For Evan Buie, CITP, the path into international trade began with a genuine interest in global business and early career experiences that opened doors into the world of cross-border commerce.

“I had always been drawn to international business and took many courses covering the subject for my undergraduate degree,” he says. After graduating, he entered a role as Coordinator of International Relations in Hokkaido, Japan, giving him a first taste of what a career that spanned across continents and cultures would be like.

As it turns out, “taste” would become a thematic word in his career journey, beginning with his next two roles upon returning to Canada, ones that would see him serving two multi-national food and beverage giants.

Those opportunities became the launchpad into his first formal trade role. “This experience helped me secure my first position in international trade, focusing on East Asia and Oceania, with the Government of Alberta’s Export Development Team within the Ministry of Agriculture,” he notes.

Bringing Alberta exporters to the world and the world to Alberta

During his time with the Government of Alberta, Evan had the opportunity to host several delegations from overseas. One of his most memorable experiences came early on:

“One of my first delegations involved a Chinese chef and his social media team in Calgary. We went to cattle ranches and multiple local, hidden gem restaurants. Seeing their excitement when they tasted the local delicacies or seeing the Rocky Mountains for the first time was hugely enjoyable.”

He also recalls the energy of taking Alberta companies abroad: “I also had a chance to lead an Alberta delegation of companies to Japan for a three-city tabletop expo.”

“Seeing the companies in their element, talking with prospective buyers, and making deals is why I do the work I do. Karaoke was a blast too!”

These moments, equal parts cultural exchange and trade development, reinforced his desire to help Canadian businesses grow internationally, while fostering meaningful relationships with exporters overseas.

A major milestone: becoming a Trade Commissioner

“One of my proudest professional accomplishments was being hired by Global Affairs Canada as a Trade Commissioner,” Evan says, describing the achievement as a highlight of his career. In this role, he has taken on leadership of one of Western Canada’s emerging agri-food showcases:

“I’ve had the pleasure of co-leading the Taste of Western Canada, a food and beverage tabletop showcase held during the iconic Calgary Stampede.”

A huge undertaking, the third iteration of the show will bring together 80 Western Canada agri-food and beverage companies and over 75 domestic and international buyers, making it one of the most targeted food and beverage events in all of Western Canada. “Its potential for further growth is enormous,” Evan states.

Discovering that business results don’t happen overnight

Over the years, Evan has developed a deeper appreciation for the persistence and patience required in global commerce. He notes that professionals in trade must have a deep level of dedication to make international transactions and partnerships come together. Reading about it may make it seem simple in theory, but “…it is another to live it.” he states.

“The time commitments that companies put into their international business development efforts can take years before they are rewarded. Overnight successes are not the norm.”

How FITTskills training strengthened his confidence

When Evan enrolled in FITTskills courses, he discovered how helpful comprehensive and structured learning could be. He enjoyed how the program pushed him to focus on the course content for an extended period of time, when otherwise, many topics may have only come up in passing or infrequently on the job. The fact that the topics were broken into digestible chapters made the process easier too.

In fact, the format became a practical tool he continues to rely on.

“I have since gone back to the textbooks for specific content when following up with clients. The courses have also made me feel more confident in my interactions with companies as I am better positioned to advise them on the FITTskills course topics.”

With his FITTskills training complete, Evan feels like a more well-rounded international trade professional, one that can confidently approach clients and international business with advice and solutions.

This confidence would become apparent after taking his favourite course, International Trade Finance: “I found it quite challenging as the content is material that I would have historically referred companies to other service providers for advice on (i.e. EDC), but I learned a lot and can speak more confidently to the content now,” he notes.

Pursuing the reputation of the CITP designation

Evan chose to apply for the Certified International Trade Professional CITP®|FIBP® designation to “highlight my educational achievement, knowledge obtained, and to add a reputable designation to my resume, LinkedIn page, and signature line,” he says. It’s a credential he views as both reputable and meaningful, something worth showcasing across his professional profile.

Earning it was also another proud milestone to add to his career highlights. Understanding how valuable the designation can be going forward, he feels it adds another layer of credibility to his work:

“I’ve been told that if I were to apply to a job in the future, and all things being equal otherwise, the candidate with the CITP designation would get the job.”

A bright future building Canada’s trade relationships with other countries

As he continues to support Canadian businesses entering international markets, Evan’s CITP designation will help reinforce the guidance he provides, grounded not only in experience, but in globally recognized best practices. It will also, if his trend in food and agriculture continues, be filled with flavourful adventures.

The post CITP Spotlight: Evan Buie – Trade Commissioner, Global Affairs Canada appeared first on Trade Ready.

As Rupert Lee-Browne of the Forbes Council puts it, “small and medium businesses are driving economies across the globe.”

But here’s the truth: expanding into global markets isn’t easy, by a long shot. SMEs grapple with a mix of logistical, regulatory, and financial hurdles – not to mention trade disputes. Thankfully, for SMEs, understanding global rules and available support resources can make international expansion far less intimidating.

The good news? North America has begun to invest heavily in training, upskilling, and advisory programs. These resources are helping Micro, Small, and Medium Enterprise (MSME) exporters enter new markets. Read on to learn how SMEs can turn global trade challenges into new and exciting growth opportunities.

Small Businesses Are Making a Huge Impact Across North America

The North American economy is powered by small businesses. Over 99% of Canadian businesses are small or medium-sized, and 99.9% of all American companies are small. Although mega-enterprises tend to dominate the headlines, SMEs (especially micro-firms with less than 10 employees) are making more and more headway in the world of international trade.

Canada’s Growing Export Engine

Canadian small businesses have steadily expanded their global footprint. Per this Government of Canada resource:

• SMEs generated over 53% of Canada’s GDP from 2015 to 2019.
• SME export intensity rose from 3.5% to 5.0% over the last decade.
• The strongest SME export industries range from manufacturing and professional services to transportation and wholesale trade.
• Micro-firms (1–4 employees) are the fastest-growing group of new exporters.
• Service exports have jumped sharply; by 2020, 62.4% of SME exporters were selling their services abroad.

The U.S. Picture

U.S. small businesses export in different patterns but show similar momentum:

• Roughly 97% of U.S. exporters are small businesses, according to the U.S. International Trade Administration.
• MSMEs generated over $542 billion in export value in 2021.
• More SMEs are exploring markets beyond the United States–Mexico–Canada Agreement (USMCA) region, particularly in Asia, Europe, and South America.

Deputy Assistant Secretary for the U.S. Commercial Service, Bradley McKinney, says the America First Trade Policy has helped create “opportunities for U.S. businesses, especially small businesses, to sell their products and services around the globe.” And specific to Canada, the WTO’s Joint Statement Initiative has been instrumental in modernizing trade rules, boosting transparency, and alleviating the administrative burdens on smaller firms.

Together, Canadian and American SMEs are reshaping what North American trade looks like; it’s more digital, more diversified, and more resilient overall.

The Main Challenges Small Businesses Face When Going Global

Even though SME’s global trade influence is apparent in the U.S. and growing in Canada, SMEs still face formidable barriers when entering international markets. Some of the most common obstacles include:

1. Regulatory Complexity

Each country has different trade rules, certifications, labeling standards, safety requirements, and documentation procedures. For SMEs with very limited staff and resources, it can be highly difficult to keep up. Regulatory issues and violations can have several negative effects:

• Slow shipments
• Increased trade-related costs
• Problems entering new markets

The World Trade Organization (WTO) sums this up in an informative briefing: “Small firms are less resilient to regulatory changes, have less resources to adapt, are less able to absorb the costs of administrative requirements, and cannot spread these costs across a larger cost base.”

2. Access to Financial Backing

Exporting requires working capital for expenses like production, shipping, compliance, and insurance, all of which are essential for successful international trade.

Considering the general business climate, smaller firms often struggle to secure trade financing, especially when selling to new or unfamiliar markets. Many of these companies are simply trying to stay afloat in their home market.

3. Limited Market Intelligence

Many SMEs don’t have the time, resources, or specialized expertise to navigate the complexities of international trade. Specifically, they often struggle to:

• Analyze market demand: Figuring out what will sell and at what price can be tricky without in-depth research into foreign markets.
• Find distributors or agents: Finding and collaborating with dependable local partners is a challenge, but it’s a must for smooth operations.
• Assess risks: Shipping delays, currency swings, and other risks are rife in global trade, and the uncertainties can be paralyzing.
• Understand cultural or legal differences: Missteps in global regulations, labeling, or business etiquette can cost a business dearly.

Attempting to export goods or services without this knowledge can result in:

• Missed compliance deadlines
• Rejected shipments
• Poor partner choices

These missteps not only eat into profits but can also damage a company’s reputation and delay its ability to scale internationally. Over time, repeated mistakes can completely stall growth and make global expansion exceedingly risky.

4. Logistics and Supply Chain Management

International shipping can be incredibly complex, and many SMEs are ill-prepared for its intricacies. To get products from point A to point B, firms have to navigate customs procedures, Incoterms, insurance requirements, warehousing options, and return policies that vary widely by country.

For companies that have grown accustomed to domestic operations, keeping track of each of these moving parts can be overwhelming. In addition to that, mistakes can lead to higher costs, frustrated customers, and various other negative effects.

5. Trade Disputes and Geopolitical Uncertainty

Disputes over tariffs, subsidies, and market access aren’t uncommon in international trade situations. They often disrupt supply chains, raise costs, or force companies to tweak their export strategies. On-the-fly changes can hit smaller firms harder since they have fewer resources to absorb sudden shocks.

The reality for small businesses may be sobering, but these obstacles are highly navigable with the right support.

Resources Available to Small Exporters

North America has built an extensive ecosystem of programs to help SMEs build global capability. Here are the most important categories and where to find trusted support.

Training Programs

These programs give SMEs the foundational skills they need to navigate global markets.

• FITTskills International Trade Training. Globally-recognized online courses that let you learn essential international business skills at your own pace.
• Trade Commissioner Service (TCS) Learning Hub. Offers free courses, webinars, and market intelligence on exporting basics, trade agreements, cultural considerations, and industry-specific opportunities.
• U.S. Commercial Service Webinars and Bootcamps. Covers export readiness, e-commerce, documentation, customs, and compliance.
• Small Business Administration (SBA) Export Training in the U.S. Includes step-by-step export planning modules, plus sector-specific sessions.

Upskilling and Digital Tools

When small businesses continually refine their skills and employ the right digital tools, they can operate with far more confidence in global markets. Start with the following:

• Canada Digital Adoption Program (CDAP). Helps SMEs implement digital tools, automation, CRM systems, and e-commerce stores.
• Export.gov’s Market Research Library. Grants free access to country reports, sector guides, and opportunity analyses.
• ITA Digital Strategies for Global Sales. Educates users on cross-border e-commerce, online marketplaces, and digital marketing.

These tools make exporting more accessible and predictable, reducing operational barriers that stand in the way of international business for SMEs.

Consulting Services and One-on-One Support

SMEs perform best when they have advisors who understand their industry, target markets, and risk profile. These consulting and support resources can be a tremendous help:

• Trade Commissioner Service Advisors. Deliver matchmaking, market entry guidance, local introductions, and trade mission opportunities.
• EDC Export Advisors. Offer consulting on financing, insurance, cash-flow planning, and buyer risk assessment.
• SBA Export Assistance Centers (USEACs). Provide hands-on help with regulations, financing, and export planning.
• Provincial Trade Promotion Organizations. Deliver localized guidance, mentorship, and industry-specific expertise.

Whether you train digitally or in person, advisory services help to propel MSMEs from intention to action.

Get Started in the World of International Trade

Exporting is no longer reserved for massive corporations with deep pockets and global networks. SMEs across North America are expanding into new markets at a growing pace, supported by stronger training programs, more accessible advisory services, and a steadily improving export ecosystem.

If you’ve been thinking about international expansion, now is the time to take the first step. Start out small:

• Take a FITTskills course.
• Book a call with a trade advisor.
• Explore one new market using government-provided market data.
• Pilot a single product or service internationally.

The global marketplace only gets broader with time. With solid know-how, professional support, and confidence, MSME exporters won’t just participate – they’ll thrive.

The post Why global trade is within reach for small and mid-sized businesses appeared first on Trade Ready.

Operating across borders routinely exposes businesses to complex legal and regulatory friction – friction that can lead to disputes. Trade disputes create substantial risks for supply chain integrity, the ability to meet customer expectations, and for profitability.

Reactive attempts at resolution are rarely a good idea.

In this article, we will explain how companies that trade internationally can resolve and, even better, proactively mitigate common types of international trade disputes.

Jump to:

• Contract disputes
• Intellectual Property disputes
• Tariff, origin, customs disputes
• Distribution, franchise, or joint-venture disputes
• Investor-state conflicts e.g. expropriation or regulatory disputes

How does an international trade dispute arise?

An international trade dispute is a formal disagreement between entities operating in different legal jurisdictions. These disputes arise when one party considers that there is a breach of contract, treaty, or regulation – and when that breach negatively impacts their commercial interests.

Triggers vary from operational failures (such as late delivery, non-payment, or quality issues), through to complex regulatory conflicts involving tariff classifications or rules of origin.

Intellectual property rights can also come into play, while it’s not uncommon to see claims by foreign investors of unfair treatment or expropriation by a host state.

5 common trade disputes – and how to solve them

If you want to effectively manage trade dispute risk, you need to understand the potential conflict zones and their specific remedies. Here, we examine five prevalent types of international trade disputes – including actionable strategies both for mitigation and for resolution in each scenario.

1.     Contract disputes in cross-border transaction

These disputes arise when one party to an international contract fails to fulfil its obligations. Think about late delivery beyond contractual terms, late or non-payment, and quality discrepancies. It can be exacerbated by external factors such as currency fluctuations or force majeure events.

For example, consider a South American soybean exporter that faces a dispute after contracting to supply a Chinese buyer. When China imposed new tariffs, the exporter attempted to invoke a force majeure clause on the contract while the buyer refused the shipments at the new price, creating a conflict over which party bore the financial risk of the new regulations.

The soybean exporter should try to resolve matters according to pre-agreed mechanisms. Their international contract should specify governing law and jurisdiction, prioritizing alternative dispute resolution (ADR) methods such as ICC arbitration or mediation, over potentially lengthy foreign litigation.

The risk of cross-border contractual disputes can be mitigated by:

• Precise drafting: Contracts must clearly specify governing law, jurisdiction, and currency terms.
• Use of international commercial terms (incoterms): Clearly define delivery obligations and the exact moment risk transfers between parties, as defined by the International Chamber of Commerce (ICC).
• Continuous monitoring: Discovering divergence from contractual terms early on allows for implementing a fix before there is serious damage to commercial outcomes or the contractual relationship.
• Secure revenue: Mitigate non-payment risk by requiring advance payments or using secure instruments like letters of credit.

It’s also worth including force majeure and change-of-law clauses to allocate risk for unforeseen regulatory actions.

2.     Intellectual property disputes

It’s not uncommon to see an organization in another country infringing on your trademarks, patents, copyrights, or trade secrets.

Whether it’s misuse of IP or improperly licensing these trademarks across borders, there is a unique challenge here: different jurisdictions maintain varying levels of IP protection and enforcement standards.

We often see major disputes that arise even at the WTO level, such as the United States of America accusing China of inadequate IP enforcement, leading to formal complaints to the WTO.

Resolution often involves complex litigation in the infringing party’s local courts or, for systemic issues, state-to-state dispute settlement through bodies like the WTO. Preventative action against intellectual property disputes is better:

• Comprehensive registration: Register trademarks and patents in all relevant jurisdictions, not just the home country.
• Protective agreements: Utilize strong Non-Disclosure Agreements (NDAs) when sharing sensitive technology or designs.
• Proactive monitoring: Actively monitor foreign markets for unauthorized use or counterfeits to enable early enforcement.

It’s also worth ensuring that licensing agreements clearly define rights, territories, duration, and termination mechanisms.

3.     Tariff, origin, and customs disputes

Cross-border tariff and customs disputes are disagreements with national authorities over the classification of goods: including the place of origin, applicable customs duties, or import/export restrictions.

For example, a common operational dispute occurs when customs authorities at the port of entry reclassify imported goods under a different harmonized system (HS) code than declared, triggering unexpected duties and holding up supply chains.

Resolution is possible, but it involves formal administrative appeals to customs authorities – complaints that rely heavily on a verified audit trail of the goods’ journey and transformation.

Complaints can take substantial time to resolve, at best frustrating the end customer, and at worst leaving goods such as perishables unsellable. It’s a type of international trade dispute to avoid at all costs:

• Meticulous documentation: Maintain detailed records of production, value-added, and input origins to substantiate claims for free trade agreement benefits.
• Regulatory monitoring: Actively monitor applicable HS codes, duties, and regulatory changes in both exporting and importing jurisdictions.
• Risk allocation: Include specific contract clauses that allocate the financial risk of potential reclassification or new duties.

Another useful measure is to utilize trade compliance partners to build robust traceability into your entire supply chain, protecting your trade flows against regulatory disputes.

4.     Distribution, franchise, or joint-venture disputes

Cross-border partnership models such as distributor agreements, franchising, and joint ventures can often lead to flashpoints such as termination rights, exclusivity clauses, control issues, and conflicts between majority and minority partners.

Consider a manufacturer that triggers a dispute because it’s trying to terminate a contract due to a lack of delivery. The foreign distributor may benefit from local indemnity rights not explicitly addressed in the original contract, thereby blocking contract termination.

Resolution typically hinges on the governance frameworks established at the outset. Well-defined exit strategies and dispute resolution clauses are essential:

• Clear agreements: Draft contracts with precise roles, performance metrics, exclusivity terms, and termination rights.
• Upfront governance: For joint ventures, agree upfront on reporting rights, exit strategies, and protections for minority partners.
• Due diligence: Conduct thorough due diligence on a potential partner’s reputation and the local regulatory environment before committing.

As always, the most damaging disputes emerge from unsatisfactory relationships that remained that way for too long, so it’s worth maintaining regular communication and formal review mechanisms to monitor partner performance.

5.     Investor-state conflicts e.g. expropriation or regulatory disputes

Disputes with another nation-state are high stakes: whether it’s unfair treatment, breached investment treaties, or expropriated assets without compensation.

A notable example is the Methanex case, where the corporation launched a claim against the United States following California’s ban on a specific gasoline additive. The company argued that the regulation constituted expropriation of its business interests.

Investor-state cases are typically resolved through specialized international arbitration tribunals. Which tribunal is usually stipulated in investment treaties or trade agreements. It’s a long and expensive process worth avoiding:

• Treaty protection: Structure investments to benefit from applicable investment treaties that specify investor rights and protection against expropriation.
• Risk assessment: Conduct rigorous political and regulatory risk assessments of the host country before investing, focusing on stability and the history of regulatory changes.
• Dispute clauses: Include clear dispute-settlement clauses in contracts, specifying the arbitration body and seat.

Trust is at the core of dispute-free international trade, so always maintain transparent operations and good relationships with local authorities – full compliance with environmental and social laws should be a given.

Best practice as risk mitigation

Effectively avoiding the risks of international trade disputes is predicated on proactive risk mitigation. Following best practices and using practical steps will significantly reduce your exposure:

• Every international contract should define the governing law, the seat of arbitration, and the language of proceedings.
• Contracts should explicitly require the use of alternative dispute resolution (ADR) mechanisms such as mediation or arbitration before resorting to formal litigation; ADR facilitated by the ICC is one example.

• Keep meticulous documentation, certificates of origin, quality inspection reports, and communication logs as evidence for use in defending claims.
• Establish early-warning systems to monitor key indicators such as delayed shipments, payment delays, regulatory changes, and currency fluctuations.
• Be acutely aware of currency/exchange-rate risk and potential payment risks in cross-border transactions. Consider secure payment instruments like letters of credit.

By implementing these best practices, trade professionals can create resilient agreements, identify potential conflicts early, and structure their operations to minimize the probability and impact of complex international trade disputes.

The post How to handle (and avoid) 5 of the most common types of trade disputes appeared first on Trade Ready.

Add in shifting geopolitics, rising demand from emerging markets, and the need for stronger, more secure supply chains, and it’s clear that agility and foresight are more important than ever.

In our annual look ahead, we break down the top 10 global trade trends we’ll be watching, reacting to, and writing about in 2026.

Read on for our 10 2026 trends.

Curious about our past predictions? Check out what we thought 2017-2025 had in store.

1. Global trade hits record high in 2025 but faces slower growth in 2026

Global trade reached a record US$35 trillion in 2025, demonstrating strong resilience despite rising geopolitical tensions, higher costs, and increasing trade barriers. According to UN Trade and Development (UNCTAD), trade expanded by about 7% year over year, driven by higher volumes in both goods and services, with particularly strong contributions from East Asia, Africa, and South–South trade.

However, UNCTAD warns that momentum is slowing and expects weaker trade growth in 2026 as economic uncertainty, higher trade costs, and fragmentation weigh on global flows.

The World Trade Organization (WTO) echoes this outlook. Global merchandise trade grew faster than expected in early 2025 as firms front-loaded imports ahead of anticipated tariff increases and demand for AI-related products surged, especially in Asia and North America.

As a result, the WTO revised its 2025 merchandise trade growth forecast upward to 2.4%, while sharply lowering its 2026 forecast to just 0.5%, reflecting a cooling global economy and the full-year impact of higher tariffs.

Trade in commercial services remains more resilient but is also slowing. The WTO expects services export growth to ease from 6.8% in 2024 to 4.6% in 2025, and 4.4% in 2026, as weaker goods trade and slower output growth spill over into services.

Together, the UNCTAD and WTO assessments point to a global trade environment that is structurally strong but increasingly constrained, supported in the short term by technology investment and resilient demand, yet facing slower growth ahead as protectionism, economic cooling, and fragmentation reshape global trade dynamics.

2. Sustainable & carbon-sensitive trade

Sustainable policies (Electricity Demand & AI)

As electrification and digitalization accelerate, trade policies are increasingly aligning with climate and energy goals to support clean energy infrastructure and carbon-sensitive trade.

Global power demand is surging—driven in part by data centers and AI workloads—forcing energy systems to evolve and integrate more renewables.

Policies are beginning to incentivize renewable electricity generation, grid modernization, and clean technology exports to manage this growth sustainably while maintaining climate objectives.

Trade in renewable energy technologies (e.g., solar, wind, electrolyzers) is expanding rapidly, reshaping energy markets from fossil-fuel dominance toward clean trade flows that include grid equipment and storage systems. Export of these technologies supports carbon-sensitive value chains and opens new trading corridors as countries compete to lead in clean tech deployment. News Release Archive

At the policy level, many countries are implementing clean electricity investment tax credits, carbon pricing, and regulatory frameworks to encourage grid upgrades and clean power trade. For example, Canada’s Climate Competitiveness Strategy aims to boost clean energy and critical mineral supply chains globally, enhancing trade competitiveness while cutting emissions. Canada

Sustainable supply chain management

In 2026, sustainable supply chain management is becoming central to reducing climate impacts across international trade. Trade agreements and sustainability initiatives are increasingly tying environmental performance to supply chain practices, encouraging cleaner logistics, emissions tracking, and resilient value chains.

A recent OECD working paper emphasizes that trade policy can foster environmentally sustainable supply chains by integrating sustainability standards and climate objectives into trade agreements and corporate practices.

AI and advanced analytics are playing a transformative role by enabling companies to monitor emissions, optimize logistics for lower carbon output, and enhance transparency across multi-tier networks, helping firms make data-driven decisions that reduce carbon footprints while improving efficiency.

These developments reflect a shift from cost-only supply chain metrics toward carbon and environmental risk evaluation, with sustainability strategies embedded into procurement, production, and logistics planning.

Stronger collaboration among trading partners on carbon disclosure and low-emission practices would build resilience while aligning commercial incentives with net-zero goals.

3. Rise of emerging market demand

Emerging markets, particularly those in Southeast Asia and Africa, are becoming increasingly important demand centers in global trade. Countries in the ASEAN region, including Vietnam, Indonesia, the Philippines, Malaysia, and Thailand, are expanding their imports of manufactured goods, agricultural products, pharmaceuticals, and electrical machinery, driven by robust industrial expansion and stronger trade partnerships.

Africa’s major economies like Nigeria, Kenya, Egypt, Tanzania, South Africa, and Ghana are also growing their imports of food products, engineering goods, consumer goods, and medicines as rising populations and urbanization boost domestic consumption.

This shift is widening export opportunities for suppliers outside traditional Western markets and encouraging exporters to diversify into high‑growth developing regions where demand is rising faster than in advanced economies.

4. Competition & customer service shortening delivery times

In 2026, last‑mile delivery remains one of the most complex and important parts of the supply chain, shaped by evolving consumer expectations and ongoing market challenges. Logistics providers will need to address three key areas to stay competitive:

Big and bulky items: Demand for doorstep delivery of oversized goods like furniture and appliances is growing, but many carriers avoid these due to complexity. Specialized networks can turn this into a strategic advantage.

Reliability over speed: A shift in customer priorities shows that most shoppers (about 90%) prefer reliable delivery within 2–3 days rather than ultra‑fast service, highlighting the importance of consistent performance.

Transparent options: Providing clear estimated delivery dates at checkout and flexible delivery choices reduces cart abandonment and improves customer satisfaction.

Overall, successful last‑mile strategies in 2026 will combine specialized services, reliable performance, and delivery transparency to meet shifting consumer needs.

5. Scenario planning a strategic necessity for international businesses

In 2026, international businesses face geopolitical fragmentation, rapid technological change (especially AI), economic volatility, and rising sustainability and regulatory demands.

Scenario planning moves beyond traditional forecasting by exploring multiple plausible futures, helping companies build resilience and agility in global operations.

It uses “digital twins” to simulate different outcomes. Such a tool becomes critical in an unpredictable market. Any situation, even truly disastrous, can be simulated, tested, and solved virtually. So, the company gets a clear action plan before issues happen.

Key drivers include shifting trade alliances and tariffs, accelerating AI and automation with new cybersecurity and workforce implications, fluctuating interest and exchange rates, and increasingly complex ESG and data regulations. Supply chains remain vulnerable to natural disasters, conflicts, and strikes, highlighting the need for diversification and visibility.

Common scenarios that are run through scenario planning technology: Multipolar Patchwork (fragmented global blocs), Global Managed Trade (negotiated flows with policy shifts), and Localization/Self-Sufficiency (nearshoring to reduce geopolitical risk).

6. Shortening supply chains & localized manufacturing

Many companies are working to shorten cross-border supply chains and bring manufacturing closer to end consumers, whether on a national level or within regional trade blocks. For instance, many energy companies are acquiring manufacturing assets in, or shifting production to the Middle East to service regional customers, regardless of where the business is headquartered.

Additionally, there is a desire among multinational companies to develop close relationships and bring local partners into overseas markets where they might historically have sought to grow organically.

That is in part a recognition of a broader desire among customers to work with local counterparts and it often results in joint venture transactions that can bring local operational knowledge.

7. Services trade outpacing merchandise

The World Trade Organization (WTO) and other forecasting bodies indicate a steady, albeit slightly decelerated, growth for services trade in 2026. This contrasts with a significant slowdown projected for merchandise (goods) trade due to ongoing geopolitical tensions and increased tariffs.

Key global trends and factors include:

• Steady Growth: Services are expected to continue outpacing goods trade growth in 2026.
• Service exports a large proportion of Canadian trade growth: Between 2014 and 2024, Canadian service exports more than doubled to $232 B, now representing 23% of total exports and over 7% of GDP, accounting for 62% of the country’s real export growth while goods exports remain largely flat.
• Key Drivers: Growth is particularly strong in digital and business services. The demand for AI-related goods and services is also a significant driver.
• Headwinds: The overall global economic environment remains challenging, with trade disputes, high operating costs, and rising business insolvencies creating uncertainty.

8. Digital currencies transforming cross-border payments

Digital currencies issued or regulated by governments—such as Central Bank Digital Currencies (CBDCs) and stablecoins—are becoming a faster, cheaper way to move money across borders.

Today’s global trade payments still rely on slow, complex banking networks that add delays and fees.

CBDCs and regulated stablecoins offer a modern alternative, allowing funds to move almost instantly between trading partners while maintaining the stability of traditional currencies.

Unlike cryptocurrencies that fluctuate in value, stablecoins are backed 1:1 by real-world currencies, making them suitable for everyday trade, treasury, and settlement payments. Their digital design also enables automated payments tied to delivery or contract milestones.

For businesses, the benefits include quicker settlement, lower costs, and greater transparency. Studies show many companies are already achieving double-digit cost savings, and financial institutions expect digital currencies to handle a meaningful share of global payments by 2030.

As regulators in major economies advance real-world adoption, the biggest opportunities will be for platforms that support digital-currency payments seamlessly across international trade.

9. AI becomes the defining competitive advantage for manufacturing in 2026

Deloitte’s 2026 Manufacturing Industry Outlook highlights that artificial intelligence (AI) will be a key driver of competitiveness as manufacturers respond to lingering challenges from 2025—including rising costs, trade policy uncertainty, and slower growth.

According to the report, many manufacturers plan to increase investment in smart manufacturing technologies such as automation, advanced analytics, cloud platforms, and agentic AI, which can independently make decisions to improve productivity, quality, and capacity.

AI’s role is expanding beyond traditional automation to include functions like identifying alternative suppliers during disruptions, capturing retiring workers’ expertise, and improving customer service processes.

Advanced physical AI, such as autonomous robots and robotic systems, is also set to grow, with adoption expected to more than double within two years.

Manufacturers are increasingly using AI to strengthen supply chain resilience, employing AI-driven analytics to monitor risk, forecast disruptions, and rebalance networks in real time. The technology also supports a shift from reactive to predictive services, boosting equipment uptime and customer satisfaction.

Despite talent shortages, AI itself can help capture workforce knowledge and accelerate training. Deloitte concludes that companies that invest strategically in AI and smart manufacturing will be better positioned to navigate uncertainty and widen their competitive advantage in 2026.

10. Growing focus on cybersecurity in supply chains

Heading into 2026, cybersecurity is rising as a core priority in international trade supply chain management, driven by the increasing digitalization of global logistics, manufacturing, and trading systems.

As cross-border commerce relies on interconnected IT systems, cloud platforms, AI-driven operations, and third-party partners, vulnerabilities are expanding, making cybersecurity essential not only for IT teams but for strategic supply chain and trade risk management.

Key aspects shaping this trend:

• Expanded attack surface: Complex global supply chains now include multiple vendors, logistics systems, and digital interfaces. Cyber threats exploit weak links in this ecosystem, with third-party and multi-tier vendor vulnerabilities increasingly leveraged by attackers.
• Regulatory drivers: Standards and regulations like the EU’s NIS2 and broader risk disclosure requirements are pushing businesses involved in international trade to embed cybersecurity compliance and governance into their supply chain protocols.
• Operational risk and resilience: High-impact cyber incidents—such as ransomware attacks disrupting freight operations—underscore the operational risks to global trade flows and reinforce the need for robust cybersecurity measures across partners and transport networks.
• Integrated visibility and trust: In 2026, firms are moving toward end-to-end security visibility, continuous monitoring, and zero-trust frameworks that secure data and operations from origin to delivery across international borders.

In 2026 cybersecurity will no longer be a niche technical concern but a strategic imperative for global trade supply chains. Protecting digital infrastructure and partner networks is critical to ensuring uninterrupted trade operations, regulatory compliance, and confidence among trading partners.

The post Top 10 global trade trends we’ll be watching in 2026 appeared first on Trade Ready.

For Yewande Olubowale, international trade has always been about more than transactions—it’s also about how trade drives the global economy as a whole.

As a Trade Advisor at the World Trade Centre Winnipeg, she helps Manitoba businesses navigate the intricate pathways of  international markets, combining her experience in trade finance with a passion for helping others thrive internationally.

Two areas initially spurred her interest in international trade: Treasury and Trade Services.

“I was particularly drawn to the dynamic nature of cross-border transactions, which combines finance, logistics, and risk mitigation strategies. I found it fascinating to help businesses navigate these complexities.”

Finding purpose in the flow of global commerce

After university, Yewande began her professional journey in banking through a three-month graduate training program. Her early years in this industry honed her ability to blend financial acumen with international trade strategies, whether for risk mitigation, logistics, or cross-border transactions.

She was able to apply this learning later in her career while working as an international trade professional for FBNQuest Merchant Bank, where she drove digital transformation that garnered major results.

Using innovation and insight to move countries forward

One of Yewande’s most defining achievements was her role as a delegate representing FBNQuest Merchant Bank on a national transformation initiative led by the Central Bank of Nigeria. As part of the electronic Certificate of Capital Importation (eCCI) automation project, she was entrusted by her employer to support the CBN’s initiative of translating regulatory intent into a functional, scalable digital process.

She details, “The CCI is a document that verifies an investor’s foreign direct capital investment into Nigeria, this could be in the form of cash, goods, equity, or debt. This project transitioned the process from paper-based documentation to a streamlined digital system, significantly improving the facilitation of foreign investments, capital repatriation, and regulatory compliance in international trade.”

Through this work, Yewande contributed immensely to the modernization of a critical national trade infrastructure, reducing friction for foreign investors and strengthening confidence in Nigeria’s capital inflow processes.

It also highlighted Yewande’s ability to bridge innovation with  trad finance regulations—all core elements of her career success.

A creative mindset to solve complex challenges in the oil and gas sector

Later in her career, Yewande took on the role of Trade Services Officer, exposing her to a wider range of industries and increasing complex transactions. . One of her most memorable experiences required  her to use her problem solving and deep trade finance knowledge to enable  the export of crude oil for a corporate client.

“The transaction was challenging due to the complexities of the oil and gas industry, regulatory controls  and the high value of the shipments. To mitigate payment risk, I coordinated a letter of credit between the buyer and seller and worked with local and international parties, including customs authorities, shipping agents, and our correspondent banks.”

Navigating both the commercial and regulatory hurdles of the trade, the export was executed successfully and payment was received on time, strengthening the client’s relationship with the buyer.

“This experience highlighted the crucial role of trade finance in the oil and gas sector and the bank’s impact on the industry.”

It also highlights the importance of creative problem solving in international trade.

Opening doors through trade show readiness

While working as a Trade Advisor at the World Trade Centre Winnipeg, Yewande supported a Manitoba based jeweller preparing to exhibit her collections at an international trade show. The business owner was unsure how to take high value pieces abroad for display without selling them, and how to navigate the customs and regulatory requirements involved.

Yewande provided clear guidance on the applicable trade and customs rules ensuring the jewelleries could be transported, exhibited and returned without compliance issues. She also identified export support programs relevant to the client’s business and worked closely with the entrepreneur to strengthen her trade show readiness.

Beyond the exhibition itself, Yewande introduced the business to industry partners and trade networks to help expand its reach as well as open doors to future opportunities, giving the jeweller the support required to navigate confidently into global markets.

Yewande says:

“Successful international trade isn’t just about getting into new markets; it’s about understanding the rules so businesses can grow internationally with confidence”.

A commitment to learning and leadership

For Yewande, professional growth is rooted in continuous learning. Her decision to pursue FITTskills international trade training came from a desire to strengthen her technical knowledge and keep pace with the rapidly changing global trade environment. Her goal was to improve her service offering to the Manitoba businesses that are taking organizational and financial risks everyday by growing their operations internationally

“It was an enriching experience,” she says.

“I appreciated the real-life examples provided in the courses, which offered valuable insights into practical situations in international trade. The courses served as a great refresher, enhancing my ability to provide knowledgeable advice to the clients I support including international pricing strategies, market research reports, and international regulations, to name a few.”

Yewande offers sound advice to new professionals in the field of international trade: take bold steps.

She clarifies, “By thinking beyond immediate challenges and focusing on long-term goals, you can make more strategic decisions that lead to sustained growth and success.”

A favourite: The value of the Global Value Chain course

Yewande’s favourite FITTskills course was Global Value Chain. To her, the course gave her valuable insight into the complexities her clients face in their global operations.

“It was highly engaging and provided a comprehensive breakdown of supply chain operations, along with strategies for managing the risks of doing business across borders.”

Through this training, she has been able to bring even greater value to her role at the World Trade Centre Winnipeg—equipping entrepreneurs and exporters with strategies that help them expand confidently into international markets.

Earning the CITP: A milestone of mastery

Motivated by her passion for growth and supported by her employer, Yewande pursued Certified International Trade Professional (CITP^®|FIBP^®) designation.

“I applied for the CITP designation driven by my commitment to continuous learning and added value service to my clients, which aligns with my professional goals and career growth,” she shares, adding “I am grateful to my current employer, WTC Winnipeg, for supporting my aspirations and investing in my professional development.”

For Yewande, earning the CITP was more than an academic milestone—it was a symbol of her professional evolution.

“Earning the CITP designation is another feather in my cap and a truly rewarding experience that motivates me to continue striving for excellence. It reaffirms my commitment to ongoing professional development and further deepening my expertise in international trade.”

“I’m proud of my career growth, not only for my benefit but also that of the Manitoba businesses that I am privileged to work with at World Trade Centre Winnipeg.”

Looking ahead: Building stronger trade ecosystems

Today, as she continues advising Manitoba businesses on international expansion, Yewande sees the CITP as a bridge to new possibilities. “I believe the CITP designation is a valuable asset for advancing my career, as it will enhance my professional credibility and enable me to better serve the businesses I support,” she explains.

The designation also strengthens her connection to a global community of trade professionals.

“It provides opportunities to build a strong network across the international trade ecosystem, allowing me to collaborate with industry leaders and help drive growth within the trade sector.”

With great achievements already under her belt, Yewande is already making an impact in the trade sector, and with her strong growth mindset we can’t wait to see what the future brings.

The post CITP Spotlight: Yewande Olubowale, Trade Advisor at WTC Winnipeg appeared first on Trade Ready.

As Peter Harrell of Carnegie Endowment for International Peace notes, “trade is a key element of solving global challenges that affect us all, like the green energy transition and the risks of AI and the digital economy.”

To compete and avoid costly mistakes, it’s critical for business owners, consultants, and aspiring trade professionals to learn the language of international commerce. Read on for 25 international trade terms you should know to confidently navigate global markets.

Basic international trade terms

On the most fundamental level, everyone should know these basic terms. They help to shape the foundation of cross-border trade.

• Export – Sending goods or services from your country to another for sale.
• Import – Bringing goods or services into your country from abroad.

• Tariff – A type of tax one country places on goods coming in from other countries. It drives up the price of foreign goods for both foreign businesses and domestic shoppers. According to Michael Ligon of Forbes, tariffs may be used as a “tool to regulate trade, protect domestic industries, and generate revenue.”

• Trade Balance – The difference between a country’s exports and imports. A positive balance means the country has more exports (a trade surplus). A negative one means that they have more imports (a trade deficit). To calculate trade balance, you’d use this equation: Trade Balance = Total Value of Exports – Total Value of Imports.
• Exchange Rate – The value of one country’s currency compared to another. It affects how much it costs to buy and sell across borders.

Shipping and delivery terms

These shipping and delivery terms will help you clarify obligations and make the trade process more transparent for everyone:

1. Incoterms (International Commercial Terms) – Internationally recognized trade rules that outline seller and buyer responsibilities in an export transaction. These rules were created by the International Chamber of Commerce. The following terms are all examples of commonly used Incoterms.
2. EXW (Ex Works) – A situation where the seller makes the goods available at a specified location. The buyer pays all the transport and export costs.
3. FOB (Free on Board) – The point at which the seller no longer owns goods. It’s when ownership is transferred to the buyer. It also determines who is liable when goods are damaged during the shipping process.
4. CIF (Cost, Insurance, and Freight) – When the seller pays for transport and insurance to the destination port. Once the goods are shipped, the buyer becomes responsible for any further costs.
5. CFR (Cost and Freight) – The seller delivers the goods to the vessel at the port of shipment and then pays for transport. They do not pay for insurance. The buyer unloads the goods at the destination port and pays taxes, tariffs, import duties, and any further transportation costs. Risk transfers from seller to buyer as soon as the goods are on board.
6. DDP (Delivered Duty Paid) – A deal where the seller takes on all of the costs associated with the goods (transport, insurance/losses, and customs duties). Once the goods arrive at the agreed-upon destination, the buyer is typically responsible for unloading the goods and transporting them from the port to their warehouse.
7. CPT (Carriage Paid To) – The seller pays for shipping to a named destination (they don’t pay for insurance). The buyer takes on risk once the goods are handed to the carrier.
8. Group C and Group D Terms – Group C means the seller pays for transport but not risk (CIF, CFR). Group D means the seller handles delivery all the way to the destination (DDP).

How much do you know about Incoterms® 2020? Take this quiz to test your knowledge.

Payment and finance terms

Whether you’re an importer or exporter, these finance terms can help reduce risk in any trade transaction:

1. Letter of Credit (LC) – A guarantee from a bank stating that the seller will get paid once all delivery terms are met and the bank receives proof of shipment. Think of it as the buyer saying, “If the seller follows the rules and sends us the appropriate documents, we promise to pay them.” The letter will outline the payment amount and when the payment will be made.
2. Bill of Exchange – A written promise that the buyer will pay a specific amount on a set date. It’s much like an invoice, but for international trade agreements.
3. Open Account –  A sale where the seller ships goods before the buyer pays (usually 30, 60, or 90 days before the payment due date). This type of arrangement is typically reserved for trusted, long-time buyers.
4. Documentary Collection – A payment method where the seller’s bank collects payment from the buyer’s bank once shipping documents are exchanged. The banks don’t verify the validity of the documents, though. This form of payment is ideal for merchandise and commodity exports.
5. Forfaiting – Selling future medium and long-term receivables to a bank or finance company at a discount to boost cash flow.
6. Export Credit Insurance – Insurance that protects sellers if the buyer doesn’t pay or if political issues interfere with the transaction.

Learn more about trade finance terms.

Trade policy and compliance terms

Trade policies and regulations shape how goods cross borders. These terms help to define the rules behind tariffs, agreements, and market access.

1. Free Trade Agreement (FTA) – A deal between two countries that want to trade freely. As part of the agreement, tariffs are usually reduced or removed for certain goods and services. Other trade barriers may be eliminated as well (quotas, subsidies, etc.).
2. Non-Tariff Barrier (NTB) – Anything that makes it harder for two countries to trade with each other. Some of the most common NTBs are quotas, special standards, and licensing rules.
3. Customs Duty – A tax charged for any goods coming into the country. It is expressed as a percentage and is based on the item’s total value.
4. Harmonized System (HS) Code – The Harmonized System (HS) is a global system used to classify goods. This system is managed by the World Customs Organization. These codes have 6 digits, but individual countries may add more to allow for deeper classification.
5. Most-Favored-Nation (MFN) – A World Trade Organization clause stating that countries must treat all of their trading partners equally when it comes to tariffs and trade rules.

Logistics and documentation terms

Trade runs heavily on paperwork. These documents prove ownership, describe goods, and keep shipments moving forward without delays.

1. Bill of Lading (B/L) – This is a legal document that serves as proof that goods were shipped. It also acts as a title document and a shipping contract. Here’s an example of a B/L.
2. Certificate of Origin – A certificate that confirms where a given product was made. It’s used in the U.S., Canada, and Mexico. Although it’s not always required, a Free Trade Agreement (FTA) Certificate of Origin helps to determine whether a product qualifies for tariff benefits (low or no tariffs).
3. Commercial Invoice – The official document issued by the exporter to the buyer. It lists information about the goods, the buyer, the seller, and the shipment. It’s the main document used by the customs authorities in the importing country.
4. Proforma Invoice – A preliminary invoice is very much like a quote; it shows the buyer what a shipment will include and how much it will cost. It is sent to the buyer before the goods are shipped.
5. Packing List – A list of what’s inside each package. It includes quantities, weights, and measurements, and more. It’s used for customs checks and warehouse organization.

Mastering the language of global trade

Knowing the above terms can help you “speak trade” more confidently when negotiating contracts, shipping goods overseas, or reviewing customs documents. The more fluent you are, the smoother your deals and deliveries will be.

To dig deeper, explore more trade glossaries:

• Incoterms® 2020
• International Trade Council Glossary
• American World Trade Chamber of Commerce International Trade Glossary
• World Bank Global Trade Glossary

The post 25 International trade terms you should know appeared first on Trade Ready.

And for good reason, since many factors of running a company rely on this liquid asset. As 2025 completes its final fiscal quarter, a few things are prompting the need for cash, including actions to drive growth, technology investments, and meeting order demand for the holiday shopping season.

High on the list of why strong cash flow is advantageous to a company is the financial flexibility it gives them. Strengthening liquidity empowers businesses to actively spot growth opportunities and pursue them, or it can mean pivoting when needed due to changing trade policy and tariffs.

One way a company can strengthen their liquidity position is by utilizing trade finance, or a type of financing where a company sells their receivables to a third-party financial partner in exchange for cash.

Trade finance is used by exporters, importers and others engaged in international trade to execute efficient cash flow management and facilitate growth abroad.

Let’s take a look at what’s happening in the business climate and why cash matters.

Holiday shopping comes early

The holidays are around the corner, and retailers haven’t missed a beat in stocking their shelves for the holiday shopping rush.

Deloitte’s “2025 Retail Holiday Buyer Survey” revealed that respondents placed over half of all their holiday orders by the end of May, choosing to frontload their inventory for the season. May proved to be nearly two months earlier than last year based on the 2024 version of the survey.

The survey also shows that,

“nearly 50% of surveyed retail buyers said they plan to increase sourcing from new vendors, with an average of 35% of holiday orders moving to new suppliers or countries.”

Retailers may be stocking up earlier this year and executing new sourcing strategies, but one thing is staying constant – working capital is a must to get products in store for the holiday season.

To fill holiday orders placed by retailers and buyers, suppliers require ample cash to procure raw materials, increase production capacity, and for other operational costs. Fluctuations in seasonal demand, as is seen with ramped up sales ahead of the holidays, require flexible financing that can grow with the rise in order volumes.

Trade finance does just that, providing scalable funding that accommodates seasonality. In fact, 80-90% of global trade depends on trade finance today.

Importantly, trade finance, which is designed to bridge cash flow along the supply chain and close any cash gaps, helps facilitate favorable (and extended) payment terms between international buyers and suppliers, so suppliers can get paid upfront and importers and retailers can enjoy longer windows to settle their invoices.

With retailers front loading orders 2 months ahead of the typical schedule and reconfiguring their supply chains, having greater access to cash through trade finance allows businesses to sidestep cash flow disruptions, stay nimble, and make necessary decisions in real time, without the worry of liquidity constraints.

AI & automation

AI is no longer some remote new technology on the block. It is here to stay, and there’s a resounding theme that has come with it: either adopt this new breakthrough technology or potentially risk becoming obsolete.

CEOs have gotten the memo.

In leading audit firm KPMG’s recently released “KPMG 2025 Global CEO Outlook”, CEOs expressed their commitment to AI. The survey revealed “over seven in ten CEOs (71%) say that AI is a top investment priority.”

Company enhancements don’t come free. Investing in AI and automation takes liquidity to both implement the technology into operations and upskill and train staff. We can already see this in the case of manufacturing, where automation is increasingly being implemented into factory production lines.

Take Sharpie for example. The marker maker, which nearly moved their entire supply chain to the U.S. save felt tips from Japan, is said to have largely automated production of their namesake pens, as reported in the Wall Street Journal. Sharpie employees, rather than assembling the writing instruments themselves, have taken on the role of supervising production lines.

While Sharpie is a case of both automation and onshoring their supply chain, the idea here is that companies are continuing to make strategic decisions that refresh operations.

Having a position of financial flexibility afforded through trade finance can be helpful while navigating the new business climate.

Financing bigger AI investments, which promote product forecasting and supply chain optimization, may indeed require other sources of capital, but factoring receivables via trade finance can help free up cash flow to support other core functions of the business.

Freeing up cash flow can also be indirectly beneficial for companies involved in mergers & acquisitions and other partnerships, which can be capital intensive undertakings. One major partnership just announced is OpenAI’s partnership with chipmaker AMD.

Case in point: making strategic moves for your company hinges in part on available liquidity, which is what trade finance is designed to do – enhancing a company’s cash levels.

Getting comfortable with the unknown

In 2025, U.S. tariffs have been game changing for international trade. Companies have had to embrace pivoting in one way or another. In some cases, that has meant moving production from Country A to Country B to avoid high import duties. In other cases it has meant gaining market share in new export markets.

When it comes to tariffs, companies have pledged to raise consumer prices as a last resort, after already trying out different strategies.

The theme of uncertainty is now part and parcel to leading a business. While tariffs dominate international trade, other events have shaken up the trade world in recent history like Covid 19, limited shipping capacity on the Panama Canal, and the Red Sea crisis.

Trade finance: the liquidity enhancer

Trade finance is a set of financial instruments used to strengthen liquidity and protect against trade risk, facilitating secure cross-border trade. It is useful for manufacturers, exporters, importers and others engaged in international trade or buying and selling at home.

Here’s how it works. Through export factoring, a type of trade finance, a company can sell its unpaid receivables to a third-party financial provider in return for cash. This mechanism allows suppliers to receive payment for their orders right away, rather than having to wait the 30+ days common in today’s payment terms.

Export factoring allows companies to enhance their liquidity, improve cash flow, achieve financial flexibility, and drive sustainable business growth.

In some cases, it also includes credit protection, ensuring payment to the supplier in the case of buyer default, and collections services, streamlining payment receipt in foreign markets. Both credit protection and collections are set up by the third-party factoring partner.

While export factoring focuses on cash flow for the supplier, supply chain finance optimizes working capital for the entire value chain. Supply chain finance arrangements are typically initiated by the buyer, and guarantees early funding for the vendor while allowing the retailer to enjoy longer payment terms – and hold onto their cash.

In essence, both export factoring and supply chain finance are win-win solutions for buyers and suppliers to negotiate more favorable payment terms and optimize liquidity levels.

Financial flexibility in today’s shifting trade environment

International trade and the overall business climate are experiencing a lot of change, from AI adoption, to shifting supply chains, to new trade policies dictated in large part by U.S. tariffs.

Given shifting supply chains, accelerated purchases by retailers, and the looming threat of trade uncertainties, financial flexibility is more valuable than ever.

By monetizing receivables through trade finance and eliminating the long wait of payment terms, companies can access cash to make decisions in real time. This fast funding gives exporters and manufacturers the leeway to adapt and stay nimble when new growth opportunities arise or if any headwinds shake up the international trade climate and they need to play defense – and offense.

In times like these, where business conditions can change at a moment’s notice, maintaining strong liquidity is a competitive advantage for companies to stay nimble and execute business decisions, fast.

Factoring and trade finance are useful financial solutions to generate immediate liquidity and protect and elevate your business, now and in the future.

The post Strengthening liquidity is crucial in today’s trade environment – here’s how your company can free up cash flow appeared first on Trade Ready.

It’s an active, creative role, in export experiments.

Why? Well, let’s consider the alternative. If finance leaders don’t involve themselves in the early stages of the process or take their seat at the table, it’s easy (and sometimes tempting) for sales and marketing teams to work around them in the interest of speed (which can mean haste) and simplicity (which can mean lack of oversight).

So to avoid being worked around or waiting to be asked, you can reframe the role. What if international expansion wasn’t a plan to approve, but an experiment to help design?

This article breaks down, in easy-to-implement terms, how finance leaders can add value to international expansion conversations, collaborate successfully with their energetic sales and marketing teams, approach pricing, and help shepherd a sound strategy through the hurdles of budgeting and resourcing.

First off, why should you expand into international markets?

The usual reasons for seeking international expansion are overall business growth or diversification in pursuit of long-term sustainability. Simply put, many businesses see international expansion as a way to grow or maintain their business by finding markets that they can access efficiently, by leveraging their current capabilities and resources.

Simple enough in theory. But to avoid becoming embroiled in a complex reorganization of resources, or blocked by regulatory obstacles, it’s important to have a clear picture of what success looks like ahead of time and what could get in the way.

That starts by acknowledging the various entry paths, and selecting the one that best fits the organization’s needs and abilities.

And you, as finance leader, play a role in these early conversations, as you bring a unique perspective to the table. You’re helping design the experiment after all.

Choosing a balanced path to expansion

Organizations typically choose between two options, or attempt to strike a balance between them:

1. “Run & Discover”: Plan loosely ahead of time and revel in the agile adaptation process as you learn about the new market by actively participating in it
2. “Plan Ahead”: Work out as many details and contingencies as possible ahead of time and methodically enter the new market prepared to conform to its requirements

As you can imagine, these two paths benefit from balance. To enter a new market completely blind, even with a propensity for flexibility, would be fool-hardy. And assuming you could ever understand a market completely without ever being part of it would be naive.

A balance must be struck.

And you can strike that balance by running an “FVP check”:

Feasible, Viable, Profitable.

It’s here that you can speak up in those early export conversations and help the individuals planning for international expansion test the feasibility, viability, and profitability of their entry plans.

Core questions to be asked—and that Finance will help answer:

1. Is this idea feasible?

• Can we do this logistically with what we have today, or do we need to adjust something?
• Can we do this legally, with the permits and certificates we have today, or do we need other credentials?
• How much time and budget would we need to get ready? Do we have that available or accessible

2. Is this a viable path?

• Does this have longevity or is this a seasonal trend?
• Is this a reaction to a domestic market change?
• Are we responding to consumer demand or is this a blank slate approach?

3. Can we do this profitably?

• What is the profit margin we want (or need) to realize?

By identifying the feasibility, viability, and profitability of the expansion efforts, you are rewarded with clues as to which path to choose and how to balance its upsides and downsides.

For instance, if the organization determines FVP is a resounding ‘yes!’ and this is driven by both leadership energy and consumer demand with a seasonal timeline, it may want to lean toward a more adaptive and flexible approach (aka Run & Discover), making changes as the market context reveals itself.

But if the organization needs time to shore up logistical steps and is responding to changes domestically, with narrower profit margins, it may want to lean toward a more thorough and detailed plan before taking the next step. This could help ensure that it doesn’t financially overstretch itself in the early days and put undue pressure on the business and teams.

But it’s one thing to identify a market that might be ready for a new entrant. It’s entirely another thing to ensure the new entrant (your organization) is ready for the expansion.

How can Finance help manage these risks? By seeing things as experiments to be explored, established, and tested. This isn’t about creative brainstorming. It’s about shaping credible, constrained experiments. Ones that protect margin, mitigate risk, and give your team confidence to move.

Selecting the right sales channels

Once you’ve chosen your path, international sales and marketing expansion requires choosing your channels. And these have many financial considerations and impacts:

How will you sell and market your products or services in a different geography? How will customers become aware of the opportunity, how will they purchase it, and how will their purchase be fulfilled or delivered?

These can feel like Sales and Marketing questions, but savvy finance leaders get involved in these creative conversations.

The answer to these questions starts with an “assessment of control”.

Think about it this way: If the organization doesn’t need any control and doesn’t care to have it, you can partner with a firm that will handle all of these pieces for you and send you a cheque for sales and/or a bill for services rendered.

If it requires all the control, you’ll likely need to set up a permanent, local office to handle marketing, sales, distribution, and delivery. Not to mention the legal and regulatory paperwork and communication.

As you can see, the likely best path forward for most organizations is some balance between these two extremes. Therefore, you want to consider your capacity, your customer’s expectations, and the market’s behaviour.

For example, does anyone in the company speak the language? Can someone regularly travel to the market? Do you have the team bandwidth to manage a new market, or will you need to hire? What does your customer expect: hands-on help, asynchronous support?

The ensuing Venn diagram of your capacity, customer expectation, and market behaviour, will reveal an ideal market entry strategy to explore, and direct the pricing strategy to adopt:

• Direct or Indirect (aka Trading Entry) where you can leverage the supports of agents, resellers, distributors and wholesalers if you want extra help along the way
• Through licensing, franchising, or subcontracting (aka Transfer-Related Entry)
• With physical presence in the foreign market (aka FDI Entry)

You’ll notice that all of these have associated costs and/or savings and will impact (and be impacted by) the firm’s profitability.

Choosing the level of profit margin your organization wants to maintain or achieve is often either market-driven or value-based. And your export experiments will be structured around it.

Setting your starting price

Your prices can be set by the market and its expectations and bargaining power, or they can be set based on your costs and the value delivered with an additional margin added on.

This is another critical area for finance leaders to be involved in conversations and decisions. It may not be clear to sales and marketing teams what a planned price will do to the organization’s overall profitability, even if it makes the product or service easier or more likely to sell.

Conversely, sales and marketing teams may not be aware of opportunities to create savings or provide lower prices by benefiting from the firm’s financial capacity or tolerance for risk.

Pricing and selling decisions, made in a vacuum, are unlikely to fully account for your organization’s financial situation, requirements, or goals.

One key area to fully investigate is the “Export Price Floor”: That is, what is the absolute minimum at which you could sell into a new market without losing money?

To design the right experiment, you need to know it, including the often-overlooked export costs that can quietly undermine profitability.

Additional product costs can include:

• Modifications for market requirements
• Certifications for safety testing
• Packaging adaptations

Additional Sales and Marketing costs can include:

• Travel and trade shows
• Website adaptations
• Legal reviews

There are shipping and financial trade costs too:

• Duties, customs, and clearance fees
• INCOTERMS implications for insurance and payment timelines
• Commissions and professional service fees

If the price floor is higher than sales and marketing feel is feasible, this could trigger a careful look at the feasibility of the expansion. If the price floor, however, is well under what is deemed achievable, that represents a significant opportunity for profit.

And then, of course, there is the ceiling. Sales and marketing will likely have a clearer sense of the absolute maximum at which they could sell into the new market and still expect any customer uptake.

It is the balance, the just-right Goldilocks scenario, struck between these two boundaries that represents your “experimental space.”

No matter how thorough the pre-planning or preparation, it is unlikely that the first price will remain the permanent price. Costs will change as scale develops, competitors will emerge as success is demonstrated, and customers will assert their bargaining power as familiarity builds.

That’s why it’s key to see this range of possible prices as a space in which to credibly experiment. To find the right price by experimenting with what is possible and what is preferable to the firm and its customers.

It’s imperative for you to be comfortable with the terms and structure of those experiments. And that’s done by being at the table, collaboratively designing them from the start.

The winning mindset is a team mindset

Success is a team effort.

Financial leadership can guide teams toward successful expansion into new markets. But only if you’re playing an active, interested, and engaged role on the team.

When it comes to international expansion, nobody gets to stand on the sidelines and still expect to influence the final results. Your leadership will be critical to your team’s success.

So, with these reminders and questions on your mind, it’s time to proactively guide your organization’s expansion.

Because when you help design the experiment, you don’t just approve a plan.

You create the ideal outcome.

The post Why the finance team should be part of your international expansion plans from day one appeared first on Trade Ready.

From an early age, Audrey Marie-Nely had a deep curiosity about different cultures, languages, and global markets. Born and raised in France, her academic and professional journey took her across continents—from Europe to Canada and South America—where she explored the complexities of international trade and innovation.

Today, as a Certified International Trade Professional (CITP) and a graduate of the FITTskills program, she leverages her expertise to help businesses navigate the global marketplace.

Building her career foundation with education

Audrey began her academic journey by working towards a Diploma in Business Management, which provided a solid foundation in key business principles. Her growing fascination with international trade led her to pursue a Bachelor’s degree in International Business. “I’ve always had a strong interest in the world, its languages, and its cultures,” she shares.

“During my studies, the concept of ‘glocalization’—how companies adapt global strategies to fit local markets—really resonated with me. I wanted to be part of helping businesses thrive internationally.”

Recognizing the increasing role of technology in global commerce, she took her education a step further with a Master’s degree in Innovation and Entrepreneurship.

“Technology is revolutionizing trade, from digital marketplaces to blockchain for supply chain transparency. I knew that to stay ahead, I had to understand how innovation intersects with international trade.”

Doing meaningful work supporting small businesses and entrepreneurs

Audrey’s professional journey has been just as global as her education. After completing her studies in France, she moved to Canada, eager to experience a new business environment. There, she immersed herself in the world of entrepreneurship and small business support. “I had the privilege of working with small businesses across various industries, helping them understand the challenges and opportunities of international expansion,” she recalls.

One particularly rewarding experience involved guiding a small Canadian business in its early steps toward global trade.

“The client needed help with logistics, risk assessment, and adapting marketing strategies for different regions. It was incredible to see how foundational knowledge—what seems basic to us in the field—can be transformative for a business owner just starting out.”

Her passion for international business took her further, leading to a stint in South America during her master’s program. There, she explored and connected the local startup and innovation ecosystem, gaining valuable firsthand insights into how businesses in the region approached global trade.

“Meeting tech founders and entrepreneurs, I saw their resilience and creativity in overcoming challenges unique to their markets. It reinforced my belief in the power of global thinking.”

The FITTskills experience: bridging knowledge and application

Despite years of education and professional experience, Audrey still sought out ways to refine her expertise in international trade. That’s when she discovered the FITTskills program.

“I was looking to update my knowledge and expand my practical skills, and FITTskills was the perfect fit. The courses provided up-to-date insights and real-world applications that I could immediately integrate into my work.”

One of the most impactful courses for Audrey was International Trade Finance. “Understanding financing options, risk management, and payment methods is crucial in global trade. The course helped me work more effectively with key partners and strengthened my ability to support businesses in securing financial success internationally.”

She emphasizes the importance of not just learning the material but actively applying it.

“When you take a program like FITTskills, you can find ways to integrate the concepts into your job. It makes the learning experience far more valuable.”

Achieving the CITP, a mark of professional excellence

Earning the CITP designation in 2021 was a significant milestone. “The CITP represents excellence and lifelong learning in international trade. The world of global business is constantly evolving, and staying current is essential.”

Beyond the personal sense of achievement, the CITP designation has had tangible benefits. “Having ‘CITP’ next to my name has opened doors. It builds credibility among clients and colleagues, making it easier to establish trust and authority in the field. It has also connected me with a community of international trade professionals, leading to valuable collaborations.”

The power of mentorship and leadership

One of the most unexpected yet rewarding aspects of her journey has been mentorship. “Before moving to Canada, I didn’t realize the power of mentorship. Through a FITT mentorship program, I was matched with an experienced trade professional who provided invaluable guidance. Even though the formal program has ended, we still keep in touch.”

Now, Audrey is paying it forward, mentoring individuals across various fields.

“Mentorship is a way to give back and help others navigate the complexities of global trade. It’s something I plan to continue throughout my career.”

Beyond mentorship, she serves on the Global Startups Advisory Committee, where she provides strategic advice to startups entering the Canadian market. She also participates in a loan committee that evaluates funding applications from small businesses.

“Being involved in these initiatives allows me to support businesses at different stages of their growth and contribute to the broader trade ecosystem.”

Making an impact in the rapidly evolving future of trade

With a well-established global career, a CITP designation, and a passion for international business, Audrey envisions having an even broader impact in the coming years.

“My goal is to continue helping businesses expand into global markets, leveraging my network and expertise to drive success.”

She can see herself stepping into more thought leadership roles, participating in industry events, and contributing to discussions on the future of international trade.

“Global trade is evolving rapidly. Whether through advisory roles, content creation, or speaking engagements, I want to be part of shaping what’s next.”

For those considering the CITP designation or the FITTskills program, Audrey’s advice is clear: “Invest in your education and professional development. The world of international trade is constantly changing, and staying ahead requires continuous learning.”

“The CITP and FITTskills have been game-changers for me, and they can be for others too.”

Today and into the future, professionals like Audrey play a crucial role in bridging markets, fostering innovation, and helping businesses navigate the ever-changing landscape of international trade. Her journey—from a student in France to a globally recognized trade expert—is a testament to the power of lifelong learning, adaptability, and a passion for global business.

The post CITP Spotlight: Audrey Marie-Nely – Associate Vice-President, Banking, RBCx appeared first on Trade Ready.

Whether you’re involved in export strategy, supply chain management, trade finance, or policy analysis, you’ll find something to dig into in this curated list of the top 10 podcasts every global trade professional should listen to in 2025.

1. Export Impact

Export Impact, produced by Export Development Canada (EDC), is a podcast dedicated to sharing the stories and strategies of Canadian entrepreneurs and business leaders who have successfully expanded into international markets. The show features in-depth interviews with founders, CEOs, and industry experts who discuss the challenges and opportunities of global trade, from navigating supply chain disruptions to breaking into emerging markets.

Each episode of Export Impact offers practical insights into exporting, investment strategies, and market expansion. Listeners hear first-hand accounts of building global brands, overcoming funding and regulatory hurdles, and leveraging Canadian innovation abroad. The podcast covers a diverse range of industries—including technology, agri-food, fashion, and manufacturing—making it a valuable resource for trade professionals seeking inspiration and actionable advice on international growth.

Check out this episode featuring FITT President & CEO Caroline Tompkins, CITP, discussing how to build in-house trade expertise and succeed internationally in a niche industry.

2. The Trade Guys

The Trade Guys, produced by the Center for Strategic and International Studies (CSIS), is a leading podcast that demystifies the complexities of global trade policy and its real-world impact. Hosted by veteran trade experts, the show breaks down current events, policy shifts, and trade negotiations in an accessible and often entertaining format.

Listeners can expect regular discussions on hot-button topics such as tariffs, trade wars, supply chain resilience, and the evolving landscape of international agreements. The Trade Guys offer expert analysis on how these issues affect businesses, policymakers, and the global economy, making it essential listening for professionals who need to stay informed on the latest trade developments

3. Let’s Talk Supply Chain

Let’s Talk Supply Chain, hosted by Sarah Barnes-Humphrey, CITP, is a top-rated podcast that explores best practices, innovations, and pressing challenges in the supply chain industry. Each episode features interviews with leading professionals, technology innovators, and thought leaders who share their expertise on topics ranging from procurement and logistics to digital transformation and sustainability.

The podcast delivers actionable insights on building resilient, agile supply chains, leveraging technology like AI and data analytics, and navigating disruptions such as tariffs and changing consumer expectations. With a focus on both strategic and operational perspectives, Let’s Talk Supply Chain is a go-to resource for professionals seeking to future-proof their organizations and stay ahead in a rapidly evolving sector.

4. EMBARGOED!

EMBARGOED! is hosted by seasoned trade lawyers and compliance experts.

The show examines the legal and regulatory frameworks shaping global commerce.

Each episode dives into the latest developments in sanctions, export controls, and trade compliance, providing practical guidance for businesses navigating complex regulatory environments.

EMBARGOED! is particularly useful for professionals responsible for risk management, compliance, and legal affairs in international trade.

5. Tradesplaining

Tradesplaining aims to make sense of global trade, economics, and policy for a broad audience.

Hosted by trade professionals, the show blends expert interviews with humor and accessible explanations, making complex topics engaging and understandable.

Listeners gain insights into the latest trade news, economic trends, and policy debates, with episodes often featuring guest experts from international organizations, academia, and the private sector.

Tradesplaining is ideal for professionals who want to stay informed without getting bogged down in jargon or technicalities.

6. SupplyChainBrain

SupplyChainBrain’s podcast series brings together top voices from across the supply chain and logistics industry.

The show features interviews with executives, analysts, and innovators who discuss the challenges and solutions shaping global supply chains.

Topics range from digital transformation and supply chain visibility to risk management and sustainability.

Each episode provides practical advice and thought leadership for professionals looking to optimize their operations and adapt to new market realities.

7. Trade Experettes

Trade Experettes focuses on elevating women’s voices in global trade.

Hosted by female trade professionals, the show spotlights the experiences, challenges, and successes of women working in international business and policy.

Episodes feature interviews with trailblazers, discussions on gender equity in trade, and deep dives into policy issues affecting women entrepreneurs and leaders.

Trade Experettes is a source of inspiration and practical advice for anyone interested in diversity and inclusion within the global trade ecosystem.

8. Trade Finance Talks

True to its title, Trade Finance Talks is dedicated to the world of trade finance, banking, and cross-border payments.

Hosted by experts from Trade Finance Global, the show unpacks the financial tools and trends enabling international commerce.

Listeners learn about the latest in trade credit, supply chain finance, fintech innovations, and regulatory changes.

The podcast features interviews with bankers, policymakers, and business leaders, making it a must-listen for finance professionals and exporters seeking to understand the financial underpinnings of global trade.

9. Inbound Logistics

Inbound Logistics delivers insights on – you guessed it – logistics, transportation, and supply chain management.

The show features interviews with industry leaders, solution providers, and analysts who share strategies for optimizing inbound logistics operations.

Topics include freight management, warehousing, technology adoption, and supply chain trends.

The podcast is designed for logistics professionals seeking to improve efficiency, reduce costs, and adapt to shifting market demands.

10. Art of Procurement

Art of Procurement explores the evolving role of procurement in driving business value.

Hosted by procurement leaders, the show features conversations with practitioners, consultants, and C-suite executives on best practices, innovation, and leadership in procurement.

Episodes cover topics such as supplier relationships, digital transformation, risk management, and procurement’s strategic impact.

Art of Procurement offers actionable insights for professionals aiming to elevate their procurement function and contribute to organizational success.

The post Top 10 podcasts for global trade professionals to listen to in 2025 appeared first on Trade Ready.