Offering policy-maker insights4 Bridging the gap between international trade management teams and policy-makers can improve clarity on new demands and help to shape trade requirements. International trade management teams typically maintain close working relationships with enforcement authorities such as customs agencies. These relationships are essential – particularly in situations where legal clarity is lacking – to ensure the continued flow of goods and to resolve operational uncertainties. However, such connections often do not extend to the policy- makers responsible for drafting new international trade requirements. Interviewees consistently noted that international trade requirements would benefit from more structured public–private dialogue during the policy development phase. While many trade compliance professionals provide input through industry associations, few have direct engagement with policy-makers. Instead, government affairs teams are typically responsible for maintaining these relationships. Boards can ensure that their organizations establish internal feedback loops between trade functions and government affairs teams. It is also helpful when trade functions are informed of the trade or industry associations of which their company is part. This allows the trade function to provide valuable input or even drive the engagement. In the Trade Compliance Practitioners survey, 62% indicated they maintain the relationship with the industry association on topics of trade, while 38% said they do not. Survey respondents were split almost evenly on whether they provide input to the government engagement function on trade-related topics. The interviews also highlighted the following three action points for policy-makers: Smart design Policy-makers should design trade and geopolitical policies with a clear understanding of their operational impact on companies. This includes evaluating multiple implementation options to minimize disruption. International trade practitioners – who are responsible for translating policy into day-to-day operations – should be actively consulted to assess feasibility and downstream effects.Consistent definitions Consistent use of definitions can help create more clarity on the impact of new requirements. For example, while supply chain sustainability and geopolitical-driven regulations do often have touchpoints with other regulations, such as customs, definitions are not always consistent. Communicate for implementation Clear communication is essential. Interviewees noted that vague or ambiguous policy terms can lead to confusion. Engaging trade compliance teams early in the policy process can help ensure that language is interpreted consistently and that implementation timelines are realistic. In its recent supply chain resilience review, the Organisation for Economic Co-operation and Development (OECD) emphasizes the importance of broader stakeholder engagement in trade policy development.7 This report highlights that consultations between border agencies and traders – while increasingly structured – would benefit from being expanded to include a wider pool of stakeholders. The OECD further recommends two mechanisms to strengthen public–private collaboration: –Public–private partnerships (PPPs): These structured mechanisms align the efforts of companies and governments, enabling joint planning and investment in resilience. PPPs can also encourage firms to invest in compliance infrastructure and share data that enhances regulatory visibility. –Industrial commons and preparedness conferences: These are collaborative platforms in which public and private stakeholders co- develop emergency preparedness strategies. They include pre-agreed protocols for inventory management, backup capacity and crisis response, ensuring that trade compliance frameworks are robust even under stress.12 3 Trade Compliance for Leadership: Navigating a Shifting Global Landscape 21

Trade Compliance for Leadership Navigating a Shifting Global Landscape 2025