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MANAGEMENT DES OPERATIONS DE COMMERCE INTERNATIONAL

I – GESTION COMMERCIALE DE LA VENTE INTERNATIONALE 1) Remise dune offre commerciale

a- Caractéristiques de l’offre : * Soignée et complète * Ferme (engagement de l’exportateur) avec délai de validité * Nominative (adressée à des personnes)
(Offre sans engagement possible) b- Contenu de l’offre : * Désignation des produits * Quantités offertes * Prix et incoterm (besoin d’un transitaire possible) * Devise * Modalités d’expédition (emballage/marquage/mode de transport) * Modalités de paiement (conditions + mode) * Délai de livraison * Durée de validité de l’offre * Eléments relatifs au règlement des litiges ou clauses renvoyant aux conditions générales de vente export

c- Présentation matérielle :
Langue du pays concerné Produits standardisés | Acheteur régulier : facture pro forma | | Premier contact : Présentationd e l’entreprise, documentation commerciale sur les produits, facture pro forma | | Contrat de distribution : tarif joint au contrat conclu avec le distributeur | Biens d’équipement | Présentation de l’entreprise à laquelle sera joint un dossier d’offre comportant un volet technique (cahier des charges) et un volet commercial (modalités de paiement) |

2) Réception de la commande
Bon de commande ou contrat

a- Examen de la commande : * Provenance
Obj = Réduire les risques d’impayé * Client nouveau : Prudence, se renseigner (notoriété) ou formuler une demande d’option auprès de l’assureur-crédit (recouvrement créances clients et financement du compte client) ou consulter le factor dans le cas d’un contrat d’affacturage * Client connu : Vérifier s’il est à jour dans le règlement des factures antérieures. Si l’entreprise est assurée dans le cadre d’une assurance-crédit, il faut évaluer le découvert résultant de la prise en compte de la commande afin de le situer / au découvert garanti par l’assureur (mise en attente de la cde) * Filiale : pas de vérification particulière

* Contenu
Vérification de conformité entre offre et cde pour éviter erreurs et litiges. Vérification de la disponibilité des produits commandés. Si rupture, demander le délai au service concerné.

b- Confirmation de la commande :
Le service export envoie un AR reprenant tous les éléments qui figureront sur la facture définitive => engagement de l’exportateur. Toute modification / à la cde initiale doit être signalée au client

3) Gestion de la logistique export
C’est l’incoterm qui définit les obligations du vendeur

a- Les opérations de transport : * Préparation de l’expédition
Palettisation ou confection des colis => établissement d’une liste de colisage (marquage + traçabilité)

* Contrôles réclamés par l’acheteur
Contrôle qualitatif ou quantitatif avant embarquement réalisé par une entreprise extérieure spécialisée. L’exportateur devra fournir les renseignements nécessaires et organiser cette inspection avec l’acheteur. Si aucune anomalie, une attestation « report of findings » est délivré par l’organisme contrôleur.

* Relations avec le transporteur / transitaire
L’exportateur donne les infos, remet la marchandise, vérifie le document de transport.

En cas de vente EXW | L’exportateur fournira au transitaire ou transporteur désigné par l’acheteur : modalités de mise à disposition de la marchandise (lieu, date) et colisage | Autres incoterms | Enlèvement réalisé sur ordre et pour compte du vendeur. Il fournit toutes les infos nécessaires au transitaire |

* Assurance des marchandises transportées
L’exportateur peut assurer la marchandise ou doit l’assurer pour CIF-CIP

b- Réalisation des opérations douanières : * Prise en compte des contraintes relatives au CI * Réalisation ou sous-traitance des formalités douanières
L’exportateur se doit de faciliter le dédouanement de la marchandise dans le pays de l’acheteur qui impose la présentation de docs particuliers s’ajoutant aux docs commerciaux habituels (annexe 7 ) c- Gestion de la chaîne documentaire :
Lourde et coûteuse -> TIC permettent de procéder à des échanges de données électroniques. La technique la plus ancienne et la plus répandue est l’EDI (échange de données informatisé)

4) La couverture du risque de change
= Choisir et mettre en place une couverture de change dès la remise de l’offre (risque potentiel) ou dès que le risque sera certain.

5) Gestion des encaissements

a- Encaissement simple : * Règlement au comptant
Par virement ou chèque. L’exportateur n’intervient pas mais surveille l’exécution.
A réception du règlement, l’exportateur doit : * Vérifier la concordance du règlement – facture * Mettre à jour l’échéancier et fichiers clients * Eventuellement mettre à jour la position de change

* Règlement à crédit
Règlement par effet de commerce (lettre de change et billet à ordre)
Etablissement de la lettre de change choisi par le vendeur, il la rédige sur les formulaires conformes à la législation du pays puis l’envoie à l’acceptation tout en surveillant son retour.
En cas de règlement par billet à ordre, l’exportateur doit veiller à récupérer le doc et vérifier toutes les rubriques.
Dans les 2 cas, l’effet devra être remis en banque pour encaissement au moins 2 semaines avant échéance.

b- Paiement documentaire : * La gestion de la remise documentaire
Vendeur et acheteur d’accord sur la nature des docs nécessaires
L’exportateur regroupe les docs requis pour remise en banque avec la lettre d’instructions.

* La gestion du crédit documentaire
Procédure la + contraignante ; dès lors que les exigences de l’ouverture de crédit ont été jugées conformes à l’offre :
- information des partenaires et intervenants concernés
-> externe : banque de l’entreprise, CCI locale, CCI francp-étrangère, consulat, ambassade, transporteur, transitaire, assureur..
-> interne : service commercial et ordonnancement
- Préparation et collecte des docs conformément aux exigences RRU 600
- Remise des docs en banque dans les délais
- Suivi du dossier Toutes ces opérations requièrent une mise à jour continue du fichier clients permettant à l’entreprise de disposer d’une base de données retraçant le déroulement de ces opérations commerciales |

6) Après vente
Réclamations sur la commande ou avaries à la livraison pour les ventes à l’arrivée (gestion des recours, constitution du dossier d’assurance)
II – GESTION COMMERCIALE DE L’ACHAT INTERNATIONALE 1) Prospection de fournisseurs étrangers = sourcing
3 phases fondamentales

a- Identification du profil des fr recherchés : * Etablir le profil du partenaire recherché. Différents critères permettent de le définir : * Critères commerciaux : notoriété, prix, conditions de paiement, qualité des services, fabricant ou grossiste, références, expérience de l’export.. * Critères techniques : rapidité d’exécution des commandes, certification qualité, maîtrise technologique.. * Critères organisationnels : organisation commerciale et administrative, utilisation des TIC * Critères financiers : solvabilité..

* Choix des critères à retenir selon le type d’achat (achat de « produits stratégiques » ou non -> analyse 20/80, ABC)
Selon les cas, l’entreprise cherchera à mettre en place un partenariat durable (contrat cadre) dans lequel prix et conditions de paiement ne seront pas les seuls critères déterminants

b- Identification et prise de contact avec les fr potentiels :
Il convient d’abord de déterminer les zones ou les pays fournisseurs puis d’établir une liste de for potentiels à contacter

* Repérer les zones/pays fournisseurs potentiels
Dans les revues spécialisées et les publications des organisations professionnelles du secteur d’activité concerné, les statistiques douanières publiées par les Etats et les organismes internationaux…
Sélection du pays en fonction des produits et des fr recherchés + contraintes d’achat

* Etablir une liste de fr potentiels

* 1ère étape : internet, moteurs de recherche comme Europages, Kompass, annuaires sectoriels par pays * 2ème étape : Les places de marché = lieu de rencontre sur internet entre acheteurs et vendeurs
-> Les places de marché généralistes dites horizontales (dédiées aux achats généraux cad fournitures de bureau, fournitures industrielles standard, catalogues électroniques -> e-procurement = approvisionnement électronique)
-> Les places de marché sectorielles dites verticales (secteur de l’automobile, chimie, aéronautique…) appels d’offres, enchères, catalogues d’achat, conception de produits.
Les places de marché favorisent : * Les enchères inversées : c’est le moins disant qui peut espérer remporter la mise * L’e-sourcing : qui a pour vocation d’optimiser l’amont de l’achat en standardisant et automatisant la recherche, la sélection et la négociation avec les fr. Il s’agit d’améliorer la qualité de l’information de l’acheteur professionnel et l’augmentation de sa productivité

* 3ème étape : Sources nationales (services commerciaux des ambassades, catalogues des salons, chambre de commerce, press pro) ou étrangères (CCI locales, CCIFE Chambre de commerce internationale française à l’étranger, catalogues des salons..)

* Faire connaître ses besoins aux fr potentiels * Demande d’offre qui comprend : * Présentation de la société * Descriptif de l’organisation et de la planification de l’appel d’offres * Le cahier des charges

* Cahier des charges fonctionnel : la solution produit n’est pas imposée au fr . L’acheteur détermine son besoin, le soumet au fr qui doit y apporter une solution technique.

* Cahier des charges technique : décrit avec précision les caractéristiques techniques attendues du produit (produit connu).

c- Rencontre avec les fr potentiels
Obj = collecte d’infos plus approfondies

2) Sélection des fournisseurs a- Comment choisir un fr ? b- Traitement des infos recueillies * Délais de livraison * Calcul du coût d’acquisition prévisionnel

3) Gestion de la commande à l’importation a- La passation de la commande b- Le suivi de la commande et participation aux opérations d’acheminement c- Le dédouanement de la marchandise d- Réception et contrôle des marchandises e- Règlement des fr f- Gestion des approvisionnements et TIC : l’e-procurement

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