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Published March 2012

Written By:

Beth Peterson, President

BPE Global

James Blaeser, Publisher

American Shipper

Geo Whiting, Associate EditorAmerican Shipper

Global Trade

Management Landscape

A Holistic View

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ExECutivE

Summary

Global Trade Management | Landscape Report: 2012

Welcome to the Global rade Management Landscape Report: A

Holistic View, coproduced byAmerican Shipperand BPE Global.

We hope you will nd this report useul in understanding how to

assess your companys global trade management (GM) needs,

create a roadmap to success, improve risk mitigation, realize

nancial benets and eectively execute on your plans.

Further, this document is designed to help you articulate the

benets and challenges o eectively 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.

Global trade is a undamentally dierent practice than domestic trade.

Te three ows o commercethe movement o goods, inormation

and undsneed to be orchestrated across a large number o stake-

holders spanning potentially large geographic areas.American Shipper

and BPE Global believe GM should be viewed in a holistic sense that

includes elements such as supply chain visibility and supply chain

nance, in addition to trade and regulatory compliance.

Tis denition should evolve with the evolution o global trade. A

holistic view will allow global trade practitioners the exibility required

to keep pace with the times, and expand their worldview beyond theirimmediate responsibilities to include areas that ultimately will impact

them, or be impacted by their actions.

Companies looking to address their GM needs must rst take a look

at themselves in the mirror. A thorough and honest assessment o your

companys current, or as-is, state is critical.

Map out your GM processes as you execute them today, including any

technology currently used. Create a list o all GM systems, identiy

which processes rely on them, and assess their current perormance.Create a comprehensive list o the people and departments that own the

system and those who maintain the data in it, as well as any inormation

on the systems liecycle.

Executive Summary

Defg Hsc Gtm

Defg Gtm

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Pg f Chge


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Bes (d Ws)

Pcces

Few f

assessg veds

ake a risk-based approach to assessing your companys current GM

process and uture requirements. Where possible, look to automate

based on assessment o easibility and projected return on investment

(ROI). ake a second look at your uture state and set priorities based

on ROI that can be expected. Bear in mind ROI rom trade compliance

modernization eorts can be hard to calculate.

I your roadmap rom current operations to desired/strategic state

requires automationwhich many willthe next step is dening your

companys technology needs and requirements. Tere are a number o

key actors that will help quickly narrow the list o potential systems

providers. Tese include: Sizeandcomplexityofyourcompanyanditssupplychain.

Systemfeaturesandfunctionalityrequired.

CorporateITstrategyrequirements.

In-houseexpertiseandinfrastructure.

Vendorroadmaps.

Totalcostanalysis.

Here are some universal best practices that can be applied to any GM

modernization eort.

Manage scope to ensure that all stakeholders agree to what you are

setting out to do.

Assembleacross-functionalteam.

Improveyourprocesses.Dontimplementbadprocesses.

inkbeyondbordersandcompanies.

Focusonyouruserrequirements.

Benchmarkwithothercompanies.

Cleanseandprotectyourdata.

Denemetricsandmeasurefrequently.

Measurecostversusbenet.

Controlaccessbythirdparties.Justbecauseathirdpartycanaccess

your data, doesnt mean they should.

Many o the worst practices also came to light while compiling this

report.oseareincludedinmoredetailwithinSection6.


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Table of Contents

Executive Summary............... ............... ................ ............... ............... ................ ............... ................ ............... ............... ..... ii

Section I: Introduction..........................................................................................................................................................4

> Defning Holistic GTM...................................................................................................................................................4

> GTM Terminology.........................................................................................................................................................5

Section II: The Call or an Overarching GTM Strategy......................................................................................................6

Section III: Defning GTM Requirements & Planning or Change ....................................................................................7

Section IV: Framework or Assessing Vendors ...............................................................................................................11

> Required Features and Functionality..........................................................................................................................13

> Corporate IT Strategy.................................................................................................................................................15

> Expertise and Inrastructure .......................................................................................................................................16

>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 Proessionals Association ................................................................................................38

Appendix E:AboutAmerican ShipperResearch.............................................................................................................39


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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 o ERP-based GTM Solutions versus Best-o-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


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Section I: IntroductionWelcome to the Global rade Management Landscape Report: A

Holistic View, coproduced byAmerican Shipperand BPE Global. We

hope that you will nd this report useul in understanding how to assess

your companys GM needs, create a roadmap to success, improve risk

mitigation, realize nancial benets and eectively execute on your plans.

isreport,compiledfromDecember2011throughFebruary2012,

relies on three key sources o market intelligence to create a reliable,

actionable resource or global traders. Tese are:

American Shipper/BPE Global primary research on subjects

including import/export operations and compliance.

BPEGlobalshands-onexperienceworkingwithglobalmulti-

national companies to optimize and leverage their operations and

compliance initiatives.

SurveyofGTMsystemsprovidersontheircurrentoerings,future

developments and views o the marketplace.

While many o the concepts included here apply to global trade practi-

tioners broadly, this report comes with limitations in terms o scope o

coverage. Tis report will be more meaningul to those dealing with

physical goods and sotware; especially those companies with complex

supply chain networks and/or complex compliance requirements.

D E F i n i n G H ol i S t i C G t m

Global trade is a undamentally dierent practice than domestic trade.

Te three ows o commercethe movement o goods, inormation and

undsneed to be orchestrated across a large number o stakeholders

spanning potentially large geographic areas. Tese parties oten work in

dierent languages, currencies, and regulatory regimes creating a variety

o challenges. All too requently, the international commercial terms or

global transactions are missing or poorly communicated; resulting in

increased costs and delays.

Corporate executives are oten working under the assumption that

global trade is no dierent than domestic trade. Tis oten leads towasted time, money, and opportunity. It is time or companies to

rethink the way they view GM.

Te common perception that GM is synonymous with trade

compliance is only partially true. While compliance is certainly an


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important element, GM isor should beseen in a much broader

context.American Shipperand BPE Global believe GM should be

viewed in a holistic sense that includes elements such as supply chain

visibility and nance, in addition to trade and regulatory compliance.

A successul, holistic global trade operation will result in lower costs,

higher prot, increased competitive advantages and greater control.

A holistic approach to GM puts the three undamental elements o

supply chain management, supply chain nance, and regulatory

compliance on equal ooting; enabling companies engaged in global

trade to more broadly manage their operations eectively, efciently

and compliantly.

G t m t E r m i n oloG y

Best-of-breedechnology strategy or approach that dictates a

company will implement the best product available, regardless owhat other vendors or solutions are already installed.

Enterprise Resource Planning (ERP)A package o sotware

applications used to manage unctions common to many businesses

including purchasing, nance and human resources.

Installed/on-premiseSoftwareapplicationsinstalled,hostedand

accessed via a companys own server or other hardware.

Road MapA technology vendors plan to develop and enhance

eatures, unctions, delivery and other characteristics o their

product oering.

Software-as-a-Service (SaaS)Applications made available to a

company via third party servers or over the Internet; oten priced

on a per-use or subscription ee basis.

VisibilityAwareness o, and control over, specic inormation

related to physical shipments, including events and milestones that

occur prior to and in transit.


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Section II: The Call or an Overarching

GTM StrategyRecent events have elevated the importance o GM among executives.

eearthquakeinJapanandsubsequenttsunamiinMarch2011has

had a deep impact on the automotive industry worldwide. Flooding inailand,duringthelasthalfof2011,severelyimpairedglobaloperations

in the high-tech industry. Te impacts o these supply chain disruptions

eventuallyreachedWallStreetbymeansofcorporateearningsshortfalls.

Te World Bank estimates that the Tai oods alone caused $45.7 billion

in economic damage and losses.

Disruptionssuchasnaturaldisastersandmanylesssignicantevents

oten expose companies that lack a GM strategy. GM provides key

stakeholders with the right inormation and exibility to adjust to

challenges and react switly to sudden changes. Quite oten companies

overlook signicant losses because o a lack o understanding o when

international supply chain costs (such as duties and taxes) are due and

who should pay them. All too requently, these types o 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. GM practitioners need

to align these goals rst to eectively pursue their GM strategy. Ten,

they need to understand the nuances o the markets their company serves

and plans to serve, and investigate the potential challenges associatedwith the products their company moves across borders.

Companies developing an over-arching GM strategy must also:

Understandandaddresstheriskiestareasofthecompanys

supply chain.

Shedlightontheblindspotsinyoursupplychain,bothupstream

and downstream.

Analyzecostsassociatedwithinventoryincludinginternational

supply chain expenses.

Increaseeciencyandreplaceoutdated,oftenmanualprocesses.

Feedyourcompanysbusinessintelligencecapabilities.

Increaseenforcementofbusinesspolicythroughuseof

automated processes.

Improverecordkeeping.

Aectpositivechangeinyourorganization.


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Section III: Defning GTM Requirements &

Planning or ChangeA thorough and honest assessment o your companys current state is

critical.Understandyourcurrent,oras-is,stateinfourkeyareas:

Corporategoalsandobjectives.

Keystakeholdersandtheirlevelofengagement.

Currentbusinessprocesses.

PresentuseofGTM-relatedsystems.

Identiy your GM stakeholders in terms o those who will provide data

to the system and those who would benet rom receiving inormation.

Examples o those who will provide data to the GM solution include:

Operationsand/orsuppliersthatprovidedataaboutshipments.

Financeandadministrationdepartmentsthatprovidevaluationdata.

Regulatorycompliancedepartmentsthatprovideproductregistra-

tion inormation.

Legalgroupsthatprovidenamesandaddressesforpartieswhohave

access to your technology.

Engineeringandproductdevelopmentdepartmentsthatprovide

product-related data.

Examples o stakeholders who should also receive data rom a holistic

GM solution include:

Financeandadministrationforlandedcostdata.

Supplychainforvisibilityandproduct-relateddata.

Humanresourcesforemployeescreeningresults.

Customsbrokersfororderdata.

Map out your GM processes as you execute them today, including any

technologycurrentlyused.isisyouras-isbusinessprocess.Dene

exactly what each business entity does, which one is responsible, what

processes happen and how success o the business process can be

determined.Detaileverythingyoudoinyourglobaltrademanagement

unction today and make sure to include all existing data eeds, manual

processes and third-party processes.

A critical success actor or any global trade program is to receive

inormation rom your partners in the supply chain, including vendors,

contract manuacturers, brokers, reight orwarders, warehouses and

your own entities that are not on your ERP platorm. Tis means that

documentationandEDI/dataintegrationshouldbeanessentialpartof

your assessment strategy rom start to nish.


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It is highly recommended that you create a listing o all GM systems,

identiy which processes rely on them, and assess their current peror-

mance. Ten honestly evaluate the reliability o the inormation

provided. I 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 o the

people and departments which own the system and those that maintain

the data in the system, as well as any inormation on the systems

lifecycle.Understandyourcompanysplantomaintain,upgradeor

replace these systems in the short- to medium-term. Partnering with the

I group to accurately assess current systems is recommended. Next,

identiy those areas not currently supported by GM systems which are

likely to benet rom automation.

As you go through these steps, you need to raise your eorts to a global

level.Understandyourrequirementsgeographicallyasthisvariableplays a large part in creating complexity in GM-related processes. I

yourorganizationoperatesglobally,donotlimityourplantoaU.S.or

other single-country ocus. Global rms should pull together a team o

global stakeholders to represent all corporate and regulatory issues that

should be considered in modernizing GM-related processes.

Troughout this process, it is important to spend time with your

stakeholders talking about their contribution to the current process.

Look or areas where the process breaks down, or could be improved.

Common breakdowns and symptoms o larger problems can be ound

in cycle-time reports, delays, holds, seizures and penalties. For improve-

ment opportunities look or manual processes, rework, and costs such as

ling or processing ees. Always search or opportunities to take cost out

o the process.

A word o warning to global trade practitioners: Its likely that you do

not understand the ull extent o your supply chain complexity without a

thorough investigation. Managed service providers are a tremendous asset

to their customers but they oten mask their customers (your) ailures.

For example, an oshore supplier regularly creates invoices with inaccu-

rate values and the managed service vendor always corrects the value

prior to entry submission. Tis is useul rom an import compliance

perspective; however it does not provide the client with visibility to the

valuation error. Te client may be paying the inaccurate invoice value

and has no knowledge that there is a problem to be xed. Include these

important stakeholders in your as-is analysis to ensure you incorporate

the unknown problem areas in your solution design.


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ake a risk-based approach to assessing your companys current GM

processandfuturerequirements.Useariskmatrixtondtheriskiest

components o your business and target them or improvement in your

GTMinitiatives.Knowthecontrolsonyourproductsintoandoutof

every country and develop product management requirements based on

thecomplexityofyourcontrols.SeeAppendix Ao this report or asample risk assessment matrix.

Te next step is to then develop or reconsider your near-term, mid-term

and long-term GM program goals. Consider things such as new trade

processes, markets, products, sotware and technology or the uture. Focus

on continuous improvement. Consolidate silos into a global program.

At the end o 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 yourgoalsit should not be a goal in and o itsel.

Once you have developed your as-is process map, develop a to-be

solution that represents your companys ideal uture state. Tis should

include all supply chains your company manages, including supplies,

materials, nished goods, warranty/RMA, materials transers, capital

equipment moves and samples. Be sure to include non-transactional

operations such as deemed exports and technology transers.

Requirements and regulations regarding controlled technology, such as

use technology that can be ound in manuals and other customersupport materials, should be addressed by your GM processes and

technology.Includeservicesandtechnicalsupport(e.g.networks/VANS)

which may also be controlled. Tis area is generally not a key supply

chain visibility or nance concern; however, these less obvious compli-

ance issues can cause disproportionally large GM risks.

All GM business requirements should include clear metrics or

measuring the value and volume o your global trade activity as well as

the compliance with your global trade policies and procedures. Tese

metrics should be measured against your corporate objectives.

Where possible, look to automate based on assessment o easibility and

projected return on investment (ROI). Automation enables global trade

managers to mitigate the risks o human error, establish consistency in

the execution o trade processes, and enables the visibility required to

optimize supply chain activities and react to disruptions.


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All o 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 o loss or delay is

minimized. Consistency and reliability also lead to improved customer

satisaction, which can improve revenues and customer loyalty.

ake a second look at your uture state and set priorities based on ROI

that can be expected. Categorize these process improvement opportuni-

ties as nice to haves versus must haves. Tis will help prioritize your

GM wish list and ultimately your plan to attack these goals. I you are

in a particularly difcult political or budget climate, you might consider

breaking it down urther to legal requirement, business require-

ment, policy requirement, and nice to have. Tis helps bring

clarity on cost drivers when tough decisions have to be made.

oo many companies decide they need a GM solution, issue a request

or proposal, go through demos and then select a vendor only to struggleduring the implementation because they have not really dened their

business requirements. Tis results in implementation delays, and

creates unnecessary costs or all GM stakeholders.

Once you have developed your business requirements, it is critical to

develop an implementation schedule. Its not appropriate and is highly

riskytoimplementallfeaturesatonce.Delivervalueovertimeto

minimize disruption and consider running legacy systems or processes

in parallel or a period o time to mitigate risk.

DonotimplementyourGTMasastandalonesolution.Globaltrademanagement should not be your primary objective. Your corporate

objectives are what should be ocused on and ensuring that your GM

strategy aligns with your corporate strategy.

Usethisplantocreateawellthoughtoutroadmapthatwillguide

your organization rom the current (as-is) state to the desired uture

(to-be) state.


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Section IV: Framework or Assessing VendorsI your roadmap rom current operations to desired/strategic state requires

automationwhich many willthe next step is dening your companys

technology needs and requirements. Tere are several key issues that will help

global companies quickly limit the pool o potential vendor partners to those

that are most appropriate or their needs.

Tese include:

Supplychainsizeandcomplexity.

Featuresandfunctionsrequired.

CorporateITstrategy.

Expertiseonstaandinfrastructure.

Vendorsroadmap.

Totalcostanalysis.

Complexity

Volume

High ROI

Low ROI

F i G u r E 1 : Business and Supply Chain Size and Complexity


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While some organizations might not need any technology to support

GM improvement initiatives, most global companies will decide how

much technology is required. Te scope o your business and its supply

chain complexity will dictate your needs. Further, the schedule o

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 or automated

processes to ensure accurate, efcient and compliant operations. In

terms o trade compliance, complexity stems rom products that may

be controlled or highly regulated. In addition, the number o markets

served can compound complexity in terms o discrepancies in regulations

and enorcement level and separate business entities with dierent goals

and objectives.

Likewise, high volume global trade operations will benet signicantly

fromGTMsystems.Sheerscalealonecancreateacompellingcaseforcertain GM unctions such as screening, document generation,

nancial settlement to name a ew.

Companies with both high levels o complexity and volumes o reight

will clearly benet most rom GM systems. Tese companies will also

require the most robust systems available on the market today. Low

volume shippers with highly complex products or supply chains will

nd a high ROI, too.

It is easible that companies with low volumes and more straightorward

supply chain issues will benet rom GM systems; however, they willhave to look harder or that ROI. A ew examples include increased

order-to-cash processing, accurate government declarations and

visibility to customer deliveries. Oten the bigger ocus in a low volume/

low complexity environment is risk mitigationminimization or

prevention o possible violations or penalties.

Knowwhatyourinventorycarryingcostsare.Understandyourcycle

time into and out o countries. arget your highest volume/value

countries with the worst cycle time. Have a laser ocus on where your

quick wins are and share those wins with your global operations. Teyll

quickly learn to mimic where you are saving money and predictably

moving product.


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F i G u r E 2 : Key Visibility Functionality

Business intelligence/reporting metrics applications or analyzing perormance

Data quality management

Multi-modal transportation planning and scheduling

Perormance management

Purchase order managementRole-based Web portals or carriers, orwarders, suppliers, shippers, receivers

Supply chain visibility or global inventory, orders, shipments, shipment status

r E qu i r E D FE a t u r E S a n D Fu n C t i on a l i t y

Once you have conrmed your need or a GM system, dene the

unctionality that is appropriate or your company based on your

product controls and your corporate risk prole.

Developprocessmapsonhowyourtransactions(sales,purchaseorders,and no-charge shipments) ow. Identiy where GM unctionality will

ensure accurate, complete and timely inormation including status

notications and declarations.

Understandyourproductandpartyrequirements.Doyouneedto

maintainproductdataonaone-to-manybasis?Doyouneedto

maintain more than one country o origin per product per country

(an example is maintenance o the Customs origin, Buy America Act

origin, and NAFA origin or with multi-sourced part numbers).


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Understandyournancialdrivers.Doyouneedtoolstoensurepayment

(lettersofcredit)?Doyourtermsofsalerequirethird-partyownership

o the global trade compliance process?

F i G u r E 3 : Key Compliance Functionality

Anti-dumping/CVD

Classifcation system o record

Country o origin management

Currency conversion/tax services

Customs Declaration Filing

Denied/Restricted/Sanctioned party screening

ECCN/ITAR category tracking

Electronic fling regulations

Entry record management

Export controls

Export Declaration Filing (e.g. Automated Export System fling)

Free trade agreement management (includes origin management, certifcates, etc)

Free trade zone (FTZ) management

Import controls (customs clearance, etc)

Import/Export License determinations

Integration with broker systems

Product harmonization classifcation or duties, taxes

Product inormation managementRisk profle reporting

Security clearance regulations

Security Filing (e.g. ISF,10+2, AEO compliance)

Trade documentation

F i G u r E 4 : Key Supply Chain Finance Functionality

Insurance

Invoice reconciliation and claims automation

Landed cost calculations (duties, taxes, logistics, etc.)

Letters o credit

Trade fnancing


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C or P or a t E i t S t r a t E G y

GM is a critical unction that oten lacks the attention and priority

given to other unctions o similaror even lesserimportance. As

a result GM systems requirements will likely be dictated by the

companys overarching I strategy and other systems requirements. It is

important to understand where your company stands on two key issues:

1)Doesyourcompanyprefertoworkwithtechnologyprovidedby

the current ERP vendor or is your company open to choosing a

best-o-breed solution?

2)IsyourcompanywillingtouseaSaaSGTMsolutionorareyour

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 oten more important than

reality in the purchasing process.

F i G u r E 5 : General Comparison o ERP-based GTM Solutions versus Best-o-Breed

ERP-Based Best-o-Breed

Less mature eatures due to time in market Broader/deeper eatures

Company viability Potential or acquisition/merger

Ease o integration May require adapters/integration tools

Maintenance requires personnel Centralized maintenance

Content must be purchased/maintained separately Content included with solution, may incur additional ees.

1-2 updates/year Frequent updates

Even with an ERP-based GM solution available across the enterprise,

the business will have to grapple with integration issues as many key

GM stakeholders exist outside the companys our walls. Further,

these service providers and partners will have vastly diering levels and

types o automation and communication protocols.

SaaS vs. InstalledTe delivery model o your GM system is another

crucial actor to assess when sizing up potential GM solutions. Tere

are ve issues that are critical to understand when assessing vendors: Availability.

Security.

Costs.

Congurability.

Connectivity.


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WithSaaSorhostedsolutionsyouhavetoconsiderthepotentially

slower connection speeds and the act that you wont be able to connect

without access to the Internet. Concern remains over the security o a

companys inormation and the loss o 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 o the sotware. Companies have been

known to spend tens o thousands o dollars in customization only to

realize that they cannot benet rom new eatures and unctions that are

developed by their sotware provider. Customization and conguration

levelsvaryamongSaaSvendors.

WithSaaSandhostedsolutionsyourshort-termcostscanbereduced,

but over time you may pay more. With installed sotware your costs are

heavy upront, but then generally all into a maintenance mode in the

long term.

Partners and service providers have to integrate and connect to each o

their customers separately. Tis puts a burden on the service providers

to connect to multiple systems to service their customers. Tis has been

a long-standing industry issue and will likely not go away anytime soon.

Be very specic with the vendorsthey have dierent eatures/unctions

availableintheirSaaS-hostedandinstalledproducts.Makesuretoget

conrmation that the eatures you want are included in the platorm

youarepurchasing.WhenavendorpresentsSaaSandclouddelivery

models, be certain to clariy whether they provide that themselves oroer delivery through a partner.

E x P E r t i S E a n D i n Fr a S t r u C t u r E

Globaltradehasgrownquicklyoverthelast30years,butnding

managers with specic GM skill sets remains a challenge or many

employers. It is difcult to nd someone who is an expert in global trade

that has the ability to communicate strategically within the enterprise, a

skill required to obtain unding or a GM modernization investment.

Realize that nding the perect people to design and implement aGM solution is nearly impossible. Rather this should be considered

a group eort.

ake stock o your internal resources, but do not hesitate to add external

resources to help dene your global trade requirements early, validate

requests or eatures/unctions rom your internal team, and guide the

GTMvendorinyourimplementation.DonotrelysolelyontheGTM

vendors or their expertise, which may be limited to technical know-how.


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SuccessfulGTMsystemsselectionsandimplementationteamsconsist

o several key subject matter experts:

In-houseITandsoftwaredevelopment

GTMproductandtechnology.

Supplychain,includinglogisticsandprocurement. Globaltradeandregulatorycompliance.

Finance.

vE n D or r oa D m a P

Entrusting a set o critical unctions, such as GM 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 ollowing questions:

Whatistheirplannedcapability?

Whathavetheydevelopedinthepasttwoyears?

Weretheyontrackwithwhatwasplannedontheirroadmap?

Havetheyswitchedstrategiesbasedontheirbiggestaccounts/

highest revenue opportunities?

Doesthevendorhaveausergroupand/oradvisoryboard?

Isthereanopportunityforyoutobenchmarkwithothercompanies

that are using that vendors solutions?

Howcloselydoesthecompanytrackproductreleasesagainst

their roadmap?

I a vendor is not transparent about their roadmap, this is a red ag.

GM vendors should be orthcoming with details pertaining to their

roadmap and other critical decision-making processes. Note that certain

legal provisions may apply to orward-looking statements, and road

maps are generally not considered contractual obligations.


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18

t ot a l C oS t a n a ly S i S

Regardless o what type o GM solution is required, total cost analysis

is a critical component to making the right decision. Go beyond the

usage or licensing ees paid to technology vendors. Pay close attention

to hidden costs related to:

a. Customization.

b.Dataentry.

c. Datacleansingandintegrity.

d. Integrations.

e. Levels o support.

f. Upgradesandmaintenance.

g. raining.

h. est environment.

i. Tird-party access.

j. Set-up/conguration.

Tese costs add up quickly and i they are not properly accounted or

the best laid GM solutions will be undermined.


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1

F i G u r E 6 : Selected Compliance Application Vendors

SAP

AG

Trad

eTech

QuestaW

eb.Inc

.

Precision

Softw

are,

aD

ivisio

nof

QAD

Inc.

OracleC

orpo

ratio

n

MIC

Custo

msSolu

tions

Mag

ayaCo

rporatio

n

LOG-NET

Inc.

Four

-SoftL

td.

Kewill

Descarte

sSy

stem

sGr

oup

Inte

gration

Point

CDCTrad

eBea

m

IES,

Ltd.

CargoSm

artLim

ited

GTNexu

s

ATTU

STe

chnolo

gies

Freightg

ate

AmberR

oad

Company

Anti-dumping/CVD

Export Declaration Filing (e.g. AutomatedExport System (AES) fling)

Classifcation system o record

Country o origin management (includespreerential duty treatment, commercialorigin, and Us governement contracting

Currency conversion/tax services

Customs Declaration Filing

Denied/Restricted/Sanctioned partyscreening

ECCN/ITAR category tracking Electronic fling regulations

Entry record management

Export controls

Free trade agreement management(includes origin management,certifcates, rules o origin)

Free trade zone (FTZ) management

Import controls (customs clearance, etc)

Invoice reconcillation and claimsautomation

Security Filing (e.g. ISF,10+2, AEOcompliance)


Product harmonization classifcation orduties, taxes

Product inormation management

Risk profle reporting


Trade documentation

Section V: GTM LandscapeWhen selecting compliance applications vendors, you must seriously

consider your companys needs or congurability or out-o-the-box

unctionality. Tere is a huge dierence between conguration and

customization. Make sure you and your vendors have the same denition.


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20

F i G u r E 7 : Selected Compliance Content Vendors

Inte

gratio

nPo

int

IES,

Ltd

.

CUST

OMSIn

foL

LC

Precisio

nSo

ftware,aD

ivisio

nof

QAD

Inc.

CDCTr

adeB

eam

MKTe

chnolo

gyDataS

ervices

(dba

MKDa

ta)

ATTU

STe

chnolo

gies

Kewill

Ambe

rRoad

Company

Anti-dumping/CVD

Denied/Restricted/Sanctioned partyscreening

ECCN/ITAR category tracking

Export controls

Free trade agreement management(includes origin management,certifcates, rules o origin)

Landed cost calculations (duties, taxes,logistics, etc.)


Product harmonization classifcation orduties, taxes


C om P l i a n C E C on t E n t

Many companies decide rom which vendors to solicit RFPs because o

their content philosophy. Whether a vendor outsources its content or builds

and maintains it in house is secondary to your companys global traderequirements.Dontletcontentbeabarriertothevendorsyouconsider.

Compliance content is not protected by guarantee or warranty. When you

do select the content that will uel your compliance solution, make sure to

test it or timeliness, accuracy, and completeness. Always make sure it meets

your regional, or global, needs.

Consider i you need all the content or a specic area (e.g. Harmonized

TariScheduleandExportControlClassicationNumberdetails)orjust

specicchapters.Doyouneedtopayforupdateservicesordoyouhavea

manageable number o codes and can sel-service your content?

Be aware that many companies do not ully understand the scope o their

content needs. Tis is a common pitall that you should aim to avoid by

thoroughly investigating your products and their regulatory requirements

in the planning stages o your GM systems selection.

Flexibility is important to consider when evaluating content providers.

Understandifthecontentishard-codedintotheGTMsystemorifitcan

also be used as a reerence guide/job aid or your employees.


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2

v iS iB il ity

SomanycompaniesfailwhenitcomestoGTMbecausetheydonthave

visibility to their global shipments until its too late. Global traders need

complete visibility to their shipments throughout the shipment lie-

cycle. Tis includes both upstream and downstream activities.

Major benets o upstream visibility include:

Increasedshipmentvelocitythroughthesupplychain.

Reducedinventorylevelsorsafetystocks.

Reducedtransportationcosts.

Reducedcarbonfootprint.

Major benets o downstream visibility include:

Reactingfasterandmoreeectivelytoeventssuchasmarket

demand shits or natural disasters. Optimizedlogisticsanddistributionprocessatdestination.

F i G u r E 8 : Selected Supply Chain Visibility Vendors

Precisio

nSo

ftware,

aDivisio

nof

QAD

Inc.

Oracle

Corpo

ratio

n

MercuryGa

teInte

rnation

al,Inc

Mag

ayaCo

rporatio

n

LOG-NE

TIn

c.

Kewill

INTT

RA

E2op

en,Inc

.

Inte

gratio

nPoint

Descarte

sSy

stem

sGrou

p

IES,

Ltd

.

CDCTr

adeB

eam

GTNexus

CargoS

martLim

ited

Freightg

ate

Ambe

rRoad

Four

-SoftL

td.

Acuitiv

eSolu

tions

Company

Business intelligence/reporting metricsapplications or analyzing perormance

Data quality management

Multi-modal transportation planning andscheduling

Perormance management

Purchase order management

Role-based Web portals or carriers,orwarders, suppliers, shippers, receivers

Supply chain visibility or globalinventory, orders, shipments, shipmentstatus

QuestaW

eb.Inc

.

SAP

AG

Trad

eTe

ch


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Global traders who are looking to address their visibility shortalls in the

context o their GM systems implementation should concentrate on

our undamental elements o visibility:

Centralizesupplychainmanagementprocessesunderonepointof

command in terms o organization and systems structure.

ConsolidateGTMplatformstoprovidemorefunctionalityfrom

ewer systems which provides enhanced visibility across modes and

enables supply chain and related business process optimization

programs.

ConnectandintegrateGTMsystemscloselylinkedtointernal

processes, as well as external partners, 3PLs and other service

providers. Te integrated GM solution will drive visibility across

these connected processes and partners.

Leverage3PLsaseyes-and-earswhereyoulackcontrolatoriginor

lack the ability to manage multi-modal transportation eectively.

Evaluate visibility providers on their ability to connect with many carriers

and other supply chain partners across modes. Many visibility tools are

mode-specic, which can be limiting in the long run.American Shippers

research shows that shippers want more unctionality rom ewer sources.

Clearly, visibility across modes will help to achieve that goal.


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S u P P ly C H a i n F i n a n C E

Te scope o supply chain nance extends to all systems, but building it

into GM allows or greater visibility, while also being able to respond

tothemonetaryissuesaschangesoccurintheshipmentlifecycle.Supply

chain nance or GM covers the wide range o nancial tools that

determine how cash, credits, investments, and assets are used during the

ow o international trade.

In its simplest iteration, supply chain nance in GM systems involvesmonitoring when an exporter prepays for goods shipped and both

monitoring and recording the documents related to these payments. Tis

nancing should cover letters o credit and/or payments to an exporter

or their bank, and the ability to check these against required documents

like the bill o lading and screen the parties to the nancial transaction.

F i G u r E 9 : Selected Supply Chain Finance Vendors

Trad

eTe

ch

SAP

AG

QuestaW

eb.Inc

.

Precisio

nSo

ftware,

aDivisio

nof

QAD

Inc.

Oracle

Corpo

ratio

n

Mercu

ryGa

teInte

rnation

al,Inc

LOG-NE

TIn

c.

Four

-SoftL

td.

INTT

RA

E2op

en,Inc

.

Inte

gratio

nPoint

Descarte

sSy

stem

sGrou

p

IES,

Ltd

.

CDCTr

adeB

eam

GTNexus

Ambe

rRoad

Freightg

ate

Acuitiv

eSolu

tions

Company

Insurance

Invoice reconcillation and claimsautomation

Landed cost calculations (duties, taxes,logistics, etc.)

Letters o credit

Trade fnancing


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24

raders that address nancing in the context o GM systems should

determine the relationships they want with customers and banks, including:

Verifyingthereceiptoflettersofcreditfromanexporterortheirbank.

Monitoringexportloansfromabankbasedonexportcontracts.

Deningrequirementsforrecordingandpresentingdocumentsincluding markets where exchange controls are in place.

Developingandmonitoringspecializednancingforcertainmarkets,

such as addressing structured commodity nancing or liquidity

management and risk mitigation in emerging markets.

Monitoringexportnance,creditinsurance,andguaranteesfrom

export credit agencies.

Estimatingandreportinglandedcost,includingtheuseofHarmonized

System(HS)Codestopredictdutiesandtaris.

SettingIncotermsfortransactions.

Benets o addressing supply chain nance in GM include:

Auniedpresentationofexistingbusinessandcurrentdocumentsfrom

your bank, such as letters o credit, import bills or collection, shipping

guarantees, import nancing, perormance bonds, invoice nancing,

pre-shipment export nance, export bills or collections, and letters o

credit pertaining to advising, saekeeping, conrmation, and negotia-

tion.

Integratingopenaccounttransactions,alsocalledbuynow,paylater

agreements, typically save costs and time or companies as they develop

buyer/seller relationships because they unction more as payment or

the ow o goods instead o individual purchases.

Applyingpre-exportnance,countertrades,bartering,andinventory

nance to the trade value chain, rom producer to distributor to

processor.

Determiningtotallandedcostsbyaggregatingdataontheoriginalcost

o the items, all brokerage and logistics ees, complete shipping costs,

customs duties, taris, taxes, insurance, currency conversion, crating

costs, and handling ees.

Global trade management has many moving parts and nance is always parto the equation. By integrating nance into GM, both buyer and supplier

can monitor the ow o unds, goods, and a host o related variables that

directly impact cost structures and the scope o business.


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2

Section VI: Worst & Best Practices

W or S t P r a C t i C E S

Tis report has taken a hard look at many o the best practices that have

emerged in assessing, selecting and implementing a GM solution.

However, it is equally important to understand some o the worst

practicesor bad ideasthat have come to light while compiling this

report. Tese include:

AutomationhasbecomeanessentialtoolintheGTMtoolkit,but

ithaslimitations.Donotlookatautomationasacure-allfor

woes o non-existent or inefcient processes. GM systems are an

enabler, not a x.

Manycompaniesfailtounderstandandcaptureglobaltradecosts.

Knowwhatitcoststomoveyourgoods.Capturehiddencostssuch

as delays, handling and service charges, duty advancement ees, andbond charges.

Formanycompanies,complianceissuesareanafterthought.Do

not let your nancial models trump your compliance requirements

asthiswilladdcostinthelongrun.Strikeabalance.

Donotsettleforthecheapestoreasiestsolutionastheyareoften

not the best t or your companys specic GM needs.

ManycompaniesbuyGTMsolutionsandfailtoimplementthem

because they do not understand their global trade needs and the

required data. Insufcient, unavailable or incorrect data will destroy

the best laid GM plans.

DonotlimitGTMsystemsaccesstoyourowncompany.GTMis

inherently an inter-company exercise.


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B E S t P r a C t i C E S

Here are some universal best practices that can be applied to any GM

modernization eort.

Managescopetoensurethatallstakeholdersagreetowhatyouare

setting out to do.

Measurecostversusbenet.

Denemetricsandmeasurefrequently.

Benchmarkwithothercompanies.

Cleanseandprotectyourdata.

Improveyourprocesses.Donotimplementbadprocesses.

Controlaccessbythirdparties.Justbecauseathirdpartycanaccess

your data, does not mean that they should.

inkbeyondbordersandcompanies

Focusonyouruserrequirements.

Assembleacross-functionalteam.

FE E D B a C k

Please click here to provide us with your eedback on this report.

We want to hear rom you.
http://www.zoomerang.com/Survey/WEB22EZH5MEDS8http://www.zoomerang.com/Survey/WEB22EZH5MEDS8


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Exports Americas Asia Pacifc Europe

EMCP

Procedures

Training

Internal Audit

Screening

Classifcation (ECCN)

AES/EEI/SAD

License Management

Anti-Boycott

Imports Americas Asia Pacifc Europe

Import Policy

Procedures

Training

Internal Audit

External Audit

Classifcation (HTS)

Valuation

Documentation

Recordkeeping

Free Trade Agreements

Temporary Imports Not Applicable

ATA Carnets

OGA Compliance Not Applicable

ADD/CVD Not Applicable

Assists

Country o Origin

Drawback

General Americas Asia Pacifc Europe

Government Contracts Not Applicable

Appendix A: Global Risk Analysis

Compliant Improvements required At risk Unknown

S a m P lE m a t r i x

A global trade risk matrix provides a means to immediately communicate your companys risk prole

toexecutives.isisasimplematrixthatidentiesimportversusexportcomplianceoperations.Undereach o those operations it details the high level processes that constitute your global trade operations.

Te horizontal axis lists the regions that the company operates in. Customize this to match your

companys regions or to reect business units. Te 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), i improvements are required (yellow), i the program is at risk (red)

or i the risk is unknown (black).

Updatethematrixmonthlyandaddanindicatortoshowifchangeispositive(movingfromyellow

to green) or negative (moving rom yellow to red). Review this matrix with trade compliance council

on a regular basis.


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Company Acuitive Solutions Amber Road ATTUS Technologies CargoSmart Limited

Year ounded 2002 1990 1998 2000

Company address PO Box 77045,

Charlotte, NC 28271 USA

One Meadowlands Plaza,

East Rutherord, NJ 07073USA

13860 Ballantyne Corp Place

Suite 200 Charlotte NC 28277

2700 Zanker Road, Suite 200,

San Jose, CA 95134 USA

URL www.AcuitiveSolutions.com www.AmberRoad.com www.attustech.com www.cargosmart.com

Twitter @GTMBestPractice @CargoSmart

Sales contact name Phil Marlowe Al Cooke Bradley Allen Kim Le

Sales contact email address [email protected] [email protected] [email protected] [email protected]

Sales contact phone number (704) 321-4992 (201) 804-6140 (888) 494-8449 (408) 325-7600

Global Trade Management Solution Name(s)Product 1 Acuitive Trade Automation (Import /

Export Management)WatchDog Pro CargoSmart ISF Solution

Product 2 Global Transportation

Management

CargoSmart EEI Solution

Product 3 Supply Chain VisibilityCargoSmart Sea AMS

Solution

What is the products delivery model?Installed sotware

Hosted sotware/SaaS

Cloud-based

Managed service

Other

How is the product priced?System

Subscription

User

Transaction

Other:

Geographies Covered

Region(s):

Global

US Import

US Export

European Union Other

Scope

Air Ocean (FCL, LCL, etc)

Parcel/Express

Truckload, LTL

Rail/Intermodal

Other

How is regulatory content collected and updated?In-house

3rd Party

Both

Industry segments Retail, Wholesale All Industries AllShippers and logistics

service providers

Company sizes (in terms o revenue) Fortune 500 We have unique solutions or

the ollowing three

categories o users: largeenterprises ($1B+), medium

sized companies ($100M -

$1B), and small companies

(Less than $100M)

All All

Geographic regions Global All All

Job roles SVP/VP Supply Chain, VP/

Director o Compliance, VP/

Director o Logistics

Compliance (import/export) Logistics management

Make Up o Annual RevenueRegulatory Compliance 0% 70% 100%

Supply Chain Visibility 0% 30% 0%

Trade Finance 33% 0% 0%

Other non-GTM revenue 67% 0% 0%

Total 100% 100% 100%

Appendix B:Vendor Guide


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Company CDC TradeBeam CUSTOMS Info LLC Descartes Systems Group

Year ounded TradeBeam 1999 1992 1981

Company address Two Waters Park Drive, Suite 100,

San Mateo, CA 94403 USA

2935 N. Powder Mt Road,

Eden, UT 84310 USA

120 Randall Drive, Waterloo, ON

N2V 1C6 CANADA

URL www.cdcsotware.com www.customsino.com www.descartes.com

Twitter @CDC_SupplyChain @RLCIGDM

Sales contact name Laura McKean Ron Lackey Ruth Harold

Sales contact email address [email protected] [email protected] [email protected]

Sales contact phone number (770) 351-9600 (877) 583-4949 x703 (519) 746-8110 x2331

Global Trade Management Solution Name(s)Product 1 Export Compliance www.customsino.com Descartes Customs & Regulatory

Compliance SuiteProduct 2 Import Compliance CUSTOMS Ino Duty/Tax/Regulatory

Content or Global Trade

Management

Descates Forwarder & Broker

Systems Suite

Product 3 Supply Chain VisibilityCUSTOMS Ino Duty/Tax/Regulatory

Content or eCommerce


Hosted sotware/SaaS

Cloud-based

Managed service

Other


Subscription

User

Transaction

Other:

Geographies CoveredRegion(s):

Global

US Import

US Export

European Union

OtherMexico, Canada, Colombia,

Peru, China

Scope Air

Ocean (FCL, LCL, etc) Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segments All Industries All

Transportation & Logistics Services

(Carriers, Brokers, Forwarders,

etc..) Manuacturing, Retail &Distribution

Company sizes (in terms o revenue) All sizes $2M + All sizes

Geographic regions Any Country All Solutions can be used globally butare primarily deployed in North

America and Europe or globally i

they are global orwardersJob roles Compliance, Logistics, Legal, Supply Chain VP, Dir, Mgr, Trade Compliance, CIO,

VP, Dir, Mgr, InternationaleCommerce.

All compliance titles

Make Up o Annual RevenueRegulatory Compliance 10%

Supply Chain Visibility 0%

Trade Finance 80%

Other non-GTM revenue 0%

Total 90%

Appendix B:Vendor Guide, Continued


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Company E2open, Inc. Four-Soft Ltd. Freightgate Inc

Year ounded 2000 1999 1994

Company address 4100 E. 3rd Ave., Suite 400,

Foster City, CA 94404 USA

Four Sot USA, 150 Motor Parkway,

Suite 302, Hauppauge, NY 11788 USA

15061 Springdale Street, Suite 111,

Huntington Beach, CA 92649 USA

URL www.e2open.com http://www.our-sot.com/ www.Freightgate.com

Twitter @E2Open @Four_Sot

Sales contact name Jon Wheeler Krishna Rallabhandi Gary Chisamore


Sales contact phone number (866) 432-6736 (631) 752-7700 (609) 301-5662

Global Trade Management Solution Name(s)Product 1 E2open Logistics Network (ELN) 4S VisiLogplus Rate Management

Product 2 4S eTrans+4S eCustoms Global Visibility

Product 3 4S VisiLog Transportation Procurement


Hosted sotware/SaaS

Cloud-based

Managed service

Other

How is the product priced?

SystemSubscription

User

Transaction

Other:


Global

US Import

US Export

European Union

Other India, Singapore, Hong Kong & Japan

Scope Air

Ocean (FCL, LCL, etc)

Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segments

High Tech (including computers and

peripherals, electronics, and telecom),

A&D, CPG

Lie sciences, Energy, Natural

Resources, Retail, Automotive, Logistics

Service Providers etc.

Global Shippers; NVOCC's; 3PL's

Company sizes (in terms o revenue) >$1 billion LSP - All sizes (Small to Large), Other

Segments - Small to Mid market (100MM to 2 Billion)

$5m+

Geographic regions Global Global US/EU/ASIA

Job roles VP o Supply Chain, Logistics,

Transportation, Trade Management

Logistics Heads, Supply Chain Ofcers,

CIO's and CEO's

Logistics

Make Up o Annual RevenueRegulatory Compliance 5% 25% 5%

Supply Chain Visibility 90% 20% 50%



Total 100% 100% 100%



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3

Company GT Nexus IES, Ltd. Integration Point

Year ounded 1998 1989 2002

Company address 300 Lakeside Drive, Ste.400,

Oakland, CA 94612 USA

445 Godwin Avenue, Midland Park, NJ

07432 USA

11016 Rushmore Drive, Suite 200,

Charlotte, NC 28277 USA

URL www.gtnexus.com www.iesltd.com http://www.IntegrationPoint.com

Twitter @GTNexusPlatorm @iesltd1 @GlobalTradeNews

Sales contact name Cary Dittmann IES Sales Clay Perry



Global Trade Management Solution Name(s)Product 1 Supply Chain Visibility Forwarder Suite Integration Point Import Management

Sotware and Regulatory ContentProduct 2 Supply Chain Intelligence eCellerate Integration Point Export Management

Sotware and Regulatory Content

Product 3 Supplier Enablement PO DirectIntegration Point Trade Zone and DutySuspension Management Sotware


Hosted sotware/SaaS

Cloud-based

Managed service

Other


Subscription

User

Transaction

Other:


Global

US Import

US Export

European Union

Other

Scope Air


Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segments

Retail, Apparel, Automotive, Electronics,

CPG, Pharma, Chemicals, Paper,

Descrete Manuacturing, Logistics

Services

Freight Forwarders, NVOCCs, Importers,

Customs Brokers

All industries dealing with international

trade

Company sizes (in terms o revenue) $500 Million+ Any sized company, large or small All company sizes, Integration Point is

modular and scalableGeographic regions Global Global All regions

Job roles Supply Chain, Sourcing/Procurement,

Logistics, Transportation, Operations, IT,

Treasury

Operations and IT Import/Export Compliance Management,

Supply Chain Security and Planning,

Procurement/Sourcing

Make Up o Annual Revenue

Regulatory Compliance 5% 25% 100%Supply Chain Visibility 40% 25% 0%



Total 100% 100% 100%



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Company INTTRA Kewill LOG-NET Inc.

Year ounded 2001 1972 1991

Company address Morris Corporate Center II, One Upper

Pond Rd, Bldg. D, Parsippany, NJ 07054USA

One Executive Drive,

Chelmsord, MA 01824 USA

230 Hal Mile Road,

Red Bank, NJ 07701 USA

URL www.inttra.com www.Kewill.com www.log-net.com

Twitter @inttra

Sales contact name Win Ross Brian Nelson John Painter



Global Trade Management Solution Name(s)Product 1 Ocean Freight Management

Solutions(Booking, SI, BLs, Track &

Trace, Perormance Management -

OceanMetrics.com) and ProessionalServices (Assessment, Adoption and

Integration)

Kewill Export Compliance Screening

and Licence Determination (ECS)

LOG-NET 6.5

Product 2 eInvoice - Freight Settlement Solutions

(Invoice Dispute Management)

Kewill Flagship LOG-NET Carbon Calculation Reporting

Product 3 OceanSchedules.comKewill Export - Export documentationand customs fling


Hosted sotware/SaaS

Cloud-based

Managed service

Other


Subscription

User

Transaction

Other:


Global

US Import

US Export

European Union

Other

Scope Air


Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segmentsAll industries that ship containerized

reight over the ocean

Shippers, Manuacturers, Internet

RetailersAll

Company s izes (i n terms o revenue ) Less tha n one mil lio n to Mul ti -b il lio n

dollar enterprises

All

Geographic regions Global Global All

Job roles Operations, transportation, supply chain,IT, documentation, fnance, marketing &

sales

Dir o IT, CEO, COO, VP Transportation, VPOperations

All



Trade Finance 0%


Total 100%



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3

Company Magaya Corporation MercuryGate International, Inc MIC Customs Solutions

Year ounded 2001 2000 1989

Company address 8725 NW 18th Terrace, 209,

Miami, FL 33172 USA

100 Regency Forest Drive, Suite 300,

Cary, NC 27518 USA

Haenstr. 24, 4020, Linz, AUSTRIA

URL www.magaya.com www.mercurygate.com www.mic-cust.com

Twitter

Sales contact name Gabriel Ruz Peter Yost Rainer ROLL


Sales contact phone number (786) 845-9150 (404) 964-9853 +43 (0) 732-778496-243

Global Trade Management Solution Name(s)Product 1 Magaya Cargo System MercuryGate TMS MIC CUST (Import & Export Handling)

Product 2 Magaya Supply Chain Solution Mojo MIC GTDC (Global Trade Data Chain)- Conversion o Export Into Import Data

Product 3 Magaya WMS Carma

MIC OCS (Origin Calculation System)

- FTA Management Tool incl. Supplier

Solicitation; MIC CCS (Central

Classifcation System)


Hosted sotware/SaaS

Cloud-based

Managed service via partners

Other


Subscription

User

Transaction

Other:


Global

US Import

US Export

European Union

Other Asia, South America, Central America APAC, EMEA

Scope Air


Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segments

Freight orwarders, distributors,

warehousing centers, importers,

exporters, wholesalers

Logistics service providers & shippersAll, our products are industry

independent

Company sizes (in terms o revenue) All sizes o service providers. Mid-size

shippers ($10M to $500M intransportation spend)

500 million upwards, many Global

Fortune 500 companies are MIC'scustomers

Geographic regions Worldwide Primarily North America but a growing

presence in EU and PacRim

Global

Job roles Operations, accounting, managers,

warehousing, supply chain,procurement, ulfllment

Transportation & Logistics management CEO, CIO, CFO, Head o Tax, Global

Customs Manager, Global LogisticsManager, Global Supply Chain Manager



Trade Finance 0%


Total 100%



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Company MK Technology Data Services

(dba MK Data )

Oracle Corporation Precision Software, a Division

of QAD Inc.

Year ounded 1991 1976 1984

Company address 5501 Twin Knolls Road, Suite 107,Columbia, MD 21045 USA 500 Oracle Parkway,Redwood Shores, CA 94065 USA As o Dec 16, 2011: 1011 WarrenvilleRd., Lisle, IL 60532 USA

URL http://www.mkdataservices.com www.oracle.com www.precisionsotware.com

Twitter @mkdenial @oracle

Sales contact name Ken Harris Darcy Price Linda Olster



Global Trade Management Solution Name(s)Product 1 Web Based Transaction Screening

ServicesOracle Global Trade Management PRECISION. Consists o multiple

modules including Transportation

Management (TMS), Global Trade

Management (GTM), Trade Compliance

and Package Exception Management

(PEM).Product 2 Automated and Ad Hoc Batch Screening

Services

Oracle Trade Compliance QAD Supply Chain Portal (SCP)

Product 3 Dynamic Screening Add Oracle Transportation Management


Hosted sotware/SaaS Cloud-based

Managed service

Other


Subscription

User

Transaction

Other:


Global

US Import (Limited)

US Export

European Union

Other

Scope Air


Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segments

Aerospace, Banking, Chemicals,

Communications, Electronics,

Engineering, Food & Beverage,

Machinery, Shipping, Technology

Aerospace & Deense, High Tech,

Industrial Manuacturing, Lie Sciences,

and others.

High Tech / Electronics, Lie Sciences,

Industrial, Consumer Products

Company s izes (i n terms o revenue ) Our solut io ns are scale ab le to work orALL company sizes

$250M and up

Geographic regions Everywhere..our oerings are used in in

41 dierent countries

All Americas, EMEA, APAC

Job roles Trade compliance, legal, logistics,

human resources, sales, marketing,

Trade Compliance , Shipping, Operations VP, Director o Finance, Logistics,

Compliance Ofcer,



Trade Finance 0%


Total 100%



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Company QuestaWeb. Inc. SAP AG Trade Tech

Year ounded 1987 1972 1997

Company address 60 Walnut Ave. Suite 300

Clark, NJ 07066 USA

Dietmar-Hopp-Allee 16, 69190 Walldor,

GERMANY

Trade Tech (Bellevue), Inc., 12600 SE

38th St, #150 Bellevue, WA 98006 USA

URL www.questaweb.com www.sap.com www.tradetech.net

Twitter @BrynHeimbeck

Sales contact name Wayne Slossberg SAP Sales Tom Lloyd

Sales contact email address [email protected] [email protected]

Sales contact phone number (908) 838-4328 (877) 727-1127 x11070 (425) 837-9000

Global Trade Management Solution Name(s)Product 1 Import/Export SAP BusinessObjects Global Trade Services Trade Rates

Product 2 FTZ SAP Transportation Management Trade Manager

Product 3 CHB/ACE/ABI/ISF/AES SAP Event Manager Trade Cash


Hosted sotware/SaaS

Cloud-based Oered through partners

Managed service Oered through partners

Other

How is the product priced?

System Subscription

User

Transaction

Other:


Global

US Import

US Export

European Union

Other

Asia, Intra-Asia, Central America,South America

Scope Air


Parcel/Express

Truckload, LTL

Rail/Intermodal

Other


3rd Party

Both

Industry segments All

All industries or compliance, All fnancialindustries or compliance (OFAC), all discrete

and process manuacturing industries or

import/export compliance, special customs

procedures, regional specifc requirements.

Includes industry relevant capabilities such asITAR compliance, REACH compliance, EMCS

compliance, OFAC.

NVOCC, Ocean Freight Forwarders,Customs House Brokers, Benefcial

Cargo Owners, Domestic Forwarders

Company sizes (in terms o revenue) All Primarily companies at $200 mio and above;

however, a relevant solution or companies

with high volume o internatl trade and below$200 mio in revenue

All

Geographic regions All Excellent or companies with multi-region

global operations, Excellent or North America,EMEA, Korea, Japan. Very good ft or SE Asia

including China, as well as many SouthAmerican countries. Excellent solution or

electronic invoicing or Brazil

Global

Job roles All Decision makers in global supply chain,

manuacturing, logistics, corporate

compliance, fnance, and legal

Make Up o Annual RevenueRegulatory Compliance 50% 30%

Supply Chain Visibility 25% 30%

Trade Finance 10% 20%

Other non-GTM revenue 15% 20%

Total 100% 100%



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Appendix C:About Our Sponsors

amBEr roaD

AmberRoad(FormerlyManagementDynamics)istheworldsleading

provider o on-demand Global rade Management (GM) solutions.By helping organizations to comply with country-specic trade regula-

tions, as well as plan, execute and track global shipments, Amber Road

enables goods to ow unimpeded across international borders in the

most efcient, compliant and protable way.

Our solutions automate import and export processes, provide order and

shipment-level visibility, calculate duties, taxes and ees, administer

preerential trade programs, ensure regulatory compliance and simpliy

the nancing, sourcing and transporting o goods across international

borders. For more ino, please visitwww.AmberRoad.com or email us

at [email protected].

C D C t r a D E B E a m

CDCTradeBeamstreamlinesglobaltradingprocessesforenterprises

and their partners. Comprehensive, integrated solutions delivered via

theon-demandSaaSmodelprovideimportandexportcompliance,

collaborative inventory management, shipment tracking, supply chain

event management, and global trade nance solutions.

TradeBeam,Inc.,isawholly-ownedsubsidiaryofCDCSoftware.

Morethan10,000customersaroundtheworldrelyonCDCSoftware

to manage, grow, and transorm 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 protably, and become true market leaders.

OurcustomersnotonlycountonCDCSoftwarefortechnology

but also or education and training, technical support and consulting

services. Our solutions are well known in diverse industries, including

ood and beverage, nancial services, manuacturing, health care,government and more.

CDCSoftware:eCustomer-DrivenCompany.Learnmoreat

www.cdcsotware.com
http://www.amberroad.com/mailto:Solutions%40AmberRoad.com?subject=http://www.cdcsoftware.com/http://www.cdcsoftware.com/mailto:Solutions%40AmberRoad.com?subject=http://www.amberroad.com/


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Appendix C:About Our Sponsors, Continued

i n t E G r a t i on P o i n t

A leading provider o global trade management solutions, Integration

Point provides import and export capabilities, up-to-date regulatoryinformationfor140+countriesandconnectivitytosupplychain

partners and government agencies across the world. Built on a single,

web-based platorm, 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 or: import/export management, supply chain

security, entry validation, denied party screening, product classication,

ree trade agreement qualication, oreign-trade zone, and Global

duty deerral program management.

Contact Integration Point atwww.IntegrationPoint.com or

704-576-3678.

quEStaWEB

QuestaWeb provides integrated, Web-based GM solutions. Our

applications uniy import, export, logistics, compliance, and nancial

processesincludingcustomsclearance,ISF,FTZ,landedcosts,HTS

classications, export licensing, denied party screening, product catalog,

tracking, event management, and much more. A centralized database

maintains real-time compliance content and supports multiple coun-

tries, languages, currencies, and time zones; a document warehouse

keeps records readily accessible. QuestaWeb accelerates product ow

across the supply chain, reduces inventory and operational costs, and

assuresregulatorycompliance.QuestaWebiscertiedforSAPinterface

andcanbeintegratedtomostERPandWMSsystems.QuestaWebhas

threedeploymentoptions,owned(behindyourrewall),SaaS,orthe

best o both worlds, owned & hosted.
http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.cdcsoftware.com/http://www.integrationpoint.com/http://www.integrationpoint.com/


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Appendix D:About Our Partners

B P E G loB a l

DecreaseriskandoptimizeeciencywithBPEGlobal.Since2004,

companies have achieved results through BPEs global trade consultingand training services. BPEs team o seasoned regulatory and operational

experts has the ability to navigate the

Documents

572 as-REP GTM Landscape v4b