Category Archives: Global Trade

Dangerous Procurement Predictions Part III

As per our first two posts, if you read my predictions post, you know SI hates predictions posts. It fully despises them because the vast majority of these posts are pure optimistic fantasy and help no one. Why are the posts like this? Because no one wants to hear the sobering reality off of the bat in the new year and the influencers care more about clicks than actually helping you.

But the predictions are not only bad, they’re dangerous if you believe them. So we are continuing to lay bare the reality of the situation to make sure you understand that this year isn’t much different than last year, no miracles are coming, and only hard work and the application of your human intelligence are going to get you anywhere. Today we tackle the next three, and while we hope we’re getting close to the end of the series, we’re pretty sure there will be at least one more entry.

8. Global Trade Will Shift, Prioritizing Resilience Over Cost.

In the mid to long term some trade will shift to prioritize resilience, but most trade won’t. While defence procurements, critical mineral and material acquisitions for high-end electronics, and valuable commodities that can be traded like currency (such as gold, silver, platinum, diamonds, etc.) will be shifted for resilience, the reality is that, even with natural disasters, sanctions, trade wars, and actual wars, most companies aren’t going to make any changes to their supply chains (unless given absolutely no choice) because

  • finding new suppliers (in new countries) takes time and effort
  • qualifying new suppliers (in new countries) takes time and effort
  • identifying and contracting reliable carriers takes time and effort
  • building and securing new supply lines takes time and effort
  • etc.

and most companies are in constant fire-fighting mode, overworked, overstressed, and they just don’t have the time as long as the current supply chain, while strained, still works. Until their supply completely dries up, their primary production lines and revenue streams are threatened, and they have no other choice, they won’t change because they’ll keep telling themselves random natural disasters won’t impact them, the tariffs are only temporary, sanctions change with administrations, and wars eventually end.

9. Your employees will orchestrate outcomes.

Woody Woodpecker, take it away!

The level of talent needed to orchestrate outcomes is well beyond the average level of talent in an average (and even most above average) Procurement Department(s). There’s a reason that talent is a concern, a <href=”” target=_blank>top risk, and a top barrier for not just the last five years of studies and surveys, but at least the last ten. Talent has been scarce for a decade, and the situation is much worse since COVID. COVID saw many early retirements of the forced and chosen variety. Then the constant fears of recession saw more layoffs, starting with the highest paid (and most experienced) talent first. And you can be damn sure many of them are not coming back. We told you a year ago that talent is about to become scarce, and we’re sad to say we think we underestimated just how scarce talent is about to become.

And the reality is that only top talent can orchestrate outcomes. All the vast majority of talent can do is execute tasks one by one in a well-defined process. They can’t create new processes, and they certainly can’t define new outcome-centric processes on the fly. Especially when the ORCestration platforms they are given can’t even “orchestrate” a process to lead a mouse to the cheese it desperately wants.

10. New Year, New Me.

Who were you last year?

That’s right, the same person you are this year.

This BS lasts until all the bubbly you drank on New Year’s eve wears off, the rose coloured glasses go dim from the glare of doing the same damn thing as you stare at the same damn screen 12 hours a day, and you get overwhelmed with all the same tasks you were doing last year. Within two weeks at most, the new year, new me bullcr@p disappears with your last new years resolution and you’re just fighting to survive being overworked, understaffed, underfunded, and under-resourced, especially on the tech side (because the C-Suite wasted all the budget on a Big X Consultancy Gen-AI project that never even got to beta testing because the prototype phase never actually worked).

Most people won’t even make an effort to improve, which is the best one can hope for! (So if you have an employee who does, proactively give them a raise, any training they ask for, and keep them. Because, as per our response to the last false, and dangerous, prediction, talent is scarce and you should do whatever you can to keep whatever talent you have [instead of trying to replace it with fake AI that will never work fully autonomously].)

Primary ProcureTech Concern: Weakness & Volatility in Emerging Markets / Trade Wars

Emerging markets are your future markets, and often the source of critical raw materials.

Why?

Given that a lot of outsourcing has been redirected to these “low cost” markets over the past two to three decades, any rapid increase in volatility becomes a significant concern, especially if the markets are not strong enough to weather the storm. A major event could wipe out an entire subset of the supply base literally overnight, greatly increasing supply shortages and increasing the market complexity. Or at least make it unsustainable, such as a 145% tariff on China which is the source of over $500 Billion dollars in imports into the USA.

Impact Potential

The impact of a “low cost” market becoming unavailable, or at least unsustainable, is moderate to severe, especially if all of your outsourced eggs are in the same country basket. One lesson that some companies haven’t learned yet is that dual sourcing is not reducing risk if the two sources of supply are in the same country (or the same small geographic region — because if you have two factories located 100 miles from each other on two sides of a border, guess what, one natural disaster can wipe them both out).

If your primary source of affordable supply is wiped out overnight, it could take months to identify a new source of supply and quarters to secure the supply and get your supply chain flowing properly.

Major Challenges/Risks

Foreign Market Predictions
It’s hard to predict what’s going to happen in a foreign market that you aren’t in everyday. You can follow economist predictions, follow currency trends, try to get a grip on the trade relations between that country and your home country, and so on, but it’s not easy. If you can predict early enough, you can take action. But if an administration, without warning, decides to drop 100%+ tariffs on your source of supply, you’re in trouble.

Alternate Sources of Supply
Sometimes there’s few sources of supply for a given material, part, or product outside of a given country that has a similar total cost of acquisition, especially if you aren’t sourcing at full volume. Identifying alternate sources of supply that you can switch to quickly can be quite a challenge.

New Market Identification
If the emerging market also happens to be one of your primary emerging sales markets, the hit from volatility can be quite significant if the volatility results in rapid inflation, job loss, or both and your sales start to drop rapidly.

Final Words

Given the globalization of today’s supply chains, where a product can depend on materials and parts from dozens of countries, weakness and volatility in emerging markets is a significant concern. And we have yet another (fourth) reason you need an economist!

Primary ProcureTech Concern: Geopolitical Uncertainty

As Koray Köse would be quick to point out, trade is dependent on politics, and with politics comes geopolitical uncertainty.

Why?

Geopolitical uncertainty is a huge concern because geopolitical uncertainty often results in instability of supply and cost and contributes to the three highest risks: rising cost, supply shortages/constraints, and regulatory compliance. In addition, it also strengthens the one of the more significant barriers to success: category/market complexity.

Impact Potential

Geopolitical uncertainty often leads to sanctions, port shutdowns, border closings, and sometimes the complete termination of supply lines. It can also lead to product, factory, and bank account and also asset seizures. All of these impacts are significant. Best case scenario, it’s just millions in losses, the organization can afford it, and keeps going. Typical scenario, major interruptions, if not termination, of product lines; very unhappy customers; significant, ongoing, losses; and possible closure of divisions or loss of markets. Bad scenario: one of the only sources of a key rare earth or technology component becomes unavailable, the source can’t be sufficiently replaced, and your main business line is terminated. Worst case scenario: a regime change seizes all of your assets in a country, terminates your supply line, indicts your senior executive in the region for treason, and your business is terminated.

Major Challenges/Risks

Event Monitoring: monitoring and detecting events that not only signal that a significant geopolitical event has taken place that is likely to interrupt your supply chain but also events that signal that a significant geopolitical event might be coming. For example, polls a short time apart that signal a rapid shift in political leanings (to the far left or far right) can signal a major shift in the next election. Massive, violent, protests and riots can signal a possible uprising. Unsanctioned military operations can signal an attempt to overthrow the government. Detecting the right events is key to making the right predictions.

Impact Analysis: detecting an event is one thing. Predicting a likely outcome is another. Determining the extent of that outcome can be harder still. And, finally, determining the full, long-term, impact on the organization is often extremely difficult, as some assumptions will need to be made in each step of the reasoning, and the wrong one will lead to the wrong conclusion.

Final Words

Geopolitical uncertainty is a huge concern because you can never know for sure what is going to happen, but you need to have a good idea if you want to prepare. So you need to ensure you have access to a trade expert as well as an economist.

America: Please Get a Plan and Sign Your Trade Deals! FAST!

the doctor stopped reading the daily tariff news about a month ago, because it was too depressing. (Especially since he had already told you that, since you didn’t start preparing years ago, your only real solution was BTCHaaS.) But now it’s unavoidable with the 90 days expiring, few deals done, and “letters” supposed to replace deals. Moreover, the news hasn’t improved any since the rumours in May that the Big Three Automakers were going to scale back and shift global production outside the US. (EEEK!)

These trade wars aren’t helping America. They’re hurting America. Every day more and more American small businesses close their doors. Every day an average lower class or working class American pays more and more taxes on basic necessities that cannot be sourced from within America’s borders. And every time an American Government representative attacks Canada with false claims of hostility, 400% tariffs on US imports, huge trade deficits (which don’t exist, as per yesterday’s post), and so on, more and more Canadians go elbows up and forget about the pain an average American is experiencing and how important it is for Canada and the USA to work together to combat global threats and maintain a strong North America.

Anyway, back to the point, you need to get a plan and sign your trade deals fast because if

  • small businesses continue to fail,
  • the 12% lower class and 31% blue collar working class have to continue to pay 10% to 30% more on food and necessities they need just to survive, then your poverty rate (which is already 11% and quite high for the richest country in the world) is going to explode, and
  • trade partners continue to look elsewhere to trade their products and services

then America is losing out!

It’s important to remember that there are two, and only two, good reasons for tariffs:

  1. Tax Rates in a Consumption-Based Tax Regime. (America, like Canada and most first world countries are Income-Based Tax Regimes.)
  2. Protection of core/critical industries by ensuring third parties can’t dump massive amount of cheaper (and usually inferior) products and services into your country and damage your industries.

In other words, in America, and Canada,

  1. there should ONLY be significant tariffs for products and services that the country is capable of meeting it’s total domestic need for,
  2. there should ONLY be moderate tariffs for products and services where the country is close to, but not yet capable of meeting, the domestic need (so that the remaining need can be met, but outside products and services will only be chosen to meet the gaps)
  3. there should ONLY be low tariffs for products and services that the country can not (come close to) meet(ing) the domestic need for, but where the government has to ensure safety, quality, compliance with laws etc. (e.g. outside food needs to be regularly inspected by the FDA, for example)
  4. there should be essentially no tariffs (beyond minimal inspection/processing fees) for products/services the country cannot produce domestically

Anything else hurts the populace. Also, since American economists didn’t do the math, a Canadian economist did. And the outlook for (sustained) tariffs above 10% is NOT Good! See this article. Or, if you don’t like economics and math, note that it more-or-less reinforces what the doctor said above. Low tariffs (on the majority of products and services) are actually good. They reduce trade deficits (presumably by discouraging dumping) and encourage real GDP growth (as current factories have the chance to maximize production and local markets with some protection), but only to a point! Somewhere between a 5% and 10% tariff rate, any and all benefits from tariffs cease.

So get those deals, and get the tariffs down to the right rate for the category of good or service (and country of origin) in question. Next to nothing for basic foods (like mangos) you don’t produce locally. The 5% to 10% range for raw materials (like aluminum and steel) you can produce of lot of domestically, but not totally meet your need for. 10% for industries that are strong and you need to protect (and grow). But please remember that you can’t build a new factory overnight, and in most modern manufacturing industries, and hi-tech electronics in particular, it takes 5 to 10 years to build and get a factory up and running. In the interim, you have to buy those products elsewhere.

In other words, you need a detailed plan, not just broad goals, reactionary policies, or a belief that if you will it hard enough, it will happen. Just because you want to play baseball, that doesn’t mean the world does. And, unfortunately, the nature of trade is you have to work with your partners (while, and this is key, making sure they work with you — don’t just get agreements for reciprocal trade, encode penalties into those agreements where if they don’t increase their purchasing, the tariff will go up every time the trade deficit fails to decrease by a pre-determined amount. Remember that some countries, like China, like to make broad promises, like they did in your President’s first time, but then fail to follow through).

The last thing Canada wants to see is this come crashing down, which would result in millions of layoffs (outside the tech industry), big manufacturers relocating production to the global market outside of the US, or global partners dumping American holdings or the American dollar as the default currency. It’s important to look at history and remember that while America was globally one of the richest countries the last time tariffs were high in the Gilded Age, the average American was quite poor. Furthermore, the short-lived Progressive Era that followed ended in the Great Depression, and that’s something we never want to see again! Short term trade wars can be a good thing if it leads to a re-stabilization of a drifting global economy, but long term trade wars aren’t good for anyone — and the country that started it in particular.

So please, get your deals, establish a new operating norm, and let everyone get back to work. Thank you!

Why You Need BTCHaaS!

Nine years ago we told you that you needed MROaaS, and you most definitely do, but it’s not enough anymore, now that you can’t predict what your parts are going to cost now that you’re Back in the U.S.S.R, you also need BTCHaaS: Border Transport Cost Heuristics as a Service.

Basically, now that USA border tariffs (and counter-tariffs from Canada and Mexico) are more unpredictable than the weather (where 3 day forecasts in some areas approach 97%, East Coast Canada excluded, and 10-day forecast accuracy is approaching 50%), and come and go on a daily basis, you need a border transport (BT) solution that uses predictive analytics solution that minimizes your tariff impacts that uses cost heuristics (CH) derived from similar prior patterns in similar tariff announcements and withdrawals, costs per day of delay, and spoilage risk.

Basically, you have this dilemma. When a tariff is announced on the border your truck is scheduled to cross for the day it is scheduled to cross, do you

  1. accept is a cost of business, do nothing, and have it cross as normal
  2. send it to a truck stop and tell it to wait for a revised decision tomorrow
  3. turn it back around, unload, and do without (for now)

Depending on:

  • the value of what’s in the truck
  • the risk of spoilage
  • your contractual requirements
  • storage costs on the other side of the border
  • the tariff(s) that will be applied

Your best option on any particular day will vary. For example:

  • if the tariff is likely to be rescinded in the next three days, and you can wait a day or three, maybe you tell the driver to wait and pay an extra one to three days of salary/transport fee
  • if the tariff is not likely to be rescinded in the next three days, but likely within the next few weeks, and the tariffs would be in the tens or hundreds of thousands of dollars, and you can do without the goods for a few weeks, maybe you send the truck to a local warehouse and pay a temporary storage fee
  • if the tariff is not likely to be rescinded at all, and you can do without the goods in the short term, and you are not contractually obligated to take them (which might also be the case if the tariffs are so high that they qualify as force majeure), maybe you turn the truck around and drop them off where you picked them up
  • if the tariff is not likely to be rescinded, and you can’t do without the goods, then you should just cross the border

But that’s not an easy decision to make on the spot. You need to know

  • the transport, and waiting, cost per day
  • the (potential) cost of (additional) spoilage (i.e. 5% of produce may spoil)
  • the (potential) cost of any delay
  • the cost of the tariff
  • the cost of localized storage (plus the additional unloading and loading fees)
  • the likelihood of a decision change within a short time frame (3 days) and a mid-time frame (3 weeks) based on market data and sentiment analysis to tariff announcements

and do all the calculations and make recommendations based on the possibilities for you, a human with human intelligence (HI!), to accept or reject. After all, if the truck is carrying 2 Million of electronics or auto parts, a 25% tariff is 500K, and it doesn’t cost anywhere near that to make the driver wait an extra couple of days (and to hire a few security guards to keep it safe), and will be worth it if the likelihood of a reversal, or significant reduction, is high.

So yes, MROaaS is not enough anymore … you now need BTCHaaS!