Historically, the Trade function was viewed within many organizations as a cost center that deals with straightforward transactions staffed by reactive lower-level professionals that focus on putting out fires.
Today, corporations have begun to shift their fundamental understanding of the Trade function and its strategic purpose within the enterprise and started looking at the Trade process as an engine to drive cost savings, business efficiency and compliance. The Trade function has moved up the corporate ladder; its leaders have titles like vice presidents and directors. They have a seat at the table steering the direction of the company. In short, the Trade function has made the switch from reactive to proactive.
But, moving away from a cost center and delivering on this strategic promise requires the right set of tools and a scalable model. A critical component of both being Global Trade Management (GTM) Systems.
This article outlines the factors and considerations of building a successful Global Trade Management (GTM) Systems business case.