1. 2013
INTEGRATED TRADE COMPLIANCE STRATEGIES:
THE ROLE OF CORPORATE LEADERSHIP
REYNOLD MARTENS
Executive Vice President, GHY International
President, GHY USA Inc.

2. TRADE IS CHANGING THE LANDSCAPE

3. NAFTA IMPACT ON TRADE
260
240
INDEX (1989 = 100)
220
200
180
160
140
TRENDLINE PROJECTION:
TRADE VOLUME WILL
EXPAND
BY 1.4x TO 2020
120
100
80
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
EXPORT VOLUME
IMPORT VOLUME
TOTAL TRADE

4. CANADA’S EXPORTS AND IMPORTS

5. CANADA’S INTERNATIONAL IMPORT SOURCES
JAN-NOV 2011 IMPORTS: $409.3 BILLION
MEXICO
5.6%
GERMANY
2.9%
JAPAN
2.8%
UNITED KINGDOM
2.3%
CHINA
10.8%
SOUTH KOREA
1.5%
UNITED STATES
49.5%
FRANCE
1.2%
OTHER
39.7%
ITALY
1.1%
OTHER COUNTRIES
21.0%
Data Source: Industry Canada, Trade Data Online, January 2012
ALGERIA
1.2%

6. CANADA’S INTERNATIONAL EXPORT DESTINATIONS
JAN-NOV 2011FOREIGN MERCHANDISE EXPORTS: $381.7 BILLION
UNITED STATES
73.5%
OTHER
22.4%
UNITED KINGDOM
4.3%
CHINA
3.8%
JAPAN
2.5%
SOUTH KOREA
1.2%
NETHERLANDS
1.1%
MEXICO
1.1%
GERMANY
0.9%
NORWAY
0.7%
OTHER
Data Source: Industry Canada, Trade Data Online, January 2012
COUNTRIES
10.2%
FRANCE
0.7%

7. PROJECTED EXPORT MARKETS 2040

8. NORTH AMERICAN SUPPLY CHAIN

9. GLOBAL TRADE REGULATORS’ OBJECTIVES

10. GLOBAL TRADE COMPLEXITY

11. REGULATORY INTERVENTION TREND
100
90
80
70
60
50
Audits
40
30
20
10
0
2003 2004 2005 2006 2007 2008 2009 2010 2011

12. WHO IS AT RISK?
R
I
S
K
Always
Some
Low Tech/Low Knowledge
Fewer/Scarcer Resources
Multitasking
Total Trust
Customs Low Priority
140,000 Small Importers
Multiple Priorities
Purchasing/Traffic Dept.
Many Tasks
Low Mgmt. Buy In
High Trust/High Risk
9,000 Medium Importers
High Tech/High Knowledge
Customs Champion/Dept.
High Accountability
Risk Mgmt. Buy In By Executive
Importer of Record
Customs Responsibility High Priority
1,000 Large Importers

13. SILO MODEL
Board
CEO
Executive Team
Efficient
Profitable
Competitive
Product Design
Assets & Liabilities
Domestic Sales
Production/Manufacturing
Cash Flow Management
International Sales
Global Sourcing
Regulatory Compliance
New Export Markets
Supply Chain/Logistics
Risk Management
Contract Negotiations
Shipping
Financial Report
Contract Management
Human Resources
Administration
Sales Administration
Information Technology
CDN Customs Broker
US Customs Broker
Trade Services
Marketing
CDN Auditors
US Auditors
Legal Services
Finance Services

14. INTEGRATED MODEL
Board
CEO
Executive Team
Efficient
Profitable
Business Operations
Competitive
Financial
Management
Business
Development
Product Design/Engineering
Assets & Liabilities
Domestic Sales
Production/Manufacturing
Cash Flow Management
International Sales
Regulatory Compliance
New
Global Sourcing
Minimize
Optimize
Integrated International Export Markets
Risk Management
Contract Negotiations
Supply Chain/Logistics
Risk
Opportunity
Trade Strategy
Financial Report
Shipping
Contract Management
Sales Administration
Human Resources
Information Technology
Administration
Marketing
Service Providers
·Legal
·Financial
Predictable
·Trade
Compliant
·Customs
Sustainable

15. INTEGRATED COMPLIANCE STRATEGY CONTINUUM
Integrated
Import
or
Export
Integrated
Import
and
Export
None
LOW
Piecemeal
RISK
HIGH
FULLY
NONE
INTEGRATED COMPLIANCE
STRATEGY
INTEGRATED

16. 7 BEST PRACTICES OF LEADING TRADERS
SERVICE
PRIORITY
PROVIDERS ARE
PARTNERS
IDENTIFIED BY
LEADERSHIP
GROWTH PLANS
FACTOR
COMPLIANCE
VARIABLES
BEST
PRACTICE
LEADER
COMMUNICATION
COMPLIANCE
"CHAMPION" OR
TEAM
KPI
AND MEETING
PROTOCOLS
DEVELOPMENT
SYSTEMS TO
TRACK AND
MEASURE

17. 7 BEST PRACTICES OF LEADING TRADERS
CORPORATE
LEADERSHIP
IDENTIFIED TRADE
COMPLIANCE AS A
PRIORITY
Compliance becomes part of
Corporate Doctrine.
Recognized that
consequences are significant
and can be both Good and
Bad.
Studies suggest only 40% of
senior management have
awareness.
1

18. THE ROLE OF CORPORATE LEADERSHIP
GOVERNANCE
REPUTATION
STRATEGY
RISK
INTELLIGENCE

19. BALANCE OF STRATEGY AND RISK
MARKETS
COMMERCIAL
SUPPLY CHAINS
REGULATORY

20. PUTTING THE PIECES TOGETHER
SUBSIDIARIES
JOINT VENTURES
SUPPLY CHAINS
MARKETS
CUSTOMERS

21. BALANCE OF RISK AND OPPORTUNITY/EXPOSURE

22. 5-A MODEL
Governance
Strategy
Risk Intelligence
Board
Awareness
CEO
Executive Team
Accountability
Alignment
Assessment
Implementation
Business Functions
Adaptability

23. INTEGRATED MODEL
Board
CEO
Executive Team
Efficient
Profitable
Business Operations
Competitive
Financial
Management
Business
Development
Product Design/Engineering
Assets & Liabilities
Domestic Sales
Production/Manufacturing
Cash Flow Management
International Sales
Regulatory Compliance
New
Global Sourcing
Minimize
Optimize
Integrated International Export Markets
Risk Management
Contract Negotiations
Supply Chain/Logistics
Risk
Opportunity
Trade Strategy
Financial Report
Shipping
Contract Management
Sales Administration
Human Resources
Information Technology
Administration
Marketing
Service Providers
·Legal
·Financial
Predictable
·Trade
Compliant
·Customs
Sustainable

25. SIX BENCHMARKING QUESTIONS
1. IS GLOBAL TRADE COMPLIANCE CURRENTLY A SIGNIFICANT PRIORITY
FOR YOUR BOARD?
2. IS YOUR BOARD AWARE OF THE IMPLICATIONS OF ITS
INTERNATIONAL TRADE ACTIVITIES AT ALL LEVELS?
3. DO YOUR STRATEGIC PLANS ROUTINELY INCORPORATE THE
VARIOUS RISKS AND OPPORTUNITIES ASSOCIATED WITH
GLOBALIZATION?

26. SIX BENCHMARKING QUESTIONS
4. HAS A QUALIFIED INDIVIDUAL OR DEDICATED TEAM BEEN CHARGED
WITH OVERSEEING TRADE RISK ASSESSMENT WITH RESPECT TO
YOUR ORGANIZATION’S INTERNATIONAL SOURCING, EXPORT MARKET
DEVELOPMENT, AND/OR GLOBAL SUPPLY CHAIN ACTIVITY?
5. ARE PROCEDURES IN PLACE TO TRACK, MONITOR, AND REPORT
INTERNATIONAL TRADE COMPLIANCE RISK VARIABLES AT THE BOARD
LEVEL?
6. IS THERE A PROCESS IN PLACE TO ANALYZE NEW GROWTH
STRATEGIES IN EMERGING MARKETS AND ASSESS POTENTIAL
INTERNATIONAL TRADE RISKS PRIOR TO BUSINESS DECISIONS BEING
MADE?

27. SIX BENCHMARKING QUESTIONS

28. WHITE PAPERS
2013
!
!
!
REYNOLD M ARTENS
Executive Vice President, GHY International
President, GHY USA Inc.

29. REYNOLD MARTENS
Executive Vice President, GHY International
President, GHY USA Inc.
204-947-6700 ext.285
reynold@ghy.com