Chapter 10: Export logistics

Logistics includes the set of actions and procedures necessary to deliver the merchandise
to the customer and ensure that the corresponding payment is made. It also covers
transportation or freight, delivery of the merchandise to the agreed place, with the
corresponding handling of the merchandise, customs processing and required
documentation, obtaining insurance, credit management, when applicable, and collection.
respective (international forms of payment), which concludes the export commercial cycle.
Merchandise for export normally requires being stowed in a special way to prevent it from
being damaged by the series of maneuvers it has to go through from the place of origin to
the place of destination. In the area of exports, logistics is somewhat more complex due to
the need for merchandise to leave one country and enter another, which requires the
knowledge and collaboration of the customs authorities of both countries. Finally,
international collection also adopts various modalities in order to ensure that the exporter
meets the commitments made and that the importer makes the corresponding payment.
Export logistics essentially comprises five tasks:
* Customs processing
* Transport
* Material handling
* Insurance
* International payment methods
The process begins when, based on an international trade operation, the exporter (seller)
prepares and sends a letter of entrustment or instructions to the customs agent that
provides service.
The customs agent is the person authorized by law to carry out the necessary actions on
behalf of the person who hires his services, in order for the authority to authorize entry, in
the case of imports, or exit, if it involves exports of merchandise. to or from the national
territory.
The documents that are usually required in the export/import process are: letter of
instructions or order, commercial invoice, export or import procedure, bill of lading (air
waybill, railway receipt or consignment note), insurance policy , letter of credit, health
certificate, quality certificate, certificate of origin, packing list, various legalizations and
sales contract.
The means of transporting goods for international trade are: land (freight transport and
rail), water transport (river and sea), air transport, multimodal (mixture of two or more
transport groups) and other means of transport. such as ducts and conveyor belts.
The types of freight transportation vary depending on the following factors: direct and
indirect costs of the carrier, transport group, distance, weight/volume ratio, risks,
competition between carriers, type of services, special services, transportation insurance,
value of the merchandise and characteristics of the product that facilitates or hinders its
handling.
There are different forms of payment applicable to foreign trade, including: cash, check,
bank draft, bill of exchange, letter of credit, personal collection, funds transfer and
payment order. Among the safest is the letter of credit, which offers a series of advantages
including: compliance with the established obligations for both the buyer and the seller,
convenience and ease of operation, the importer obtains credit support and both They
have specialized support and advice from their respective banks.
Chapter 11: Competitiveness analysis
The purpose of this chapter is to address in a practical, understandable and simple way the
methodology to carry out the competitiveness analysis, compare your product against those
of the competition and, based on the knowledge acquired, achieve significant
improvements in your competitive profile and results.Competitiveness analysis includes a
series of methods by which the strengths and weaknesses of the company are compared
with those of competitors, to develop competitive strategies. Competitiveness analysis is
closely related to the answer to the question: what to do for the company to be successful?
Competitiveness analysis is a study of six aspects of the quality of the company's products
in comparison with those of the competition:
* Production: capacity, flexibility, cost, technology, etc.
* The products, both essential and extended, plus and total.
* Competitiveness profile of the company, considered comprehensively, that is, all the
structural and positioning elements that place it at an advantage or disadvantage with
respect to its opponents are taken into account.
* Marketing systems, including distribution channels and the series of facilities for the
consumer to acquire the products.
* Promotion with which the company aims to conquer the will of consumers to purchase
the products and include them in their consumption patterns, in order to generate repetitive
purchases.
* Service during the sale and after-sale, which can be included in the competitiveness
analysis of the total product, with regard to the plus concept
The competitiveness analysis process is carried out through three phases: the preparation
phase includes the integration of the evaluation group, determination of factors for
evaluation and the formulation of evaluation tables with grades and points; In the
realization phase, the evaluators analyze, test or taste and rate, concentration of evaluations
and graphing of the competitiveness profile with its list of comments and observations and,
finally, the use phase, which includes the formulation of the diagnosis, strategies, plans and
Projects.
There are three fundamental elements in the competitiveness analysis, without which it is
not feasible to carry it out: company information, competitor information and the use of
an effective analysis and evaluation method.
Competitiveness analysis is a technique with which short-term results are obtained; it
necessarily requires field research work to obtain information and, where appropriate, the
competition's products.
In designing strategies to compete and surpass competitors, it is essential to use strengths
and do everything possible to overcome weaknesses, ensuring, in the meantime, that they
are not visible to the eyes of the competition.
The different factors that intervene in the strengths and weaknesses of the organization do
not have the same importance or produce the same effect. Ranking the importance of
each one is very useful to rationalize actions aimed at increasing competitive capacity. An
example is allocating limited resources to those tasks that can generate better and greater
results.