For decades, governments and companies around the world have focused almost exclusively on tariffs as the biggest impediment to global trade. Despite tariffs dropping to a 30-year low, reform efforts have stalled in recent years and international trade remains seriously constrained.
The National Retail Federation estimates that nearly $9bn was lost by merchants in returns fraud in 2012. And according to a report from ThreatMetrix, online fraud resulted in about $3.5bn in lost revenue in North America last year.
A British supermarket chain has recalled a beef product after traces of the powerful veterinary drug phenylbutazone, which is banned from the human food chain, were found for the first time in an item that had been on sale in stores here.
Conceptually, supply chain "risk" is used to denote perils, loss, dangerous occurrences, hazards, and even vulnerabilities. Risks include everything from management functions to fraud, to fundamental honesty and loyalty issues encompassing every aspect of an organization's status and operations. In addition to the firm's built-in management risks, the international supply chain provides additional third-party risk elements such as foreign shipper practices, carrier practices, weather, foreign government involvement, unforeseen disruptions in the process, timing, language, cargo quality and quantity, even payment issues.
The growth of global trade, internalisation and externalisation of borders, and increased security threats to international supply chains are putting pressure on Customs organizations around the world.
It used to be that the only way for multinational corporations (MNCs) to enter China was through a joint venture with a local Chinese partner"”typically a government-appointed, hopelessly backward state-owned enterprise. Foreign ownership was capped at 50 percent, and MNCs faced numerous hurdles, such as local supplier requirements and mandatory technology transfer agreements.