1 / 88

Global Business Blueprint GBB

1. Agenda. Opening Remarks ??.?????????????. 1:00 ? 1:15 SAP Fundamentals? ?????????????? 1:15 ? 1:45 GBB Approach.????????????????? 1:45 ? 2:15 Break .?????????????????????.2:15 ? 2:30 GBB Results .??????????????????2:30 ? 5:00 Integration Scenario (Designer Apparel Incorporated

marlon
Download Presentation

Global Business Blueprint GBB

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Global Business Blueprint (GBB) Business Process Overview to the Trade Community

    2. 1 Agenda Opening Remarks …….…………………………………. 1:00 – 1:15 SAP Fundamentals… …………………………………… 1:15 – 1:45 GBB Approach.…………………………………………… 1:45 – 2:15 Break .………………………………………………………. 2:15 – 2:30 GBB Results .………………………………………………2:30 – 5:00 Integration Scenario (Designer Apparel Incorporated) Scenario & Supportive System Solution Process Improvement Opportunities Bureau of Customs and Border Protection (CBP) Issues being Addressed Business Benefits for the Trade Community

    3. 2 Commissioner Bonner has established the following prioritized strategic goals for the next five-year period: Preventing Terrorism Balancing Legitimate Trade and Travel with Security One Face at the Border Strengthening Our Control of the United States Borders Protecting America and its Citizens Modernizing and Managing The U.S. Customs and Border Protection Modernization Mission and Vision: “is to build a dynamic CBP organization, enabled by information and technology to meet agency business expectations and thrive in the midst of tumultuous change. This new environment will build on robust technologies and global best practices with the capacity and flexibility to support future growth and changing business requirements in an ever-changing world.” Opening Remarks According to CBP Commissioner Robert C. Bonner’s May 13, 2003 statement to the Homeland Security Subcommittee Hearing, “The priority mission of CBP is to prevent terrorists and terrorist weapons from entering the United States.” Commissioner Bonner clearly outlined CBP’s six Strategic Goals and the operational objectives for achieving those goals in the CBP 2005-2009 Strategic Plan Draft. These Strategic Goals reflect the desired business results or DBRs of the CBP enterprise. They include: Preventing Terrorism. Balancing Legitimate Trade and Travel with Security. One Face at the Border. Strengthening Our Control of the United States Borders. Protecting America and its Citizens. Modernizing and Managing. The Customs and Border Protection Modernization Mission and Vision “is to build a dynamic CBP organization, enabled by information and technology to meet agency business expectations and thrive in the midst of tumultuous change. This new environment will build on robust technologies and global best practices with the capacity and flexibility to support future growth and changing business requirements in an ever-changing world.”According to CBP Commissioner Robert C. Bonner’s May 13, 2003 statement to the Homeland Security Subcommittee Hearing, “The priority mission of CBP is to prevent terrorists and terrorist weapons from entering the United States.” Commissioner Bonner clearly outlined CBP’s six Strategic Goals and the operational objectives for achieving those goals in the CBP 2005-2009 Strategic Plan Draft. These Strategic Goals reflect the desired business results or DBRs of the CBP enterprise. They include: Preventing Terrorism. Balancing Legitimate Trade and Travel with Security. One Face at the Border. Strengthening Our Control of the United States Borders. Protecting America and its Citizens. Modernizing and Managing. The Customs and Border Protection Modernization Mission and Vision “is to build a dynamic CBP organization, enabled by information and technology to meet agency business expectations and thrive in the midst of tumultuous change. This new environment will build on robust technologies and global best practices with the capacity and flexibility to support future growth and changing business requirements in an ever-changing world.”

    4. 3 Opening Remarks (continued) Why are we here? Summit was presented to U.S Customs and Border Protection (CBP) stakeholders in context of people, process, and technology Present results of GBB through a scenario Background Presented GBB as new concept, new approach at Trade Support Network (TSN) in January 2004 SAP already being used and will remain as backbone for remaining Automated Commercial Environment (ACE) functionality SAP 101 (Fundamentals): necessary to understand SAP concepts as we go through the scenario and also as we move forward to release-level work

    5. 4 Captured “to-be” vision for ACE Cargo Management Lifecycle via series of workshops with: Collaboration with Headquarters (HQ) Business Process Owners (BPO) Focus on “what,” rather than “how” Consideration of current trade requirements Trade community & Participating Government Agencies (PGA) input at workshops in March using “straw model” Deliverables of GBB: Business Process Flow Model: The “to-be” business processes, capturing an integrated solution for the ACE Cargo Management Lifecycle SAP Fit/Gap Analysis: The functional and technical solutions (SAP or otherwise) that best support the CBP business processes Opening Remarks (continued)

    6. SAP Fundamentals

    7. 6 Evolution of ERP What is ERP? Enterprise Resource Planning is a software solution that enables integration of various departments and functions across a company onto a single computer system that can serve all those different departments’ particular needs. It addresses the enterprises’ needs taking the process view of an organization to meet the organizational goals tightly integrating all functions of an enterprise. ERP integrates databases, applications, interfaces, tools and business processes. An ERP system records the flow of information throughout a company, from order to cash. SAP is one of the many ERP systems available. Others you may have heard from are PeopleSoft, JD Edwards, Baan, etc. You may hear the application called SAP or R/3. R/3 is the third release of SAP. However, SAP is a host or umbrella to several products, systems and application. R/3 is one of those systems.It addresses the enterprises’ needs taking the process view of an organization to meet the organizational goals tightly integrating all functions of an enterprise. ERP integrates databases, applications, interfaces, tools and business processes. An ERP system records the flow of information throughout a company, from order to cash. SAP is one of the many ERP systems available. Others you may have heard from are PeopleSoft, JD Edwards, Baan, etc. You may hear the application called SAP or R/3. R/3 is the third release of SAP. However, SAP is a host or umbrella to several products, systems and application. R/3 is one of those systems.

    8. 7 Evolution of ERP (continued) Before ERP became popular, companies invested in: Specialized computer systems Needs of an individual department Hundreds of different systems Custom system Many times the different computer systems were not integrated resulting in a “stovepipe effect” Each system was specified designed to serve the needs of an individual department. Some large companies had hundreds of different systems, and many companies built custom systems from scratch to meet their business needs. One system might manage accounting. Another might control production planning. A third might serve the Human Resources department. Because systems were built from scratch, it was necessary to have large IT departments to support the systems. Sometimes the different computer systems didn't communicate. Even when systems did communicate, they were limited to stockpiling information during the day, and communicating at night, so that the communication process wouldn't slow the computers down while people were trying to use them for their work. This communication was called batch transfer.Each system was specified designed to serve the needs of an individual department. Some large companies had hundreds of different systems, and many companies built custom systems from scratch to meet their business needs. One system might manage accounting. Another might control production planning. A third might serve the Human Resources department. Because systems were built from scratch, it was necessary to have large IT departments to support the systems. Sometimes the different computer systems didn't communicate. Even when systems did communicate, they were limited to stockpiling information during the day, and communicating at night, so that the communication process wouldn't slow the computers down while people were trying to use them for their work. This communication was called batch transfer.

    9. 8 SAP Benefits Flexible: Configurable to meet business needs Real-time Validation: Updates information immediately in the system as the data is saved Provides direct access to current data and reports Reduces operation costs Audit Trail: All transactions can be tracked to the person entering or changing data Integrated: Data entry in one module is immediately available in others Eliminates duplication of data and increases data accuracy Increases the coordination between departments Flexibility Customized to realize best business practices Development tools for applications development Customized screen layouts, reporting, processing Runs on multiple platforms Interfaces to external software Accommodates growth and restructuring SAP has been selected by CBP Office of Finance to replace its legacy financial systems Using SAP for ACE will greatly facilitate the revenue accounting interfaces between ACE and the financial system True enterprise integration eliminating GAO identified material weaknesses in Accounts Receivable Office of Finance also selected SAP for Procurement, Asset Management, Real Estate Management and Property Management Real Estate Management and the associated SAP infrastructure has been live since April 2002 eCP conducted extensive trade studies to validate SAP’s appropriateness of fit for implementing ACE requirements Accounts processing providing increased trade visibility is already being implemented Additional functionality can be integrated into the existing infrastructure Flexibility Customized to realize best business practices Development tools for applications development Customized screen layouts, reporting, processing Runs on multiple platforms Interfaces to external software Accommodates growth and restructuring SAP has been selected by CBP Office of Finance to replace its legacy financial systems Using SAP for ACE will greatly facilitate the revenue accounting interfaces between ACE and the financial system True enterprise integration eliminating GAO identified material weaknesses in Accounts Receivable Office of Finance also selected SAP for Procurement, Asset Management, Real Estate Management and Property Management Real Estate Management and the associated SAP infrastructure has been live since April 2002 eCP conducted extensive trade studies to validate SAP’s appropriateness of fit for implementing ACE requirements Accounts processing providing increased trade visibility is already being implemented Additional functionality can be integrated into the existing infrastructure

    10. 9 SAP Public Services Experience IRS – January 2004 GBB approach will connect CBP with their counterparts at relevant projects to exchange knowledge and experiences. Bureau of Engraving & Printing DLA: Defense Logistics Agency DOD: Department of Defense Enterprise Software Initiative GSA: General Services Administration IRS: Internal Revenue Service NASA: National Aeronautics and Space Administration NAVAIR: Naval Air Command NAVSEA: Naval Sea Systems Command NAVSUP: Naval Supply Command NAVY Moral Welfare & Recreation Oakridge National Lab Picatinny Arsenal SPAWAR: Space and Naval Warfare Command SPR: Strategic Petroleum Reserve UNICOR: Federal Prison Industries, Inc U.S. Army (Logistics Modernization Project) USGS: U.S. Geological Survey IRS – January 2004 GBB approach will connect CBP with their counterparts at relevant projects to exchange knowledge and experiences. Bureau of Engraving & Printing DLA: Defense Logistics Agency DOD: Department of Defense Enterprise Software Initiative GSA: General Services Administration IRS: Internal Revenue Service NASA: National Aeronautics and Space Administration NAVAIR: Naval Air Command NAVSEA: Naval Sea Systems Command NAVSUP: Naval Supply Command NAVY Moral Welfare & Recreation Oakridge National Lab Picatinny Arsenal SPAWAR: Space and Naval Warfare Command SPR: Strategic Petroleum Reserve UNICOR: Federal Prison Industries, Inc U.S. Army (Logistics Modernization Project) USGS: U.S. Geological Survey

    11. 10 Data Organization in SAP

    12. 11 Data Flow in SAP

    13. 12 SAP Components

    14. Take a few minute to stop and answer any remaining questions from this topic/module.Take a few minute to stop and answer any remaining questions from this topic/module.

    15. Global Business Blueprint (GBB) Approach & Results

    16. 15 GBB: Purpose Define an end-state integrated process vision for future technology which is a collection of documentation defining “to be” business processes and how CBP will use SAP and other technology applications and tools to perform these functions Define an integration approach leveraging current ACE technologies Develop or refine existing program strategies, including project schedule, cost and implementation sequence Define the baseline scope Provide updates to the ACE Program Plan Determine the appropriate system solution for future functionality

    17. 16 Refined process flows as a result of GBB Business Process Decomposition: GBB: Approach Discuss timeline & level 2 decomp to level 3Discuss timeline & level 2 decomp to level 3

    18. 17 Provides an integrated process / technical framework for the ACE Cargo Management Lifecycle. This framework emphasizes the right information for the right people at the right time. Leverages the best for all modes of transportation and provides the flexibility to support the variations within each mode. Includes a framework which fully integrates the export process to realize the benefits of a closed-loop system. Moves to a master data-driven system from a transactional-based approach, providing greater visibility and access to centralized data. Provides CBP, PGAs, and the trade community with a future direction through an integrated solution suited for a dynamic external environment. GBB Results: Summary

    19. 18 GBB Results: Quick Facts Business Process Flow Development Total Workshops: 77 Process Breakdown: CBP Process: 55 Level 2: 33 TSN & PGA: 11 Level 3/4: 162 Other: 11 Port Visits: 4 Touch Points Evaluated: PGA & TSN – 11 workshops conducted across all major process areas All major TSN groups participated in Workshops 8 PGAs were involved in the Workshops (Census Bureau, Food & Drug Administration, Federal Communication Commission, USDA/Animal Plant Health Inspection Service, International Trade Commission, Federal Maritime Administration, Federal Motor Carrier Safety Administration and U.S. Army Corps of Engineers) Duties, Taxes and Fees, HTS, and other data objects No trucking co attended (but were invited) Discuss Port Visits No trucking co attended (but were invited) Discuss Port Visits

    20. 19 GBB Results: TSN/PGA Workshops Sessions held late March/early April Account Management: Export Accounts Account Management: Carrier and Courier Account Management: Importer, Broker, Warehouse Operator Account Management: Foreign Trade Zones (FTZ) Account Management and Manage Finance: Sureties, e-Bond and Bond Sufficiency Manage Finance: Protest, Liquidation, Netting Manage Release: (Export Process) Pre-Departure, SED/Manifest, Licensing Manage Release: FTZ Admission, Entry and Export Process Manage Release: e-Manifest for Sea, Rail, Air Manage Post Release: Entry/Entry Summary, Recon, Post-Summary Corrections, Importer Activity Summary Statement (IASS) Manage Post Release: Drawback Have Trade reps speak to this slide Need to add process team to each sessionHave Trade reps speak to this slide Need to add process team to each session

    21. 20 GBB Results: (continued) Trade community/PGA overview of high-level process, with understanding that further detail to be defined in next stage of process 93% said expectations met 90% said level of detail adequate 100% said joint sessions with Trade community/ PGAs are valuable “These sessions allow the PGAs to see first hand that the trade is sincerely interested in the same goals as the PGA. (i.e. full compliance)” “As a PGA, it gives a better understanding of what the trade goes through to get me this information” Need to provide more detail – confirmation/validation not possible at level presented “It would be helpful to have agenda and information for discussion prior to meeting so could do preparation”

    22. 21 Arrival/Pre-Arrival Export Controls Accounts Brokers Setting up Importer Accounts Air Industry Business Practices PGA-granted Licenses, Certificates, Permits Post Release Foreign Trade Zone (FTZ) Weekly Entries Importer Activity Summary Statement (IASS) Post-Summary Corrections Finance Statement and Netting Follow-up Focus Sessions

    23. Introduction to the Integrated CBP Cargo Management Lifecycle Process Please provide talking points to introduce you and the demoPlease provide talking points to introduce you and the demo

    24. 23 Integrated CBP Cargo Management Lifecycle

    25. 24 SAP Functional Scope mySAP ERP 4.7 (Enterprise Resource Planning, including Public Sector Solution) mySAP CRM 4.0 (Customer Relationship Management) mySAP BW 3.1 (Business Information Warehouse) GTS 2.0 (Global Trade Services) mySAP ERP 4.7 (Enterprise Resource Planning, including Public Sector Solution) mySAP CRM 4.0 (Customer Relationship Management) mySAP BW 3.1 (Business Information Warehouse) GTS 2.0 (Global Trade Services)

    26. 25 GBB Results: Fit / Gap Analysis A Fit/Gap analysis is a rating for determining the technical solution to meet the requirements of the business process Basic Definitions: FIT – The defined “to be” business process can be mapped to the SAP system through configuration. GAP – The defined “to be” business process cannot be mapped to the SAP system through configuration. Overall a high degree of process FIT has been identified with the process areas

    27. 26 Major Process Gaps Identified to date: Manifest Document – A complex multi-level document is required to support the Manifest process in SAP. The structure of the document requires a series of nested levels with large amounts of data required at each level. Additionally, the manifest documents must be correlated to the Filer / Entry documents that allow the release of cargo into the commerce of the US. Currently, this process is not enabled by any SAP solution, however, eCP and SAP are co-developing the Multi-Modal Manifest solution for incorporation into the SAP GTS software. Visibility of all Cargo Management Lifecycle transactions – An important aspect of CBP process is the ability to have traceability to the transaction lifecycle of cargo, conveyance, equipment, and individuals moving in and out of the US. While SAP provides excellent workflow capabilities, there will have to be enhancements to provide full lifecycle visibility of all transactions across SAP systems. GBB Results: Process Gaps

    28. 27 GBB Combined People, Process, & Technology Perspective Process and Technical Integration Standardization / Commonality of Processes Data and Process Discipline Information Accuracy, Harmonization, and Accessibility Quality at the Source: Right Information Available to the Right People at the Right Time throughout the Process Building on ACE work done to date End-to-End solution showing one thread Trade Incorporates Best Business practices from the trade community Opportunity to re-engineer the Trade processes to fit within proposed CBP design Ensures the smooth flow of legitimate trade Reduces redundant information requirements Promotes uniformity among CBP ports Reduces reliance on paper processes Eliminates unnecessary processes Provides for incorporation of PGA requirements Key Themes

    29. 28 Integrated CBP Cargo Management Lifecycle

    30. 29 Integrated CBP Cargo Management Lifecycle

    31. 30 GTS - (Global Trade Services) is an international trade compliance solution that provides import and export control functionality for screening legal responsibilities, business partners and trade documents. Automation includes: processing the in bound manifest, entry and authorized movement documents. The correlation of trade data for checking for licenses, permits, certificates and integrated admissibility screening prior to release. CRM - (Customer Relationship Management) enables key processes in Account Management, Release, and Post Release. Automates core business operations across all account touch points: Entry/Entry Summary, Quota, DTF (CRM Sales), Account Management (CRM Business Partners), Trend analysis (CRM Marketing), and Case Management, Verification (CRM Service). SAP Technical Enablers

    32. 31 SAP Technical Enablers

    33. 32 Integrated CBP Cargo Management Lifecycle

    34. Integration Scenario This Transaction scenario depicts the “to be” end-to-end process for importing and exporting goods into and out of the commerce of the United States

    35. 34 Integration Scenario Designer Apparel, Inc. has been importing for three years and has decided to initiate an import venture of silk from Hong Kong from “Wormer, Inc.,” a silk producing factory. There are manufacturing plants in the U.S. and Canada that will each receive portions of the shipments to be manufactured into the Evans fall 2004 Clothing Line. Designer Apparel, Inc. will send a portion of their imported cargo to a subsidiary company in England and claim drawback against the import entries. Additionally, Designer Apparel wants to use a new Broker, Hall Brokerage.

    36. 35 Request Portal View of Account Mark Porter, the newly designated import/export Manager for Designer Apparel, Inc., has decided that he would like to view and update the existing account data for Designer Apparel, Inc. Step 1: Mark locates the ACE user ID Application on the Customs Modernization tab and completes the online application through a CBP secure Internet web page. Step 2: Mark submits the online application on the CBP website with the following data a list of the company’s principal officers and their contact information the company’s fiscal year end date relationships to other business entities Agreed to the Terms and Conditions document Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal. Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal.

    37. 36 Creation of ACE user ID Step 3: The CBP Account Administrator (role to be defined), Roberta Bruno, logs into ACE and sees that she has a received a message on her homepage that an application for a new ACE user ID needs to be reviewed. Step 4: Roberta Bruno reviews Mark Porter’s application to confirm that all the required information has been provided on the online application. Information entered is automatically validated by ACE After all validations have successfully passed, the CBP Account Administrator establishes the user ID and password in ACE. Step 5: Notification sent to Mark Porter (Account Owner) by ACE with his new ACE user ID and password for access to the Designer Apparel, Inc account.

    38. 37 Creating a Broker Account Designer Apparel, Inc., wants to use new broker, Hall Brokerage. Hall Brokerage has received their CBP broker license, which they applied for one year ago. Now Hall Brokerage would like to manage their account in ACE and applies for a user ID and password. Step 6: CBP Account Administrator (role to be defined) reviews the Broker Account information and sees that Sarah Combs will be account owner for Hall Brokerage and enters the information into ACE: name, address, and contact information within the account Broker Exam, License, Permit EIN number Any related information Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal. Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal.

    39. 38 Account Validation Step 7: ACE validates that… The address is correct and within the accepted format, A duplicate account is not entered by verifying that the combination of Broker EIN number and address does not exist Step 8: ACE account activation and notification sent After all validations and verifications have passed, a notification is sent to Sara Combs at Hall Brokerage that the ACE account has been created and is provided an ACE Broker account, user ID, and password Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal. Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal.

    40. 39 View Account Information Step 9: Sara Combs signs onto the ACE Secure Data Portal using her ACE user ID and password to enter ACE and searches in the system with Hall Brokerage ACE account number to manage the Hall Brokerage account Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal. Starting the Account Management process at 1.1.3.3: The Account already exists within CBP, but the owner of the Account wants access via the Portal.

    41. 40 Designer Apparel has expanded their line of business to accessories by acquiring a new subsidiary, Accessories Etc Company. Now that Mark has an ACE user ID, he would like to update the Designer Apparel account with new information Step 10: Mark Porter logs onto ACE using his ACE user ID and password to maintain the Designer Apparel account Mark searches for the Designer Apparel account using his Importer of Record number The Designer Apparel account number is a uniquely generated by SAP and is different than the Importer of Record (IR) number; however, the IR number is an attribute of the account Account Management

    42. 41 Account Management Step 11: Within the Designer Apparel account, Mark Porter has the authority to: Maintain Designer Apparel, Inc.’s name, address, and updates his new contact information within the account. Assigns user access rights to specific account information to those individuals involved with the Designer Apparel, Inc. account. Grants access to his Brokers: Hall Brokerage (existing CBP account) Grants access to his Carriers: Sunkist Ocean Liners (existing CBP account) Grants access to his Surety (existing CBP account) Maintain Designer Apparel, Inc. account structure by linking existing Importer of Record (IR) numbers of newly acquired Accessories Etc Company.

    43. 42 Account Management Step 12: ACE validates updated/changed data Once the account information is updated and changed by Mark, ACE will validate the data Step 13: Notification After all validations are passed, a notification is sent to Mark and the account manager that the ACE account has been updated

    44. Relevant GBB Findings Account Management

    45. 44 Account Management Process Improvements Mistake-proofing the account creation and maintenance processes through the use of SAP CRM account data edit checking and portal technologies. Ensuring account data is set up properly up-front in the process reduces the number of times the account data is handled during routine maintenance, as well as daily in the field. Elimination of duplicate account entries and centralized account data, affording full visibility to accounts; better decision support in the field and at HQ

    46. 45 CBP Issues Being Addressed Creating an account for every entity that does business with CBP Maintaining centralized data Requiring accurate account data up-front Eliminating the port-generated ID ACE-generated unique identifier Account Management

    47. 46 Business Benefits to the Trade Community Use of current and consistent technology enablers Access to ACE with a single user ID and relevant security permissions Access to CBP forms & communications according to need Uniform account view for both CBP, account, and authorized government agencies Access to historical and transactional information Centralized account updates, rather than port-by-port Visibility to special instructions for trade community from CBP headquarters Improved and streamlined communication with CBP, PGAs Account Management

    48. 47 Sunkist Ocean Liners, owner operator of the vessel, has an International Carrier Bond already established. Step 14: Fred, working for Sunkist Ocean Liners, submits the manifest data via EDI A list of the separate items of merchandise being transported by the carrier Includes both trip and shipment data twenty-four hours in advance of lading in Hong Kong Includes in-bond data for the 6 containers (900 rolls) of goods being exported to Canada, filed as part of the Multi-Modal Manifest data filed twenty-four hours prior to lading The silk shipment is expected to arrive in San Francisco from Hong Kong in twenty working days after departure. The Carrier Transports the Cargo

    49. 48 The Broker Files Transaction Data Step 15 : Sara Comb at Hall Brokerage, Designer Apparel, Inc.’s Broker, enters the entry transaction into the brokerage’s electronic message data for transmission to ACE (new ABI). Ms. Comb files entry/entry summary for the 4 containers (600 rolls) of woven silk fabric (5007.10.60.30) entering the U.S. commerce

    50. 49 Process the Entry Step 16: Once the entry data has been received and validated by ACE, the correlating process links the entry to the corresponding bill of lading. Note: Since the in-bond document information was filed as part of the multi-modal manifest, an automatic correlation occurred as part of the filing. If a separate in-bond transaction is produced by an entity other than the carrier, correlating will be required Step 17: Following the successful correlation, ACE indicates two containers require further review.

    51. 50 Process the Entry Summary Step 18: Following the successful correlation, the ACE system will now validate the duties, taxes, and fees associated with the entry summary. Step 19: Real time Bond Sufficiency check

    52. 51 Step 20: Sunkist Ocean submits the electronic departure message from the last foreign port of Hong Kong. In addition, Sunkist Ocean submits the entrance data to CBP. ACE checks against carrier account master data for applicable Licenses, Permits, Certificates Check Lloyds number against carrier account Check the conveyance safety certificate All released cargo statistics are updated and distributed to the relevant PGAs and Other Government Agencies (OGAs) Entrance and Clearance for Sunkist Ocean

    53. 52 Step 21: 5 days prior to arrival, CBP communicates that the previously identified containers (shipments) are on HOLD and will require inspection in San Francisco. The other shipments are released Step 22: Sunkist Ocean Liners submits electronic Pre - Arrival Notification to CBP Step 23: Sunkist Ocean Liners receives permission to unlade. Step 24: An SAP business document will be created to calculate conveyance fees and taxes. Entrance and Clearance for Sunkist Ocean

    54. 53 Release Processing of Cargo The 2 previously identified containers are un-laden for verification at the designated pier staging area. Step 25: The containers are processed via the mobile VACIS and the findings are recorded. The first container (shipment) is released. The second container requires further examination: Route to CES for further examination Step 26: CBP officer informs carrier (electronically) that container 2 is required at a local CES.

    55. 54 Release Processing of Cargo Step 27: Carrier submits electronic PTT via ACE to move container 2 to the local CES. After CBP approval, the electronic PTT will be sent to the assigned CES inbox via workflow. Step 28: Once container 2 arrives at the CES, the CBP officer performs the examination and releases the container. Meanwhile . . . Back at the pier. . . Step 29: The remaining 9 containers have been released upon arrival

    56. 55 Wheeler Trucking proceeds to move a container from the Port of San Francisco to the Port of Blaine for export to Vancouver. Wheeler will be transporting the cargo under the Sunkist carrier bond. Step 30: CBP receives in-bond (T&E) initiation message from the carrier once the freight is in possession. Step 31: 25 days has elapsed and the in-bond cargo has not arrived in Blaine. The system automatically notifies the carrier that 5 days remain to complete the authorized movement. Carrier closes Authorized Movement

    57. 56 Step 32: The carrier issues an arrival message once the conveyance has reached Blaine. Step 33: The carrier issues a departure message to CBP and the in-bond (T&E) document is closed. Carrier closes Authorized Movement

    58. Relevant GBB Findings Manage Release

    59. 58 Process Improvements Better security due to improved conveyance and equipment tracking Improved data accuracy - the manifest information is filed only once, electronically. (This does not imply that changes cannot be processed) All import and export manifests will use the same format for filing of data (Multi-Modal Manifest). This will ease operational complexities for both the trade community and CBP. A more tightly integrated process from pre-arrival through release. Maintaining certificates electronically will greatly reduce the need for paper and manual verification which facilitates reduced cycle times for release processing Better tracking and visibility of all warehouse transactions/movements Common verification process for all transport modes Manage Release

    60. 59 Manage Release CBP Issues Being Addressed Developing a common manifest document for import and export Matching the entry to the corresponding manifest item to secure release of the merchandise Tracking and status for Authorized Movements (including Delivery Tickets and PTT) Requiring advanced manifest data which will include information about the cargo, conveyance, individuals and equipment in compliance with the Trade Act of 2002 Handling User fees in ACE Developing a mitigation strategy for the accumulation of transaction data for shipments that never arrive Reviewing regulations which address the automation of the zone admission process

    61. 60 Manage Release Business Benefits to the Trade Community Common processes and new technology for all modes of transport Integration of the Import & Export processes Greater visibility of data for Trade & PGAs ACE will be the “one system” that will support the life cycle of a shipment within CBP Automation of Entrance & Clearance process Elimination of paper documents Improve data accuracy for intermodal moves Improve ease of use by utilizing Web Portal and/or EDI Increased uniformity of CBP processes between ports Faster processing and releasing of cargo Master/House bill processing will be common to all modes Opportunity to re-engineer trade processes to fit within proposed CBP design

    62. 61 Financial Processing for Imports Accounts Receivable / “Revenue” is recognized and posted to the general ledger accounts Step 34: Subsequent to the successful verification of the entry summary (7501) or certified at entry (3461), SAP billing process is initiated, accounts receivable is recognized. Step 35: During the month, the importer / broker logs onto the ACE portal to review their outstanding accounts receivable(s). The importer / broker verifies the entry summaries / accounts receivables that will appear on periodic statements and / or bills.

    63. 62 Financial Processing for Imports Examples of Financial Master Data maintained within ACE: General Ledger – SAP R/3 set up and maintained via Office of Finance Funds Management – SAP R/3 set up and maintained via Office of Finance Accounts supporting financial transactions (i.e. Importer, Broker, Surety, etc.) – SAP CRM set and maintained via Trade and Account Managers Bonds – SAP CRM value contracts maintained via Office of Finance, along with Surety / Importer / Broker relationship

    64. 63 Financial Processing for Imports Designer Apparel verifies the entry summaries that will appear on the periodic statement of their duties, taxes, and fees for the imported goods from Hong Kong Step 36: Based upon the payment terms submitted with the original entry summary (s), ACE will automatically generate the periodic statement on the requisite delivery date. Step 37: The filer reviews the periodic statement(s) and provides ACH debit authorization for payment to be processed. Step 38: Mellon Bank processes the ACH debit transaction. Step 39: CBP clears Designer Apparel’s receivable in full for the ACH debit payment received

    65. Relevant GBB Findings Manage Finance

    66. 65 Process Improvements Refunds / Payments – SAP to act as single source for all refunds / payments to the trade community for both check and EFT payments routed through Treasury Bond Sufficiency – real-time direct relationship between entry summary IR and associated bond sufficiency for given IR Liquidate and Master File Extract / FOIA Requests – manual process reduction and query development reduced with all requisite data stored within ACE Manage Finance

    67. 66 CBP Issues Being Addressed Assess bond sufficiency formula Allowable participation for end-state periodic statement processing and / or other payment types beyond daily statements Netting of receivables / refunds on same statement Manage Finance

    68. 67 Business Benefits to the Trade Community Periodic Monthly Statement Increased monetary float All inclusive (goal, pending policy change) Reduced number of payments Reduction of refund number not amount Real-time check on bond sufficiency Electronic Bond Transparency of all receivable types to view amount due to CBP at any given time Increased use of electronic funds transfers and report distribution Description for each transaction on the statement. Each transaction uniquely identified. Manage Finance

    69. 68 Process Team Review Step 40: ACE determines whether entry summary 1987234113 (for the 4 containers) should be bypassed. Step 41: Entry summary is scheduled to be liquidated a year from now Step 42: Import Specialist George Curious has been doing an analysis of the Designer Apparel Inc. account. He runs a report with all the open entry summaries of Designer Apparel. The entry summary 1987234113 for the 4 containers is one of them. The Import Specialist requests an electronic version of the commercial invoice. The prices in the invoice are uncharacteristically low. The Import Specialist sends an electronic CF-28 requesting price lists, catalogs, confirmation of price paid, and other evidence of arms length transactions

    70. 69 Process Team Review Step 43: George uses the tools available in BW (Business Warehouse) to do a trend analysis of Designer Apparel Inc. buying patterns and detects that their prices are lower than market value. Step 44: George notifies the account via a CF-29 that he is proposing to add to the appraised value of all the open entries of Designer Apparel, Inc. The system automatically extends all Designer Apparel, Inc. open entries with the same characteristics. Step 45: Designer Apparel Inc. provides further clarification but Import Specialist Curious is not satisfied

    71. 70 Process Team Review/Liquidation Step 46: Import Specialist George Curious appraises the shipment adding $25,000.00 per line item. He inputs the corrected value once and mass recalculation of DTF occurs. Team review findings are captured on the entry summaries Step 47: ACE calculates the additional duties Step 48: ACE changes the status of the entry summaries to liquidated Step 49: A liquidation notification is sent to the account and the surety

    72. 71 Process Protest Step 50: As soon as the entry summaries are liquidated, Designer Apparel, Inc. files an electronic protest on all the entry summaries. The protest includes various data elements including the value the importer believes is the correct value. ACE uses those data elements to fill in the protest fields. The new e-protest will include all the data elements needed to process protests electronically. Step 51: The protest includes additional value information not available when the entry summary was appraised. Step 52: Import Specialist Curious reviews the additional information and agrees in part with the importer. He decides on a new value that is less than the appraised value he had originally decided but more than the entered value.

    73. 72 Process Protest Step 53: The importer did not file for Application for Further Review so the protest does not have to go to Headquarters. He inputs the new value and uses workflow to route the protest to the Supervisory Import Specialist to approve. After approval, ACE calculates the new extended value and the new duties. Step 54: A notification is sent to the protest filer and the surety

    74. 73 Financial Processing for Adjustments Subsequent to Designer Apparel receiving positive acceptance of their protest submission, ACE will process the adjustment of duties. Step 55: Based upon protest decision, an adjustment document is generated referencing the original 7501 submitted. A new bill is issued for the amended amount including interest. Step 56: Since Designer Apparel pays via ACH debit, the payable due will be remitted as an ACH debit adjustment during the next statement / bill cycle.

    75. 74 Managing Compliance Step 57: The CBP Account Manager for Designer Apparel, Julie Johnson, executes the compliance report for Designer Apparel. Account Manager reviews the status of Designer Apparel, Inc. Account Manager analyzes Designer Apparel, Inc. and runs compliance reports Account Manager analyzes Designer Apparel, Inc. transactions Step 58: Mark Porter at Designer Apparel, Inc. is notified by Julie that Designer Apparel is having classification problems. Mark logs into ACE to view compliance report. Mark researches Designer Apparel, Inc. transactions within ACE to investigate compliance issues.

    76. 75 Managing Compliance Step 59: Mark Porter works with the Account Manager to add an item to their Action Plan and the agreed upon action is placed within the Account information in ACE for visibility.

    77. 76 Designer Apparel Cargo for Export Having successfully entered the merchandise into the commerce of the US, Designer Apparel is contacted by its London subsidiary and needs to ship silk fabric to England via an air shipment. Step 60: Designer Apparel (USPPI) files an electronic Shippers Export Declaration (SED), the message is received, and the ITN number is issued. Step 61: The USPPI delivers the cargo to Virgin Atlantic (Export Air Carrier). The export carrier files the cargo receipt message referencing the ITN number Step 62: The ITN number of the cargo receipt is correlated to the ITN of the SED.

    78. 77 Designer Apparel Cargo for Export Virgin Atlantic, having received the material from Designer Apparel, creates the export manifest. Step 63: The carrier files the electronic export manifest. Step 64: CBP provides permission to export for the cargo Step 65: Virgin Atlantic files the clearance data with CBP. CBP provides permission to depart. Step 66: Virgin Atlantic departs and the departure message is sent to CBP.

    79. 78 Drawback Claim Designer Apparel files a drawback claim based on the export of cargo to England. Step 67: The importer provides the necessary information on the drawback claim (referenced to the entry summary as well as the proof of export). Note: The classification of the goods on the import entry was 5007.10.60 and the classification of the exported goods was 5007.10.60. The importer also provided the average duty per unit of the line item on the entry summary and the average duty per unit of the exported item determined by applying the duty rates on the designated entry summary to the value and quantity of the exported item Step 68: The original entry exists and the monies are available. Step 69: The drawback claim is approved and CBP issues the drawback to Designer Apparel.

    80. Relevant GBB Findings Manage Post Release

    81. 80 Process Improvements Alignment of expertise across the country to address certain commodities entering the United States will allow for greater automation of workflow and a decrease in low value highly administrative tasks Enhanced ability to verify calculation of Duties, Taxes, and Fees due to greater data integrity in Account and HTS management Integration and automation between entry and receivables will minimize handling costs of the transaction and create the visibility of an accounts balance and integrity of the data Manage Post Release

    82. 81 CBP Issues Being Addressed ACE will enhance the paperless entry process. Filers will have the capability to forward electronic documents which will be associated with the entry document and forwarded for team review. Paper entries will still be accepted and processed similar to paperless entries Reconciliation (types and flagging) Quota Process Improvements IASS link between reconfigured entry and release Manage Post Release

    83. 82 Business Benefits to the Trade Community Reduction of paper documents Opportunity to stream line drawback processes IASS monthly entry summary Automation of Reconciliation by eliminating the spread sheet and the disks Post Summary Correction Reduce time on drawback process Reduce time on protest process Improved data accuracy for government agencies Manage Post Release

    84. Appendix

    85. 84 Glossary BW – (Business Information Warehouse) is SAP’s data warehouse and business intelligence solution for reporting, decision support, analysis and data mining. It will enable CBP to access and analyze combined historical data from GTS, CRM, R/3 and non-SAP applications. Master data (like account, HTS, DTF) and transaction level data (entry/entry summary, authorized movements, quota, AD/CVD etc…) will be extracted from the SAP solutions to provide both operational and analytical reporting to support the Cargo Management Lifecycle. COTS – Acronym for Commercial Off the Shelf product and is used to describe SAP. CRM - (Customer Relationship Management) enables key processes in Account Management, Release, and Post Release. It incorporates CBPs integrated processes into CRM and will automate core business operations across all account touch points, for primary processes like; Entry/Entry Summary, Quota, DTF (CRM Sales), Account Management (CRM Business Partners), Trend analysis (CRM Marketing), and Case Management, Verification (CRM Service). DTF – Duties, Taxes, and Fees ERP – Enterprise Resource Planning. A packaged system that offers a single interface for performing major company transactions. GTS - (Global Trade Services) is an international trade compliance solution that provides import and export control functionality for screening legal responsibilities, business partners and trade documents. Key processes for GTS automation include: processing the in bound manifest, entry and authorized movement documents. The correlation of trade data for checking for licenses, permits, certificates and integrated admissibility screening prior to release. GUI – Acronym for Graphical User Interface. Portal User-friendly starting point for all interactions Provides a single gateway for all system applications Permits users to access information, send and receive messages both within CBP and externally, with the trade and government agenciesPortal User-friendly starting point for all interactions Provides a single gateway for all system applications Permits users to access information, send and receive messages both within CBP and externally, with the trade and government agencies

    86. 85 Glossary (continued) HTS – Harmonized Tariff Schedule MID – Manufacturer Identification number mySAP Business Suite – A series of packaged SAP modules and New Dimension Products developed by SAP. New Dimension Products – Series of products developed by SAP in the mid-Nineties. Portal – One entry point for various system applications including ERP systems as well as legacy systems. R/3 - Enterprise handles Billing, Inventory Management and Finance. All of the SAP solutions listed above are born out of SAP R/3. Any sales document created in the GTS/CRM system will be replicated into R/3 so that process in Billing, Statement Processing, and Finance can be executed. Master data like Account Data will be replicated to R/3 while data like HTS and DTF will be maintained in R/3 and replicated to the appropriate systems ‘real-time’. SAP – Acronym for Systems, Applications, and Products in Data Processing. It is an enterprise resource planning (ERP) system. Transaction Code – Shortcuts that take you directly into the SAP R/3 screen that begins a particular transaction. Workflow - Functionality of routing tasks and approvals through SAP. Portal User-friendly starting point for all interactions Provides a single gateway for all system applications Permits users to access information, send and receive messages both within CBP and externally, with the trade and government agenciesPortal User-friendly starting point for all interactions Provides a single gateway for all system applications Permits users to access information, send and receive messages both within CBP and externally, with the trade and government agencies

    87. 86 SAP Federal Clients: Bureau of Engraving & Printing DLA: Defense Logistics Agency DOD: Department of Defense Enterprise Software Initiative GSA: General Services Administration IRS: Internal Revenue Service NASA: National Aeronautics and Space Administration NAVAIR: Naval Air Command NAVSEA: Naval Sea Systems Command NAVSUP: Naval Supply Command NAVY Moral Welfare & Recreation Oakridge National Lab Picatinny Arsenal SPAWAR: Space and Naval Warfare Command SPR: Strategic Petroleum Reserve UNICOR: Federal Prison Industries, Inc U.S. Army (Logistics Modernization Project) USGS: U.S. Geological Survey Portal User-friendly starting point for all interactions Provides a single gateway for all system applications Permits users to access information, send and receive messages both within CBP and externally, with the trade and government agenciesPortal User-friendly starting point for all interactions Provides a single gateway for all system applications Permits users to access information, send and receive messages both within CBP and externally, with the trade and government agencies

More Related