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Introductions: Panelists
Dave Moore President VIGILANT P: 260.417.1825 E: [email protected]
Renee Roe Director BPE Global P: 415.845.8967E: [email protected]
Why Automate
Why Automate
• Two key factors drive the decision to automate ➢ A need to more effectively manage growing global operations ➢ A lack of critical supply chain process visibility
• Companies need a solution that integrates data sharing and workflows with internal users
• They also need a solution that scales to meet the complexities of international trade ➢ Multi-country requirements ➢ Growing number of relationships with customers, carriers/logistics
providers, and suppliers/manufacturers.
Cloud Based Technologies: Increased Automation• More companies are connecting electronically with business or
trading partners – Easier to connect with cloud based technology
• Greater collaboration with business partners ➢ Improved visibility and efficiency throughout the supply chain ➢ Lower inventory and safety stock
• Subscription model allows for less up front investment ➢ Lower risk
• Implementation cycles are typically shorter and less expensive ➢ Lower cost on internal IT organization
• Allows companies more flexibility to roadmap implementation ➢ Manage the disruption to your daily operations
Impacts & Benefits Of AutomationTangible impacts and Benefits
➢Process efficiency • Streamlined screening of orders • Elimination of cross-border delays
➢Consistency of data ➢Supply Chain visibility improved ➢Comply with required governmental reporting and security
mandates = Risk reduction ➢Measure the efficiency and performance of global trade
policies, procedures and trading partners ➢Customer satisfaction improved ➢GTC role moves from tactical/firefighting to more strategic
Factors To Consider In Building Your Case
Factors To Consider
• Cost savings is NOT the reason to pitch to C-suite • Compliance commitment = Insurance • The ROI is ensuring you are compliant • Build a business case based on education
➢GTM solutions manage, measure, optimize, and automate the information that supports and surrounds cross-border moves
➢ Identify what the C-suite truly cares about • Do they want to enter new markets? Concentrate on export. • Is the focus on the bottom line? Concentrate on imports—trade agreements,
duty management, and duty deferral and recovery ➢Focus on the value of automation that you have identified within
your company, your pain-points, your regulatory concerns, your supply chain challenges
Automation Is Strategic For Entire Organization
Quantify Savings That Impact The Organization
• Evaluate automation opportunities to reduce tax and duty costs
• Identify and capture free trade savings • Identify process savings to reduce the costs of
noncompliance. ➢Leverage savings from supply chain
➢Efficiency/transparency ➢Inventory Levels, Safety Stock…
• Leverage savings from transportation management
Mitigating The Cost of Implementation
Mitigating The Cost of Implementation• Clearly define the scope of the project, and ensure the
budget matches the scope • Avoid unnecessary complexity • Review compliance processes and procedures
➢ Documented & Tested • Analyze Data and Record Keeping Accuracy
➢ Example: Who has assigned your classifications and your level of confidence in those HTS Classifications?
• Understand your current technology platform ➢ How many ERP systems do you run? ➢ What other platforms must be integrated? (PLM, CRM etc) ➢ Where do does your data currently reside?
Selecting The Right Implementation Partner
Interview the implementation partner ➢How many implementations have they completed? ➢Do you they have dedicated employees or leverage contractors? ➢Do they employ individuals with trade compliance, logistics and
supply chain expertise or technologists?
Check Client References ➢What is their implementation methodology? ➢Did the partner implement on time? ➢Did the partner complete the implementation within the defined
budget? ➢How was their training materials and program? ➢Did their final solution reflect their process and procedures?
Increasing Your R.O.I.
Requirements, Goals Risk Tolerance Culture In-house expertise and bandwidth
Implement optimized business processes, procedures and controls Optimize automated global trade solution Data cleansing and clearing Training
Define desired state – Develop processes, procedures and controls improvement plan
Develop technology migration and improvement plan
Document current state of business processes (gaps, risk, improvements) Document current technology (gaps, risks, improvements)
Increasing R.O.I. – Establishing A Baseline (Requirements, Risk, Culture)
Increasing R.O.I.
• Measure operational costs today ➢Identify and quantify the ROI to be gained by
implementing a GTM solution and phasing in subsequent offerings.
• Engage a financial analyst who can evaluate all costs.
• What is the spend and tipping point between internal headcount, outsourcing of headcount and investment in systems.
• Monitor and adjust with the goal of continuous ROI
How Outsourcing Improves R.O.I.
• Lower overhead -> Predictable expense • Ability to focus more on strategy • Access to additional bandwidth and
expertise without investment • Consistent quality and best practices –
Increased operational efficiency • KPI tracking and proactive analysis • Reduced training / continuous education
costs
Questions
Contact Information
Dave Moore President VIGILANT P: 260.417.1825 E: [email protected]
Renee Roe Director BPE Global P: 408.340.0995E: [email protected]
Edward (Ned) Blinick Chief Product Officer 3rd Wave P: (416) 510 8800 ext 234 E: [email protected]
