mdi aberdeen report globalization 2011 report 110913

8/3/2019 MDI Aberdeen Report Globalization 2011 Report 110913

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Globalization

Linking Supply Chain Transformation to the Profit and Loss Statement

September 2011

Bob Heaney


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September 2011

Globalization: Linking Supply ChainTransformation to the Profit and Loss

Statement

Company Size Demographics of

the 56 companies with ActiveC-Level Executives

Small (less than $50 million)- 21%,

Mid-size ($50 million - $1billion) 32%,

Large (greater than $1billion) - 47%

Additional demographics areavailable at the end of thisdocument.

Analyst Insight

Aberdeens Insights provide theanalyst perspective of theresearch as drawn from anaggregated view of the researchsurveys, interviews, anddata analysis.

Aberdeen Group's Chief Supply Chain Officer (CSCO) Survey (January2011) collected data from 191 companies of which 56 claim to have activeC-level support for supply chain process/technology investments. Findingsfrom that survey were shared at Aberdeens Supply Chain summit (March,2011) and indicate that globalization is driving change and transformationacross virtually every process step of the inbound-to-outbound supply chainfor companies of all sizes and industry segments.

This Analyst Insight will explore how the 56 companies with active C-level

involvement are approaching the global expansion of their supply chainsrelative to their peers. It will examine the improvement areas addressed bythese C-level Supply Chain Executives. This examination will trace 21keyinbound-to-outbound process steps through a process hierarchy and linkthese actions to the benefits they yield to the company profit and lossstatement, balance sheet and cash flow statement. This documentdemonstrates the types of capabilities that companies are leveraging andhighlights case studies and business results. This document is intended for

use as a decision framework for supply chain transformations that yieldpositive net contribution to the company's bottom line.

Globalization / Complexity is Dominating the CSCOAgenda

According to the study, Figure 1, the top business pressures facing the C-level Supply Chain Executives or the office of the CSCO are the impact ofincreasing supply chain complexity as well as rising supply chain management

costs (55% and 43% respectively).

Figure 1: Top Business Pressures: Globalization and Supply Chain Cost / Complexity

Growing complexity of global operations (e.g., longer lead times55%

and lead time variability or increasing numbers of suppliers

All OthersC-Level Executives

Growing complexity of global operations (e.g., longer lead times55%

and lead time variability or increasing numbers of suppliers

All OthersC-Level Executives


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Globalization: Linking Supply Chain Transformation to the Profit and LossStatementPage 2

The overseas supplier base (Figure 2) continues to grow relative to a givencompany's home country with up to 64% of all groups claiming suppliers inChina and 56% claiming suppliers in Europe. Although the customer base isexpanding globally, supply and demand remains unbalanced (e.g., China forrepresents 64% of supply but only 34% of customer demand). Thisimbalance increases complexity putting time and distance between sourceand customer.

Figure 2: Global Sourcing and Customer Demand is DrivingSupply Chain Complexity and Transformation

77% / 73%

48%

38%

55%

38%

39%

31%

37%

Customers Red

35% /

25% /

56% /

14% /

16% /

64% /

29% /

USA

Canada

SouthAmerica

Europe

Africa &Mid East

Asia Pac

SoutheastAsia

Australiaand Pacific

Suppliers Black

77% /

35% /

25% /

56% /

14% /

16% /

64% /

29% /

USA

Canada

SouthAmerica

Europe

Africa &Mid East

Asia Pac

SoutheastAsia

Australiaand Pacific

Suppliers Black

73%

48%

38%

55%

38%

39%

31%

37%

Customers Red

Percents equal numbers of all companies having suppliers or customers in each region.Source: Aberdeen Group, January 2011

For years companies have been transforming their domestic supply chainsand have harvested double digit reductions in cost per unit handled in areassuch as transportation (International Transportation: Optimize Cost and Service

in a Global Market; July 2010). Supply chains that were once purely domestichave now gone international as an increasing number of shipments flowacross borders and supply and demand imbalances increase. But theharvested reductions from supply chain transformation are largely tapped.What companies are realizing is that many of the benefits derived from theirfinely tuned / optimized domestic supply chains are being cancelled out bytheir poorly performing global supply chain (Figure 3)
http://www.aberdeen.com/aberdeen-library/6385/RA-international-transportation-systems.aspxhttp://www.aberdeen.com/aberdeen-library/6385/RA-international-transportation-systems.aspxhttp://www.aberdeen.com/aberdeen-library/6385/RA-international-transportation-systems.aspxhttp://www.aberdeen.com/aberdeen-library/6385/RA-international-transportation-systems.aspx


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Figure 3: Global Complexity Degrades Cost/Service Compared to Domestic Supply Chains

Plant(Mfg Planning/

Execution)

Raw MaterialsSupplier

ComponentSupplier

Retail Store(Forecasting)

Customers(Forecasting)

Global Air

Global DC(Warehouse Mgmt)

International visibility from satellites and cloud technology

Improved Cost/Time

Degraded Cost/Time

FreightForwarder

Ocean

DEMAND

SUPPLY

CustomsDelay, Broker

Ocean


Transportation(TMS)

Plant(Mfg Planning/

Execution)

Raw MaterialsSupplier

ComponentSupplier

Retail Store(Forecasting)

Customers(Forecasting)

Global Air

Global DC(Warehouse Mgmt)

International visibility from satellites and cloud technology

Improved Cost/Time

Degraded Cost/Time

FreightForwarder

Ocean

DEMAND

SUPPLY


Ocean


Transportation(TMS)

Longer lead-time and increased multi-party handoffs like customs degrade performance

Source: Aberdeen Group, September 2011

In Figure 3 we can see that the efficiencies between parties and processsteps that are optimized in the domestic supply chain (the green arrows) arenow in imbalance and degraded by the new complexities of the global supply

chain (the red arrows).Companies tend to optimize the process steps which they can see and overwhich they have direct control. The domestic supply chain has benefitedfrom this fact with respect to the following advanced processmethodologies:

Just-in-Time (JIT)


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The positive impact from these process and automation tools has beensignificant for the domestic supply chain. Unfortunately, many of the benefitsthey produced domestically have fallen out-of-balance and focus as thesupply chain has become more global (Table 1).

Table 1: Domestic vs. Global Supply Chain Performance / Complexity Imbalance

Domestically

Optimized

Cycle

Times

Cost Global Breakdown

Impacts

Cycle Time Cost

Optimized domestictransportation plan

MainlyImproved

MainlyImproved

Expedited airfreightFailure to select low cost

ocean carrier

Degraded Degraded

Just in Time (JIT)manufacturing plan

MainlyImproved

MainlyImproved

Parts or raw materials beingdelayed at Customs

Degraded NA

Optimized inventoryplan

MainlyImproved

MainlyImproved

Excess safety stock requiredto offset lack of visibility into

extended global supply chain

Degraded Degraded

Finding lowest costsupplier

NA MainlyImproved

Failure to take advantage ofpreferential duty programs

NA Degraded

Source: Aberdeen Group, September 2011

Globalization and supply chain complexity is opening up new avenues foroptimization and transformation across the growing multi-tier global supplychain. The processes and technologies to manage the new global inbound-to-outbound flow of finished goods, parts or raw materials are much less

mature / efficient than domestic operations, as are the processes andtechnologies to manage the outbound flow of goods. Islands of peakdomestic performance are sandwiched between poorly performing globalsupply chains across each continent (Figure 3).

Best-in-Class (the top 20% ofperformers) definition from theFebruary 2011 Supply Chain

Visibilitystudy: 96% of orders delivered

complete and on time

96% of orders received fromsuppliers complete and ontime

Decreased by 3% total landedcosts per unit

Decreased by 3% supply chaincost relative to revenue

Yielding versus Laggards (thebottom 30% in study):

25 percentage point higher

In the next sections, we examine the areas of global supply chainimprovement by tracing the flow of product and information through eachprocess step in the extended supply chain and applying the same processand automation techniques across the new areas of imbalance that now

exist.

Capabilities by Process Step Inbound to Outbound

The global landscape is changing and the new priority for the office of theCSCO has shifted to supply and demand synchronization across each linkedprocess step in the extended supply chain The level of capability the
http://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspx


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20% of aggregate performance scorers), Industry Average (the middle 50%of aggregate performance scorers) and Laggards (the bottom 30% ofaggregate performance scorers) - see sidebar on previous page. Examiningthese companies across 21 key inbound to outbound process steps we canbetter understand process weaknesses and isolate potential areas ofimprovement.

As we discovered in prior studies, companies of all sizes and classes arehampered in their ability to track, monitor and synchronize supply chain

process steps with trading partners. Generally, only about 30% (average ofblue bars in Figure 4) of companies have automated data and eventmonitoring and/or have optimized process capabilities in place. From sourceto destination, the 13 inbound process steps or milestones needed tosynchronize product and information flows are still being monitoredmanually (phone, fax and email) in up to 49% of all companies.

Figure 4 - Inbound Process Steps from Source to Destination/Country

25%

28%

31%

31%

30%

31%

23%

7%

9%

16%

44%

38%

38%

46%

42%

42%

43%

42%

39%

43%

43%

43%

28%

42%

43%

49%

Customs clearance events (INBOUND)

In-transit status events at order line level (INBOUND)

In-transit status events at shipment level (INBOUND)

Carrier pickup of goods (INBOUND)

ASN matches purchase order

Advance shipment notice (ASN) created by supplier

Quality control passed

Suppliers production in-process events

Suppliers projected production plans

Raw material arrival at supplier

Supplier invoice status (for invoices we receive fromsuppliers)

Order acknowledgment matches purchase order

Order acknowledgment by supplier

Monitor with our visibility software Monitor manually (e.g., via phone / fax / email)

25%

28%

31%

31%

30%

31%

23%

7%

9%

16%

44%

38%

38%

46%

42%

42%

43%

42%

39%

43%

43%

43%

28%

42%

43%

49%














Monitor manually (e.g., via phone / fax / email)

25%

28%

31%

31%

30%

31%

23%

7%

9%

16%

44%

38%

38%

46%

42%

42%

43%

42%

39%

43%

43%

43%

28%

42%

43%

49%















25%

28%

31%

31%

30%

31%

23%

7%

9%

16%

44%

38%

38%

46%

42%

42%

43%

42%

39%

43%

43%

43%

28%

42%

43%

49%














Monitor manually (e.g., via phone / fax / email)


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instance, compared to the Industry Average and Laggard companiescombined (all others), the Best-in-Class are more frequently measuring andautomating events for inbound:

Suppliers projected production plans - 1.42-times morelikely to track than all others (68% of the Best-in-Class monitoringthis milestone)

Customs clearance events (inbound) - 1.34-times morelikely to track than all others (90% of the Best-in-Class monitoringthis milestone)

In-transit status events at order line level (inbound) - 1.34-times more likely to track than all others (87% of the Best-in-Class monitoring this milestone)

On the outbound side (Figure 5) eight additional linked process steps areplotted and the picture is almost identical. In the typical sequence of eventflow (i.e., outbound from shipment/pickup to proof of delivery and

settlement) the degree of visibility/collaboration and automated monitoringand control ranges from 24% to 45% (blue bars). So across warehousing,pickup, outbound transportation/delivery, and payment anywhere from 28%to 49% of respondents claim they are still manual (phone, fax and email).

Figure 5 - Outbound Process Steps from Receiving to Customer

Delivery and Payment

Proof of delivery to customer

Trucking (haulage) events

In- -transit status events at orderline level (OUTBOUND)

In-transit status events atshipment level (OUTBOUND)

(OUTBOUND)

Customer invoice status (for

Carrier pickup of goods

Warehousing events

38%

24%

27%

31%

37%

35%

51%

48%

46%

47%

45%

42%

38%

24%

27%

31%

37%

35%

51%

48%

46%

47%

45%

42%


Proof of delivery to customer

Trucking (haulage) events

In- -transit status events at orderline level (OUTBOUND)

In-transit status events atshipment level (OUTBOUND)

(OUTBOUND)

Customer invoice status (for

Carrier pickup of goods

Warehousing events

38%

24%

27%

31%

37%

35%

51%

48%

46%

47%

45%

42%

38%

24%

27%

31%

37%

35%

51%

48%

46%

47%

45%

42%

38%

24%

27%

31%

37%

35%

51%

48%

46%

47%

45%

42%

38%

24%

27%

31%

37%

35%

51%

48%

46%

47%

45%

42%


"We were committed to re-designing our entire supplychain and becoming more flow-oriented in order to drivemore efficiency and cost savingsacross our entire business. Wewanted to be more just-in-timeand less just-in-case. Working

on supplier-side collaboration /visibility is key.

~ James Hilzendeger,Director of Logistics, Giant

Eagle


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Once again the good news is that leading companies are performing betterand are several times as likely as their peers to automate many of theseevents. For outbound compared to all others the Best-in-Class from thestudy are more frequently measuring and optimizing:

Note:

For a description of theimpacts and implications thatlack of visibility andsynchronization of these 21process steps produces, andto examine the capability andperformance advantages thatthe Best-in-Class possess see

the full report Supply ChainVisibility: Fostering Security,Resiliency, and Efficiency.

Trucking (haulage) events - 1.24-times more likely to trackthan all others (84% of the Best-in-Class monitoring this milestone)

In-transit status events at order line level (outbound) -1.20-times more likely to track than all others (84% of the Best-in-Class monitoring this milestone)

Linking Process Step Improvements to ROI

Expectations by Investment Choice

Todays CSCO has many choices to select from when it comes to improvingproduct and information flows and synchronizing events from source toconsumer in the extended global supply chain. From our research we see how

the C-level Executives are ranking the various investment choices they have interms of ROI or payback expectations.

Table 2: Supply Chain Process Improvement ROI Investment Decision Matrix

C-Level Executives - In 12 Months Planning to Enhance/Acquire Supply Chain Solutions

C-Level Executives

Expected ROI

All

Types

Supply Chain

Visibility or

SCV

Supply Chain

Network

Design

Transportation

Management

or TMS

Trade

Compliance

Percent Companies Planning 84% 82% 73% 33%0 - 6 months 2 1 1 1 1

7 - 12 months 13 12 11 11 5

13 - 18 months 17 16 16 12 4

19 months - 2 years 9 6 6 8 3

2 - 3 years 7 6 4 3 2

3 - 5 years 1 1 1 1 1

More than 5 years 2 1 3 1 1

Total Companies 51 43 42 37 17

Planned Months to ROI 18.2 17.6 18.9 17.3 19.5

Percent expecting less than 1 year ROI 29% 30% 27% 32% 35%C-Level Active companies (56 of 191companies)

Source: Aberdeen's Chief Supply Chain Officer Survey, January 2011

In our survey we asked the all respondents that were planning investmentsin one or more competing technology areas such as visibility, transportation,
http://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspxhttp://aberdeen.com/aberdeen-library/6834/RA-supply-chain-visibility.aspx


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planned or justified for each solution type and company for the 56respondents. These respondents claim that C-level Executives and the officeof the CSCO are active in supply chain investment decisions. Overall, thereis an average ROI expectation of 18.2 months to payback. Some of thecompanies are targeting paybacks in less than one year and the percent ofcompanies with that expectation is in the last row. From the ROI matrix wecan observe several key points:

"Now visibility needs to besimple and easy to look at.What customers are reallyasking for is the ability tointeract. If youre going to giveme a portal, I want to be ableto do something with it.

~ Donald Meewes,Chief Information Officer ,

NYK Logistics

The popularity of a given investment choice is ranked from left toright and the first two items SCV through and supply chain networkdesign are closely ranked within the 82% to 88% range and theyeach have a payback within one month of the overall average of 18.2months until planned payback.

Supply chain visibility the top ranked option at 88% comparesfavorably with the next ranked supply chain network design.Likewise 30% of the companies have a planned payback on SCVwithin the first year. This is promising indeed for companies wanting

to justify the SCV investment choice. Transportation management, with 73% popularity, is the most

mature software area within supply chain execution (40% to 60% ofcompanies claim they use a commercial package already). The factis, however, most of the transportation management solutionscompanies have deployed to handle their domestic transportationdo not address global transportation (i.e., ocean, air, cross-borderrail). For instance we know that over 86% of companies are globalbut only 20% can claim that their TMS can handle import/exportdocumentation (see sidebar).

Companies are IncreasinglyGlobal yet unequipped

88% Exporting (shippingacross country borders).

83% Importing (receivingfrom other countries)

87% Domestic shipping

83% Domestic receivingHence 86% have importand/or export trade volumesyet :

Only 22% have the capabilityto include customs/duties inlanded costcalculations

Only 20% have a formalGlobal Trade Compliance(GTC) program

Finally, the fact that Trade Compliance or Import/Export stands at(33%) further illustrates the imbalance between domestic and globalsupply chains. While 86% of companies surveyed are global, only20% reported having a formal Global Trade Compliance programfor their global shipments. Ironically, GTM is likely the mostimportant enabler and requirement for global expansion, but theleast understood or addressed. Generally C-level executives and

CSCOs are less familiar with Trade Compliance than other supplychain areas, but those who do understand it expect strong returns.In fact Trade Compliance had the highest percentage of respondents(35%) expecting a payback in less than a year. As Appendix Ahighlights, Trade Compliance is the source of strong financialreturns and can help organizations to overcome the domestic vs.


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extended supply chain. We can also see the various solutions andinvestment choices that the supply chain executives have to choose from inbridging process and technology gaps (Table 2, ROI Decision Matrix). Eachinvestment choice yields an expected payback and we have ranked thoseexpectations in the decision matrix for comparison.

Demographics

Between January and February2011, Aberdeen examined theuse, the experiences, and theintentions of more than 191enterprises regarding theirSupply Chain Executive'sAgenda in a diverse set of

enterprises. From this overallgroup 56 companies whichclaim to have active C-levelsupport for supply chainprocess /technologyinvestments were analyzed forpurposes of this document.

Aberdeen supplemented thisonline survey effort with

interviews with select surveyrespondents, gatheringadditional information onSupply Chain Executive'sAgenda strategies, experiences,and results.

For the 56 enterprisesresponses included thefollowing:

Job title: The researchsample included respondentswith the following job titles:Manager (30%); ManagingDirector / Director (37%);C-Suite including CEO /President (23%); EVP / SVP /VP (6%); Staff (2%); and

other (2%). Department / function: The

research sample includedrespondents from thefollowing departments orfunctions: supply chain, orlogistics manager (45%);

However, even a top ranked choice like supply chain visibility or aregulatory requirement like global trade compliance have differentfinancial implications from company to company (even from supply chain to

supply chain). Each company has different operating profiles, technologyinfrastructure, and partnering requirements which should always bematched to the solutions that best fits their current operating needs. In thissection, we introduce the reader to the detailed Global Supply Chain ProcessSteps Linked to Profit & Loss Hierarchy, in Appendix A. Compiled from analystexperience and numerous reference documents, customer interviews, andcase studies (see Related Research Section) this table provides a chronologyof supply chain Process Steps (2nd Column) across various dimensions(Process Area, Improvement Area and Financial Savings, and the Solutionsor Investment Area). These dimensions are linked or matched to aparticular category or benefit on the P&L Statement. In addition, samplesavings calculations from our research across numerous research topics andinsights from case study interviews are included. All in an effort to qualifythe transformation efforts, and document the types of benefits companieshave derived by improving various process steps in their global supply chain.The detail provided is comprehensive - covering the full range of inbound tooutbound process steps - and links P&L benefits into an overall sequenced

hierarchy of supply chain transformation options. Examined appropriatelyand in conjunction with the ROI Decision Matrix, this appendix provides adetailed primer for end-to-end supply chain transformations that can yieldbenefits that flow directly to the bottom line.

Recommendations and Summary Conclusions

As the degree of global collaboration grows, and global supply chainsbecome more expansive and complex, it is likely that collaborative

processes, systems and platforms will gain added popularity. These trendsalso give rise to the growing complexity and multi-tiered nature of today'ssupply chain and in turn feed the next cycle of change and beget furtherglobal transformations.

This document explores the capabilities and ranks the technologies that 56companies that have active C-level support for supply chain

/t h l i t t i iti i f d l t It


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1. Start with process. Many companies jump right to technology firstwithout taking careful consideration of the process first. Using thisprimer and the linked process step hierarchy identify your process gapsand streamline/reengineer them first with careful consideration given towhere the P&L benefits are. Once you have identified which processsteps remain in your transformation plan determine which of these canbe enhanced and begin to quantify the specific cost/benefit they bringto your P&L and your value proposition.

Demographics (continued)

Industry: The researchsample included respondentsfrom: IndustrialManufacturing (22%);Aerospace and Defense(17%); Automotive (15%);Computer Equipment (10%);

Consumer Packaged Goods(CPG) (7%); Health andMedical (7%); WholesaleDistribution (3%) and allother (19%).

Geography: The majority ofrespondents (60%) werefrom North America.Remaining respondents were

from Europe (22%) and theAsia-Pacific region (18%).

Company size: Forty-sevenpercent (47%) ofrespondents were from largeenterprises (annual revenuesabove US $1 billion); 32%were from midsizeenterprises (annual revenuesbetween $50 million and $1billion); and 21% ofrespondents were fromsmall businesses (annualrevenues of $50 million orless).

Headcount: Sixty-six percent(66%) of respondents were

from large enterprises(headcount greater than1,000 employees); 27% werefrom midsize enterprises(headcount between 100 and999 employees); and 7% ofrespondents were from

2.

Select technology appropriately. Using the cost benefit inputsdeveloped in the first step, begin to link together areas oftechnology / service improvements that are required support thetransformed supply chain. ROI analysis requires you estimate thecosts of the technology investment offset by the benefits youquantified in isolation in the first step. In this step you can tie thespecific benefits at each process step to an aggregated view of P&Lbenefits across all linked process steps to which the particulartechnology investment applies.

3. Equip and train your staff. Supply chain transformation is not simplythe implementation of reengineered process or advance technology itrequires people, who must be equipped. Train and build a center ofexcellence around people, process and technology that spans anunderstanding of fundamental process linkages and training in systemsand technology. No transformation is complete if the people cannotproperly leverage technology or do not utilize it properly.

This document provides guidelines for ROI savings and transformationalactivates that can ultimately improve productivity and increase companyprofits. As companies adapt to the globalization of their supply chains theserecommendations and guidelines can equip supply chain executives withactionable steps they can take to bolster performance and address eachchallenge.

For more information on this or other research topics, please visitwww.aberdeen.com.
http://www.aberdeen.com/http://www.aberdeen.com/


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lobalization: Linking Supply Chain Transformation to the Profit and Lossatement

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For more than two decades, Aberdeen's research has been helping corporations worldwide become Best-in-Class.Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provideorganizations with the facts that matter the facts that enable companies to get ahead and drive results. That's whyour research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% ofthe Technology 500.

As a Harte-Hanks Company Aberdeens research provides insight and analysis to the Harte-Hanks community of

Related Research

2011 Transportation Contract, Tenderand Spend Management; April 2011

SupplyChain Visibility: FosteringSecurity, Resiliency, and Efficiency;February 2011

InternationalTransportation: Optimize

Cost and Service in a GlobalMarket;July 2010

State of Retail Logistics: StrengtheningCross-Channel SupplyChain Execution;March 2010

SupplyChain Visibility Excellence:Reduce Pipeline Inventory and LandedCost; December, 2009

Integrated Transportation Management:Improve Responsiveness with Real-TimeControl of Execution; October, 2009

Evaluating Logistics Outsourcing: LookBefore You Leap!; October, 2009

Tending the Fleet: Paving New Roads with

Effective Fleet Management; September,2008

No Excuses! Why Optimizing TransportationManagement is Within the Reach of EveryCompany; July, 2008

Achieving Closed-Loop Transportation SpendManagement; January, 2008

Bob Heaney, Senior Research Analyst, SCM Practice([email protected])
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Globalization: Linking Supply Chain Transformation to the Profit and Loss StatementPage 15

Appendix A: Global Supply Chain Process Steps Linked to Profit and Loss Hierarchy

2011 Aberdeen Group. Telephone: 617 854 5200

www.aberdeen.com Fax: 617 723 7897

Process Area Process Step Improvement Area and FinancialSavings

P&LBenefits

SolutionArea

IllustrativeCase Study Examples and Metrics

Duty Manage-ment

Often companies will not attempt to fullycapture FTA savings for all eligibleproducts given headcount constraints -this ranges from 20% to 50%.

Assuming duty savings of 2% to 3%, a 20%to 50% improvement in coverage will neton average .4% to 1.5% additional dutysavings on the sourced value of goodsfrom the first trade agreement

With automation, this benefit can becaptured with no net change in headcount

management of qualification data from suppliers aswell as integrating with companys ordermanagement, warehouse management, and ERPsystems. The manufacturer has realized $1.2million in duty savings.

SourcingSupport

AutomatedFTA Sourcing

Support

Sourcing Support / Automated FTASourcing Support / Cost of Goods Automate the process to capture subsequent

duty savings (second and additionalagreements)

Many companies are reevaluating theirsourcing options to take advantage of freetrade agreements.

With automation, this is a new opportunityfor duty reduction without a change inheadcount

Assume 30 to 60% of the value of importscould qualify for one or more additionalagreements, but is not currently managedtoday

Assume a duty savings of 2% to 3% thisequates to a reduction in duties paid perimport value of .6% to 1.8%

With automation, this benefit can be capturedwith no net change in headcount

Cost ofGoods Sold

- Reduceduties

Free TradeAgreements

A furniture manufacturer uses a free tradeagreement solution to manage its NAFTAcertification data across 1,000+ suppliersworldwide, analyze 16,000 products and ensurecompliance with all US Customs exportregulations. We are currently reliant on thissolution.

Administer,automate

Foreign TradeZones (FTZ)

Sourcing Support / Administer,automate Foreign Trade Zones (FTZ) /Cost of Goods Sold

Effective use of a foreign trade zone solution

enables companies to avoid duty payments on

Cost ofGoods Sold

- Reduceduties

Foreign TradeZone


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Globalization: Linking Supply Chain Transformation to the Profit and Loss StatementPage 16

Appendix A: Global Supply Chain Process Steps Linked to Profit and Loss Hierarchy

2011 Aberdeen Group. Telephone: 617 854 5200

www.aberdeen.com Fax: 617 723 7897

Process Area Process Step Improvement Area and FinancialSavings

P&LBenefits

SolutionArea

IllustrativeCase Study Examples and Metrics

goods that get re-exported, eliminating theduties altogether. This savings go directly to acompany's bottom line.

DutyManagement

AutomateDuty

Drawback

Duty Management / Automate DutyDrawback / Cost of Goods

Because the solution has a record of both

imports and exports, it enables companies toidentify instances where duties were paid onimported items, only to be re-exported as afinished good or as a bill of materialcomponent to a finished good. This enablescompanies to re-coup the duties paidoriginally on the imported good. That savingsgoes directly to a company's bottom line.

Cost ofGoods Sol

mdi aberdeen report globalization 2011 report 110913

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