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Supply
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© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
Provedor Único de Serviços
Henrique G. Marcondes
Logistic Sales Head
J. P. MORGAN GLOBAL TRADE SERVICES
ST
RI
CT
LY
PR
IV
AT
EA
ND
CO
NF
ID
EN
TI
AL
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© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
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Agenda
1
Apresentação institucional
Desafios de uma Cadeia de Suprimentos Global
Melhores Práticas – Por que um Provedor Único?
2
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
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JPMorgan — Breve histórico
Nossa organização tem se destacado historicamente por inovação em produtos e
serviços financeiros numa economia cada vez mais globalizada.
A aquisição da Vastera em Abril de 2005 reflete a visão da empresa em integrar
as cadeias de suprimentos de forma física e financeira.
Esta combinação física e financeira atuando com fluxos otimizados visa a
redução dos custos logísticos e do capital empregado no Comércio Internacional.
Contamos hoje com atuação Global e execução local com forte presença na
América Latina
3
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
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O J.P. Morgan se destacou como o banco referência no mercado em
meio à crise
171.0
123.6
110.0
89.2
69.9
59.1
51.9
49.9
49.7
39.3
Maiores bancos do mundo, por valor de mercado
(US$ bilhões)
Fonte: Bloomberg, 13 de março de 2009
“JPMorgan Chase & Co.’s top billing
arises from its strength across numerous
products” December 2007
#1 no Ranking Ano
The Asset
Melhor Banco de Cash Management J.P. Morgan 2008
Global Finance Magazine
Melhor Banco para Cash Management na
América do Norte
J.P. Morgan 2006 - 2008
International Custody & Fund Adm
Provedor de Cash Management do Ano
para Gestão de Liquidez
J.P. Morgan 2007, 2008
Trade & Forfeiting Review
Melhor Provedor de Trade Services J.P. Morgan 2004 - 2008
Melhor Banco de Operações Estruturadas J.P. Morgan 2008
4
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
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Presença Global
Argentina
Buenos Aires
Bahamas
Nassau
Brazil
Rio de Janeiro
São Paulo
Canada
Calgary
Montreal
Toronto
Vancouver
Cayman Islands
Georgetown
Chile
Santiago
Colombia
Bogotá
Mexico
Mexico City
Monterrey
Peru
Lima
United States
Chicago
Dallas
New York
San Francisco
Venezuela
Caracas
Americas
Austria
Vienna
Belgium
Brussels
Channel Islands
Jersey
Czech Republic
Prague
France
Paris
Germany
Berlin
Frankfurt
Munich
Greece
Piraeus
Ireland
Dublin
Italy
Milan
Rome
Luxembourg
Netherlands
Amsterdam
Norway
Oslo
Poland
Warsaw
Portugal
Lisbon
Russian
Federation
Moscow
Spain
Bilbao
Madrid
Sweden
Stockholm
Switzerland
Geneva
Zurich
United
Kingdom
Bournemouth
Edinburgh
Essex
Glasgow
Isle of Man
London
Europa
Egypt
Cairo
Nigeria
Lagos
South Africa
Johannesburg
Africa
Australia
Adelaide
Brisbane
Buderim
Canberra
Gold Coast
Melbourne
Perth
Sydney
Bahrain
Manama
China
Beijing
Hong Kong
Shanghai
China (cont’d)
Shenzhen
Tianjin
India
Mumbai
New Delhi
Indonesia
Jakarta
Israel
Tel Aviv
Japan
Osaka
Tokyo
Lebanon
Beirut
Malaysia
Kuala Lumpur
Labuan
Selangor
New Zealand
Auckland
Pakistan
Karachi
Philippines
Manila
Singapore
South Korea
Seoul
Taiwan
Pan Chiao City
Taipei
Thailand
Bangkok
Turkey
Istanbul
Uzbekistan
Tashkent
Vietnam
Hanoi
Ho Chi Minh City
Sri Lanka
Colombo
Asia Pacific
Fonte: JPMorgan 2001 annual report
O JPMorgan Chase é lider nos serviços de
transferências e pagamentos de dólares
americanos processando diariamente USD
3.9 trilhões em mais de 350,000 transações
Liderança na gestão de liquidez global
integrada com um soluções robustas de
cobranças e pagamentos
Tecnologia de ponta para integração de
plataformas de sistemas ERP (i.e. SAP,
Oracle)
O JPMorgan oferece soluções globais de cash
management para 96% das empresas Forbes
– lista das 100 maiores corporações
5
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Treasury and
Securities
Services
Chase Middle Market
Asset-Based Lending
Commercial Real
Estate
Equipment Leasing
Treasury Service
Global Trade
Services
Logistics
Core Cash
Liquidity
Solutions
Worldwide Securities
Services
Card Services
Credit Cards
Merchant Processing
Consumer Banking
Auto and Education
Finance
Home Finance
Insurance
Small Business
Banking
Credit and Rate
Markets
Investment Banking
(Mergers and
Acquisitions)
Institutional Equities
Proprietary
Positioning
Commercial
Banking
Retail
Financial
Services
Investment
Bank
J. P. Morgan Fleming
Asset Management
J. P. Morgan Private
Bank
Private Client
Services
BrownCo (online
trading)
J. P. Morgan Invest
Asset and
Wealth
Management
Linhas de Negócio
6
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Recebiveis Pagamentos
Investimentos
Linhas de Crédito
US: FedWire, CHIPS, ACH, Book Transfer
Europa: SEPA, TARGET, CLS, etc
Ásia: câmaras locais: Austrália, Tokio,
Coréia do Sul, etc
Câmbio: AutoFX & FX FTI
Cheques
FedWire, CHIPS, ACH, Book Transfer
Wholesale Lockbox
Cash Letter
Cobrança Documentária
Captura de Imagem
Overdraft
Linhas Intra-day
Conta investimento MMDA
Investimento Automático (AIP)
Fundos de Investimento
Time Deposits, TBill, Commercial Paper
Securities Desk
Concentração de Caixa (Pooling/Netting)
Contas em 38 moedas
Conta multi-moeda (Londres & Cingapura)
Serviços (extrato, billing, etc) via Internet
Serviços Multi-banking
Escrow Account – utilizada para garantias (ex: Trade and
Project Finance, Structured Loans, M&A, Regulatory, etc)
Conta-Corrente
Portfolio de Produtos Treasury Services
Global Trade Garantias; L/Cs; Cobranças
Structured Trade Financing
Ferramentas via internet de Comex
Logística
Managed Services
Consultoria de Comércio Exterior
Banco Eletrônico JPMorgan Access (via internet)
eServe – investigação
& emendas online
Interface com ERP
(SAP, Peoplesoft, Oracle, etc.)
iVault (armazenagem eletrônica de documentos)
7
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Comércio global em tempo real
• Gerenciamento de
Operações Físicas e
Financeiras de importação
e exportação
• Classificação tarifária de
produtos
• Trade Compliance
• Gerenciamento de regimes
especiais de comércio
exterior
• Gerenciamento 4PL
• Identificação de
oportunidades de redução
de custos
• Medição de indicadores
para melhorias contínuas
Serviços de Gestão de
Comércio Global
• Avaliação de lacunas de
processo e assessoria para
ingresso em regimes
especiais (RECOF,
Drawabck, Linha Azul)
• Consultoria em comércio
exterior, assuntos
alfandegários e
gerenciamento da cadeia
de suprimentos
• Design e otimização de
processo
• Avaliação da conformidade
do comércio exterior
Consultoria em
Gestão do Comércio
Global
• Emissão de documentos de
comércio exterior
• Monitoramento de custos e
etapas da cadeia logística
• Banco de dados estatístico
• Visibilidade e controle dos
processos
• Solução para empresas
regionais localizadas na
América Latina
• Integração Fluxo Logístico
& Financeiro – Trade-X &
TSLA
Sistemas de
Informação
J. P. Morgan Global Trade Services
• Financiamentos de
Importação & Exportação
• Cobertura de Risco
(Garantias: LC, SBLC, SPG,
etc)
• Cobrança Documentária
(Trade Channel)
• Supply Chain /
Financimento de
Recebíveis
Trade Services &
Finance
Soluções para gestão do comércio internacional...
8
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Agenda
1
Apresentação institucional
Desafios de uma Cadeia de Suprimentos Global
Melhores Práticas – Por que um Provedor Único?
9
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SCM – Desafio na Gestão de Incertezas
10
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SCM – Como superar a vulnerabilidade?
11
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% X
=
Sales
Taxes
Total
Expenses
Capital Charge
Economic
Value
Added
Net
Profit
Profit from
Operations
Gross
Margin
Cost of
Goods Sold
Other Current
Assets
Current
Assets
Total
Assets
Cost of
Capital
Inventory
Fixed
Assets
Source: Adapted from Douglas M. Lambert and Terrance L. Pohlen, “Supply Chain Metrics”,
The International Journal of Logistics Management, Vol 12, no. 1 (2001, p. 13
Obtain repeat business
Order Fulfillment Impact
Increase share of market and/or customer
Retain and strengthen relationship with profitable customers
Leverage new and /or alternative distribution channels
Reduce finished goods inventory
Reduce obsolete inventory
Improve asset utilization and rationalization
Reduce accounts receivable through faster payment
Increase orders shipped complete
Impact component cost through efficient network design
Reduce damage and bracing
Reduce services provided to less profitable customers
Reduce handling costs
Reduce general overhead/management/administrative costs
Reduce outbound freight
Optimize physical network/facilities
Reduce errors, claims and customer returns
Reduce human resources cost/improve effectiveness
Gestão do Pedido afeta o EVA (Economic Value Added)
Como a entrega do pedido afeta o Economic Value Added (EVA)
12
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Áreas de preocupação das Cadeias de Suprimento Global
Visibilidade e controle
Gestão de estoque
13
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Ilos – Premio de Excelência em Logística
4PL
14
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Desafios Logísticos do Comércio Internacional
Impostos, Taxas, & Depesas
Desembaraço
Aduaneiro e
Iniciativas de
SegurançaTransações de
Carta de Crédito/Conta Internacional
Reportes Governamentais
Provedores
Logísticos (3PL’s)
Record-
Keeping
Mudanças nas
Regulamentações
Aduaneiras
O ambiente da Cadeia
Global de Suprimentos é
complexo e cheio de
variáveis
RPS
Documentação
Aumento de risco em função de “Export Control”
* RPS – Restricted Part Screening
15
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Estoques e priorização de embarques são as principais ferramentas utilizadas para recuperar atrazos e atingir a disponibilidade demandada pelos clientes.
Logística doméstica, média de 3 dias com 95% de
confiabilidade
1 dia 2 dias 18 dias 1 dia 3 dias
Logística internacional é mais complexa, considerando apenas 5 elos com
confiabilidade de 95% num total de 25 dias temos:
0.95x0.95x0.95x0.95x0.95 = 77.4% de confiabilidade
Atraso no prazo de entrega da carga no porto ou problemas alfandegários
adicionam tempo e consequente aumento/falta de estoque e/ou necessidade de
alteração de modal ou custo de frete internacional.
16
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Time
Raw
Materials &
Components
Inbound Logistics
Manufacturing
Outbound Logistics and
Inventory Investment Risk
Selling Season Start Selling Season End
Selling Season
Expected Price
75% reduction
in priceIn Season Out of Season
Service Level Requirement
For On Time Delivery
Late
Ship
ment
Dim
inish
ed S
ale
s
Diminished Profit due
to Higher Product
Storage Cost,
Inventory
Obsolescence and
Write-downs
Product &
Distribution
CostsForecasting
Diminished Price
Does not include lost revenue and profit from product service and follow-on sales
Falha ao atingir a demanda dos clientes pode indicar impacto em Diminished Value significativo
Foco em Logística: Conceito de Diminished Value
17
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Influências dos tempos no volume de estoques
Estoque de
Segurança
Estoque de
Processo
Estoque de
Trânsito
Incertezas
Tempo de
Processo
Tempo de
Trânsito
LTES Segurança deFator
LTPRES Segurança deFator
Processo de produção; processo de inspeção; processo de
desembaraço; processo de ....; processo de ....
Grande potencial de desperdício oculto!
Mais relevante para distâncias mais longas
Análise de custo total
(custo transporte vs estoque trânsito e segurança)
Grande potencial de desperdício oculto!
18
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Influências do número de agentes/etapas na cadeia
Estoque de
Segurança
100
~130
~150
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Agenda
1
Apresentação institucional
Desafios de uma Cadeia de Suprimentos Global
Melhores Práticas – Por que um Provedor Único?
20
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Managed Services
Trade Management
Consulting
Technology
Financial Services
Trade Management
Consulting Coverage
Financial Services
Serviços de Global Supply Chain em escala mundial
21
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...11
Example of a Current State MapExample of a Current State Map
CustomerRaw Material
SupplierProduction
Control
90/60/30
day forecasts
Daily
Order
6 Week
Forecast
Weekly Fax
Producer A
1300 parts 350 parts
I
Shipping
50 parts
Weekly Schedule Daily
Schedule
30 days 35 days 5 days
5 hours 10 hours 20 hours
Leadtime
= 270 days
Processing
time = 35 hrs.
Producer B
1
Assembly
1
200 days
C/T = 5 hr.
C/O = 10 min.
Uptime = 80%
C/T = 10 hr.
C/O = 10 min.
Uptime = 80%
C/T = 20 hr.
C/O = 10 min.
Uptime = 80%
III
...13
Set-upTotal Work<30 hrs
ShippingPart
Producer
Assy &
Test
Batch
Example of a Future State MapExample of a Future State Map
Daily
Schedule
Lead-time
= 47 days
Processing
time = 25 hrs.
CustomerRaw Material
SupplierProduction
Control
90/60/30
day forecasts
Daily
Order
6 Week
Forecast
Weekly Fax
25 days 2 days
10 hrs 15 hrs
20 days
Mapeamento e Controle de Fluxo da Cadeia Logística
2
Prof C. Fine
©MIT 2004
Value Chains and Supply Chains
Value Chains
System Design-Core competences
-Make/Buy
-Relationship Design
-Strategic Intent
-Clockspeed
-Dynamics of
-Disintermediation
-Disintegration
-Dependence
-Capability development
“The Biology of Evolution”
Supply Chains
Order fulfillment-Inventory-Quality, cost & service-Flexibility-Response times-Logistics-Distribution-Procurement-Forecasting-Transportation-Quantity accuracy-Timing accuracy“The Physics of Flow”
Clockspeed and Value Chain Roadmapping
Sincronizar o fluxo faz a diferença.
- Janelas de coletas, fluxo de documentação entre outros.
Mapeamento considerar custo total:
- Não adianta otimizar custo numa etapa se a outra vai ser impactada.
22
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Exemplos de Revisão de Fluxo
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Exportação via Rodoviário
• Bottom Line: US$ 55.000.000,00
(year basis) Opportunity Cost Capital 9%
Total Cycle : 12 Days
• Main Benefits with 4 days lead-time reduction:
- Working Capital Reduction US$ 611.000,00
- Opportunity Cost Capital US$ 52.670,00
- Inventory level reduction
- Order-to-Cash cycle reduction
EXPORTATION LOGISTICS FLOW: SAO PAULO TO BUENOS AIRESEXPORTATION LOGISTICS FLOW: SAO PAULO TO BUENOS AIRES
São Paulo BR
Bonded Warehouse Buenos Aires - AR
2 days (D+2)Comitted lead-time LT
TransportationProcess
Dry Port – Uruguaiana - BR
Actual 3 days
Dry Port– Passo Libres - AR
Actual 2 days Actual 3 days
1 day Comitted
Customs Clearance Process
2 daysComitted LT
Carrier ABCProcess
2 daysComitted LT
Customs Clearance ArgentinaProcess
Actual 3 days
Delivery 1 dayComitted LT
Receiving at factoryProcess
Buenos Aires AR
Actual 1 day 15 Km
1.600 Km
700 Km
• Bottom Line: US$ 55.000.000,00
(year basis) Opportunity Cost Capital 9%
Total Cycle : 12 Days
• Main Benefits with 4 days lead-time reduction:
- Working Capital Reduction US$ 611.000,00
- Opportunity Cost Capital US$ 52.670,00
- Inventory level reduction
- Order-to-Cash cycle reduction
EXPORTATION LOGISTICS FLOW: SAO PAULO TO BUENOS AIRESEXPORTATION LOGISTICS FLOW: SAO PAULO TO BUENOS AIRES
São Paulo BR
Bonded Warehouse Buenos Aires - AR
2 days (D+2)Comitted lead-time LT
TransportationProcess
Dry Port – Uruguaiana - BR
Actual 3 days
Dry Port– Passo Libres - AR
Actual 2 days Actual 3 days
1 day Comitted
Customs Clearance Process
2 daysComitted LT
Carrier ABCProcess
2 daysComitted LT
Customs Clearance ArgentinaProcess
Actual 3 days
Delivery 1 dayComitted LT
Receiving at factoryProcess
Buenos Aires AR
Actual 1 day 15 Km
1.600 Km
700 Km
Foco da revisão do fluxo:
Redução de “Demurrage”;
Eliminar 2o período de
armazenagem.
Foco da revisão do fluxo:
Redução do custo de Estadia;
Redução do ciclo logístico.
23
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Ferramenta para Monitoramento e Controle dos Ciclos e Custos
Tracker Metrics - Example - Import Transaction: XXX/2006
Event
Lead
Time
Original
Date Planned Date Previous Date
Real
Date
Internal PO Creation 0 07/20/06 07/20/06 07/20/06 07/20/06
PO Acknowledge 2 07/22/06 07/30/06 07/22/06 07/30/06
Shipment Date 15 08/06/06 08/14/06 08/06/06 08/14/06
Ship Arrived at port 25 08/31/06 09/15/06 08/31/06 09/15/06
Customs' goods clearance 3 09/03/06 09/18/06 09/03/06 09/18/06
Goods arrival date 1 09/04/06 09/25/06 09/04/06 09/25/06
Orig inal X R eal
06/12/06
07/02/06
07/22/06
08/11/06
08/31/06
09/20/06
10/10/06
Internal PO
Creation
PO
Acknowledge
Shipment
Date
Ship Arrived
at port
Customs'
goods
clearance
Goods arrival
date
Original Date Real Date
Tracker Metrics - Example - Open Import Transaction
Track ID PO Number Exporter Carrier Value A B C D E F G H I
234 2312 AAA XXX 3.469,00$
242 2323 BBB YYY 1.019,88$
243 2373 AAA TTT 7.262,90$
248 2391 AAA ZZZ 8.373,33$
257 2419 AAA ZZZ 6.560,96$
257 2515 AAA ZZZ 7.308,00$
257 2606 BBB ZZZ 3.976,95$
266 2608 CCC TTT 9.776,14$
274 2636 DDD TTT 3.595,69$
276 2646 DDD XXX 5.374,50$
277 2706 DDD YYY 5.090,16$
286 2788 EEE YYY 2.605,42$
292 2831 AAA YYY 9.936,92$
300 2852 AAA YYY 2.652,06$
303 2909 BBB XXX 8.014,70$
305 2949 BBB XXX 4.491,00$
309 2957 CCC TTT 8.222,54$
309 3051 CCC ZZZ 5.712,33$
312 3087 EEE ZZZ 2.924,73$
316 3184 DDD TTT 5.924,27$
319 3234 CCC YYY 4.376,93$
321 3321 AAA ZZZ 7.934,35$
321 3335 EEE TTT 5.413,03$
TSLA - Tracker: Workflow & Event Management
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Modelo de Governança do Comércio Internacional
Daily
Weekly
Monthly
KAIZEN
Weekly Meetings
Pre
Governance Process
GovernanceExecutive Meeting
Voiceof
Costumer
CLIE
NT’S
FEED
BACK
OU
TPU
T REPO
RT
Visibilidade e Controle para garantir que a estratégia da empresa seja
refletida nas decisões.
25
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Kaizen – reuniao diária
―Lean Thinking‖:
Specify value
Map the flow of value
Make value flow
Foco em melhoria continua:
Qualidade
- Visando sempre novas
oportunidades no processo e
redução de Lead Time.
Custo
- Identificando sempre
oportunidades para a redução de
custo.
Pull from the customer
Seek perfection
26
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Serviços de Despacho Aduaneiro – Valor Agregado
Capilaridade
Controle de Caixa e Pagamentos
27
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Modelo de Gestão
Process and
Procedures
Work
Instructions
Audit /
ComplianceBusiness Rules
Governance
Model
P&P - Import Process WI - Advanced Payment Transaction Test Local Transportation
P&P - Export Process WI - Purchase Management Internal Audit International Transportation
P&P - Draw-Back Process WI - Special Process External Audit Broker
WI - Booking Support System Agent
WI - Letter of Credit
WI - CADIVI
WI - Shiping Confirmation
WI - Customs Clearance
Internal Courses
© 2006 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 49
ST
RI
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LY
PR
IV
AT
EA
ND
CO
NF
ID
EN
TI
AL
J&J - CO - Site 1 - Dashboard Operation - Import and Export – Target 95%
57% 57% 57% 57% 58% 57% 56% 56% 56% 49% 49% 49%
37% 38% 38% 38% 38% 39% 39% 39% 49% 49% 48%37%
0%
20%
40%
60%
80%
100%
Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08
Import - 60% Export - 40%
Dashboard – Import / Export – Site 1
94% 94% 95% 95% 95% 95% 95% 95% 95% 98% 98% 97%
Indicators Target Reached Indicators Target Reached
Supplier 15.00% 15% Agents 40.00% 40%
Forwarder 40.00% 38% Shipping Line 45.00% 41%
Custom Agent 14.00% 14% Local Transportation 15.00% 15%
Local Transport 6.00% 4%
Logistic Cost 10.00% 10%
Innovation 15.00% 15%
Total 96% Total 96%
Import 60% 58% Export 40% 38.40%
Total General 97%
Analitic Metrics
Import - 60% Export - 40%
© 2006 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 21
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J&J – AR – Import Metrics – Import Delivery Performance
J&J - AR - Import Delivery Performance
94% 94%
87%
92%94%
92% 91%93%95%
93%
88%
93%
70%
75%
80%
85%
90%
95%
100%
Aug-07 Sep-07 Oct-07 Nov-07 Dec-08 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08
Reached Target - 92%
30 process delivery Delayed (exclusion):
16 Process has performed the logistic lead time, then JPML consider the delivery without delay.
7 Process the Supplier delivery goods with delay
7 of process was delivered with delay
40
Lati
n A
meri
ca
KEY SUPPLIERS VISIT IN ARGENTINAIMPROVEMENTIMPROVEMENT
BONDED WAREHOUSE: GARGANOCARRIER: CANTARINE
Meetings and interviews with commercial managers and operations coordinators
28
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
Supply
Chain
Reliabilit
y –
Tim
e &
Money
Metodologia de Consultoria
Issue Statement
SmartMap Trade Lanes
Process FlowGap Statement
Análises que permitem decisões de negócio mais ágeis e efetivas
Resultados da Consultoria – Metodologia Própria
29
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
Supply
Chain
Reliabilit
y –
Tim
e &
Money
Environmental
Elements
Import
Compliance
Policy &
Processes
Special
Regulations
Permits,
Authorizations,
& Insurance
Process &
Procedure
Documentation
Performance
Measurements
& Audit
Organization
& Employee
Training
Country
Regulations
Global Trade
Automation
Contract
Management
Goods
Flow
Reciving
Goods
Goods Arrive
in Country
Carrier to
Customs
Warehouse
Customs
Warehouse
Domestic
Carrier Pick-
up
Delivery for
Consumption Supplier of
Goods
Data
Flow Entry
Submission
and
Clearance
Entry
Generation/
Declaration
Receipt of
Nota Fiscal
Adjustments/
Broker
Invoice/Comp
lementary
Nota Fiscal
Purchase
Order
Shipment
& Invoice
Information
Nota
Fiscal
Duty
Payment/Broker
Advance
Payment
Broker &
Import
License
Operational
Processes
Shipment
and Entry
Operational
Activities
Pre
Shipment
Record Data
Import
Classification
Regulatory
Activities
Regulatory
Activities
Duty Min
Mercosul,
ALADI,
Others
Operational
Activities
Post Shipment
LicenseRecord
keeping
Regulatory
Activities
Broker
Management
PO
Management
Metrics
Pick Up
Schedule
COACustoms
Rejects &
Challenges
International
Transport
Regulatory
Activities
Customs
Clearance
Import
Payment
Validation
OperationalActivities
ANVISA
Resgisters
Post-Entry Others
Exemplo de Smart Map de importação
30
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
Supply
Chain
Reliabilit
y –
Tim
e &
Money
CompensaçãoManaged Services F/XTradeManaged Services Logistics
Document Preparation
Export Collection
F/X Quotation
Trade-X
Exportador Frete internacional ImportadorAgente de
transporteCorretorBancoDespachante
J. P. MORGAN SINGLE EXPERIENCE
Desde o pedido ao pagamento com um único contato!
Standby L/C
L/C: Abertura, Aviso,
Emenda & Negociação
Cobrança Documentária
Financiamentos a
Exportação &
Importação
Operações Estruturadas
Supply Chain Finance
Trade Channel
Classificação
tarifária
Trade Compliance
Gestão de licenças
de exportação
Documentação
Relatórios
Governamentais
Otimização dos
custos logísticos
Auditoria e
treinamento em
Compliance
Despacho aduaneiro
FCY Clearing
Otimização de liquidez
do caixa offshore
Câmbio
31
© JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC
Supply
Chain
Reliabilit
y –
Tim
e &
Money
Resumo:
Gestão estratégica de lead-times e benefícios:
- Acurácia nos parametros de planejamento logístico
- Redução do Estoque em Transito e Estoque de Segurança
- Redução de capital de giro e impacto positivo nos demonstrativos financeiros
- Ganhos financeiros em razão do custo de oportunidade de capital
Visibilidade e Monitoramento Global;
Indicadores de performance por “players” e etapas;
Early Warning Mechanism – antecipação de rupturas;
O custo da falta e “customer goodwill”;
Perfil do profissional de SC – cada vez mais fluxo e custo.