Worldwide, consumers want Canadian products and services. Demand isn’t really the problem; the challenge is in the details. Tariffs, complex regulations, logistics costs, and knowledge gaps keep many Canadian companies from expanding into international markets.

International trade accounts for around two-thirds of Canada’s Gross Domestic Product (GDP).

Small and mid-sized companies often assume they are “not ready” for international trade, because their managers don’t know how to manage these barriers.

But the right information can help you overcome many trade barriers.

Use this overview to get started. If you want a framework to help you apply this information to your own business, access FITT’s Export Vision Board tool.

4 of the top market barriers to exporting for small businesses

1. Complying with customs rules & regulations

One of the biggest barriers is learning the rules and regulations. Not only do you need to learn Canada’s rules, but you also need to learn the specifics for each country you want to export your products to.

Managing trade compliance certainly adds to your administrative burden, but it’s well worth it for many, even when keeping up with two or more sets of laws and regulations. You must learn and comply with rules covering product safety standards, labelling, and customs procedures.

Surveys by the Canadian Federation of Independent Business (CFIB) show that small firms see “complex regulatory frameworks, compliance requirements and the costs associated with shipping” as major obstacles to trading internationally.

Some businesses respond by leaning heavily on customs brokers and intermediaries (about 80% of trading SMEs do so) because they don’t have the in‑house expertise to manage customs and regulatory requirements on their own.​

The easiest way to break into international trade is through one of Canada’s 15 Free Trade Agreements (FTAs). These FTAs cover 51 countries and could reach a market of more than 1.5 billion consumers. Since treaties are in place, the risk is lower, and it is easier to find information on doing business with these consumers. You will be able to find much of this information through Canada’s Trade Commissioner Service and by networking within the Canadian small business community.

2. Building a smooth-running supply chain

Once you have a basic understanding of some of the rules and regulations for imports and exports in your industry, you need to apply that knowledge to building your supply chain. This basically covers everything from manufacturing your product to getting it into your customers’ homes.

Building a “smooth” supply chain today is less about chasing the absolute lowest cost and more about building a resilient foundation.

If your business masters a few fundamentals, it is easier to adapt if you need to change vendors, partners, or just about anything else.

There are many specific things to consider. For example, shipping costs were identified as the single biggest challenge for SME exporters, now affecting 66% of firms, with currency fluctuations and duties and taxes close behind, according to the Canadian Federation of Independent Business (CFIB)

Canadian businesses that are able to front-load inventory and diversify suppliers are better able to stay ahead of supply chain disruption. For exporters, the message is clear: take time to invest in relationships and the tools you need to manufacture your product and reliably move to your customers.

If this seems daunting, consider that other Canadian businesses have gone through this before, and Canada’s network of economic development organizations can help.

For example, Nova Craft Canoe was a thriving domestic small business, bringing high-quality boats to the Canadian recreational market. They were able to expand, reaching new markets in Denmark, Finland, and Germany. They formed strategic partnerships and worked closely with advisors at Export Development Canada (EDC). Credit insurance reduces the risks of doing business with suppliers and buyers in other countries, freeing Nova Craft Canoe up to find the best partners.

3. Developing language and culture competency

In theory, international markets have never been more open. In practice, exporters and importers have a steep learning curve navigating tariffs, technical rules, and shipping bottlenecks. Yet, language and cultural barriers are among the toughest challenges to overcome.

Often, we focus on more objective and tangible barriers like complying with regulations, pricing that includes tariffs, and supply chain management. Yet, one of the toughest challenges is understanding the culture of your new markets and finding trustworthy translation support (beyond AI) if these consumers speak another language. Packaging, marketing, and documentation all need to appeal to your audience.

Storkcraft is one of the fastest-growing baby and children’s furniture companies in North America, including Mexico. Their marketing team includes staff from Mexico, Colombia, and Peru who offer crucial cultural insights. As your business grows, you will likely need additional staff with specialized expertise.

4. Keep up with taxes and tariffs

Tariffs, duties, and border taxes can change quickly, and that uncertainty hits exporters right in the margins. Historically, the United States has been Canada’s biggest trading partner. Sudden increases or new retroactive charges can make a previously profitable contract unviable practically overnight, especially for smaller businesses.

Uncertainty over the changing tariffs and environment may discourage smaller Canadian businesses from exporting their products.

Despite the changing environment, there are still opportunities for growth in reaching consumers in the U.S. or the many other nations with which Canada has trade relationships with.

Companies like Nova Craft Canoe and Storkcraft work closely with the Canadian Trade Commissioner Service and use resources like the Tariff Finder to ensure they operate with the most up-to-date information.

If you are used to only doing business in your local community or domestically, you will have a steep learning curve when you expand into international markets. Keeping up on taxes, tariffs, laws, and regulations for two or more countries is another ongoing challenge. You can start from a position of strength by completing practical, execution-focused international trade training that builds real-world trade competence beyond high-level theory. If you are already exporting or importing products, the right training will help you fine-tune your approach.

You can also connect with knowledgeable and experienced advisors, such as CITPs, who can support your expansion plans and help you navigate a complex trade environment.

The post Some of the top market barriers for Canadian exporters & how to overcome them appeared first on Trade Ready.

But those first impressions can hide some of the biggest risks.

In a recent FITTskills Live session, Laura Pixley, CITP, drew on more than a decade of experience helping companies assess and enter new markets to explain where exporters most often make assumptions, what they should investigate first, and how to determine whether an opportunity is truly viable.

Her central message was simple: market entry starts with disciplined investigation, not enthusiasm.

Start by proving there is a real market

Before exporters spend time on distributors, trade shows, pricing or compliance, they need to answer the most basic question: does anyone actually want the product?

As Pixley put it:

“This is something that people actually want and are willing to pay for.”

That means looking beyond broad indicators such as population size or economic growth. Exporters need to understand actual demand, local consumption habits, competition and whether their product fills a meaningful gap.

A product that performs well at home will not automatically succeed elsewhere.

Consumer preferences, lifestyles, trends and purchasing behaviour can all change from one market to another.

Exporters should ask:

• Is there an established need for the product?
• Who already serves that need?
• Is there room for another entrant?
• What makes the product meaningfully different?
• Will buyers pay enough to make the opportunity commercially worthwhile?

The goal is not simply to identify an attractive country. It is to determine whether there is a realistic place for your specific product in that market.

Do not assume one country equals one market

One of the most useful points from the session was Pixley’s reminder that national borders do not always define a single commercial market.

Europe is an obvious example. Companies often speak about “entering Europe” as though it were one market, even though consumer behaviour, language, regulations and distribution models can vary significantly from one country to another.

Canada can present the same challenge. In beverage alcohol, for example, purchasing and importation are handled provincially, meaning an exporter may effectively need to treat Canada as multiple separate markets.

The same applies to the United States, where regional income levels, buyer expectations, consumer preferences and distribution systems may vary significantly.

The practical lesson is to define the market at the level where buying decisions actually happen.

Instead of asking, “Should we enter Canada?” or “Should we enter Europe?” exporters need to ask:

Which province? Which region? Which customer segment? Which sales channel?

That added level of specificity can change the entire market entry strategy.

Investigate compliance before building your commercial plan

Regulatory requirements are not something to address after a buyer shows interest. They can determine whether the opportunity is viable in the first place.

Pixley advised exporters to investigate labelling, certifications, product standards, traceability requirements and other compliance obligations early in the process. In some cases, a product may need reformulation or new packaging before it can be sold. In others, a required certification or registration may effectively determine market access.

She shared the example of traditional Scottish haggis. Because certain traditional ingredients did not meet Canadian requirements for human consumption, an exporter reformulated the product specifically for Canada.

The brand could still sell haggis, but the product itself had to change.

That’s an important distinction. Market adaptation does not always mean changing the marketing. Sometimes it means changing the product.

A free trade agreement does not automatically mean lower tariffs

Trade agreements can make a market more attractive, but only if the product qualifies for the benefits.

Pixley emphasized the importance of rules of origin.

A company cannot assume that a product will receive preferential tariff treatment simply because the exporting and importing countries have a trade agreement.

The product must meet the specific origin requirements.

“Understanding where your inputs come from and having documentation to support that preferential tariff treatment is very important,” she explained.

The commercial impact can be substantial. If a competitor qualifies for a lower tariff and you don’t, your landed price could be significantly higher. Pixley noted that the difference could be 15, 25 or even 30% in some cases.

That makes trade agreement eligibility a strategic pricing issue, not just a customs issue.

Pixley recommended involving customs brokers and other trade specialists earlier than many companies do. In some cases, exporters may also be able to seek advance rulings on classification or origin before committing to the market.

The earlier these questions are answered, the more accurately a company can assess the opportunity.

Price the full landed cost, not just the product

An interested buyer does not automatically equal a profitable export sale.

Exporters need to understand every cost required to get the product where it needs to go. That can include freight, insurance, brokerage, duties, port fees, warehousing, inland transportation, product adaptation, packaging changes, local marketing and after-sales support.

This is where Incoterms become especially important.

Pixley explained that the responsibilities built into the chosen Incoterm can materially affect both pricing and profitability. If the buyer collects the product from the exporter’s warehouse, the cost structure may be relatively straightforward. If the exporter is responsible for delivering the goods to a port or directly to the buyer, the calculation becomes much more complex.

Her warning was clear:

“Looking at just the product price alone is not a good enough strategy when you’re thinking about your own profitability.”

Companies need to know not only what the buyer will pay, but what remains after every export-related expense has been accounted for. Product reformulation, packaging changes and local promotion also belong in that calculation.

Treat the local partner decision as a strategic decision

For many exporters, the partner they choose in-market can have as much influence on success as the product itself.

Pixley called the local partner “quite often the most important decision that you’ll make when looking at exporting to a new market.”

That makes due diligence essential.

Exporters should investigate a potential partner’s history, customer base, sales channels, existing brands, geographic reach and sales capabilities. They should also understand exactly what that partner will expect from them in return.

A distributor that promises rapid growth may sound appealing, but exporters need evidence that the partner can actually deliver.

The structure of the channel may also need to change from market to market.

Pixley used non-alcoholic beer, wine and spirits in Canada as an example. Due to the country’s regulations when the category first emerged many products could not be sold through the same liquor channels exporters were accustomed to using elsewhere. Some suppliers had to work with grocery and packaged-food distributors instead.

In some cases, an exporter may even need more than one partner for the same market.

The key is to understand how the product is actually bought and sold locally rather than trying to replicate the distribution model used at home.

Familiar markets deserve more investigation, not less

One of the easiest mistakes to make is assuming that a culturally familiar market will also be commercially familiar.

Canada, the United States and the United Kingdom, for example, share language and some cultural similarities, but they differ in regulation, labelling, channels, buyer expectations and consumer behaviour.

Pixley advised companies to investigate the differences precisely because the market feels familiar.

That includes asking:

How do consumers shop? What attributes matter to them? How much are they willing to pay? Where are products sold? What regulations apply? Does the packaging or message need to change?

Culture also affects the way business relationships are built.

In some markets, Pixley noted, companies may need to invest significant time in a relationship before a buyer is ready to do business. In others, purchasing may be much more transactional and driven primarily by price or a specific short-term opportunity.

That affects not only how exporters market their products, but also how they approach buyers, structure partnerships and set expectations for how quickly a market can develop.

Assess your own readiness before asking whether the market is ready

Perhaps the most important question is one companies sometimes ask too late: are we actually ready to export?

Pixley said exporters need to be honest about whether they have the financial resources, people, capacity and time required to support a new market.

“Do I have the capacity to fill large orders? Do I have the capacity to manage exporting?” she asked.

Fast-growing companies can be particularly vulnerable here.

Winning an international customer creates additional work in compliance, logistics, partner management, sales support and customer service.

If those responsibilities are added to an already stretched team, a promising opportunity can quickly become difficult to manage.

Domestic experience can matter as well. Pixley noted that international buyers may look for evidence that a company has already built a successful track record at home before they are willing to work with it.

Export readiness therefore needs to be assessed from both sides of the equation: is there a viable opportunity in the market, and does the company have the capability to pursue it properly?

Got an export vision? Download your free FITT | EDC Export Vision Board with a fillable template to identify the essential elements of your market expansion strategy.

Market entry is an investigation before it is an expansion

The strongest takeaway from the session wasn’t that exporters should be cautious for caution’s sake. It was that better investigation creates better decisions.

A promising market still has to survive scrutiny around demand, regulation, pricing, tariffs, distribution, partners, culture and internal capacity. Each of those areas can either strengthen the business case or reveal a reason to rethink the approach.

That does not necessarily mean abandoning the opportunity. It might mean choosing a different region, changing the product, working through a different channel, bringing in specialist advice earlier or delaying entry until the company is better prepared.

For exporters exploring diversification, that discipline matters.

The question is not simply, “Can we sell there?” It’s “Do we understand this market well enough to know how to succeed there?”

The post Beyond first impressions: What exporters need to investigate before entering a new market appeared first on Trade Ready.

International trade is more than moving products across borders. It is about building trusted relationships, understanding different markets, and creating opportunities that generate long term value.

But Radhika knows that lasting success in international trade comes from careful planning, reliable partnerships, and attention to every stage of the process.

It involves supplier evaluation, regulatory compliance, buyer assessment, documentation, cost analysis, and well structured agreements that determine whether an opportunity becomes a successful long term business relationship. As Founder and Managing Director of Avani Cognition, Radhika has built her career around helping businesses navigate these challenges with trust, transparency, and accountability.

“I began my professional journey in the software sector, working across different business verticals. Through this experience, I gained insight into how businesses operate across borders and the practical challenges involved in global sourcing and distribution. I was drawn to international trade because it remains essential across markets and economic cycles, offers structural resilience, and presents the ongoing challenge of ensuring the supply of genuine, compliant products.”

That transition laid the foundation for her work in international trade, where she has gained hands on experience in supplier development, import operations, regulatory compliance, and market development across FMCG and technology industries.

Turning opportunity into market presence

Radhika’s work has involved managing end-to-end import operations, evaluating suppliers, ensuring  regulatory compliance, and developing distribution networks for international markets.

One of the most rewarding experiences in her career was the import and market development of FMCG products. The project involved identifying reliable manufacturers, managing  sourcing, ensuring regulatory compliance, developing distribution channels, and building a strong brand presence in the market.

“Receiving positive feedback from customers  about the quality and acceptance of our products was especially rewarding because it reflected the effort invested throughout the entire process, from selecting the right manufacturer to delivering a product customers could trust,” she says.

That experience reinforced an important lesson. Successful market entry depends on much more than the quality of the product. It requires careful execution at every stage, from feasibility assessment to customs compliance and customer experience.

It also reinforced the importance of building trade operations that are reliable, transparent, and trusted.

Another significant part of her work has involved connecting reliable international manufacturers and suppliers with institutional and commercial buyers.

“Seeing these cross-border relationships develop into long term partnerships reinforced my belief that trust, transparency, and clear communication are the foundation of successful international trade.”

Building resilient supply chains

Among Radhika’s proudest accomplishments is managing complex import operations across FMCG and technology solutions while ensuring regulatory and customs compliance. These projects required close coordination between multiple stakeholders and careful attention to cost, feasibility, documentation, and risk management.

She is also proud of developing sourcing strategies that strengthened supply chain resilience through multi-supplier sourcing strategies and structured compliance frameworks. This helped reduce risk, improve reliability, and support business continuity as market conditions and regulatory requirements evolved.

In today’s trade environment, resilience is essential. Businesses cannot rely on a single supplier, one route to market, or informal commercial arrangements. She believes that careful planning, supplier diversification, and clear agreements help businesses respond more effectively to changing market conditions.

“I am motivated by helping businesses navigate the complexities of international trade, reduce risk, and achieve sustainable growth through careful planning, ethical practices, and strong business relationships.”

That commitment continues to shape the way she approaches every stage of the international trade process.

The lesson that shaped her approach

After years of working across borders, Radhika has learned that the people and organizations involved in a transaction can determine its success just as much as the product itself.

“One of the most important lessons I have learned is that choosing the right business partners is just as important as choosing the right products. Evaluating buyers for their payment discipline, reputation, and long-term commitment is essential to protecting both cash flow and brand credibility.”

It is a lesson that many businesses learn only after facing challenges. A buyer may show interest, a supplier may offer attractive pricing, or a product may appear to have strong market potential, but without proper due diligence, businesses can expose themselves to financial losses, strained relationships, and reputational damage.

“Equally important is ensuring that branding and market positioning are supported by long-term agreements where documentation clearly defines responsibilities, quality standards, and commercial commitments,” she says. “Strong contracts and thorough due diligence are what ultimately protect suppliers, brands, and market trust over time.”

For professionals working in international trade, this kind of practical insight comes only through experience. It also highlights the importance of professional standards in a field where decisions often carry financial, operational, and reputational consequences.

Why Radhika pursued the CITP designation

For Radhika, pursuing the Certified International Trade Professional (CITP®) designation was an opportunity to formally validate the expertise she had built through years of practical international trade experience.

“I chose to pursue the CITP designation to formally validate my hands-on experience in international trade against a globally recognized professional standard,” she says.

The designation also reflects the values that have guided her throughout her career.

“The CITP designation represents professional knowledge, ethical practice, and accountability in international trade. Earning this designation strengthens my credibility when working with global suppliers, institutional buyers, and strategic partners, and reinforces my commitment to disciplined, compliant, and sustainable international business practices.”

For Radhika, credibility is more than professional recognition. It directly affects how trade professionals engage with the people and organizations around them. In cross-border business, where partners may be separated by distance, culture, regulations and commercial expectations, credibility helps create confidence.

The CITP designation has strengthened that confidence in her professional journey.

“Earning the CITP designation was a moment of pride and professional validation, recognizing the years of hands-on experience I have gained in international trade,” she says.

It also confirmed that the approach she had developed through experience aligns with internationally recognized professional standards.

How the CITP strengthened Radhika’s professional journey

For experienced international trade professionals, the CITP designation validates knowledge, strengthens credibility, and provides a recognized signal of professional excellence.

“Most importantly, the CITP designation strengthened my confidence to deepen my focus on international trade as a long-term career and to apply disciplined, strategic thinking to complex cross-border challenges.”

That confidence is important in a field where decisions are rarely straightforward. International trade professionals must evaluate market opportunities, assess risk, understand regulatory requirements, and build strong commercial relationships. The CITP designation complements the practical experience she has gained throughout her career and reinforces her commitment to professional standards.

That combination of experience, credibility, and professional recognition is especially valuable as she continues to explore new opportunities across FMCG and technology solutions.

Looking to the future

As Radhika looks ahead, she sees the CITP designation playing an important role in the next stage of her career.

“It strengthens my ability to evaluate opportunities, manage compliance and risk, develop long-term business agreements, and build trusted cross-border partnerships,” she says.

“With this foundation, I am better equipped to explore new international trade opportunities, assess markets objectively, and contribute to sustainable business growth across FMCG and technology solutions.”

Her career journey demonstrates how international trade expertise is built over time: through practical execution, thoughtful decision-making, continuous learning and a commitment to doing business with integrity. It also shows how professional recognition can help experienced practitioners bring that expertise forward with greater confidence and credibility.

The post CITP Spotlight: Radhika Vyasam – Founder and Managing Director, Avani Cognition appeared first on Trade Ready.

However, those working in global business know that the value held in international trade can be a beacon to malicious actors. Whether to unlock the value of goods themselves or to disrupt important supply chains, vessels, vehicles and facilities involved in international trade can be uniquely vulnerable to opportunistic and organized crime. 

Addressing and preventing these threats is a critical priority for warehouse and logistics managers. To help combat increasingly complex and sophisticated threats, below we provide a practical checklist for proactively protecting internationally traded goods. 

Security challenges in international trade warehousing 

Threats against international trade operations have increased significantly in recent years.

In 2025 alone, North American cargo theft losses surged by 60%, while cybersecurity incidents have risen globally by almost 50% in the last five years.

Before identifying specific technologies and measures that warehouse operators should work to implement in their facilities, we should briefly cover the threat landscape facing international warehousing in 2026. 

Sophisticated cargo theft 

Cargo theft has long been a major source of loss for businesses engaged in international trade, but threats have escalated significantly in recent years. Estimated North American cargo theft losses surged to $725 million in 2025, with the threat often described as one of the greatest challenges facing logistics, transport and warehousing professionals. 

While vehicles in transit are the main target of cargo theft, organized criminals are increasingly viewing warehouses and distribution centers as primary targets. With aid from advanced technologies, criminals are convincingly cloning credentials, falsifying transport documents and fraudulently posing as carriers to steal goods while bypassing security systems. 

Exploitable access controls 

Effectively managing access at modern warehouses can be uniquely challenging as, unlike an office or retail store, internal personnel and third parties require varying degrees of access to low and high-risk areas on a regular basis.  

Criminals will frequently attempt to exploit any weaknesses in access controls to get to secure areas and valuable goods. Whether through tailgating, cloned credentials, oversights in visitor management or stolen keys, weak access security can leave valuable goods exposed. 

Cybersecurity vulnerabilities 

Cybersecurity threats are a growing concern for businesses engaged in international trade. As warehouse operators adopt increasingly sophisticated technologies to streamline day-to-day operations, with the warehouse management system market expected to reach a value of $7.69 billion by 2030, criminals are increasingly targeting digital systems to steal data and expose valuable goods. 

As the digital attack surface grows, warehouses become more vulnerable to attacks that can take mission critical infrastructure offline and expose sensitive assets.

To make matters worse, attackers are increasingly leveraging AI to automate and accelerate the scale at which attacks are waged, with experts believing such attacks will increasingly prioritize industries that are “heavily reliant on digital technologies and interwoven supply chains.”

4-Stage checklist for protecting internationally traded goods 

To protect internationally traded goods against increasingly sophisticated threats, growing numbers of warehouse and logistics managers are exploring practical ways to strengthen physical and cybersecurity protections. 

To reliably address and preempt modern threats, it’s imperative that leaders take a structured, informed and agile approach to security improvements. To aid decision makers in this process, below we provide a practical checklist for protecting internationally traded goods covering four key areas where risks and vulnerabilities consistently emerge. 

1. Perimeter security

For warehouse operators, impactful physical security improvements begin with efforts to strengthen perimeter protections. The fewer the potential access points to a facility and the greater visibility internal teams have over such points, the more likely that suspicious events will be identified promptly and attackers will be apprehended long before goods are exposed. 

An effective perimeter security checklist for international warehouses will consider: 

• Parking: Parking lots should be segregated to account for employees, couriers and visitors. Access to each of these parking lots should be restricted using vehicle access control systems and manned guard stations to ensure all access events are recorded. 

• Fencing: The entire perimeter of the main facility must be contained within continuous fencing that’s regularly patrolled and inspected by security personnel. Fencing should be a minimum of 8 feet tall and free from gaps that could be exploited by attackers. 

• Buffer zones: A continuous buffer zone free from vegetation and obstructions should be maintained around perimeter fencing to eliminate blind spots that attackers could use to circumvent surveillance; this buffer zone should measure around 3 feet in width. 

• Surveillance: All vehicle access points and the entire perimeter should be covered by continuously monitored and active CCTV systems; consider cameras with AI analytics features that can autonomously detect anomalous events and warn operators via SMS. 

• Lighting: Lighting systems should be installed at all entry points and around the entire perimeter to eliminate blind spots and ensure cameras can capture clear footage 24/7. 

2. Interior access control

Beyond perimeter protections, continuously monitored access control systems must be deployed to prevent malicious actors from gaining access to valuable goods.

More than 20% of cargo thefts involve some element of insider participation, so it’s also important to ensure employee and courier access inside facilities is severely restricted.

Facility managers should consider using door access control systems to automatically restrict entry to sensitive areas behind personalized, traceable credentials. Employees can be issued physical tokens like key cards or fobs that grant access only to areas relevant to their roles; couriers and guests can be sent time-based mobile credentials prior to their visit that grant restricted access to low risk areas like perimeters and dispatch zones. 

For high–risk areas like loading docks, consolidation areas and storage zones for high-value goods, access should be secured behind Multi-Factor Authentication (MFA). MFA requires authorized persons to present multiple forms of credentials to gain access to a specific area, helping to minimize the risk of lost or stolen credentials exposing valuable assets. 

When developing access systems, consider the benefits of using a range of credential types to meet different needs: 

3. Loading and conveyance security

Threats related to carrier fraud and security lapses when loading traded goods are major risks in warehouse security management. Without site-specific, well-structured protections in place, attackers can gain unauthorized access to loading bays or target unsecured vehicles in transit. 

In addition to perimeter protections, dedicated security measures should be deployed to check all incoming vehicles are authorized and all loaded goods are secured. These measures must cover key practices like driver vetting, vehicle inspections and goods tracking. 

Points to address in an effective warehouse security checklist include: 

• Driver vetting: Driver credentials must be scanned and checked against the Bill of Lading and internal access records to confirm that incoming vehicles are authorized. 

• Pre-load inspections: The interior and exterior of all trucks, trailers and containers must be thoroughly inspected for hidden compartments before any goods are loaded. 

• Seal verification: Cargo must be sealed in accordance with the View, Verify, Tug and Twist (VVTT) protocol to ensure goods are secured and to protect against tampering. 

• Goods tracking: GPS devices should be affixed to valuable goods prior to loading to provide operations managers real-time visibility into their location during transit. 

• Dock security management: Loading areas must be covered by security cameras and tamper-proof locks must be used to secure dock doors before and after loading. 

4. Cybersecurity measures

Finally, warehouse managers must ensure all important digital systems are secured against cyber threats. As digital technologies like warehouse management, surveillance and access control systems become more central to managing daily operations, the value in intercepting sensitive data grows in the eyes of criminals. 

To help prevent malicious actors from remotely disabling mission critical systems and stealing data that could be used to breach physical security systems, it’s imperative that operations and security managers apply cybersecurity protections to all active systems.  

Key tools and practices to focus on include: 

• Access control: Physical access to server rooms must be secured behind traceable credentials and access to digital systems must be secured behind MFA protections. 

• Network segmentation: Critical operational and security systems must be isolated from each other to minimize the risk of a breach in one system spreading to all others. 

• Encryption: All communications between digital systems must be encrypted at rest and in transit to help prevent malicious actors from intercepting sensitive data remotely.  

• Endpoint security: Endpoint detection and response solutions must be integrated into all digital systems to help security personnel identify and address suspicious activities. 

• Operational practices: Leaders must ensure that all software is regularly updated, all passwords are regularly changed and unnecessary credentials are routinely deleted. 

Maintaining a secure warehouse 

To maintain a secure warehouse and protect internationally traded goods, modern facility operators must prioritize continuous security management. By developing a checklist that covers perimeter, access, conveyance and cybersecurity protections as discussed above, leaders can proactively address sophisticated threats and keep facilities secure. 

The post The secure warehouse: A 4-stage checklist for protecting internationally traded goods appeared first on Trade Ready.

For Morteza Mehdizadeh, international trade has never been only about transactions.

From the beginning of his career, he was drawn to the idea of connecting markets, cultures and people across borders.

What interested him most was the complexity of the field and the way economics, regulations, business relationships and cultural understanding all come together.

“I saw international trade not merely as the exchange of goods, but as a mechanism for knowledge transfer, cooperation, and shared prosperity.”

That perspective has shaped a career spanning more than a decade of complex import and export operations, market-entry strategy, trade finance and cross-border partnerships.

It has also shaped the way Morteza views the Certified International Trade Professional (CITP) designation. For him, earning the CITP isn’t simply recognition of what he has accomplished. It represents a commitment to how international trade should be conducted.

Building a career around global connection

Morteza was attracted to international trade because it offered something few other professions could: the opportunity to work across multiple systems, geographies and cultures at once.

“That complexity fascinated me,” he says. “I chose this path because it offered the opportunity to work globally, learn continuously, and tangibly contribute to economic development.”

Over time, that interest developed into a broader belief in the role trade can play in creating opportunity.

Morteza sees well-executed international commerce as a tool that can do more than create business growth. When approached responsibly, he believes it can contribute to knowledge transfer, employment and stronger economic relationships between regions.

That philosophy became increasingly important as he began building and leading his own international trading company.

Through Vanda Global Trade Ltd., Morteza has managed complex import and export activities across Europe, Asia and the Middle East. He’s worked to establish exclusive agency and distribution partnerships with European manufacturers, executing high-value industrial machinery and petrochemical transactions, and developing market-entry strategies for new regions.

Just as importantly, he has designed the logistics and trade finance structures that sit behind those transactions, structuring payment terms, financing and delivery arrangements to reduce costs and manage risk before problems arise.

Yet some of the experiences that have stayed with him most are not defined by the size of the transaction. They are the moments when business depended on trust.

When solving the problem matters more than winning the dispute

One experience in particular reinforced Morteza’s belief that technical knowledge alone is not enough to succeed in international trade.

A serious quality dispute had emerged between a European buyer and a petrochemical manufacturer over the quality and packaging of a bulk petrochemical material shipment. The disagreement threatened a long-standing commercial relationship.

There were contractual avenues available, but Morteza chose a different approach.

He travelled internationally to meet the parties in person, helped facilitate transparent technical discussions, bringing the technical teams on both sides together to examine the quality and packaging issues openly rather than trading accusations at a distance, and worked to shift the conversation away from short-term blame and toward preserving the long-term relationship.

The partnership survived.

This experience captured what international trade often demands in practice.

“Some of my most meaningful experiences have come from moments where trade required more than technical knowledge. It required trust, cultural understanding, and leadership.”

It also reinforced a principle that has guided his approach throughout his career.

“International trade is fundamentally a people-driven profession.”

That does not make contracts, regulations or commercial discipline less important. Morteza sees relationships and technical expertise as inseparable.

When problems arise across jurisdictions, cultures and organizations, trust can determine whether the parties work toward a solution or allow a commercial relationship to deteriorate.

Thinking beyond the individual transaction

Years of managing complex international business have also changed the way Morteza defines success. He is proud of the commercial results his work has produced, but he is equally focused on what remains after a transaction is complete.

“What makes these projects meaningful is not just their commercial success, but also their long-term impact,” he says.

That impact has included creating employment, transferring knowledge and building international partnerships capable of lasting beyond a single deal. It’s also why Morteza advises trade professionals to resist the pressure to focus only on speed.

“International trade rewards patience, preparation, and integrity far more than speed.”

Early in his career, he learned that a successful transaction depends on understanding the full environment surrounding it. Legal frameworks, financial risks, regulatory requirements, cultural norms and long-term commercial relationships can all shape the outcome.

“If I could offer one piece of advice, it would be to always think long-term and build trust before pursuing growth.”

In practice, that means visiting partners in person early in a relationship, being transparent when problems arise, and doing the unglamorous due-diligence work before a deal is signed, because trust built in advance is what makes difficult conversations possible later.

For professionals entering the field, he recommends investing as deliberately in relationships and ethical decision-making as they do in technical knowledge.

“When trust is established, even the most complex challenges become manageable.”

Why the CITP stood out

Those values played a major role in Morteza’s decision to pursue the CITP designation.

Beyond the value of the certification itself, he wanted to join a professional community that reflected the standards he believed should guide international commerce.

“I chose to apply for the CITP designation because I wanted to be part of a professional community that represents the highest standards of expertise, integrity, and responsibility in international trade.”

For Morteza, the designation’s emphasis on professional ethics and competency was particularly important. After years of working in complex commercial environments, he had seen firsthand how much depends on sound judgment. Trade professionals regularly make decisions involving financial risk, regulatory obligations, cross-cultural relationships and competing business interests.

“The CITP designation represents not only professional recognition but also alignment with a shared mission to make international trade a force for positive global impact.”

That sense of shared purpose is one of the key advantages Morteza sees in joining the CITP community. The designation connects him with professionals across sectors and markets who bring different perspectives and areas of expertise, while operating within a common professional framework.

Earning the designation brought a sense of responsibility

When Morteza earned his CITP designation in January 2026, the achievement prompted reflection on more than his career progression. It strengthened his sense of responsibility as an international trade professional.

International trade is increasingly shaped by new technologies, data-driven decision-making and evolving global risks, from regulatory shifts to supply chain disruption. Morteza believes professionals need to embrace those tools while maintaining fairness, transparency and sound judgment.

For him, the CITP reinforces the importance of balancing innovation with professional responsibility.

He also naturally sees the designation as a signal of credibility. In a field where businesses often have to establish trust across jurisdictions, cultures and organizations, recognized professional standards can help provide confidence in the expertise and conduct of the person on the other side of the table.

Using the CITP as a platform for continued leadership

“I see the designation not as an endpoint, but as a powerful platform for continued learning, collaboration, and leadership in global trade.”

His long-term goal remains the same: to contribute to sustainable trade, ethical decision-making and shared prosperity across markets.

The designation strengthens that work by connecting him to other experienced professionals and giving him access to a broader range of perspectives and expertise.

“Being part of this professional network provides valuable access to peer insight, diverse perspectives, and collective expertise.”

That network can be especially valuable as international business becomes more complex. Navigating regulatory change, shifting markets and emerging risks often requires knowledge that extends beyond any one individual or organization.

For Morteza, being part of the CITP community creates more opportunities to learn, collaborate and make better-informed decisions. This is an outlook consistent with the philosophy that first attracted him to international trade.

After more than a decade of building partnerships, managing complex transactions and connecting businesses across regions, Morteza remains focused on what trade can accomplish when it is conducted with patience, expertise and integrity.

The post CITP Spotlight: Morteza Mehdizadeh, Chief Executive Officer – Vanda Global Trade Ltd. appeared first on Trade Ready.

For Erica Henry-Jackman, international trade has never been just about commerce. It has always been about building bridges between people, markets, and opportunities.

Long before she held a formal trade role, Erica’s journey into international affairs began on the global stage. In 1997, she was selected as a delegate to the Commonwealth Youth Programme, where she engaged with international leaders on issues of youth empowerment, sustainable development, and global cooperation. That same year, she contributed to the United Nations Awake Beyond Awareness campaign alongside former South African President Nelson Mandela.

Those early experiences would shape the trajectory of her career.

They exposed her to the power of international collaboration and demonstrated how leadership, diplomacy, and economic development can work together to create meaningful and lasting impact.

Shortly after, Erica joined the Government of Antigua and Barbuda, first serving as a youth ambassador and later as a trade intern. It was in these roles that international trade evolved from an interest into a defining part of her professional path.

One of her earliest assignments involved supporting Antigua and Barbuda’s participation in the landmark World Trade Organization dispute against the United States regarding cross-border online gambling services. The experience provided firsthand exposure to trade law, international negotiations, and the realities smaller economies face within the global trading system.

“From that moment, I was drawn to the transformative power of strategic negotiation, fair market access, and well-designed trade frameworks in creating economic opportunity.”

That formative experience laid the foundation for a career spanning diplomacy, international relations, foreign direct investment, trade development, and economic development.

Learning that trade is built on trust

Over the past two decades, Erica has built a reputation for connecting governments, businesses, investors, and communities to advance shared economic objectives.

As Vice-Consul and Director of Tourism for Antigua and Barbuda in Canada, she played a key role in strengthening trade, tourism, and investment relationships between Canada and the Caribbean. The position reinforced a lesson that has remained central throughout her career: successful economic partnerships are built as much on relationships and trust as they are on market access and policy.

Throughout her career, she has led and supported high-level missions involving investors, government officials, and international stakeholders, navigating diverse priorities while building consensus around common goals.

“Successful investment attraction and trade development are not just about numbers. They are about relationships, trust, and creating ecosystems where businesses and communities thrive together.”

Like many trade professionals, Erica initially focused on mastering technical frameworks, trade policy, and regulations. While those skills remain essential, her experience has reinforced a powerful lesson, relationships and trust are what enable trade to thrive. In an era marked by tariff uncertainty and rapidly changing global trade dynamics, organizations are increasingly looking for trusted partners who can help them navigate complexity with confidence.

“The strongest agreements aren’t built solely on rules and regulations. They’re built on understanding people, perspectives, priorities and trust. When there is uncertainty in the market, people look for partners who understand their priorities, respect their perspectives and are committed to finding solutions. That’s what transforms a transaction into a lasting partnership.”

Her advice to emerging trade professionals reflects that belief:

“Invest in relationships early. Listen carefully, embrace cultural awareness, and approach international partnerships with patience and empathy. These connections will become your most valuable currency in international trade and investment attraction.”

Bringing a global perspective to local economic development

Today, Erica brings a global lens to local economic development in Canada as Manager, Investment Attraction and International Relations with the City of Brampton Economic Development Office.

In this leadership role, she works to position Brampton as a competitive destination for global investment while helping local businesses access international opportunities, partnerships, and markets.

Among her most notable achievements is the creation of Canada’s first municipal Africa-Caribbean Trade and Investment Desk. The initiative was designed to strengthen commercial connections, facilitate market access, and unlock new opportunities between African, Caribbean, and Canadian business communities.

She has also spearheaded investment attraction initiatives that have strengthened Brampton’s position as a destination for foreign-direct investment while fostering cross-cultural partnerships focused on innovation, sustainability, and inclusive economic development.

For Erica, these accomplishments represent the convergence of decades spent working across diplomacy, trade, and investment.

The diplomatic skills developed through international representation, the understanding of global trade systems gained through her work with Antigua and Barbuda, and years of building international networks now inform her approach to economic development in one of Canada’s fastest-growing cities.

It is global experience applied locally, creating tangible benefits for businesses, investors, and communities alike.

Why the CITP designation was a natural next step

After more than twenty years working across diplomacy, foreign direct investment, market development, and international partnership building, pursuing the Certified International Trade Professional (CITP®) designation felt like a natural progression.

“I pursued the CITP designation because it is internationally recognized as a benchmark of credibility and professional excellence in global trade.”

For Erica, the designation represents more than professional recognition. It validates decades of practical experience against internationally recognized standards and strengthens confidence among investors, governments, and global partners.

Receiving the designation was also a significant personal milestone.

Reflecting on a journey that began with youth leadership initiatives and evolved into a career spanning international diplomacy and economic development, Erica viewed the achievement as an affirmation of both purpose and perseverance.

“It felt like an affirmation of purpose, resilience, and a lifelong commitment to creating meaningful global connections.”

Leveraging CITP expertise in a changing global economy

As international trade and investment continue to be shaped by geopolitical uncertainty, shifting supply chains, evolving policy environments, and increasing competition for global capital, Erica believes professional credibility and trusted expertise have never been more important.

The ability to help businesses and governments navigate complexity, identify opportunities, and manage risk is becoming an increasingly valuable skill set.

“The CITP designation serves as a globally recognized benchmark of trust and professionalism, enhancing confidence when I engage with investors, governments, and international organizations.”

Looking ahead, she intends to continue advancing foreign direct investment, strengthening international partnerships, and advocating for more inclusive trade and equitable economic growth.

At the heart of that vision remains a principle that has guided her throughout her career: international trade is ultimately about connecting people.

From representing Antigua and Barbuda on the international stage to attracting investment and fostering economic growth in Canadian communities, Erica has spent her career creating connections that generate opportunity and prosperity.

Today, with the CITP designation complementing her extensive international experience, she continues to build those connections, helping communities, businesses, and investors succeed in an increasingly interconnected global economy.

The post CITP Spotlight: Erica Henry-Jackman – Manager, Investment Attraction and International Relations, City of Brampton Economic Development Office appeared first on Trade Ready.

Updated September 2026

What are Incoterms®?

The Incoterms® rules are an internationally recognized standard and are used worldwide in international and domestic contracts for the sale of goods.

Developed by the International Chamber of Commerce (ICC), Incoterms® help businesses operating internationally avoid costly misunderstandings by defining the costs, risk and obligations in each international trade transaction to importers, exporters, customs brokers, lawyers and students. Whether you are filing a purchase order, packaging and labelling a shipment for freight transport or preparing a certificate of origin at a port, the Incoterms® rules are there to guide you.

Incoterms 2020

Used in international contracts since 1936, Incoterms® were most recently updated in 2020 by the International Chamber of Commerce and includes 11 terms over two main categories.

Which Incoterms® rule an organization chooses for a trade transaction will depend on a number of factors.

For example, if a buyer has facilities in the destination country and can arrange cost-effective transportation, then a good choice might be EXW or one of the F terms (in which the buyer takes responsibility for the goods after they are delivered to a carrier, alongside a ship or on board a ship).

If a seller is dealing with a buyer that is new to international trade and unsure about how to arrange transportation, then one of the C or D terms would be appropriate because the buyer would not be able to arrange efficient export clearance and transportation.

Negotiating Incoterms® rules

When negotiating contract terms, organizations should consider whether the buyer or the seller would be able to obtain a cost advantage for transportation and warehousing, e.g. because they ship large quantities annually.

Sellers may also add a surcharge to freight costs for the “value-added service”. When a buyer takes control of the supply chain, they are in control of carriers used and can access shipment details for tracking and tracing purposes without having to rely on a third party.

Sellers should consider the risk of goods sold for export remaining in the seller’s country. Under an EXW term, the buyer takes possession in the seller’s country and could actually resell the goods to the original seller’s clients. However, provisions in contracts could be included to avoid such cases.

It is important to note that with Incoterms® rules, there is an understanding that sellers and buyers will assist and exchange information for clearing export and/or import customs and for obtaining cargo insurance.

As well, sellers and buyers notify each other of delivery and collection arrival and departure times, in advance to ensure proper preparations can be made and to avoid issues and extra costs.

Selecting Incoterms® rules

Organizations must ensure their selection of an Incoterms® rule is appropriate for the type of goods, the means of transport, and that it is suitable for the intended payment transaction.

For example, FOB is appropriate to transport everyday items, but not to transport urgently required medical supplies.

Despite the long-standing use of Incoterms® rules, organizations still use them incorrectly.

It’s recommended that sellers and buyers consult with international trade experts and legal counsel for an explanation or a professional opinion on international sales contracts.

Using the wrong Incoterms® rule means that the contract between the buyer and seller might not be adhered to, which could result in delivery and payment problems, and unanticipated costs and disputes.

It might also mean that customs declarations are incorrect, which can have some serious legal ramifications. It is important to ensure that the Incoterms® rule selected will provide the documentation required to complete the transaction, for example, to claim the goods from the carrier, to take delivery or pick up goods, to obtain cargo insurance, and most importantly, to get paid.

Variations to any of the rules must be clearly stipulated in the contract of sale and must consider the effects, i.e. if there will also be a variation in the transfer of risk and assumption of costs.

This is very important for those terms where the buyer may wish to obtain additional insurance coverage (CIF and CIP) or where the carrier for the transfer of risk may not be the seller’s first carrier, or where the loading or unloading of the goods varies. If there are too many variations, sellers and buyers may need to select a different Incoterms® rule that better meets their needs.

Incorporating Incoterms® rules

When used properly, Incoterms® rules impose certainty on a sale contract. Incoterms® rules influence the documentary requirements for a shipment.

Using the correct Incoterms® rule is often essential for collecting payment, especially if documentary credit is the form of payment being used.

The ICC recommends that the Incoterms® 2020 rules be referred to specifically whenever the terms are used together with detail on location. For example, if the Incoterms® rule is Carriage Paid To (CPT), a reference to an exact airport or seaport should always accompany the destination; if a company had negotiated CPT to the Frankfurt Airport, the C term should state “CPT airport Frankfurt, Germany, Incoterms® 2020”.

It is important to further specify the actual point of delivery at the terminal, port or place of destination, to avoid doubt, confusion and extra costs (e.g. FCA Eckenheimer Landstr. 60b, 60318 Frankfurt, GERMANY).

Other sales terms

Incoterms® rules have traditionally been used in international sale contracts when goods pass across national borders. In various areas of the world, however, trade blocs like the European Union have made border formalities between different countries less significant.

Consequently, the subtitle of the Incoterms® 2020 rules formally recognizes they are available for application to both international and domestic sale contracts. As a result, the Incoterms® 2020 rules clearly state that the obligation to comply with export/import formalities exists only where applicable.

Two developments have persuaded the ICC that a movement in this direction is timely. First, traders commonly use Incoterms® rules for purely domestic contracts. The second reason is the greater willingness in the U.S. to use Incoterms® rules in domestic trade rather than the former Uniform Commercial Code (UCC) shipment and delivery terms. UCC terms should not be used for international sales. This can cause confusion, because the UCC terms are written the same way as Incoterms® rules, but do not have the same meaning.

It must be remembered that Incoterms® rules do not constitute a contract. They are a standardized means of setting out obligations with respect to carriage and insurance.

They do not contain provisions for delivery times and do not regulate the issue of title. Other terms of sales contracts must be negotiated and agreed upon. However, it is very important to include Incoterms® rules in contracts between sellers and buyers.

In the past, disputes surrounding these issues were dealt with by applying the sales law of the relevant country specified in the commercial contract. However, the UN Convention for the International Sale of Goods (CISG), which was ratified in 1980, has come to replace national sales laws in more and more countries.

Currently, when a sales contract does not make clear which national sales law applies, the CISG provides uniform, internationally applicable rules to govern legal questions surrounding transactions. From the perspective of the CISG, Incoterms® rules have to take the CISG into consideration because they supplement its provisions.

The post Choosing the wrong Incoterms® can mess up your contract – here’s how to get it right appeared first on Trade Ready.

For Tawanda Chiota, international trade first became real far from home.

While studying in China, Tawanda was immersed in one of the world’s most dynamic trading economies. He earned a bachelor’s degree in international economics and trade at Bohai University, but some of his most important lessons happened beyond the classroom.

Living in China meant seeing port cities, export-driven manufacturing, logistics networks and international contracting up close.

It also meant learning Mandarin, adapting to a new culture and understanding how business relationships work across borders.

“Daily exposure to port cities, export-driven manufacturing, logistics networks, and international contracting brought trade theory to life in a very tangible way.”

That experience gave Tawanda more than an academic foundation. It gave him an early understanding of the practical realities behind global commerce and sparked a career that would eventually take him into consulting, export development, logistics and international transportation.

Turning trade theory into practice

One of the most formative moments in Tawanda’s early career came during an internship with Sinotrans, one of China’s largest logistics and freight forwarding companies.

For the first time, he was directly involved in export documentation, port operations, container movement and international shipping coordination.

Visits to coastal port cities such as Jinzhou and Qinhuangdao showed him how the pieces of a global supply chain come together under real commercial pressure.

“Working alongside logistics professionals gave me firsthand insight into how global supply chains operate from the exporter’s perspective, how goods move from factory floor to vessel, and how documentation, customs, and freight scheduling intersect.”

The experience solidified his interest in international commerce, but it also raised new questions.

Tawanda became increasingly interested in the forces shaping trade beyond individual transactions. He wanted to better understand how governments, trade agreements, regulations and political decisions influence markets and economic outcomes.

That curiosity led him to Memorial University of Newfoundland, where he completed a master’s degree in political science focused on international trade relations.

Seeing how exports support communities

After graduate school, Tawanda moved into international business consulting and began working more closely with Canadian exporters.

At White Rock International Business Consulting in Newfoundland and Labrador, he supported seafood and other export-oriented SMEs as they prepared to enter international markets.

Many of the businesses he worked with were multigenerational, family-run operations rooted in rural and coastal communities. That made the impact of international trade especially tangible.

“I worked on market-entry research, export plans, and export-readiness assessments,” Tawanda says.

“Seeing local producers position their products for global markets was extremely fulfilling because it connected trade strategy to real livelihoods.”

His work included projects supporting seafood exports to Qatar, where he conducted market-entry research, regulatory analysis and worked alongside provincial and federal trade commissioners. Those collaborations gave Tawanda another perspective on the trade ecosystem.

“Those interactions helped me understand the critical role the public service plays in lowering trade barriers, facilitating market access, and supporting Canadian exporters abroad.”

Learning that successful trade depends on execution

As his career progressed, Tawanda gained further experience in logistics and freight operations, including work with Container World.

That experience reinforced an important lesson: strong strategy means little without strong execution.

“The global economy is constantly changing, so adaptability is essential, but it is strong relationships and operational execution that ultimately sustain success in international trade.”

Tawanda has learned that companies with trusted partners, strong relationships and reliable operational processes are often better positioned to respond to industry changes.

His years in China also taught him that cultural intelligence has to be part of that equation.

“Understanding how to communicate across cultures, respect local business customs, and build trust over time is just as important as pricing, contracts, or logistics,” he says. “Trade is ultimately conducted between people, not just institutions.”

At the same time, his logistics experience reinforced the importance of detail. Even a strong commercial agreement can break down if documentation is inaccurate, customs requirements are missed or freight is poorly coordinated.

Why the CITP designation mattered

By the time Tawanda applied for the Certified International Trade Professional designation, his career had already crossed several areas of international commerce.

He had studied trade in China, explored international policy at the graduate level, supported Canadian SMEs with export development and worked directly in logistics and supply chain operations.

The CITP offered a way to bring those experiences together under a recognized professional credential.

“I chose to apply for the CITP designation as a way to formally validate the career I have been building across international education, consulting and supply chain.”

He was looking for a credential that could recognize both his academic background and his practical experience.

But professional validation was only part of the appeal. Tawanda was also drawn to the community surrounding the designation.

“Being part of a group of like-minded trade professionals creates meaningful opportunities to share knowledge, build strong relationships, collaborate across sectors, and stay connected to evolving global trade practices.”

For someone whose career has consistently crossed between policy and commercial trade, the designation also represents a useful bridge between the two.

Tawanda sees the CITP as strengthening his credibility in both business and public-facing trade environments while creating potential opportunities in policy and advisory work.

Earning the designation was an emotional milestone.

“It felt like a quiet moment of pause to look back at how far I’ve come, from being a student navigating a new country, new language, and unfamiliar systems, to building real experience in global trade and finally being recognized for it.”

More than anything, he says, the achievement gave him confidence to continue aiming higher.

Putting the CITP to work at Canadian Tire

That next chapter is already underway.

Tawanda recently transitioned into a role as Senior Business Analyst in International Transportation at Canadian Tire Corporation.

Working within a large and complex global supply chain requires an understanding of trade regulations, compliance, logistics, risk and international transportation systems.

Tawanda says the CITP designation is already proving valuable.

“The CITP gives me a strong technical and professional foundation to contribute confidently to this work and to grow within the international transportation field.”

The designation also gives him a recognized professional benchmark as he continues developing within a major international supply chain environment.

Building something of his own

Alongside his corporate career, Tawanda is also developing Vancouver Seafood Exports, a startup focused on connecting Canadian seafood producers with global markets.

The venture brings together several strands of his experience, including seafood export development, logistics, international market research and relationship-building.

For Tawanda, the opportunity is particularly meaningful because many smaller producers have strong products but lack access to international buyers, certifications or specialized trade knowledge.

“Helping bridge that gap has real economic and community impact.”

It is also where his earlier experiences in Atlantic Canada come full circle.

After helping seafood SMEs assess export opportunities, Tawanda is now working toward building a business designed to help more producers navigate those same challenges.

Expanding his role in Canada’s global trade ecosystem

Tawanda sees the CITP designation playing an important role in both sides of his future career.

In his corporate work, it strengthens his credibility and provides a framework for continued growth in international transportation. In his entrepreneurial work, it signals to SMEs, international partners and government stakeholders that his approach to trade is grounded in recognized professional standards.

“For me, the CITP isn’t just recognition of where I’ve been, it’s a stepping stone toward where I want to go.”

That destination sits at the intersection of trade, transportation, export development and policy.

It is a fitting direction for a career that began with studying global commerce in China and has since moved through ports, seafood exporters, logistics operations and complex international supply chains.

As Tawanda continues building expertise in international transportation and developing Vancouver Seafood Exports, the CITP provides both recognition of the path behind him and a stronger foundation for the opportunities ahead.

The post CITP Spotlight: Tawanda Chiota – Sr. Business Analyst, International Transportation, Canadian Tire Corporation appeared first on Trade Ready.

In practice, the two are inseparable.

Throughout my career, I have worked across shipping, chartering, dry bulk operations, food ingredient supply chains and, more recently, the international movement of seafood products. These roles have involved very different commodities, transportation requirements and markets. Yet the fundamental logistics questions have remained remarkably consistent.

In practice international trade and logistics are inseperable.

Who is responsible for each stage of the shipment? What equipment and infrastructure are required? How will the product be protected? What will it truly cost to deliver? What happens if the cargo is delayed, damaged or rejected?

During a recent FITTskills Live session, I used cement and frozen seafood to illustrate these principles. Very little connects these products on the surface, but the same logistics fundamentals determine whether either transaction succeeds.

Here are seven practical lessons exporters in any industry can apply.

1. Logistics is part of the trade decision, not what happens after

A commercial team may negotiate an attractive price and secure a promising customer. However, the transaction is not viable unless the business can deliver what it has sold, in the required condition, within the expected timeframe and at a sustainable cost.

Logistics decisions influence risk, responsibility and the customer experience.

They determine how products will move, who will pay for each stage, what documentation will be required and how delays or damage will be managed.

This means logistics expertise should be involved during feasibility assessment, supplier selection, pricing and contract negotiation. Waiting until the agreement is signed to investigate transportation options can expose the business to costs or requirements that were never included in the original decision.

2. Know your product’s logistics profile

Understanding a product means knowing more than its features, quality and market value. Exporters must also understand how its physical characteristics affect handling, storage, packaging, transportation and regulatory compliance.

I saw the consequences of overlooking this when a cement producer entered its first export contracts. The company sold clinker under an FOB contract and refined cement under a CFR contract.

Clinker is a gravel-like material that can be transported in conventional trucks and bulk vessels. Refined cement is a fine powder that may require cement tankers, pumping systems and specialized vessels. Its movement can also create environmental compliance concerns because airborne powder may escape during loading.

Understanding a product means knowing more than its features, quality and market value.

Under the CFR contract, the seller was responsible for arranging the vessel. However, the company had not fully considered the specialized logistics required for the refined cement. It rejected the higher cost of a suitable vessel and chartered a conventional vessel instead.

Loading had to be improvised with partially closed hatches, creating delays, additional costs and environmental risk. The contract was eventually cancelled because the seller could not secure the right vessel at a workable cost.

3. Incoterms® rules must reflect operational reality

Incoterms® rules are sometimes approached as a contractual detail that identifies where cost and risk transfer from one party to another. Their real-world impact is much broader.

In the cement example, the difference between FOB and CFR determined who had to arrange the vessel. That responsibility changed the seller’s costs, operational obligations and exposure to risk.

Selecting an Incoterms® rule without understanding what it requires can make an otherwise promising contract difficult or impossible to execute.

An exporter may accept responsibility for freight without knowing whether appropriate vessels are available. A buyer may agree to manage transportation without understanding the product’s handling requirements at origin.

Incoterms® rules clarify responsibilities, but they do not remove operational risk. The business still needs the capabilities, partners and infrastructure to carry out those responsibilities.

4. The supplier’s price is only one part of the landed cost

An attractive supplier quote can quickly lose its advantage once the full cost of the transaction is calculated.

This becomes especially clear in the frozen seafood supply chain. The purchase price of frozen shrimp may appear competitive, but the importer must also consider consolidation, refrigerated trucking, cold storage, reefer container costs, ocean freight, inspections, customs clearance and final delivery.

Contingency costs matter too. A delay at the port may result in storage, demurrage or detention charges. Customs inspections can add both cost and time. Documentation errors can lead to fines, rejection or the loss of a time-sensitive product.

A reefer container also comes with a different cost structure from a standard dry container. It may need a generator set during inland transportation, access to electrical power at the port and specialized handling throughout the journey. Free time can be much shorter, so the importer must be ready to retrieve and unload the container quickly.

The difference between the purchase price and the final landed cost can be substantial.

5. Assess supplier readiness before placing the order

Supplier selection should consider far more than price and product availability. Before issuing a purchase order, the buyer needs to understand whether the supplier can consistently meet the required specifications, production schedule, documentation standards and export procedures.

In the seafood industry, timing is particularly tight. A supplier may be coordinating harvests or catches from several sources, processing the product, consolidating the required quantity and moving it into cold storage before export.

The buyer needs to know whether the supplier can maintain product quality throughout this process and prepare complete, accurate documentation. For seafood, this may include certificates of analysis, health certificates and traceability records in addition to the commercial invoice, packing list, bill of lading and certificate of origin.

A low price offers little value if the shipment arrives late, fails inspection or does not meet the agreed specifications.

6. Protect the product across the entire chain

For temperature-sensitive products, quality control does not begin when the container is loaded. It starts at harvest or production and must continue until the product reaches the customer.

Seafood may be chilled or frozen almost immediately after harvest, then moved through processing, cold storage, refrigerated trucks, reefer containers, ports, production facilities and distribution networks. Every transfer creates another point at which temperature control could be lost.

A reefer container maintains an already established temperature. It is not designed to freeze a warm product. The cargo must therefore reach the container at the correct temperature, and the container must remain powered when required.

Temperature records are also part of product traceability. Too much heat can damage the product, but excessively low temperatures can also cause quality problems. Importers need evidence that the cargo remained within the acceptable range throughout its journey.

The principle applies well beyond seafood. Any product with specific temperature, humidity, handling, security or shelf-life requirements needs controls that extend across the full value chain.

7. Inventory planning is a customer commitment

International inventory planning requires a careful balance. Holding too much product increases storage and financing costs. Holding too little creates the risk of stockouts, interrupted production and unfulfilled customer commitments.

Frozen seafood makes this balance especially important because cold storage is more expensive and less widely available than conventional warehousing. Suppliers may also have limited storage capacity and need to ship as soon as production is complete.

At the same time, international lead times can be lengthy. A shipment from Asia to Canada may spend weeks in transit and pass through several transshipment ports. Production lead time, inland transportation, ocean transit, customs clearance and final delivery must all be considered when determining when to reorder.

The same challenge exists in many industries.

The details change, but the objective remains the same: maintain enough inventory to absorb normal variation without creating unnecessary cost.

Trade wins the customer, and logistics keeps the customer

The strongest lesson from both case studies is that everything is connected. Price, product specifications, supplier capability, transportation, documentation, compliance and inventory cannot be managed in isolation.

Cement and seafood require very different equipment and controls, but the logic behind their logistics is the same. Each transaction must clearly establish who is responsible, how the product will move, what could go wrong and what is required to deliver on time, in full and in the right condition.

Trade may win the customer, but logistics determines whether the business keeps that customer. When logistics is built into international trade planning from the beginning, companies are better positioned to protect their margins, manage risk and deliver consistently across markets.

This article was adapted from the FITTskills Live webinar Lessons from the Logistics Frontline – Seafood sourcing, processing, and market delivery

The post Lessons from the logistics frontline: 7 practical takeaways for every exporter appeared first on Trade Ready.

Michael Uzoma Agu’s path into international trade began in the energy sector, where finance, business development and cross-border relationships came together in a way that sparked a lasting interest in global commerce.

While working with Shell Nigerian Gas Company and Shell Petroleum Development Company of Nigeria Limited, Michael gained experience in international gas sales, finance and business development.

Working within a global industry gave him an early view of how international transactions operate in practice and how commercial, financial and regulatory considerations come together across markets.

My involvement in the energy sector and working with global companies sparked my interest in international trade.

That exposure would become the foundation for a career that continued to develop across finance, import and export operations and international business.

Building international trade experience in the energy sector

Michael’s time with Shell gave him an opportunity to work directly with global clients and partners while developing an understanding of the operational and financial side of international business.

Some of his favourite career experiences came from his work with Shell Nigerian Gas, particularly his involvement in international gas sales and business development.

The role exposed him to the realities of working across borders and showed him how international trade depends on several areas of expertise working together.

One project Michael remembers particularly well was leading the finance team responsible for migrating Shell Nigerian Gas data from the SUN system to SAP.

The project was not solely a trade initiative, but it reflected many of the skills that would continue to matter throughout his career: managing complexity, working across functions and adapting to changing systems and business requirements.

At Shell, I gained valuable insights into the operational and financial aspects of international trade in the energy sector.

Those insights gave him a strong base in the financial processes that underpin global commerce, including managing international accounts and understanding how commercial activity translates into the day-to-day movement of money, products and information.

Applying that experience in Canada

Michael later brought his international experience to Canada through his work with Atlas Graham Furgale Ltd.

There, his responsibilities expanded into international trade operations, including managing international accounts payable and receivable and facilitating import and export activities.

The experience allowed him to apply what he had learned in the energy industry within a different business environment.

He also had the opportunity to contribute to the company’s international reach, giving him further experience with the practical requirements of operating across markets.

“I enjoyed working with Atlas Graham Furgale Ltd in Canada, managing international trade operations and expanding the company’s global reach,” he says.

Moving between industries reinforced an important lesson for Michael: international trade professionals have to remain adaptable.

Markets, regulations, customer expectations and business practices can differ substantially from one country or sector to another. For professionals working across those boundaries, technical expertise is only part of the equation.

One piece of advice I would share is to always stay adaptable and open to learning in international trade. Understanding cultural differences and regulatory requirements is crucial.

That commitment to ongoing learning led him to FITTskills.

Turning experience into a broader trade skill set

For Michael, FITTskills offered an opportunity to build on years of practical international business experience with a more comprehensive understanding of the disciplines that support successful global trade.

“Taking the FITTskills courses was super valuable,” he says. “The courses helped me deepen my understanding of international trade concepts and apply them practically.”

He found the learning particularly relevant in international logistics, marketing and finance, areas that connected closely with responsibilities he had already encountered throughout his career.

His favourite course was International Sales & Marketing.

“It gave me insights into how to navigate different markets and cultures, which has been super helpful in my international trade work.”

That focus on applying knowledge in real-world situations was especially valuable for someone whose career had already crossed industries and international markets. Rather than replacing experience, the FITTskills courses helped Michael put that experience into a broader professional framework.

They also became part of his progression toward the Certified International Trade Professional designation.

Why earning the CITP mattered

Michael chose to pursue the CITP designation because it was both a way to recognize what he had already accomplished and an opportunity to demonstrate his continued commitment to an international career.

I chose to apply for the CITP designation because my background and expertise align with the competency requirements, and I want to contribute further to the field of international trade.

“Earning the CITP designation was an incredible achievement,” Michael says. “This recognition highlights my expertise and accomplishments in international trade.”

That recognition is one of the benefits Michael sees in becoming a CITP.

International trade careers often develop across different functions, organizations and markets. A professional may build expertise through finance, logistics, sales, business development or operations before those skills converge into a broader international trade career.

The CITP designation gives professionals like Michael a way to bring that experience together under a recognized credential.

It can also help communicate that expertise to employers, partners and others within the international trade community.

Looking toward new opportunities

Michael sees the CITP designation not simply as recognition of where his career has taken him, but as a tool for what comes next.

I foresee the CITP designation enhancing my credibility and opening up opportunities in international trade, allowing me to contribute more significantly to the field.

That outlook reflects the same willingness to learn and adapt that has shaped his career so far.

From international gas sales and finance in Nigeria to import and export operations in Canada, Michael has steadily expanded his understanding of what it takes to work successfully across borders. FITTskills gave him an opportunity to deepen that knowledge, while the CITP designation provided professional recognition for the experience and competencies he had developed along the way.

As he looks ahead, Michael sees further opportunities to put that combination of experience, education and professional credibility to work.

The post CITP Spotlight: Michael Uzoma Agu – Education Staff, YMCA-YWCA appeared first on Trade Ready.