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Building a Business Case for Automation

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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

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Building a Business Case for Automation

  1. 1. Edward (Ned) Blinick Chief Product Officer eblinick@3rdwave.co (416) 510 8800 ext 234
  2. 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. 3. Why Automate
  4. 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. 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. 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. 7. Factors To Consider In Building Your Case
  8. 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. 9. Automation Is Strategic For Entire Organization
  10. 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. 11. Mitigating The Cost of Implementation
  12. 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. 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. 14. Increasing Your R.O.I.
  15. 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. 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. 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. 18. Questions
  19. 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

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