Global supply chains are complex. Coordinating and managing all the parties and information is imperative if you hope to optimize the opportunities that import and export offer. Join us for this interactive session on how to build a business case for global trade automation. Learn about the critical tasks to ensure approval for your automation project and how to set your organization up for a successful implementation that delivers a return on investment. Our presenters will give you tangible examples and strategies to succeed. They will share tactics on how to include your key stakeholders in the business case and garner their support. In this presentation we will cover: • Why automate import, export and supply chain processes? • Factors to consider in building your business case • Mitigating the cost of implementation • Increasing the Return On Investment Presenters: Renee Roe - Director at BPE Global As a director at BPE Global, Renee is armed with over 25 years of practical expertise in the field of international trade to guide BPE’s clientele through the often challenging regulatory roadblocks of cross-border transactions. She is a subject matter expert in establishing the framework for setting up the foundation for a robust trade compliance program. She also specializes in GTM solution selection and implementation, traffic/logistics issues and on-demand operational support for firms which do not have the budget for full-time Derek is at the forefront of leveraging global trade technology to create operational vale and strategic advantage for Vigilant's clients. Formerly, as VP of Business Development for EntryPoint Consulting he learned firsthand the importance of trade automation by helping support one of the most successful SAP GTS programs in the United States. Derek's background running global op

1. Edward (Ned) Blinick
Chief Product Officer
eblinick@3rdwave.co
(416) 510 8800 ext 234

2. Introductions: Panelists
Dave Moore
President
VIGILANT
P: 260.417.1825
E: DMoore@VigilantGTS.com
Renee Roe
Director
BPE Global
P: 415.845.8967
E: Renee@bpeglobal.com

3. Why Automate

4. Why Automate
• Two key factors drive the decision to automate
➢ A need to more effectively manage growing global operations
➢ A lack of critical supply chain process visibility
• Companies need a solution that integrates data
sharing and workflows with internal users
• They also need a solution that scales to meet
the complexities of international trade
➢ Multi-country requirements
➢ Growing number of relationships with customers, carriers/logistics
providers, and suppliers/manufacturers.

5. Cloud Based Technologies: Increased Automation
• More companies are connecting electronically with business or
trading partners – Easier to connect with cloud based
technology
• Greater collaboration with business partners
➢ Improved visibility and efficiency throughout the supply chain
➢ Lower inventory and safety stock
• Subscription model allows for less up front investment
➢ Lower risk
• Implementation cycles are typically shorter and less expensive
➢ Lower cost on internal IT organization
• Allows companies more flexibility to roadmap implementation
➢ Manage the disruption to your daily operations

6. Impacts & Benefits Of Automation
Tangible impacts and Benefits
➢Process efficiency
• Streamlined screening of orders
• Elimination of cross-border delays
➢Consistency of data
➢Supply Chain visibility improved
➢Comply with required governmental reporting and security
mandates = Risk reduction
➢Measure the efficiency and performance of global trade
policies, procedures and trading partners
➢Customer satisfaction improved
➢GTC role moves from tactical/firefighting to more strategic

7. Factors To Consider In
Building Your Case

8. Factors To Consider
• Cost savings is NOT the reason to pitch to C-suite
• Compliance commitment = Insurance
• The ROI is ensuring you are compliant
• Build a business case based on education
➢ GTM solutions manage, measure, optimize, and automate the
information that supports and surrounds cross-border moves
➢ Identify what the C-suite truly cares about
• Do they want to enter new markets? Concentrate on export.
• Is the focus on the bottom line? Concentrate on imports—trade agreements,
duty management, and duty deferral and recovery
➢ Focus on the value of automation that you have identified within
your company, your pain-points, your regulatory concerns, your
supply chain challenges

9. Automation Is Strategic For Entire Organization

10. Quantify Savings That Impact The Organization
• Evaluate automation opportunities to reduce
tax and duty costs
• Identify and capture free trade savings
• Identify process savings to reduce the costs of
noncompliance.
➢Leverage savings from supply chain
➢Efficiency/transparency
➢Inventory Levels, Safety Stock…
• Leverage savings from transportation
management

11. Mitigating The Cost of
Implementation

12. Mitigating The Cost of Implementation
• Clearly define the scope of the project, and ensure the
budget matches the scope
• Avoid unnecessary complexity
• Review compliance processes and procedures
➢ Documented & Tested
• Analyze Data and Record Keeping Accuracy
➢ Example: Who has assigned your classifications and your level of confidence in those HTS
Classifications?
• Understand your current technology platform
➢ How many ERP systems do you run?
➢ What other platforms must be integrated? (PLM, CRM etc)
➢ Where do does your data currently reside?

13. Selecting The Right Implementation Partner
Interview the implementation partner
➢ How many implementations have they completed?
➢ Do you they have dedicated employees or leverage contractors?
➢ Do they employ individuals with trade compliance, logistics and
supply chain expertise or technologists?
Check Client References
➢ What is their implementation methodology?
➢ Did the partner implement on time?
➢ Did the partner complete the implementation within the defined
budget?
➢ How was their training materials and program?
➢ Did their final solution reflect their process and procedures?

14. Increasing Your R.O.I.

15. Requirements, Goals
Risk Tolerance
Culture
In-house expertise and
bandwidth
Implement optimized business
processes, procedures and
controls
Optimize automated global
trade solution
Data cleansing and clearing
Training
Define desired state – Develop
processes, procedures and controls
improvement plan
Develop technology migration and
improvement plan
Document current state of business
processes (gaps, risk, improvements)
Document current technology (gaps, risks,
improvements)
Increasing R.O.I. – Establishing A Baseline
(Requirements, Risk, Culture)

16. Increasing R.O.I.
• Measure operational costs today
➢Identify and quantify the ROI to be gained by
implementing a GTM solution and phasing in
subsequent offerings.
• Engage a financial analyst who can evaluate all
costs.
• What is the spend and tipping point between
internal headcount, outsourcing of headcount and
investment in systems.
• Monitor and adjust with the goal of continuous ROI

17. How Outsourcing Improves R.O.I.
• Lower overhead -> Predictable expense
• Ability to focus more on strategy
• Access to additional bandwidth and
expertise without investment
• Consistent quality and best practices –
Increased operational efficiency
• KPI tracking and proactive analysis
• Reduced training / continuous education
costs

18. Questions

19. Contact Information
Dave Moore
President
VIGILANT
P: 260.417.1825
E: DMoore@VigilantGTS.com
Renee Roe
Director
BPE Global
P: 408.340.0995
E: Renee@bpeglobal.com
Edward (Ned) Blinick
Chief Product Officer
3rd Wave
P: (416) 510 8800 ext 234
E: eblinick@3rdwave.co