The adoption of technology in foreign trade is no longer an option and is consolidating as a strategic necessity for Brazilian companies that operate with import and export. With exchange rate variations, regulatory changes, and strict documentary requirements, digital tools have proven to be allies in the search for efficiency, security, and agility.
“When we talk about foreign trade, the cost of error is high. Incorrect data on an invoice or a poorly filled fiscal classification can mean fines, goods retention, and contract breaches,” says Thiago Oliveira, CEO of Saygo, a holding specialized in international operations. According to him, digitalization allows transforming manual processes into automated workflows, with greater control and predictability.
Among the solutions adopted by Brazilian companies is the use of integrated management platforms, such as Vision, a tool developed by Saygo Tech that centralizes logistical, financial, and regulatory information in real-time. The technology enables the tracking of shipments, alerts about pending issues, exchange rate control, and analysis of operational indicators. “The idea is to remove the burden of manual routines and free up time for more strategic decisions,” explains Oliveira.
Recent assessments by the World Bank and CNI indicate that bureaucracy in Brazilian foreign trade consumes, on average, 13 business days per import operation, twice the global average. Automation has significantly reduced this time, in addition to increasing compliance with requirements from entities such as the Federal Revenue Service, Siscomex, and MAPA.
Three key points for companies looking to digitize their operations:
- Critical process mapping: identifying operational bottlenecks and points that cause rework, such as issuing documents or managing tax deadlines.
- Management of currency and financial risks: integrating cost analysis with automated exchange tools and scenario projection, avoiding surprises with the fluctuation of the dollar or euro.
- Integration with suppliers and forwarders: platforms that allow real-time communication with the agents involved in the operation — such as carriers, tradings, and terminals — reduce information failures and delays.
Oliveira also highlights the importance of predictive analysis. “Instead of just reacting to a container delay, the company can predict logistical bottlenecks based on historical data, seasonal trends, and even the behavior of business partners,” he explains. This more strategic view of the operation is expected to gain relevance in the coming years, as the demand for traceability and sustainability in global supply chains increases.
For companies still operating with fragmented processes, the recommendation is to start the transition with specific steps. “There’s no need to digitize everything at once. Start with shipment control, then document management, and gradually integrate areas. The important thing is to have a clear view of the operational gain this can generate,” concludes Oliveira.
