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.

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.

Some of the earliest records of customs applications stem back to a time before the creation of most nations as we know them today. For example, around the world, ancient indigenous communities often traded with other tribes through tribute systems that offered more than just the goods exchanged.

In China, as maritime trade became more sophisticated, different regions established agencies and formalized customs laws to oversee trading ships and their goods. Likewise, the Roman Empire created detailed documents and rules for goods across their empire spanning into Asia.

More recently, in the past few hundred years, as nations and their governments became more established, they created official customs agencies, many with the original purpose of collecting taxes and tariffs on goods to help fund their growing economies.

Now, of course, we know that agencies such as U.S. Customs and Border Protection (CBP), the European Commission’s Directorate-General for Taxation and Customs Union (DG TAXUD), and the developing EU Customs Authority (EUCA) are all part of an intricate international network that helps ensure customs compliance and facilitates the safe, efficient movement of goods across borders.

Clearly, change is no stranger to the world of customs compliance.

Those working in the field  of customs compliance today will tell you that a host of factors are transforming the landscape, creating the demand for new skills and job roles that did not exist even a mere five years ago.

For individuals seeking work in the world of compliance, these rapid changes mean that there are opportunities to seize. Roles focused on tariff expertise, AI tech governance, supply chain strategy, and risk mitigation are all on the rise, and those who gain these skills sooner than later are putting themselves on a fast-track to success.

Want to know which trade compliance and customs roles and skills are in demand? Check out our list below:

1. Customs Compliance Specialist

At the heart of modern trade operations is the Customs Compliance Specialist. This is the professional responsible for ensuring that every shipment is correctly classified, documented, and cleared.

With the EU rolling out its multi-year customs reform and the United States expanding its enforcement focus on forced-labour violations, compliance expertise for every modern company is a top priority.

That’s because more rules mean more risk and these mistakes could equate to revenue lost, slower business, and even criminal penalties.

Why the demand is rising:

• Increased scrutiny around tariff codes and country-of-origin rules
• Digital modernization pushing companies toward real-time accuracy
• Rising penalties for misclassification and inadequate documentation

Training pathways:

• HS and tariff classification training
• FITTskills courses on global value chains and compliance
• Country-specific customs frameworks (e.g., CBP, EU, China GACC)

Why this training matters:

These skills ensure professionals can navigate the world’s most closely monitored and frequently updated trade rules with precision. Most people gain these competencies through structured programs like the FITTskills Program, customs authority training modules, or accredited tariff-classification workshops that provide hands-on, practical application.

2. Import/Export Compliance Analyst

This role focuses on ensuring companies meet all regulatory, documentation, and audit requirements related to cross-border trade. Today’s analysts need a blend of legal understanding, risk interpretation, and technical accuracy to keep pace with global regulatory changes.

Why the demand is rising:

• Rapidly evolving sanctions, tariff regimes, and compliance obligations
• Higher regulatory expectations for audit readiness
• Growing overlap between legal compliance and logistics operations

Training pathways:

• Regulatory compliance certification
• Sanctions/export controls coursework (e.g., BIS training)
• FITTskills Global Value Chain Course

Access this free FITTskills Lite resource with material from the Global Value Chain course.

Why this training matters:

Analysts who can interpret rules accurately reduce corporate exposure to fines, seizures, and forced-labour enforcement actions. Professionals typically earn these skills through FITTskills courses, government training programs, or accredited compliance bodies that teach real-world application, not just compliance theory.

3. Trade Technology and Compliance Systems Manager

As AI-driven customs portals and global trade management (GTM) systems become the norm, companies need people who can configure, test, validate, and oversee these systems. This role blends regulatory knowledge with digital literacy.

Moreover, it requires people who understand how compliance works beyond technology:

Which people and teams make the trade happen physically?

What issues are they dealing with daily?

What aspects of customs operations are best performed by people and which tasks can be automated?

These are all questions that these roles need to ask and answer daily.

Why the demand is rising:

• Accelerated digitization of customs clearance
• Increased reliance on ERP and GTM systems for real-time compliance
• The need for human oversight in AI-driven classification and risk alerts

Training pathways:

• ERP/GTM system training (SAP GTS, Oracle GTM, Descartes)
• Data analytics for trade operations
• AI governance and validation fundamentals

Why this training matters:

Digital systems are only as accurate as the people who manage them, making system training essential for audit readiness and regulatory accuracy. Most professionals gain these skills through vendor certifications, AI-governance programs, or the FITTskills Global Value Chain course that explain the compliance logic behind these tools.

But, beyond understanding the technology, compliance managers will need know the best times to use and apply the technology, and when not to.

Automation is only beneficial to businesses who use it at the right times for the right purposes.

The people who govern the technology must, at any moment, be able to decide when to update an algorithm or to stop using it altogether. A balance between human reason and automated efficiency is the key to success in this role.

4. Export Controls and Sanctions Compliance Specialist

With political and economic sanctions changing by the week and export controls tightening across multiple regions, this role has become one of the most strategically important in global trade. Hires for this position have to know up-to-the minute sanctions and customs rules and they must know how to operationalize these complex regulatory requirements into everyday business procedures.

The best companies will also be looking for candidates who can future-proof business against potential sanction threats and changes through risk mitigation strategies.

Why the demand is rising:

• New geopolitical conflicts and realignments
• Expansion of forced-labour import bans
• Increased enforcement of export-control and dual-use rules

Training pathways:

• FITTskills courses or workshops on risk analysis and management
• EAR (Export Administration Regulations) and ITAR training
• OFAC sanctions compliance

Why this training matters:

Sanctions enforcement is high-risk, high-impact work, and regulators expect companies to prove their employees have formal, updated training. Professionals typically obtain these skills through government-issued training (BIS, OFAC), compliance associations, and comprehensive training programs, like the FITTskills program, which translates regulations into practical workflows.

5. Trade and Customs Advisor/Consultant

Trade and customs advisors and consultants guide organizations through multi-jurisdictional customs challenges, from valuation to free-trade agreements to special economic zones. They also work at large financial institutions, advising small businesses or important clients on import and export processes, trade procedures, and documentation.

Skills like interpreting rules of origin, HS classification codes, Incoterms, and overall supply chain knowledge are critical for success in this role.

Why the demand is rising:

• Companies need strategic guidance across multiple jurisdictions.
• Free trade agreements and customs regulations are becoming increasingly complex.
• Organizations require expert interpretation during customs audits, reviews, and disputes.
• Financial institutions and other business service providers increasingly support clients with international trade and customs requirements.

Training pathways:

• Advanced customs, trade-agreement and valuation training
• The FITTskills Global Value Chain course and Feasibility of International Trade course

Professional designations training pathways such as FITTskills Program (one pathway to satisfy the educational requirement for the CITP), and the CCLP offered by CITT

Why this training matters:

Trade and customs advisors need the expertise to provide accurate, practical guidance that reduces risk, ensures compliance, and supports successful international business. Programs like FITTskills, leading to the CITP designation, demonstrate applied knowledge across the full international trade process.

While customs specialists provide deep technical expertise, organizations also need professionals who understand how customs fits within the broader international trade transaction.

A CITP brings this end-to-end perspective, enabling them to provide strategic advice and effectively engage and manage customs brokers, compliance specialists, and other trade service providers.

Adaptable and eager minds will gain traction in today’s customs compliance landscape

Whether businesses like it or not, customs compliance is only becoming more complex and the companies that succeed will be those that invest in the right talent to navigate that complexity.

For adaptable, ambitious jobseekers, this moment represents a rare opening: a chance to understand the geopolitical and technological forces reshaping global trade and to play a direct role in that transformation. And if history illustrates anything, it’s this: progress in customs has always been driven by people, especially those who stepped in to shape it.

The post 5 growing customs compliance jobs and the skills required to get hired appeared first on Trade Ready.

My own experience has been built in this environment. Over more than 15 years working in mineral purchasing, processing, international marketing and cross-border exports, I have seen how decisions made at one stage of a transaction can affect every stage that follows.

A quality issue at the source can become a commercial dispute at the destination. An unclear contract term can create an unexpected cost at the port. A documentation delay can hold up a vessel even when the cargo itself is ready.

The examples in this article come from the global minerals trade, but the underlying lessons are not limited to mining or commodities. Whether a company exports manufactured goods, agricultural products, technology, consumer products or professional services, the same fundamentals apply. Exporters must understand what they are selling, identify the right customer, set clear expectations, manage operational risk, coordinate reliable partners and protect the commercial relationship.

The following seven takeaways reflect lessons from my own industry, but each can be applied by exporters across sectors, products and markets.

1. Export readiness begins long before the sales contract

A successful export does not begin when a buyer signs an agreement or a vessel arrives at port. It begins much earlier, with a clear understanding of the product and every stage of its value chain.

In mineral trade, that journey can include exploration, extraction, processing, storage, inland transportation, sampling, laboratory analysis, port handling and ocean freight. A decision made at any one of these stages can affect product quality, shipment timing, commercial performance and the buyer’s confidence.

This remains true even for exporters and traders that do not own the mine or processing facility.

Companies may outsource or purchase from upstream suppliers, but they cannot outsource their responsibility to understand how the product is produced, handled and verified.

Actionable learning: Map the entire value chain during the market entry planning stage. Identify the operational dependencies, control points and parties responsible for product quality, timing and documentation at each stage.

2. Quality control must continue until loading is complete

Mineral products are sold according to detailed physical and chemical specifications. Depending on the commodity, the contract may set limits for grade, moisture, particle size, sulphur, phosphorus, silica or other impurities. Even a small deviation can lead to price adjustments, payment deductions, penalties or cargo rejection.

Testing at the processing plant is not enough. Representative sampling continues while material is transported to port, accumulated in stockpiles and loaded onto the vessel.

The reason is practical: once a bulk cargo is inside a vessel’s hold, replacing, separating or correcting it may no longer be feasible.

The best time to find a quality issue is before loading or, at the latest, while there is still an opportunity to stop and correct the process.

Actionable learning: Build a quality assurance plan that follows the cargo from source to vessel. Define where samples will be taken, who will conduct the testing, which laboratory methods will apply and what happens if results fall outside the agreed specification.

3. Match the sales strategy to the buyer’s business model

Not all buyers evaluate suppliers in the same way. Mineral buyers can be divided into two broad groups: industrial end users and trading companies.

Industrial buyers, such as steel mills, smelters, cement producers and fertilizer manufacturers, consume the material in their own operations. They typically prioritize consistent specifications, dependable delivery schedules and long-term supply capacity. Their supplier qualification process may be demanding, but a successful relationship can lead to stable demand and stronger long-term commercial value.

Trading companies do not generally consume the product. They purchase and resell it to industrial customers. They may offer greater flexibility around shipment timing, transaction structure and, in some cases, specifications. However, they are often more price-sensitive and focused on commercial competitiveness.

Neither customer type is automatically better. The right choice depends on the exporter’s capabilities, experience, production reliability and market-entry objectives.

Actionable learning: Before approaching a prospect, determine how it creates value. Then tailor the proposal around its priorities, whether that means technical consistency and continuity for an end user, or flexibility, price and marketability for a seller.

4. Build credibility through consistent engagement and operational transparency

International business relationships increasingly begin online through professional platforms, websites, email and virtual meetings. But initial contact is only the beginning. Converting an online introduction into a real transaction requires professional communication, useful information and consistent follow-up.

Industry conferences, trade exhibitions and technical forums also remain valuable because they give exporters direct access to decision-makers and market intelligence. Once credibility has been established, a site visit to the mine or processing plant can be especially powerful.

A site visit allows the potential customer to assess production capacity, processing facilities, quality controls and the supplier’s overall operating capability. It turns marketing claims into visible evidence.

Actionable learning: Treat business development as a staged process. Begin with targeted research and outreach, demonstrate commercial credibility through accurate information and follow-up, and use site visits to validate operational capacity when the relationship is sufficiently advanced.

5. Plan logistics around real port conditions, not assumptions

A freight quote does not tell the whole logistics story. Vessel selection must account for cargo volume, route, draft limitations, berth availability, vessel-size restrictions, cargo-handling equipment and the operating capacity of both loading and discharge ports.

Exporters must also understand storage availability, weather exposure, working hours and realistic loading and discharge rates. These details affect how long a vessel is permitted to remain in port. When operations exceed the agreed laytime, demurrage charges can become substantial.

The chosen Incoterms® rule also matters because it determines which party carries specific costs, responsibilities and risks.

FOB, CFR and CIF are commonly used in bulk mineral shipments, but each creates a different allocation of responsibility. The appropriate choice depends on the ports, commodity, freight arrangements and the seller’s ability to manage additional risk.

Actionable learning: Validate port and vessel assumptions with experienced shipping agents and operational partners before signing the contract. Model likely loading and discharge scenarios, including delays, and select an Incoterms® rule that reflects the company’s actual capabilities.

6. Documentation and payment must move together

A vessel can be fully loaded and still remain in port because the documents are not ready. In mineral trade, documents move the vessel just as much as the cargo does.

Document preparation should begin before the vessel arrives and continue alongside loading. Some records can only be finalized after the loaded quantity, vessel information, inspection results and shipment details are confirmed. This requires coordination among inspection firms, laboratories, customs authorities, shipping agents, port operators and vessel representatives.

Payment structures should be designed with the same care. Depending on the transaction and relationship, options may include advance payment, letters of credit, documentary collection, cash against documents, telegraphic transfer or staged payments.

The release of original shipping documents should be aligned with the agreed payment milestones so the seller does not give up control prematurely.

Actionable learning: Create a document responsibility matrix and payment timeline before shipment. Identify each required document, its preparer, approval deadline and connection to payment or cargo release.

7. Manage risk early and allocate it clearly

Risk cannot be eliminated from international trade. It can, however, be identified early, assigned appropriately and managed with practical safeguards.

The main areas requiring attention include: counterparty reliability, price volatility, specification compliance, logistics and demurrage, political and regulatory disruption, payment security and dispute resolution.

Due diligence should examine the buyer’s commercial background, financial reliability, reputation, payment history and trading experience. Pricing clauses should clearly define the commodity index, quotation period or formula used to calculate the final price. Force majeure provisions should explain qualifying events, notice requirements, party responsibilities and consequences. Contracts should also identify governing law, dispute-resolution procedures and the agreed court or arbitration forum.

Many disputes, are not caused by bad intentions. They arise from unclear specifications, ambiguous responsibilities, incomplete documents or weak contracts.

Actionable learning: Conduct a pre-transaction risk review involving commercial, operational, logistics, finance and legal stakeholders. Resolve uncertainty in the contract before it becomes a costly disagreement during execution.

Preparation, partnership and trust

The most important takeaway is that long-term export success rests on trust, but trust is not built through promises alone. It grows from consistent product quality, reliable delivery, transparency, accurate information and a record of keeping commitments.

For mineral exporters, that means understanding the product from source to destination, choosing customers strategically, maintaining control over quality, planning logistics realistically, securing payment and documenting responsibilities clearly.

The same principle applies across international trade: the strongest transactions are built well before the goods cross a border.

Preparation reduces avoidable risk, capable partners strengthen execution and consistent performance creates the trust required for lasting global business relationships.

This article was adapted from the FITTskills Live webinar Mine to market: Managing global trade complexity.

The post What every exporter can learn from the global minerals trade: 7 key takeaways appeared first on Trade Ready.

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Due diligence is the best approach. In this article, we outline what can go wrong with international supplier relationships and explain how intensive due diligence can mitigate supplier fraud risks. 

How supplier relationships can go wrong 

International trade and international outsourcing offer immense opportunities for growth. But with greater opportunity also comes greater risk. 

Trade across borders, and your business exposes itself to a complex web of global sourcing jurisdictional gaps where enforcement is difficult, and liability is often transferred unknowingly.  

Fundamental supplier fraud 

The most direct risk involves engaging with entities that are purely fraudulent. This includes “suppliers” who set up professional-looking websites to sell non-existent goods, collecting payment before vanishing, as well as fraudulent “buyers” who use stolen financial details or overpayment schemes to defraud sellers.  

Where that happens, the contract is fiction designed solely to extract funds, leaving the victim with no recourse once the digital storefront disappears. 

Transferred regulatory liability 

Also known as the DDP (Delivered Duty Paid) trap, it’s a situation where DPP terms can create a false sense of security. As the buyer, you may think the seller handles all customs responsibilities.  

Unfortunately, where the international trade supplier commits customs fraud by e.g. under-declaring value, or by misclassifying goods (or worse, smuggling goods through third-party countries) the authorities can hold the buyer criminally and civilly liable for the unpaid customs.

Your cargo can get seized, resulting in massive fines, and even prison time if the authorities decide that you’re guilty of “willful blindness”. That can all come about regardless of what the contract stated and what your trading partner promised. 

Logistical extortion and intermediary fraud 

The chain of custody itself presents multiple points of failure, particularly through fraudulent freight forwarders or customs brokers who demand “advance fees” for taxes or clearance that do not exist.  

We’re talking about scams where forwarders hold goods hostage until extortionate fees are paid or tampering with container seals to replace high-value cargo with junk.  

Additionally, businesses risk intellectual property theft where local entities register a brand’s trademark before the legitimate owner can, effectively holding the brand ransom in the destination market. 

Real life examples of supplier fraud 

Last year, it emerged that a man called Thomas Robinson (aka Tam O’Braan) operating under the business name “The Wee Tea Plantation,” ran a scam for five years – passing off ordinary teas as a rare, premium variety.  

Robinson claimed that the tea was grown on his own estate in Perthshire, Scotland, using special techniques.  

Yet, it was simply ordinary wholesale tea. He bolstered his credibility by repackaging the tea – while also fabricating key industry awards as well as his academic qualifications.  

He targeted high-profile clients in the hospitality sector, including luxury hotels, the Caledonian Sleeper train service, and the Royal Botanic Garden Edinburgh. It was estimated that Robinson successfully conned these businesses out of a total of $740,000 USD. 

Food Standards Scotland investigated, and Robinson was found guilty of two counts of fraud at Falkirk Sheriff Court. It’s an egregious case, but there are countless other examples: 

• Fake credentials: This Alibaba vendor presents falsified documentation to buyers, masquerading as legitimate manufacturers. The imposter uses a variety of tactics including displaying certificates that are for a different, genuine company.  

• Business email compromise: In this instance, the City of Saskatoon lost over $1 million when a fraudster successfully impersonated the CFO of a prominent construction company via email to request an urgent change in the company’s banking information. As a result, a legitimate payment intended for the construction firm was redirected and sent directly to the criminal’s bank account.

• Corporate impersonation: Here, a fraudster set up a fake profile impersonating the UK logistics firm Trans Orbis Forwarding Limited on Timocom, a freight exchange platform. The criminal accepted genuine international haulage bookings, which were carried out by unsuspecting hauliers. The fraudster received the payment and disappeared, leaving the unsuspecting hauliers to invoice the real Trans Orbis, which had no knowledge of the work. 

From the above examples you can see the breadth of fraud strategies, and just how widespread fraud is. Every company is at risk. 

Resorting to legal action isn’t always realistic 

Pursuing foreign sellers for unpaid duties isn’t always a viable option, unfortunately. Costs are prohibitive and chances of recovery are low. The expense of cross-border litigation can dwarf the actual financial loss, and poorly drafted contracts and unfavourable jurisdictional clauses can mean it’s tough to enforce contracts – even in the face of fraud. 

Unscrupulous sellers often “judgment-proof” shell entities, able to dodge successful legal claims. Lawsuits can also draw unwanted attention both from potential customers and future suppliers.  

It goes for customs disputes too. While a DDP (Delivered Duty Paid) agreement commercially obligates the seller to pay, the government holds the “Importer of Record” solely responsible. The upshot is that you simply can’t rely on litigation to try to claim back the customs the seller was supposed to pay. 

How to guard against bad supplier relationships 

It’s far better to prevent a bad supplier relationship by vetting suppliers, rather than relying on legal actions once the relationship has soured. That starts with due diligence, right at the start of a sourcing or outsourcing decision. 

Proper due diligence includes a mix of judgement, care, and prudence that a company can take to ensure that its trading partners are qualified with a track record and current operations can be trusted. 

For more on how to maximize cost savings, create a competitive advantage and minimize potential risks by finding the best possible suppliers or outsourcing opportunities explore Global Value Chain.

It can be a daunting task, but there are resources that help. Consider talking to trade councillors and government agencies to see where the current pitfalls lie, and how to guard against these. 

Your export credit partner can also help – and trading houses are also a good port of call for due diligence research.  

Prevention is the only strategy 

Whatever you do, never rush into a decision with a foreign trading partner – these decisions should never be made quickly. 

As the “Wee Tea” case demonstrates, a professional facade can easily mask deception, and once a relationship sours, legal recourse is often prohibitively expensive or practically impossible.  

Relying on contracts to protect your interests in cross-border deals is a gamble that frequently leaves buyers with no way to recover lost funds or salvage their reputation. 

Rigorous, proactive due diligence is critical.  

The post Scammed, swindled and shorted – how you can avoid losing money to bad supplier partnerships appeared first on Trade Ready.

Trade today is not the methodical industry it once was. It moves at the speed of digital platforms, automated customs systems, AI-driven forecasting tools, and geopolitical realignments that can disrupt an entire region overnight. As companies rethink how they move goods, mitigate risk, and stay compliant with rapidly changing regulations, they’re looking for employees who are more than just educated; they want people who know how to act with certainty. That’s where training is becoming an essential differentiator. 

Why trade training and international trade skills development matters more than ever

The Financial Times has warned that the global workforce is experiencing “the most significant skills realignment in decades,” driven largely by supply-chain restructuring, nearshoring, and the rise of digital trade systems. It adds that roles once learned entirely on the job now require formal training, as companies scramble to hire people who can navigate compliance demands, shifting tariff regimes, and the growing integration of AI in trade operations. 

It’s difficult to assess how many of the above skills a person has because the landscape of training is so broad. You’d be hard-pressed to find someone that has the experience (or free time) to do this within your company. 

This is where certification bodies and organizations prove valuable. They do this comprehension and skills assessment for you, so you and your business can focus on the work at hand.

Trade training isn’t ornamental

Unlike some industries, training for international trade isn’t ornamental; it’s structural. The profession is tied to a web of regulations that leave little room for improvisation, and only partial knowledge often causes more harm than good.

A misstep in customs documentation or compliance procedure can cascade into delays, penalties, or in severe cases, operational shutdowns—risks few companies are willing to take.

Instead, businesses need expertise that can confidently provide the right way of conducting importing, exporting, and global business expansion. Rigorous training brings this confidence.  

So where should a newcomer start when exploring international trade training? 

Start with Your Career Goal: What Kind of Trade Professional Do You Want to Become?

Before choosing a course or credential, job seekers need to identify the “shape” of the career they want. Trade is vast—spanning logistics, customs, compliance, policy, finance, sourcing, risk, technology, market expansion, and beyond. Each path demands a different blend of skills. 

Many new professionals make the mistake of enrolling in generic business programs, only to discover later that trade requires a far more specialized understanding of global rules, documentation, Incoterms®, duties, and the precise mechanics of moving goods and delivering services across borders. 

A simple way to orient yourself is to consider whether you want to be a generalist or a specialist. 

Generalist training: For the curious, the flexible, and business management focused

Generalist trade programs offer broad foundations across all the pillars of global commerce. They’re ideal for people who: 

• are exploring career options 
• want to work across departments 
• aim to move into strategic and leadership roles  
• need to understand how the pieces of global trade fit together to run a business 

Generalist training helps professionals see how logistics connects to compliance, how sourcing affects duties, and how Incoterms® shape contract pricing. 

It’s the kind of understanding that organizations increasingly want at the managerial level: —an ability to think in systems, not silos.

A comprehensive program like the FITTskills Program gives learners exposure to the full ecosystem of trade: market research, finance, global value chains, risk management, and more. This kind of training mirrors what the WEF describes as the demand for “holistic understanding of global operations.” 

Generalist training creates versatile candidates, the type that small and medium-sized exporters value. But they are equally desired in large organizations and governing bodies that already have established trade departments and need experts who can help them navigate turbulent times. 

Specialized training: For the detail-oriented, the analytical, and the high-demand experts

Specialized training narrows in on a specific discipline: trade compliance, customs brokerage, export controls, supply-chain technology, or trade finance, to name a few. These roles are among the most aggressively hired in 2025 and 2026. 

Why? Because the global landscape is shifting faster than ever.

New sanctions, digital customs rules, cross-border carbon regulations, and shifting tariffs have created a shortage of professionals who truly understand them.

As Bloomberg reported in its 2025 trade analysis, companies are “redesigning their supply chains in real time,” a shift that has dramatically increased demand for people who can interpret regulatory and logistics complexity. 

Specialized training is perfect for people who want to 

• become experts in compliance or customs 
• move quickly into an in-demand role 
• differentiate themselves early in their career 
• Move from an adjacent field like finance, procurement, or logistics 

While specialization can fast-track a career, it requires commitment. The rules change constantly, and ongoing training is part of the job. Some thinking about one area of expertise, might look into specialized areas like Incoterms® or international procurement, but they would be far better served if they also learned how these areas tie into the entire global landscape of trade. Not only does this give them flexibility to shift their career focus, when necessary, but it appeals to current-day employers who need employees who understand ‘all of it’ from a bird’s eye view.  

In fact, a large portion of Certified International Trade Professionals (CITP®|FIBP®) hold specialist positions, —with FITT training or the CITP designation being a highlighted asset to their role, either in their day-to-day work, or even in their job requirements from the get-go. 

The role of credentials: Why certifications matter more than ever

For years, employers leaned heavily on experience as a proxy for a candidate’s readiness. Today, that approach carries far greater risk. A single misclassified product can trigger costly penalties, and a misinterpreted Incoterm® can result in losses reaching hundreds of thousands. Without consistent, verified expertise, organizations also face serious service delivery risks—where errors, delays, or compliance gaps can disrupt operations, damage client trust, and impact overall performance. 

As a result, employers seek our recognized credentials as evidence of theory and application. They want a candidate to have theoretical knowledge, but in the applied realities of global commerce. 

The CITP designation, for example, is frequently listed as a hiring asset because it signals verified competence across real-world trade skills. Recruiters trust it because the assessment and learning outcomes reflect contemporary trade practice, not outdated academic models.

FITT’s body of knowledge (BoK), for example, uses a comprehensive set of concepts and skills for the field of international trade, developed by the Forum for International Trade Training (FITT). It serves as the foundation for FITT’s training programs and certification, outlining the essential competencies and knowledge needed by international trade professionals, including areas like market entry, trade finance, and international sales. This BoK is built with input from industry experts and is continually updated to reflect the evolving global business environment.   

Picking the right training ultimately requires clarity about three factors

1. Your desired pace of career growth

Generalist programs create long-term versatility; specialist programs open doors fast, especially in compliance, customs, and logistics tech. 

2. Your appetite for detail

If you enjoy precision, regulation, documentation, and risk analysis, specialties like compliance or customs might fit naturally. If you love big-picture thinking, planning, or market exploration, a broad trade foundation is better. 

3. The credibility of the credential

Employers increasingly look for programs with measurable, competency-based outcomes.  Designations like the CITP give candidates an advantage because they assure employers of verified practical knowledge. 

The bottom line: The future belongs those with validated, current-day skills

The global trade workforce is undergoing a generational transition. Many seasoned professionals are retiring. Supply chains are being rebuilt. Digital systems are becoming mandatory, not optional. And companies are scrambling to fill roles that didn’t exist ten years ago. 

For anyone entering the field, this is a rare moment—an inflection point where training can dramatically accelerate a career. The right program does more than teach the rules; it builds judgment, confidence, and a sense of where the world is going.

International trade has always rewarded the curious and the bold. But looking ahead, it will reward those who are trained—those who can bridge old systems and new ones, and who understand the global economy not as a concept, but as a living, shifting structure that requires skill, awareness, and adaptability. 

Curious about the most in-demand trade jobs of 2026? Read The fastest-growing international trade jobs for 2026—and how to get them 

Starting a career in trade? Explore FITTskills training to build foundational or specialized trade skills. Or learn how the CITP designation supports career credibility. 

The post How to choose the right training to start your career in international trade appeared first on Trade Ready.

Now, of course, customers can simply go to a grocery store and buy boxes at a time without a second thought to the complex nature of how they came to be in their hands. Non-perishable goods are even easier to come by, requiring the click of a few buttons to get them across countries and seas right to your doorstep. Need a specialized service from someone working in a region hundreds of thousands of miles away? No problem; technology has that solution covered. 

As trade evolves, so do the job roles that support it

Put simply, the movement of goods and services across borders has evolved at a breathtaking pace. Alongside these transformations, the teams that make global commerce possible have grown in both size and sophistication. What was once the domain of a few specialists now involves entire departments dedicated to logistics, technology, supply chain, and trade compliance, the latter being a job area that has recently seen incredible growth. 

Compliance specialization is booming

“Companies with greater than 15% expected growth allocate an average of eight people to trade compliance activities, compared to six in companies anticipating little or no growth,” states a 2025 benchmark study by Descartes Systems Group.

This increase can be attributed to many factors, from geopolitical shifts and tariff policies to shipping disruptions and natural disasters.  

The World Economic Forum also highlights this shift in their paper, Trade Compliance for Leadership, stating, “Non-compliance with new trade requirements could affect hundreds of billions of dollars of trade flows. The stakes are high: compliance safeguards business continuity, avoids supply chain disruption and can be a competitive advantage. It also mitigates the risks of penalties and reputational damage.”  

Customs roles are also becoming a C-suite discussion

Other trade roles seeing expansion include those focused on customs.

“Customs will be used as a business strategy, becoming an important C-Suite level discussion point to navigate the ever-complex international trade waters,” notes a recent article by shipping giant Maersk. And it’s easy to see why.

With a growing web of tariffs, counter-tariffs, and shifting regulations worldwide, importers and exporters must manage their classification codes, documentation, and compliance procedures with precision—or else risk costly penalties and delays. 

And then, there is AI

Virtually all areas of business, including global trade, are being touched by artificial intelligence and associated technologies. In fact, “The global AI in logistics and supply-chain market size was valued at USD 20.1 billion in 2024 and is projected to grow at a CAGR of 25.9 % between 2025 and 2034,” states a report by Global Market Insights. And these technologies are focused on improving operational cost, streamlining logistics planning, and managing real-time supply chain efficiency—but only if teams are trained on how to operate these new technologies.  

Agility, accuracy, and technology: core focuses for trade teams

All in all, in 2026, trade teams need to lean their roles toward technology, compliance, and risk planning for resiliency.  

The World Economic Forum notes in their Future of Jobs Report that “The most prominent skills differentiating growing from declining jobs are anticipated to comprise resilience, flexibility, and agility; resource management and operations; quality control; programming, and technological literacy.” 

That sets the stage for roles like trade-compliance analyst, customs strategy lead, global trade-technology architect, and import/export risk manager—titles once rare, but now increasingly common.  

A simple browse of current job postings finds top companies like Amazon hiring for Global Trade Compliance PMs or Global Customs Ops Analysts, requiring candidates to have the skills to build scalable trade-compliance programs and broker networks. While grocery chains like Loblaws are looking for Customs and Trade Analysts, roles focused on import and export clearance and risk.  

Globally, there are thousands of jobs focused on customs and international trade compliance, including many on FITT’s job board—making it more important than ever for competitive teams to make these professions a priority for successful international market expansion.

Offshoring, nearshoring, and re-shoring: strategies to mitigate volatility 

With increasingly unpredictable supply chains, companies are also rethinking where and how they allocate their trade teams. Offshoring, nearshoring, and re-shoring have become hot-topic strategies in this conversation—each offering clear advantages and trade-offs. 

• Offshoring refers to relocating production or services to a distant country, often to reduce labour costs or take advantage of specialized expertise. It can yield significant cost savings and access to global talent, but also exposes firms to geopolitical risks, shipping delays, and reduced control over quality and oversight. 

• Nearshoring involves shifting operations or sourcing to a nearby country or region—one that lies closer in geography, culture, or time zone. The proximity allows for faster communication, shorter transit times, and improved responsiveness to market shifts, though it may come with slightly higher labour and logistics costs compared to far-off locations. 

• Re-shoring (or on-shoring) brings previously relocated operations back home, offering the greatest control, supply-chain transparency, and resilience against global disruptions. However, domestic production typically comes with higher costs, and the process of re-establishing facilities and workforces can be both expensive and time-consuming. 

Together, these strategies reflect a broader recalibration of global trade—one that weighs efficiency against resiliency, and cost against certainty. What businesses choose to employ depends on their needs and goals, but they will all have to consider the risky environment in which they exist: 

“Geoeconomic fragmentation and geopolitical tensions are expected to drive business-model transformation in one-third (34 %) of surveyed organizations in the next five years. Over one-fifth (23 %) of global employers identify increased restrictions on trade and investment … as factors shaping their operations,” states the World Economic Forum in their job report, pinpointing the need for businesses to be prepared from all angles.  

Training is a unifying factor for all roles

At the heart of these workforce transitions lies a single, unifying factor—the need for continual training and upskilling. Finding employees with a new set of in-demand skills isn’t something that happens overnight. Most often, it starts with giving current teams training to upgrade their knowledge to current-day trends. 

“If the world’s workforce was made up of 100 people, 59 would need training by 2030. Of these, employers foresee that 29 could be upskilled in their current roles and 19 could be upskilled and redeployed elsewhere within their organization. However, 11 would be unlikely to receive the reskilling or upskilling needed, leaving their employment prospects increasingly at risk,” warns the WEF. 

Lora Rigutto, Partnerships and Community Lead at FITT, agrees. She personally sees how training benefits companies and employees working in international trade daily: 

“I’ve seen how upskilling and trade training can change the trajectory of both employers and employees. Many who complete FITT’s international trade training go on to work in government, policy, and business at some of the world’s leading organizations, while others use that knowledge to grow their own SMEs.”

What really stands out is the value of having a CITP®—someone with a broad, practical understanding of international trade who can connect the full A-to-Z process, from market entry and compliance to sales and growth strategy. Whether in a large enterprise or a small business just getting started, that ability to see the whole picture and bring in accredited knowledge created by business for business, along with industry best practices and frameworks—makes a meaningful difference.” 

The world is changing, but resiliency will always remain a strength

In 2025, it may seem like our world is changing faster than ever. But it’s important to put these shifts into perspective. Only 100 years ago, we were still delivering some products by horse and buggy. 50 years ago, we were sending customs documents via fax machines, and just 25 years ago, the biggest technological threat that dominated the headlines was Y2K. The point being, the world has always been in a state of rapid change, but those who flourish in it, no matter the challenge, remain aware, prepared, and upskilled for those changes. 

Curious about current job roles in trade? Below is a list of popular trade jobs that companies currently hire for: 

See active international trade job listings here 

• International Trade Consultant: Advises companies on entering new markets or expanding globally including assessing tariffs, trade agreements, and regulatory risks and recommending supply chain and market entry strategies 
• Export Manager: Responsible for planning, executing, and overseeing a company’s sales of goods or services into foreign markets; a mix of strategy, operations, and relationship management 
• Commodity Trader: Buys and sells commodities, such as agricultural products or metals, on international markets. 
• Economist: Analyzes data and develops theories related to the production and circulation of goods, services, and resources in a global context. 
• Data Analyst: Analyzes data for companies to help inform business decisions, which can include international market data.  

Logistics and supply chain

• Freight Forwarder: Manages the transportation of goods, including coordinating shipments, choosing carriers, and negotiating terms. 
• Logistics Specialist: Handles the planning and management of international logistics, including warehousing and last-mile delivery. 
• Customs Clearance Specialist: Processes paperwork for inbound and outbound shipments to ensure goods clear customs without delays. 
• Ocean/Air Export/Import Coordinator: Manages the specific details of export or import shipments via sea or air freight.  

Sales, marketing, and business development

• International Sales and Partnerships Manager: Develops and manages relationships with international partners and clients. 
• International Marketing Manager: Creates and implements marketing strategies for products and services in global markets. 
• Business Development Manager: Focuses on expanding a company’s business through new markets, partnerships, and services, often within a specific sector like freight forwarding.  

Compliance and analysis

• Trade Compliance Specialist/Manager: Ensures a company’s operations adhere to all trade regulations, sanctions, and export/import laws. 
• Customs Broker: Acts as an intermediary between businesses and government customs agencies, navigating complex regulations to facilitate the movement of goods. 
• International Trade Analyst: Conducts research and analysis to help companies make informed decisions about global markets and trade policies. 
• Policy Analyst: Researches and analyzes policy outcomes, which can be applied to trade policies and social issues.  

The post Growing global trade jobs: Top roles, skills, and trends to watch in 2026 appeared first on Trade Ready.

Unfortunately, these uncertainties tend to hit small businesses the hardest. Small businesses might have thinner margins and fewer buffers in their balance sheets. They may serve customers who are finding it increasingly difficult to afford goods. Is there some practical way smaller businesses can increase their resiliency to tariff expenses, including through diversification?  

“Small business owners must plan how to respond to these new realities and the economic uncertainty ahead,” noted Rohit Arora for Forbes.

But what can that response look like for smaller businesses with less macroeconomic wiggle room?  

The real cost of tariff volatility for businesses 

Imagine a small business operating with a 10% profit margin on a product that relies heavily on international trade. A tariff increase of 20-40% on the raw materials needed to produce that product can immediately erode the margins. Small firms, dependent on long-term contracts to reduce margins, don’t always have the leverage they need to renegotiate contracts.  

If trade tensions spike, small business tariffs can have devastating impacts. 

But costs alone aren’t the only risk with tariffs. The broader tariff impacts can complicate all sorts of plans. It may be increasingly difficult to document imports and exports. Businesses may need to make new logistical decisions in response to changing costs. And if a small business has to find a new source for its products, it could upend an entire business model. 

Even if businesses can weather these storms, they can lose what created their market share in the first place.

Price competitiveness can go down. And companies may hesitate to expand to new markets because they’re uncertain about which tariffs will spike next. As the Business Development Bank of Canada (BDC) notes, “pursuing export opportunities in the EU often requires companies to navigate stringent regulations.” If you can handle these regulations, options like exporting to Europe can broaden your ability to diversify. You can think of it as “exporting risk.” 

How can small businesses handle these challenges? There are multiple items to consider that will help you build a sharper tariff strategy. 

Tariff strategy #1: Map and stress-test your supply chain 

The best thing any small business can do is understand its current supply chain. Build a map. Where are the current suppliers? What are their countries of origin? What are their shipping routes? Are there any tariff-sensitive inputs that go into making your products? These are critical questions to answer because many companies don’t realize just how many key components may originate in tariff-targeted countries. 

Next, a small business should run some stress tests.

“What happens if tariffs rise 10%? 50%?” “What if a supplier country becomes politically unstable?”

This will help you identify single-source dependencies and components without any alternative suppliers, which highlights the key risks you need to hedge against.

Tariff strategy #2: Reduce single-country dependence by looking for multi-region supplier diversification 

Now that you’ve identified the risks, diversification is the best way out. If you can source across several low-risk regions to reduce tariff exposure, you’ve already made a lot of headway. 

For example, Chile offers a highly open and stable trade regime, with low, predictable tariffs (around 6% MFN) and over 30 FTAs covering more than 65 economies, making it a strong partner to support a more diversified and resilient supply chain. 

This may require some macroeconomic and geopolitical analysis.

Look at current trade relationships and evaluate tariff history across regions with relatively stable policy environments.

For example, the EU and Chile, ASEAN and China, or the EU and Vietnam. Reviewing how these trade corridors have evolved over time can help you spot patterns in tariff exposure, policy consistency, and regional risk before making sourcing decisions. 

Tariff strategy #3: Diversify beyond suppliers by looking at multiple markets 

Diverse suppliers can help you remain resilient as a business. But what about zooming out? You may need to diversify markets if you’re going to remain tariff-proof. Multiple markets will offset your risk thanks to basic diversification: if tariffs rise with one market, your revenue can still remain stable overall. 

Expanding into additional regions, like Europe or Canada, can help spread your risk around. BDC highlights that exporting to Europe offers stable demand, for example. The downside is a heavy regulatory environment. But if you treat options like these as a part of a broader tariff strategy, you’ll realize that it’s possible to establish footholds in new markets that expand your ability to weather risk. 

Tariff strategy #4: Look for leverageable trade agreements and preferential tariff programs 

So far, the strategies mentioned have been defensive. But there are more assertive strategies for building a diversified portfolio of suppliers. 

To begin, look for any relevant free trade agreements, or unilateral preference programs, that are in place in your industry.

Are there any that reduce costs immediately? Are there unique exceptions for some products that will keep your business with a sustainable profit margin? 

You can also shift your sourcing or assembly operations to countries with more favorable agreements. Maybe the answers to the questions above aren’t favorable now. However, if you can develop a small business strategy that spans multiple countries, you may potentially benefit from lower tariffs on products assembled in specific regions.  

Tariff strategy #5: Create a real-time tariff monitoring system 

You may look at these strategies and wonder how sustainable they are if tariff conditions shift unexpectedly. It’s a valid concern. The truth is no one has a crystal ball for future tariff policy. However, you can build an advanced warning system by designating a person or a team to track tariff announcements and political developments. They may even be able to look at trade negotiations to see where specific industries may be headed. 

Look at government trade portals, international trade news, or even consider hiring consultants.

The key is to build a list of trusted sources for forecasting trade developments. You may not expect 100% accuracy, but you should look for a reliable set of sources that can decrease your risks because you feel increasingly “in the loop” for tariff changes. 

Tariff strategy #6: Price and plan for the most uncertain tariff environment 

Ever hear the phrase “hope for the best, prepare for the worst?” This is a variant of that. You may consider introducing tiered pricing strategies, or terms that allow mid-contract tariff adjustments. Customers don’t always like these, so make sure that your tariff pricing policies are clear and well-articulated at every point. 

Assess different tiers of risk and develop a strategy for each one. What happens if tariffs increase by 10%? How will you respond? And how will that response differ if your tariffs increase by 50%?  

Tariff strategy #7: Increase your operational flexibility 

The more flexible your operations are, the more quickly you can pivot if there’s a sudden tariff shift. One great starting point: modular production processes. If you can design products so components can be swapped with equivalents from different suppliers, you’ll avoid getting “locked” into any specific solution.  

Flexibility is just as important from a logistics perspective.

Can you use multiple distribution hubs (ports, warehouses, fulfillment centers) to weather a geopolitical storm?

This kind of strategy isn’t just important for tariff flexibility, but total flexibility in the face of geopolitical risks. 

Reframing tariff risks as a strategic advantage 

Tariff risks will always be there. So will the uncertainty of geopolitical risks. Global trade is shifting, and regulations are increasing. But if you can find a way to map your supply chains, diversify across both suppliers and markets, and build more flexible operational systems, you’ll shift these risks into a potential advantage. Your ability to pivot quickly could keep your prices stable in the face of future geopolitical storms, which isn’t true for every small business. 

Small businesses can’t control policy. But they can control how prepared they are for volatile policies. Build a diversification strategy that gives you some peace of mind that no matter what the next headline in international trade may read, you’re ready for it. 

The post How to build tariff resiliency into your diversification strategy appeared first on Trade Ready.

The session, “Leadership in Action: Advisors at Work,” brought together perspectives from government, consulting, finance, and trade education to answer a central question:

How can businesses, and the trade professionals who support them, move forward with confidence in a volatile world?

Moderated by Lora Rigutto, CITP, Partnerships & Community Lead at FITT, the panel featured:

• Margaux McDonald, Canadian Consul and Senior Trade Commissioner in Chicago (Global Affairs Canada)
• Zeeshanali Fazal, CITP, Regional Director at Export Development Canada (EDC)
• Dr. Rahim Mohtaram, CITP, Founder of MCSWAY Commercial and Educational Services
• Pernille Fischer Boulter, CITP, CEO of Kisserup International Trade Roots Inc.
• Dr. Leroy Lowe, CITP, Senior Consultant – Trade Education at FITT

Together, they unpacked emerging trends in exporter mindsets, market diversification strategies, and the evolving role of trade professionals in an AI-driven world.

A new export mindset: From growth to resilience

The past year has been marked by political volatility, tariff concerns, and supply chain disruptions. According to the panelists, the biggest change has been in how exporters think about international expansion.

Zeeshanali Fazal, CITP, has seen this shift firsthand through his work with Canadian exporters at EDC.

“Instead of going growth first, they’re going to resilience first,” he explained. “Companies have had the opportunity to experience what risk can look like, even when we thought there was no risk.”

Rather than focusing solely on revenue growth targets, companies are now prioritizing strategies that help them manage uncertainty and survive disruption.

Fazal noted that exporters are increasingly asking practical questions:

• What happens if tariffs suddenly return?
• How exposed are we to geopolitical risk?
• Are our payments and financing structures secure?

This shift has led many businesses to make greater use of trade finance tools such as guarantees, insurance, and structured financing to mitigate risk.

At the same time, companies are thinking more strategically about diversification.

“We’ve talked about diversification for years,” Fazal said. “But now it’s more practical. People are moving to action.”

Canada–U.S. trade: Stable despite the headlines

Much of the uncertainty surrounding Canadian trade in the past year has centered on the United States. Yet Margaux McDonald, who leads Canada’s trade team in Chicago, offered a perspective from the ground that may surprise some observers.

According to McDonald, the reality for many companies has been more stable than expected.

“A year ago, everyone was bracing for what felt like a giant storm,” she said. “But for the vast majority of Canadian companies, that storm never fully landed.”

In fact, some Canadian exporters have quietly benefited from shifting trade dynamics.

“When I walk trade show floors and ask companies about the impact of tariffs, sometimes their voice lowers and they say, ‘Don’t tell anyone, but this has been really good for us.’”

This paradox highlights how complex global trade dynamics can be. In some cases, tariffs affecting U.S. competitors have created unexpected advantages for Canadian firms.

Still, McDonald emphasized that exporter attitudes are evolving in important ways. She highlighted three major shifts she has observed among Canadian companies.

1. A stronger demand for clarity

Companies want practical guidance on trade agreements, regulations, and incentives.

“There’s been an awakening to the complexity of trade, and how to navigate it effectively. And that’s where this cohort, this community of CITPs, can be so helpful.”

2. More targeted expansion strategies

Instead of pursuing broad market entry, exporters are focusing on regions where they can win.

“There used to be a spaghetti-against-the-wall approach. Now companies are asking: where can we actually succeed?”

3.  Greater focus on trusted partnerships

Canadian firms are increasingly prioritizing long-term, values-aligned business relationships.

Diversification: Supplement, not replace

While diversification beyond the U.S. is gaining momentum, panelists stressed that the strategy should be approached carefully.

Pernille Fischer Boulter, CITP, whose consulting firm works globally with exporters and development agencies, cautioned against treating diversification as an all-or-nothing decision.

“We’re not telling companies to pull out of the U.S. We’re telling them to supplement.”

Canada has access to a wide network of international trade agreements covering dozens of countries. Expanding into new markets, however, takes time, resources, and careful planning.

Fischer Boulter sees companies increasingly looking for low-hanging fruit, markets where they already have some traction or early success.

“If they have a little bit of success in a market like Poland, suddenly they say, ‘Wow, I can do this.’”

Diversification often starts with small wins rather than dramatic strategic shifts.

Strategic supply chains and new trade partners

Dr. Rahim Mohtaram, CITP, highlighted another emerging trend, strategic supply chain realignment.

As companies reconsider their reliance on specific markets, many are exploring partnerships with what he called “middle powers” in global trade.

“Some companies are thinking about working more with China, the European Union, Australia, Japan, Southeast Asia, and even smaller countries,” he said.

However, Mohtaram stressed that diversification does not mean abandoning the United States.

“The U.S. has been the main partner of Canada for export and import, and it will remain the main partner,” he said. “But companies want more options and more alternatives.”

The SMEs facing the biggest challenges

While larger exporters may have the resources to explore new markets, smaller companies often face tougher choices.

Dr. Leroy Lowe, CITP, who works closely with SMEs through training and consulting, has seen firsthand how regulatory uncertainty can disrupt small exporters.

For many small businesses, the unpredictability of tariffs, brokerage fees, and shipping costs has made pricing difficult.

“Some companies are finding their shipments are ending up in customers’ hands at very unpredictable pricing,” he explained. “And that can break partnerships.”

Without the resources to expand globally, many SMEs are taking a different approach.

“One workable short-term solution is simply looking at other places in Canada they haven’t been,” Lowe said.

Expanding into new provinces can help companies grow while building the experience needed to pursue international markets later.

Overcoming exporter hesitation

One challenge that trade advisors consistently encounter is exporter hesitation. Faced with uncertainty, many companies adopt a “wait and see” strategy. The panel agreed that waiting too long can mean missed opportunities.

McDonald described how the Trade Commissioner Service helps companies move past uncertainty.

“We never want to convince anyone to do anything,” she explained. “But we can provide context, grounded analysis, and most importantly, connections.”

Helping companies distinguish between political noise and real market changes is an important part of that process.

“There’s a lot of hyperbole and dramatic headlines right now,” she said. “Part of our job is helping companies understand what’s actually changing, and what might just be theater.”

Fazal agreed that hesitation often stems from lack of awareness.

“When I ask companies what they know about new markets, they often say, ‘We don’t know anything, and we don’t even know where to find the information.’”

For trade professionals, bridging that knowledge gap is a critical role.

Choosing the right markets

When companies do decide to diversify, choosing the right market becomes the next challenge. Fazal described a framework he calls risk triangulation.

This approach evaluates three key elements together:

• Country risk
• Buyer risk
• Transaction structure and financing

“It’s not just about selling. It’s about where you sell, who your buyer is, and whether you’ll actually be paid.”

Lowe added that technology is increasingly helping consultants guide these decisions. He frequently uses AI tools to analyze market characteristics and identify potential opportunities.

“You can ask: what would be the ideal attributes of a market for this company?” he explained. “Then you score potential markets and narrow the list before doing deeper research.”

AI and the future of trade advisory

The conversation eventually turned to a topic dominating many industries, artificial intelligence. Rather than replacing trade professionals, panelists agreed that AI is enhancing their capabilities.

Lowe described AI as a tool that allows advisors to move faster.

“You can gather a lot of information quickly,” he said. “But you still need expertise to evaluate the quality of that information.”

Fazal emphasized the distinction between data and judgment.

“AI handles information,” he said. “But we as CITPs interpret the risk, the context, and the strategy.”

Pernille Fischer Boulter highlighted another advantage trade professionals bring: networks.

“Our networks tie people together in ways AI can’t replicate.”

Mohtaram offered a broader perspective.

“Automation and systems improve businesses, but they also increase the need for people with higher levels of skills.”

The human advantage in global trade

As the panel concluded, one message stood out clearly.

The role of trade professionals is evolving, but it is not disappearing. In a world of geopolitical shifts, complex regulations, and rapidly expanding information, the ability to interpret, connect, and guide strategy is becoming more valuable than ever.

For CITPs and other trade advisors, the future is not about competing with technology. It is about combining data, experience, and human insight to help companies navigate an increasingly complex global economy.

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