EXPORT PROCEDURES AND PROTOCALS

BRIEF

GRUPO USPASA 06

JORGE GREGORIO SEGURA :

.
:GERENTE EXPORTACIONES:

Managing Organizational Change

USPA Export Procedures

Organizational Hierarchy of working
protocol

Copyright 1996-2001 Dale Carnegie & Associates, Inc.

Vision
To provide excellent service & minimize costs (freight, storage,
processing), a standard operating procedure is necessary.

All export; offers, bids, proposals, as well as accounts and dates are to be overseen and
authorized solely by USPA Export Manager

It is imperative one person make decisions and have full knowledge of all aspects of
every load/order.

The status and progress of each load requires planning and follow up and needs to be
coordinated by export manager (customs, USDA, cold storage dates, shipping dates,
etc.)

Programming production and ship dates requires coordinated efforts between; domestic
production/sales, trucking company, Mexico/USA customs agencies, cold storage, USDA
and customers.

When an issue arises as well as for day to day operations it is important that customers
are able to call export manager and that he be knowledgeable and have the data
required to answer questions/concerns.

State of the Organization

Disorganized, independent lacking communication and follow up.

1. Necessary Improvements

Communication between domestic/international sales/purchasing dept.

Progress/status report of orders and production schedules
Pricing and product availability considering all commitments
Legal requirements as well as the procedures and ramifications- documentation for both
MEXICO and USA authorities, govts. (importer of record, inspections/traceability, invoicing,
etc..)
Shipping and coordinated exporting and delivery dates to different cold storage for inspection
and delivery or release to customers.

2. Our strengths

The ability to provide all services in house and control of product from process to delivery
Knowledge and access to different markets and market segments allowing best return and
flexibility of product production incl. quantities/specs.
Dedicated professional people both intermediary and auxiliary who collectively working with a
coordinated effort , are capable of successfully and establishing/maintaining USPA brand
products and services to excell

Goals
USPA has a

goal which is to provide product and services of the highest quality

keeping costs low, minimizing risk and unnecessary exposure and maximizing cash flow
and product/company image. and to Set goals: realistic, reasonable, challenging,
attainable goals

Long-term;

Plant expansion, and facility/product innovation

negotiation of long term contracts programming of production schedules as well as raw material
purchases.

Intermediate-term;

standardize shipping/export dates

solidify working relationships and defining customers/sales
Establishing and maintaining USPA brand and Image in serviced markets
Defining procedures for different scenarios such as re-calls, refused entries, etc

Short-term;

consolidate and optimize efficiency as well as coordinating efforts of all persons and procedures involved.
Defining legal and operational protocols as well as limitations and advantages using the departments and
affiliates of USPA to minimize risks and legal implications associated with International business
Define procedure with regards to names declared and used as well as ramifications and requirements of
different govts. (importer of record, brokers lic. Traceability, responsibility, etc..)

Plans of Action
Strategy and working plan of action:

The requirements for achieving set goals.

Communication between necessary departments and intermediary persons with accurate,

current information on business and production schedules (availability, dates, offerings, bids,
purchase, ship/receive dates, etc..)
Bi-weekly meetings to discuss current, future and possible business opportunities as well as
limitations, requirements, and or commitments of different markets and customers and govt.
agencies.

Who will do which part.

Due to the quantity of persons and companies involved it is necessary that the information
required by individuals be available.
The correlation info. between all the departments of involved companies, subsidiaries, brokers,
govts. agencies regarding the shipping, exportation, distributing, marketing and ultimate sale
aspect of business but also with regards to the purchasing of all the raw materials with correct
specs. For all the processing, production and packaging of finished product.
Please direct the requests for any specific information and our requirements to USPASs Export
manager in charge of processes and protocols for strategic implementation and servicing of all
export accounts also, product specs., processes including all production services.

Rescourses
Financial- considerations regarding the ideology that affords and is conducive to a sound

working relationship between the management of the departments and persons who require close
communication and an awareness as well as a goal to maintain and acquire the resources' needed to
maximize the performance of the integral unit they head.

Human resources-

human resources is very important and an overlooked

department in the day to day operations yet at the same time is integral and an important selling point
for the export market and compromises the main advantage. In order to achieve a successfully
operational production line of tablajeros / butchers and only thru increased retention and continued
capacitation as well as morale and team building programs/activities will an efficient production line be
available and allow for plan for increased output or expansion projects be worryless.

Time-

Now. Export market scenario as I believe confidently, is full of opportunities for USPA and is only limited
by ability promote customized service by identifying potential processes/products we can provide to
any given customer. Also, limited to production output as a result of the need to implement and
maintain interdependency and communication awareness meetings. Meetings with structured and a
disciplined dialogue and exchange of information with the purpose of assimilating the information to see
full picture. our geographic location and authority and flexibility, coupled with the access and contacts
to optimize margins thru strategically customizing and programming the production and displacing
individual items to the markets with higher demand therefore profitability maximization in a short term.

MEETINGS SCHEDULE

Daily meetings- 15 min, 11:00am

Plant supervisor
HACCP supervisor
Purchasing manager
Domestic sales manager
Export manger
Production supervisors

Weekly meeting (Tuesdays)- 25 min, 2:00-2:25pm

Production supervisors
Plant General Director
Quality control supervisor
Project foremen
HACCP supervisor
Financial officer/rep.
Purchasing manager
Domestic sales manager
Export manger
Human resources
Transportation controller
Warehouse Manager
Maintenance supervisor

15day meeting(1st and 15th / month)- 30 min, 2:230pm

Blast freezer
Warehouse
Public Sales
Head weigh master
Injector operator
Packaging/packer
Processed prod. Foreman
Human resources
Export manager
Maintenance pers.
Sanitation foreman

Monthly meeting (10th/month)

All production and processing/packaging personnel NO SUPERVISORS OR G. MANAGEMENT

(TARGET)