Compliance ADD/CVD Assists Country of Origin Drawback General Government Contracts Compliant Improvements required Americas Asia Pacific Europe Not Applicable Unknown Americas Asia Pacific Europe
27

Americas

Asia Pacific
Europe

Not Applicable
Not Applicable Not Applicable
At risk
a P P E n D i x a : G l o B a l r i S k a n a ly S i S
Appendix B: Vendor Guide

Company
Year founded Company address
Acuitive Solutions
2002 PO Box 77045, Charlotte, NC 28271 USA www.AcuitiveSolutions.com Phil Marlowe Phil@AcuitiveSolutions.com (704) 321-4992 Acuitive
Amber Road
1990 One Meadowlands Plaza, East Rutherford, NJ 07073 USA www.AmberRoad.com @GTMBestPractice Al Cooke Solutions@AmberRoad.com (201) 804-6140 Trade Automation (Import / Export Management) Global Transportation Management Supply Chain Visibility
ATTUS Technologies
1998 13860 Ballantyne Corp Place Suite 200 Charlotte NC 28277 www.attustech.com Bradley Allen ballen@attustech.com (888) 494-8449 WatchDog Pro
CargoSmart Limited
2000 2700 Zanker Road, Suite 200, San Jose, CA 95134 USA www.cargosmart.com @CargoSmart Kim Le info@cargosmart.com (408) 325-7600 CargoSmart ISF Solution CargoSmart EEI Solution CargoSmart Sea AMS Solution
URL Twitter Sales contact name Sales contact email address Sales contact phone number
Global Trade Management Solution Name(s)

Product 1 Product 2 Product 3
28
What is the products delivery model?

Installed software Hosted software/SaaS Cloud-based Managed service Other
aPPEnDix B: vEnDor GuiDE
How is the product priced?

System Subscription User Transaction Other:
Geographies Covered
Region(s): Global US Import US Export European Union Other Air Ocean (FCL, LCL, etc) Parcel/Express Truckload, LTL Rail/Intermodal Other
Scope
How is regulatory content collected and updated?

In-house 3rd Party Both Industry segments Company sizes (in terms of revenue) Retail, Wholesale Fortune 500 All Industries We have unique solutions for the following three categories of users: large enterprises ($1B+), medium sized companies ($100M $1B), and small companies (Less than $100M) Global SVP/VP Supply Chain, VP/ Director of Compliance, VP/ Director of Logistics 0% 0% 33% 67% 100% 70% 30% 0% 0% 100%
Shippers and logistics service providers All
All All
Geographic regions Job roles
All Compliance (import/export)
All Logistics management
Make Up of Annual Revenue

Regulatory Compliance Supply Chain Visibility Trade Finance Other non-GTM revenue Total 100% 0% 0% 0% 100%
Appendix B: Vendor Guide, Continued

Company
Year founded Company address URL Twitter Sales contact name Sales contact email address Sales contact phone number
CDC TradeBeam
TradeBeam 1999 Two Waters Park Drive, Suite 100, San Mateo, CA 94403 USA www.cdcsoftware.com @CDC_SupplyChain Laura McKean infoTB@cdcsoftware.com (770) 351-9600 Export Compliance Import Compliance
CUSTOMS Info LLC

1992 2935 N. Powder Mt Road, Eden, UT 84310 USA www.customsinfo.com @RLCIGDM Ron Lackey sales.support@customsinfo.com (877) 583-4949 x703 www.customsinfo.com CUSTOMS Info Duty/Tax/Regulatory Content for Global Trade Management CUSTOMS Info Duty/Tax/Regulatory Content for eCommerce
Descartes Systems Group

1981 120 Randall Drive, Waterloo, ON N2V 1C6 CANADA www.descartes.com Ruth Harold rharold@descartes.com (519) 746-8110 x2331 Descartes Customs & Regulatory Compliance Suite Descates Forwarder & Broker Systems Suite

Product 1 Product 2
Product 3
Supply Chain Visibility

29
Geographies Covered
Region(s): Global US Import US Export European Union Other

Mexico, Canada, Colombia, Peru, China
Scope
Air Ocean (FCL, LCL, etc) Parcel/Express Truckload, LTL Rail/Intermodal Other

In-house 3rd Party Both Industry segments Company sizes (in terms of revenue) Geographic regions All Industries All sizes Any Country
All $2M + All Transportation & Logistics Services (Carriers, Brokers, Forwarders, etc..) Manufacturing, Retail & Distribution All sizes Solutions can be used globally but are primarily deployed in North America and Europe or globally if they are global forwarders All compliance titles
Job roles
Compliance, Logistics, Legal, Supply Chain
VP, Dir, Mgr, Trade Compliance, CIO, VP, Dir, Mgr, International eCommerce. 10% 0% 80% 0% 90%

Regulatory Compliance Supply Chain Visibility Trade Finance Other non-GTM revenue Total

Company
E2open, Inc.
2000 4100 E. 3rd Ave., Suite 400, Foster City, CA 94404 USA www.e2open.com @E2Open Jon Wheeler e2open_US@e2open.com (866) 432-6736 E2open Logistics Network (ELN)
Four-Soft Ltd.
1999 Four Soft USA, 150 Motor Parkway, Suite 302, Hauppauge, NY 11788 USA http://www.four-soft.com/ @Four_Soft Krishna Rallabhandi krishna.rallabhandi@four-soft.com (631) 752-7700 4S VisiLogplus 4S eTrans+4S eCustoms 4S VisiLog
Freightgate Inc
1994 15061 Springdale Street, Suite 111, Huntington Beach, CA 92649 USA www.Freightgate.com Gary Chisamore gchisamore@Freightgate.com (609) 301-5662 Rate Management Global Visibility Transportation Procurement


30

Geographies Covered

India, Singapore, Hong Kong & Japan
Scope

In-house 3rd Party Both Industry segments Company sizes (in terms of revenue) Geographic regions Job roles

High Tech (including computers and peripherals, electronics, and telecom), A&D, CPG >$1 billion Global VP of Supply Chain, Logistics, Transportation, Trade Management 5% 90% 5% 0% 100% Life sciences, Energy, Natural Resources, Retail, Automotive, Logistics Service Providers etc. LSP - All sizes (Small to Large), Other Segments - Small to Mid market (100 MM to 2 Billion) Global Logistics Heads, Supply Chain Officers, CIO's and CEO's 25% 20% 0% 55% 100%
Global Shippers; NVOCC's; 3PL's $5m+ US/EU/ASIA Logistics


Company
GT Nexus
1998 300 Lakeside Drive, Ste.400, Oakland, CA 94612 USA www.gtnexus.com @GTNexusPlatform Cary Dittmann information@gtnexus.com (510) 808-2222 Supply Chain Visibility Supply Chain Intelligence Supplier Enablement
IES, Ltd.
1989 445 Godwin Avenue, Midland Park, NJ 07432 USA www.iesltd.com @iesltd1 IES Sales sales@iesltd.com (201) 639-5000 Forwarder Suite eCellerate PO Direct
Integration Point
2002 11016 Rushmore Drive, Suite 200, Charlotte, NC 28277 USA http://www.IntegrationPoint.com @GlobalTradeNews Clay Perry Sales@IntegrationPoint.com (704) 576-3678 Integration Point Import Management Software and Regulatory Content Integration Point Export Management Software and Regulatory Content Integration Point Trade Zone and Duty Suspension Management Software


31

aPPEnDix B: vEnDor GuiDE System Subscription User Transaction Other:
Geographies Covered
Scope


Retail, Apparel, Automotive, Electronics, CPG, Pharma, Chemicals, Paper, Descrete Manufacturing, Logistics Services $500 Million+ Global Supply Chain, Sourcing/Procurement, Logistics, Transportation, Operations, IT, Treasury 5% 40% 25% 30% 100% Freight Forwarders, NVOCCs, Importers, Customs Brokers Any sized company, large or small Global Operations and IT
All industries dealing with international trade All company sizes, Integration Point is modular and scalable All regions Import/Export Compliance Management, Supply Chain Security and Planning, Procurement/Sourcing 100% 0% 0% 0% 100%


Company
Year founded Company address
INTTRA
2001 Morris Corporate Center II, One Upper Pond Rd, Bldg. D, Parsippany, NJ 07054 USA www.inttra.com @inttra Win Ross win.ross@inttra.com (973) 917-1509 Ocean Freight Management Solutions(Booking, SI, BLs, Track & Trace, Performance Management OceanMetrics.com) and Professional Services (Assessment, Adoption and Integration) eInvoice - Freight Settlement Solutions (Invoice Dispute Management) OceanSchedules.com
Kewill
1972 One Executive Drive, Chelmsford, MA 01824 USA www.Kewill.com Brian Nelson info@Kewill.com (978) 482-2527 Kewill Export Compliance Screening and Licence Determination (ECS)
LOG-NET Inc.
1991 230 Half Mile Road, Red Bank, NJ 07701 USA www.log-net.com John Painter sales@log-net.com (732) 758-6800 LOG-NET 6.5
URL Twitter Sales contact name Sales contact email address Sales contact phone number

Product 1
Product 2
Kewill Flagship Kewill Export - Export documentation and customs filing
LOG-NET Carbon Calculation Reporting
32
Product 3


Geographies Covered
Scope

All industries that ship containerized freight over the ocean Less than one million to Multi-billion dollar enterprises Global Operations, transportation, supply chain, IT, documentation, finance, marketing & sales
Shippers, Manufacturers, Internet Retailers Global Dir of IT, CEO, COO, VP Transportation, VP Operations All All All All


Company
Magaya Corporation
2001 8725 NW 18th Terrace, 209, Miami, FL 33172 USA www.magaya.com Gabriel Ruz gruz@magaya.com (786) 845-9150 Magaya Cargo System Magaya Supply Chain Solution
MercuryGate International, Inc

2000 100 Regency Forest Drive, Suite 300, Cary, NC 27518 USA www.mercurygate.com Peter Yost pyost@mercurygate.com (404) 964-9853 MercuryGate TMS Mojo
MIC Customs Solutions

1989 Hafenstr. 24, 4020, Linz, AUSTRIA www.mic-cust.com Rainer ROLL rainer.roll@mic-cust.com +43 (0) 732-778496-243 MIC CUST (Import & Export Handling) MIC GTDC (Global Trade Data Chain) - Conversion of Export Into Import Data MIC OCS (Origin Calculation System) - FTA Management Tool incl. Supplier Solicitation; MIC CCS (Central Classification System)

Product 1 Product 2
Product 3
Magaya WMS
Carma


via partners
33

aPPEnDix B: vEnDor GuiDE System Subscription User Transaction Other:
Geographies Covered

Asia, South America, Central America

APAC, EMEA
Scope

In-house 3rd Party Both Industry segments Company sizes (in terms of revenue) Geographic regions Job roles Worldwide Operations, accounting, managers, warehousing, supply chain, procurement, fulfillment Freight forwarders, distributors, warehousing centers, importers, exporters, wholesalers

Logistics service providers & shippers All sizes of service providers. Mid-size shippers ($10M to $500M in transportation spend) Primarily North America but a growing presence in EU and PacRim Transportation & Logistics management
All, our products are industry independent 500 million upwards, many Global Fortune 500 companies are MIC's customers Global CEO, CIO, CFO, Head of Tax, Global Customs Manager, Global Logistics Manager, Global Supply Chain Manager 100% 0% 0% 0% 100%


Company
MK Technology Data Services (dba MK Data )

1991 5501 Twin Knolls Road, Suite 107, Columbia, MD 21045 USA http://www.mkdataservices.com @mkdenial Ken Harris ken@mkdataservices.com (410) 992-3282 Web Based Transaction Screening Services
Oracle Corporation
1976 500 Oracle Parkway, Redwood Shores, CA 94065 USA www.oracle.com @oracle Darcy Price darcy.x.price@oracle.com (925) 694-4120 Oracle Global Trade Management
Precision Software, a Division of QAD Inc.

1984 As of Dec 16, 2011: 1011 Warrenville Rd., Lisle, IL 60532 USA www.precisionsoftware.com Linda Olster info@precisionsoftware.com (312) 239-1630 PRECISION. Consists of multiple modules including Transportation Management (TMS), Global Trade Management (GTM), Trade Compliance and Package Exception Management (PEM). QAD Supply Chain Portal (SCP)

Product 1
Product 2
34
Product 3
Automated and Ad Hoc Batch Screening Services Dynamic Screening
Oracle Trade Compliance Add Oracle Transportation Management



Aerospace, Banking, Chemicals, Communications, Electronics, Engineering, Food & Beverage, Machinery, Shipping, Technology Our solutions are scaleable to work for ALL company sizes Everywhere..our offerings are used in in 41 different countries Trade compliance, legal, logistics, human resources, sales, marketing, Aerospace & Defense, High Tech, Industrial Manufacturing, Life Sciences, and others.
Geographies Covered

(Limited)
Scope

High Tech / Electronics, Life Sciences, Industrial, Consumer Products $250M and up All Trade Compliance , Shipping, Operations Americas, EMEA, APAC VP, Director of Finance, Logistics, Compliance Officer, 30% 0% 0% 70% 100%


Company
QuestaWeb. Inc.
1987 60 Walnut Ave. Suite 300 Clark, NJ 07066 USA www.questaweb.com Wayne Slossberg wslossberg@questaweb.com (908) 838-4328 Import/Export FTZ CHB/ACE/ABI/ISF/AES
SAP AG
1972 Dietmar-Hopp-Allee 16, 69190 Walldorf, GERMANY www.sap.com SAP Sales (877) 727-1127 x11070 SAP BusinessObjects Global Trade Services SAP Transportation Management SAP Event Manager
Trade Tech
1997 Trade Tech (Bellevue), Inc., 12600 SE 38th St, #150 Bellevue, WA 98006 USA www.tradetech.net @BrynHeimbeck Tom Lloyd ttsales@tradetech.net (425) 837-9000 Trade Rates Trade Manager Trade Cash



Offered through partners Offered through partners
35


Asia, Intra-Asia, Central America, South America
Geographies Covered
Scope

In-house 3rd Party Both

All industries for compliance, All financial industries for compliance (OFAC), all discrete and process manufacturing industries for import/export compliance, special customs procedures, regional specific requirements. Includes industry relevant capabilities such as ITAR compliance, REACH compliance, EMCS compliance, OFAC. Primarily companies at $200 mio and above; however, a relevant solution for companies with high volume of internatl trade and below $200 mio in revenue Excellent for companies with multi-region global operations, Excellent for North America, EMEA, Korea, Japan. Very good fit for SE Asia including China, as well as many South American countries. Excellent solution for electronic invoicing for Brazil Decision makers in global supply chain, manufacturing, logistics, corporate compliance, finance, and legal
NVOCC, Ocean Freight Forwarders, Customs House Brokers, Beneficial Cargo Owners, Domestic Forwarders
Industry segments
All
Company sizes (in terms of revenue)
All
All
Geographic regions
All
Global
Job roles
All

Regulatory Compliance Supply Chain Visibility Trade Finance Other non-GTM revenue Total 50% 25% 10% 15% 100% 30% 30% 20% 20% 100%
Appendix C: About Our Sponsors

amBEr roaD
Amber Road (Formerly Management Dynamics) is the worlds leading provider of on-demand Global Trade Management (GTM) solutions. By helping organizations to comply with country-specific trade regulations, as well as plan, execute and track global shipments, Amber Road enables goods to flow unimpeded across international borders in the most efficient, compliant and profitable way. Our solutions automate import and export processes, provide order and shipment-level visibility, calculate duties, taxes and fees, administer preferential trade programs, ensure regulatory compliance and simplify the financing, sourcing and transporting of goods across international borders. For more info, please visit www.AmberRoad.com or email us at Solutions@AmberRoad.com.
CDC traDEBEam
36
aPPEnDix C: aBout our SPonSorS
CDC TradeBeam streamlines global trading processes for enterprises and their partners. Comprehensive, integrated solutions delivered via the on-demand SaaS model provide import and export compliance, collaborative inventory management, shipment tracking, supply chain event management, and global trade finance solutions. TradeBeam, Inc., is a wholly-owned subsidiary of CDC Software. More than 10,000 customers around the world rely on CDC Software to manage, grow, and transform their businesses. By providing complete, end-to-end enterprise solutions, we equip companies with the ability to deliver exceptional customer experiences, grow and manage their business profitably, and become true market leaders. Our customers not only count on CDC Software for technology but also for education and training, technical support and consulting services. Our solutions are well known in diverse industries, including food and beverage, financial services, manufacturing, health care, government and more. CDC Software: The Customer-Driven Company. Learn more at www.cdcsoftware.com
Appendix C: About Our Sponsors, Continued

i n t E G r at i o n P o i n t
A leading provider of global trade management solutions, Integration Point provides import and export capabilities, up-to-date regulatory information for 140+ countries and connectivity to supply chain partners and government agencies across the world. Built on a single, web-based platform, Integration Point allows organizations to secure their supply chain and comply with global regulatory requirements while improving visibility and realizing savings. Integration Point provides solutions for: import/export management, supply chain security, entry validation, denied party screening, product classification, free trade agreement qualification, foreign-trade zone, and Global duty deferral program management. Contact Integration Point at www.IntegrationPoint.com or 704-576-3678.
quEStaWEB
37
QuestaWeb provides integrated, Web-based GTM solutions. Our applications unify import, export, logistics, compliance, and financial processes including customs clearance, ISF, FTZ, landed costs, HTS classifications, export licensing, denied party screening, product catalog, tracking, event management, and much more. A centralized database maintains real-time compliance content and supports multiple countries, languages, currencies, and time zones; a document warehouse keeps records readily accessible. QuestaWeb accelerates product flow across the supply chain, reduces inventory and operational costs, and assures regulatory compliance. QuestaWeb is certified for SAP interface and can be integrated to most ERP and WMS systems. QuestaWeb has three deployment options, owned (behind your firewall), SaaS, or the best of both worlds, owned & hosted.
aPPEnDix C: aBout our SPonSorS
Appendix D: About Our Partners

BPE GloBal
Decrease risk and optimize efficiency with BPE Global. Since 2004, companies have achieved results through BPEs global trade consulting and training services. BPEs team of seasoned regulatory and operational experts has the ability to navigate the complexities of global trade compliance, supply chain management, and logistics operations. As a recognized leader in trade compliance and logistics management, BPE Global provides solutions that are customized to your companys needs. The BPE team is made up of knowledgeable, energetic and pragmatic licensed customs brokers, each with over ten years of experience. BPE gives back to the trade community by sharing knowledge and skills through webinars, publications, trade events, and as a recognized Trade Ambassador to US Customs and Border Protection. Enabling companies to succeed in global business is our mission. Helping you achieve efficiencies and best practices in compliance is our passion. To learn more about BPE, visit www.bpeglobal.com.
38
a P P E n D i x D : a B o u t o u r Pa r t n E r S
intErnational ComPlianCE ProFESSionalS aSSoCiation
ICPA was established by Ann Lister and Lynda Westerfield to serve the needs of international trade compliance professionals. It has grown from an informal e-mail list into an organization of more than 1,000 members. By joining ICPA you can have access to and take part in the most vital discussions surrounding international trade today. You can ensure that your views are known to government and industry partners whose policies affect your bottom line. ICPAs mission is to: Disseminate information relevant to import/export and other international trade related matters. Facilitate networking opportunities among the membership body. Facilitate career opportunities and development. Monitor and participate in international trade issues and trends with a goal to potentially affect change and influence policy development in the global trade arena, either directly or in conjunction with other international trade organizations. Provide education and training, which may include wholly sponsored programs or programs in conjunction with other appropriate organizations.
Appendix E: About American Shipper Research

BaCkGrounD
Since our first edition in May 1974, American Shipper has provided U.S.-based logistics practitioners with accurate, timely and actionable news and analysis. The company is widely recognized as the voice of the international transportation community. In 2008 American Shipper launched its first formal, independent research initiative focused on the state of transportation management systems in the logistics service provider market. Since that time the company has published more than a dozen reports on subjects ranging from regulatory compliance to sustainability.
SCoPE
mEtHoDoloGy
American Shipper benchmark studies are based upon responses from a pool of approximately 30,000 readers accessible by e-mail invitation. Generally each benchmarking project is based on 200-500 qualified responses to a 25-35 question survey depending on the nature and complexity of the topic. American Shipper reports compare readers from key market segments defined by industry vertical, company size, and other variables, in an effort to call out trends and ultimate best practices. Segments created for comparisons always consist of more than 50 responses to keep the potential margin of error to a minimum.
liBrary
American Shippers complete library of research is available on our Website: AmericanShipper.com/Research. Annual studies include: Environmental Sustainability Export Compliance Import Compliance
ContaCt
International Transportation Management Transportation Invoice Payment Transportation Procurement
Jim Blaeser Publisher American Shipper BlaeserJ@Shippers.com
aPPEnDix E: aBout amEriCan SHiPPEr rESEarCH
American Shipper research initiatives typically address international or global supply chain issues from a U.S.-centric point of view. The research will be most relevant to those readers managing large volumes of airfreight, containerized ocean and domestic intermodal freight. American Shipper readers are tasked with managing large volumes of freight moving into and out of the country so the research scope reflects those interests.
39
40
aPPEnDix E: aBout amEriCan SHiPPEr rESEarCH
Copyright 2012 by Howard Publications, Inc. All rights reserved. No part of the contents of this document may be reproduced or transmitted in any form or by any means without the permission of the publisher.

572 as-REP GTM Landscape v4b

Încărcat de

Informații document

Descriere originală:

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

572 as-REP GTM Landscape v4b

Încărcat de

Drepturi de autor:

Formate disponibile

Co-produced by

Global Trade Management Landscape A Holistic View

Published March 2012

Defining Gtm requirements & Planning for Change

Global Trade Management | Landscape Report: 2012

Best (and Worst) Practices

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Section II: The Call for an Overarching GTM Strategy

Global Trade Management | Landscape Report: 2012

Section III: Defining GTM Requirements & Planning for Change

Global Trade Management | Landscape Report: 2012

SECtion iii: DEFininG Gtm rEquirEmEntS & PlanninG For CHanGE

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

SECtion iii: DEFininG Gtm rEquirEmEntS & PlanninG For CHanGE

SECtion iii: DEFininG Gtm rEquirEmEntS & PlanninG For CHanGE

Global Trade Management | Landscape Report: 2012

Section IV: Framework for Assessing Vendors

Business and Supply Chain Size and Complexity

Low ROI Volume

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Key Visibility Functionality

Global Trade Management | Landscape Report: 2012

Key Compliance Functionality

Key Supply Chain Finance Functionality

Global Trade Management | Landscape Report: 2012

General Comparison of ERP-based GTM Solutions versus Best-of-Breed

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Section V: GTM Landscape

Selected Compliance Application Vendors

Global Trade Management | Landscape Report: 2012

Selected Compliance Content Vendors

Selected Supply Chain Visibility Vendors

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Selected Supply Chain Finance Vendors

Global Trade Management | Landscape Report: 2012

Global Trade Management | Landscape Report: 2012

Section VI: Worst & Best Practices

Global Trade Management | Landscape Report: 2012

SECtion vi: WorSt & BESt PraCtiCES

SECtion vi: WorSt & BESt PraCtiCES

Global Trade Management | Landscape Report: 2012

Appendix A: Global Risk Analysis

Not Applicable Not Applicable

Global Trade Management | Landscape Report: 2012

Appendix B: Vendor Guide

Global Trade Management Solution Name(s)

What is the products delivery model?

aPPEnDix B: vEnDor GuiDE

How is the product priced?

How is regulatory content collected and updated?

Shippers and logistics service providers All

Geographic regions Job roles

All Compliance (import/export)

All Logistics management

Make Up of Annual Revenue