Cutting through language barriers is part of the picture. But there's a whole lot more global trade management software can do for you and your company.
Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
When an American consumer buys a pair of running shoes as a holiday gift, the simple act of clicking a few boxes on an e-commerce site sets in motion a flurry of actions around the globe.
The order may cascade from a retail Web pOréal in the U.S. to a fulfillment center, carrier, freight forwarder, and customs broker scattered across various countries, each with its own language, currency, tariffs, and import/export laws and regulations. Coordinating this type of multileg shipment and staying in compliance with the various rules and regulations may sound like a headache and a half, but it's not the nightmare it once was. Today's shippers have a tool that helps make sense of the process: global trade management (GTM) software.
HOW TO DECODE GTM GEEK SPEAK
Software wonks have proved to be endlessly creative in coming up with unique terminology and jargon—terms that make perfect sense to them but leave the uninitiated scratching their heads. GTM developers are no exception. So if your company is shopping for a GTM product, you may be puzzled by some of the shorthand (i18n m17n) vendors use in describing their software's capabilities.
But there's a method behind the madness. Influenced by the need to be brief, the industry has adopted a number of "numeronyms," abbreviations for multisyllable terms that include both letters and numbers (like "K9" to mean "canine" but more esoteric). Typically, a numeronym is formed from the first and last letter of the word it signifies, along with the number of intervening characters.
The following are some examples compiled by Gary Barraco, director of global product marketing for Amber Road:
"i18n" is the numeronym for "internationalization," derived from the number of letters between the first and last letters of that 20-character word.
"g11n" stands for "globalization," which is sometimes used as a synonym for internationalization
"L10n" stands for "localization." This numeronym even has its own spelling style, requiring a capital "L" since many type fonts do not distinguish between a capital I and a lowercase L.
"p13n" stands for "personalization"
"m17n" stands for "multilingualization"
"r3h" stands for "reach," or the extent of a website's coverage across countries or markets
In a nutshell, GTM software is a tool that businesses use to manage their import and export transactions and to track the complex and ever-changing symphony of details that—incredibly—result in the delivery of a pair of athletic shoes in the right size, color, and style to the buyer's doorstep.
If that sounds like a challenge, it is. To lace all those pieces together, GTM vendors must track dozens of bits of data for every purchase, combining information in many formats and languages and delivering the data just in time for each logistics partner to run the next leg in the relay. But before they can do this, they must first create a single, consistent database of international trade details from a huge variety of laws in a variety of languages.
KEEPING UP WITH CONSTANT CHANGE
The stakes are high—global trade demands rapid handoffs of goods and data between multiple players. "If you're moving something a long distance, you know you will be working with a large number of partners. You want to be sure the right paperwork and information is in the right place so your partners aren't delayed," said Simon Ellis, global practice director for IDC Manufacturing Insights' Supply Chain Strategies Practice.
For GTM software developers, translating terminology, interpreting thick legal documents, and pulling data from massive enterprise resource planning (ERP) platforms is just the half of it. They also must find a way to combine diverse streams of information into a single pool. That challenge is compounded by the proliferation of new rules and regulations in our increasingly globalized economy—what Thomas Friedman described as a rapidly "flattening" world in his 2005 book The World Is Flat.
"As the world becomes flatter, trade has become more complicated rather than less. Regulatory requirements don't ever seem to get less complex, only more," Ellis said. This constant ratcheting up of regulatory trade hurdles inspired one industry wag to coin a list of the "Four Ws" of supply chain disruption: weather, war, workers, and "wegulation."
The regulatory headaches are particularly acute for companies doing business in emerging markets, Ellis said. "The biggest trend is the rise of emerging economies, and the youngest ones have enormous regulatory complexity. Doing business in Brazil or China is a nightmare because they have different regulations in all their different fiefdoms," he said. To stay abreast of this constant change, major GTM players like Oracle, SAP, Amber Road, GT Nexus, and Integration Point often end up assembling virtual armies of in-house experts.
WORKING IN THE TOWER OF BABEL
In addition to constant change, one of the obvious challenges associated with international trade is language—or to be precise, lack of a common language. How do you keep trade partners from all corners of the world on the same linguistic page when it comes to complex issues like denied-party screening and harmonized tariff schedules?
There's no single answer to that. Some GTM vendors try to provide something for everyone, offering customized versions of their platforms in 10, 12, or even 24 different languages, Ellis said.
Others, like Amber Road, have taken a more simplified approach. Amber Road has found that most members of the international trade community are fluent in English, rendering it unnecessary to provide software customized to each country in a far-flung global supply chain, said Gary Barraco, the company's director of global product marketing. The firm's GTM application translates only the field names—such as "name" or "date"—into local languages and relies on users to provide their responses in English. That strategy allows Amber Road to offer most of its software applications in just three languages—English, simplified Chinese (both Cantonese and Mandarin), and Cantonese.
Companies that want to customize the software with additional languages can request a software development kit that allows them to translate the field names on their own, he said. Customers have used the tool to translate the GTM field names into Italian, Spanish, and French, he added. Amber Road also creates a consistent database by limiting the choices users have when completing trade documents. Instead of asking open-ended questions, the software standardizes many fields by using pull-down menus with preset options.
Amber Road is not alone in its views on the primacy of English. Cloud-based software provider Descartes Systems Group has also found that most clients want trade-related information in English, according to Cara Strohack, the company's director of marketing communications. When it comes to complex and highly technical legal rulings and trade regulations, however, Descartes considers the original document—in its original language—to be the most authoritative source. So the company captures information with a preference for the original text, followed by official translations, with third-party translations as a last resort (often provided on a "just for information" basis).
CHANGE IS IN THE WIND
In addition to grappling with the challenges of multilingual data entry, GTM providers also have to master the complex language of global trade.
For instance, every five years, the World Customs Organization (WCO) updates its "Harmonized Commodity Description and Coding System," a standardized system for classifying products moving in global commerce for the purpose of determining tariff rates. (The classification system covers about 5,000 commodity groups, each identified by a six-digit code.) The latest update takes effect Jan. 1, 2017, and its impact will be enormous, with 1,159 modifications recommended by the U.S. International Trade Commission for this country alone.
The changes will affect nearly every aspect of global commerce, ranging from the duty rates used to calculate landed costs to the controls that determine whether you can legally complete your transaction, according to Amber Road. Furthermore, a vast number of products will be affected. The 2017 WCO changes include 233 sets of amendments, divided among the agricultural (85), chemical (45), wood (13), textile (15), base metal (6), machinery (25), transport (18), and "other" sectors (26).
Given that a major GTM developer can cover as many as 150 countries, an event like the WCO update represents a virtual tsunami for the industry. As for how GTM developers stay up to date, their approaches vary. Some go it alone, using in-house resources to gather, interpret, and update information. Others rely on a partner like Descartes to do the legwork for them. Descartes provides content on topics like trade regulations, classification processes, and e-commerce solutions to a number of GTM clients, including Oracle and SAP, through its Descartes Customs Info product.
Somewhere in the encyclopedic table of global products, a single code identifies the fancy running shoes that our U.S. consumer ordered for a gift. The act of delivering those Saucony, Reebok, or Nike sneakers to an address anywhere in the world depends on GTM software that powers the engines of international trade, but remains invisible to the typical shopper.
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."