“efficient imports” still untapped area of supply chain cii – next generation supply chain...

“Efficient Imports” Still Untapped area of Supply Chain

CII – Next generation Supply Chain 2014

13 th June 2014, Mumbai

- Pramod Sant

Topics

Changes in Business Environment

E –Governance at Customs

Selection of service provider, Brokers

Tools for imports

KPI and monitoring

Value added services


Volatility

Uncertainty

Complexity

Ambiguity

V

U

C

A


Cost Cutting

Technology

Centralization

M&A

Lean

Globalization

WCO

EHS

Local laws

Green

Political situation

Internalconflicts Efficie

ncy

Shorter Time

to Market

Shorter Product life cycle

How is imports handled in Organisation ?

E –Governance by Customs Changing but at slow speed

1998- Use of EDI for approval of bill of entry, duty

payment

2003 - Submission of Bill entry on ICE –GATE

2004 - Filing of advance (IGM) electronically ICE –

GATE 2005 – Risk

Management System – Accredited Client

Program 2006- Payment of Warehouse charges by EDI

2010- Withdrawal of End User Bonds

2010-11 – New Server Software Ver .1.5

Self Declared Customs Bonded

warehouse

Periodic Processing in Customs Clearance

2012-13 – Self Assessment

Onsite Audit

2013 – 24x 7 Customs working at select places

2009 - Free Trade Warehouse Zone (FTWZ) Policy released

Are we using all Trade facilitation in Imports ?

Accredited status under Risk Management System(RMS)

Trade facilitation Meetings at Customs Open house meetings at Customs Chief Commissioners Meeting at Customs Support from Institutions – CII, CAFAC - Meeting Clearance in morning period at Airport 24X 7 Clearance Use of Free Trade Agreements Authorized Economic Operator (AEO)

Pre Requisite Selection of Customs Brokers

Selection of Right Customs Broker is first step.

You can’t make improvements if Customs Brokers don't meet basic standard required by organization.

Customs Brokers –Selection Criteria

Regulatory /Compliance

Valid Brokers License

Employees passed customs examinations

National /Local registrations

ISO, Quality std

Membership – FIATA, FFFAI, IATA,MTO…

Knowledge –FCPA, Anti Bribery laws

Financial

Credit Rating

Bankers Report

3 years Balance sheet & Tax Returns

Bankers details

Insurance policies

Asset Listing

Audit rights

Organization

Type of organization

Organization structure

KAM, Specialist people

No of employee

Labor Relations

Union

Changes in Organization

Management

Professionalism

Impression

Attitude

Integrity

Culture

No of year in Business

Performance History

Desire for Business

EHS track record

Customs Brokers –Selection Criteria

Feedback Present clients

List of present clients ,Business share, Single supplier, top 1 -3. Duration of relationship

Type of Industry Engineering, Traders ..

Customer Feedback.

Expertise

Special schemes FTWZ, FTA, AEO, STPI ,EOU

Second Hand, refurbished, temp. Imports, Return of export and Repairs

Special ProcessLife saving, drugs, MRP,BIS

Air,Sea,Bulk,ODC Project cargo…

Non Tariff Barriers

Infrastructure

Multi location capability

Warehouse

IT system, Software used, backup, EDI, compatibility

Record keeping

Transport

MIS

Communication

Billing

Others

Value Added services

Consultancy

Drawback , refunds

Licenses

Training

On site support

Flexibility

Post Import Support-Bond,BG

Custom Broker- Selection process Needs to be Win –Win

.

•Short listing

•Non Disclosure agreement

•Acceptance to collect information

.

•Information collection

•Due Diligence

.

•RFQ

•RFQ Briefing Meeting – clauses , SOP

.

•Quotation Evaluation

•Feedback from other Customer

•Site visit

.

•Short Listing

•Negotiations

•Contract

Steering committee

Headed by Head of Export / Imports

Members • EXIM • Compliance • Legal • Commercial • Procurement

Linear Weighting Models

Analytic Hierarchy Process (AHP) E-Bidding

Across Table Negotiations

Due Diligence – D&B/EY

Tools to capture Imports Data Base

Transmit ion of data to customs brokers by EDI –SIECUS SMART

Country of Export

Country of Import

Goods

Movement

Freight Forwarder

SiemensSupplier

ExternalSupplier

Siemens Importer or his

Customs Broker

Siemens GSCD X-changeCustoms Authority

Delivery / invoice information

Siemens EDI-Service

S IECUS

Concept of Information Flow ZOLL

DOUANE

ZOLL

DOUANE

ZOLL

DOUANE

Delivery / invoice information

Transport information

Deliv

ery

/ in-

voic

e in

form

.

Tran

sp

ort

info

rmatio

n

Cu

sto

ms

Decla

ratio

n

Information for customs declaration

Measurement becomes base for Improvements

IF You can’t MEASURE , You can’t CORRECT it

KPI Definitions - Brokers

Main Topic Sub Topic , Details

Clearance Time

Average Clearance Time

Shipments cleared on same day of landing

Clearance time in Hours

Shipments cleared after 3 days

Demurrage / Detention Paid

Value in Rs. Number of shipments, demurrage paid per shipment.

Volume Total value of Imports/Exports , no of shipments, location wise , business area wise

Documentation

Lead time to file documents-Advance submission %

No of clarifications

First time right documents

Check list accuracy

Billing Billing Accuracy –Number of error free bills

Timely billing

KPI Definitions -Brokers


Examination Number of examinations, Lead time for examination

Special clearance

From Tarmac , Weekend clearance

Clearance productivity

No of shipments per employee, field , back office

Communication Timelines of communication , proactive

Transport Transit time and reliability

% of shipments delivered without damage

Transport cost from port/airport to final destination.

Training Number of Hours training done per employee/year

Record keeping Availability of record documents

Retrieval period of records

Total cost Total Clearance cost /Shipment

KPI Definitions -Freight Forwarders


TAT Readiness intimation to Pick up

Pick up to HAWB /B/L

HAWB to flight

Invoice, HAWB to landing

Up to IGM and Delivery order

Errors Part shipments, nos, time, packages affected

Cross labeling, mixing of packages

Damages

Mis routing, transshipments

Delivery Order Time , cost Elements , charges

Success of KPI Business

Objective

KPI aligned with a specific business objective

KPI used for business management not for measurement

Alignment should answer a “WHY” question for a KPI

It does not make sense to inherit KPI from some other company

The KPI need to be properly translated to a team. Team should buy into usage of a specific KPI

Team

An action plan should be aligned with a business objective and a KP as well

Action Plan

KPIs

KPI –Dash Board

582 1114 1699 23173697 4501

38162521

53969494

6014 31622852

831

17302312

37164829

68577201

6901

5433

12058

9171

3581 16541927

1339

2443

33603945 3705

3016 2493

4402

5129

4549 3423

682 296 386

2091

1884

11701417 1535

947 716

1519

2842

1277 1587278 102 176

1403

739500 531 647 411

474 1459

1925

576 735 14366

77

1004

449286 175 396 120 156

376

854303 311 102

34

68

939 421 424 458 443 223 234 682 1790 674 824 334 158 176

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st quarter

2nd quarter

3rd quarter

No

of

co

nsig

nm

en

ts

Period

Clearance Time Taken

>5 days

5 days

4 days

3 days

2 days

1 day

0 Day

7563 8248 9169

1194113872

1527115775

1915520494

24833 25545

11134

5472 5662

3.86

2.352.12

1.83

1.86

1.27 1.191.75

2.52

1.41 1.22 1.01 0.851.16

-0.1

0.4

0.9

1.4

1.9

2.4

2.9

3.4

3.9

3000500070009000

1100013000150001700019000210002300025000

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Qt 2nd Qt 3rd Qt

No

of

Co

nsig

nm

en

ts

Consignments Cleared

Number of consignments Avg clearance time in days

3'146

1'2581'984 1'675 2'031 2'369 2'273

7'657

21'495

12'181

10'021

4’454

2'159 2'295

0'400

5'400

10'400

15'400

20'400

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Quarter

2nd Quarter

3rd Quarter

Va

lue

in M

io

Demurrage

Quarter wise MIS Report on SL Imports: Oct’13-‘Mar‘14 Customs Air Clearance Status (Mumbai)

Prepared by: SS, Apr-14

3934'204511'25

6295'81

8777'2011668'71

13571'85

14550'02

17205'3218621'23

22978'74

26547'90

11101'78

5571'645530'61

1071'71188'2

1564'4

2154'2 2798'23082'8

2640'2

3119'383617'68 4642'24

5849'61

2368'561247'491121'07

27% 26.56%24.85%

24.54%

23.98%22.71%

18.15%18.13%

19.42%

20.20%22.03%

21.33%22.00%

20.27%

0%

5%

10%

15%

20%

25%

30%

0'00

5000'00

10000'00

15000'00

20000'00

25000'00

30000'00

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sept'14

1st quarter 2nd quarter 3rd quarter

Valu

e in

Rs. M

io

Period

Assessable Value & Custom Duty

Assessable Value Custom Duty % Avg Duty

105'43 114'14

206'27

347'91

384'09

504'25

440'76476'20

662'00

837'60 862'36

328'90

168'74160'16

0'00

100'00

200'00

300'00

400'00

500'00

600'00

700'00

800'00

900'00

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Quarter 2nd Quarter 3rd Quarter

Valu

e in

Mio

Period

Freight Paid

1459 17972808

3844

44824900

49505615

6416

7547

7094

26041286

23839

28932

44028 48067

5500355692

5673474861 87397

97392111979

37363

1885818505

-6000

14000

34000

54000

74000

94000

114000

0'00

1000'00

2000'00

3000'00

4000'00

5000'00

6000'00

7000'00

8000'00

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Quart

2nd Quart

3rd Quart

We

igh

t in

To

ns

Total Weight & No of Pkgs

Weight in tons No of Pkgs

1318

No of shipments decreased by 12.83%Clearance time decreased by 0.21 days

11.11% Decrease in Demurrage

Same Day Clearance Increased by 27%, >3 days clearance Reduced by 38.07%

Tonnage decreased by 26.57%No of Pkgs decreased by 33.27%

23.72% Decrease in Freight Value

16.36% decrease in import value

Reduction in Clearance time

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Qt 2nd Qt 3rd Qt 4th Qt

3000

5000

7000

9000

11000

13000

15000

17000

19000

21000

23000

25000

-0.1

0.4

0.9

1.4

1.9

2.4

2.9

3.4

3.9

75638248

9169

11941

13872

1527115775

19155

20494

2483325545

11134

5472 5662

3.86

2.35

2.12

1.831.86

1.27

1.19

1.75

2.52

1.41

1.22

1.01

0.850000000000001

1.16

Consignments Cleared

Number of consignments Avg clearance time in days

No

of

Co

nsi

gn

men

ts

Custom Clearance time reduced by 0.21 days

Reduction in detention is critical KPI

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Quarter

2nd Quarter

3rd Quarter

4th Quarter

0'400

5'400

10'400

15'400

20'400

3'146

1'2581'984 1'675 2'031 2'369 2'273

7'657

21'495

12'181

10'021

4’454

2'159 2'295

Va

lue

in

Mio

11.11% Decrease in Demurrage

KPI- Clearance on day of landing

Basis: SL, Air Imports - Mumbai

Same Day Clearance Increased by 27%,>3 days clearance reduced by 38.07%

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st quar-ter

2nd quarter

3rd quarter

4th quarter

831

1730

2312

3716

4829

6857

7201

6901

5433

12058

9171

35811654

1927

1339

2443

3360

3945

3705

3016

2493

4402

5129

4549 3423

682296

386

2091

1884

1170

1417 1535

947 716

1519

2842

12771587

278 102176

1403

739

500

531647

411 474

1459

1925

576735

143 6677

1004

449286

175 396120 156 376

854

303 311 102 34 68

939 421 424 458 443 223 234 682 1790 674 824 334 158 176

5821114 1699

2317

36974501

3816

2521

5396

9494

60143162

2852

Clearance Time Taken

>5 days 5 days

4 days 3 days

2 days 1 day

0 Day

Period

No

of c

onsi

gnm

ents

No of Packages and Tonnage

Oct'02-Sep'03

Oct'03-Sep'04

Oct'04-Sep'05

Oct'05-Sep'06

Oct'06-Sep'07

Oct'07-Sep'08

Oct'08-Sep'09

Oct'09-Sep'10

Oct'10-Sep'11

Oct'11-Sep'12

Oct'12-Sep'13

Oct'13-Sep'14

1st Quart

2nd Quart

3rd Quart

4th Quart

0'00

1000'00

2000'00

3000'00

4000'00

5000'00

6000'00

7000'00

8000'00

-6000

14000

34000

54000

74000

94000

114000

1459

1797

2808

3844

4482

4900 4950

5615

6416

7547

7094

3890

26041286

23839

28932

4402848067

55003 5569256734

74861

87397

97392

111979

37363

1885818505

Weight in tons No of Pkgs

Wei

gh

t in

To

ns

Tonnage Decreased by 26.57%, Nos of Packages Decreased by 33.27%

Division /Business wise KPI

SectorsSector wise Import Clearance Performance - Oct 13- March

14 (Mumbai Air)

No of Shipments

No of Pkg Weight Assessable Value Custom Duty Demurrage Freight PaidAvg Clearance

TimeClearance Time in days

Kgs In Rs.Millions 0 1 2 3 4 5 >5

Infrastructure & Cities

LMV 821 1839 182766 953'299 192'553 0'120 24'766 0.82 476 263 35 16 10 6 15

BT/LV 684 3499 319483 571'533 187'046 0'503 43'574 1.18 342 208 54 36 10 7 27

SG 1041 2502 70770 682'627 125'150 0'109 13'095 1.25 422 479 56 20 23 10 31

IC RL 20 31 1554 18'468 4'496 0'008 0'215 2.04 10 6 1 0 0 2 1

IC MOL 20 21 1819 10'932 2'735 0'009 0'129 3.28 1 7 5 1 3 1 2IC Total 2586 7892 576393 2236'858 511'981 0'749 81'779 1.12 1251 963 151 73 46 26 76

Industry

IA 3372 11070 460466 2556'627 678'281 0'699 60'328 0.82 1930 1064 204 58 25 18 73 DT 2359 8701 793888 2147'065 532'998 0'540 92'238 0.78 1230 880 134 41 15 14 45 MT 174 285 31893 90'839 22'997 0'005 4'987 0.72 94 61 12 1 0 1 5

Industry Total 5905 20056 1286248 4794'530 1234'276 1'245 157'553 0.81 3254 2005 350 100 40 33 123

Healthcare

HCP/GW 226 552 46356 192'096 17'252 0'222 4'078 1.82 50 122 18 10 5 5 16

HCP/SALES 224 865 295037 1310'643 155'042 0'614 41'055 1.99 58 88 29 14 8 7 20

HSC/SER 1287 5905 77529 1380'274 183'148 0'083 21'376 0.38 1079 146 29 5 5 4 19

HDX/LOGISTICS 178 669 107601 522'529 104'048 0'632 6'687 2.55 33 38 41 30 17 7 12Healthcare Total 1915 7991 526,523.00 3405'543 459'489 1'551 73'196 0.93 1220 394 117 59 35 23 67

Energy

EPT 347 639 95046 212'489 54'966 0'072 13'599 1.05 191 107 20 9 4 5 11

EOG 63 102 24446 227'907 55'723 0'180 1'339 3.28 14 15 7 8 6 1 12

ES 53 192 7839 90'196 21'749 0'112 0'657 2.20 15 18 9 2 3 2 4

EFP 170 400 84688 114'893 29'989 0'461 0'278 1.66 62 56 18 10 3 7 14

ERE 0 0 0 0'000 0'000 0'000 0'000 0.00 0 0 0 0 0 0 0Energy total 633 1333 212019 645'485 162'428 0'825 15'874 1.50 282 196 54 29 16 15 41

Corp Dep HO 95 91 3172 19'361 0'389 0'083 0'501 5.23 7 23 10 17 6 5 27

TOTAL 11134 37363 2604354 11101'777 2368'563 4'454 328'903 1.01 6014 3581 682 278 143 102 334

KPI –Hourly clearance tracking

12-13 Oct'13 Nov'13 Dec'13 Jan'14 Feb'14 Mar'14 Oct to Mar

2056

186 171

180 176

153 184

1050

78

4 9 1 7 3 3

27

44

12 1 4 2

10

23

4 2

6

7

21

3

10

5 2 1 2 2

12

0.42 0.06 0.50.34 0.34

0.28 0.690000000000001

0.380000000000001

>5

4

3

2

1

0

Days

2218 no’s 191 no’s 189 no’s 185 no’s 187 no’s 164 no’s 192 no’s 1108 no’s

Oct'13 Nov'13 Dec'13 Jan'14 Feb'14 Mar'14 Oct to Mar

1 5 17 10 7 4025 9

59 71

44 208

7279

29

51

74

83388

35 43

124

613

221

47

16 9 577

11 11

53 5 3840 136

2727

10 onwards 9 to 10pm

8 to 9 pm 7 to 8 pm

6 to 7 pm 5 to 6 pm

4 to 5 pm 3 to 4 pm

2 to 3 pm

Tracking of Flash shipments on hourly basis

Average clearance time FY’12 2218 FY’13 - 1108

KPI – Productivity

4511'256295'81

8777'2011668'71

3826'40 4687'50 5479'608521'90

12653'00

63740'50

3934'20

27982'2726505'20

22418'17

20068'15

4169'762798'212154'211564'491188'231071'70

7820'14

4042'46 4071'49

31965

76728411

9430

12211

16323

17573

28197

21413

26403

0'00

10000'00

20000'00

30000'00

40000'00

50000'00

60000'00

70000'00

Oct'02-Sep'03 Oct'03-Sep'04 Oct'04-Sep'05 Oct'05-Sep'06 Oct'06-Sep'07 Oct'07-Sep'08 Oct'08-Sep'09 Oct'09-Sep'10 Oct'10-Sep'11 Oct'11-Sep'12

-3000

2000

7000

12000

17000

22000

27000

32000

Assessable Val(Imp) Custom Duty(Imp) Export Value No of shipment(Imp)

Import export clearance at Mumbai, Delhi, Kolkata, Chennai, Bangalore, Kandla, Mundra.

No of people -including HOD

8 people 8 people 8 people 8 people 8 people 8 people 10 people

Year No of shipment No of people No of shipment / person2002-03 7672 8 9592011-12 31965 10 2458

Year No of shipment

2011-12 Repair & Return Physical Exports1192 937

KPI –Others

Document filing

Adavnce Fil-ing

Post filing

Check list Ac-curacy

Correct

Errors

On Time Bills

On Time

Delayed

Billing accuracy

Correct

Error

On Time Local Transport

On Time

Delayed

Transport Damage

Safe

Damged

Do we expect following value added services from Customs Brokers ?

Sr Service Remark

1 RMS /Accredited client status

Support customer to built internal process and systems for RMS. Obtain & retain.

2 On Site Audits Set us process and system and support during on site audit

3 Drawback Refunds of Customs duty and Export drawbacks

4 FTA Inputs on Free Trade Agreements and support on Origin Management

5 AEO Understanding and working together for AEO status

6 Transfer Pricing, Special Valuation

To built process and DO’s and DONOT’s

7 Publication, Periodicals

Specific to Customer Needs

8 Early Warning Systems

Specific to customer needs

Tax Environment in India

Dual tax structure has cascading effects – GST proposed to mitigate this

Importers have been targeted in the recent past in several high value cases

on customs

Routine appeals by revenue authorities with a

view to pass on the judicial responsibility to the appellate forum(s)

Complexity in law and multiple tax administration/ appellate levels leading to

uncertainties

Multiple tax agencies

One of the most aggressive tax

environment in the world

Increase in focused audits,

high profile investigations &

aggressive demands

Delayed refunds, with tendency of

rejections at adjudication stage

Tax Environment International Trade in Goods

Tax & regulatory

eco- system

Customs duties

Import / export licensing

Ministerial approvals /

licenses

Legal metrology laws – Labeling ,

MRP

FEMA / FDI / transfer pricing

regulations

Anti dumping & counter-veiling measures - BIS

Customs Evolutionary Paradigm

Transaction focus

India

Process focus

Revenue collection Physical, quantitative

controls Import documents only

source of information Centralized assessment

by Customs Cost of compliance is

higher than cost of non-compliance Encourages rent seeking (corruption) behavior

Citizen’s Safety and welfare National security Revenue collection---------------------------------------- Audit based controls Risk based intervention Information collation from multiple

sources Decentralized assessment / self regulation

(as different from enforced regulation) by Importer Severe penalties in case of guilty Predictability and certainty Consultative approach to dispute

resolution / trust based

Explosives Act, 1884 and Explosive Rules, 1983. Live Stock Importation Act, 1898. Drugs and Cosmetics Act, 1940 and Drug and Cosmetics Rules, 1945. Copyright Act, 1957 and Copyright Rules, 1958. Arms Act, 1959. Atomic Energy Act, 1962. Insecticide Act, 1968. Patents Act, 1970 and Patent Rules, 2003 Wild Life Protection Act, 1972. Gas Cylinder Rules, 1981 and S & MPV (Unfired) Rules, 1981. Environment (Protection) Act, 1986 and Rules, 1986. The Bureau of Indian Standards Act, 1986 and Rules, 1987. Motor Vehicles Act, 1988. Plants, Fruits and Seeds (Regulation of Import into India) Order, 1989. Trade Marks Act, 1999. Hazardous Waste (Management and Handling) Rules, 2003. Plant Quarantine (Regulation of Import Into India) Order, 2003. Food Safety and Standards Act, 2006. Legal Metrology Act,2009& Legal Metrology (Packaged Commodities)Rules, 2011

Various Acts handled by Customs for Imported Goods

Tax Risk Mitigation – Organizational Measures

Measures

Stable & effective core

team

Sturdy & reliable records

Proactive pre-audit/ first level interactions

with authorities

Regular assessment of

major tax issues

Regular interface with

jurisdictional authorities

Advocacy on tax / policy matters

through industry forums

Efficient Imports ...

With such Focus on Imports we can demonstrate How Value is created for Organization.

Questions ?

Thank You

“efficient imports” still untapped area of supply chain cii – next generation supply chain...

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