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1) values and purpose of tasks

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·       LC amendments follow up by CS team needs to be prompt

·       Communicate via phone with the customers

·       Understand the PH and closures of the customers (i.e. are the customers able to pay)

·       Clearer accountabilities for batch invoicing – daily updates on status

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·       same “ship be party” SOB date : advance coordination by CS, avoid confusion at execution.

·       Invoice was discarded after sending to customer: CSD to inform TWC of xx reasons to build in the risks/internal follow up?  (ref CSAC incident)

·       (check with cust any cut-off in their accounting closure for last wk of dec)

·       Bulk batch invoicing flow with BSL

·       AR clearance after invoice cancellation/ reinvoice

·       Follow up on LC amendments if not received.

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·       Reminding customers to pay

·       High risk customers were escalated earlier on to address the issue (eg. Mechem)

·       collaboration from all teams

·       close coordination/monitoring among all teams (ANZ/CSD/CS) to flag LC amendments not received/secure DP payment/ finance risks

·       early payment with customer/ proforma invoice planning & execution, especially Adelene

·       planning of the batch invoicing by Emie and coordinated with the smelters (clear accountabilities where MM is contacts the smelter directly)

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Frequency of daily war room during the last week can be shortened to every other day

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Customer calendar is overly complex and needs standardisation

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Forecasting shipping docs for traders to be ready next day did not consider draft approval process and some calendars, eg Sohar and shipping line calendars.

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Pre meeting requirement so we are better prepared with the required information prior to the meeting.

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Escalation of issues on customers went well

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Frequency of meeting was good. CS&D came in prepared after talking to the team and updating the file.

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Can we separate the update from Logistics? This seemed to be more about the report output and timeliness of updates.

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Clear initiatives summary - all ideas are explored and coordination by all stakeholders

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Can we update by exception and risk? CS&D provided inputs prior to the meeting and then we had to update each line

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uncertainties on vessel ETD schedules

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Prep work is all manual - only CS and CS&D updating

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Pre-work to be done prior to meeting to improve efficiency. eg vessel status to be ready

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Long meeting stretching 1 to 1.5 hours long

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Robust flow - brainstorming of initiatives down to daily war room

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Close collaboration between CS and CS&D team are invoiced on time

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1. transparent dialogue among the stakeholders
2. pre-meeting preparation