Export supply-chain-analysis of surgical instruments

Disclaimer:
This report was prepared by the European Union (EU) funded Trade Related Technical
Assistance(TRTAII)programme,implementedbyUNIDOinassociationwithITCandWIPO.
Readers are encouraged to quote and use this study for educational, non-pro it purposes,
providedthesourceisacknowledged.
Copyright©TradeRelatedTechnicalAssistance(TRTAII)Programme,2016
This study was carried out through the support of the EU funded TRTA II Programme
implemented by UNIDO in association with ITC and WIPO
International
Trade
Centre
WORLD
INTELLECTUAL PROPERTY
ORGANIZATION
W I P O

Export Supply Chain Analysis in
Rice and Surgical Instruments
April 2016

Acknowledgments
This study was carried out on the request from Ministry of Commerce and in close collaboration with
the Pakistan Institute for Trade and Development (PITAD), in association with SIMAP and REAP. This
study was part of the Regional Trade initiative within the framework of the European Union funded
Trade Related Technical Assistance Programme (TRTA II), implemented by the United Nations
Industrial Development Organization (UNIDO) in cooperation with the International Trade Centre
(ITC)andWorldIntellectualPropertyOrganisation(WIPO).
ThisreportwaswrittenbyMaryamSaba,NationalExpertforRegionalTrade,underthedirectguidance
of Jan Tomczyk, FCILT, UK, International Expert for Regional Trade Facilitation for the TRTA II
Programme.
The study was supervised by Dr. Ali Abbas Qazilbash, Programme Of icer in SPS and Accreditation at
the TRTA II Programme, and facilitated byBadar ul Islam, Programme Of icer in SMEs and Exports at
the TRTA II Programme, Aurangzaib Khan, National Expert for Horticulture at the TRTA II
Programme,Islamabad and Qaiser Wasique, Industrial National Expert in TRTA II Programme.
Pakistan Institute of Trade and Development (PITAD) at the Ministry of Commerce participated in the
consultativeprocessduringtheselectionphasewhentheindustrysectorsweredecided.
The Trade Related Technical Assistance Programme acknowledges the support of the Rice Exporters
Association of Pakistan (REAP) and the Surgical Instruments Manufacturers Association of Pakistan
(SIMAP)tothestudyandtheircollaborationincollatingdataandinformationvitalforthestudy.
TRTA II also acknowledges the contributions of Amir Rice Traders, Rhein Enterprises, Durable
Hospital Supplies, and Skyways Freight Forwarders to this study and providing the necessary
information about business processes of exporting rice and surgical instruments from Pakistan to the
regionalmarkets.
Last, the programme wishes to convey its gratitude to the rice exporters at REAP and the surgical
instruments exporters at SIMAP for volunteering and taking part in the consultative process carried
outduringtheselectionoftheESCAcandidatecompany.
i

ii
Message from Rice Exporters Association of Pakistan
Falling just below textiles, rice is one of the biggest exports of Pakistan. At
present, the country's rice exports account for 9 percent of the world trade in
rice.Basmati,anaromaticvarietyofrice,ispopularworldwideforits lavor.It
is cultivated widely in Pakistan and its exports have traditionally accounted
for 40 percent of the total rice exports of the country. Basmati exports are
concentrated in the Middle East, Iran, North America and the UK, which are
highpricemarketsreadytopayapremiumforhighqualityrice.Duringrecent
years, the exports of Basmati rice declined signi icantly due to shrinking
internationalmarketdemand¹andcompetitionfromcheaperIndianBasmati
rice². Exports to Iran and the Middle East in particular have dropped
considerably, causing the total exports of the rice sector to plummet because these export markets are
the major destinations of Basmati. According to Pakistani Basmati exporters, there is a large potential
forexportsgrowthtoIranandChina,wherericeisastaplefood.
The Trade Related Technical Assistance (TRTA) program carried out an Export Supply Chain Analysis
(ESCA) of Basmati Rice exports to Iran and China to map the as-is business processes involved in
exporting Basmati to both countries and to identify any policy, regulatory, operational, time delays, or
logistical bottlenecks which might be causing delays to getting the product to world markets. This
reportdescribesthe indingsoftheESCAandproposesrecommendationstotheMinistryofCommerce
and the FBR to eliminate the identi ied bottlenecks, which will result in faster, and therefore increased
exportsofBasmatiricewithintheregion.
We hope that the Ministry of Commerce and the Automation and Reforms Unit at the FBR will consider
therecommendationsofthisRiceExportSupplyChainAnalysisformakingthericeexportsupplychain
smootherandfaster.
Chaudhry Muhammad Sha ique
Chairman
Rice Exporters Association of Pakistan (REAP)
¹ The decline in demand by two major Basmati importers, Iran and the US, lead to the decrease in world Basmati exports
² In 2015, Basmati rice form Pakistan was priced at $950 per ton whereas the Indian Basmati was priced at $720 per ton.

iii
Message from Surgical Instruments Manufacturers Association of Pakistan
SurgicalinstrumentssectorisathrivingSMEexportsectorofPakistan,which
contributes 0.42 percent to the GDP of the country and employs 100,000-
150,000 people. It also generates employment in the industries it is linked to,
such as steel and chemicals industry. Over the past 5 years, the exports of the
sector have experienced considerable growth, increasing from USD 221
million in 2010 to USD 337 million in 2015.However, the output of the sector
is far below its maximum capacity and there is potential for further growth in
exports,worldwideaswellaswithintheregion.
Pakistan's major global partners in this trade are USA and Germany whereas
in the region India and China are two big markets for medical and surgical
instruments. Unfortunately, a vast majority of the surgical instruments exporters from Pakistan ind it
less cumbersome to export to the EU and USA than in the region, owing mainly to the various NTBs in
exporting surgical instruments to China and India. To facilitate the sector's export growth in these
neighboring countries, TRTA has carried out an Export Supply Chain Analysis (ESCA) report which
maps the business processes of exporting surgical instruments to China and India. The report aims to
identify the bottlenecks, arising out of regulatory or logistical processes, which impede the export of
surgical instruments in the region, with the aim of making recommendations for corrective action to
theMinistryofCommerceandtheFederalBureauofRevenue.
The results of this study will be of relevance to and shared with the Pakistan Institute of Trade And
Development(PITAD)attheMinistryofCommerce,TradeDevelopmentAuthorityofPakistan,SMEDA,
andFederalBureauofRevenuePakistan(FBR),throughseminarsandmeetingsscheduledtobeheldin
April2016.
Muhammad Ashraf Raza
Chairman
Surgical Instruments Manufacturers Association of Pakistan (SIMAP)

iv
Preface
This study was conceived and carried out under the Regional Trade component of the Trade Related
Technical Assistance II (TRTA II) programme, which aims to identify options to improve cross border
mutual recognition and low of goods from Pakistan. This also includes the means to recognize
complianceassessmentandotheroptionstofacilitateexport,import,andtransittrade.
This study analyzes the export supply chain of two dynamic sectors of Pakistan, namely rice and
surgical instruments, which have the potential to grow their regional exports exponentially if an
enabling business environment is provided. Basmati rice exports, which constitute 6 percent of the
country's total exports, are declining. Iran and China are two of the world's biggest markets for rice
whichexportersfromPakistancanexpandintotoboostBasmatiexports.Surgicalinstrumentsexports
are far below the current capacity of the industry; exporters can explore the regional markets of India
andChina,whichtogetherconstitutetheworld'smostrapidlygrowingsurgicalinstrumentsmarket,to
increasetheirstagnantworldmarketshareandcontributetoeconomicgrowthinthecountry.
To help benchmark the as-is export situation and identify the policy, operational, time and cost
challenges in exporting rice and surgical instruments from Pakistan to the regional markets, an
International Expert in Regional Trade Facilitation, Jan Tomczyk, proposed an Export Supply Chain
Analysismethodtoplottheend-to-endexportsupplychain.Thisexerciseshouldhelpidentifythetime
delays, costs, number of paper documents, and perhaps logistical impediments, which are delaying
getting Pakistani rice and surgical instruments to international markets. After plotting the as-is
situation, this study suggests some of the solutions which the REAP, SIMAP and PITAD and perhaps
AmirRiceTraders,RheinEnterprisesandSkywaysFreightForwarderscanrecommendtotheMinistry
of Commerce and the Federal Bureau of Revenue. It is believed their implementation would result in
fasterandtherefore,increasedPakistaniriceandsurgicalinstrumentsexportstoworldmarkets.

Export Supply Chain Analysis:
RICE

2
List of Acronyms
ANF: Anti-Narcotics Force
B/L: Bill of Lading
CAD: Cash Against Documents
CIF: Cost, Insurance and Freight
CRO: Container Release Order
FCILT: Fellow of the Chartered Institute of Logistics & Transport, UK
DPP: Department of Plant Protection
ESCA: Export Supply Chain Analysis
FBR: Federal Bureau of Revenue
FOB: Free on Board
FY: Fiscal Year
L/C: Letter of Credit
LPI: Logistics Performance Index
MNFSR: Ministry of National Food Security and Research
MT: Metric Tons
PCSIR: Pakistan Council of Scienti ic and Industrial Research
PITAD: Pakistan Institute of Trade And Development
PKR: Pakistani Rupee
REAP: Rice Exporters Association of Pakistan
SAFTA: South Asian Free Trade Area
SAPTA: South Asian Preferential Trade Area
SBP: State Bank of Pakistan
SPS: Sanitary and Phytosanitary
TBT: Technical Barriers to Trade
TDAP: Trade Development Authority of Pakistan
TRTA: Trade Related Technical Assistance
UNIDO: United Nations Industrial Development Organization
USD: United States Dollar
WeBOC: Web Based One Customs
WTO: World Trade Organization

List of Figures
Figure 1: Major rice exporters of the world
Figure 2: Export volumes of top 5 rice exporters of the world
Figure 3: Pakistan's rice export earnings 2009-2015
Figure 4 FOB price of Basmati rice
Figure 5: Volume of rice exported regionally by Pakistan
Figure 6: Use Case diagram of ESCA in Basmati Rice Export from Pakistan
Figure 7:Use Case Diagram '1.1 Conclude sales contract and trade terms'
Figure 8: Activity Diagram ''1.1 Conclude sales contract and trade terms '
Figure 9: Use Case Diagram '2. Ship'
Figure 10: Use Case Diagram '2.1 Freight Forwarder arranges transport'
Figure 11: Activity Diagram '2.1 Freight Forwarder arranges transport'
Figure 12: Use Case Diagram '2.2 Freight Forwarder obtains Cargo Insurance'
Figure 13: Activity Diagram '2.2 Freight Forwarder obtains Cargo Insurance'
Figure 14: Use Case Diagram '2.3 Clearing Agent provides Goods Declaration'
Figure 15: Activity Diagram '2.3 Clearing Agent provides Goods Declaration'
Figure 16: Use Case Diagram '2.4 Collect empty container from yard'
Figure 17: Activity Diagram '2.4 Collect empty container from yard'
Figure 18: Use Case Diagram '2.5 Freight forwarder arranges inspection and fumigation and stuﬀs
container'
Figure 19: Activity Diagram '2.5 Freight forwarder arranges inspection and fumigation and stuﬀs
container''
Figure 20: Use Case Diagram '2.6 Transfer container to Port of Shipment'
Figure 21: Activity Diagram '2.6 Transfer container to Port of Shipment'
Figure 22: Use Case Diagram '2.7 Inspection and fumigation of cargo'
Figure 23: Activity Diagram '2.7 Inspection and fumigation of cargo'
Figure 24: Use Case Diagram '2.8 Clearing Agent clears goods through customs'
Figure 25: Activity Diagram '2.8 Clearing Agent clears goods through customs'
Figure 26: Use Case Diagram '2.9 Clearing Agent handles cargo and stow on vessel'
Figure 27: Activity Diagram '2.9 Clearing Agent handles cargo and stow on vessel'
Figure28: Use Case Diagram '2.10 Exporter prepares documents required by importer'
Figure 29: Activity Diagram '2.10 Exporter prepares documents required by importer'
Figure 30: Use Case Diagram '3.Pay'
Figure 31: Use Case Diagram '3.1 Exporter establishes payment guarantee'
Figure 32: Activity Diagram '3.1 Exporter establishes payment guarantee'
Figure 33: Use Case Diagram '3.2 Exporter claims payment for goods'
Figure 34: Activity Diagram '3.2 Exporter claims payment for goods'
Figure 35: Time-procedure chart for Basmati Rice Export from Pakistan to Iran or China
3
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51

List of Tables
Table 1: Results of the Basmati Rice Export Supply Chain Analysis
Table 2: Major rice importers of the world in 2015
Table 3: Value of rice exported in the region by Pakistan
Table 4: Core Business Processes and Agencies in Basmati Rice Export from Pakistan
Table 5: Description of Process Area'1.1 Conclude sales contract and trade terms'
Table 6: Description of Process Area '2.1 Freight forwarder arranges transport'
Table 7: Description of Process Area '2.2 Freight forwarder obtains Cargo Insurance'
Table 8: Description of Process Area '2.3 Clearing agent provides Goods Declaration'
Table 9: Description of Process Area '2.4 Collect empty container from yard'
Table 10: Description of Process Area '2.5 Freight forwarder arranges inspection and fumigation and
stuﬀs container'
Table 11: Description of Process Area '2.6 Transport container to Port of Shipment'
Table 12: Description of Process Area '2.7 Inspection and fumigation of cargo'
Table 13: Description of Process Area '2.8 Clearing agent clears goods through customs'
Table 14: Description of Process Area '2.9 Clearing agent handles cargo and stow on vessel'
Table 15: Description of Process Area '2.10 Exporter prepares documents required for importing Basmati
Rice from Pakistan’
Table 16: Description of Process Area '3.1 Exporter establishes payment guarantee'
Table 17: Description of Process Area '3.2 Exporter claims payment for goods’
Table 18: Duration and dependencies among Basmati rice export processes
Table 19: List of documents in the Basmati rice export process
Table 20: Pakistan rice export earnings 2011-2015
Table 21: Volume of rice exported by Pakistan in the Region
Table 22: Universal Modeling Language Legend
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Executive Summary
The last ive years have witnessed a considerable shrinkage in Pakistan's Basmati rice share in its
traditional export markets, causing the export volume and earnings of Basmati to fall.Exporters from
PakistanareinterestedinexploringtheregionalmarketstoboostBasmatiexports;IranandChina,two
ofthebiggestglobalimportersandconsumersofrice,arepotentialregionalmarketsforBasmatirice.
ThisExportSupplyChainAnalysis(ESCA)mapsthebusinessprocesses,actorsanddocumentsinvolved
in exporting Basmati rice from Pakistan to Iran and China; it identi ies any policy, regulatory, or
operational bottlenecks that create time delays along the export supply chain and proposes
recommendations to the Ministry of Commerce and the Federal Bureau of Revenue (FBR) to alleviate
thesebottlenecksandreducethetimeittakestogetBasmatiricetothemarket.
The Basmatirice export supply chain comprises of 13 core business processes and 14 diﬀerent actors.
It takes, on average, 16 business days for stakeholders to ful ill commercial and regulatory
requirements ofexport business processes andget the Basmati rice from the exporter's warehouse to
the shipping vessel en route to the port of discharge in the country of destination. The documentary
requirements of exporting Basmati rice include a total of 16 documents, of which 8 documents require
anof icialsealorstamp.Table1summarizesthe indingsoftheBasmatiriceESCA:
Table 1: Results of the Basmati Rice Export Supply Chain Analysis
This study proposes the following solutions and recommendations to get Basmati to the regional
exportmarketsfaster:
Main solution
Ÿ Reducing time to market as a result of a combined eﬀort to reduce the time it takes to get Basmati
5
Time to market
Arranging transport
Cargo insurance
Arranging goods declaration
Arranging empty container
Inspection
Transporting cargo to port
Phyto Certi ication
Customs procedures
Cargo handling onto vessel
Prepare export support documents
Document numbers
16 days
1 hour
1 day
30 minutes
10 hours
6 hours
3 days
1 day
8 hours
2 days
1 day
16
12 days
1 hour
1 day
30 minutes
10 hours
6 hours
2 days
1 hour
4 hours
1 day
30 minutes
7
AS-IS SITUATION
FINDINGS
TO BE SCENARIO
SOLUTIONS

Rice to market by 3 days: (i) reduce the time to get from the factory gate to port by 1 day; (ii) reduce
seaportloadingby1day;and(iii)reducethetimetogetthephytocerti icatefrom1dayto1hour.
Other solutions
Ÿ Reducing the time to carry out Customs procedures – needs investment in facilities and detection
andweighingequipment.
Ÿ Reducing the time it takes to prepare paper export support documents and the phyto certi icate -
needsinvestmentinanelectronicsinglewindowsystem(SWS)
Ÿ Reducethetimeittakestoarrangeinsurance
Ÿ Eliminatethetimedelayittakesto indanddeliveremptycontainers
Ÿ Increaseseaportef iciencywiththeobjectivetoreducecontainerhandlingtimes
Ÿ Better coordination between freight forwarders and shipping lines to reduce seaport container
storagetimesandcosts
Recommendations
Ÿ Get predictable export supply chains by combining Customs, Phyto and Insurance procedure
changeswithroad,bordercrossingandseaportinfrastructureinvestment
Ÿ Develop and implement trade facilitation, customs and logistics strategies in a “whole of
Government”approach
Ÿ Train public sector staﬀs and managers in international good practice trade facilitation, customs
andlogistics
Ÿ ImplementthearticlesoftheWorldTradeOrganizationTradeFacilitationAgreement
Ÿ Developandimplementinternationallogisticseducationandtraining
Ÿ EnsurefreeaccesstothePakistanlogisticsandtransportindustries
Ÿ HarmonizethePakistanCustomsLawwiththerevisedKyotoConvention
Ÿ DevelopandimplementaPakistanBasmatiriceexportmarketingstrategy
Ÿ Ricegrowerstodevelopandimplementbusinessplans
Ÿ Developandplantnewriceseedvarietiesandimprovedgrowingtechniques
Bene its to rice growers and Pakistan
Ÿ Increasedexportvolumesandimprovedyieldsandincomes
6

1. Introduction
Grown in the doabs³ between Rivers Ravi and Chenab in Punjab, Basmati rice is one of the most
lucrative cash crops cultivated in Pakistan. Popular in North America, Europe and the Middle East for
itsaromaand lavor⁴,Basmatiricehastraditionallyaccountedforalmostsixpercentoftheannualtotal
export earnings of Pakistan. The last ive years have witnessed a considerable shrinkage in Pakistan's
Basmati rice share in its traditional export markets, the biggest of which are the UAE, Yemen, KSA,
Oman, UK, Qatar, and Germany. Consequently, the export volume and earnings of Basmati have
spiraleddownwards,causingamajorsetbacktoanalreadynegativeBalanceofPayments.
Exporters from Pakistan are interested in exploring the regional markets to boost Basmati exports.
Iran and China, two of the biggest global importers and consumers of rice,are potential markets for
Basmati rice. Iran has been a traditional buyer of Basmati rice from Pakistan but in the wake of the
economic sanctions placed on Iran, the recent years have seen rice exports to Iran decline sharply. In
2009,Pakistanexported3.1milliontonsofricetoIran,whichfellto0.6milliontonsin2014.Absenceof
a formalbanking mechanismbetweenPakistan and Iran remainsoneofthebiggest deterrentstotrade
with Iran. With the lifting of sanctions on Iran, exporters are optimistic that the embargo on banking
will also be lifted soon, resulting in the exports picking up again. Rice exports to China rose
considerably in 2012 but have suﬀered a blow in the recent years even though China's rice imports
have grown exponentially in the past few years. According to the exporters, potential exists for the
expansion of Basmati exports to China, which at the present is importing mainly from Thailand and
Vietnam.
The Trade Related Technical Assistance (TRTA) program carried out an Export Supply Chain Analysis
(ESCA) of Basmati Rice exports to Iran and China to map the business processes involved in exporting
Basmati to both countries and to identify any policy, regulatory, operational, or logistical bottlenecks
which might be causing delays in getting the product to regional markets. This report describes the
indings of the ESCA and proposes recommendations to eliminate the identi ied bottlenecks. Section 2
presents an overview of the export position of Pakistani Basmati rice, section 3 describes the
methodology employed to conduct the Export Supply Chain Analysis of Basmati rice, section 4
presentsthe indingsofthestudyandsection5concludesthereportwithrecommendations.
³ Doab is a term used in India and Pakistan for the "tongue," or tract of land lying between two converging, or con luent, rivers.
⁴ Some of the most prominent brands of Basmati rice from Pakistan include Guard Rice, Falak Basmati Rice, HAS Basmati, Super Kernel,
Ocean Pearl and Ideal Basmati.
7

2. Pakistan Basmati Rice Trade
2.1 Pakistan Basmati Rice export position in World Markets
Pakistan is the thirteenth largest annual global producer of rice paddy and the third largest global
exporter of rice. The country's exports accounted for approximately 9 percent of world rice exports in
2014. Among all the types of rice traded, Basmati is the most popular variety of rice exported from
Pakistan. It constitutes more than 40 percent of the total rice exports of the country and makes up 6
percent of the annual total exports. Subsequently, Pakistan is the second largest exporter of Basmati
riceintheworldandthebulkofitsexportsaresenttotheMiddleEast,Europe,andNorthAmerica.
Figure 2: Export volumes of top 5 rice exporters of
Figure 1: Major rice exporters of the world the world
With an average annual production volume of more than 2 million tons, Pakistan is the largest
producer of Basmati rice in the world. Grown in the fertile doabs of Punjab, Basmati rice has
historically been known as the food of the emperors for its quality and lavor. Its long and aromatic
grain, which is succulent in lavor, elongates upon cooking. It is indigenous to the South Asian Sub-
continent and can only be grown in the plains of India and Pakistan. Therefore, Pakistan has a
comparative advantage in the production of Basmati rice, making it an advantageous crop for the
country'sexports.
The last ive years have registered a substantial decrease in the basmati exports growth and export
earnings of Pakistan. In 2011, Pakistan exported 1.1 million tons of Basmati to the world, which
dropped to 0.7⁵ million tons in 2015. Between 2014 and 2015 alone, the quantity of Basmati rice
exported from Pakistan registered a decline of 22.5 percent. However, due to the favorable prices of
Basmati rice, its exported value decreased by 18.5 percent. On the other hand, the export quantity of
non-Basmatibrandofricewitnessedagrowthof7.1percent,butduetolowpricesitsearningsgrewby
1.0percent.
This downward trend in Basmati rice exports from Pakistan can be best explained by the shrinking
demand for Basmati rice in the international market and competition from cheaper Indian Basmati
rice. In 2011, the Indian government removed the ban on the exports of rice, which was previously in
placetoensuredomesticfoodsecurity.Sincethen,IndianexportshaverivaledexportsfromPakistanin
8
Vietnam,
7%
United States,
8%
Pakistan, 9%
Thailand, 22%
India, 32%
Source: UN Comtrade Data
⁵ 676,630 tons

major rice importing markets, especially in Saudi Arabia, Kuwait, Iran, and USA- the top rice importers
oftheworld-andclaimedsigni icantmarketsharesinthesecountries.
Figure 3: Pakistan’s rice export earnings 2009 - 2015 (State Bank of Pakistan)
During this time, as a result of the decrease in Basmati imports by Iran and the US, the world trade in
Basmati rice was also declining. The Basmati export industry in Pakistan and India incurred a loss of
around 30 percent during the inancial year 2014-15 after similar loss witnessed in the previous year.
In the face of declining demand, Indian exporters responded by slashing their prices, which eventually
leadtoa50percentincreaseintheirexportvolumesandahighershareoftheworldmarket.
Exporters in Pakistan could not keep up
with the prices oﬀered by the Indian
exporters, mainly due to the high input
costs at the farmers' end. In 2013-14, the
price of Pakistani basmati rice stood at
$1,300 per ton in the international
market, but it dropped to $1,000 next
year. However, prices of Indian rice fell
more sharply than Pakistan's. In 2013-
14, the Indian rice was $150 more
expensive than the Pakistani rice, but
next year, it became $100-150 cheaper
than Pakistani rice, priced at $900-$850.
Even though the volume of Basmati
exported by Pakistan increased, it did
not increase exponentially, and the total
earnings from Basmati exports fell by 14
percent between 2013-14 and 2014-15 . In 2015-2016, Pakistan's various varieties of basmati rice
were quoted at $950 to 1,100/ton in the international market, while Indian varieties of basmati rice
werepricedataround$720to$850/ton.
9
Figure 4: FOB price of Pakistani
Basmati rice

ThepriceofBasmatiisdependentonthreekeyvariables:
i) Cost of production: Competitiveness at the farm level, cost of inputs, cost of processing and
milling
ii) Competitiveness of the exports supply chain: cost of logistics, in land transportation,
fumigationandinspection,sampletesting,customsclearanceandfreight
iii) Incentivesofferedbythegovernment(orlackthereof).
Basmati exporters in Pakistan experience high costs at each step of the supply chain, from farm to
processing and transportation. Farming of old variety of seeds, with low yields⁶ and susceptibility to
disease, and increased cost of fertilizers and pesticides add to the cost of Basmati. Farmers are
currently using four varieties of Basmati seed, namely PK 1121, PK 386, PK 515, and super basmati.
1121 is an Indian variety of basmati being cultivated on a massive scale in Pakistan. However, reusing
the same variety of seeds leads to lower resistance over time. Due to the lack of innovation by the Rice
Research Institute of Pakistan, no new seed varieties have been developed by Pakistan to maintain
resistance against bacterial attacks that lead to low yields. Moreover, due to a lack of government
regulation in the fertilizer market, farmers are faced with high urea prices due to widespread
hoarding.
Intheabsenceofincentiveschemes,regulationandsubsidiesbythegovernment,theexporterscannot
matchthepricesbeingofferedbyIndianexporterswhoarebene ittingfromriceexportsupportprices
andgovernmentsubsidiesinricefarming,whichapplymainlytotheelectricityusedfortubewellsand
the price of urea. As shown in Figure B in the Appendix, according to the World Bank Logistics
Performance Index (LPI), Pakistan falls below India, Vietnam, and Thailand on the logistics
competence⁷ and international shipments⁸ indicators. This means that Pakistan lags far behind its
competitors in the ease of arranging competitively priced shipments for export and the quality of
logisticsservicesavailable.
In Pakistan, road transport is the only mode of transportation of rice from a miller to a port of exit. The
PakistanRailways,oncemuchcheaperandeffective,haslostitscompetitivenesstoroadtransport,and
now handles only six per cent of the freight traf ic. The cost of imported fuel for road transportation
determines the cost of inland transportation. Based on data collected from the exporters and freight
forwarders, the cost of inland transportation of a 20-foot container, from Gujranwala to the Karachi
Port, is on average PKR 1100 per ton. If the freight forwarder arranges inland haulage, the cost of
transporting cargo to Karachi Port amounts to PKR 38,000. The ocean freight cost for a 20-foot
container to Qingdao Port in China is USD 150, which amounts to approximately PKR 15,700 at the
currentexchangerate.Thecostofseafreightfora20-footcontainertoBandarAbbasPortinIranisUSD
325, which translates to roughly PKR 34,000⁹. Terminal handling charge at the Karachi Port is
estimated at PKR 300 per ton. For a 20-foot container that is not examined by the Customs or ANF, it
adds up to PKR 4000. For a container that is examined, the terminal handling charges by the Port
AuthoritycanamountuptoPKR12,000forone20-footcontainer.
The cost of inspection varies. The phytosanitary inspection is done by the Department of Plant
Protection, which charges PKR 220 per ton. Accredited international labs like Euro Fins carry out the
10
⁶ India's rice paddy yield hovers at 3008 kg per hectare. In the US, the average yield per hectare is around 7000 kg (India Together, 2015).
In Pakistan this stands at 2117 kg per hectare.
⁷ 'Logistics competence' is de ined as the competence and quality of logistics.
⁸ 'International shipments' is de ined as the ease of arranging competitively priced shipments.
⁹ Current exchange rate USD 1= PKR 104.72
¹⁰ Testing from Euro Finns is required by the USA

pesticide testing usually, which charges between PKR 40,000-50,000¹⁰ depending on the coverage of
the analysis. Rice to be exported is also subject to fumigation. The fumigation for a 20-foot container is
charged at PKR 1500with Aluminium Phosphide tablets for the irst container and PKR 600 for the
secondcontainer.FumigationusingMethylBromidegascanrangebetweenPKR2500-10000.Thecost
of administering transport and regulatory requirements inclusive of completing customs formalities
andprocessingotherpaperworkisestimatedat3500pertransaction.
2.2 Exploring potential for Basmati Rice exports growth in the region
Iran and China, two of the countries with which Pakistan shares a border, are among the top ive rice
importing countries of the world. Simultaneously, Pakistan is the third biggest global rice exporter.
This presents Pakistan with an ideal scenario of demand and supply and a comparative advantage in
the production and export of high quality Basmati rice, which the country can exploit to capture the
widemarketinbothcountries.
Table 2: Major rice importers of the world in 2015
The volume of rice exported within the
region has registered a downward trend
in recent years. Exports to Iran and
China have dropped signi icantly in the
past two years, causing the total exports
of the rice sector to plummet, since
exports to these countries had formed a
major part of the aggregate. Iran has
traditionally been a major market for
rice from Pakistan. In 2009, Pakistan
exported 3.1 million tons of rice to Iran.
The volume of rice exported decreased
in the years to come, falling to 0.6
million tons in 2014¹¹.The overtime
decrease in rice exports to Iran can
partially be attributed to the sanctions
ontradingwithIran.
11
¹¹ Table of Volume of rice exported in the region by Pakistan is attached in the Appendix
Figure 5 Volume of rice exported
regionally by Pakistan

For the last two decades, Iran has suﬀered from strict economic sanctions, imposed on it by the United
States and the United Nations Security Council, in an attempt to dissuade Iran from pursuing an
aggressive atomic energy program. In April 2015, the P5+1 and Iran meeting in Switzerland reached a
provisional agreement on a framework that, once inalized and implemented would lift most of the
sanctions in exchange for limits on Iran's nuclear programs, extending for at least ten years. As a result,
UN sanctions were lifted on 16 January 2016.At present, there is still a bottleneck to contend with as
the international ban on money transfersto Iran isstillin place. With Indian exportershaving accessto
a paper banking mechanism, more and more Basmati imports of Iran are shifting to India. Once this
ban is lifted, and the possibility of a freer and more open trade regime with Iran becomes a reality, the
Basmati exporters in Pakistan are optimistic that their exports will soar. However, to stay competitive
andachievethisend,riceexportersfromPakistanwillhavetoensurethecompetitivenessofBasmati.
RiceexportsfromPakistan toChinahaverisenconsiderablyoverthe past few years.Chinaremains the
world's largest rice producer and consumer. It has been largely self-suf icient in rice for more than 30
years and until recently was typically a net rice exporter. In 2012, China surpassed Nigeria to become
the world's largest rice importer. Vietnam and Burma are the largest suppliers of rice to China, along
withPakistanandThailand.Accordingtotheexporters,thereispotentialtoexport600,000to700,000
tons of rice to China each year. There is no technical barrier to trading rice with China and through
aggressive marketing and branding and business-to-business interaction between traders from both
countries,BasmatiexportsfromPakistancanwedgetheirwayintothehugeChinesemarket.
Table 3: Value of rice exported in the region by Pakistan¹²
12
¹² For HS Code 100630 Semi-milled or wholly milled rice
Afghanistan
Iran
China
Importing
Country
Value in Thousand US Dollars
2009
106,386
198,795
427
2010
70,819
123,250
896
2011
135,438
74,994
8,336
2012
96,463
68,755
207,117
2013
72,550
14,724
101,917
2014
43,541
5,810
109,445

3. Methodology and Scope
The Export Supply Chain Analysis (ESCA) of Basmati rice exports was carried out in 2015 as part of the
Regional Trade facilitation component of the Trade Related Technical Assistance II programme. The
purpose of this ESCA is to map the as-is business processes of exporting Basmati from Pakistan to its
neighboring countries, in order to examine the time and cost eﬀectiveness of these processes and
propose solutions and recommendations where export supply chain can be made more competitive
and ef icient resulting in time and cost reduction for the importer. The output of the ESCA will inform
the trade policy measures aimed at creating an enabling environment for the export growth of high
qualityBasmatiriceintheregion.Thisreportwillmaptheexportdesignfor:
i) Basmati export to Iran via Dubai by maritime freight
ii) Basmati export to China by maritime freight
The following four varieties of Basmati are exported from Pakistan:
1. Super Basmati organic brown rice
2. Brown Basmati rice
3. Super Basmati parboiled rice
4. Super Basmati white rice
Of these four categories, this study reports the as-is business processes for the Super Basmati
parboiledriceandSuperBasmatiwhiterice.
The Export Supply Chain Analysis was carried out over a period of three months. During this time, four
visits were made to the rice mills of the ESCA candidate located in tehsil Kamunki in the district of
Gujranwala. Gujranwala is the hub of businesses that are exporting several types of rice to North
America, Europe, Middle East and South Asia. During these visits, three rice mills and a packaging unit
was visited. Over the course of these visits, the National Expert in Regional Trade and the National
Expert in Horticulture observed and noted the business processes as they were being carried out and
conducted focus groups with the exports team, accounts team, and the freight forwarding team to
understand the core business processes of Basmati export. Semi-structured interviews were
conducted with the International Marketing Manager, Exports Manager, and the Freight Forwarder of
the ESCA candidate to understand the documentary and regulatory requirements of exporting and
importing Basmati rice. These processes are depicted as low charts in the report and explained in
tables following the low charts. The information about costs and time was obtained by conducting
structuredinterviewswiththefreightforwarders.
By using a BUY-SHIP-PAY model, this study divides the core business processes of exporting Basmati to
Iran and China into three operational areas and maps the supply chain through diagrams denoting
functions and actors. It captures the documentary, regulatory, logistical, and inancial requirements of
each stage in the export supply chain, alongside a time-procedure study of each process. The result is a
standardized document that maps the Basmati exports supply chain along with time-cost, facilitating
thefollowinginterventions:
1. Allow the Ministry of Commerce, Ministry of National Food Security & Research (Department
of Plant Protection) and the Customs Houseto revise redundant procedures that lead to time
delaysandcostescalation.
2. Provide a standardized, step-by-step map of the Basmati export business process to the PRAL
13

to facilitate the design of an electronicsingle window system (E-SWS) entry at BCPsfor rice
which will allow exporters to complete the documentary requirements of exporting rice on an
onlineportalandsavetime.
3. Deliver a comprehensive study of core business processes to the exporters with a time-
procedure analysis and a blueprint of the export supply chain design to facilitate modi ication
inprocessestoenhanceef iciencyatthe irmlevel.
TheanalysisofBasmatiriceexportisbasedonthefollowingassumptions:
1. Basmati rice is exported from Pakistan to Iran and China under uniform regulatory
requirementsforbothcountries.
2. ThebuyerdoesnotaddaseparateclauseforinsuranceintheLetterofCredit.
3. The rice is tested for A latoxin before it is packaged for export. Hence, A latoxin certi ication is
not added as a core business process for the trade supply chain of Basmati as it does not fall
under the BUY-SHIP-PAY categorization. The exporter shows the A latoxin certi icate to the
DepartmentofPlantProtectiontoobtainaPhytoCerti icate.
4. Basmati rice is shipped via maritime freight. The inland transportation is outsourced to the
freightforwardingcompanyandinlandhaulage.
5. The carrier delivers an empty container to exporter's premise for loading and brings the
loadedcontainerbacktothecontaineryardbeforeloadingitontothevessel.
6. Basmati rice is delivered under the C.I.F. term where an exporter arranges and absorbs the
costsofshippingbasmatiricetotheportofdestination.
7. ThepaymentforthepurchasedbasmatiriceismadebyaLetterofCredit.
8. Theclearingagentisapartofthefreightforwarder'steambutislistedasaseparateactorinthe
ESCAduetothespecializednatureofthetaskscarriedoutbytheclearingagent.
It is important to note that no export permit is required to export rice from Pakistan. The exporters are
required to register with the Rice Exporters Association of Pakistan (REAP), without which they
cannot export. However, it is not listed as a core business process because registration is a one-time
processandonceregistered,theexporterbecomesamemberoftheassociationandthemembershipis
renewed annually by the payment of a membership fee. The exporters are given a REAP membership
certi icate, along with a membership number, which they use at the time of the export. Registration
with REAP takes 1 day but the certi icate of registration is issued after approval by the REAP Managing
Committee.
Figure 6 presents a use case diagram indicating all the actors involved in the Basmati export supply
chain. There are 14 diﬀerent actors and stakeholders carrying out the 13 core business processes in
theBasmatiexportsupplychain,asidefromtheimporterandtheexporter.
14

Figure 6 Use Case diagram of Export Supply Chain Analysis in Basmati Rice Export
from Pakistan
15

4. Core business processes of exporting Basmati Rice
Table4categorizestheBasmatiexportsupplychainprocessesunderthreeoperationalareas:buy,ship,
and pay. The Basmati export supply chain comprises of 13 core business processes; Buy process area
has1corebusinessprocess,Shipprocessareahas10corebusinessprocessesandPayprocessareahas
2corebusinessprocesses.
Table4: Core Business Processes and Agencies in Basmati Rice Export from Pakistan
The processes listed above are denoted using activity diagrams and use case diagrams in the following
sections of the report. A use case diagram highlights the participants linked to a process area,
responsible for carrying out that activity. An activity diagram is a low chart that highlights the criteria
to begin and end a business process, activities and associated documentary requirements, and the
participants performing each activity. The diagrams have been drafted using the Universal Modeling
Language(UML).AlegendoftheUMLisattachedintheAppendixtothereport.
FREIGHT FORWARDER
INLAND HAULAGE
INSURANCE COMPANY
FUMIGATION COMPANY
CARRIER (SHIPPING LINE)
IMPORTER'S BANK
EXPORTER'S BANK
MNFSR DPP
CHAMBER OF COMMERCE
PORT OF SHIPMENT
PAKISTAN CUSTOMS
REAP
Party
Core business process
1. Buy
1.1. Conclude sales contract and trade terms
2. Ship
2.1. Freight Forwarder arranges transport
2.2. Freight Forwarder obtains cargo insurance
2.3.Clearing Agent ilesGoods Declaration
2.4 Collect empty container from yard
2.5. Freight Forwarder arranges inspection & fumigation and stuﬀs container
2.6. Transport container to Port of Shipment
2.7. Inspection and fumigation of cargo
2.8. Clearing Agent clears goods through customs
2.9. Clearing Agent handles cargo and stow on vessel
2.10. Exporter prepares documents required by importer
3. Pay
3.1 Establish payment guarantee
3.2 Claim payment for goods
X X
X X X X
X X
X
X X
X X X
X X X X
X X X
X
X X
XXX X X
X
X
16

4.1 Process Area 1: Buy
Core Business process area 1.1 'Conclude sales contract and trade terms’
Figure 7 Use Case Diagram '1.1 Conclude sales contract and trade terms’
'Conclude sales contract and trade terms' is the
only core business process under “Buy” process
area. It requires participation from:
Ÿ Importer
Ÿ Exporter
Figure 8 Activity Diagram '1.1Conclude sales contract and trade terms''
17
1.1. Conclude
sales contract and
trade terms
Importer Exporter
Conﬁrm

Table 5: Description of Process Area'1.1 Conclude sales contract and trade terms’
18

4.2 Process Area 2: Ship
Figure 9 Use Case Diagram '2. Ship’
The shipping of Basmati Rice from Pakistan consists of 10 core business processes, as shown in Figure
9. These processes involve the procurement of the container and transportation for cargo movement,
completion of customs formalities for export, and the ful illment of documentary requirements for the
exportofBasmatiricefromPakistanandtheimportofBasmatiriceinIranandChina.
The exporter outsources the shipping processes to a freight forwarder and a clearing agent. Freight
forwarders usually have a clearing agent in their team. The freight forwarder is entrusted with the
insurance and movement of cargo from Kamunki Gujranwala to the port of departure, the Karachi Port
Trust. The Clearing Agent iles the Goods Declaration, carries out customs clearance of cargo, and
overseesstowonvessel.
19

Core Business Process Area 2.1 'Freight Forwarder arranges transport’
Figure 10 Use Case Diagram '2.1 Freight Forwarder arranges transport’
The use case diagram in Figure 10 indicates that
the following participants are involved in the
processarea'Arrangetransport':
Ÿ Freightforwarder
Ÿ Inlandhaulage
Ÿ ShippingLine
Figure 11 Activity Diagram '2.1 Freight Forwarder arranges transport’
20
Freight Forwarder
Inland haulage
Shipping Line
2.1 Arrange
Tranport

Table 6: Description of Process Area '2.1 Freight forwarder arranges transport'
21

23
Core Business Process Area 2.2 'Freight Forwarder obtains cargo insurance'
Figure 12 Use Case Diagram '2.2 Freight forwarder obtains Cargo Insurance’
process area 'Freight Forwarder obtains cargo
insurance':
Ÿ Freightforwarder
Ÿ Insurancecompany
Figure 13 Activity Diagram '2.2 Freight Forwarder obtains Cargo Insurance'
Freight Forwarder
2.2. Obtain cargo
insurance
Insurance Company

Table 7: Description of Process Area '2.2 Freight forwarder obtains Cargo Insurance'
24

Core Business Process Area 2.3 'Clearing Agent provides Goods Declaration'
Figure 14 Use Case Diagram '2.3 Clearing Agent provides Goods Declaration'
process area 'Clearing Agent makes Goods
Declaration':
Ÿ ClearingAgent
Ÿ PakistanCustoms
Figure 15 Activity Diagram '2.3 Clearing Agent provides Goods Declaration'
25
Clearing Agent
2.3 Provide
Customs
Declaration
Customs

Table 8: Description of Process Area '2.3 Clearing agent provides Goods Declaration'
26

Core Business Process Area 2.4 'Collect empty container from yard'
Figure 16 Use Case Diagram '2.4 Collect empty container from yard'
process'Collectemptycontainerfromyard':
Ÿ FreightForwarder
Ÿ InlandHaulage
Ÿ ShippingLine
Ÿ Exporter
Figure 17 Activity Diagram '2.4 Collect empty container from yard'
27
Freight Forwarder
2.4 Collect empty
container from
container yard
Shipping line
Inland haulage

Table 9: Description of Process Area '2.4 Collect empty container from yard'
28

29
Core Business Process Area 2.5 'Freight Forwarder arranges inspection and fumigation and
stuffs container'
Figure 18 Use Case Diagram '2.5 Freight Forwarder arranges inspection and stuffs container'
process area 'Arrange inspection and fumigation
andstuffcontainer':
Ÿ Freightforwarder
Ÿ Privateweighingscale
Ÿ DepartmentofPlantProtection
Ÿ Authorizedfumigationcompany
Figure 19 Activity Diagram '2.5 Freight Forwarder arranges inspection and fumigation and
stuffs container'
Freight Forwarder
2.5 Arrange
Inspection and stuff
container
Private
weighing
scale
Authorised
Fumigation
Company
DPP

Table 10: Description of Process Area '2.5 Freight forwarder arranges inspection and
fumigation and stuﬀs container'
30

32
Core Business Process Area 2.6 'Transport container to Port of Shipment'
Figure 20 Use case Diagram '2.6 Transport container to Port of Shipment'
The usecase diagram in Figure 20 indicates that
process area 'Transport container to Karachi Port
Trust':
Ÿ Exporter&FreightForwarder
Ÿ ClearingAgent
Ÿ PortofShipment
Ÿ InlandHaulage
Figure 21 Activity Diagram '2.6Transport container to Port of Shipment'
Freight Forwarder
2.6 Transfer
container to port of
departure
Inland
Haulage
Clearing
Agent
Karachi
Port
Trust

Table 11: Description of Process Area '2.6 Transport container to Port of Shipment'
33

35
Core Business Process Area 2.7 'Inspection and fumigation of cargo'
Figure 22 Use Case Diagram '2.7 Inspection and fumigation of cargo'
processarea'Inspectionandfumigationofcargo':
Ÿ Authorizedprivateinspector
Ÿ Authorizedfumigationcompany
Ÿ ClearingAgent
Figure 23 Activity Diagram '2.7 Inspection and fumigation of cargo’
Clearing Agent
2.7 Inspection and
fumigation of cargo
Authorised
private
ispector
Authorised
fumigation
company

Table 12: Description of Process Area '2.7 Inspection and fumigation of cargo'
36

38
Core Business Process Area 2.8 'Clearing Agent clears goods through customs'
Figure 24 Use Case Diagram '2.8 Clearing Agent clears goods through customs'
processarea'Cleargoodsthroughcustoms':
Ÿ ClearingAgent
Ÿ PortAuthority
Ÿ PakistanCustoms
Ÿ ANFPakistan
Figure 25 Activity Diagram '2.8 Clearing Agent clears goods through customs'
Clearing Agent
2.8 Clear goods
through customs
ANF
Port of
Shipment
Pakistan
Customs

Table 13: Description of Process Area '2.8 Clearing agent clears goods through customs'
39

41
Core Business Process Area 2.9 'Clearing Agent handles cargo and stow on vessel'
Figure 26 Use Case Diagram '2.9 Clearing Agent handles cargo and stow on vessel'
processarea'Handlecargoandstowonvessel':
Ÿ ClearingAgent
Ÿ PortofShipment
Ÿ ShippingLine
Figure 27 Activity Diagram '2.9 Clearing Agent handles cargo and stow on vessel'
Clearing Agent
2.9 Handle cargo and
stow on vessel
Shipping
Line
Karachi Port
Trust

Table 14: Description of Process Area '2.9 Clearing agent handles cargo and stow on vessel'
42

44
Core Business Process Area 2.10 'Exporter prepares documents required for importing Basmati
Rice from Pakistan'
Figure 28 Use Case Diagram '2.10 Exporter prepares documents required for importing
Basmati Rice from Pakistan'
process area 'Prepare documents for importing
BasmatiRicefromPakistan':
Ÿ REAP
Ÿ DepartmentofPlantProtection
Ÿ ChamberofCommerce
Figure 29 Activity Diagram '2.10 Exporter prepares documents required for importing
Basmati Rice from Pakistan'
Exporter
2.10 Prepare
documents required for
importing
Basmati rice
Chamber
of Commerce
REAP
DPP

Table 15: Description of Process Area '2.10 Exporter prepares documents required for
importing Basmati Rice from Pakistan'
45

4.3 Process Area 3: Pay
Core Business Process Area 3.1 'Exporter establishes payment guarantee'
Figure 30 Use Case Diagram '3. Pay’
Process area 3 'Pay' has two core business
processes and involves four actors: exporter,
importer, exporter's bank, and importer's bank.
These processes take 6 days to complete and
involveonedocument,theLetterofCredit.
Figure 31 Use Case Diagram '3.1 Exporter establishes payment guarantee’
processarea'Establishpaymentguarantee':
Ÿ Exporter&Exporters'Bank
Ÿ Importer&Importer'sBank
Figure 32 Activity Diagram '3.1 Exporter establishes payment guarantee'
46
Exporter
3.1 Establish
payment guarantee
Importer’s
bank
Importer
Exporter’s
bank

Table 16: Description of Process Area '3.1 Exporter establishes payment guarantee'
47

Core Business Process Area 3.2 'Exporter claims payment for goods'
Figure 33 Use Case Diagram '3.2 Exporter claims payment for goods'
processarea'Claimpaymentfrogoods':
Ÿ Exporter
Ÿ Importer
Ÿ Exporter'sBank
Ÿ Importer'sBank
Figure 34 Activity Diagram '3.2 Exporter claims payment for goods'
48
Exporter
3.2 Claim payment
for goods
Importer’s
bank
Importer
Exporter’s
bank

Table 17: Description of Process Area '3.2 Exporter claims payment for goods'
49

1.1.Concludesalescontractandtradeterms
2.1.FreightForwarderarrangestransport
2.2.FreightForwarderobtainscargoinsurance
2.3.ClearingAgent ilesGoodsDeclaration
2.4.Collectemptycontainerfromyard
2.5. Freight Forwarder arranges inspection &
fumigationandstuﬀscontainer
2.6.TransportcontainertoPortofShipment
2.7.Inspectionandfumigationofcargo
2.8.ClearingAgentclearsgoodsthroughcustoms
2.9. Clearing Agent handles cargo and stow on
vessel
2.10. Exporter prepares documents required by
importer
3.1.Establishpaymentguarantee
3.2.Claimpaymentforgoods
4.4 Summary of the Business Processes of exporting Basmati Rice
Figure 35 Time-procedure Chart for Basmati Rice Export from Pakistan to Iran and China
Figure 34 presents a time-procedure chart listing core business processes that are required to be
carried out to export Basmati rice from Pakistan to Iran and China. The time-procedure chart suggests
that it takes, on average, 16 days for stakeholders to ful ill commercial and regulatory requirements of
13Basmati rice export business processes. It also provides an illustration of when each core business
process occurs in relation to others. Table 18, on the other hand, provides the precise time it normally
takestocompleteeachbusinessprocessandaspotlightintodependenciesamongthem.
51
16

52
A total of 16 documents are required for completing the business processes of exporting Basmati rice
to Iran and China. The following table lists the documents in the order in which they are obtained or
required during the export processes, and mentions the relevant process area(s) and requirements of
anof icialstamporsignatureforobtainingthedocument:
Table 18: Duration and dependencies among Basmati rice export processes

5. Conclusion and Recommendations
Pakistan is facing the risk of losing further international market share of Basmati rice to competitors.
To start regaining market share and therefore ensuring export growth, Pakistan needs to develop and
implement a new rice export strategy. Ideally a new rice strategy needs to get prepared using a “whole
of government” approach – an integrated approach instead of a silobased method of each Ministryand
agency making policies. The ESCA Basmati rice report describes several conclusions and
recommendationsthatcouldbepartofthenewriceexportstrategy.
Conclusions
1. Reducing the time to get Basmati rice to market could be achieved if a combined eﬀort is made
to cut the current number of days from 15 to 12 days. This could be achieved if the time to get
from the factory gate to port is cut by one day, reduce the seaport handling by 1 day and
eliminateandinsteadofgettingthephytosanitarycerti icatein1dayarrangetoproduceitin1
hour;
2. Extra time might get eliminated from the export supply if attention was paid to reducing the
timetoarrangeinsurance,arrangeanemptycontainer,increaseseaportef iciencyanddevelop
bettercoordinationbetweenfreightforwardersandshippinglines;and
3. Theinvestmentinanational electronicsinglewindowsystemmighthelpexportersprepareall
documentsbetween10and30minutesinsteadof1day.
Recommendations
The ESCA study identi ied other issues which if managed could lead to a more ef icient and predictable
export supply chain. Many of the issues described blow are often associated with an integrated trade
andindustrystrategy:
1. CarryingoutanESCAineachexportingindustrywillnotserveasasolution.TheESCAsuggests
that a “whole of government” approach to integrating customs, logistics and trade facilitation
mightgivefasterprocesses;
2. Invest in a national electronic single window. The WeBOC is an important start but all export
support documents and agencies must be connected to provide documents in under 30
minutes;
3. Get predictable export supply chains by making investments in new road, rail, border crossing
andseaportandairportcargohandlinginfrastructure;
4. ImplementtheArticlesoftheWorldTradeOrganizationTradeFacilitationAgreement;
5. Harmonize the Pakistan Customs Law with the revised Kyoto Convention. This will help
Customsuseinternationalgoodpracticeexport,importandtransitprocedures;
6. Ensure free access by international logistics companies into the Pakistan transport and
logisticsindustries;
7. Develop and implement a Pakistan Basmati rice export marketing strategy in collaboration
withREAPandthePakistancommercialtradeattacheslocatedintargetexportmarkets;
8. Combine the results of ESCA with any Time Release Studies (TRS) carried out by Pakistan
Customsatairportcargocentersandotherbordercrossings.TheWorldBankcarriedoutaTRS
at the Wagah border crossing and provides a useful template for the process at other border
crossingpoints;
9. The ESCA study identi ied issues for further research. The issues include explaining the
53

diﬀerence in prices between Pakistan Basmati rice and competitor's rice, will vocational
education and training help Pakistan farmers maintain and extend their skills in the industry,
howcancentralandregionalgovernmentagenciesbetterdeliverservicestothefarmersandto
those in the export supply chain, and carry out a value chain analysis. This future research
might get carried out in collaboration between REAP, a chamber of commerce and a university;
and
10. Help is needed to develop new rice seed varieties with the objective of increasing production
andwithimprovinggrowingtechniques.
The TRTA proposes to present the recommendations to the Ministry of Commerce and the Federal
BureauofRevenue(FBR)withtheobjectivetohelpincreasetheBasmatiricesector.
54

Works Cited
Akmal, N., Akhtar, W., Shah, H., Niazi, M. A., & Saleem, T. (2014). The Structure and Competitiveness
of Pakistan's Basmati Rice Exports. Asian Journal of Agriculture and Rural Development , 304-312.
FAO. (2013). FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS STATISTICS
DIVISION. Retrieved 2016, from FAOSTAT:
http://faostat3.fao.org/browse/rankings/countries_by_commodity/E
India Together. (2015). Retrieved from India Together- The News in Proportion:
www.indiatogether.org/agriculture/opinions
International Policy Digest. (2015). Slump in Basmati Rice Exports Causing Problems for Pakistan.
Retrieved 2016, from International Policy Digest: http://intpolicydigest.org/2015/12/07/slump-
in-basmati-rice-exports-causing-problems-for-pakistan/
International Rice Research Institute. (2015). India reached the pinnacle in rice exports. Retrieved
2016, from International Rice Research Institute: http://irri.org/rice-today/india-reaches-the-
pinnacle-in-rice-exports
Ministry of Finance. (2013). Economic Survey of Pakistan- Trade and Payments . Retrieved 2016,
from Ministry of Finance Pakistan:
http:// inance.gov.pk/survey/chapters_14/08_Trade_and_Payments.pdf
Ministry of Finance. (2015). Economic Survey of Pakistan- Trade and Payments. Retrieved 2016,
from Ministry of Finance Pakistan: http://budget.par.com.pk/tag/economic-survey-2015-16/
Ministry of Planning, Development, & Reform. (2013). 11th FIve Year Plan- Transport and Logistics.
Retrieved from Ministry of Planning, Development & Reform.
REAP. (2015). Trade Supply Chain of Pakistan Basmati Rice. (T. R. Program, Interviewer)
State Bank of Pakistan. (2015). State Bank of Pakistan Economic Data. Retrieved 2016, from State
Bank of Pakistan: http://www.sbp.org.pk/ecodata/index2.asp
TDAP. (n.d.). Potential Markets of Rice. Retrieved 2016, from Trade Development Authority of
Pakistan:
https://www.tdap.gov.pk/doc_reports/TDAP_REPORT_ON_POTENTIAL_MARKETS_OF_RICE.pdf
The Express Tribune. (2015). The Express Tribune Business . Retrieved from The Express Tribune:
http://tribune.com.pk/story/885369/demand-low-for-pakistani-rice-in-global-market/
UNComtrade. (2015). UNComtrade- Shortcut Query. Retrieved 2016, from UNComtrade-
International Trade Statistics Database: http://comtrade.un.org/db/ce/ceSearch.aspx
55

Figure B: LPI Comparison of Pakistan with India, Vietnam & Thailand (2007-2014)
Appendix
Figure A: Pakistan Logistics Performance Index Score Card (2007-2014)
56

Symbol Denotes
Beginning of a process area
Cancellation or rejection of an activity or document
Exit from the process area
Business activity
Decision making process
Document, application, or request
Actor or stakeholder
Process area
Table 22: Universal Modeling Language Legend
57
Source: State Bank of Pakistan (SBP) Economic Statistics
Table 20: Pakistan rice export earnings 2011-2015
Table 21: Volume of rice exported by Pakistan in the Region
Source: Trade Development Authority of Pakistan (TDAP) Statistics

Export Supply Chain Analysis:
SURGICAL
INSTRUMENTS

Table of Contents
1
2
3
4
5
7
8
8
10
12
14
15
15
17
18
19
21
23
25
28
30
33
33
35
38
40
42
43
Core Business process area 2.2 'Obtain cargo insurance'

List of Acronyms
ANF: Anti-Narcotics Force
B/L: Bill of Lading
CAD: Cash Against Documents
CIF: Cost, Insurance and Freight
CRO: Container Release Order
ESCA: Export Supply Chain Analysis
EU: European Union
FBR: Federal Bureau of Revenue
FOB: Free on Board
FY: Fiscal Year
L/C: Letter of Credit
LPI: Logistics Performance Index
MT: Metric Tons
NTB: Non-Tariﬀ Barrier
PITAD: Pakistan Institute of Trade And Development
PKR: Pakistani Rupee
SAFTA: South Asian Free Trade Area
SAPTA: South Asian Preferential Trade Area
SBP: State Bank of Pakistan
SIMAP: Surgical Instruments Manufacturers Association of Pakistan
SME: Small and Medium Enterprise
TBT: Technical Barriers to Trade
TDAP: Trade Development Authority of Pakistan
TRTA: Trade Related Technical Assistance
UNIDO: United Nations Industrial Development Organization
USD: United States Dollar
WeBOC: Web Based One Customs
WTO: World Trade Organization
2

List of Figures
Figure 1 Pakistan Surgical Instruments Export Earnings 2007-2015 (USD)
Figure 2 Comparison of Surgical Instruments HS 9018 Export Earnings of Pakistan with World Top
Exporters'
Figure 3 Pakistan's World Market Share of HS 9018 Surgical Instruments
Figure 4 Surgical Instruments HS 9018 Imports by China and India (2011-2014)
Figure 5 Pakistan HS 9018 Medical and Surgical Instruments Exports in the Region
Figure 6 Use Case Diagram Core Business Processes Surgical Instruments
Figure 7 Use Case Diagram '1.1 Conclude sales contract and trade terms'
Figure 8 Activity Diagram '1.1 Conclude sales contract and trade terms'
Figure 9 Use Case Diagram '2. Ship'
Figure 10 Use Case Diagram '2.1 Arrange transport'
Figure 31 Activity Diagram '2.1 Arrange transport'
Figure 14 Use Case Diagram '2.2 Obtain cargo insurance'
Figure 13 Activity Diagram '2.2 Obtain cargo insurance'
Figure 14 Use Case Diagram '2.3 File Goods Declaration'
Figure 15 Activity Diagram '2.3 File Goods Declaration'
Figure 16 Use Case Diagram '2.4 Prepare cargo for shipment'
Figure 17 Activity Diagram '2.4 Prepare cargo for shipment'
Figure 18 Use Case Diagram '2.5 Transport cargo to Airport'
Figure 19 Activity Diagram '2.5 Transport cargo to Airport'
Figure 20 Use Case Diagram '2.6 Customs clearance of cargo and loading'
Figure 21 Activity Diagram '2.6 Customs clearance of cargo and loading'
Figure 22 Use Case Diagram '2.7 Prepare documents required by importer'
Figure 23 Activity Diagram '2.7 Prepare documents required by importer'
Figure 24 Use Case Diagram '3. Pay'
Figure 25 Use Case Diagram '3.1 Establish payment guarantee'
Figure 26 Activity Diagram '3.1 Establish payment guarantee'
Figure 27 Use Case Diagram '3.2 Claim payment for goods'
Figure 28 Activity Diagram '3.2 Exporter claims payment for goods'
Figure 29 Time procedure chart for core business processes of surgical instruments export
3
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9
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List of Tables
Table1ResultsoftheBasmatiRiceExportSupplyChainAnalysis
Table2CoreBusinessProcessesandAgenciesinSurgicalInstrumentsExportsfromPakistan
Table3DescriptionofProcessArea'1.1Concludesalescontractandtradeterms'
Table4DescriptionofProcessArea'2.1Arrangetransport'
Table5DescriptionofProcessArea'2.2Obtaincargoinsurance'
Table6DescriptionofProcessArea'2.3FileGoodsDeclaration'
Table7DescriptionofProcessArea'2.4Preparecargoforshipment'
Table8DescriptionofProcessArea'2.5TransportcargotoAirport'
Table9DescriptionofProcessArea'2.6Customsclearanceofcargoandloading'
Table10DescriptionofProcessArea'2.7Preparedocumentsrequiredbyimporter'
Table11DescriptionofProcessArea'3.1Establishpaymentguarantee'
Table12DescriptionofProcessArea'3.2Claimpaymentforgoods'
Table13Durationanddependenciesamongsurgicalinstrumentsexportprocesses
Table14Listofdocumentsinthesurgicalinstrumentsexportprocess
Table15SurgicalinstrumentsexportearningsofPakistan(HS9018)2007-2015
Table16UniversalModelingLanguageLegend
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5
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21
23
25
27
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34
36
39
39
43
43

Executive Summary
The surgical instruments sector is a key SME export sector of Pakistan, which accounts for around 1.2
percent of the exports of the country. Over the past 5 years the exports of the sector have witnessed
remarkable growth, registering an increase of $73 million in annual exports between 2008-09 and
2014-15 .Thereispotentialforfurthergrowthinexports,worldwideaswellaswithintheregion.
China and India are two of the fastest growing medical and dental instruments markets in the world .
BothcountriesconstituteasurgicalandmedicalinstrumentsexportmarketofmorethanUS$7billion,
which is growing at double-digit growth rates each year. In 2014, Pakistan's exports of surgical
instruments to India and China totaled a net value of US$ 17.8 million, which is a fraction of both
countries' imports for the year . Industry analysis indicates that there is potential for Pakistan to
establishitselfasamajorsurgicalinstrumentsexportertobothregionalmarkets.
To facilitate the sector's export growth in these countries, this Export Supply Chain Analysis (ESCA)
mapsthe“as-is”businessprocesses,actors,anddocumentsinvolvedinexportingsurgicalinstruments
from Pakistan to India and China; it identi ies any policy, regulatory, or operational bottlenecks that
create time delays along the export supply chain, and proposes recommendations to the Ministry of
CommerceandtheFederalBureauofRevenue(FBR)toalleviatethesebottlenecksandreducethetime
ittakestogetsurgicalinstrumentstothemarket.
The surgical instruments export supply chain comprises of 10 core business processes and 9 diﬀerent
actors¹⁵ It takes, on average, 13 business days for stakeholders to ful ill commercial and regulatory
requirements of export business processes and get the surgical instruments from the exporter's
warehouse to the aircraft en route to the Airport in the country of destination. The documentary
requirements of exporting surgical instruments include a total of 11 documents¹⁶, of which 7
documentsrequireanof icialsealorstamp.Table1summarizesthe“as-is” indingsandto-bescenario
ofthesurgicalinstrumentsESCA:
Table 1 Results of the Surgical Instruments Export Supply Chain Analysis
Main solutions
Ÿ Using an electronic single window system (SWS) to prepare all export support documents will
¹⁵ Aside from the exporter and the importer
¹⁶ A list of documents can be found in Table 13
5

6
reducethetimetomarketfromthecurrentaverageof13daysto12days;and
Ÿ Reducethetotaltimetomarketto11daysbyarrangingcargoinsuranceelectronicallyforexporters
from1dayto1hour.
Other solutions
Ÿ Reducing the time to carry out Customs procedures – needs investment in facilities and detection
andweighingequipment;
Ÿ Increase airport ef iciency with the objective to reduce the time it takes to receive cargo and load
freightontoaircraft;and
Ÿ Bettercoordinationandef iciencybetweenfreightforwardersandairlinefreightdepartmentswith
theobjectiveof illingthebellyholdsofpassengeraircraft.
Recommendations
Ÿ GetpredictableexportsupplychainsbycombiningCustomsandInsuranceprocedurechangeswith
road,bordercrossingandairportinfrastructureinvestment;
Ÿ Develop and implement trade facilitation, customs and logistics strategies in a “whole of
Government”approach;
Ÿ Trainpublicsectorstaﬀsandmanagersininternationalgoodpracticetradefacilitation;
Ÿ ImplementtheArticlesoftheWorldTradeOrganizationTradeFacilitationAgreement;
Ÿ Developandimplementinternationallogisticseducationandtraining;
Ÿ EnsurefreeaccesstothePakistanlogisticsandtransportindustries;
Ÿ HarmonizethePakistanCustomsLawwiththeRevisedKyotoConvention;
Ÿ Develop and implement a Pakistan Surgical Instrument export marketing strategy in collaboration
withSIMAPandthecommercialtradeattacheslocatedintargetexportmarkets;
Ÿ Surgicalinstrumentmakerstodevelopandimplementbusinessplans;and
Ÿ Developvaluechainsandexportsupplychainsforexistingproductsandnewproducts.
Bene its to surgical instrument exporters in Pakistan
1.Increasedexportvolumes,improvedincomesandmorejobs;and
2.Increasedexportcompetitiveness.

1. Introduction
Surgical Instruments industry is a key SME export sector of Pakistan and contributes 0.42 percent of
the GDP of the country . The exports of the sector account for 1.2 percent of the total exports of
Pakistan, a relatively modest igure that re lects the small size of the industry that is clustered in and
around Sialkot. The surgical instruments industry is vertically integrated with a range of industries
such as steel, chemicals, machine parts, and has a large vendor base, thus being a stimulant for
generating economic activity in several industries. The sector employs around 100,000-150,000
workers and creates indirect employment, estimated to be 300,000-400,000, in the industries it is
linked to . Only 5 percent of the surgical instruments industry production is sold in the domestic
market with production capacity estimated at 2 million pieces a year and industry capacity utilization
estimatedat70percent.
Over the past 5 years the exports of the sector have witnessed remarkable growth, registering an
increaseof$73millionin annual exports between 2008-09and 2014-15. There ispotential forfurther
growth in exports, worldwide as well as regionally. China and India, with their expanding health
sectors and improving health services, are major importers of surgical instruments at present. Indian
import of surgical instruments in HS 9018, which has been growing consistently each year, amounted
toUS$1.3billionin2014 .ChinaimportedsurgicalinstrumentsworthUS$6billioninthesameyear .
TheTradeRelatedTechnicalAssistance(TRTAII)programcarriedoutanExportSupplyChainAnalysis
(ESCA) of Surgical Instruments exports to India and China to map the core business processes¹⁷
involved in exporting surgical instruments to both countries in order to identify any regulatory or
logistical bottlenecks along the trade supply chain causing inef icient delays. This report presents the
indings of the ESCA and proposes the to-be scenario and recommendations to eliminate the identi ied
bottlenecks to facilitate trade in surgical instruments with India and China. Section 2 of the report
presents an overview of the export position of Pakistani surgical instruments, section 3 describes the
methodology employed to conduct the Export Supply Chain Analysis of surgical instruments, section 4
presentsthe indingsofthestudyandsection5concludesthereportwithrecommendations.
¹⁷ A core business process is a recurring process that has to be performed each time a new shipment is exported.
7

2. Pakistan Surgical Instruments Trade
2.1 Export position of Surgical Instruments from Pakistan in World Markets
The major world markets for surgical instruments include the US, UK, and Germany, followed by
France and other EU countries. Surgical instruments from Pakistan are exported to all world markets
and have gained acclaim for their quality and competitive prices; this is one sector where
manufacturers and exporters from Pakistan have been able to penetrate in to high-income markets
such as Germany, USA, Belgium and France. Out of the total production of the surgical instruments
industry, approximately over 95 percent is exported. Three broad surgical instruments and medical
apparatus categories can be de ined where Pakistan is supplying in the export markets. The categories
include:
(I)HSCode9018-Instrumentsformedical,surgicalanddentaluse;
(ii)HSCode9021-Orthopedicappliances;
(iii)HSCode9022-EquipmentusingX-rays,alpha,beta,gammarays
The exports of Pakistan predominantly fall in the irst category, HS Code 9018, and are saturated in
North America and the European Union countries. The surgical instruments sector has witnessed
inconsistent exports growth over the last two decades. After experiencing a slump in 2005 and 2006,
theexportsofsurgicalinstrumentspickedupandwitnessedreasonableexportperformancegrowthin
the following decade. The past few years in particular have witnessed the export earnings of surgical
instruments from Pakistan soar, rising from $211 million in 2008-2009 to $284 million in 2014-
2015¹⁸,registeringanincreaseofUS$73millioninannualexports.
Figure 1 Pakistan Surgical Instruments Export Earnings 2007-2015 (USD)
The surgical instruments industry in Pakistan is underutilized and generates far below its potential.
Even though Pakistan is one of the two countries- Germany being the other one- that specialize in
manufacturing hand-heldsurgical instruments, exports from Pakistan make up only a small fraction of
world trade in surgical and medical devices, which amounts to over $113 billion for the three
¹⁸ Table attached in the appendix
8

aforementionedHScategories:HS9018,HS9021,andHS9022 .
Figure 2 Comparison of Surgical Instruments HS 9018 Export Earnings of Pakistan with
World Top Exporters’
The global trade in surgical instruments has grown exponentially in the last three decades . A growing
aging population in the developed countries
and an increase in the disposable incomes of
health care consumers, which led to greater
expectations of public and private medical
careprovision,spurredthisgrowth.Theworld
exports of medical and surgical instruments
grew from $ 2.07 billion in 1978 to $13.76
billion in 1992, with a growth rate of 8.44
percent in 1978-1984 and 14.50 percent in
1985-1993 . In 2009, the total world trade in
medicalandsurgicalinstrumentsamountedto
US$ 30 billion. Despite the incessant growth in
the global market for surgical instruments,
Pakistan has not been able to exploit the rising
demand to increase its world market share,
which has stayed constant at a mere 0.2
percent .
The recent stagnation of surgical instruments exports from Pakistan can be ascribed to a lack of
product diversi ication, reliance on small and low income markets, and an inability to shift from low
value disposable instruments to value-added, re ined instruments. Pakistan exports semi- inished
surgical instruments, which are repackaged by the USA, Germany, and other European countries, and
sold at much higher prices, usually amounting to ive times the price charged by the exporters from
Pakistan . The average export price of goods made in Sialkot is around $1.5-2.5 , which is higher than
whatChineseproductsfetch(US$0.35–indisposableproducts)butmuchlowerthansomeofthemore
sophisticatedproducerssuchasGermanyandFrance.
9

EventhoughsomePakistanimanufacturersandexportershavebeenabletodiversifyintovalue-added
products and develop the capabilities to supply in a majority of commodities, their market has
remainedsmallorinsigni icant.Withtheregionalandglobalmarketsexperiencingincreasingdemand
formedicalandsurgicalinstruments,thereispotentialforgrowthinexportsfromPakistan,worldwide
aswellaswithintheregion.
2.2 Exploring the potential for Surgical Instruments exports growth in the region
China and India are two of the fastest growing medical and dental instruments markets in the world .
As shown in Figure 4, both countries constitute a surgical and medical instruments export market of
morethanUS$7billion,whichisgrowingatdouble-digitgrowthrateseachyear.Figure5indicatesthat
in 2014, Pakistan's exports of surgical instruments to India and China totaled a net value of US$ 17.8
million,whichisafractionofbothcountries'importsfortheyear.
Figure 4 Surgical Instruments HS 9018 Imports by China and India (2011-2014)
Pakistan's exports of surgical instruments to India have been growing steadily each year, as indicated
in Figure 5; between 2011 and 2014, the annual exports grew at an average rate of 14.3 percent each
year. Industry analysis indicates that despite consistent growth in exports over the past few years, the
surgical instruments exports to India are stillfar below the potential . According to the members of the
Surgical Instruments Manufacturers Association of Pakistan , the volatility of the political situation
between India and Pakistan creates an uncertain business environment and poses an obstacle to
generation of new business. During periods of diplomatic hostility, the exporters and the buyers are
subjected to invasive intelligence activities such as phone call tracing, covert phone call tapping, and
investigation of business delegations. Often times, payment for goods is delayed due to close
monitoring of remittances to Pakistan. Such experiences give rise to a feeling of insecurity and
uncertaintyamongthetraders,limitingthesurgicalinstrumentsexportstoIndia.
Surgical instruments exports from Pakistan to China have witnessed consistent growth in the past few
years. Between 2011 and 2014, exports of HS 9018 Medical and Surgical Instruments to China
increased from USD 5.7 million to USD 8.1 million respectively. Despite having grown by USD 3 million,
the current exports are far below the potential of the surgical instruments industry and fail to grab a
10

signi icant share in the huge Chinese market. According to the exporters at SIMAP, a major NTB is
limiting the exports to China; The Ministry of Health in China has categorized surgical instruments as
Pharmaceuticals,andallproductsfallingintothiscategoryrequiretheexportertoobtainaregistration
license, for each design that has to be exported, from the Chinese Ministry of Health. The registration
itself is free, but the Chinese agency that translates the registration documents charges a substantial
fee of USD 2000 for registration of each surgical instrument design and the waiting periods are long.
Manyexportersarewillingtomakethemonetaryinvestmentandendurethewaitingperiodtoachieve
the registration, but they lack the knowledge about the registration process and its requisites. It is
imperativethattheissueberesolvedtoachieveexponentialexportsgrowthtothisregionalmarket.
Figure 5 Pakistan HS 9018 Medical and Surgical Instruments Exports in the Region
11

3. Methodology and Scope
The Export Supply Chain Analysis (ESCA) of surgical instruments exports was carried out in 2015 as
part of the Regional Trade facilitation component of Trade Related Technical Assistance II programme.
The purpose of this ESCA is to map the as-is business processesof exporting surgical instruments from
Pakistan to its neighboring countries, in order to examine the time and cost eﬀectiveness of these
processes and propose recommendations where export supply chain can be made more competitive
and ef icient resulting in time and cost reduction for the importer. The ESCA proposes a to be scenario,
which attempts to describe the bene its of reduced challenges in the export supply chain and estimate
the reduction in time getting product to international world markets. The output of the ESCA will
inform the trade policy measures aimed at creating an enabling environment for the export growth of
surgicalinstrumentsintheregion.Thisreportwillmaptheexportdesignfor:
i) SurgicalinstrumentsexporttoIndiabyairfreight
ii) SurgicalInstrumentsexporttoChinabyairfreight
The Export Supply Chain Analysis was carried out during a period of three months. During this time,
multiple visits were made to the surgical instruments manufacturing units of the ESCA candidates
located in Sialkot. During these visits, three surgical instruments manufacturing units were visited.
Over the course of these visits, the National Expert in Regional Trade observed and noted the business
processes as they were being carried out and arranged focus groups with the exports team, accounts
team, and the freight forwarding team to understand the core business processes of surgical
instrumentsexport.Semi-structuredinterviewswereconductedwiththeexporterstounderstandthe
documentary and regulatory requirements of exporting and importing surgical instruments. These
processesaredepictedas lowchartsinthereportandexplainedintablesfollowingthe lowcharts.
By using a BUY-SHIP-PAY¹⁹ model, this study divides the core business processes of exporting surgical
instruments to India into three operational areas and maps the supply chain through diagrams
denoting functions and actors. It captures the documentary, regulatory, logistical, and inancial
requirements of each stage in the export supply chain, alongside a time-procedure study of each
process. The result is a standardized document that maps the surgical instruments exports supply
chainalongwithtime-cost,facilitatingthefollowinginterventions:
1. Allow the Ministry of Commerce and the Customs House to revise redundant procedures that
leadtotimedelaysandcostescalation.
2. Provide a standardized, step-by-step map of the surgical instruments export business process
to the PRAL to facilitate the design of an electronic single window at BCPs for surgical
instruments which will allow exporters to complete the documentary requirements of
exportingtheseinstrumentsonanonlineportalandsavetime.
3. Deliver a comprehensive study of core business processes to the exporters with a time-
procedure analysis and a blueprint of the export supply chain design to facilitate modi ication
inprocessestoenhanceef iciencyatthe irmlevel.
Theanalysisofsurgicalinstrumentsexportisbasedonthefollowingassumptions:
1. ThebuyerdoesnotaddaseparateclauseforinsuranceintheLetterofCredit.
2. Surgicalinstrumentsareshippedviaairfreight.
3. Surgical instruments are delivered under the C.I.F. term where an exporter arranges and
¹⁹ The BUY-SHIP-PAY model divides trade business processes into three categories: buy, ship, and pay.
12

absorbsthecostsofshippingsurgicalinstrumentstotheportofdestination.
4. ThepaymentforthepurchasedsurgicalinstrumentsismadebyaLetterofCredit.
5. ForexporttoChina,theexporterisregisteredwiththeMinistryofHealthinChina.
It is important to note that no export permit is required to export surgical instruments from Pakistan,
but registration is required with the Chinese Ministry of Health for export to China; it is a one-time
process and is therefore not listed as a core business process. Figure 6 presents a use case diagram
indicatingthecorebusinessprocessesofsurgicalinstrumentsexportfromPakistantoIndiaandChina,
and all the actors involved in the surgical instruments export supply chain. There are 10 core business
processesinthetradesupplychainand9diﬀerentactors,asidefromtheexporterandtheimporter.
Figure 6 Use Case Diagram Core Business Processes Surgical Instruments
13

4. Core Business Processes of Surgical Instruments exports
This table lists the business processes involved in getting surgical instruments from Pakistan to India
and China by categorizing them under three operational areas: buy, ship, pay. The buy process area has
1 core business process , ship process area has 7 core business processes, and the pay process area
has2corebusinessprocesses.
Table 2 Core Business Processes and Agencies in Surgical Instruments Exports from Pakistan
The processes listed above are denoted using activity diagrams and use case diagrams in the following
sections of the report. A use case diagram highlights the participants linked to a process area,
responsible for carrying out that activity. An activity diagram is a low chart that highlights the criteria
to begin and end a business process, activities and associated documentary requirements, and the
participants performing each activity. The diagrams have been drafted using the Universal Modeling
Language(UML).AlegendoftheUMLisattachedintheAppendixtothereport.
Party
Core business process
1. Buy
1.1. Conclude sales contract and trade terms
2. Ship
2.1. Arrange transport
2.2. Obtain cargo insurance
2.3. File Goods Declaration
2.4. Prepare cargo for shipment
2.5. Transport cargo to Airport
2.6. Customs clearance of cargo and loading
2.7. Prepare documents required by importer
3. Pay
X
Civil Aviation Authority
FREIGHT FORWARDER
INSURANCE COMPANY
SIMAP
CARGO CARRIER (AIRLINE)
IMPORTER'S BANK
EXPORTER'S BANK
CLEARING AGENT
PAKISTAN CUSTOMS
X X
X X
XX
X
X
X
X
X
X X
X
X
²⁰ A core business process is a recurring process that is performed each time a new shipment is exported.
14

4.1 Process Area 1: Buy
Core Business Process Area 1.1 'Conclude sales contract and trade terms’
Figure 7 Use Case Diagram '1.1 Conclude sales contract and trade terms'
Conclude sales contract and trade terms' is the
only core business process under “Buy” process
area.Itrequiresparticipationfromthe:
Ÿ Importer
Ÿ Exporter
Figure 8 Activity Diagram '1.1 Conclude sales contract and trade terms’
15
Importer
1.1 Conclude sales
contract and trade
terms
Exporter

Table 3 Description of Process Area '1.1 Conclude sales contract and trade terms'
16

4.2 Process Area 2: Ship
Figure 9 Use Case Diagram '2. Ship'
The shipping of surgical instruments from Pakistan consists of 7 core business processes, as shown in
Figure 9. These processes involve the booking of cargo space in the airline, transportation of cargo to
the airport, completion of customs formalities for export, and the ful illment of documentary
requirements for the export of surgical instruments from Pakistan and the import of surgical
instrumentsinIndiaandChina.Alltheprocessesintheshipprocessareatake2daystocomplete.
The exporter out-sources the shipping processes to a freight forwarder and a clearing agent. The
freight forwarder is entrusted with the insurance and movement of cargo from exporter's premise to
the Airport in Sialkot, and preparation of documents required by the importer. The Clearing Agent iles
theGoodsDeclaration,carriesoutcustomsclearanceofcargo,andoverseesloadingontheaircraft.
17

Core Business Process Area 2.1 'Arrange transport'
Figure 10 Use Case Diagram ‘2.1 Arrange transport'
processarea'Arrangetransport':
Ÿ Exporter
Ÿ Freightforwarder
Ÿ Airline
Figure 11 Activity Diagram ‘2.1 Arrange transport'
18
Exporter
2.1 Arrange transport
Airline
Freight forwarder

Table 4 Description of Process Area '2.1 Arrange transport'
19

20
Core Business Process Area 2.2 'Obtain cargo insurance'
Figure 12 Use Case Diagram ‘2.2 Obtain cargo insurance'
processarea'Obtaincargoinsurance':
Ÿ Freightforwarder
Ÿ Insurancecompany
Figure 13 Activity Diagram ‘2.2 Obtain cargo insurance'
Freight Forwarder
2.2 Obtain cargo
insurance
Insurance company

Table 5 Description of Process Area '2.2 Obtain cargo insurance'
21

22
Core Business Process Area 2.3 'File Goods Declaration'
Figure 14 Use Case Diagram ‘2.3 File Goods Declaration'
processarea'FileGoodsDeclaration':
Ÿ ClearingAgent
Ÿ PakistanCustoms
Figure 15 Activity Diagram '2.3 File Goods Declaration’
Exporter
2.3 Provide customs
declaration
Freight
forwarder
Customs

Table 6 Description of Process Area '2.3 File Goods Declaration'
23

24
Core Business Process Area 2.4 'Prepare cargo for shipment'
Figure 16 Use Case Diagram ‘2.4 Prepare cargo for shipment'
processarea'Preparecargoforshipment':
Ÿ FreightForwarder
Ÿ Exporter
Figure 17 Activity Diagram '2.4 Prepare cargo for shipment’
Exporter
2.4 Prepare cargo
for shipment
Freight forwarder

Table 7 Description of Process Area '2.4 Prepare cargo for shipment'
25

26
Core Business Process Area 2.5 'Transport cargo to airport'
Figure 18 Use Case Diagram ‘2.5 Transport cargo to Airport'
processarea'TransportcargotoAirport':
Ÿ FreightForwarder
Ÿ CivilAviationAuthority
Figure 19 Activity Diagram ‘2.5 Transport cargo to Airport'
2.5 Transport cargo
to Airport
Civil Aviation
Authority
Freight forwarder

Table 8 Description of Process Area '2.5 Transport cargo to Airport'
27

Core Business Process Area 2.6 'Customs clearance of cargo and loading'
Figure 20 Use Case Diagram ‘2.6 Customs clearance of cargo and loading'
process area 'Customs clearance of cargo and
loading':
Ÿ ClearingAgent
Ÿ CivilAviationAuthority
Ÿ PakistanCustoms
Ÿ Anti-NarcoticsForce(ANF)
Figure 21 Activity Diagram ‘2.6 Customs clearance of cargo and loading'
28
Clearing Agent
3.2 Claim payment
for goods
Civil Aviation
Authority
ANF
Pakistan
customs

Table 9 Description of Process Area '2.6 Customs clearance of cargo and loading'
29

31
Core Business Process Area 2.7 'Prepare documents required by importer'
Figure 22 Use Case Diagram ‘2.7 Prepare documents required by importer'
The use case diagram in Figure 22 indicates that the
following participants are involved in the process
area'Preparedocumentsrequiredbyimporter':
Ÿ Exporter
Ÿ SIMAPSIMTEL
Figure 23 Activity Diagram '2.7 Prepare documents required by importer’
2.7 Prepare documents
required by importer
SIMAP SIMTELExporter

Table 10 Description of Process Area '2.7 Prepare documents required by importer'
32

4.3 Process Area 3: Pay
Core Business Process Area 3.1 'Establish payment guarantee'
Figure 24 Use Case Diagram '3. Pay’
Process area 3 'Pay' has two core business
processes and involves four actors: exporter,
importer, exporter's bank, and importer's bank.
These processes take 6 days to complete and
involve one document, the Letter of Credit.
Figure 25 Use Case Diagram '3.1 Establish payment guarantee’
The use case diagram in Figure 25 indicates that the
following participants are involved in the process
area'Establishpaymentguarantee':
Ÿ Exporter&Exporters'Bank
Ÿ Importer&Importer'sBank
Figure 26 Activity Diagram ‘3.1 Establish payment guarantee'
33
Exporter
3.1 Establish
payment guarantee
Importer’s
Bank
Importer
Exporter’s
Bank

Table 11 Description of Process Area '3.1 Establish payment guarantee'
34

Core Business Process Area 3.2 'Claim payment for goods'
Figure 27 Use Case Diagram ‘3.2 Claim payment for goods'
process area 'Claim payment for goods':
Ÿ Exporter
Ÿ Importer
Ÿ Exporter's Bank
Ÿ Importer's Bank
Figure 28 Activity Diagram ‘3.2 Exporter claims payment for goods'
35
Exporter
3.2 Claim payment
for goods
Importer’s
Bank
Importer
Exporter’s
Bank

Table 12 Description of Process Area '3.2 Claim payment for goods'
36

4.4 Summary of Surgical Instruments Export Core Business Processes
Figure 29 Time procedure chart for core business processes of surgical instruments export Figure 29
presents a time-procedure chart listing core business processes that have to be carried out to export
surgicalinstrumentsfromPakistantoIndiaandChina.Thetime-procedurechartsuggeststhatittakes,
on average, 13 days for stakeholders to ful ill commercial and regulatory requirements of 10surgical
instruments export business processes. It also provides an illustration of when each core business
processoccursinrelationtoothers.
Figure 29 Time procedure chart for core business processes of surgical instruments export
1.1 Conclude sales terms and contract
2.1 Arrange transport
2.2 Obtain cargo insurance
2.3 File Goods Declaration
2.4 Prepare cargo for shipment
2.5 Transport cargo to Airport
2.6 Customs clearance and loading of
cargo
2.7 Prepare documents required by the
importer
Table 12, on the other hand, provides the precise time it usually takes to complete all business
processes and an insight into dependencies among them. Predecessor of a business process is an
entry criterion that has to be ful illed before the stated business process can begin. A simultaneous
task is a process that can be carried out at the same time as the stated business process.
38
13

Table 13 Duration and dependencies among surgical instruments export processes
A total of 11 documents are required for completing the business processes of exporting surgical
instruments to India and China. The following table lists the documents in the order in which they are
obtained or required during the export processes, and mentions the relevant process area(s) and
requirementsofanof icialstamporsignatureforobtainingthedocument:
Table 14 List of documents in the surgical instruments export process
39
Stamp of the Airline

5. Conclusion and Recommendations
Conclusions
The “as-is” indings (benchmark) identi ied several challenges in the export supply chain. The
suggested“to-be”scenarioidenti iesopportunitiestoreducethetimetoexportmarketfrom13daysto
11days.Thechallengesinclude:
1. It takes one day to prepare all the export consignment support documents. When discussing
this with traders and with policy makers one day was considered by them to be suf icient and a
good practice. However, this is a matter of perception because there are countries which use
electronic single window systems to prepare all the export support documents between 10
and30minutes.Onedayisthereforeonedaytoolong.
2. The reduction in days can be accomplished if the time to get cargo insurance is also decreased.
Althoughittakesabout30minutestoarrangethecargoinsurancecollectionofthecerti icateis
next day. Changing from a paper system to an electronic system could save 1 day. Other
countries consider using a national electronic single window system as part of a trade
facilitationandcompetitivenessstrategy;and
3. The ESCA did not examine in detail airport customs processes or airport freight operations.
The processes and operations limited to the handling of surgical instruments suggest that
increasedef iciencymightresultafterinvestingindetectionandweighingequipment.
Recommendations
The recommendations described below are those often associated when developing an integrated
tradeandindustrystrategy:
1. CarryingoutanESCAineachexportingindustrywillnotserveasasolution.TheESCAsuggests
that a “whole of government” approach to integrating customs, logistics and trade facilitation
mightgivefasterprocesses;
2. Invest in a national electronic single window. The WeBOC is an important start but all export
support documents and agencies must be connected to provide documents in under 30
minutes;
3. Get predictable export supplychains by making investments in new road, rail, border crossing
andseaportandairportcargohandlinginfrastructure;
4. ImplementtheArticlesoftheWorldTradeOrganizationTradeFacilitationAgreement;
5. Harmonize the Pakistan Customs Law with the revised Kyoto Convention. This will help
Customsuseinternationalgoodpracticeexport,importandtransitprocedures;
6. Ensure free access by international logistics companies into the Pakistan transport and
logisticsindustries;
7. Develop and implement a Pakistan Surgical Instrument export marketing strategy in
collaboration with SIMAP and with the Pakistan commercial trade attaches located in target
exportmarkets;
8. Combine the results of ESCA with any Time Release Studies (TRS) carried out by Pakistan
Customsatairportcargocentersandotherbordercrossings.TheWorldBankcarriedoutaTRS
at the Wagah border crossing and provides a useful template for the process at other border
crossingpoints;and
9. The ESCA study identi ied issues for further research. The issues include explaining the
40

diﬀerence in prices between Pakistan surgical instruments and those from competitors, will
vocational education and training help Pakistan maintain and extend its skills in the industry,
how can central and regional government agencies better deliver services to the industry, and
carry out a value chain analysis. This future research might get carried out in collaboration
betweenSIMAP,achamberofcommerceandauniversity.
41

Works Cited
International Trade Administration. (2010). Medical Devices Industry Assessment. Retrieved 2016,
from International Trade Administration:
http://ita.doc.gov/td/health/medical%20device%20industry%20assessment%20 inal%20ii%203
-24-10.pdf
International Trade Center. Trade of Industrial Goods with India: Opportunities and Challenges for
Pakistan. TRTA II Programme UNIDO.
Kozmestky, G., & Piyu, Y. (1997). Global Economic Competition: Today's Warfare in Global
Electronics. Springer.
Ministry of Finance. (2013). Economic Survey of Pakistan- Trade and Payments . Retrieved 2016,
from Ministry of Finance Pakistan:
http:// inance.gov.pk/survey/chapters_14/08_Trade_and_Payments.pdf
Ministry of Finance. (2015). Economic Survey of Pakistan- Trade and Payments. Retrieved 2016,
from Ministry of Finance Pakistan: http://budget.par.com.pk/tag/economic-survey-2015-16/
SIMAP. (2015). Trade Supply Chain Analysis in Surgical Instruments. (T. R. Programme, Interviewer)
State Bank of Pakistan. (2015). State Bank of Pakistan Economic Data. Retrieved 2016, from State
Bank of Pakistan: http://www.sbp.org.pk/ecodata/index2.asp
TRTA II. (2010). Sector Report for Industrial Products. Islamabad: United Nations Industrial
Development Organisation.
TRTA II. (2010). Surgical Instruments. Retrieved from Trade Related Technical Assistance
Programme: http://trtapakistan.org/sector-products/industrial-products/surgical-instruments
UNComtrade. (2015). UNComtrade- Shortcut Query. Retrieved 2016, from UNComtrade-
International Trade Statistics Database: http://comtrade.un.org/db/ce/ceSearch.aspx
42

Appendix
Table 15 Surgical instruments export earnings of Pakistan (HS 9018) 2007-2015
Table 16 Universal Modeling Language Legend
Symbol Denotes
Beginning of a process area
Cancellation or rejection of an activity or document
Exit from the process area
Business activity
Decision making process
Document, application, or request
Actor or stakeholder
Process area
43

Trade Related Technical Assistance (TRTA II) Programme
(TRTA II Programme is funded by the European Union)
International
Trade
Centre
WORLD
INTELLECTUAL PROPERTY
ORGANIZATION
W I P O

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