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How Warehousing has Evolved Over the Years

How Warehousing has Evolved Over the Years

In the last ten to twenty years, warehouses have evolved massively. The industry has come a long way just in the last decade and has evolved to adapt to a faster pace. Driven by the evolution of various factors that influence the global market, warehousing continues to rise and change to remain one of the vital components in many industries.

The rule in business nowadays is simple: either you adapt or you break. The warehousing sector can confidently say that it has successfully adapted to the trends set by consumers and competition. From retail to manufacturing, every business that involves logistics has managed to or has to manage by making planned changes through the use of recent developments, which has so far produced positive results.

As warehousing experts and pros continue to tread the path driven by trends and change, they have to educate themselves. An important part of the adaptation process and preparing to move forward is looking back at what put you in your current position – a review of sorts.

To help you see the direction warehouse management is headed, this article will highlight how warehousing has evolved over the years.

More Strategic and Complex

Warehousing management has become more strategic and complex over the years. The simple warehouse which was once a small portion of the supply chain is not what it used to be. The primary concept of which warehouses were derived is still there: storage; however, the warehouse is now being called on to handle more complexity than it ever had.

There are many different types of warehouses that exist now that could play an important role in the near future. Warehouses such as high ceiling facilities and pop-up warehouses were developed throughout time to meet different requirements. Still focusing on adapting, it’s critical that current warehouses are agile and can adapt to changing conditions.

Accessibility

Historically, warehouses were only available to large businesses with a large-scale budget. Now, warehouses are more accessible even to small and medium businesses. This is driven by everyone wanting to manage their own operations and taking matters into their own hands.

The demand for industrial real estate has risen and continues to do so since the boom of ecommerce and the customer’s expectations of faster and more affordable shipping. For instance, there is accessible industrial real estate in many locations such as the warehouse in Kansas City that a business can either lease or purchase for different purposes. This all caters to businesses of all sizes.

Shift to Ecommerce Drives Automation

As aforementioned, the ecommerce industry is one of the main driving forces of the warehousing evolution. Ecommerce pros are facing the challenge of meeting customer expectations of cheaper and faster delivery and shipping. One of the strategies to address this demand is to automate.

Automated systems effectively reduce overstock and shortages and will boost profits in the long run. Automation cannot do it alone though, as it has to be partnered with quality warehouse storage systems to help an operation run smoothly.

Conclusion

Warehousing evolved in the past years by becoming more strategic and complex, accessible, and pushing for automation. It will continue to evolve in the next decade or so, as it depends on variables that can disrupt the majority of workplaces in many industries. Warehousing will continue to be pushed to adapt by the ever-changing fast-paced world.

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Angelo Castelda works as a contributor for a news magazine in Asia. On his free days, he likes to read books about the logistics industry and warehouse management. He also gets frequently invited to schools and universities to hold talks about the supply chain system and warehouse operations.

human

A Human Perspective – Global Business in the Post COVID-19 World and The New Norm

There is little doubt that our economy will not be the same in the post novel coronavirus world. American businesses long have shown the scars of national trauma: Devastating fires, for example, spawned major factory regulations. World War II hastened the entrance of women into the workforce. September 11th drastically heightened security protocols. Analysts say the novel coronavirus pandemic could push broad societal shifts and human behavior. There will essentially be a “new norm” where new businesses will start, others will thrive, and many will disappear. As human beings in this New Era, this article will identify how the human perspective will influence business and consumer trends.

One of the most apparent human factors consumer impacts from the coronavirus outbreak is a shortage of toilet paper stemming from panic buying originating from video’s that went viral such as this one from Australia.

However, upon a human perspective evaluation, there is a supply chain shortage of toilet paper, not an inventory shortage. Consumers are now buying for their homes as the toilet paper supply in offices, restaurants, airports, hotels, and schools go unused.

Other observed human factor trends are a shortage of Viagra where Pfizer is allegedly at full production capacity of Sildenafil at its Amboise France Facility (Now managed by Fereva). Lastly, figuratively related, in Food Science, packets of yeast are also at shortage levels as homebound bakers now have more time on their hands to take the time required to bake fresh bread.

Lastly, the best performing commodity during this epidemic has been frozen concentrated orange juice rising over 20% (Akin to the 1983 film Trading Places)

The most significant impact economists say will likely be dramatic losses in local retail and dining options, with millions of jobs disappearing as the most prominent and wealthiest companies — especially those that do much of their business online — extend their gains. Giants such as Amazon, Walmart, Target, and Costco — and the rest of the industry. Companies selling groceries and staples are thriving, while the rest are barely hanging on.

Telework, online education, and streaming video services have grown sharply, while movie theaters, schools, and traditional workplaces close their doors. Some will never reopen in a world where the shift from real to virtual suddenly has gone into overdrive. In the entertainment industry, Universal Pictures announced this week that its animated adventure “Trolls World Tour,” due for release in April, instead will be available for streaming. Such shifts, if they take hold long term, could imperil movie theaters, especially small and independent ones that run on narrow margins based heavily on concession revenue.

Virtually any business practices, such as remote work and the online medical visits or telehealth, which were slow to win widespread adoption because of behavioral inertia, will now speed adoption of such unfamiliar ways of doing business. Any traditional face-to-face encounter — going to an accountant’s office, sending children to class, traveling for a business meeting — will seem less necessary as more remote options become publicly acceptable and widespread.

An economic silver lining will emerge for janitors, child-care workers, grocery store clerks, and servers who will be able to demand higher pay and better working conditions in the post-coronavirus world, some analysts predict. Many have called these workers “heroes” in the crisis.

It’s impossible to say what ripple effects these massive disruptions could cause. One analyst pointed to groceries: When few people opted for home delivery, the scale of the enterprise ensured the costs were high, and availability was low. But as crowds of people opt for delivery, the route drivers will grow denser, and customers will expect everything is dropped off at home. Deliveries of items that were generally in-store purchases — fresh foods, prescription drugs — could usher in new economies of scale.

Businesses dependent on prime real estate and bringing people together could be especially vulnerable as people opt against public gatherings, including shopping at malls. That could have other impacts, too: One analyst said he suspected conspicuous consumption — high fashion, expensive sneakers, sparkling jewelry — might suffer when people “don’t have anywhere to parade.”

Other firms may become winners, too. Blue Apron, the food-delivery service, struggled for months to convince investors that people would pay $60 a box for all of the ingredients they need to make home-cooked meals. But the firm saw its stock price skyrocket more than 500 percent last week amid a flurry of new interest. The company said it is hiring workers at its fulfillment centers in California and New Jersey to meet demand.

But as surgical masks become desperately desired items, schools from Japan to Ireland sit closed, airlines scrap flights, trade shows are canceled, and stock markets plunge, the pandemic seems likely to alter the contours of globalization and human behavior. However, one thing we all can agree is human beings will prevail over the virus. As the Great Winston Churchill said: If you are going through hell, keep going.”

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Frank Orlowski is an accomplished Senior Finance Executive and Board Member with more than 25 years of success in the pharmaceutical, medical devices, contract manufacturing, and healthcare industries. Leveraging extensive experience leading manufacturing, operational, and financial strategies across 35 countries.  Frank has also implemented over 30 FCPA Compliance/ Controls Remediation and Certification Programs across 25 countries.

Contact:

Email: frank@ationadvisory.com

Website: www.ationadvisory.com

Global PVC Panel Market – U.S. Imports Hit a New Record of $3.6B

IndexBox has just published a new report: ‘World – Floor, Wall Or Ceiling Coverings Of Plastics – Market Analysis, Forecast, Size, Trends and Insights’. Here is a summary of the report’s key findings.

Global PVC Panel Trade 2014-2018

In 2018, approx. 4.4B square meters of floor, wall or ceiling coverings of plastics were imported worldwide; surging by 9.1% against the previous year. Overall, the total imports indicated a strong increase from 2014 to 2018: its volume increased at an average annual rate of +12.4% over the last four-year period. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. Based on 2018 figures, plastic panel imports increased by +59.3% against 2014 indices. The pace of growth appeared the most rapid in 2016 with an increase of 17% year-to-year. The global imports peaked in 2018 and are expected to retain its growth in the immediate term.

In value terms, plastic panel imports amounted to $9.8B (IndexBox estimates) in 2018. Overall, the total imports indicated prominent growth from 2014 to 2018: its value increased at an average annual rate of +12.4% over the last four years. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. Based on 2018 figures, plastic panel imports increased by +53.3% against 2014 indices. The growth pace was the most rapid in 2018 when imports increased by 19% y-o-y. In that year, global plastic panel imports reached their peak and are likely to continue its growth in the immediate term.

PVC Panel Imports by Country

The U.S. was the key importer of floor, wall or ceiling coverings of plastics imported in the world, with the volume of imports reaching 1.2B square meters, which was approx. 27% of total imports in 2018. It was distantly followed by Germany (432M square meters), France (261M square meters), Canada (230M square meters), the UK (206M square meters) and the Netherlands (206M square meters), together achieving a 30% share of total imports. Belgium (130M square meters) and Australia (106M square meters) followed a long way behind the leaders.

The U.S. was also the fastest-growing in terms of the floor, wall or ceiling coverings of plastics imports, with a CAGR of +29.4% from 2014 to 2018. At the same time, Canada (+18.7%), Australia (+18.0%), the Netherlands (+14.4%), Belgium (+13.9%), Germany (+11.7%), the UK (+9.3%) and France (+9.1%) displayed positive paces of growth. While the share of the U.S. (+17 p.p.), Germany (+3.5 p.p.), Canada (+2.6 p.p.), the Netherlands (+1.9 p.p.) and France (+1.7 p.p.) increased significantly, the shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, the U.S. ($3.6B) constitutes the largest market for imported floor, wall or ceiling coverings of plastics worldwide, comprising 37% of global imports. The second position in the ranking was occupied by Germany ($747M), with a 7.6% share of global imports. It was followed by Canada, with a 5.6% share.

In the U.S., plastic panel imports expanded at an average annual rate of +31.7% over the period from 2014-2018. In the other countries, the average annual rates were as follows: Germany (+6.1% per year) and Canada (+12.9% per year).

PVC Panel Import Prices by Country

In 2018, the average plastic panel import price amounted to $2.2 per square meter, increasing by 9.4% against the previous year. Overall, the plastic panel import price, however, continues to indicate a mild decline. The pace of growth was the most pronounced in 2018 an increase of 9.4% against the previous year. The global import price peaked at $2.3 per square meter in 2014; however, from 2015 to 2018, import prices remained at a lower figure.

Prices varied noticeably by the country of destination; the country with the highest price was the U.S. ($3.1 per square meter), while the Netherlands ($1.7 per square meter) was amongst the lowest.

From 2014 to 2018, the most notable rate of growth in terms of prices was attained by the U.S., while the other global leaders experienced a decline in the import price figures.

PVC Panel Exports by Country

China dominates plastic panel exports structure, finishing at 3.4B square meters, which was near 66% of total exports in 2018. It was distantly followed by South Korea (391M square meters) and Belgium (292M square meters), together comprising a 13% share of total exports. The following exporters – Germany (163M square meters), Luxembourg (105M square meters) and France (88M square meters) – together made up 6.8% of total exports.

China was also the fastest-growing in terms of the floor, wall or ceiling coverings of plastics exports, with a CAGR of +20.6% from 2014 to 2018. At the same time, Germany (+9.6%), Belgium (+8.7%), South Korea (+7.5%) and Luxembourg (+1.1%) displayed positive paces of growth. By contrast, France (-2.4%) illustrated a downward trend over the same period. From 2014 to 2018, the share of China, South Korea and Belgium increased by +35%, +1.9% and +1.6% percentage points, while the shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, China ($4.3B) remains the largest plastic panel supplier worldwide, comprising 50% of global exports. The second position in the ranking was occupied by Belgium ($749M), with a 8.6% share of global exports. It was followed by South Korea, with a 6.6% share.

Source: IndexBox AI Platform

companies

Free Trade in Free Fall: How Companies Can Navigate the Pandemic

Even before the global pandemic arrived in every corner of the globe, free trade and the globalized trading system were in critical condition. The bruising U.S.-China trade war, along with regional conflicts such as the Japan-Korea trade war, Brexit, import tariffs, the decline of the WTO, left companies struggling to adjust supply chains and many wondering whether the globalized trading system will survive.

Yet these challenges pale in comparison to the trade and supply chain issues the COVID-19 pandemic generates on a nearly-hourly basis. Demand has plummeted around the world for goods and services as vast portions of humanity are isolated in their homes and left without incomes. Export restrictions on medical supplies, food and other critical products, while still limited, are on the rise, creating fears of reverse protectionism. Airfreight capacity has dropped as tens of thousands of flights are grounded. Logistics companies are struggling to deliver goods as nearly every country in the world has implemented ever-tightening border restrictions in a matter of weeks.

As a result, companies and individuals are struggling to keep our grocery stores, pharmacies, and retailers stocked with the cheap and plentiful products consumers have grown accustomed to, not to mention supply the medicine and equipment that our frontline healthcare workers desperately need. While these are dark days in trade, there are ways to immediately protect your company and your supply chain.

First, companies must protect their workers from the disease. Crisis management procedures to keep people healthy, whether that means remote working procedures or social distancing policies to keep production facilities running, should be implemented and revisited as the crisis moves on. While most companies have implemented these policies as a result of government orders, companies should continuously evaluate how to both keep their employees safe and their companies running. Fighting this disease and its economic ramifications is a marathon, not a sprint, so companies should find ways to maintain continuity as long as possible.

Next, now is the time to be hands-on with your supply chain. Companies need to examine every aspect of their supply chain and logistics: every container, every ship, every truck, every port, and every border crossing. In this way, you can understand how your goods must pass to understand how the pandemic will affect each shipment. Seafreight remains stable, though that could change, so companies with any slack in their supply chain should consider moving goods in advance through slower means.

Companies also need a proactive examination of their legal risks.  This assessment must include a review of which contracts may be broken through force majeure and other similar break clauses, whether initiated by you or the other party. At first, only producers were using force majeure as they realized they did not have the raw materials, labor shortages, and logistical support to deliver products. Now, importers and end-users are breaking their contracts as demand drops and shops close. Similarly, insurance markets are struggling to find ways to insure goods, services, and even projects as supply chain issues threaten to slow projects around the world. A holistic examination of your legal risks will save your company money and time when legal challenges arise.

Companies also need to find help from their governments. Governments are looking to help companies stay afloat, keep people employed, and keep goods and services flowing, but they are frequently looking for answers from companies. If you are not part of a trade association, join one. And if you do not have representation in Washington, now is the time to make sure that government authorities know how best to help your company and industry navigate this crisis and to remind them of the value that trade brings to communities around the world, and where you need help.

The COVID-19 crisis will leave the global trading system permanently altered, but it is also a reminder that, just as our physical health is intertwined with our neighbors, our economic health is also dependent. Long-standing trade relationships are under strain, contracts will be voided, and shipments unfulfilled. Yet a healthy dose of compassion and understanding that your business partners are facing the same challenges as your company may help you maintain your trading relationships through these hard times and allow them to rebound faster when the crisis is over.

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Benjamin Kostrzewa is a Registered Foreign Lawyer at Hogan Lovells, working in Hong Kong and Washington serving the needs of clients on both sides of the Pacific. Before joining Hogan Lovells he served as Assistant General Counsel at the Office of the U.S. Trade Representative.

export controls

The Effects of COVID-19 on Sanctions and Export Controls

The global outbreak of the novel COVID-19 virus and resulting pandemic have disrupted nearly all fields of commerce throughout the world. While the situation continues to develop and has had broader implications, the effect both on U.S. and EU sanctions and export control policies is notable. We summarize below some of the changes to U.S. sanctions and export controls that have occurred in recent weeks in response to the pandemic. We also present the European response to this crisis with respect to export control regulations. Because the situation is dynamic, compliance professionals should continue to monitor further developments closely.

The U.S. Response to COVID-19

Favorable Licensing for COVID-19 Related Goods and Services for the Time Being

For the time being, many items related to the coronavirus response are subject to general authorization and otherwise favorable review standards. Already the U.S. government has issued general licenses to facilitate the provision of humanitarian goods to Iran, where the virus has had a devastating impact. Specifically, on February 27, 2020, the U.S. Department of the Treasury, Office of Foreign Assets Control (“OFAC”) – the U.S. agency responsible for administering and enforcing most U.S. sanctions – issued General License 8. That general license authorizes payments and related transactions involving the Central Bank of Iran for exports of food, medicine, and medical devices. The general license builds upon several existing authorizations, which are summarized in a new Frequently Asked Question issued on March 6, 2020, and broadly permits certain donations and other humanitarian aid to Iran, so long as the recipients are not the Government of Iran, Specially Designated Nationals, or otherwise prohibited parties.

To date, there have been no similar general licenses issued by the U.S. Department of Commerce, Bureau of Industry and Security (“BIS”), which is the U.S. agency responsible for dual-use export controls on goods and technology. For the time being, we anticipate that license requests for COVID-19 related items that would require authorization from BIS will generally be reviewed favorably by the agency, consistent with the policy underlying OFAC’s General License 8. In particular, on February 7, 2020, BIS issued guidance specifying that the COVID-19 virus is classified as EAR99, meaning that samples of the virus subject to the EAR (by, for example, being present in the United States) generally may be exported, re-exported, or transferred to most countries without a destination-based license. This is notable because the related virus from the SARS outbreak in 2003 is classified under ECCN 1C351.a.46, which is subject to more stringent licensing requirements. The current classification of the COVID-19 virus as EAR99 could, therefore, more easily facilitate international research on treatments and vaccines for the virus.

However, as the crisis continues to unfold, if certain essential resources become globally scarce – such as respirators and certain medicines – it is possible that BIS could control such items under its existing powers applicable to goods in “short supply,” which are described in Part 754 of the Export Administration Regulations. In the immediate aftermath of the outbreak, a number of countries around the world instituted unilateral trade controls on medical equipment and other supplies needed to respond to the pandemic.  Indeed, according to one report, as of March 21, 2020, at least 54 governments had instituted such controls. In addition, following restrictions by some individual member states, the EU instituted a license requirement for the export of personal protective equipment. Other counties – including Russia, Turkey, and India – have imposed similar restrictions or outright bans on export. The White House is also reportedly drafting a “Buy American” executive order intended to bring pharmaceutical and medical supply manufacturing back to the United States, but has been met with opposition within the administration.  In addition, on April 3, 2020, the White House used the Defense Production Act to block U.S.-based 3M from exporting surgical face masks abroad, signaling perhaps a more aggressive approach towards controls on items used to contain the outbreak.

Timing Delays

With the metropolitan Washington, D.C. area and other major cities throughout the United States subject to shelter-in-place orders, all but essential government employees have moved their work from their normal physical locations to home.  Inefficiencies, distractions, and family needs could delay and expand the review timelines of license applications and other requests for authorization. If a large number of the personnel responsible for license reviews or their immediate family members become ill, delays could be extended even further.

In addition, even for exports or re-exports that are authorized, finding available shippers and freight forwarders may prove challenging, with many non-essential shipments being delayed to free up supply-chain resources necessary to effectively respond to the pandemic. Shippers, such as FedEx, have reduced their capacity in response to the slowing economy, and have suspended their service guarantees in anticipation of delays.

Further, ongoing regulatory objectives may be put on pause or delayed. In particular, the Export Control Reform Act of 2018 directed BIS (in conjunction with the Departments of Defense, Energy, State, and other agencies as appropriate) to define the terms “emerging technologies” and “foundational technologies,” and to impose controls on such technologies that are “essential to the national security of the United States.” In late 2018, BIS issued an Advance Notice of Proposed Rulemaking to solicit comments on the criteria that should be considered in defining “emerging technology,” and recently – in January 2020 – issued an interim rule with the first restrictions applicable to artificial intelligence software. A proposed definition for “emerging technology” had been expected by the end of 2019, but it is likely that the COVID-19 crisis will result in further delay of additional rulemaking on this issue.

Enforcement Remains Steady

Nevertheless, enforcement activity – at least throughout the early part of the crisis – has continued. For example, during the week of March 16, 2020 alone, OFAC took three separate enforcement actions to designate nearly twenty parties involved in exporting Iranian petroleum products. Similarly, on March 26, 2020, U.S. Department of Justice announced that a federal grand jury had indicted Venezuelan President Nicolás Maduro on drug trafficking and money-laundering charges, even as courts across the country began to close and suspend proceedings in response to the crisis.  The devastating effect that the virus has had thus far in Iran in particular has drawn international pressure for the U.S. to lift sanctions targeting that country and others, with one of the most prominent calls coming on March 31, 2020, from the UN Special Rapporteur on the Right to Food. However, Treasury Secretary Steven Mnuchin vowed, “The Trump administration will continue to target and isolate those who support the Iranian regime.”

It is therefore imperative that companies remain vigilant in their compliance efforts, even while juggling a myriad of unprecedented and difficult challenges. In particular, employees working from home should exercise care, especially when utilizing technical data subject to export controls, to avoid inadvertent “deemed” exports to unauthorized persons. Compliance officers should also stress that companies’ compliance procedures – such as screening and third-party due diligence – remain in effect throughout the crisis.

The EU’s Response to COVID-19

In response to the crisis, EU Member States have aimed to protect the supply of goods and technologies within the medical and healthcare sector at the country level, while at the same time regulating EU exports to third countries at the European level.

The EU’s Limitations on Export Restrictions Between Its Member States

According to Article 168 of the Treaty on the Functioning of the EU (“TFEU”), public health falls within the jurisdiction of Member States themselves. Member States are therefore, in principle, free to organize and supply their healthcare systems as they see fit.

However, EU action can, by its own terms, “supplement” and “support” these national policies. As such, Article 4 of the TFEU and Article 168 of the TFEU provide for shared jurisdiction between the EU and Member States on common security and public health issues. This shared jurisdiction includes such issues as disease prevention, combating major health scourges, and combating serious cross-border threats to health. Nevertheless, it should be noted that the EU’s ability to legislate and adopt legally binding texts on these matters is limited to those that do not require legislative or regulatory harmonization of Member States’ national laws.

For their part, Member States have the obligation to respect the fundamental principle of the free movement of goods within the single EU market, as provided for in Articles 26 and 28 to 37 of the TFEU, and barriers to the trade of goods may only be re-established in certain circumstances, such as the protection of public health.

In this vein, since the beginning of the health crisis in Europe, several countries, including France and Germany, have taken national measures introducing requisitions of personal protective equipment (“PPE”) – which includes equipment such as masks, protective goggles and visors, face shields, oral-nasal protective equipment and protective clothing – and restrictions on the export of this PPE. For example, France seized all stocks of anti-projection and FFP2 type surgical masks from national producers and distributors, and then extended this requisition to other types of surgical masks. These national requisitions have de facto restricted all exports of masks outside French and German territories.

To respond to this seeming retreat within national boundaries, and in order to ensure the free movement of goods between Member States, the EU has reacted twofold: to provide a coordinated response to the health crisis and ensure unhindered access to medical supplies within the EU.

First, on March 13, 2020, the European Commission reminded the French and German governments, without naming them directly, that “[i]t is essential to act together to secure production, stocking, availability and rational use of medical protective equipment and medicines in the EU, openly and transparently, rather than taking unilateral measures that restrict the free movement of essential healthcare goods.”  In so doing, Brussels therefore called upon the crucial importance of solidarity between Member States during the current health crisis.

Second, the Commission issued new guidelines on border management measures to protect public health and ensure the availability of essential goods and services. The text emphasizes that “[t]he coronavirus crisis has highlighted the challenge of protecting the health of the population whilst avoiding disruptions to the free movement of persons, and the delivery of goods and essential services across Europe.” The EU, through these guidelines, thus reminded its Member States that safeguarding the functioning of the single market is essential to address shortages that would exacerbate the social and economic difficulties Member States are already experiencing.

In response to the Commission’s call, France and Germany decided to withdraw their restrictive measures on transfers of PPE to ensure that “the [PPE] equipment held goes where it is needed, to patients, doctors, hospitals, health care staff, etc.” By way of example, at the end of March, France and Germany each sent more than a million masks and 200,000 protective suits to Italy.

Export restrictions between EU Member States and third countries

The Commission has adopted Regulations (EU) 2020/402 and (EU) 2020/426, requiring PPE exports from the EU to non-EU states to be subject to prior authorization by the competent authorities of the Member States.

This measure is applicable for a period of six weeks starting on March 15, 2020. However, exports to Norway, Iceland, Liechtenstein, and Switzerland, as well as to the Overseas Countries and Territories (i.e., those countries identified in Annex II of the TFEU which are described in Article 198 of the TFEU as “non-European countries and territories which have special relations with Denmark, France, the Netherlands and the United Kingdom”), the Faroe Islands, Andorra, San Marino and Vatican City, will not be subject to these restrictions.

In France, it is the Service des Biens à Double Usage (i.e., the French Dual-Use Goods Agency, the “SBDU,” attached to the Ministry of the Economy), that has been designated by the Commission as the authority for issuing export authorizations for the medical protection goods listed in the Schedule to Regulation 2020/402 of March 13, 2020. The SBDU is authorized to receive applications, organize the administrative process, and make licensing decisions according to the criteria set out in the aforementioned Regulation.

Conclusion

The COVID-19 outbreak presents new and unprecedented challenges. Its effect on the U.S., EU and international approach to sanctions and export controls may be felt for months or even years to come. While the crisis is still in its early stages, compliance professionals should monitor developments daily, ensuring their respective companies are continuing to maintain appropriate risk-based compliance efforts.

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By Ryan Fayhee, Roy (Ruoweng) Liu, Alan G. Kashdan, Olivier Dorgans, Tyler Grove and Camille Mayet at Hughes Hubbard & Reed LLP

pandemic

How Entrepreneurs can Respond to the Coronavirus Pandemic

Within the past couple of weeks, communities across the U.S. have taken swift and drastic action to slow the spread of coronavirus (COVID-19). Schools have been closed, events canceled, and businesses have changed their day-to-day operations.

In times like these—where the stakes are high and everything is rapidly changing, it’s hard to know exactly what to do. That’s especially true for entrepreneurs, who have to manage their business and care for their employees as well as themselves, their families, and their communities.

With that in mind, here are four ways small business owners can stay informed, prepared, and ready to respond.

Stay informed

New stories are breaking every few hours and official recommendations are constantly developing. With so much information out there, it’s easy to get overwhelmed … which can either lead to hours spent scrolling through the news, or tuning it out simply because it seems impossible to filter through everything.

Since it’s important to stay up to date, try putting together a roster of reliable resources you can use to stay on top of the latest news for yourself, your family, and your business—without necessarily spending a lot of time chasing down information.

Here are a handful of sites that might make worthwhile additions to your list.

Health organizations: The Center for Disease Control and the World Health Organization have a suite of medical resources, regular updates on the coronavirus, and guidance for how businesses, schools, and other organizations can protect the health of their communities.

National business organizations: The US Chamber of Commerce is regularly sharing updates and resources focused on businesses and the economic impact of the coronavirus, while the Small Business Administration has resources including employer guidelines, information on their disaster loan program, and a directory of local business organizations.

State and county governments: Local health and business departments are working to take swift action and keep their communities informed as they respond to the coronavirus. Checking in with them can be a great way to understand what’s going on in your community and what services they are offering in response. You can typically find their websites through a quick search.

Look for resources that can help

The sweeping changes we’re seeing in response to the coronavirus are, inevitably, having massive social and economic impacts. With schools closed, events canceled, restaurants vacant, and many other businesses dealing with closures or reduced demand, many people are dealing with reduced income or economic uncertainty.

At this point, nearly everyone is significantly impacted in some way. As a result, we’re seeing government and community organizations come together and try to find new ways to support each other.

If you, or someone you know, is facing challenges as a result of the coronavirus, look for resources that might help. And if you’re not sure where to look, start by checking with your local newspaper or news outlet, or contacting your state or county government for advice.

Here’s a general overview of programs that are already available or in progress:

-Although most schools are closed, many of them are still offering meals to children who rely on school lunches.

-Food pantries are doing their best to adapt to the changing needs of communities.

-The federal government is working to pass response packages that offer economic support to families, communities, and businesses.

-The Small Business Administration is offering resources, including disaster loans, for small businesses.

-Many state and local governments are offering financial relief for small businesses, including tax deferments, grants, legal assistance, and loans.

It’s likely that more and more resources will become available as time goes by. These programs all exist to help businesses, families, and communities get through challenges and bounce back from them, so don’t hesitate to use them.

Find ways to adapt

There are a lot of businesses that are especially hard-hit by the coronavirus. Travel, restaurants, entertainment, events … the list goes on.

And although it would be ridiculous to suggest that all these businesses can mitigate their losses by smart planning and marketing, some are finding ways to cushion the damage a bit. For example, some restaurants are closing their tables but offering delivery or pickup instead. Retail shops are focusing on ecommerce efforts.

If you’re seeing a substantial drop in business, take some time to brainstorm. Talk to other entrepreneurs in your community (perhaps via a virtual meetup). Look for new needs and opportunities, and see if there’s a way your business can pivot or stretch to fill them.

Challenges and obstacles can lead to innovation and new opportunities, if you’re prepared to meet them.

Support your community

It’s a tough time right now. Although many groups are hit harder than others, practically everyone is feeling the strain one way or another.

That’s why, if you can, it’s more important than ever to volunteer, donate, and find other ways to support your local businesses and communities. Here are just a handful of ideas:

-If local restaurants sell gift cards, consider buying one (or a handful) to show your support. You can also look for small independent retailers who offer delivery or online sales instead of turning to bigger businesses.

-Consider donating to your local food bank or Meals on Wheels.

-If you can, give blood. There’s currently a severe blood shortage, and the Red Cross has put together guidelines on donating blood during the coronavirus pandemic.

-Help neighbors who are especially vulnerable to the virus due to age or pre-existing health conditions.

-Find and support local nonprofits whose services are likely to be strained by the virus. The impact is potentially wider-reaching than you might think, but nonprofits that focus on food, healthcare, and housing are a great place to start.

It can be especially challenging to donate or volunteer when you’re feeling anxious or economically strained, but every little bit counts. One thing we do know about the pandemic is that working together, as a community, is critical—so keep looking for ways we can all support each other through this.

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Chelsea Hoffer is a writer at Azlo, an online banking solution for entrepreneurs, where she gathers and shares knowledge about building successful businesses.

grain

Grain Consumption in Africa Continues Rising

IndexBox has just published a new report: ‘Africa – Grain – Market Analysis, Forecast, Size, Trends and Insights’. Here is a summary of the report’s key findings.

The revenue of the grain market in Africa amounted to $109B in 2018, picking up by 9% against the previous year. This figure reflects the total revenues of producers and importers (excluding logistics costs, retail marketing costs, and retailers’ margins, which will be included in the final consumer price).

The market value increased at an average annual rate of +1.4% over the period from 2014 to 2018; the trend pattern remained relatively stable, with somewhat noticeable fluctuations being observed in certain years.

Consumption By Country

The countries with the highest volumes of grain consumption in 2018 were Egypt (44M tonnes), Nigeria (31M tonnes) and Ethiopia (26M tonnes), together comprising 37% of total consumption. These countries were followed by Algeria, Morocco, South Africa, Tanzania, Mali, Sudan, Kenya, Niger and Tunisia, which together accounted for a further 38%.

Market Forecast to 2030

Driven by increasing demand for grain in Africa, the market is expected to continue an upward consumption trend over the next decade. Market performance is forecast to retain its current trend pattern, expanding with an anticipated CAGR of +2.5% for the period from 2018 to 2030, which is projected to bring the market volume to 366M tonnes by the end of 2030.

Production in Africa

The grain production totaled 201M tonnes in 2018, increasing by 1.6% against the previous year. The total output volume increased at an average annual rate of +1.5% from 2014 to 2018; the trend pattern remained relatively stable, with only minor fluctuations being observed throughout the analyzed period. The most prominent rate of growth was recorded in 2017 with an increase of 6.7% against the previous year. The volume of grain production peaked in 2018 and is expected to retain its growth in the near future. The general positive trend in terms of grain output was largely conditioned by a slight increase of the harvested area and a relatively flat trend pattern in yield figures.

Production by Country

The countries with the highest volumes of grain production in 2018 were Nigeria (26M tonnes), Ethiopia (25M tonnes) and Egypt (22M tonnes), together accounting for 37% of total production. South Africa, Morocco, Tanzania, Mali, Sudan, Niger, Algeria, Burkina Faso and Kenya lagged somewhat behind, together accounting for a further 37%.

Harvested Area and Yield in Africa

In 2018, the grain harvested area in Africa amounted to 125M ha, remaining relatively unchanged against the previous year. The average yield of grain in Africa stood at 1.6 tonne per ha, flattening at the previous year.

Exports in Africa

In 2018, the grain exports in Africa stood at 2.3M tonnes, growing by 14% against the previous year. In value terms, grain exports stood at $720M (IndexBox estimates).

Exports by Country

South Africa represented the largest exporter of grain exported in Africa, with the volume of exports accounting for 1.2M tonnes, which was near 52% of total exports in 2018. Uganda (471K tonnes) took the second position in the ranking, distantly followed by Tanzania (212K tonnes) and Zambia (144K tonnes). All these countries together occupied near 36% share of total exports. Kenya (70K tonnes), Sudan (46K tonnes) and Burkina Faso (44K tonnes) followed a long way behind the leaders.

Exports from South Africa decreased at an average annual rate of -17.0% from 2014 to 2018. At the same time, Kenya (+64.3%), Uganda (+37.8%), Tanzania (+32.4%), Zambia (+10.8%) and Sudan (+3.6%) displayed positive paces of growth. Moreover, Kenya emerged as the fastest-growing exporter exported in Africa, with a CAGR of +64.3% from 2014-2018. By contrast, Burkina Faso (-10.3%) illustrated a downward trend over the same period. Uganda (+15 p.p.), Tanzania (+6.2 p.p.), Kenya (+2.6 p.p.) and Zambia (+2.1 p.p.) significantly strengthened its position in terms of the total exports, while South Africa saw its share reduced by -57.6% from 2014 to 2018, respectively. The shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, South Africa ($407M) remains the largest grain supplier in Africa, comprising 56% of total grain exports. The second position in the ranking was occupied by Uganda ($94M), with a 13% share of total exports. It was followed by Tanzania, with a 10% share.

In South Africa, grain exports plunged by an average annual rate of -13.9% over the period from 2014-2018. In the other countries, the average annual rates were as follows: Uganda (+27.8% per year) and Tanzania (+32.0% per year).

Imports in Africa

In 2018, approx. 73M tonnes of grain were imported in Africa; increasing by 4.5% against the previous year. In value terms, grain imports amounted to $15B (IndexBox estimates).

Imports by Country

In 2018, Egypt (22M tonnes), distantly followed by Algeria (14M tonnes), Morocco (6.8M tonnes), Nigeria (5M tonnes) and Tunisia (3.5M tonnes) were the key importers of grain, together achieving 70% of total imports. The following importers – Libya (3M tonnes), Sudan (2.9M tonnes), Kenya (2.4M tonnes), South Africa (2.2M tonnes) and Zimbabwe (1.2M tonnes) – together made up 16% of total imports.

From 2014 to 2018, the most notable rate of growth in terms of imports, amongst the main importing countries, was attained by Zimbabwe, while imports for the other leaders experienced more modest paces of growth.

In value terms, the largest grain importing markets in Africa were Egypt ($4.1B), Algeria ($2.6B) and Morocco ($1.4B), with a combined 54% share of total imports. These countries were followed by Nigeria, Tunisia, Sudan, Libya, Kenya, South Africa and Zimbabwe, which together accounted for a further 30%.

Source: IndexBox AI Platform

ferro chromium

Global Ferro-Chromium Exports Peaked at $9B

IndexBox has just published a new report: ‘World – Ferro-Chromium – Market Analysis, Forecast, Size, Trends and Insights’. Here is a summary of the report’s key findings.

Exports 2007-2018

In 2018, approx. 7.2M tonnes of ferro-chromium were exported worldwide; going up by 6.2% against the previous year. The total export volume increased at an average annual rate of +1.2% from 2007 to 2018; the trend pattern remained relatively stable, with only minor fluctuations being observed over the period under review. The growth pace was the most rapid in 2010 with an increase of 26% year-to-year. The global exports peaked in 2018 and are expected to retain its growth in the immediate term. In value terms, ferro-chromium exports totaled $9B (IndexBox estimates) in 2018.

Exports by Country

South Africa represented the largest exporter of ferro-chromium exported in the world, with the volume of exports reaching 3.7M tonnes, which was near 51% of total exports in 2018. Kazakhstan (1,313K tonnes) ranks second in terms of the total exports with a 18% share, followed by India (11%). Finland (282K tonnes), Russia (278K tonnes), Zimbabwe (247K tonnes) and Turkey (119K tonnes) held a minor share of total exports.

Exports from South Africa increased at an average annual rate of +1.9% from 2007 to 2018. At the same time, Finland (+9.9%), India (+5.9%), Turkey (+2.5%) and Zimbabwe (+2.2%) displayed positive paces of growth. Moreover, Finland emerged as the fastest-growing exporter exported in the world, with a CAGR of +9.9% from 2007-2018. Kazakhstan experienced a relatively flat trend pattern. By contrast, Russia (-2.0%) illustrated a downward trend over the same period.

In value terms, the largest ferro-chromium supplying countries worldwide were South Africa ($3.6B), Kazakhstan ($2B) and India ($1.1B), together accounting for 74% of global exports. These countries were followed by Russia, Finland, Zimbabwe and Turkey, which together accounted for a further 16%.

Export Prices by Country

The average ferro-chromium export price stood at $1,261 per tonne in 2018, increasing by 5.2% against the previous year. Over the period under review, the export price indicated a mild expansion from 2007 to 2018: its price increased at an average annual rate of +1.7% over the last eleven-year period.

Prices varied noticeably by the country of origin; the country with the highest price was Turkey ($2,322 per tonne), while South Africa ($988 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by Turkey, while the other global leaders experienced more modest paces of growth.

Imports 2007-2018

Global imports amounted to 7.1M tonnes in 2018, jumping by 3.6% against the previous year. Over the period under review, ferro-chromium imports continue to indicate a relatively flat trend pattern. Over the period under review, global ferro-chromium imports attained their peak figure in 2018 and are expected to retain its growth in the immediate term. In value terms, ferro-chromium imports stood at $9.2B (IndexBox estimates) in 2018.

Imports by Country

In 2018, China (1.8M tonnes), distantly followed by the U.S. (829K tonnes), Japan (788K tonnes), South Korea (595K tonnes), the United Arab Emirates (441K tonnes) and Belgium (349K tonnes) represented the major importers of ferro-chromium, together achieving 67% of total imports. Mozambique (317K tonnes), Italy (301K tonnes), Taiwan, Chinese (284K tonnes), Germany (279K tonnes), Spain (197K tonnes) and Indonesia (189K tonnes) took a minor share of total imports.

From 2007 to 2018, average annual rates of growth with regard to ferro-chromium imports into China stood at +3.3%. At the same time, the United Arab Emirates (+58.1%), Indonesia (+56.3%), the U.S. (+7.1%) and South Korea (+3.2%) displayed positive paces of growth. Moreover, the United Arab Emirates emerged as the fastest-growing importer imported in the world, with a CAGR of +58.1% from 2007-2018. By contrast, Spain (-1.3%), Japan (-1.8%), Belgium (-2.5%), Italy (-3.0%), Taiwan, Chinese (-4.0%), Germany (-4.8%) and Mozambique (-5.7%) illustrated a downward trend over the same period. From 2007 to 2018, the share of China, the U.S., the United Arab Emirates, Indonesia and South Korea increased by +7.5%, +6.2%, +6.2%, +2.6% and +2.4% percentage points, while Belgium (-1.6 p.p.), Italy (-1.7 p.p.), Taiwan, Chinese (-2.3 p.p.), Japan (-2.5 p.p.), Germany (-2.8 p.p.) and Mozambique (-4 p.p.) saw their share reduced. The shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, China ($1.8B), Japan ($1.2B) and the U.S. ($1.2B) constituted the countries with the highest levels of imports in 2018, together accounting for 47% of global imports. These countries were followed by South Korea, Germany, Taiwan, Chinese, Belgium, the United Arab Emirates, Italy, Mozambique, Spain and Indonesia, which together accounted for a further 39%.

Import Prices by Country

In 2018, the average ferro-chromium import price amounted to $1,288 per tonne, flattening at the previous year. Over the period under review, the import price indicated measured growth from 2007 to 2018: its price increased at an average annual rate of +2.5% over the last eleven years. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. Based on 2018 figures, ferro-chromium import price increased by +35.2% against 2016 indices.

There were significant differences in the average prices amongst the major importing countries. In 2018, the country with the highest price was Germany ($1,757 per tonne), while Mozambique ($824 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by the U.S., while the other global leaders experienced more modest paces of growth.

Source: IndexBox AI Platform

transformation

How A Transformation Mindset Positions Companies To Succeed After The Crisis

Many businesses are reeling from the COVID-19 pandemic, and while some may return to business as usual once the crisis is over, others may need to alter the way they think and operate in order to survive.

Many global leaders think the pandemic will transform the world in significant ways, and companies with leaders who already have a transformation mindset will be better equipped to adapt and succeed at a high level, says Edwin Bosso, founder and CEO of Myrtle Consulting Group (www.myrtlegroup.com) and ForbesBooks author of 6,000 Dreams: The Leader’s Guide To A Successful Business Transformation Journey.

Bosso notes there are two types of companies who entered the crisis. “The first type are those who went through a level of transformation prior to the crisis and had the plans and structure in place to keep moving. For them, it will be a lot easier to see where the gaps exist and also where the opportunities are for growth,” Bosso says. “They’ll have better tools to react and analyze what happened and make decisions on what to change.

“The second type of companies are those who, before the pandemic, were contemplating changes that were necessary, but they didn’t follow through. Those companies will come out of this wounded and feeling the environment is more chaotic. Transformation management in this environment is vital. It’s about creating momentum to see results and growth, and the process must be geared at successfully moving hearts and minds toward the end that we seek.”

Bosso suggests three phases – prepare, initiate and implement – for managing transformation in these challenging times:

Prepare

Understand your soul as a company. “Understanding an organization’s soul becomes important because it is the only true representation of the impact that the organization has on the world,” Bosso says. “Knowing the company’s true north puts it in a position to build a higher purpose into the transformation program, and ensures the transformation is rooted in the essence that will make the company successful going forward. It really comes down to answering one question: ‘When people think about our company, whether we are still in business or whether we are gone, what will we want them to say?’ The answer to that legacy question should be a set of descriptors of your identity and capabilities.”

Conduct a post-crisis assessment. “Companies should take this opportunity to examine what they were dealing with before the crisis, how they handled the crisis, and to create plans for how to emerge stronger than before,” Bosso says.  “This event gives leaders carte blanche, in many respects, to implement bigger plans and changes than before. At the end of this, there will be opportunity for those who seize it.”

Initiate

Program the team structure. Bosso organizes a transformation team into these departments: program managers, the leaders of the workstreams, the team members for the workstreams, and administrative support. “This team will be in charge of the implementation phase and be accountable to the company leadership team,” Bosso says. “Communication must constitute a key part of every transformation program and must be organized to reach various audiences at different stages of the program.”

Implement

Manage results: “The implementation phase is the riskiest,” Bosso says, “because it includes the organization’s transition through the emotional cycle of change. Programs must deliver the intended results, and along the way, failure will happen. Measuring short-term and long-term results allows the opportunity to deliver on a specific goal and to celebrate specific successes. However small they are, they add stamina and motivation to the effort.”

Manage people: “A significant challenge that organizations often face when it comes to implementation is people’s resistance to change,” Bosso says. “Implementation is much about building people and building performance. It involves teaching, convincing, coaching, rewarding, sometimes disciplining, but always expressing to people that they are at the center of the organization’s destiny.”

“All companies that come through this pandemic have a huge opportunity to learn from what they’ve done and from what they haven’t done,” Bosso says. “For many, it will be a time for transformation.”

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Edwin Bosso (www.myrtlegroup.com), ForbesBooks author of 6,000 Dreams: The Leader’s Guide To A Successful Business Transformation Journey, is the founder/CEO of Myrtle Consulting Group. Bosso specializes in operations improvement and change management, and his project history includes work for major brands such as Heineken, Texas Petrochemicals, T-Mobile, Anheuser-Busch, Rohm and Haas, Campbells Soup, Kellogg’s and Morton Salt. A wide range of assignments has taken him to Asia, Europe, and North America. He completed his undergraduate education at The Hague Polytechnic in the Netherlands and earned an MBA from Rice University in Houston. 

trade credit insurance

Trade Credit Insurance & COVID-19

Exporters and sellers in every industry are feeling the effects of COVID-19, and they will look to their trade credit insurance to cover amounts that their buyers no longer can pay.  It has been only ten weeks since the first US resident was reported to be infected with novel coronavirus COVID-19, and the virus has wreaked havoc on businesses in nearly every sector since then.

Trade credit insurance (sometimes called accounts receivable insurance) protects sellers against a buyer’s non-payment of debt, up to a certain percentage – typically 80 to 90 percent of the bill.  Most trade credit insurance policies include a “waiting period” after a bill is due before a policyholder can make a claim, and 180 days is typical. It is expected that the first wave of COVID-19 trade credit claims will arrive by early summer and continue throughout the year. The anticipated surge in trade credit claims will likely be met with forceful efforts by insurance companies to get out of paying claims.

PUTTING TRADE CREDIT CLAIMS IN CONTEXT

Economists predict that the country’s GDP will shrink by 34% in the second quarter of 2020. One of the largest trade credit insurance companies estimates that in a typical market, 1 in 10 invoices go unpaid. Even less than a year ago, an industry association counting the world’s largest trade credit insurance companies among its members (ICISA) reported an 8% increase in amounts covered by insurance, coupled with a 1.5% increase in claims paid.  In other words, more accounts were being insured, leading to more claims for insurance companies to pay.  This increase in paid claims, ICISA noted, occurred “despite favorable economic conditions.”

Economic conditions have certainly taken an unfavorable turn since then.

With a worldwide pandemic that has brought the global economy to a nearly grinding halt, sellers in every industry will be unable to pay bills as they come due. Trade credit policyholders will be making more claims – and they will be making those claims to insurance companies whose investment accounts are suddenly worth much less than they were three months ago.

Insurance companies selling property and liability insurance have already staked out their positions on why policies supposedly will not cover COVID-19 losses. There is good reason to believe their trade credit counterparts will respond similarly.

BE PREPARED FOR INSURANCE COMPANY CHALLENGES TO YOUR CLAIM

Trade credit policies generally promise to indemnify a buyer for a specified percentage of unpaid amounts that become due and payable during the policy period. Trade credit insurance is intended to protect a seller from non-payment caused by many things, including a buyer’s default, insolvency, or inability to pay because of catastrophe or acts of God.  Policyholders will have strong arguments that buyers who default on payments because of COVID-19 impacts are amounts that the trade credit policy promises to pay.

But policyholders should be wary of insurance company efforts to break those promises. The following are some expected challenges based on concepts addressed in many trade credit insurance policies.

Non-disclosure

Trade credit insurers often raise the defense of “non-disclosure” to avoid paying claims.  The argument goes that if the insurance company had known about some fact or another, it would not have sold you the policy it did.  In some jurisdictions, insurance companies can void policies altogether if they successfully prove that a representation or omission in the application process was “material,” meaning it caused the insurance company to take a position it would not have taken otherwise.

In the COVID-19 context, policyholders should expect challenges to what they knew about the creditworthiness of the buyer at the time of contracting.  Insurance companies may blame a buyer’s failure to pay on facts about the buyer that are unrelated to coronavirus, arguing that the policyholder failed to disclose things about the buyer that would have changed the insurance picture.  Some insurance companies analyze and investigate a buyer’s creditworthiness before underwriting the risk.  In those cases, an insurance company will have a harder time using non-disclosure to avoid its obligations.

But in response to any non-disclosure challenges, policyholders will want to look to the insurance company’s prior conduct in similar circumstances. Had they insured contracts involving the same seller before? Has the newly “material” information been asked of the seller before? While it is fact-intensive and likely time-consuming to establish, an insurance company’s previous conduct or silence can go a long way toward discrediting a non-disclosure argument.

Prior Knowledge

Depending on the specific policy period and payment dates, trade credit insurance companies may attempt to raise a “prior knowledge” defense to get out of paying a trade credit claim.  Insurance covers risks that are unforeseen at the time the contract is made. Insurance companies will likely seize on the evolving nature of the coronavirus pandemic to argue that sellers had “prior knowledge of facts or conditions” that would alert them to a buyer’s nonpayment.

Any response to the argument that a seller was aware that COVID-19 would impact the buyer’s ability to pay will need to take into account the dates of key pandemic events, both global and local. The dates of COVID-19 actions in the buyer’s home state or country will also likely be at play. As with a response to a “non-disclosure” defense, combatting a “prior knowledge” defense is highly fact-specific.

Policyholders may find that the “reasonable expectations” doctrine of insurance interpretation aids them in this scenario. In many jurisdictions, insurance policies must be interpreted to give effect to the reasonable expectations of the average policyholder. It is fair to say that most policyholders reasonably expect their insurance policies to respond to the losses following the sudden and unprecedented spread of COVID-19, whose impact was not appreciated at the time the policy was entered.

Challenges to the Underlying Sales Contract

While the defenses of non-disclosure and prior knowledge rely largely on what was said, done, or known during the application and underwriting process, policyholders should also anticipate challenges to the insured sales contract.

Trade credit insurance policies contain several provisions that limit insurance company obligations if the underlying sales contract is not compliant with the insurance policy.  Successful challenges to the validity of the contract – such as that it was never properly executed or that the transaction at issue was not covered by the insured contract – may jeopardize coverage. Some policies specifically exclude coverage if there is any “express or implied agreement . . . to excuse nonpayment.”

To avoid or rebut a challenge about the sales contract itself, trade credit policyholders should take special care to follow and apply the payment terms and credit control provisions in the contract. While there is no policy exclusion for being a conscientious seller, be prudent in your communications with buyers about your payment expectations.

Like so much about the legal impact of COVID-19, coverage for trade credit insurance claims stemming from COVID-19 losses will be fact-specific and potentially hard-fought. Trade credit policyholders should give prompt notice of their claim, document their losses, and prepare to respond to any insurance company challenges with the assistance of their broker or trusted insurance expert.

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Vivian Costandy Michael is an attorney in the New York office of Anderson Kil P.C. and a member of the firm’s Insurance Recovery Group. Through jury trials, summary judgment, mediation, and settlements, Vivian has helped to recover millions of dollars in insurance assets under liability and property insurance policies sold to corporate policyholders