Strategic Planning

Global Sourcing & Purchasing Post 9/11: New Logistics by Michael Assaf

Posted On March 23, 2017 at 1:34 pm by / Comments Off on Global Sourcing & Purchasing Post 9/11: New Logistics by Michael Assaf

By Michael Assaf

The occasions of September eleven, 2001 ceaselessly replaced the dynamics of uploading or exporting items into the us. This privilege, which are revoked for non-compliance, has been made dramatically extra advanced and costly by means of the varied new ideas, laws, legislation and specifications of assorted organizations. Procurers of international item have needed to revisit present U.S. Customs’ ideas and laws, reevaluate their company’s latest import strategies, and examine additional stabilizing and strengthening their Customs compliance. Global Sourcing & deciding to buy publish Sep 11 provides sound and leading edge buying, logistics and provide chain administration ideas for buying shoppers, expanding aggressive virtue, lowering charges, and enhancing end-to-end offer chain functionality whereas making sure required compliance. Key beneficial properties: • offers accomplished importer and overseas entity directions for attaining fee discount rates, enhancing supply turnaround time, securing compliance, development product classifications and optimizing alternate for diminished or eradicated tasks • Explains easy methods to organize a paying for expense research application for speedy overview and procure rate rate reductions through forex hedging and a ahead foreign money agreement, and gives activity-based costing details to aid enterprises deal with and benchmark logistics bills • Discusses numerous degrees of automation, from record imaging to complete automation of the compliance strategy, together with how RFID shrewdpermanent labels can increase your offer chain, and offers leading edge methods of attaining JIT stock for imported item • Covers international e-sourcing platforms, purposes, strategies, and top offer chain practices in addition to new digital procurement standardizations to research specifications, establish gaps and increase the interoperability of Internet-based e-procurement platforms • studies compliance with submit September 11 customs and protection specifications for worldwide alternate and descriptions tactics and time traces for “ready-to-market” regulated product registrations • deals downloadable slides that offer a high-level review of the significance of an built-in logistics compliance method, a U.S. Customs 2005 Harmonized Tariff time table and an inventory of invaluable web pages for regulatory product info and govt varieties required for U.S. clearance

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We learned from Chuck and his import experience in Chapter 1 that when you think you have covered every checkpoint in your planning, there may be that Operations and Procurement 45 one forgotten link to tie up. In Chuck’s case, he failed to alert his warehousing staff of his expected shipment. He did not confirm his own company refrigeration guidelines and restrictions and he did not check that his foreign supplier put a delivery contact name on the paperwork. Sometimes importers need to learn by trial and error, but we would rather know all the possible mishaps that can surface ahead of time so as to avoid a similar fate.

This agent will need to witness the repack. It is very important to have a packing list prepared and readily available to know which box requires a repack in the event of a large shipment. Most brokers will pay any repacking charges on an importer’s behalf and add the cost onto their broker bill. More temperature-controlling options and cost savings are noted in Chapter 3. FOLLOW-UP IS ESSENTIAL TO ASSURE PROPER PROCESSING A week has passed and Chuck obtains a copy of the invoice, air waybill, USDA and FDA End-User letters, packing list, and purchase order from his foreign 26 Global Sourcing & Purchasing Post 9/11 suppliers in advance as promised.

There was a mix-up in the ABI system that caused the broker to believe it was ready for dispatch to the trucker. Bob quickly passes this information on to Chuck. Chuck hurriedly hangs up with Bob and contacts his company warehouse to confirm the products did arrive and seeks guidance on how to get the Importing and Inbound Supply Chain Planning 101 31 samples back to the port for FDA inspection. The Warehouse Manager, Peggy, did not contact Chuck regarding the samples due to the lack of a contact name on the delivery address.

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