Global Commerce Control

Building The Supply Chain of the Future

Posted in Global Commerce Control, Supply Chain Execution on January 24th, 2011 by Edward Blinick – Be the first to comment
Many global supply chains are not equipped to cope with the world we are entering. Most were engineered, some brilliantly, to manage stable, high-volume production by capitalizing on labor-arbitrage opportunities available in China and other low-cost countries. But in a future when the relative attractiveness of manufacturing locations changes quickly—along with the ability to produce large volumes economically—such standard approaches can leave companies dangerously exposed.

That future, spurred by a rising tide of global uncertainty and business complexity, is coming sooner than many companies expect. Some of the challenges (turbulent trade and capital flows, for example) represent perennial supply chain worries turbocharged by the recent downturn. Yet other shifts, such as those associated with the developing world’s rising wealth and the emergence of credible suppliers from these markets, will have supply chain implications for decades to come. The bottom line for would-be architects of manufacturing and supply chain strategies is a greater risk of making key decisions that become uneconomic as a result of forces beyond your control.

These opening 2 paragraphs from a McKinsey Quarterly report (https://www.mckinseyquarterly.com/Operations/Supply_Chain_Logistics/Building_the_supply_chain_of_the_future_2729) clearly enumerate the challenges that companies face in managing their global supply chain.  How they deal with these challenges will determine their success in the future.  The BRIC countries (Brazil, Russia, India and China) are radically changing the playing field and affect everything in the supply chain from raw material availability to logistics capacity to currency exchange.   How successfully organizations deal with the rapidly changing global environment will depend on creating and implementing agile global supply chain strategies and executing the mechanics of those strategies.

The integration of strategy with mechanics is so inextricably linked that it can be easily argued that one without the other will ultimately lead to limited success of the former.  Which come first – the global supply chain strategy or the supporting mechanics that provide the infrastructure?   While having a global supply chain strategy provides companies with powerful differentiating plans of action, lacking comprehensive supply chain execution mechanics leaves the organizations highly vulnerable to failure in carrying out the strategy.

Executing agile global supply chain strategies is dependent on information that provides transparency into all aspects of the global supply chain.  As a company moves further away from its basic manufacturing paradigm – both physically and geographically – it depends more and more on information to provide insights into events and their outcomes.  This requires a comprehensive set of tools designed to support the gathering, synthesizing, contextualizing and reporting of the information into meaningful and easy to access analysis and reports.  However, without the ability to execute the tactical activities in support of the overarching strategy limited success is the most likely outcome.  It is being able to rapid execute change across their global supply networks that ultimately delivers the success of the strategy.

In our white paper, Lean, Agile and Adaptive Global Organizations,
http://blinco.com/casestudies/whitepapers/leanagile02206.pdf we present a comprehensive roadmap on how it is possible to build a lean, agile organization that will be able to support whatever agile global supply chain strategy the organization implements.

Beating Complexity, achieving operational excellence – IDC Manufacturing Insights

Posted in Blinco Systems News, Global Commerce Control, Supply Chain Execution on January 6th, 2011 by Edward Blinick – Be the first to comment
I came across this White Paper by IDC (2010/07) http://www.sdcexec.com/pdf/case_studies/2010/12s_cswp_ibmjg1_idc_mfg_insights.pdf which outlines how, for small and medium size discrete manufacturing organizations in eight countries, the quest for achieving operational excellence has become more complex with the added dimensions of reducing cost and increasing the customer experience from bid to fulfillment.

The paper points out that “[c]onsulting and  business applications that both identify and address these problems have been developed over the last few decades primarily for large multinational companies. However, without the budgets or internal expertise to realize such projects, small and medium sized discrete manufacturers struggle to find affordable business services and IT applications to address their sector specific needs and budgetary constraints. There are still limited software applications to support the small and mid-sized manufacturers.”

The paper focuses on discrete manufacturers, which for all intents and purposes is well serviced by IT vendors.  If this, as the authors state, is the state of affairs for discrete manufacturers, we believe that companies who operate as importers/distributors, global brand marketers, and non-asset based manufacturers, face equal or greater structural complexity and cost pressures and have the added problem of having far fewer appropriate software applications to choose from.

The non-asset based manufacturer, unlike its physical counterpart, operates on much smaller profit margins in an equally or more complex environment.  The most recent business downturn has magnified demands from customers for increased value with the same or greater levels of service.  This means organizations must find greater efficiencies or return less profit.  With distributor profit margins already thin, a major challenge is how to deliver the value while maintaining or increasing profitability.

For organizations operating in a global commerce environment, managing the cash-to-cash processes efficiently is critical.  All importers and exporters are effective in moving product from source to destination.  What separates the best-in-class organizations from the competition is how efficiently they manage the intricate and complex components of their global supply networks.

Although comprehensive enterprise solutions are much more limited in scope for companies involved in global commerce management, there are applications that provide complete cash-to-cash, purchase-to-pay, or sales-to-cash solutions.  These enterprise solutions, when interfaced with focused point solutions (licensed or SaaS) for compliance, logistics track and trace, and WMS systems, deliver incredible end-to-end command and control of the global environment.

To learn more about comprehensive global commerce management solutions visit us at www.blinco.com.

Global Supply Disruption

Posted in Global Commerce Control, Supply Chain Execution, Supply Chain Execution Convergence, Visibility on December 2nd, 2010 by Edward Blinick – Be the first to comment
A major contributor to sleepless nights is the impact of non-controllable traumatic supply disruption.   Today, every global supply chain that deals in the Far East or South Asia is threatened with potential supply disruption.

If the low level conflict between North and South Korea escalates, supplies and markets in South Korea will most likely be affected. The degree of disruption, if it occurs, will depend on the spill over into Japanese, Taiwanese, Philippine and Chinese trade. While the situation in another hot-spot, the South Asian region, is still “relatively” stable, it can be tipped into crisis mode by any number of flash-points erupting into conflict. Iran, Afghanistan and Pakistan are but a few of the areas where political instability can turn into critical supply issues.

Most companies address (to a greater or lesser degree) these and other disruption issues as a matter of basic supply chain strategy.   However, the ability to react if, and when, the disruption occurs is critical to lessening the impact on the business while being able to take advantage of the competitive opportunity presenting itself. Being able to fulfill obligations to customers and suppliers depends on one’s ability properly see, develop and execute an action plan that limits the effects of the disruption and ensures that supply can be maintained.

Visibility and Agility – The Key to Adapting to Traumatic Supply Disruption

When traumatic supply disruption occurs, the more quickly a company can respond, the more likely it is for the negative consequences to be mitigated.  There are two fundamental components to minimizing supply chain disruption effects.  The first is a continuity plan, while the second is a business disruption insurance program.

To address business continuity when traumatic supply chain disruption occurs, companies need visibility into virtually every aspect of their supply chain at the product level. They need to be able to analyze:

  • what supplies are at risk
  • what quantities are at risk
  • what alternative supply sources exist for the products at risk
  • what logistics capabilities exist to insure supply continuity
  • what are the best total landed cost alternatives for the products to be supplied
  • what are the compliance issues related to supply fulfillment
  • what are the time constraints in restructuring the supply availability

Once analysis is complete, the organization needs to swiftly execute a comprehensive procure-to-deliver capability to reduce the costs associated with the implementation of the alternative sourcing.  The level of agility in execution is directly linked to the access of information, the speed of analysis, the response time for decision-making, and the ability to put the decision plans into action.

Effectively responding to supply disruption requires systems that present information comprehensively from source availability and inbound logistics options to the manufacturing or distribution network.  Visibility into product, supplier and service provider compliance is integral to the supply acquisition decision.  Finally, integrated total landed cost management is an important supporting function for insuring optimal supply purchasing decisions.

By definition, traumatic supply disruption can be anticipated and even planned for.  However, until the disruption takes place, there is little that will be done in the way of supply disruption mitigation.  When it happens, a company’s success (whether real or relative) will depend on the speed by which it reacts and its agility in putting plan to action.  Those companies with highly tuned global supply chain systems will be the winner both in normal times, and specifically when supply disruption occurs.

Challenges of the 21st Century Global Supply Chain

Posted in Blinco Systems News, Global Commerce Control, Supply Chain Execution, Supply Chain Execution Convergence on November 26th, 2010 by Edward Blinick – Be the first to comment

In many instances, 25-40% of an organization’s business is transacted internationally. This number has risen dramatically over the past five years and is predicted to reach anywhere from 35% to greater than 50% within the next decade.

With this continuing seismic transformation to a global economy, the complexity of a company’s supply chains increases geometrically if not exponentially. The ability to manage inventory, costs, and compliance effectively and efficiently across a network of global supply chains is being severely compromised when using traditional processes and technologies. Rising levels of inventory, misunderstood total cost of product ownership, increased regulatory business compliance and the risks associated with international business have brought an unprecedented level of awareness to the C-level executives.

With this growing percentage of global activity in a company’s product mix, the way a company constructs and manages its global supply chain has a significant and growing impact on its financial results and strategic competitiveness. The inability to effectively manage these complex supply chain networks, places organizations at significant risk. Whereas the ability to command, streamline and control the global supply chain environment brings with it incredible opportunity and strategic advantage.

Synchronizing Your Supply Chains

The key challenge to developing a comprehensive 21st century global commerce management capability (the management and synchronization of international physical, financial and information supply chains) is rooted in the basic architecture of information systems that are poorly integrated across functional business silos and units. Lack of synchronization limits the ability to predict and respond to events across the supply chain, resulting in sub-optimal results. With many activities across the global supply chain being outsourced to contract suppliers and service providers, the level of direct control over results is limited. To achieve and assure high levels of performance in this less controlled environment, companies must have the appropriate tools in place to influence partners and service providers to deliver the highest levels of compliance to contracts and commitments. To achieve a best-in-class global supply chain capability requires integrated solutions that synchronize activities and information across multiple participants in the supply chain.

The synchronization of global supply chains is comprised of four elements, each of which is critical to effectively managing your global supply chains. This synchronization is imperative if superior supply chain and organizational performance is to be achieved:
1. Developing a global network of suppliers and service providers
2. Retaining people with the right level of expertise to manage the global environment
3. Creating the right processes
4. Providing the information infrastructure that enables controlled global supply chain execution and management

Integrating the Physical and Financial Supply Chains

Within an organization, operations handles the physical supply chain while finance manages the financial supply chain. Whereas management’s focus is on setting strategic goals and overseeing the activities to ensure these goals are met or even exceeded. Virtually all see their world through the presentation of tangible assets in digital format. In a perfect world, information represents the physical and fiscal worlds as they are, in as close to real-time as possible. Accurate and real-time information that is available for collaboration across an organization’s supply network (internal or external) and that supports timely execution of tasks and responsibilities, tactical problem solving, and strategic decision-making, is the fundamental underpinning of optimal global commerce management.

Information and visibility, while important in and of themselves, are limited in their potential unless put into meaningful context. Contextualized information allows users to understand the implications of an action within the supply chain and its effect on a specific activity. It empowers users to make optimal decisions.

Contextualized supply chain information enables users to see where an item is in its supply chain life-cycle and understand its effect on distribution or manufacturing. Contextualized financial information allows users to see the impact a physical event has on the cash and asset position of the company, and to optimize financial asset allocation and execution. With intelligent contextualized supply chain information, management has 100% visibility into where any department, business unit or organization is at any point in time.

Transportation Management Systems (TMS): A Critical Component for Global Commerce Management

Posted in Blinco Systems News, Global Commerce Control, Global Logistics on November 17th, 2010 by Edward Blinick – Be the first to comment
Having the capability for an organization to support transportation planning, decision making, tracking, execution, analysis and reporting on their logistics planning, execution and spend management is critical to achieving comprehensive global commerce excellence.  TMS is an important component of any supply chain execution and collaboration system where the sharing of information across functional departments and between business partners is essential to increase performance of assets and reduce logistics expenses.

To be truly effective in support of global commerce management excellence, organizations require systems that bridge the gap between procurement, warehousing and fulfillment.  The TMS system must be oriented to both international and domestic transportation with the objective of streamlining the entire supply chain and insuring that inventory is balanced as optimally as feasible.

Blinco Systems Inc. has increased its 3rdwave GCM TMS capability by extending its already comprehensive global TMS with powerful domestic functionality.

From a global perspective, 3rdwave GCM provides clients with an integrated solution supporting shipment planning, load building, carrier bidding, booking, contract and freight management, track and trace, documentation control, automated customs management (for both import and export), freight auditing and payment authorization, and detailed logistics analytics.

Domestically, 3rdwave GCM delivers to clients the same level of command and control over a 3rd party transportation network as it has been providing for global TMS.  3rdwave GCM’s domestic TMS delivers the following capabilities and benefits:

a)   allows for selection of orders across many different dimensions, making the order allocation to trucks, LTL or intermodal shipments very quick and easy
b)   allows for the  dynamic reallocation of orders from one truck to another, right up to the time of shipment from the warehouse
c)    allows for orders to be amended and these amendments to be reflected in the truck control programs so freight can be validated and reconfigured
d)   allows for the proper allocation of freight estimates to orders, improving accuracy and reporting of freight costs
e)  supports the interaction of receiver fulfillment rules and TMS planning and execution
f)   manages freight by lanes and regions to support optimal carrier selections and freight cost reductions
g)   tightly integrates to WMS systems allowing for last minute adds and reconfigurations to occur (allowing for much improved customer service and cost control)
h)   provides visibility into shipment status ensuring that late shipments are avoided and that fulfillment rises
i)    provides logistics analysis and reporting framework to allow for better analysis of freight spend and carrier performance
j)    systematizes the interactions with carriers benefiting each party with better data exchanges and information.

With the launch of the domestic TMS component, 3rdwave GCM provides a completely integrated global capability to managing transportation for both domestic and international shipments.
TMS – A Critical Component for Global Commerce Management

e-Collaboration – Powerful Supply Chain tool?

Posted in Collaboration, Global Commerce Control, Supply Chain Execution Convergence on September 30th, 2010 by Edward Blinick – Be the first to comment
I recently came across two fascinating research papers on e-Collaboration and its value.

http://www.eurojournals.com/ejsr_34_3_04.pdf
http://www.ccsenet.org/journal/index.php/ibr/article/viewFile/807/796

For supply chain professional’s e-collaboration has exceptional potential.  However, there are 2 major design issues that must be overcome in order to have collaboration tools broadly accepted within an organization.  The collaboration tools must be highly user centric and they must integrate into the user’s everyday workflow.  Quite a lot has been written over the past several years on the value that collaboration brings to the business world, yet the uptake by business has been limited.

In order to be introduced into an organization, the collaboration tool must meet a high level of security that fully mitigates the risk in terms of uptime, susceptibility to hacking, and controlled access to sensitive information.  However, in order to be accepted into the organization the collaboration tool must also meet the minimum usability criteria of the user community.  It is at this level that many collaboration projects fail.  Simply stated the collaboration tools are too limited in their design for ease of use (for the user requirement) and to limited in their scope of purpose.

Current collaboration applications focus on the ability of the tools to provide value to the organization in terms of knowledge management, project management, and document sharing.  The focus is on providing a tool where people of like interests can organize themselves in communities around specific goals to achieve a common end.  While all this is important, its uptake in the organization still requires user buy-in.  In much of the literature published about the collaboration applications there is strong reference to how to manage the implementation of the collaboration tool and project.

To me, having to manage the implementation and acceptance of a collaboration project is counter-intuitive.  By definition, the collaboration tools designed for business should have the same ease of acceptance as the social networking tools.  The user community, managers and operators, should want to use collaboration tools as a normal extension of their work flow.  The implementation of the collaboration tools should be driven by the user community and not by organizational fiat.

In order to achieve the user acceptance and popularity of social networking sites like Facebook and Twitter, the collaboration tools must be easy to set up, dead simple to use, and intuitively support the user in the daily routines of their business day.   This means all forms of interpersonal communication and collaboration.  If these “acceptance” criteria are met the uptake in the organization will be viral – just the way it is in the social world.

The challenge of most collaboration software for enterprise, is that the user WORKs on one enterprise system but COLLABORATEs  on another (or multiple).

The global supply chain is exceptionally complex.  With more organizations sourcing and distributing globally the need to be able to seamlessly share information and communicate quickly, across multiple organizational boundaries (internal and external), in real time, about supply and demand issues is critical to managing and achieving corporate business objectives.  Over the next several months, Blinco Systems will be launching the Collaboration Station, its collaborative tool that seamlessly integrates to its 3rdwave GCM, global commerce management, solution.

The real differentiator for the Collaboration Station is that it  is designed to support the user in their daily “real work” through interactive “collaboration and communication”.   Facebook / twitter are raging successes because the goal of their user is social collaboration.  In the enterprise, the goal of the user is completing work activities effectively and efficiently.  For an enterprise collaboration tool to succeed its objective must be to simplify the user work experience and improve business results.  The goal of enterprise collaboration is to facilitate user work.

The Collaboration Station is  designed with the supply chain user in mind.  Its primary focus is on providing intuitive collaboration and communication for problem solving, small issue resolution, and knowledge sharing as an integrated component of a greater supply chain solution.    The Collaboration Station provides for project management, document sharing, and knowledge management that other collaboration software applications deliver, but in a more fluid and dynamic environment that reflects typical user behavior.

Follow us on Facebook for more information on the roll-out and availability of the Collaboration Station.

SCE Convergence – The key ingredient to Global Commerce Excellence

Posted in Blinco Systems News, Supply Chain Execution on September 23rd, 2010 by Edward Blinick – Be the first to comment

In our blog Supply Chain Execution Convergence – What does it mean?, the ‘What’ of SCE (Supply Chain Execution) Convergence was discussed. Here I’d like to follow with the ‘Why’ of SCE Convergence because of its critical role in achieving global commerce excellence.

Convergence is a critical concept and practical cornerstone of both global commerce management and global supply chain execution.  It is the dynamic connection of information across the global supply chain, providing a singular truth from multiple perspectives.  Convergence fully integrates operations and finance through the synchronization of information across affected functional business units, management levels and 3rd party suppliers and service providers.  Global commerce management convergence brings together all elements of an organization’s international supply network so they are fully orchestrated to achieve their global sourcing and fulfillment objectives.

The number of parts {activities (stationary and moving), players, and items} to be managed and controlled in the global supply chain is many.  Even in relatively small organizations, the level of detail associated with each part significantly increases the amount of information to organize, which often becomes unmanageable. With global supply chain information convergence, these volumes of information are integrated and synchronized, analyzed, targeted, and distributed to the user community which requires this information in real, or near real time. With convergence, there is only one view of the truth as information provided through the multiplicity of sources is first validated and reconciled for accuracy and then distributed to the user community.  Convergence eliminates information duplication and liberates information from its silos.

There is no doubt that a singular, accurate and timely view of shared information is extremely powerful.  Analysts and consultants have long held that having “one view” is the Holy Grail for supply chain management.  The reasoning behind this belief simply is that one shared view is a critical component to help support business decision making at the operational, tactical and strategic levels.

One example of convergence is in the critical area of Cost Management.  Cost Management is dependent on internal and external cost sources and is essential for multiple constituencies across the organization.  Those required cost elements supporting purchase planning and execution are the same as are required to support customs duty calculation and filing, payment auditing and authorization, financial planning and budgeting.  In many systems, the cost elements required to support each of these functions reside in different internal information silos and in “clouds” of 3rd party partners.  In order to properly manage and organize this information, a solution is required which can converge data from multiple sources in order to normalize, analyze and report the information in a manner that is easily understood by the targeted user community.

Another dominant example of convergence can be found in Iinventory Optimization.  Inventory Optimization is an organizational quest to ensure the correct amount of product is in the right place to meet customer or consumer demand.  It requires convergence of information from multiple players in multiple disciplines within and external to the organization.  From within, the actors involved are both on the demand side (sales, marketing, ops planning, etc.), and on the supply side (purchasing, inbound logistics, compliance, inventory management, etc.). Externally, suppliers, carriers, DCs, and customers all have an impact on product availability and therefore on the levels of inventory.  Optimizing inventory requires a system that supports the convergence of information from all sides.  Convergence enables the acquisition, maintenance, and analysis of product data from all players across the supply chain, in near real time, so that events affecting either supply or demand can quickly be observed, the impact analysis reviewed and decisions and action plans created, and executed.

Virtually every manager and operator requires information that has a source outside their immediate sphere of activity.  With separate information systems in place, information used in one area of an organization is often not in sync with similar information being used in other areas, or across that organization’s extended supply chain.  Convergence geometrically improves synchronization, accuracy and timeliness of delivery of the information.

Why is Convergence critically important to organizational success?   Because a lack of convergence makes it impossible to achieve a holistic view of an organization’s supply chain and therefore reduces optimal organizational performance.

Convergence dramatically improves the flow of information between all actors in the supply chain.

  • Convergence improves the quality of information across the supply chain by immediately identifying any inconsistencies in the data
  • Convergence improves financial performance by ensuring that subsystems such as inventory control, purchasing, sales, marketing, logistics and finance are all operating from the same page
  • Convergence supports practical business collaboration by ensuring that all authorized actors (internal and/or external) share consistent information that is critical for performance enhancement, problem resolution, and planning.  Response times are reduced and decision support increased.

Without convergence, organizations and individuals can only approximate what is really happening across the supply chains.  Unfortunately, without consistent information one could never be certain that the decisions and actions they carry out will be optimal for the organization at that point in time.

While convergence does not guarantee ‘optimal’ supply chain management, an organization without convergence is certain to sub-optimize its performance.

Blinco Systems Inc. achieves Supply & Demand Chain Executive – 100

Posted in Global Commerce Control, Supply Chain Execution, Uncategorized on June 1st, 2010 by Edward Blinick – Be the first to comment

May 26, 2010

Blinco Systems Inc. is proud to be selected as a leading supply and demand chain solutions provider in 2010.

The Honor:

Supply & Demand Chain Executive has identified leading providers of supply chain services and technologies who are customers/clients achieve supply chain excellence and prepare their supply chains for the post-recessionary return to growth. Based on submissions to the “100″ from end users and solution providers, the editorial staff of the magazine has compiled a list of leading supply and demand chain innovators.

“Our goal with this year’s ‘100,’ as in the past, is to highlight a broad range of solutions and services targeted at a variety of industries, addressing the needs of companies of varying sizes, and assisting in the transformation of a diverse mix of the functions that make up the supply chain,” added Reese.

After receiving nomination forms, the Supply & Demand Chain Executive editorial staff identified applicants that best fit the stated criteria for the “100.” Final recipients are featured in the cover story of the May/June 2010 issue of Supply & Demand Chain Executive, as well as online at www.SDCExec.com/SDCE100.

Achieving Perfect Pitch across the Supply Chain – 4 Interviews by Michael Levins in Logistics Management 05/19/2010

Posted in Global Commerce Control, Global Logistics, Supply Chain Execution on May 26th, 2010 by Edward Blinick – Be the first to comment

In the Logistics Management magazine issue of 05/19/2010 Michael Levins (editor) published parts of interviews he conducted with four (4) supply chain analysts on current trends in Supply Chain Execution.  While a vast majority of the respondents to the Logistics Management 2010 Software User Survey are using some variation of supply chain software, the analysts imply that there is still a way to go for Supply Chain Organizations to achieve synchronization across their supply chains.

Of the four interviews, the interview that resonated most profoundly with me was with Dwight Klappich, Analyst and Research Vice President at Gartner.  He puts forward the concept of Supply Chain Execution (SCE) Convergence as the next iteration for companies that are moving toward supply chain execution excellence.  In a nutshell SCE Convergence is the cross functional integration and synchronization of processes, sub-processes and activities within the organization.

Dwight acknowledges that although companies have been able to gain improvements within silos from their current SCE solutions, achieving greater levels of excellence and the resulting benefit require the orchestration of end-to-end processes like selling, buying, making -to which could be added – accounting, finance, inventory control, transportation management, and compliance.

However, in order to achieve SCE Convergence, companies will have to significantly stretch themselves beyond what their current SCE systems offer.  SCE Convergence is achievable through a multi-functional supply chain architecture that supports the company’s end-to-end supply chain processes (operations), manages supporting data and information, and provides a comprehensive 360 degree view of the entire operation in an on-demand environment.

SCE Convergence requires system(s) that are designed to integrate, orchestrate, and enable (all) the processes and sub-processes that make-up the Supply Chain.  SCE Convergence enables operators across the supply chain to access information (push or pull) that is critical to fulfilling their functional responsibilities, provides managers with a comprehensive and contextual view of their sphere of responsibility, and supports organizational decision making and action.  SCE Convergence provides senior management with command and control of their business by providing information that is meaningful and actionable.

SCE Convergence is not new in practice.  However, few in the supply chain have successfully implemented SCE Convergence solutions because the mainstream ERP applications and the newer SaaS solutions have not approached the supply chain in a holistic, integrated manner.

Few truly supply chain organizations have implemented comprehensive supply chain execution solutions.  Those companies that have been successful have what Dwight calls SCE Convergence solutions that enable operators to work within their silos and insure that the validated information required for management planning, decision making and action is available when needed.

True SCE Convergence solutions enable companies to manage the entire Cash-to-Cash cycles within the context of their ERP solutions or independent of them.  They enable the streamlining of processes, the optimization of fulfillment with inventory, the control of costs, and the increase in compliance within one orchestrating software application.  True SCE Convergence provides the framework for intercompany integration and extra-company synchronization.

Challenges to achieveing Global Trade Management excellence

Posted in Global Commerce Control, Uncategorized on December 24th, 2009 by Edward Blinick – Be the first to comment

Stanford University professors Warren Hausman and Hau Lee and TradeBeam associates Graham Napier and Alex Thompson released, in October 2009, a detailed study on Global Trade Management (GTM) focusing on the complexity of the global trade environment.  In the report they detail  the >100 processes related to a global transaction and the value proposition for managing the processes efficiently and effectively.  The report,  “How Enterprises and Trading Partners Gain from Global Trade Management” is chock full or process flows, charts and formula that provide extensive insight into what is actually required to affect a global trade transaction.  For any practitioner or student aspiring to excellence in the area of  GTM, this document is a must read .

Their conclusions as to the benefits – translated into % savings in annual costs and % increases in annual profits for both importers and exporters – should be enough to make any senior executive involved in Global Trade Management take note, if not immediate action.

  • Dollar savings amounting to 1.7% in Annual Sales for Exporters
  • Dollar savings amounting to 0.6% in Annual Sales for Importers
  • Benefits amounting to 28% increase in Annual Profit for Exporters (assuming profit = 6% of sales)
  • Benefits amounting to 10% increase in Annual Profit for Importers (assuming profit = 6% of sales)

The downside of mismanaged global trade management exposes a company to direct costs (such as fines for non-compliance), and hidden costs (such as greater inventory safety stock, increased product obsolescence, lower productivity, higher customs fees, lost opportunity for duty-drawbacks and supplier/logistics claims.

To achieve the annual savings and benefits, requires IT-enabled solutions that streamline the processes required to execute complex, simultaneous global trade transaction.  To streamline the import and export processes requires two (2) vital capabilities:

  1. The ability to seamlessly integrate processes across the internal organization and external partners, and
  2. The ability to seamlessly synchronize information between the required actors so that they can efficiently execute their work and insure that shipments move effectively through the multiple processes.

The challenge in optimizing the global trade management environment is primarily that of streamlining complex processes.  With the myriad of cross-functional and cross-company interactions necessary to execute GTM streamling processes is virtually impossible without enterprise IT-eneabled GTM support.   IT-enabled GTM support will enhance organizational effectiveness and efficiency by enabling:

  • operators to execute their work efficiently with minimal reliance on outside resources for their supporting information (streamline process)
  • partners to share critical information collaboratively in (near) real time – suppliers, customers, 3rd party logistics providers, warehouses, customs, and financial institutions
  • seamless information sharing across internal silos,
  • total visibility of product and financial transactions across the entire global supply chain,
  • full total cost control,
  • comprehensive compliance management – regulatory and business,
  • user centric analytics and reports, and
  • real-time collaborative capabilities.

Global Trade Management is a relatively new discipline.  Over the passed several years several “GTM” solutions have matured and are deployed as a Software as a Service (SaaS) offering.  However, these GTM solutions while supporting some GTM functionality, and in some instances extended GTM functionality, all are still somewhat specialized in their offerings and are dependent on larger ERP systems for the core business processes.  In order to achieve GTM excellence requires an enterprise-wide approach.   However, even with the interfacing of the current SaaS GTM offerings most of the ERP solutions do not have the robust functionality required to provide a comprehensive solution.   The journey is most often difficult and costly and the results deliver less than promised or expected.

Because of the unique orientation of enterprise Global Trade Management, there are still very few IT-enabled solutions that provide ture  enterprise capability.  The enterprise level GTM solutions are provided mostly by small and mid-size solutions providers and not the large GTM “best of breed” or enterprise solutions.  This simple reality presents the most fundamental challenge to a company achieving  GTM excellence – dealing with a small or mid-size enterprise-capable GTM  solution provider.

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