It's best known as a tool for automating regulatory compliance and documentation. But global trade management software can also help you reduce your exposure to all sorts of supply chain risks.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
International trade has never been easy. Importers and exporters have long confronted challenges created by differing national regulations, languages, and business cultures; long journeys by air, sea, and land; and mountains of documents needed to satisfy government requirements at both origin and destination.
To simplify matters, many companies have turned to global trade management (GTM) software. This software may be best known as a tool for automating time-consuming, error-prone tasks like document creation and denied-party screening. But that's just the tip of the trade management iceberg, so to speak. The software also can help users mitigate or avoid all sorts of supply chain risks. (For more on GTM software's capabilities, see July 2007.)
Here are just three of the risks the technology can help importers and exporters avoid:
Lawsuits, fines, jail time, and damaged reputations. That may sound extreme, but these are very real consequences of failure to comply with customs and security regulations both here and abroad. Fines can run into the millions of dollars; in some cases, individuals can be held legally liable for violations. Government agencies, moreover, are only too happy to publicize the names of companies that have violated regulations.
To keep their customers up to date on changing requirements, GTM software providers have trade experts on staff in the United States and around the world who monitor local laws and regulations. One of these experts is Celeste Catano, principal business analyst at software developer Kewill. A licensed customs broker, Catano is a committee chair for U.S. Customs and Border Protection's Trade Support Network and a trade ambassador, which puts her in the top ranks of CBP's industry advisers. "I'm in Washington at least one week each month, working at CBP headquarters," she says. Her group also monitors other potential sources of trade regulations, including the FDA and Congress.
As new requirements take effect, the vendors update the software accordingly. Because most GTM products are delivered over the Internet, updates are automatically available to users.
Supply disruptions caused by delays. Shipment delays aren't just inconvenient; they can be costly as well. A holdup in customs, for instance, can lead to product spoilage and cut into profits, says Melissa Irmen, vice president of products and strategies for Integration Point, a GTM software provider. GTM software can help companies avoid holdups associated with regulatory compliance. For example, as part of an automation project, testing equipment manufacturer Teradyne began using Kewill's GTM software to screen its exports against denied-party lists. Now that it's using the software, compliance-related delays are a thing of the past, says Brian Amero, Teradyne's global compliance and regulatory affairs manager.
"Prior to implementing the system, we were screening orders manually with very limited resources," says Amero. "We would attempt to review orders as close to booking as possible, but we might not get a chance to look at them until they were ready to go out." If a problem cropped up, the shipment would be placed on hold, sometimes at the last minute.
Now orders are electronically reviewed as soon as they're booked. If the system detects a potential problem, it alerts Amero's compliance staff and the appropriate sales administrator. The compliance team is prompted to screen the order again if there are any significant changes to the order. And because denied-party lists change frequently, Teradyne checks one last time before it releases the order for shipping.
Since Web-based GTM systems allow users to exchange information with supply chain partners, they can help assure regulatory compliance almost anywhere in the world. That's why Teradyne uses its GTM software to manage orders shipped from a plant in China. "Most of our products fall under U.S. jurisdiction, even those we ship from China. But asking someone in China to understand U.S. export laws is not realistic," says Amero. "Kewill's [export compliance module] allows us to screen all of those orders."
Software can also alert users when things don't go according to plan, so they can take corrective measures, says Bryn Heimbeck, CEO of Trade Tech, a company that provides Web-based trade management solutions. Suppose an exporter's trucker misses a pickup—an event that could set off a series of missed ship, rail, and truck connections. If notified of the problem promptly, the importer can make other arrangements to get the container on its way and avoid delays, he explains.
Some GTM packages can even help users evaluate the level of risk posed by delays and other problems. One such product is SAP's BusinessObjects Global Trade Services software, which now incorporates SAP's Risk Management application. The combined portfolio identifies "key risk indicators" (KRIs) and ties them to key performance indicators for a commodity or product. It then quantifies the financial consequences of those risks, explains Kevin McCollum, head of solution management for SAP's Global Trade Services Business Unit. For example, if a user has determined it will be unable to fill orders for a critical component if customs dwell time reaches two days, the software will begin sending alerts to the appropriate people as the delay approaches a day or a day and a half, McCollum says. "The system knows that if you shut down that production line, it will cost X dollars in unfilled customer orders. It lets you decide where to focus your risk adjustment efforts."
Gaps and inconsistencies in execution.In an international transaction, the failure of a single participant to perform as promised has consequences both upstream and down. That's why Integration Point and others integrate disparate partners' systems and processes. "It's important to streamline and ensure accountability of all the involved parties while ensuring the compliance, credentialing, and confirmation of all transactions," Irmen says.
GTM software can also help to ensure that each link in the supply chain does its part. A system that tracks whether a task has been completed, who completed it, what should happen next, and who's
responsible keeps the international trade ball rolling, Heimbeck says.
One risk-related task that's often overlooked is the purchase of cargo insurance, which many people buy on a per-shipment basis. But doing that increases the chances that the shipper will get the coverage wrong or even forget to insure altogether, Heimbeck warns. Trade Tech's system addresses that problem by automatically sending shipment details to its insurance partner, Chubb Commercial Insurance, which then creates an insurance certificate. What's more, shippers that use GTM software—and can therefore document their shipments' chain of custody—may qualify for lower insurance rates.
Think globally, execute locally
In all of these examples, a single theme emerges: GTM software offers an effective means of minimizing supply chain risk because it permits centralized control of business processes that typically are decentralized.
The benefits of centralized control at an enterprise level are clear. "My mantra is 'think globally, execute locally,'" says SAP's McCollum. Operational details should not be managed globally, but managers should think about them that way, he adds. "You want a global strategy for trade compliance."
Not only does GTM software help companies maintain better control over their transactions, it also monitors the execution of those tasks and sends reports back through the supply chain for evaluation from the perspective of corporate strategy, McCollum adds. "How do you know you're executing against that strategy unless you cascade information down and get feedback at the local level? That's where the power of GTM comes in."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."