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To Thuan Loi Shipping
9363 Pitkin St, Rosemead, CA 91770, USA
HS or HTS codes are a global standard used to describe the type of goods being shipped (Harmonized Commodity Description and Coding System).The World Customs Organization (WCO) manages the Harmonized Tariff Description and Coding System (HTS). Over 170 countries participate in the WCO's HTS system. The first six digits of the HTS code marking of all articles in international trade are the same for all countries using the HTS. The last two or four digits are country-specific. In many countries these last four digits represent the tariff rate and suffix for the statistical reports of the trade balance of imported goods.
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ABRAMS world trade wiki as a partner of UN Comtrade (database of the United Nations) as well as the OECD (Organisation for Economic Co-operation and Development) analyzes billions of statistical data as well as freight and customs data using intelligent algorithms as well as Artificial Intelligence (AI) and has developed a "unique business intelligence portal" on this basis (quote UN Comtrade / References).
On this page you will get insights into the market activities of Abel (Asia Pacific) Ltd. which have been individually prepared by our research team.
Get information about new suppliers, customers and products from your main competitor, by analyzing his latest shipments.
ABRAMS world trade wiki not only shows direct suppliers and buyers of the first tier (Tier-1). Our tool Supply Chain Intelligence breaks the visibility barrier beyond Tier-1, enabling a comprehensive insight into the entire supply chain network, providing multi-tier transparency with just one click.
ABRAMS world trade wiki offers the search for current contact persons in the purchasing department of Abel (Asia Pacific) Ltd. as a free service.
ABRAMS world trade wiki offers the search for current contacts in the sales department of Abel (Asia Pacific) Ltd. as a free service.
ABRAMS world trade wiki offers the search for latest compliance news from all over the world about Abel (Asia Pacific) Ltd. as a free service.
ABRAMS world trade wiki offers to search for the latest press releases from around the world about Abel (Asia Pacific) Ltd. as a free service.
Generally you can differentiate the supply chain or supply network of Abel (Asia Pacific) Ltd. by two perspectives:
To ensure business stability and continuity, a supply chain or supply network must be constructed in such a way that external influences can cause as little damage as possible to Abel (Asia Pacific) Ltd.. This applies both in the area of procurement (the loss of a supplier must be covered by an alternative supplier) as in the area of sales (the loss of a buyer must be covered by an alternative buyer).
Risks can generally be considered as the non-availability of goods, through cutback or complete halt of production, or the potential loss of business partners, violating compliance rules (e.g. protection of the environment, labor legislation) and thus drop out of the supply network.
This risk should not necessarily be limited to the direct business partner (Tier 1), it involves the entire supply chain, unless sufficient alternative suppliers and buyers have been put in place.
Get an overview of the international supply chain of Abel (Asia Pacific) Ltd. (upstream/procurement and downstream/sales) from Tier-1 to Tier-n
E.G.: Tier-1 Buyer Thuan Loi Shipping
ABRAMS world trade wiki not only shows direct suppliers and customers of the first tier (Tier-1). With just one click in our tool Supply Chain Intelligence you get a comprehensive insight into the supply network with multiple tiers (Tier-n) beyond the first tier.
Each tier in the supply chain or supply network on the supplier side of Abel (Asia Pacific) Ltd. involves a single risk. The more tiers, the more difficult it is to analyze and monitor the business partners. Suppliers of suppliers are generally unknown, so there is already an increasing risk at the second (Tier 2) level.
If e.g. a first Tier supplier is not adding any value, the supply chain can be shortened and the risk of failure can be minimized by skipping this supplier. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:
Analyze the potential of shortening and therefore stabilizing the supply chain of Abel (Asia Pacific) Ltd.
The performance of a company depends fundamentally on its buyers. Therefore, a largest possible base of stable buyers is crucial. A total of 3 international buyers of Abel (Asia Pacific) Ltd. could be identified in bills of lading. For example, one of the buyers is the company Thuan Loi Shipping, which has received 1 shipment.
Among 2 identified buying countries, an important target country to sell products to is: United States of America. 41 shipments of goods were shipped to this country in the period covered.
Get an overview of the international sales and its 3 buyers of Abel (Asia Pacific) Ltd. with Company Transparency
Each tier in the buyer side of the supply chain or supply network of Abel (Asia Pacific) Ltd. is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.
If e.g. a Tier-1 buyer from Abel (Asia Pacific) Ltd. that primarily trades products and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain downstream giving a potential to optimize profit margins for Abel (Asia Pacific) Ltd.. A previous Tier-2 buyer now turns into a Tier-1 buyer, which we call "go-direct". In our tool Supply chain Intelligence as far as international buyers are concerned, this analysis can be done with one click:
Analyze the potential to shorten the supply chain and optimize the profit margins on the sales side of Abel (Asia Pacific) Ltd.
Each company contributes significantly minimizing risks for its buyers, through its own stability. Internal risks (endogenous factors) can be e.g. financially (financial ratios, free cash flow, balance sheets) or operationally (production, lead times). Since 2021, external risks have increased due to worldwide shortages and are an important factor as to whether a supplier such as Abel (Asia Pacific) Ltd. can itself reliably deliver due to external dependencies (exogenous factors).
To assess this, data analysis should be conducted to get practical answers:
Which buyers does Abel (Asia Pacific) Ltd. consistently sell to over a long period of time that can be identified as a good reference?
The more constant outgoing shipments of a company’s, the easier it is to assess potential problems for a supplier like Abel (Asia Pacific) Ltd.
Operational aspects like a stable supply chain, an in-house production and reliable logistics define sustainable performance.
Since 2021, global supply shortages have increasingly added external factors as to whether a supplier like Abel (Asia Pacific) Ltd. can deliver reliably itself through dependencies.
Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) the current supply and performance capacity can be indirectly analyzed.
Here you can see an analysis of shipments by Abel (Asia Pacific) Ltd. to international buyers in the last few months with Company Transparency
Generally you can differentiate the competition of Abel (Asia Pacific) Ltd. by the purchase and sales perspective.
Competitors of Abel (Asia Pacific) Ltd. on the purchase side (procurement of raw materials and components for production or distribution) are exposed on ABRAMs wiki under Competitive Intelligence, purchased products, classified by HS-Codes or by top product terms.
Competitors on the sales side of Abel (Asia Pacific) Ltd. (selling raw materials or components for production or distribution) are exposed on ABRAMS wiki under Competitive Intelligence, sold products classified by HS-Codes or by top product terms.