global trade management how can companies grow in an

GROWTH ENABLERS

Global Trade Management How can companies grow in an increasingly complex global trade environment?

Contents

About the methodology

Between August and September 2017, Deloitte AG conducted a survey of 55 CFOs of Swiss consumer business and industrial companies about the challenges and opportunities they are facing in the current global trade environment and how Global Trade Management (GTM) can enable growth for their businesses. The CFOs are all familiar with global trade issues and regularly participate in the Deloitte CFO Survey in Switzerland.

In addition, face-to-face interviews were conducted with global trade experts from Switzerland Global Enterprise, the German-Swiss Chamber of Commerce, GF Piping Systems, ABB and other Swiss companies to validate the survey results. Statements made by representatives of Swiss companies that did not wish to be named or to have statements attributed to them have been anonymised.

Foreword 1

Summary and key findings 2

1. Strategies and enablers for growth 3

2. Global trade environment development 4

2.1 Challenges of protectionism and complexity 4

2.2 Opportunities for free trade and liberalising interventions 7

3. GTM: Growth potential, best practices and benefits 9

Contacts and authors 12

Further reading 13

Welcome to Global Trade Management as a growth enabler, which examines the future growth prospects for Swiss consumer business and industrial companies in an increasing complex global trade environment. This paper builds on the results of our 2015 study, Growth opportunities – Strategies for Swiss manufacturing companies, which identified a range of growth strategies.

In that initial study, we identified a range of growth strategies including customer engagement, going global, new services, innovation, M&A and operational excellence. Growth enablers such as GTM for example, are key to their success, not only because they are linked directly to these strategies, but also enhance and accelerate them.

Companies that follow a ‘going global’ strategy for growth are faced with many opportunities – as well as risks – in the current global trade environment. While they can benefit from liberalising trade reforms and a large number of Free Trade Agreements, they can also be affected by new protectionist measures or discriminatory interventions by countries. Companies need to develop new skills and utilise technology to navigate this increasingly complex global trade environment and achieve future growth.

Based on a survey of Swiss CFOs with knowledge of global trade issues and face-to-face interviews with global trade experts from the Swiss government and private sector, we analysed key trade related issues for Swiss companies and also identified success factors such as the need for an adequate organisational structure, simplified processes, the right people and appropriate technology platforms.

We would like to thank everyone who agreed to be interviewed or who participated in our survey for their invaluable contributions. We hope this paper will stimulate discussion within your company and welcome your feedback.

Foreword

Konstantin von RadowitzManaging PartnerConsumer & Industrial Products Switzerland Deloitte AG

Markus KochHead Strategic DevelopmentConsumer & Industrial Products SwitzerlandDeloitte AG

1

Global Trade Management | How can companies grow in an increasingly complex global trade environment?

Negative impact of protectionismProtectionism seems to be on the increase, raising new challenges for Swiss companies. The number of the Swiss CFOs surveyed who see a negative financial impact on their businesses has increased to 40% from 27% in 2016. However, there have always been periods of increased protectionism, so companies with global exposure need to learn to deal with these challenges and focus on growth opportunities in new markets.

Increased complexity of global tradeWith increased globalisation, the complexity of global trade has increased as well. Only 15% of the Swiss CFOs surveyed say the global trade environment will remain the same and no one thought it will become less complex. Companies need to monitor regulatory changes, new liberalising measures or trade barriers to succeed in a competitive global environment.

Greater scope for GTM system or solutionOf the 50% of Swiss companies that have a GTM system or partial solution in place, 27% utilise it very little, while only 19% utilise it somewhat and 4% to a great extent. Large companies with greater global exposure tend to have more elaborate systems and solutions in place than small and medium-sized companies that often lack human or financial resources. However, there is still the potential for many companies to use GTM as a key growth enabler.

More harmonised requirements to support growthSwiss companies have identified harmonised requirements between countries as a key external lever to support growth. Companies with strong global exposure and footprints in many countries often face highly complex regulatory environments. More harmonisation with fewer trade barriers would simplify processes, optimise supply chain planning and save overall costs.

More technology in support of growthSurvey participants identified new technology as a key internal lever to support growth further. Companies can become far more efficient through automation and digitalisation and many process steps in GTM can be automated and become faster. Companies will also become more transparent with improved technology and will have to spend more time and resources for example on short notice audits by customs authorities that focus on consistent monitoring and stricter implementation of existing regulations.

Utilise the benefits of FTAsEven though a large majority of the companies surveyed welcome the benefits of Free Trade Agreements (FTA), there is still potential to take better advantage of these agreements. Higher administrative expenses, small cost savings and lack of know-how are seen as the main reasons why FTAs are not fully utilised, especially among small and medium-sized companies.

Summary and key findings

40%

85%

74%

50%

51%

40%

think that protectionism and trade reforms of other countries have had a negative impact on the financial success of their company.

think the global trade environment will become increasingly complex in the next three years.

say that FTAs reduce complexity with their main trading partners.

do not use a GTM system or solution for any aspect of their import and export activities.

think that harmonised requirements between countries in the context of GTM will best support the growth of their company.

think that more technology/automated systems in GTM will best support their company’s growth.

2


Driving customer integration, going global, developing new services, innovating beyond products, growing inorganically and leveraging operational excellence have been identified in the Deloitte study Growth opportunities – Strategies for Swiss manufacturing companies as key strategies for growth for Swiss companies in the current economic climate and for the future (see Chart 1).

In addition to these six strategies that can help companies increase growth, there are additional key enablers for growth that are equally important. They complement and enhance these strategies and can be applied across the whole value chain, from purchasing and production, through to sales and distribution.

1. Strategies and enablers for growth

Key enablers for growth

Administrative Purchasing & production Sales & distribution

Global trade management(GTM)

Financialmanagement

Digital supplynetworkmanagement

Cost &productivitymanagement

Pricing &profitabilitymanagement

Saleseffectivenessmanagement

Talentmanagement

Cyber riskmanagement

Datamanagement

Sustainabilitymanagement

Productlife cyclemanagement

Distribution &channelmanagement

Developingnewservices

Goingglobal

Innovatingbeyondproducts

Growinginorganically

Sixstrategies for growth

Chart 1. Strategies and enablers for growth

1 2 3

4 5

Drivingcustomerintegration

Leveragingoperationalexcellence

6

Focusing on Global Trade Management as a growth enabler is essential for companies that follow a ‘going global’ strategy and want to grow further in an increasingly complex global trade environment. However, modern GTM systems and solutions can also enable and enhance other strategies for growth, for example by supporting customer integration and feeding into operational excellence as the basis for growth.

3


2.1 Challenges of protectionism and complexityProtectionism is once again in the spotlight in light of recent initiatives such as ‘America First‘, ‘Buy China‘ and ‘Make in India‘. The public perceives such measures as increasing protectionism thus raising new challenges. 40% of the Swiss CFOs surveyed think that protectionist measures of other countries negatively affected the financial success of their company. Asked the same question at the end of 2016, only 27% indicated a negative effect.

Independent observers of the commercial environment also note a high level of protectionism over the last few years. For example, since the Global Trade Alert initiative was launched in 2009, there has been an increase in discriminatory measures likely to impact Switzerland and fewer liberalising measures in most years (see Chart 2).

From a historical perspective however, there have always been periods of increased protectionism, where countries have implemented initiatives aimed directly at strengthening local industries.

Swiss companies with global exposure need to learn to deal with these challenges and focus on growth opportunities in new markets. In an increasingly globalised world, trade, too, has become increasingly complex.

2. Global trade environment development

Chart 2. Trade measures of foreign countries affecting Switzerland(2009-17, number of new liberalising and discriminatory interventions)

-300

-200

-100

0

100

200

300

201720162015201420132012201120102009

Liberalising

Source: Global Trade Alert

Discriminatory Net (Liberalising minus discriminatory)

40%think that protectionism and trade reforms of other countries have had a negative impact on the financial success of their company.

“ Protectionist tendencies are becoming more acceptable, but the risk that protectionism spirals out of control remains latent.”Ralf J. BoppCEO, German-Swiss Chamber of Commerce

“ The global trade environment has become more complex from a Swiss perspective. While on the one hand, new protectionist measures in important target markets entail risks, on the other hand, the global increase in the number of markets with a growing middle class has created a variety of opportunities.”Alberto SiliniHead of Consultancy, Switzerland Global Enterprise

4


It is therefore not surprising that 85% of the respondents think that the global trade environment will become increasingly complex in the next three years, with only 15% saying it will stay the same and none of the respondents thinking it will become less complex.

Looking at Switzerland’s top 30 export markets, Swiss companies have to understand and deal with on average 60 discriminatory measures that could pose risks and 28 liberalising measures that could provide export opportunities (see Chart 3). For the top two Swiss export markets, Germany and the US, since 2009 there have been 138 and 478 discriminatory measures respectively potentially affecting Swiss companies (liberalising measures: 38 for Germany and 109 for the US).

The increasing complexity of the global trade environment for Swiss companies is also illustrated by the fact that three out of four neighbouring countries that are key export markets as well as all the BRIC countries have above average liberalising and discriminatory measures in place.

Chart 3. Interventions by top 30 Swiss export markets affecting Switzerland(2009-17, number of liberalising and discriminatory interventions, 2016 exports in CHF millions)

Note: Only consumer and industrial product export figures.

Source: Global Trade Alert; Federal Customs Administration

Discriminatory

0

0

10

20

30

40

50

60

70

110= 60

20 40 60 80 100 120 140 160 480

Libe

ralis

ing

US

Upper middle income countries BRIC countriesHigh income countriesNeighbouring countries

UK

Poland

India

Russia

Netherlands Austria

Spain

CzechiaSweden

Hungary

AustraliaS. Korea

Canada

S.ArabiaTurkey

MexicoThailand Japan

U.A.E

Belgium

Brazil

Qatar Taiwan

HongkongSingapore

China

France Italy

Germany

= 28

85%think the global trade environment will become increasingly complex in the next three years.

“ Competition is generally seen as something positive, as long as it is not impacting local industries negatively. In all countries there are lobbyists who try to create advantages for their sectors.”Ralf J. BoppCEO, German-Swiss Chamber of Commerce

Companies need to monitor the changing regulatory environment to detect not only potential risks, but also new opportunities at an early stage.

5


Looking in more detail at the top discriminatory interventions of foreign countries that have affected Switzerland since 2009, the majority of instruments relate to procurement requirements, tariff measures or subsidies (see Chart 4).

The need for public procurement localisation (16% of all discriminatory interventions) is by far the number one measure that Swiss companies have to deal with when going global, followed by import tariffs (10%).

Tax or social insurance relief (7%), trade finance, a financial grant, bail-out or state loan (each 6%) complete the top seven and represent one-third of all discriminatory measures affecting Switzerland.

Chart 4. Discriminatory interventions affecting Switzerland(2009-17, intervention and instrument types, top 10, in %)

0% 5% 10% 15% 20%

16%

10%

7%

6%

6%

6%

6%

5%

4%

4%


Loan guarantee

Procurementrequirements

Tariffmeasures

Subsidies(excl. export subsidies)

Exportsubsidies

Instrumentunclear

Import-related non-tariff measure

Tax-based export incentive

State loan

Bail-out (capital injectionor equity participation)

Financial grant

Trade finance

Tax or social insurance relief

Import tariff

Public procurement localisation

“ Besides the classic protectionist measures, like subsidies, customs tariff increases or localisation rules, Swiss businesses will have to increasingly deal with restrictions of their digital platforms in many key markets in the future.”Alberto SiliniHead of Consultancy, Switzerland Global Enterprise

“ Protectionism has not necessarily increased, but the hot spots have shifted – currently away from China and toward the US. If you do not have a niche product, you should participate in the global market and learn to deal with protectionist measures to secure your market in the long term.”Steve KunzelmannHead of Supply Chain Services, GF Piping Systems Ltd.

Both Swiss as well as foreign authorities provide information about countries new protectionist or liberalising measures. However, many companies do not avail themselves of such helpful information, as according to many trade and customs experts. The onus clearly rests on companies to keep themselves updated about regulatory changes and new developments.

6


2.2 Opportunities for free trade and liberalising interventionsBesides the EFTA (European Free Trade Agreement) with Iceland, Liechtenstein and Norway, and the FTA with the EU, in the last five decades Switzerland has created a broad network of almost 30 FTAs with almost 40 partner countries outside the EU. In addition, 10 FTAs are currently being negotiated (see Chart 5).

Through these agreements, Swiss companies enjoy more stable, regulated and non-discriminatory market access to these countries compared to outside competitors. 74% of respondents say that FTAs reduce the complexity with their main trading partners, with only 8% viewing complexity as increasing (neutral: 18%).

1960Iceland¹

Liechtenstein¹Norway¹

Belgium²Denmark²

France²Germany²

Ireland²Italy²

Luxembourg²Netherlands²

UK² Greece²

AlgeriaArgentina6

Brazil6 Ecuador

IndiaIndonesiaMalaysia

Paraguay6 Philippines

RussiaThailandUruguay6

Vietnam

1960 – 1969 1970 – 1979 1980 – 1989 1990 – 1999 2000 – 2009 2010 – 2017 In negotiation

1973

Portugal²Spain²

1981

1986

MoroccoPalestinian Authority

1999

Austria²Faroe Islands

Finland²Sweden²

1995

Israel1993

Turkey1992 Mexico2001 AlbaniaSerbia

2010

ColombiaPeru

2011

Hong KongMontenegro

Ukraine

2012

Croatia²2013

Bahrain5 China

Costa Rica4

Guatemala4 Honduras4

Kuwait5 Oman5

Panama4

Qatar5 Saudi Arabia5

2014

Bosnia-Herzegovina2015

Georgia2016

JordanMacedonia

2002

Singapore2003

ChileCzech Republic²

Cyprus²Hungary²Estonia²Latvia²

Lithuania²Malta²

Poland²Slovakia²Slovenia²

2004

Republic of KoreaTunisia

2006

Bulgaria²LebanonRomania²

2007

EgyptBotswana³Lesotho³Namibia³

South Africa³Swaziland³

2008

CanadaJapan

2009

Note: ¹ EFTA (European Free Trade Association) convention; ² European Community (EC)/European Union (EU); ³ South African Custom Union (SACU); 4 Central American States; 5 Cooperation Council for the Arab States of the Gulf (GCC); 6 The MERCOSUR States.

Source: State Secretariat of Economic Affairs SECO

74%say that FTAs reduce complexity with their main trading partners.

Chart 5. Swiss Free Trade Agreements(Since 1960, entry into force)

While overall the advantages of FTAs for many Swiss companies are clear, the benefits need to be put slightly into perspective, when taking company size and availability of resources into account: unlike large companies, small and medium-sized companies do not often have the resources and/or skills to utilise such agreements.

In addition, many trade and customs experts stress that what looks like reducing complexity at first, can become quite technical on the implementation side. Taking full advantage of FTAs can itself be a very complex process.

7


Many Swiss companies often mention higher administrative expenses (e.g. provision of documents, data adjustments for customs format, certificate of origin) or small cost savings (e.g. because of already low customs tariffs, small trade volumes) as the main reasons why FTAs are not useful for them. Otherwise, reduction of customs tariff and import quota, more legal security, standards for clear trading rules and directives, protection of intellectual property and implementation of uniform technical norms and certificates (e.g. ISO, IEC) are mentioned as main reasons why FTAs are useful.

Looking in more detail at the top liberalising interventions of foreign countries affecting Switzerland since 2009, the majority of instruments are either related to tariffs, quotas, migration, licensing or taxes (see Chart 6).

Import tariffs (31% of all liberalising interventions) are clearly the number one measure that Swiss companies can take advantage off when going global, followed by import tariff quotas (14%).

Labour market access (10%), import licensing requirement (6%), import-related non-tariff measure (6%) and export tax (6%) complete the top six liberalising interventions affecting Switzerland.

“ The main advantages of Free Trade Agreements, if used properly, are manufacturing and sourcing cost reduction, maintaining quality standards and speeding up the delivery chain. On the negative side, there are often complexities associated with determining the country of preferential origin.”Emilia HautalaSenior Customs and Trade Specialist, ABB

“ We actively leverage all Free Trade Agreements in Europe, Switzerland and the US. Utilising FTAs optimally is an important competitive factor, without which the entering of a market with local providers would often not be possible.”Steve KunzelmannHead of Supply Chain Services, GF Piping Systems Ltd.

Chart 6. Liberalising interventions affecting Switzerland(2009-17, intervention and instrument types, top 10, in %)

0% 5% 10% 15% 20% 25% 30% 35%

31%

14%

10%

6%

6%

6%

4%

4%

4%

3%


Public procurement localisation

Tariffmeasures

ProcurementrequirementsQuotas TaxesLicencing

proceduresMigrationmeasures

Instrumentunclear

Import quota

Internal taxation of imports

Export quota

Export tax

Import-related non-tariff measure

Import licensing requirement

Labour market access

Import tariff quota

Import tariff

8


Global Trade Management has the potential to enable growth. Through GTM, companies can, for example, reduce risks, navigate barriers, improve screening, increase efficiencies, manage cost and guarantee supply chain security – and therefore enhance and accelerate market growth.

51% of respondents identified harmonised requirements between countries and less complex/changing regulatory requirements as the two most important levers with regard to GTM that can best support their company’s growth (see Chart 7). The greater the global exposure of companies, the more complex the regulatory environment they can face. More harmonisation with fewer trade barriers would increase planning security, simplify processes and save costs.

3. GTM: Growth potential, best practices and benefits

In addition to the two external levers, 40% of the respondents think that internal levers such as process efficiency and more technology and automated systems are equally suited to support growth. Companies will become far more efficient and transparent through automation and digitalisation. Indeed, many process steps in GTM, which are still being done manually today, can be simplified and sped up in the future.

Almost one-fifth of respondents (17%) think that transparency in trade transactions is a growth enabler – and slightly more than one-tenth see a need for talent elements like clear responsibilities (13%) and better skills and knowledge (11%) as essential to support growth through GTM.

It is however surprising that half of all the Swiss companies surveyed do not have a GTM system or solution in place for any aspect of their import and export activities. Of the remaining 50% that have a GTM system or solution in place to some extent, 27% utilise it very little, 19% utilise it somewhat and only 4% to a great extent. Generally, large companies with greater global exposure tend to have more elaborate GTM systems and solutions than small and medium-sized companies.

“ Even though Switzerland sits in the midst of Europe, its relationship with the EU is not necessarily regulated for the long term. This creates ongoing uncertainty for businesses.”Ralf J. BoppCEO, German-Swiss Chamber of Commerce

“ The classification process can prove difficult in Global Trade Management and is often political and outdated, when it should be more technical and recent. Smart devices (with software) for example are currently not properly reflected in customs systems.”Emilia HautalaSenior Customs and Trade Specialist, ABB

Chart 7. Survey result: GTM and growth(Q3 2017)

0% 10% 20% 30% 40% 50% 60%

51%

51%

40%

40%

17%

13%

11%

Question: Which levers with regard to Global Trade Management (GTM) can support best the growth of your company? (Please choose up to three).

Source: Deloitte CFO Survey

Better skills/knowledgeof employees

Clear, internal responsibilities

Exte

rnal

leve

rsIn

tern

al le

vers

Better visibility/transparencyin trade transaction

More technology/automated systems

Efficient internal systems/less manual processes

Less complex/changingregulatory requirements

Harmonised requirementsbetween countries

50%do not use a GTM system or solution for any aspect of their import and export activities.

9


Companies can face many challenges in global trade, ranging from an increased business dynamic and increased number of FTAs to changing trade sanctions, product related embargoes and a fragmented logistics execution across 3PLs, customs and freight forwarders. In addition, companies must deal with various internal IT solutions for customs processes as well as customs authorities’ improved IT capabilities and control measures.

These challenges can cause problems with increasing regulatory requirements, short notice customs audits and internal audit findings. They can also provide opportunities. For example companies can take advantage of FTAs, increase their flexibility with the help of partners, extend the potential for sales into new markets and utilise enterprise data for supply chain optimisation.

To solve the problem before it gets too expensive and to cope especially with the challenges of compliance, companies need to conduct ongoing analysis, simplification, harmonisation and rationalisation in their GTM processes (see Chart 8).

Chart 8. GTM best practices

“ Global Trade Management has always been very complex and this has not increased per se. However, audits have increased, due to improved technology at customs authorities which allows for more consistent monitoring and stricter implementation of existing regulations.”Steve KunzelmannHead of Supply Chain Services, GF Piping Systems Ltd.

“ The requirements for the position of a global trade manager have increased a lot in recent years and it is difficult to find the right people. Many companies have therefore to train their own people.”Emilia HautalaSenior Customs and Trade Specialist, ABB

To achieve best practice in Global Trade Management companies need to undertake root cause analysis, simplify processes and technology, and focus on business language and cost consciousness.

Having the right people with the right skills in place is key. However, many respondents pointed out that it is often very difficult to find the right talent with expertise in customs matters, FTAs and export activity because specially tailored education and training programmes rarely exist.

Analysis

Find the root by analysing: • customs processes • use of applications • organisational set-up • people management

Simplify processes, organisation and technology by: • agreeing on one single standard

or instance, e.g. utilising the best company standard

• removing duplications • doing things one way

Simplification

Make it the lowest cost operating by: • having the right people doing the

most appropriate tasks • agreeing on who takes decisions and

how • using process oriented applications

vs. applications oriented processes

Rationalisation

Find a common business language by: • agreeing on ways of working between

functions and geographies • streamlining process execution • filling gaps in processes, organisation

or technology • having common IT platforms

to enable the above

Harmonisation

Analy

sis

RationalisationHarmonisa

tion

Simplification

10


The potential benefits of GTM include cost reduction, management oversight and control, and risk management and compliance (see Chart 9).

Chart 9. Benefits of GTM

A 360-degree compliance control will help companies to manage increasing global trade complexity, comply with various import and export regulations, and prepare for government audits. An optimised data organisation will increase a company’s ability to properly manage, plan, control and report international costs and customs duties. Improving existing business processes and the systems they are based on will further ensure cross-functional communication and cooperation. As a result, a company will be more flexible to change supply chain processes and transaction structures.

“ The European Commission pushes electronic solutions that should make life easier on paper. However this is not always the case. For example, the new European Customs Code does not reflect business processes such as warranties or return-deliveries of European manufacturing goods which creates complications.”Emilia HautalaSenior Customs and Trade Specialist, ABB

Compliance and risk management

Managem

ent oversight and control

Cost

redu

ctio

n

• Utilise cost saving regimes such as bonded procedures, preferential duty rates and customs simplification

• Control flow of funds

• Optimise trade flow

• Reduce landed cost

• Optimise network

Cost reduction

• Manage at a global and strategic level

• Gain transparency of costs and cost saving opportunities

• Manage cross-border trade

• Manage market entry

Management oversight and control

• Manage multiple complex requirements across a number of jurisdictions (trade compliance)

• Reduce the risk of fines and penalties (brand protection)

• Adapt to continually changing environments, e.g. country-specific legal implications of new markets, new security programs and requirements

Compliance and risk management

“ Swiss SMEs show great interest in Free Trade Agreements, but do not always utilise them fully. This is in part due to the fact that they underestimate the concrete advantages of FTAs, equate them with high administrative efforts and lack know-how for practical implementation.”Alberto SiliniHead of Consultancy, Switzerland Global Enterprise

11


Contacts and authors

Konstantin von RadowitzManaging PartnerConsumer & Industrial Products Switzerland+41 (0)58 279 64 [email protected]

Ekaterina KostovaGTM Lead Consulting+41 (0)58 279 63 [email protected]

Hevin DemirGlobal Trade Advisory+41 (0)58 279 69 [email protected]

Markus KochHead Strategic Development Consumer & Industrial Products Switzerland+41 (0)58 279 61 [email protected]

Dr Philipp MerkoferConsumer & Industrial Products Research+41 (0)58 279 60 [email protected]

Contacts Authors

12


Consumer & Industrial Products Switzerland

Global trade and customs

White Paper on Swiss Manufacturing IndustryChallenges and prospects in global competition

Audit. Tax. Consulting. Corporate Finance.

Global Trade ManagementAudit. Tax. Consulting. Financial Advisory.

Why Deloitte?Our eminence in the area of Global Trade and Customs

Deloitte is at the forefront of developing thoughtware and publications for customs and global trade.

The Deloitte team comprising experts with both technical skills and deep regulatory knowledge delivers excellent solutions to meet our clients’ needs.

In addition, to keep our clients informed, we hold periodic webcasts and publish articles on indirect tax developments and emerging trends and issues.

Our Swiss Global Trade expert teamBenno SuterPartnerIndirect Tax

Jonathan Baumeler Assistant Manager Customs & Global Trade

Hevin Demir Senior ManagerCustoms & Global Trade [email protected] +41 58 279 6902

Alexei KoifmanDirectorConsulting

Markus KochPartnerConsulting

Ekaterina KostovaSenior ManagerGTM Lead [email protected]+41 58 279 6350

Deloitte refers to Deloitte Touche Tohmatsu Limited ( "DTTL"), a "UK private company limited by guarantee" (a limited liability company under UK law) and its member companies, which are legally separate and independent. A detailed description of the legal structure of DTTL and its member companies can be found on our website at www.deloitte.com/ch/about.

Deloitte AG is a subsidiary of Deloitte LLP, the member companies in the United Kingdom of DTTL.Deloitte AG is one of the Federal Audit Oversight Authority (RAB) and the Swiss Financial Market Supervisory Authority FINMA authorized and supervised auditing company.

This publication is written in general terms and therefore can not in concrete cases be used as a reference basis. The application of the principles listed here depends on the circumstances and we encourage you to seek professional advice before acting or refraining from acting on the content of this publication. Deloitte AG will advise you how to apply the principles in this publication to their specific circumstances. Deloitte AG accepts no responsibility and accepts no liability for losses which might arise if a person on the basis of the information in this publication shall take any action or refrain.

© Deloitte AG 2016. All rights reserved.

Global Trade ExcellenceManaging Customs & Global Trade successfully means…

• 360 degree compliance control: implementation of internal control and compliance processes to diminish unnecessary costs and penalties.

• Global trade complexity management: support companies to comply with various import and export regulations on an international level and to be prepared for government audits.

• Optimised data organisation: enlarge a company’s ability to properly manage, plan, control and report international trade costs and customs duties.

• Improvement of existing business processes and the systems they are based on: ensure cross-functional communication and cooperation. As a result, a company is flexible to change supply chain processes and the according transaction structure.

Our services for you • Global trade and compliance strategy definition

• Maturity assessments and compliance checks on global trade processes

• Identification of major cost drivers and cost-saving opportunities by executing global trade analytics

• Due diligence checks on customs declarations

• GTM software strategy, business case and tool selection

• Design and deployment of global trade systems including:

– Free Trade Agreements and Country of Origin calculation

– Sanctioned Party Lists screening

– Automated filing of declarations

– Proprietary country specific GTS packages

• GTM application maintenance and operations

Innovation reinventedChallenges and solutions for Switzerland’s manufacturing industry


Untapped potential Deloitte’s Customs and Global Trade Management Benchmarking Survey Report


Industry 4.0Challenges and solutions for the digital transformation and use of exponential technologies

EMEA Consulting 2020 Capability Build

EMEA Centres of Excellence The SAP GTS (Global Trade Services) CoE

Building to share,playing to win

Audit. Tax. Consulting. Financial Advisory.

A joint study by Deloitte and BAKBASELNovember 2015

Growth opportunitiesStrategies for Swiss manufacturing companies

Global Trade ManagementAudit. Tax. Consulting. Financial Advisory.

Why Deloitte?Our eminence in the area of Global Trade and Customs

Deloitte is at the forefront of developing thoughtware and publications for customs and global trade.

The Deloitte team comprising experts with both technical skills and deep regulatory knowledge delivers excellent solutions to meet our clients’ needs.

In addition, to keep our clients informed, we hold periodic webcasts and publish articles on indirect tax developments and emerging trends and issues.

Our Swiss Global Trade expert teamBenno SuterPartnerIndirect Tax

Jonathan Baumeler Assistant Manager Customs & Global Trade

Hevin Demir Senior ManagerCustoms & Global Trade [email protected] +41 58 279 6902

Alexei KoifmanDirectorConsulting

Markus KochPartnerConsulting

Ekaterina KostovaSenior ManagerGTM Lead [email protected]+41 58 279 6350

Deloitte refers to Deloitte Touche Tohmatsu Limited ( "DTTL"), a "UK private company limited by guarantee" (a limited liability company under UK law) and its member companies, which are legally separate and independent. A detailed description of the legal structure of DTTL and its member companies can be found on our website at www.deloitte.com/ch/about.

Deloitte AG is a subsidiary of Deloitte LLP, the member companies in the United Kingdom of DTTL.Deloitte AG is one of the Federal Audit Oversight Authority (RAB) and the Swiss Financial Market Supervisory Authority FINMA authorized and supervised auditing company.

This publication is written in general terms and therefore can not in concrete cases be used as a reference basis. The application of the principles listed here depends on the circumstances and we encourage you to seek professional advice before acting or refraining from acting on the content of this publication. Deloitte AG will advise you how to apply the principles in this publication to their specific circumstances. Deloitte AG accepts no responsibility and accepts no liability for losses which might arise if a person on the basis of the information in this publication shall take any action or refrain.

© Deloitte AG 2016. All rights reserved.

Global Trade ExcellenceManaging Customs & Global Trade successfully means…

• 360 degree compliance control: implementation of internal control and compliance processes to diminish unnecessary costs and penalties.

• Global trade complexity management: support companies to comply with various import and export regulations on an international level and to be prepared for government audits.

• Optimised data organisation: enlarge a company’s ability to properly manage, plan, control and report international trade costs and customs duties.

• Improvement of existing business processes and the systems they are based on: ensure cross-functional communication and cooperation. As a result, a company is flexible to change supply chain processes and the according transaction structure.

Our services for you • Global trade and compliance strategy definition

• Maturity assessments and compliance checks on global trade processes

• Identification of major cost drivers and cost-saving opportunities by executing global trade analytics

• Due diligence checks on customs declarations

• GTM software strategy, business case and tool selection

• Design and deployment of global trade systems including:

– Free Trade Agreements and Country of Origin calculation

– Sanctioned Party Lists screening

– Automated filing of declarations

– Proprietary country specific GTS packages

• GTM application maintenance and operations

White paper manufacturing

GTM services Switzerland

Innovation reinvented

GTM benchmarking survey

Industry 4.0

SAP GTS (Global Trade Services) EMEA CoE

Growth opportunities

Implementing SAP GTS

Future digital readiness

Transfer pricing and customs valuation

country guide

Further reading

13


This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte AG accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.

Deloitte AG is an affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see www.deloitte.com/ch/about to learn more about our global network of member firms.

Deloitte AG is an audit firm recognised and supervised by the Federal Audit Oversight Authority (FAOA) and the Swiss Financial Market Supervisory Authority (FINMA).

© 2018 Deloitte AG. All rights reserved.

Designed and produced by The Creative Studio at Deloitte, Zurich. J14742

global trade management how can companies grow in an

Documents