252423 Learner Guide

One aspect where HR plays a part in inAterDnaVtioAnaNl trCadEe cDompetitiveness these days is the actual

job functions, processes and procedures. A very good and effective tool to increase productivity,
reduce errors, ensure time lines are kept and benchmarks maintained, get effective reports for
future planning and ultimately give excellent customer service is a quality management system.

It is being asked on a consistent basis; whether or not South Africa companies have a QMS (quality
management system) in place e.g. ISO 9001:2000 (International Standards Organisation). The

reason for this is that a QMS maintains andRimIpSroKves MprodAuctivity, reduces errors, ensures customer

service excellence and handles non-conformances effectively – managers are channelled by the
system to take responsibility.

Some countries now are advising their traders NOT to trade with companies internationally that are
not accredited by a reputable QMS organisation. If you look at this scenario a little closer you’ll find
that companies without a QMS will not be awarded tenders and other possible business, so it is
therefore in the interests of any freight forwarding organisation to implement this kind of control.

ASSESSMENT CRITERION 2

The information technology requirements of a freight forwarding organisation are described in

Information technology (IT) is TOP of the list of requirements by many role-players these days and
has become key to national economic well-being – every industry and service is affected by IT
whether it be good or bad.

IT is becoming more and more readily available to most people and businesses in the world today
and in the freight forwarding realm customs for example, is heading towards a “paperless” clearing
process in the next 8 – 10 years. There “goal” is to have the export file become the import file, all
done electronically which will not only speed things up but save the environment at the same time.

From the freight forwarding organisation perspective having an excellent IT system has huge
advantages:

➢ Quick & efficient communication -via email and internet web based products

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➢ Visibility -throughout the shippinAgDproVceAssNintCernEatDionally -TRACK AND TRACE facilities

➢ Information and data control
➢ Global reach – fast, efficient, effective, easy
➢ Report production – fast, productive, accurate
➢ Sales pitch – customising to clients’ needs

➢ Fundamental business operations RISK MA

An IT policy is really important to manage the risks related to IT like:
• Back-up procedures
• Alternative power supply
• Qualified & skilled IT people to maintain the system
• “On tap” support to avoid delays
• Training on the system – making use of the total system not just sections
• Upgrades
• Service provider selection
• Type of equipment requirements

Worldwide coordination of operations and the need to react rapidly to global competitive threats
have emphasized the reliance on and importance of IT in the current business context. IT is a fast-
changing industry and as a freight forwarding organisation you need to ensure you keep current
with what’s available and what can improve your service delivery.

ASSESSMENT CRITERION 3
The importance of administering claims is explained in terms of client service requirements.

Historically, the handling of claims within the freight forwarding organisation is looked upon as a real
“drag” and people having to deal with them put them at the back of the line and subsequently they
never get handled timeously and problems arise as a result of these delays. Customer complaints are
often heard around the claims issue and this should never be.

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ADVANCED

RISK MA

Actually, handling claims on behalf of the customer is a good value added service by the freight
forwarding organisation and should be a fairly simple process if you have the correct tools in place
to control the claim from beginning to end. As a freight forwarding organisation then, you should
have someone available, who is qualified and FAIS compliant to liaise with and process claims for
your customers. This goes a long way to a happy “customer/freight forwarder” business relationship
and gives you a competitive edge – customers are not familiar with the do’s and don’ts of insurance
and rely on your assistance in this regard.

Insurance claims:

With information technology in today’s work environment the insurance claim process is made easy
and doesn’t take long to process. Most insurance companies have web-based registration and
tracking facilities and are really efficient with their updates. It is important to know and understand
the full claims process to avoid a claim being rejected for “time lapse”, insufficient evidence and
under valuation of the shipment. You need to also have manual documentation and forms to
complete should the “system” be down for whatever reason.

Customers tend to under value their shipments because their mind is on the product only and not
on the total shipment, so they never include duties, freight, etc. and then they wonder why the
insurance pay-out is poor, when it’s their own fault.

Customs claims:

There are a number of custom claims that take place within the freight forwarding and clearing
process and it is really important that you fully understand what needs to be done and when it
needs to be done, to ensure you meet the criteria and time lines laid down to process these claims.

• Drawback = an import duty or tax is refunded because the imported product is going to be
used for something specific e.g. for manufacturing an export product or a product being
directly exported. You can get a drawback for cargo damaged or destroyed due to quality
but this is a lengthy process and customs give the yeah or nay.

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• Most often than not customs pre-approval is needed but keep in mind that certain tariff

headings are automatically granted drawback status if used in a direct or indirect export

process. There are strict time lines related to drawback claims and they will be time-barred

if not done within these times lines. Customs inspections on both side (locally and point of

delivery) may need to be done – without an inspection (if it’s required) a drawback claim

cannot be processed. Refer to the customs website for details of current time lines.

www.sars.gov.za RISK MA

• Duty Paid Refund = these are claims submitted for a refund of Duty that has been paid for

a shipment. A couple of reasons for this are and incorrect tariff was used or perhaps an EUR1

certificate was not available at the time of clearing the shipment. These DP refunds take a

long time to get refunded and require customs permission.

Carrier claims:

Claims placed on lines sometimes need to be done. These claims are often not successful due to the
comprehensive “cover” the bill of lading gives the carrier – take time out to read the “very small
print” on the back of the bill of lading, you will be surprised.

However, should a claim arise again there is a process that needs to be followed, documentation
that needs to be completed and time frames within which to submit the claim. The basic process
would be as follows:

1) A claim is identified

2) The carrier is “put on notice” by the freight forwarding agent usually.

3) A pro-forma claim needs to be submitted within 48 hours usually (depends on the line)

4) And investigation will take place to try and establish where responsibility lies, for the claim

5) An actual claim gets submitted (within 30 days usually but again line specific)

6) The claim is registered

7) The claim is followed up

8) The claim is rejected or paid out

9) All documentation needs to be filed accordingly.

REMEMBER: if your customer or you as the freight forwarding/clearing agent have not fulfilled your
obligations with regards the shipment the carrier can and will reject the claim.

General average: is a typical example of how carriers are covered by their bill of lading and
importers/exporters pay towards these types of scenarios, so your customer needs to have
insurance to be in a position to claim in such circumstances.

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VIEW A COPY OF YOUR COMPANIES INASUDRAVNCAE PNOCLICEY DDOCUMENT

Administration and management of claims:
Controllers, clerks, supervisors, managers or whoever it is in the freight forwarding organisation
who has been designated to handling claims very seldom do it well and timeously and it thus

becomes a huge burden and cause of disseRntiIoSn KbetwMeeAn freight forwarders and their customers.

The management of claims is very simple if processes and procedures are in place and fully
understood by all role-players.

1) The controllers need to know what to do and when to be able to assist the customer as a
starting point of a claim.

2) The person handling the claim needs to know more detail and handle the process
professionally with the mind-set of it being a VALUE-ADDED SERVICE to the customer.

3) The person designated to claim handling needs to ensure:
a. The full details are obtained about the claim – a template should be available for
completion to avoid any detail being left out.
b. The claim is handled by all parties within the time frames specified
c. A register is kept of all claims processed highlighting those that are outstanding. It is
good to have a “comments” column to accommodate the latest status of the claim.
d. Follow up of the claim is done weekly with the relevant party
e. Finalisation of the claim needs to be done as soon as possible. This includes:
i. Ensuring finalisation take place.
ii. All documentation is available and placed in the file – including a copy of the
pay-out or rejection notice.
f. Final update of the claims register (some registers are web based and others on in
excel or spread sheet format).

NOTE:
1) Auditors like to see everything and will cross check everything so pay attention to detail and
keep good records.
2) Remember the Incoterms used needs to be considered as well.

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Handling claims effectively and efficiently will score you big points with your
customers.

ASSESSMENT CRITERION 4
The particular finance and accounting requirements of freight forwarders are described in terms

of compRetiItiSveKadMvanAtage.

It stands to reason that if your company has financial stability and
growth it will have the competitive advantage – your limitations
are minimised and your service to customer is maximised, thus
giving you a competitive edge. Customers would obviously not
want to do business with a company that can never pay, for
instance, their customs deferment on time because this would jeopardise the speedy clearing of
their shipments.

You need to have an overview of what’s needed within the financial realm of managing a company’s
finance so that you’ll know why things are done, the best way to do things and then also to ensure
sustainability as a freight forwarding organisation.

To manage the financial practices within a freight forwarding organisation is a huge task and needs
much planning and constant reviewing to keep focused. Basic financial planning, 5-year plan is a
good example, including how to process and manage day to day financial issues and on the broader
line, what the company is going to need on a projected basis to remain viable, is important.

Simplistically: finances work on an in and out basis – what revenue (money you make) versus
expenditure (what money you spend), a balance to remain stable and grow is the hard part and
often innovative ways of cost cutting and earning revenue, within the law need to be considered.

What you negotiate with your service providers is important and you therefore need to be up-to-
date with market related financial issues in order to be able to negotiate good rates/prices.

In bigger organisations they have strong corporate governance policies with regards “who can
spend what and to what value”. This is often referred to as an LOA (limits of authority) document
and is necessary to avoid financial complications and to control the cash flow of the organisation.

Good corporate governance would include policies and procedures around the following items
relating to accounting practices:

• Abiding by the laws that govern business accounting practices

• Debtors control – keeping firm track and follow-up of outstanding debtors

• Creditors control – keeping firm control of accounts that need to be paid and when they

need to be paid

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• Cash flow management ADVANCED

• Managing customs deferment payments

• Have a foreign exchange policy

• SARS/Tax compliance

• Ensuring profitability RISK MA

Cash Flow Management:

Cash flow is the life blood of any business and you therefore need to make sure that you have
processes and procedures in place that ensure you always get paid on time. To keep a good balance,
consider the following functions that need to take place:

Pricing: decide on a price and agree with the customer on the price – don’t work for nothing.

Relationships: build a strong relationship of value with your customer – this makes sure you
get on-going business.

Collect your debts Pay your creditors on time and build a good name with them.

Keep a good log of what is outstanding and when you get it in.

REMEMBER THAT THERE IS ALWAYS “COST’ TO MONEY – the longer you have an outstanding
debtor the more money you lose and also remember that old cliché “a sale is not a sale until the
money is in”.

Debtors:

✓ Some debts are not worth collecting – you need to decide here

✓ Deal with the person who authorises the bill to be paid rather than waste time with the
“underdog”.

✓ Be consistent and persistent remaining professional at all times.

✓ Use simple documentation that the customer can understand – don’t make your invoice for
instance “over texted” with irrelevant information and do make your invoice one that grabs
attention.

✓ Be positive in your approach in collecting the debt.

✓ You may need to use a solicitor or debt collecting agency.

✓ Make it easy for people to pay – EFT is a good example.

✓ Ensure your invoice has reached the correct destination.

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ADVANCED

Foreign exchange:

In the freight forwarding and clearing industry “FOREIGN EXCHANGE” plays an important role
throughout the shipping process. As a freight forwarding organisation you need to ensure you are
“UP TO DATE” on matters relating to foreign exchange like:

➢ Daily checking of the exchange rateRs oIfSthKe mMoreAcommon currencies is important

➢ What Reserve Bank legislation and documentation are applicable for making a foreign
payment for imports and receiving forex for exports, e.g. F178/NEP use?

➢ Understanding how carriers get to the rate of exchange (ROE) they use when invoicing you.
➢ Know the monthly customs exchange rate being used.
➢ How to convert forex to ZAR (South African Rands).
➢ Forward exchange contract considerations – e.g. is “setting a fixed date for exchanging
➢ Continual reviewing the forex issues for variances
➢ Credit guarantee and credit checks on export customers

SARS/TAX compliance:

There are strict rules and regulations that companies need to adhere to when running a business,
the Companies Act 61 of 1973 / Companies Administrative Regulations / the Tax Act and others for
information (CIPRO is the authority body handling items like the registration of companies).
www.cipro.co.za – this website is worth a browse.

Fiscal statutory requirements – simply means “public revenue (or payments) that have to be made.
o The company has to be registered for income tax (Form IT77C)
o Register for PAYE, Skills Development Levy and Unemployment Insurance (Form EMP101)

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o Register with Compensation for AOcDcupVatAionNalCInjEurDies & diseases (Form Was2)

o Align to the Public Access to Information Act public and private companies.
o Register for Value Added Tax (VAT) if applicable (Form VAT101) – you’ll need to charge VAT

and pay VAT -Form VAT201 completion.

Compliance is highly important and aRnyItShinKg rMelatAed to SARS must be handled timeously

......penalties are great for non-compliance.
VAT:
The handling of the “VAT issue” in a freight forwarding organisation is important, knowing when to
charge VAT and when not to must be fully understood.

Exports: on the export side of things the VAT scenario is covered under
SPECIFIC OUTCOME 2 / ASSESSMENT CRITERION 2.
Imports: There are certain items in the forwarding industry that are EXEMPTED from VAT – for
instance shipping line charges, finance fees. You need to check www.sars.gov.za website for
detailed information and relevant forms.

SPECIFIC OUTCOME 6
Describe the work of a marketing/sales department in a freight forwarding organisation.

ASSESSMENT CRITERION 1
The need for a marketing presence is explained in the freight forwarding context.
The primary need for a marketing presence in a freight forwarding organisation is to ensure that
your organisation projects a true and attractive reflection of itself because quite simply, image is
the picture that other people have of you and if it isn’t good your company won’t last.
The marketing department’s primary function is to improve the selling environment. If the
marketing dept. generates a potential customer list, it would be beneficial to the sales department.
It is the marketing’s dept. function to increase the number of interactions between potential
customers and the sales team, using feasible methods.
Interactions can be brought about in many ways:

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EA.g.DadVveArtiNsinCg, EsaDles promotions, publicity, creating new

sales channels, creating new products (or services),
exposure at trade exhibitions, “cold calling”, new leads, etc.

Managing your company’s “image” is important, especially
in the South African freight forwarding environment since it
is not terribly big and word spreads fast. If you listen to what

is gRoinIgSKon MaroAund and about the freight forwarding

community you’ll find expressions like “they are not
reliable”, “they let me down”, “their rates are good”, “they
give excellent service” – from these few statements you can
see that an image is either positive or negative and as a
freight forwarding organisation you want to be strictly on

the POSITIVE side.

In this series of “business women” – they all fall under the “business women” heading but if you
look at each one, a very different image is portrayed by each woman, and if you look closer you’ll
see that the “image is almost business specific” i.e. you know which one is the nurse because she
looks like one.

So, if you want your freight forwarding organisation’s image to be the right one you need to project
clearly and professionally what it is you want projected. In this industry for instance, having broken
down, damaged vehicles running around town with your company name and logo on it will not
portray a good image at all.

Freight forwarding falls under the “logistics” banner and in people’s minds that relates to
“movement”, especially distribution – ideally you want your name and logo to be out there, “in
people’s faces” telling them “we are out there, we are good at what we do and we have what they
need” ........ Expertise and specialist services within the freight forwarding realm.

The need for marketing is great to have a sustainable business and relates to many things for
consideration with regards “building a brand” and contributing to the company’s culture:

❖ Get the PUBLIC image you want

❖ Make a good FIRST impression

❖ Maintain a VISUAL image – consistency throughout your branding

❖ Improve your position in the market place

❖ Keep a track on what your competitors are doing

❖ Target specific groups

❖ Use resources like questionnaires to establish your strengths and weaknesses

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❖ Have a marketing plan ADVANCED

❖ Employ quality people with strong skills

❖ Communicate well

❖ Build lasting business relationships

❖ Pitch your services to potential clients correctly

❖ Maintain an accurate, informative, RsimIpSleK, usMer fAriendly website

❖ Have an “on-line’ presence – important these days. Much business is done on-line today

The need for marketing is important to the future of the freight forwarding organisation.

ASSESSMENT CRITERION 2

The sales approach required is explained in terms of the services offered by the particular freight
forwarding organisation.

Sales and marketing have the same goal but just approached from a different angel. A sale is the
pinnacle activity involved in selling products or services in return for money. A good thing to
remember is the old saying “a sale is not a sale until the money is in” – it is a good principle to keep
you focused on the end result.

In the freight forwarding industry the majority of the sales done relates to services i.e. freight
forwarding, customs clearing, customs brokerage, warehousing, distribution, marine insurance,
track and trace facilities and other value-added services.

The sales team need to have a skilled, effective, dynamic operation and support team, as well as an
excellent, reliable, modern IT system if they are to go out and sell the company’s services with
confidence and give a good first impression.

The method of selling or approach to selling can be and is sometimes governed by a specific
company policy. In this instance the sales team would be trained in using the sales approach taught
to them.

Regardless of the method or approach to selling laid down, the sales person needs to be enthusiastic
and vibrant and needs to sell “from the heart” so to speak to be successful. The sales person needs
to know everything about the services he/she is selling; there is no room for any doubt or hesitation.

The professional image given by the sales person should be carried all the way through to operations
and in fact throughout the company, again to have sustainable business and an excellent business
relationship with the customer.

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The sales person needs to be able to “reAad”DthVe pAotNenCtiaEl cDustomer and be flexible in their approach

to get the customer to “buy in” to the services being sold. Not all people like a very “bubbly” person,
some like a more conservative approach. This is more important than people

A list of SERVICES sold by your sales team could be but not limited to:

• Freight forwarding

• Indent management RISK MA

• Sea freight imports and exports

• Airfreight imports and exports

• Customs brokerage

• Consultancy services

• Inspection services

• Packing

• Haulage

• Distribution

• Warehousing

• Claims service and insurance

• Cargo monitoring

• Information technology

• Financial services

CUSTOMER
SERVICE

EXCELLENCE.......

The biggest seller of all

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ASSESSMENT CRITERION 3 ADVANCED

Sales and marketing activities are described for an identified freight forwarding organisation.

For the purposes of this criterion that asks for an “identified” freight forwarding organisation the

author of this material, from personal observation, is using DHL as a generic example because they

are well known in the international freight forwarding industry, www.dhl.co.za the information

website. RISK MA

The brand “DHL” is well known around the world, in most South African provinces and positively in

the freight forwarding industry. Give some thought to why this is and you’ll realise that their sales

and marketing “activities” are well structured, time and place, and that their branding is up there

in the front all the time.

If we look at DHL media activities probably the first advert that comes to mind would be the TV
advert where the DHL freighter (aircraft) is parked at the airport surrounded by DHL vehicles of
different sizes, cargo marked DHL and people wearing DHL branded clothes, and what’s important
about this is the DHL colours – red and yellow – both vibrant and attention getters.

In any magazine, newspaper, e-news where DHL is mentioned you will always find their bright
effective logo everywhere, but this is not where is ends.

Their sales and marketing activities go beyond just the branding into things like “corporate
citizenship” – their community involvement – their contribution to society through its core business
activities. This revolves around the manner in which DHL manages its economic, social and
environmental relationships and the way they engage with stakeholders like shareholders,
employees, customers, business partners, governments and communities.

A good example is their setting up of operations in countries which have helped countries to
establish or re-establish trade links, after conflict for example.

Sales and marketing is easy for DHL since they have a wide variety of services to offer that include:

Express Services Same day / Time definite / day definite / optional services

Logistics Air freight / ocean freight / supply chain solutions / road & rail
freight / industry sectors / expertise

Mail Services Globalmail direct / Globalmail publication / Globalmail business

Shipping Tools Shipping management / integration solutions / tracking tools

eShipping Quick access / web shipping / booking / tracking / logistics / DHL
interactive / trade automation service / order supplies / book a pick-
up / air & ocean quote

Tools Find DHL / volumetric weight / conversion calculator / currency
converter / world clock / express learning / customs paperwork

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Information Shipping aAdvDiceV–ApaNckiCngE, dDangerous goods, service bulletins

Careers Country details – express import and export guides
Press Customer information – legal info, fraud alert / fuel surcharge /
Corporate citizenship glossary of terms
Customer excellence – case studies, vision suites, IT excellence

Downloads –RpuIbSlicKatioMnsA& tools

Career opportunities

Press releases
Media materials
Press contacts
Making it happen within the community & DHL corporation

Sales and marketing activities where DHL have a presence that can be seen and heard locally are:
❖ Media – TV, newspapers, magazines
❖ Bill boards
❖ Vehicle & aircraft branding
❖ Community activities
❖ Web based activities
❖ Global and local activities

Global facts and figures (taken from their website April 2010):
• Number of employees: more than 285,000
• Number of offices: around 6,500
• Number of hubs, warehouses & terminals: more than 450
• Number of gateways: 240
• Number of aircraft: 420 (own and foreign)
• Number of vehicles: 76,200
• Number of countries & territories: more than 220
• Shipments per year: more than 1, 5 billion

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• Destinations covered: 120,000

Reading the above information, it is no wonder that DHL are global market leaders in logistics.

SPECIFIC OUTCOME 7

RISK MA

Outline the transition of the industry from traditional freight forwarding to international supply
chain management.

ASSESSMENT CRITERION 1
Traditional freight forwarding activities are compared with those of third/fourth party logistics
providers.
HISTORICAL ORIGIN OF LOGISTICS
Logistics can be defined as providing the right type of products and/or services at the right price, at
place, time and in the right condition.
Where did it all start?
The birth of Logistics can be traced back to ancient war times of Greek and Roman empires when
military officers titled as 'Logistikas' were assigned the duties of providing services related to supply
and distribution of resources. This was done to enable the soldiers to move from their base position
to a new forward position efficiently, which could be a crucial factor in determining the outcome of
wars. This also involved inflicting damage to the supply locations of the enemy and safeguarding
one's own supply locations. This eventually led to the development of a system which can be related
to the current day system of logistics management.
During the Second World War (1939-1945), logistics evolved greatly.
One of the best examples of the application of logistics strategies, policies systems and procedures
is Operation Overlord, which was the code name for the Battle of Normandy, the operation that
launched the invasion of German-occupied Western Europe during World War II by Allied forces in
June 1944.
The planning and logistics behind Overlord were unparalleled in history.
The mere gathering of equipment needed for the invasion was an issue in itself. Where could it be
stored without attracting the attention of German spies? How could it be transported to selected
places in the south without local people talking about it? How could the thousands of ships and
other, watercraft needed for the invasion be gathered together and readied?

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For the actual invasion, 6,000 ships wAereDnVeeAdeNd fCorEDD-Day and for future cross-Channel trips

carrying troops and equipment. In the first three days of the attack, Overlord planned to move over
100,000 men and nearly 13,000 vehicles. The plan also included the movement of an artificial
harbour so that people and materials could be landed with more ease once the landing beaches had
been secured.

Overlord had built into it the movement of a total of 3 million men in 47 divisions, moved by 6000

ships with aerial cover provided by 5000 fiRghIteSr KplanMes.AThat it was such an overwhelming success

is indicative of how well planned it was.

Logistics has now evolved itself as an art and science. However, it cannot be termed as an exact
science. Logistics does not follow a defined set of tables nor is it based on skills inherited from birth.
A logistics manager performs his duties and responsibilities based on his educational experiences,
skills, past experiences and intuition. These skills are nourished by a constant application of the
same by him for the betterment of his organisation. The logistics manager ensures that the company
is benefited by an effective and efficient system of logistical management. He also needs to ensure
that the right kind of products and services are provided at the right time and for a right price,
whether inside the organisation's premises or delivery of shipments outside the premises of the
organisation.

Logistics has come to be a kind of relief for many organisations that formerly looked upon it as a
burden. Companies nowadays are hiring people with the requisite knowledge to deliver sustainable
enhancements in the field of supply chain management. As has been the case throughout most of
logistics history, the task of a logistics manager involves a clear vision and a drive within to deliver
results under strict deadlines.

INTRODUCTION TO MULTIMODAL TRANSPORT

The most far reaching impact of containerisation on the role of freight forwarders is their
involvement in multimodal transport, i.e. carriage of goods by more than one mode of transport
under a single contract. When a freight forwarder acts as a multimodal transport operator, he
assumes responsibility for the execution of the multimodal transport contract, and of the carriers
participating in the multimodal transport operations. He may enter into separate contracts with
individual transport operators and provides of services, but these subcontracts would not affect his
obligations to the consignor for the performance of the multimodal transport contract and his
liability to him arising under the contract.

When a forwarder acts as multimodal transport operator, it thus involves a major transformation
of his role. The carriers for whom he was previously acting as an intermediary become his
subcontractors and he becomes the principal.

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Multimodal transportation is not a receAntDinvVenAtioNn CsinEceDany consignment coming from overseas

and destined inland will be travelling on multi modes of transport utilizing sea, rail, air or road. What
is new is that such a transport can be made without breaking bulk, i.e. without taking it out of the
container, vehicle or trailer in which it was loaded at the place of origin, and often under the cover
of one transport document.

This is the result of the container “revolution” which has occurred over the last 20-30 years and

with the development of Ro-Ro vessels, traRileIrsSoKr seMa-feArries creating land-bridge routes.

Heavy loads can also be sent in barges which in turn can be loaded onto vessels in the same manner
as containers, in systems known as “lash” or “Aseabee”.

The need for businesses to become leaner, reducing assets and allowing focus on core business
processes, increased use of IT and increased globalisation has been the cause of the rapid growth
in 3PL companies in the past 10 years.

Definition of a 3PL = a firm that provides a “one stop shop” service to its customers of outsourced
(or third party) logistics services for part, or all of their supply chain management functions.
(Wikipedia.org)

Types of 3PL’s
• Freight forwarders
• Courier companies

Other companies integrating & offering subcontracted logistics and transportation services
Just to understand the “PL” terminology:

o 1PL = which are the shipper or consignee
o 2PL = which are actual carriers
o 3PL = which are freight forwarders / couriers as mentioned above
o 4PL = which are consulting firms like Deloitte

NOTE: 3PL can also be 2PL at the same time in the following cases:
o When a shipping line owns a freight forwarder
o When an airline owns a general sales agent

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o When a freight forwarder owns AtruDcksVoAr wNareChoEusDe

o When a courier company owns planes

3PL companies can be:

• “Asset” based i.e. use their own trucks, warehouse and personnel to operate their business.

RISK MA

• “Management” based i.e. provide technological and managerial functions to operate the
logistic functions of their clients.

• “Integrated” providers i.e. can be asset or management based that supplements their
services with whatever service are needed by their customers.

Gone are the days of the old-fashioned way of freight forwarding being done where companies tried
to handled everything themselves. This started to go out in the 1980’s when businesses began to
look at new ways in which they could outsource logistics functions giving them the space they
needed to concentrate on their core business.

Traditional freight forwarders have acted in the CO-ORDINATION role of other logistics service
providers to the benefit of the customers, the modern way is for the freight forwarders to move
towards an end to end provision to the customer base. This of course will not be achieved by some,
as the infrastructure investment is enormous.

With the growth of 3PL companies, the supply chain management industry became really
competitive which was good for the companies using their services – it gave them greater savings.
Coverage by the 3PL companies moved from just being local to being global which made it even
more beneficial for the companies using 3PL services.

Traditional freight forwarders versus 3PL:

TRADITIONAL 3PL

Logistic functions carried out within the Utilizing external organisations to execute

organisation logistic functions

Co-ordinating logistical services for the Providing an end to end, one stop shop service

customer to customers

Limited global representation Strong global representation

Limited savings for the customer Greater savings for the customer

Competitive advantage minimized: Customer gains competitive advantage:
▪ Couldn’t focus on core activities ▪ Can focus on core business

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▪ Cost accrued for resources neAedeDd VANCE▪ DCost competitiveness

▪ Resources controlling logistics and not ▪ Freeing up resources
core activities ▪ Superior customer service

▪ Minimal expertise

Reasons for implementing 3PL: RISK PMossAible pitfalls when implementing 3PL

▪ The company does not focus on logistics logistics:

as a core competence ▪ Loss of control over the logistics

▪ A company can justify the engagement function (especially for critical parts)

of a 3PL because the logistic cost is ▪ More distance from clients (Loss of

substantial. human touch)

▪ Discontinuity of services of 3PL
provider

▪ Differences of opinion or perception of
the service level of the third-party
provider

DEFINITION OF MULTIMODAL TRANSPORT 252423 SO 7 AC 1

The most authoritative definition of the term “international multimodal transport” is provided in
article 1 (1) of the United Nations Convention on International Multimodal Transport of Goods 1980
(hereinafter referred to as the MT Convention) which reads as follows:

“International multimodal transport” means the carriage of goods by at least two different modes
of transport on the basis of a multimodal transport contract from a place in one country at which
the goods are taken in charge by the multimodal transport operator to a place designated for
delivery situated in a different country...”

This definition should be read in conjunction with the definition of the term “multimodal transport
operator” (MTO) provided in article 1(2) of the MT Convention, which provides:

“Multimodal transport operator” means any person who on his own behalf or through another
person acting on his behalf concludes a multimodal transport contract and who acts as a principal,
not as an agent or on behalf of the consignor or of the carriers participating in the multimodal
transport operations, and who assumes responsibility for the performance of the contract.”

Definition: Multimodal Transport is commonly known as referring to a transport operation that is
carried out using different modes of transport and organised by a single operator.

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Multimodal Transport is also a legal conAceDptVstArictNly CdeEfinDed in the United Nations Convention on

the International Transport of Goods and other international instruments, where the specified
liability regime of the operator differs from those applicable in modal operations.

Overview: Whether seen from a legal point of view or from an operational perspective, Multimodal
Transport is generally considered as the most efficient way of handling an international door to door
transport operation. This is so because Multimodal Transport allows combining in one voyage the

specific advantages of each mode, such aRs tIhSe KflexMibiliAty of road haulage, the larger capacity of

railways and the lower costs of water transport in the best possible fashion.

Multimodal Transport also offers the shipper the possibility to rely on a single counterpart, the
multimodal transport operator who is the architect of the entire journey and only responsible party
from pickup to delivery, rather than having to deal with each and every modal specialist of the
transport chain.

While Multimodal Transport seems to offer only benefits to all parties, shippers and service
providers, it is also very difficult to achieve. Multimodal Transport requires a thorough control over
all the steps involved in international transport, including multiple storages and handling stages;
this means extensive use of information technologies and carrier’s networks and regulatory
frameworks that can provide freedom to plan and operate to carriers and reliable liability regimes
to customers.

On top of that Multimodal transport needs to be competitive in markets where unimodal operations
not only have been there for a long time but also are simpler to handle and, most of time, more
cost effective.

VALUE ADDED SERVICES

In the transition from traditional freight forwarding to international supply chain management, the
company may well consider offering the following products in order to enhance the value of its
services:

Marking

Correct and complete marking of packages helps to prevent incorrect handling, accidents, incorrect
delivery, losses of weight and volume and Customs fines.

Adequate marking of packages is an indispensable component of logistics. If the marking is at
variance with the details on the shipping documents, objections may be raised by the Customs
authorities. If handling marking is inadequate, those parties whose actions during transport,
handling or storage of the cargo have caused damage may be excluded from liability.

This is an area in which the average manufacturer may not have the expertise as far as exported
goods are concerned, especially in the area of more specialised cargoes (dangerous, perishable,
abnormal etc.) are concerned.

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Packing ADVANCED

One of the main tasks facing any international trader is to make sure that goods reach the buyers
and final consumers in perfect condition. One of the keys is the correct export packaging and
labelling right. What does this mean?

The essential factors that need to be takenRinItoSaKccoMuntAare:

• Protection

• Security

• Mode of transport

• Cost in relation to risk

• Waste legislation

• Wood packaging requirements

The specialised knowledge and expertise which the freight forwarder has of all these factors places
him an ideal position to provide this additional service. The value added is the considerable
reductions in losses, damages and cargo discrepancies and the concomitant savings in costs of
replacements, claims, loss of reputation and of market.

Retail packing

Within the export process it can be said that there are three “layers” of packaging which are used:
Transport or export packaging (see above) is the outermost layer of packaging and is designed to
protect the goods during transit. Examples include wooden crates, metal drums and plastic shrink-
wrapping. Many export packages also require Outer packaging, an intermediate layer of packaging,
which often also serves a retail-promotion purpose. An example would be a box containing multiple
units that doubles as a retail display fixture and can be placed directly on a shop shelf, as is common
with many convenience foods. Sales packaging is the immediate layer of packaging around your
goods - the packaging that remains when the goods reach their end-user. Examples include the
bottles in which beverages are contained, or the boxes many electronics items are sold in. Sales
packaging often also serves a marketing purpose by containing prominent branding images and
information.

In an increasing number of instances freight forwarders are being used to provide all three layers of
packing:

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Export/ Outer packaging being carriesAouDt iVn tAheNeCxpoErtDer’s country and retail packaging being

carried out in the country of import in order capitalise on the local forwarder’s knowledge of the
packing and marking requirements of that country and also to pack and label for different retailers
and/ or end users.

Co-packing

In a jnouinmtlbyebryotfhceasfoerswthaerdperroacnedsstdheesccurisbtoedmRaebIroSwvhKee(rEeMx,pfooArrte/xOaumteprle/,Stahleespphaycskicaaglinwgo)rmk iasycbaerriceadrroieudt
out

by employees of the freight forwarder but under the direction of the customer’s manager’s

/supervisors.

De-Consol and Re-Consol (Distribution function)/ Cross docking

In the international market freight forwarders play a vital role in:

1. Consolidating consignments from a number of sources of supply which are consigned to a
single distribution point in the country of import

2. Breaking down those consignments (deconsolidating them), combining elements of them
with elements of consolidations from other sources into single shipments which are then
despatched to retailers/ end users. This process may also involve repackaging and relabelling
and may be wholly outsourced to the freight forwarder or (more usually) carried out jointly
with the customer.

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The figure below may assist understandAingDofVthAis NconCceEptD.
RISK MA

COMMODITY RELATED SYSTEMS
In many instances freight forwarders are called on to design and implement supply chain solutions
which meet specific industry needs. Examples of different industry clusters in which this has been
applied are:

• Aerospace

• Automotive

• Pharmaceutical

• IT hardware

In developing these solutions, it needs to be borne in mind that each industry cluster is unique:

• There are different people involved and they all follow and/ or are trained in different
disciplines.

• Each industry cluster involves different processes from the time a need is felt by a consumer
until the final product is delivered, ready for consumption.

• There are different commodities and combinations of same in each industry cluster.

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ADVANCED

• Resulting from the above, each industry cluster represents a different set of supply chain
requirements.

• Each industry cluster has a different set of criteria against which performance is measured.

Irrespective of the industry involved, however the approach to developing supply chain solutions
involves the evaluation of each of the following elements of the businesses involved:

• End to End Supply Chain EvaluationRISK MA

• Physical Flow of the goods
• Information Management
• Organisational Structures

• Overall Supply Chain Performance
• Customer Service and Cost
• Performance Benchmarking
• Performance of Current Logistics

• The Business Context
• Internal Policies
• Corporate Marketing Strategy
• External Business Environment

ASSESSMENT CRITERION 2

Reasons for transforming into a third/fourth party logistics provider are explained as they apply
to a traditional freight forwarder.

Clearly with the increase in global trade and 3PL companies becoming the “choice” service provider
for freight forwarding traditional customers, traditional freight forwarders need to look at making
the transition to partner with other logistic service providers that will benefit the customer which
is a core principle of “supply chain management”.

Supply Chain Management (SCM) is the management of a network of interconnected businesses
involved in the ultimate provision of the product and service packages required by end customers.
Freight forwarders are the logistic service providers within the supply chain.

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ADVANCED

Integrated Logistics RISK MA
Services examples
Inbound freight
Freight consolidation
Warehousing
Distribution
Order fulfilment
Outbound freight

Being able to give the customer a “one stop shop” facility to trade internationally goes a long way
to retaining customers and giving value to the customer, especially if the 3PL company has a strong
international supply chain.

Traditional freight forwarding companies are going to be left behind in international trade if they
don’t change their mind-set and make the transition to being a 3PL provider – companies want their
“supply chain” managed – they don’t want to be burdened for instance with HR complications and
the costs of having to employ people to manage their logistics and sacrifice focusing on their core
business, when they could outsource their supply chain management to a 3PL provider who has it
all under control as their primary business.

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ASSESSMENT CRITERION 3 ADVANCED

The consequences of not transforming into a third/fourth party logistics provider are explained
for a traditional freight forwarder.

The consequences of not transforming into a third/fourth party logistics provider will place you on

the “back burner” – you will be left behind in international trade – you will lose customers because

ytoouencsaunrneotthoefyfearrethreelmiabwlehaant dthceoymwpaentitti–veaRi3nPItLhSepKrmoavrMidkeertApthlaactec.aInn supply all the services they need
other words, having a sustainable

business might not happen.

EXAMPLE DOCUMENTS FOUND WITHIN THIS UNIT STANDARD MATERIAL – you need to work with
the company documents found in your work place and review documents like permits, hazardous
safety data sheets and other product/mode of transport specific documents:

Useful websites for documentation:

www.dti.gov.za

www.itac.org.za

www.reservebank.co.za

www.sars.gov.za

• Air Waybill

• ANF – Arrival Notification

• Certificate of origin (PDF)

• CTO -Container Terminal Order

• D507 Additional Information Produced (PDF)

• DA55 Customs & excise Valuation Questionnaire (PDF)

• DA59 Declaration of Origin (PDF)

• DA64 Application for Drawback (PDF)

• DA65 Registration of Good for Importation (PDF)

• DA70 Application to make Provisional Payment (PDF)

• DA185(1) Customs Code Registration (PDF)

• DA185.4A1.1 Register for Importer (PDF)

• DA185.4A2.1 Register for Exporter (PDF)

• DA650 Application for Deferment (PDF)

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• Estimate request form ADVANCED

• Export instruction (Basic idea – use the form your company has in place)

• Export invoice

• Form A

• Form E RISK MA

• Import clearing instruction NEP Bank form (PDF)

• Ocean Bill of Lading

• Packing list

• SAD 500 Bill of entry (PDF)

• SAD 501 Bill of entry continuation sheet (PDF)

• SAD502 Transit control (PDF)

• SAD503 VOC form front (PDF)

• SAD504 New SAD VOC Direct (PDF)

• SAD505 Bond Control (PDF)

• Survey Report

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ADVANCED

EXPORTS ESTIMATE REQUEST

Date:

Person: Tel: 033 239 5310
Commodity: Code:
RISK MA

Description:
(More than one product attach a list)

Tariff: UN Number________________ Non-Hazardous
IMCO Number______________
Hazardous

Total Shipment: (Currency & Value)

INCO Term: Named Place:

Mode of Transport: AIR SEA ROAD

LCL 20’ 40’

Total No. of pieces: Insurance: YES NO
Packing type: Cartons
Pallets Bags Boxes

(If other specify) __________________________________

Total Dimensions: L: X W: X H:

Total Weight:
Shipment From:

Final Destination: CITY Country

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Harmie And Shanie . Com cc ADVANCED
www.harmieandshanie.com

INSTRUCTION FOR DESPATCH OF GOODS BY A IRFREIGHT OCEA NFREIGHT ROA DFREIGHT please tick ✓

This inf ormation is supplied in duplicate. One copy to accompany the Consignee's name and address:

documents. The second copy is f or your f ile.

To: Harmie and Shanie . Com cc

JHB: Telephone: 011 555 5555 Fax: 011 555 5555 Contact:
Durban Telephone: 031 555 5555 Fax: 031 555 5555 Tel No.:
Cape Tow n Telephone: 021 555 5555 Fax: 021 555 5555
PE Fax:
Telephone: 041 555 5555 041 555 5555 Collection Address:

Dear Sir RISK MA
A LL LEGA L JA RGON A ND REQUIREM ENTS NEED TO GO HERE

Contact:
Tel No.:
Shipper's name and address:

l Contact:
Tel No.:
. Shipper's Ref erence:

The f ollow ing dangerous goods are included: Exporters Customs Code No:
Incoterm e.g. Ex Works, FCA etc.:
Country of Origin:
SHIPMENT/CONSIGNMENT DATA: Value f or customs:
Loading at:
Destination: Final Destination:
Collection Date:
No. of packages
Marks and Numbers Nature and quantity of goods Weight Dimensions

AWB / BILL OF LADING REQUIREMENTS SPECIAL REQUIREMENTS (X)

Shipper: Ship under custo ms supervisio n
Ship unto o rder o f: Register fo r re-impo rtatio n

No tify P arty and address: Refund o f duty/surchage

No . o f o rginals required: ADDITIONAL INFORMATION Liquidatio n o f P ro visio nal P ayment
A IR DESP A TCH INSTRUCTIONS (X) Send Nego tiable co pies per Co urier

IA TA Direct Service: Send Nego tiable co pies per Registered A irmail
Co nso lidatio n Service: P ack fo r Shipment

DDP /U - P re pay all co sts to do o r: Other (specify):
ACCOUNTS INSTRUCTIONS
Co urier Service:
SUPPORTING DOCUMENATION (X)

Letter o f Credit Account Held YES / NO:
F178 / N.E.P . Finance Fo rm NB ! If NO, then payment will be required o n a prepaid basis via bank
A dv. Wharfage Fo rm
P acking declaratio n guaranteed cheque o r cash o nly, prio r to expo rt o f shipment.
Expo rt P ermit
Agent Routed Y ES NO

Freight Prepaid

Co mmercial Invo ices Tarif f Codes: FOB Prepaid
P acking Slips
Other (specify): Freight Collect

INSURANCE REQUIRED: FOB Collect

INSURANCE COVER ON INTERNATIONAL TRAFFIC - CONDITIONS OF INSURANCE

Y ES NO INSURED VALUE:

Subject to po licy rates, co nditio ns and exceptio ns available o n request. No insurance will be given if no value is declared. On: new, repaired, refurbished o r reco nditio ned go o ds;
insured against all risks o f physical lo ss o r damage subject to the Insti

On: seco nd hand, used, unpro tected, unpacked damaged returned go o ds o r go o ds being co nveyed fo r repair, refurbishing o r reco nditio ning. Insured as per the Institute Cargo clauses
(B ) excluding sub-clauses 1.2.3 but including theft and no n delivering o f a

I/we undertake to pay all freight, duties, charges and o ther expenses o n the abo ve co nsignment which canno t be co llected fro m the co nsignee. If this instructio n is no t co mpleted in
full the co nsignment may be delayed due to insufficient info rmatio n.

SIGNATURE OF SHIPPER: DA TE: COMPANY LOGO:

B usiness is undertaken subject to o ur standard trading terms and co nditio ns. These co nditio ns limit the circumstances and the quantum in terms o f which the Co mpany will bear
liability. A co py o f the full trading terms and co nditio ns is available o n requ

A ll insurance legal jargo n

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ADVANCED

Export Invoice No: All company details

Date:

Buyer: ALL RISK MEAxporter Ref:
details
Buyer Ref:

Terms of delivery and payment:

Item Description Qty Price each Total &
1. Cotton caps 100,000 USD 0.20 currency

USD 20,000.00

Freight USD 1,000.00

VAT Zero

Total USD 21,000.00

L/C no: if applicable Ensure ALL
relevant
Mode of transport:
detail is on
Container no: this inv.

Seal No: Vessel: Voyage:

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Packing List ADVANCED

Date: All company details
Consignee:
RISK MEAxporter Ref:
Shipping mark:
Buyer order no:

Case Contents Qty Gross Dimensions
no. Weight (cm)

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SEEFF & CO. (PTY) LTD. ADVANCED

MARINE SURVEYORS & LOSS ADJUSTORS

SURVEY REPORT RISK MA

Seef & Co (Pty) Ltd., Phone: 011 453 1876
PO Box 59463 Fax: 011 453 0967
Braamfontein Co. Reg: 2003/ 29785/ 08
2196

Client Details Seef & Co (Pty) Ltd
Global Forwarding & Clearing (Pty) Ltd., VAT NO: 764534907841
PO Box 4138 Account No: GFC 6754/ jhb
Dainfern
2055

SHIPMENT DETAILS Vessel/ Voy:
File No: Master Doc:
House Doc: Seal No’s
Container No(s):
Your Ref: GROUPAGE/ LCL CARGO
No. of Packages/ FCL’s: Mass:
Survey Date: Volume:

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ADVDAatNe UCnpEacDked

CARGO MANIFEST DETAILS

Marks and Number of Description of Gross Weight Measurement

Numbers Packages Goods

RISK MA

REPORT: _____________________________________________

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GLOBAL FORWARDERS (PTY) LTD ADVANCED
ARRIVAL NOTIFICATION RISK MA
Release may be obtained from:
Global Forwarders (Pty) Ltd

Phone:
Email:

Against payment of the documentation & charges specified below

Clearing Agent Importer Vessel Voyage

Ocean Bill of Lading House Bill of Lading Shipped on ETA
Board Date

Container Number: Type of Movement Unpack Depot

Marks & Number Description of Goods Gross Measurement
Numbers of Weight
Packages

CHARGES PAYABLE Amount @ Rands
Overseas charges
THC
Cargo dues
Railage
Unpack
Documentation
Release Fee

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Currency Fluctuation Fee ADVANCED
TOTAL RISK MA

DOCUMENTATION REQUIRED
Original Bill of Lading
Customs Release
Cargo dues receipt

THE END

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