Supply Chain Security Best Practices Catalog C Tpat

Summary

Supply Chain Security
Best Practices
Catalog
Customs-Trade Partnership Against Terrorism (C-TPAT)
c o n t e n t S
Prologue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Using this Catalog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Tiered Benefits Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Tier Three Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Corporate Governance Structure Supporting Supply Chain Security . . . . . . . . . . . . . . . . . 4
Management Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Advanced Data/Entry Level Data Submission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Risk Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Security Planning and Program Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Business Partner Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Manufacturer/Supplier/Vendor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Service Provider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Customer Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Customer Outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Container/Trailer/ULD Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Container/Trailer/Unit Load Device (ULD) Inspections . . . . . . . . . . . . . . . . . . . . . . . . . 17
Container Seals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Tracking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Storage/Inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Conveyance Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Conveyance Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Conveyance Storage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Conveyance Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Cargo Tracing in Route . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Physical Access Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Visitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Deliveries/Cargo Pick-Up (Including Mail) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Search Vehicles/Persons/Packages (Incoming) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Challenging and Removing Unauthorized Persons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Supply Chain Security Best Practices Catalog 
c o n t e n t s
Personnel Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Pre-Employment Verifications, Background Checks, and Investigations . . . . . . . . . . . . . 31
Personnel Termination Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Internal Code of Conduct/Employee Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Procedural Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Identifying/Reporting/Tracking Incidents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Brand Name/Identity Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Manifesting/Invoicing/EDI
Receiving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Shipping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Packing/Packaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Cargo Discrepancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Preventing Collusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Security Training/Threat Awareness/Outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Specialized Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Outreach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Employee Incentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Incident Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Physical Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Fencing/Gates/Gate Houses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Guards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Parking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Locking Mechanisms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Lighting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Alarm Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Video Surveillance Cameras . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Information Technology Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Password Protection/Access Restrictions (Internal) . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Viruses/Firewalls/Tampering Prevention (External) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Policies/Procedures/Management Support/Training . . . . . . . . . . . . . . . . . . . . . . . . . . 47
System/Data Back-Ups/Recovery Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Hardware Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Emergency Preparedness/Disaster Recovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Program Memberships to Enhance Supply Chain Security . . . . . . . . . . . . . . . . . 48
ii Supply Chain Security Best Practices Catalog
P r o l o g u e
The Customs-Trade Partnership Against Terrorism (C-TPAT) is, beyond question, the largest and
most successful government-private sector partnership to emerge from the terrorist attacks on
September 11, 2001. C-TPAT was launched in November 2001, with just seven companies—seven
major importers who embraced the necessity of supply chain security within the highest corporate
management levels of their organizations. Today, more than 10,000 companies—critical players in
the global supply chain—have applied for membership, and more than 6,000 have been accepted
as certified partners

Since the beginning, the guiding principles for C-TPAT have been voluntary participation and
jointly developed security criteria, best practices and implementation procedures. C-TPAT partners
have worked cooperatively with U.S. Customs and Border Protection (CBP) to protect their supply
chains from concealment of terrorist weapons, including weapons of mass effect, and global sup-
ply chains are more secure today as a result of C-TPAT. In exchange, CBP provides reduced inspec-
tions at the port of arrival, expedited processing at the border, and other significant benefits, such
as “front of line” inspections and penalty mitigation. Additionally, C-TPAT status is one variable
factored into post-incident contingency planning should a terrorist act impact international supply
chains. The security commitment demonstrated by C-TPAT members is strong and meaningful, as
are the benefits provided by CBP

U.S. Customs and Border Protection would like to recognize and thank its many partners in the
trade community who have embraced the goals and objectives of the C-TPAT program to improve
supply chain security worldwide

Supply Chain Security Best Practices Catalog iii
C-TPAT U.S. Customs and Border Protection
iv Supply Chain Security Best Practices Catalog
U.S. Customs and Border Protection C-TPAT
Introduction
This catalog of Supply Chain Security Best Practices (Best Practices) is organized based on the
Customs Trade Partnership Against Terrorism (C-TPAT) Security Criteria. The best practices includ-
ed herein are those that have been identified through more than 1,400 validations and site visits
conducted by C-TPAT Supply Chain Security Specialists (SCSS). “Best Practices” are defined as:
1) Security measures that exceed the C-TPAT Security Criteria,
2) incorporate management support,
3) have written policies and procedures that govern their use,
4) employs a system of checks and balances, and
5) have measures in place to ensure continuity

This catalog is not exhaustive or all-inclusive of best practices in the international supply chain

It is intended to serve as a living document and will be updated periodically to reflect the best
practices found during validations

Best practices are achieved through the effective utilization of people, processes and technology

Best practices incorporate a system of checks and balances, oversight, accountability, and verifica-
tion of reliability throughout each aspect of the supply chain in order to ensure that the supply
chain cannot be compromised. While many of the best practices listed in this catalog may assist
businesses in theft prevention and asset protection, their intended use focuses on the prevention
of weapons of mass effect, terrorists, or other contraband from entering the supply chain. A single
best practice does not constitute an effective supply chain security program. Security best practices
must be applied to appropriately reduce the level of risk associated with any international supply
chain. It is of paramount importance to approach the international supply chain in its totality,
because a chain is only as strong as its weakest link

In order for a supply chain security best practice to exist, continue to thrive and be effective, they
must have the full support of high-level company management. Security best practices should
become an integral part of a company’s culture by being incorporated into the company’s mission
and core business processes. Through the validation process, CBP has found that those businesses
whose core philosophy is “continuous improvement” have achieved effective supply chain security
and have realized many collateral benefits from analyzing the security of their supply chains. Such
benefits include but are not limited to development of standards, elimination of duplicative pro-
cesses to increase efficiency, and greater supply chain visibility. Most importantly, these companies
have made significant contributions to global supply chain security by continually improving their
security practices

CBP recognizes the diverse size and financial abilities of C-TPAT members, and this catalog
attempts to provide examples of not only advanced security technologies, but of lower cost
security practices as well, both of which may help achieve the same security goals. For example,
concerning “conveyance tracking,” the intended purpose of accurately tracking conveyance move-
ments and detect deviations can be achieved through the use of GPS tracking systems, or through
Supply Chain Security Best Practices Catalog 
C-TPAT U.S. Customs and Border Protection
a lower cost security practice of requiring drivers to follow designated routes with predetermined
average travel times, along with periodic communication between the truck driver and company
officials. Both of these security best practices help achieve the security goal of conveyance tracking
thus providing a more secure environment

Using this Catalog
This catalog is written in a generic manner to allow for flexibility, maintaining the confidentiality
of C-TPAT partners and preventing the endorsement of specific technology, services, or products

Generic business entity names are used (e.g., Company, Logistics Provider, Consolidator, Highway
Carrier, Port, Terminal Operator, Sea Carrier, and Air Carrier) in order to provide the context
in which the best practice was identified. It is important to note that the best practices listed
for these entity types are not necessarily exclusive to the entity mentioned. These best practices
are applicable to many industries where the process is performed within the supply chain. For
example, a best practice for seal control may be listed as being performed by a consolidator, but a
factory may be able to use the same best practice, given that seal control also applies to factories

Generic terms referring to time such as “routinely,” “randomly,” “intervals,” “specified period of
time,” and “periodically” are meant to convey that a definitive time frame should be established
for that best practice

The Best Practices Catalog is not designed as a master check list of security practices which must be
adopted in order to receive Tier Three Benefits. The C-TPAT program from its inception has taken
a flexible approach, where it is recognized that “one size does not fit all,” and that customized
security measures must be developed and implemented in accordance with the risk present. For
example, the adoption of certain best practices in a low risk environment may be sufficient to
mitigate the risk present and enable the importer to qualify for Tier Three standing. However, in
a high-risk environment, the adoption of the same practices may be viewed as a necessary, mini-
mum security measure, and therefore not elevate the overall security environment to the point at
which the importer would be considered for Tier Three. A determination of Tier Three eligibility
is thus based on the totality of the security measures employed, not on any specific practice(s),
and whether or not the overall security environment effectively addresses the risk adherent to that
specific international supply chain

C-TPAT Supply Chain Security Specialists are committed to working alongside members to help
design the security measures necessary to address the risk, exceed minimum security standards,
and thus enable the importer to achieve Tier Three standing and receive the greatest benefits
afforded by CBP

 Supply Chain Security Best Practices Catalog
U.S. Customs and Border Protection C-TPAT
Tiered Benefits Structure
To ensure the success of C-TPAT, the security criteria or standards which members must meet or
exceed must remain robust, dynamic, and within a flexible security framework, with the overall
objective of elevating the security measures employed throughout the international supply chain

As C-TPAT members enhance their security measures to meet these clearly defined security crite-
ria, CBP must also provide enhanced benefits. In May 2005, CBP moved to a three-tiered benefits
structure, where C-TPAT importers who do more, receive more

Under Tier One, certified importers receive meaningful risk score reductions, resulting in fewer
cargo examinations for security concerns, a lower level of random Compliance Measurement
examinations than those afforded to non-C-TPAT importers, and the negation of most trade
cargo examine selectivity. These three conditions afford Tier One importers with a low level of
examinations. Additionally, Tier One importers are also eligible for expedited cargo processing at
the border (FAST lanes at the land borders), receive ‘front of line’ inspection privileges at ports
of entry should an examination be required, are entitled to certain penalty mitigation for Trade
Act of 2002 violations, become eligible for the Importer Self Assessment program, and may attend
C-TPAT training seminars. CBP believes that the level of benefits afforded Tier One importers is
commensurate to the level of commitment demonstrated by the C-TPAT member

With the additional commitment demonstrated as a result of having successfully undergone a vali-
dation, the validated importer then becomes eligible for Tier Two or Tier Three status. An importer
whose validation reveals that minimum security criteria have been met will receive Tier Two benefits

Tier Two benefits include all the same benefits associated with Tier One, but Tier Two import-
ers are provided with twice the level of risk score reductions received by Tier One importers,
resulting in significantly fewer examinations for security reasons than those received by Tier One
importers

Finally, for those importers whose security measures exceed the minimum security criteria and have
adopted “security best practices” as evidenced by the successful completion of a validation, Tier
Three status is granted. Under Tier Three, all benefits associated with Tier One and Tier Two are
granted, and the most significant risk score reductions available are provided by CBP, resulting
in very infrequent examinations for security reasons. Tier Three status is also the precursor for
CBP’s “Green Lane” which will afford members with zero inspections upon arrival except for an
occasional random examination, contingent on meeting other “Green Lane” requirements, such
as shipment through a Container Security Initiative (CSI) port, and the use of a container security
device. CBP intends to roll out the “Green Lane” in 2006 once effective container security technol-
ogy becomes available

Tier Three Status
To help importers achieve the highest level of benefits provided, Tier Three benefits and the pre-
cursor to the “Green Lane,” CBP has committed to outline “Security Best Practices” and work with
members to adopt, modify, and implement those security best practices which will help take the
member’s security practices to the next level

Supply Chain Security Best Practices Catalog 
C-TPAT U.S. Customs and Border Protection
This inaugural edition of the C-TPAT Best Practices Catalog is intended to categorize specific security
measures which C-TPAT Supply Chain Security Specialists have identified as ‘best practices’ result-
ing from the more than 1,400 validations conducted to date. This catalog will be a living docu-
ment, updated periodically as additional validations are conducted and new security best practices
are noted. The outlined “best practices” pertain to security procedures used throughout an inter-
national supply chain, such as conveyance monitoring and tracking, cargo tracing, preventing col-
lusion, employee awareness, physical security and surveillance, and other areas crucial to supply
chain security

Corporate Governance Structure Supporting
Supply Chain Security
As C-TPAT Supply Chain Security Specialists conduct security validations, one common, essential
practice has emerged which is so significant to the overall supply chain security environment, that
Tier Three status can only be obtained by the presence of this practice. That practice is a corporate
governance structure through which supply chain security is embraced at the highest levels of the
company—the CEO, the COO, the President, etc. The security of a company’s supply chain should
be a required topic of discussion in corporate boardrooms. Security of supply chains is often as
important to the financial survival of a company as the accuracy of a company’s financial state-
ments. Supply chain security practices must be periodically reviewed for adequacy by CEOs and
corporate boards, and noted deficiencies must be addressed timely

Additionally, a unified corporate governance structure which embraces the importance of supply
chain security has proven to be more effective in leveraging their corporate strength to require
supply chain security practices and enhancements through their entire international supply chain,
from all business partners. These security measures must be pushed back from the point of stuff-
ing of the container or air cargo shipment, through the ultimate arrival of the cargo into a U.S

port of entry. The active engagement by top corporate officials in a company’s supply chain secu-
rity efforts cannot be understated, and as a result, the involvement by senior corporate leaders is a
requisite for Tier Three status

 Supply Chain Security Best Practices Catalog
U.S. Customs and Border Protection C-TPAT
Management Support
Senior management support determines whether or not the appropriate resources (human, financial,
and technological) will be dedicated toward improving supply chain security, and ensuring that secu-
rity is a priority for the company as a whole. This support is demonstrated by senior management’s
involvement in and understanding of the company’s supply chain security program

Domestic
“Continuous Improvement” Philosophy: Company management integrated supply chain security
into its business processes, practices, policies, procedures, and employee job descriptions. The
Company considers security part of its “continuous improvement” business philosophy

Proactively Engaged: Senior management from key departments (Information Technology,
Purchasing, Contracting, Finance, Sales/Marketing, Shipping/Receiving, Transportation, Customs
Compliance, Human Resources, and Facilities Maintenance) are fully engaged in overseeing and in
some cases are actively involved in supply chain security initiatives. This support is demonstrated
by their allocation of resources to security related programs and their participation in monthly
security assessment meetings. Senior Management is proactively engaged in seeking ways to
improve security measures for the company and its business partners

Weekly Briefings: A President of a Highway Carrier provides breakfast to his dispatchers and
drivers on Saturday. During that time, he conducts a meeting, provides training, and discusses
transportation security concerns. The President documents topics discussed and employees who
attended. Follow-up is conducted to ensure that absent employees remain informed

Supply Chain Security Committee: A Supply Chain Security Committee was established by senior
company executives to evaluate the Company’s overall supply chain security and make recommen-
dations for improvement. The Supply Chain Security Committee is comprised of senior managers,
operational supervisors, line employees, and key management from foreign locations who are
responsible for international supply chain security

Top Management Knows Business Partners: Company’s senior executive management maintains
a high level of familiarity with its overseas agents, their practices, and affiliations by using formal
and alternative methods to collect information. In addition, the company president has conducted
extensive international travel to meet with buying agents to discuss factory and transportation
provider security requirements

Full Integration of Supply Chain Security Policies: Company executive management is com-
mitted to ensuring that supply chain security procedures are adopted by all of their subsidiaries,
suppliers, and service providers worldwide. All company subsidiaries must develop and imple-
ment a sound security plan that addresses terrorist risks in the international supply chain and
crisis management. Executive management reviews these plans to ensure their completeness and
implementation

Supply Chain Security Best Practices Catalog 
C-TPAT U.S. Customs and Border Protection
Worldwide
Establishing Security Directors and Country Managers: An International Corporation has estab-
lished Regional Supply Chain Security Directors and Country Managers worldwide to ensure that
supply chain security procedures are implemented and consistently followed by factories and ser-
vice providers. These Security Directors and Country Managers also are responsible for continual
supply chain security risk analysis and contingency planning for the corporation

Security Councils: Company established a Security Council to formulate global security guide-
lines, determine methods to evaluate security weaknesses, formulate action plans, and determine
methods to control security procedures worldwide. Senior management at all locations is respon-
sible for documenting actions they have taken to support and improve supply chain security
practices

Mission Statement: International Company has incorporated supply chain security into its mis-
sion statement

 Supply Chain Security Best Practices Catalog

While many of the best practices listed in this catalog may assist businesses in theft prevention and asset protection, their intended use focuses on the prevention of weapons of mass effect, terrorists, or other contraband from entering the supply chain. A single best practice does not constitute an effective supply chain security program.

Download Now

Documemt Updated

Popular Download

• › Service Information Letter Honeywell
• › Sample Psychotropic Medication Policy And Procedure
• › Sample Campaign Letters United Way Of The Big Bend
• › Strategic Planning Template The Hartford
• › Structured Products Wealth Management Usa
• › Showcase In Pixels 2022 Walga
• › Section Carlon Structuredcable Management Systems
• › Sbar Situation Background Assessment Recommendation
• › Sports Nutrition Educational Handouts
• › Servicenow Performance Analytics Dashboard Examples
• › School Newsletter Template Kpbsdorg
• › Simple Will Template Free Bluestreamme
• › Supply Chain Security Best Practices Catalog C Tpat
• › Structured Packings Energy Efficient Innovative
• › Standard Operating Procedure Template Safetyculture
• › Sun Mon Tue Wed Thu Fri Sat Wiki Calendar
• › Sample Catalog Copy Illinois State University
• › Standard Operating Procedures Sop Wichita
• › Sample Brochure Questfwecom
• › Sample Syllabus Sample Syllabus Template City

Frequently Asked Questions

What is the c tpat best practices catalog?

This inaugural edition of the C-TPAT Best Practices Catalogis intended to categorize specific security measures which C-TPAT Supply Chain Security Specialists have identified as ‘best practices’ result- ing from the more than 1,400 validations conducted to date.

How does c tpat supply chain security work?

u.S. customs and Border ProtectonC-TPAT Supply Chain Security Best Practices Catalog tion including packing list data to the Company’s distribution center. The barcode system ensures product accountability from the time of packing until its delivery to the distribution center in the United States.

What are the best practices in supply chain security?

In order for best practices to be effective, they should include high-level managerial support, employ a system of checks and balances, and have written and verifiable policies and procedures. C-TPAT personnel have conducted over 8,000 validations and site visits since the publication of the 2006 Supply Chain Security Best Practices Catalog.

What are the best practices of tpatu catalog inspection?

C-TPATu.S. customs and Border Protecton Supply Chain Security Best Practices Catalog Inspecting Vehicles:Terminal Operator’s security personnel randomly inspect X% of all trucks entering the facility. A plan is established to randomly search X% of all private vehicles entering the facility each day.