ASTM F3803-26
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ASTM F3803-26

Standard Guide for Applying Goods Movement Process Codes in Common Approaches to Transport Management

Summary

1.1 The global supply chain involves five distinct phases; the first and last are not included in the goods movement process (as defined in Terminology F3682). See Fig. 1. The goods movement process’ three phases are the planning phase, the execution phase, and the reconciliation phase. At the first intention to ship goods prepared as cargo, we define a default POSTED (200) status where the transport unit identifier (TUID) is first generated. The pre-goods movement process phase is defined as the forecast phase, where product supplier selection is accomplished; and the last post-goods movement process phase being the analysis phase, where the information from what was planned to happen can be accurately compared to what actually occurred to reconcile and report on results of the transaction; these two phases “bookend” the three phases that make up the goods movement process.

1.2 The guide will describe how events occurring in the goods movement process will result in goods movement process codes (GMPC) indicating the status of (or even a milestone for) a transport unit. That link between a specific event and the associated GMPC enables a common unambiguous interpretation of the meaning of GMPC related to the transport management operations.

1.3 Purpose—This common understanding among stakeholders significantly facilitates the frictionless collaboration among them and the performance of the transportation operations they are involved in. These GMPCs may be used in a variety of contexts such as the ISO 8000-119 TUID, electronic data interchanges (EDI) or within organizations’ IT systems (for example, transport management systems, enterprise resource planning, etc.). This guide spans the three GMP phases mentioned above; the pre-goods movement process and post-goods movement process (the “bookend” phases) are out of scope of this guide. The guide provides a high-level framework that helps organizations to design how they will structure their transportation and how transport unit identifiers and GMPCs will support those structures in daily operations. The guide will not provide detailed instructions for any specific industry. Any example use cases included in the guide merely serve to illustrate the framework described in the guide; they should be reviewed (and adjusted as needed) before implementing in any particular industry context.

1.4 Units—The 3-character GMPC values associated with the status changes are to be regarded as the standard. No other units of measurement are included in this standard.

1.5 This standard does not purport to address all of the safety concerns, if any, associated with its use. It is the responsibility of the user of this standard to establish appropriate safety, health, and environmental practices and determine the applicability of regulatory limitations prior to use.

1.6 This international standard was developed in accordance with internationally recognized principles on standardization established in the Decision on Principles for the Development of International Standards, Guides and Recommendations issued by the World Trade Organization Technical Barriers to Trade (TBT) Committee.


Significance and Use:

5.1 This section elaborates how the GMPC may be used in the context of the two main approaches to managing the execution of transportation mentioned in 4.8. These elaborations do not go into every possible detail of these approaches. The purpose of the elaborations is to provide an outline of the overall approach and use of the GMPCs, within which much more detailed elaborations can be done. Before diving into these two approaches it is necessary to understand the main relationships among the terms used in the below sections.

5.2 In general, the Goods Movement Process is triggered by the need to transport goods (as cargo) that are involved in a commercial transaction between a seller and a buyer (aka “trade transaction”). The transaction is documented in an order between seller and buyer. The goods need to be transported from a sender’s location to a receiver’s location indicated by the seller and buyer respectively. That collection of goods is the shipment.

5.3 Once the goods have been prepared for transportation (as cargo) they may be transported under one or multiple transport contracts (transport instructions in the GS1 original) that are agreed between logistic service buyers and logistic service sellers. The transport contract specifies the location that the cargo must be collected from the consignor and where it is to be delivered to the consignee. The collection of physical units to be transported under that transport contract is the consignment.

5.4 The transport contract also lists the carrier who provides the transport means (and equipment with operator where needed) to execute the physical transportation from the consignor to consignee.

5.5 Fire and Forget versus Manage Through Fire: 

5.5.1 In the supply chain and transportation industry, two primary approaches have emerged between logistic service providers and logistic service buyers to manage these transportation transactions. These approaches are very different in terms of the division of responsibilities between the contracting parties. We distinguish:

5.5.1.1 Hands-off – Fire and Forget.

5.5.1.2 Hands-on – Manage through Fire.

5.5.2 In the below sections, the document describes a high-level outline of the two approaches and how they relate to the main Goods Movement Process Codes (GMPC).

5.6 Fire and Forget: 

5.6.1 Logistic service providers and logistic service buyers may follow a “hands-off” approach. In this document, we also refer to this approach as Fire and Forget.

5.6.2 In the Fire and Forget model, the transport service buyer contracts the service provider to make all necessary arrangements to transport the cargo from the source location (generally the seller) to the destination location (generally the buyer). In principle, the logistics service buyer will “trust” that the cargo will be transported as contracted. Because the service buyer basically “may forget” about the delivery of the goods once the logistics service buyer has handed the cargo over to the service provider, we call this the Fire and Forget model. Obviously, the logistics service buyer will expect a level of feedback on progress (for example, GMPCs).

Note 4: The role of transport service buyer can be performed by the seller or the buyer. Who will take the role, generally depends on the Incoterms agreed between the Seller and Buyer as part of the Goods Transaction contract (Buy/Sell contract).

5.6.3 However, the service buyer would prefer not to get involved in the execution of the transportation. As far as the relationship between the logistics service buyer and the service provider is concerned there is only a single transport contract involved (the one between the transport service buyer and transport service seller). That transport covers the entire journey of the shipment from seller to buyer. The transport service buyer is generally the owner of the cargo to be transported.

5.6.3.1 Either the buyer or seller of transport services should generate the TUID at the first intention to ship goods from a known origin location to a known destination location. The TUID shall be generated initially with the status POSTED (200) in the Planning Phase.

Note 5: Transport services, once agreed, will be executed under a transport contract. The transport contract will stipulate a consignor and a consignee indicating where the cargo should be collected and where it should be delivered. In the Fire and Forget scenario, the seller will generally be the consignor and the buyer will be the consignee.

5.6.3.2 The logistic service buyer (LSB) may broadcast the requirements for the transportation transaction, seeking qualified carriers who offer their service of moving goods as cargo to logistic service buyers. The LSB may also share the requirements directly with one or more preferred carriers.

5.6.3.3 When a qualified carrier has expressed interest in servicing the transport need, the status shall change to PRE-BOOKED (300), meaning that the transport service buyer has an option but has not yet committed to a specific carrier who will perform the service as quoted. This step is optional. In case the LSB sends the transport requirement directly to a preferred carrier, this step does not apply.

5.6.3.4 When the logistic service buyer selects and confirms a carrier to move the goods that have been prepared as cargo, the transaction advances to status BOOKED (400). BOOKED is the last step of the planning process and can be done a significant period in advance of the actual cargo pick up or can be done the same day, for instance through a dynamic spot market. In case the LSB interacts with the preferred carrier, the status BOOKED is reached when that carrier confirms acceptance of the LSB transportation request.

5.6.3.5 When the BOOKED (400) carrier is under a rate confirmation sheet (RATECON), there is an anticipation of services to be rendered by the carrier for the LSB. However, the transport transaction does not start until the bill of lading has been signed by the LSB and carrier to confirm the cargo has in fact been picked up and the LSB and the carrier enter into a legally binding service contract to move goods from the origin to the destination.

Note 6: The bill of lading is used here as an example of any equivalent shipping or transport document used in any mode of transport or geography that confirms loading of the cargo.

5.6.3.6 Often before the BOOKED (400) carrier dispatches a driver with a trailer to move the goods under contract, there is an appointment or confirmation of pick up communicated between the carrier and the LSB. This step can trigger an update to the precise pick up location and the precise time. Changes that specify more precise locations for pick up are welcomed, but they do not change the TUID number that was generated. The appointment scheduling generates a record of the more precise pick up location , and conveys the updated, more precise pick up location for the collection of the LSB’s cargo in the carrier’s asset (trailer, truck, railcar etc.) . In cases of dry or wet bulk items, the railcar, or barge may carry the goods directly.

5.6.3.7 Regardless if there was a separate appointment and updated dock location, the Planning Phase ends and the Execution Phase begins when the cargo from the LSB is loaded inside the carrier asset and received by the driver, with the change of custody documented on the appropriate transport document (for example, bill of lading). When the carrier / driver has signed for the LSB’s cargo and has begun the service of moving the goods as cargo, the EN ROUTE (500) status occurs, which continues until DELIVERED (700) at the destination prescribed on the transportation contracts (for example, bill of lading).

5.6.3.8 DELIVERED (700) occurs when the cargo has been unloaded from the carrier's transport asset and inspected for comparison to the relevant transport documents (for example, bill of lading) for accuracy and no damage. DELIVERED (700) ends the Execution Phase, but there are many tracking and tracing events that can be updated between the EN ROUTE (500) and DELIVERED (700) statuses. There is a natural delay that occurs when a paper transport document is signed before it gets to the carrier office for INVOICED (800) generation, the first step of the Reconciliation Phase.

5.6.3.9 When the carrier’s driver completes transportation assignments, the completed transport documents (for example, bill of lading) are returned to the carrier who reviews the transport documents such as the rate confirmation sheet (if applicable) and the bill of lading, looking for any discrepancy from what services were requested to those services actually performed to complete the work. The carrier invoices for the transportation services and will note any additional (accessorial) charges or expenses incurred that were not accounted for in the original transport booking documents.

5.6.3.10 The carrier’s invoice is delivered to the buyer of the transport services and the Reconciliation Phase begins with the review of the carrier’s invoice, the various transport documents (such as the bill of lading, and the rate confirmation sheet or booking confirmation), looking for a 3-way match to enable payment of the carrier invoice. This reconciliation generally also affects the payment of the seller’s invoice to the buyer for goods transported on that transport service.

5.6.3.11 When there are exceptions or changes in the services needed to complete delivery, any additional services will be documented on the bill of lading or other shipment documents for reconciliation before payment is made. The carrier and LSB may disagree on what services were rendered, what was quoted, and what was actually performed to meet the transport need. The Reconciliation Phase continues until all parties have marked the transaction complete and no obligation to any stakeholders remains.

5.6.3.12 When all parties are satisfied that the transaction has been completed, including final settlement with no remaining financial obligations, the transaction advances to an ARCHIVED (900) status for required recordkeeping.

5.6.4 During this process, each of the status updates will be logged for future reference. Table 2 is an example of what such a log may look like conceptually.

5.6.5 In Fire and Forget, the cargo owner (logistic service buyer) and logistics service seller agreed in the transport contract to “view” the consignment covered in their contract as “one thing” that moves through the transport network as “one thing” and will be delivered to the destination as “one thing.”

5.6.6 In actual practice, that consignment will generally be transported on several legs (for example, pre-carriage, main carriage, onward carriage). See Fig. 3.

5.6.7 In Fig. 3, TerrificToys is “Seller A” and their customer is “Buyer A”. The shipment of goods sold and bought between them is depicted as the green dotted line (and document icon).

5.6.8 The transportation for that shipment is executed through three consignments. The first consignment covers the transportation from Seller A to the Consolidator (an LSP specialised in combining cargo to improve transport efficiency and effectiveness). This first consignment is often referred to as the pre-carriage stage of the transportation.

5.6.9 The Consolidator combines the consignment from Seller A with a consignment received from Seller B creating a new consignment. This new consignment is transported from the Consolidator to a Deconsolidator. This transportation is often referred to as the main carriage stage.

Note 7: In general, a consolidator will combine consignments received from more than two sources. To keep the figure as simple as possible, it only includes two shipments from two different sellers. Consolidator and Deconsolidator are roles performed by parties. Both roles may be performed by the same (global) party such as a global freight forwarder

5.6.10 The Deconsolidator will split the received main carriage consignment and create two new consignments for transportation to Buyer A (and Buyer B). The consignment to deliver the shipment from Seller A to Buyer A is often referred to as the onward carriage stage.

5.6.11 Each of the three consignments associated with the shipment between Seller A and Buyer A may be covered by transport contracts between the carriers involved in each consignment and the logistic service seller contracted by Seller A. This very common transport industry practice is referred to as subcontracting. See 4.11.

Note 8: A subcontracted party may itself subcontract parts or all of the execution to one or multiple other LSP. In that way multiple levels of subcontracting may exist for the execution of a single shipment from a seller to a buyer.

5.6.12 Each of the consignments should also be assigned their own globally unique identifier (TUID) to ensure all parties involved in the transport execution and administration of these consignments and associated transport contracts will be able to communicate efficiently and without confusion about these consignments.

5.6.13 However, the logistic service buyer (Seller A in this example) in the Fire and Forget approach generally does not want to know about those details. If so, they will only get status updates for the milestones defined in the Goods Movement Process related to the TUID that was created for the end-to-end transportation (shipment) of cargo from TerrificToys to their customer. Table 1 above shows what that could look like between TerrificToys and TransportWell.

5.6.14 The logistic service seller (TransportWell) in the discussion above acts as the transport director towards TerrificToys. They function as an intermediary to help vet logistic service providers and match the needs of the cargo owner to logistic service provider offerings.

5.6.15 The transport director in the Fire and Forget approach generally becomes the conduit for information and the holder of the single source of truth related to the execution of transportation related to the shipment. Both cargo owners and carriers will contact the transport director for information about scheduled activities in the goods movement process as well as any changes that need to be made.

Note 9: For transportation in the United States of America, these transport director services may be provided by a licensed property broker.

5.6.16 All parties involved shall use the transport unit identifier in their communications related to the transport unit.

5.7 Manage Through Fire: 

5.7.1 Logistic service buyers may choose to adopt a “hands-on” approach with their LSP. For instance, some sellers or buyers of goods (cargo owners) build transportation management departments to coordinate their goods movement themselves directly with carriers or with their own transport assets, instead of working through an intermediary to source capacity.

5.7.2 In this approach, the cargo owner is interested in the details of the transport execution and wants to have control over the transport execution arrangements for each stage of the journey of the goods from seller to buyer. In this document, we also refer to this approach as Manage through Fire.

5.7.3 In the Manage through Fire model, one party takes full responsibility and control over the arrangements for transportation of the cargo from original despatch location to the final destination for those goods (generally the buyer of those goods), which typically will involve multiple different transport movements that may involve multiple different modes of transport (see Fig. 3). Let’s call this party the “transport director”, who, similar to the way an orchestra director ensures the orchestra performs in a synchronised and harmonious way, ensures that all activities related to the transportation are coordinated and executed in a synchronised and harmonious way. In the Manage through Fire approach, the logistic service buyer (seller or buyer) takes on the role of transport director.

5.7.4 Cargo owners who manage their own transportation are performing background checks on carriers in addition to dealing with scheduling of appointments and service failures which may require emergency rebooking. To perform this type of self service transportation management, requires an understanding of the landscape of transport services that may be required. Depending on an organization’s supply chain this may include local, in state, in region, in country single mode, in country multi-mode, ground border export international, ground border import international, port border export international, port border import international aspects as well as others.

5.7.5 Clearly, in this model there is a collection of interrelated transport contracts that need to be established and managed as part of the transport director role. For each of the transport contracts (loads), a separate TUID will be created. For each of those, the relevant GMPCs will have to be recorded and managed. Changes or events in the execution of one transport contract may impact the planning and execution of another (set of) related transport contracts. This level of management is not a trivial task (also given the high levels of uncertainty in transportation), which is why we named it Manage through Fire.

Note 10: The models are not mutually exclusive. In many cases, a seller or buyer of goods may take control of some parts of the end-to-end journey, but they still contract a transport service provider to take the role of transport director for some other parts of the journey. For instance they manage road transports themselves, but they contract a freight forwarder to manage maritime transport related complexities.

5.7.6 Future guides will elaborate on these high-level outlines and they may also address challenges or aspects that are specific to supply chains or parts thereof. These future guides may be published as separate documents, but would refer to this “foundational” guide as the basis on which they build.

5.7.7 To illustrate the main differences between Manage through Fire and Fire and Forget, we look at a few quite common use cases in supply chains and transportation. The descriptions below highlight some of the main items to be considered when implementing the Manage through Fire approach in a given context. The sections below by no means provide a comprehensive description of all items and aspects related to the implementation of a Manage through Fire approach.

5.7.8 Large Shipment Transported as Multiple Consignments: 

5.7.8.1 Consider a shipment of 40 containers from a DC in Belgium to a DC in the UK. The seller (SmoothSkin) has taken the responsibility to make all arrangements needed to transport these 40 containers from Belgium to the UK.

5.7.8.2 Therefore, the seller will act as the logistic service buyer towards all logistic service providers needed for the transport execution.

5.7.8.3 SmoothSkin assigns a TUID to the shipment between the Belgian and UK DCs.

5.7.8.4 Acting as LSB, SmoothSkin needs to contract 40 separate transport movements from the DC to an inland port in Belgium where the 40 containers will be loaded onto a barge. Each of these transport movements to the inland port is a separate consignment covered under its own transport contract. For each of these transport contracts a separate TUID and associated statuses should be created and recorded. Each of those 40 new TUIDs will be linked to the TUID for the shipment (by including the shipment TUID in the transport file for each of the new consignments).

5.7.8.5 Once all 40 containers have been delivered to the inland port, all 40 may be transported as a single consignment under a single transport contract from the inland port to the port of Antwerp. This transport contract will have its own separate TUID.

5.7.8.6 Here too, the consignment will get its own TUID, which will be linked with the shipment TUID. This also establishes the logical links between the preceding consignments and the new consignment.

5.7.8.7 In the port of Antwerp the 40 containers will be loaded on a ship for maritime transportation to a port in the UK. This would be a single consignment covered by a single transport contract with its own TUID (and associated statuses – GMPC). Again, the consignment will get its own TUID, which will be linked with the shipment TUID. Here too, this establishes the logical link between the preceding consignment and the new consignment.

5.7.8.8 In the UK, there are two options (in our example case):

(1) Transport each container to the UK DC separately using a road carrier. That results in 40 consignments and 40 transport contracts, each of which will have its own TUID and associated statuses. Each of the new TUID will be linked with the shipment TUID.

(2) Transport all 40 containers as a single consignment via rail to the DC in the UK. That results in a single transport contract with its own TUID and associated statuses. The new rail consignment TUID will be linked with the shipment TUID.

5.7.8.9 When using road transport also in the UK, there are 82 (40+40+1+1) consignments that the seller needs to manage related to a single shipment. The consignments and the shipment each have their own TUID, meaning SmoothSkin needs to manage 83 TUIDs and the links among them. In case they use rail in the UK there would be “only” 43 consignments and transport contracts, resulting in 44 TUIDs to be managed.

5.7.9 Shipments Consolidated in Consignment for Transport Optimization: 

5.7.9.1 A seller of apples (AwesomeApples) located in Washington state USA has two customers located in the Atlanta (Georgia; USA) area: FantasticFruits and PeerlessProduce. FantasticFruits and PeerlessProduce have each bought apples from AwesomeApples in quantities that are less than can fill an ISO intermodal container, but the combined quantity is big enough to fill most of such a container.

5.7.9.2 So Awesome Apples creates two shipments (one for FantasticFruits and one for PeerlessProduce). They assign a separate TUID for each shipment. See Fig. 4.

5.7.9.3 AwesomeApples decides to combine the two shipments in a single intermodal container for transportation between the AwesomeApple warehouse in Washington and Atlanta. In Atlanta the two shipments will be delivered separately to FantasticFruits and PeerlessProduce using road carriers. The transportation of the intermodal container is split into two stages: transportation by road to a rail terminal near the AwesomeApples warehouse and then transportation via rail to a rail terminal near Atlanta. AwesomeApples creates a separate consignment for each of the two stages and associated transport contracts. They assign a separate TUID to each of these two transport contracts and link those TUIDs with the two shipment TUIDs by including both in each of the transport files created for the consignments.

5.7.9.4 AwesomeApples also enters into two separate transport contracts with road carriers in Atlanta for the shipment deliveries to the facilities of FantasticFruits and PeerlessProduce. These deliveries are the consignments related to the onward carriage stage of the transportation of the shipments, which in this context is also often referred to as the “final mile”.

5.7.9.5 In this use case, there are 2 shipments and 4 consignments (1+1+2) to be managed.

5.7.9.6 Shipments are indicated with green arrows and document icons. Consignments are indicated with grey arrows. Consolidated consignments are indicated with wide arrows and container icons. Consignments containing a single shipment are indicated with narrow arrows and a pallet icon.

5.7.9.7 There are 6 TUIDs associated with them that are linked to each other enabling the IT systems of AwesomeApple to keep track of both the individual shipments and how they are transported on the consignments. The tables below indicate the TUIDs and logical links. However, this guide does not describe the ways to technically establish the links between the TUIDs. (See Table 3.)

5.7.9.8 Consignments C201 and C202 are the onward carriage deliveries for shipments S001 and S002 respectively. The intermodal container also has an identifier, the so-called BIC code. In the table below shown as BIC-1. This document covers only the links between the various TUID. Therefore, strictly speaking, the bottom row is for information only. (See Table 4.)

5.7.9.9 Most cargo owners will elaborate this table to also include so-called “logistic units” (according to the GS1 definition) such as pallets that are created at the sending location of AwesomeApples. Those logistic units would be placed (stuffed) into the intermodal container. During that activity the links between the logistic units and the intermodal container as well as between the shipments and the logistic units would be created. In fact, the intermodal container with these contents is itself a “logistic unit” according to the GS1 standards. The UN/CEFACT Business Requirements Specification document “Integrated Track and Trace for Multi-Modal Transportation” describes in more detail how to do that.

5.7.9.10 Creating those links between the identifiers enables the cargo owner to achieve detailed visibility of its goods throughout the journey of the goods from seller to buyer. That level of tracking and tracing is out of scope for this document. The focus here is strictly on the shipments and consignments.

5.8 Impact of Incoterms on Transport Arrangements: 

5.8.1 In the above use cases, a single party had the responsibility to make arrangements for the transportation end-to-end (from seller to buyer).

5.8.2 When the seller and buyer agree in their contract for the sale of goods, the contract will generally include a reference to so-called Incoterms developed and maintained by the International Chamber of Commerce (ICC). These Incoterms describe which of the parties will be responsible for which part of the end-to-end transport of the shipment resulting from this sale. The Incoterms also cover other aspects such as which party carries the risk of loss or damage to the goods being transported.

5.8.3 Both of those aspects have their impact on arrangements that need to be made for the movement of the goods between seller and buyer. For instance, the cargo owner may want to take out insurance for the loss or damage to the goods, especially for high-value goods. This will apply in both the Fire and Forget and Manage through Fire approaches. Depending on the specific Incoterms adopted within the contract for the sale of goods, ownership of the cargo may change from seller to buyer at different places in the end-to-end journey of the goods.

5.8.4 The various Incoterms option are indicated with three-letter abbreviations (for example, EXW, FOB, CIP and DDP) that are shown across the top of the figure referenced in 5.8.3.

5.8.5 In the Fire and Forget scenario, the Incoterms applied will often be DDP at the buyer's location. When you look at the column marked with DDP, all cells below “Obligations & Charges” state that the seller needs to take care of those. The seller then contracts with the logistic service seller to take care of all of these obligations. In a Manage through Fire approach, the seller itself may take care of all obligations linked with the DDP Incoterms.

5.8.6 However, in case the Incoterms EXW from the seller’s location have been agreed between seller and buyer, then the seller’s responsibility is to ensure the goods are packaged well enough for transportation. The buyer has the responsibility to take care of all other obligations and charges.

5.8.7 Here too, the buyer may opt to contract a logistic service provider to make all necessary arrangements to fulfil those responsibilities. In effect, they then adopt a Fire and Forget approach for the inbound transportation of purchased goods to their facilities.

5.8.8 Alternatively, the buyer may choose the Manage through Fire approach and take care of all arrangements itself.

5.8.9 The figure referenced in 5.8.3 also clearly shows that the obligations and responsibilities related to the transportation of the goods (traded items) from seller to buyer may be split between both of them.

5.8.10 In all columns (except EXW and DDP), the place or port that has to be mentioned as part of the Incoterms will be a location that is not a facility of the seller or the buyer. That place named with the Incoterm agreed is where the responsibilities for arranging transportation shift from seller to buyer.

5.8.11 So, for a single shipment, the arrangements for transportation are then split between seller and buyer.

5.8.12 The seller, the buyer or both may contract one or more logistic service providers who will take over the seller’s or buyer’s responsibilities for their part of the end-to-end transportation and make all the necessary arrangements on behalf of the seller or buyer they work for.

5.8.13 In this split responsibility scenario, both seller and buyer will need to assign their own identifier for the part of the transportation journey that they are responsible for. The seller should assign its own TUID to cover the part from their own facility up to the place named in the Incoterms; the buyer should assign its own TUID for the part starting at the named place up to delivery at its own facility.

5.8.14 These consignment TUIDs may be linked to each other in case the seller and buyer link them to the common identifier for the trade transaction (generally referred to as Order ID or Shipment ID).

Note 11: The seller will generally have its own Sales Order ID and the buyer its own related Purchase Order ID. To achieve easy end-to-end tracking of the traded goods (the shipment), they would need to agree on a common Order ID to be used. They may choose one or the other or implement a global data standard identifier for this Order ID. They may opt for a shipment TUID (assigned by the seller), which both seller and buyer may link with their own consignment TUIDs.

5.8.15 Even with this complex set of terms to define the business relationship, there are many sub transactions that are required to provide a seamless experience for buyers and sellers engaged in multimodal international transactions.

5.8.16 Related to the TUID and the GMPCs, the buyer and seller are both aware of the origin location of the shipment, and the buyer and seller are both aware of the destination of the shipment as it has data contained in the purchase order and the sales order from both the buyer and the seller. These buy and sell documents are required for commercial transactions and when transactions are international, the buy and sell documents may need to be included in cross-border procedures. The goods are likely to be subject to duties and fees that vary from country to country.

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Publisher American Society for Testing and Materials (ASTM International)
Publication Date 01/01/2026
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Page Count 12
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