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貨物已經(jīng)到港口，卻碰到國外買家“不提貨/要打折/破產(chǎn)”怎么辦？Goods have arrived at the port, but encountered foreign buyers "do not take the goods / to discount / bankruptcy" how to do?
發(fā)布時間：
2019-12-16
貨物已經(jīng)到港口，卻碰到國外買家“不提貨/要打折/破產(chǎn)”怎么辦？某公司外貿(mào)業(yè)務(wù)員，曾經(jīng)和一個印度買家做進出口貿(mào)易，當(dāng)時合同約定是按T/T(30/70)結(jié)算。但是，當(dāng)這批貨物到達目的港之后，印度當(dāng)?shù)氐呢洿鷧s發(fā)現(xiàn)找不到印度買家來提貨，所以只能通過中國的供應(yīng)商，告訴他趕緊讓他的買家到港口來提貨，令人驚訝的是，深圳這邊的供應(yīng)商居然也找不到那個買家了。無奈之下，只好等那個印度買家來主動聯(lián)系這個中國供應(yīng)商。事隔
貨物已經(jīng)到港口，卻碰到國外買家“不提貨/要打折/破產(chǎn)”怎么辦？
某公司外貿(mào)業(yè)務(wù)員，曾經(jīng)和一個印度買家做進出口貿(mào)易，當(dāng)時合同約定是按T/T(30/70)結(jié)算。但是，當(dāng)這批貨物到達目的港之后，印度當(dāng)?shù)氐呢洿鷧s發(fā)現(xiàn)找不到印度買家來提貨，所以只能通過中國的供應(yīng)商，告訴他趕緊讓他的買家到港口來提貨，令人驚訝的是，深圳這邊的供應(yīng)商居然也找不到那個買家了。
無奈之下，只好等那個印度買家來主動聯(lián)系這個中國供應(yīng)商。事隔一個月之后，這個印度買家終于露頭了，奇怪的是，他沒有立即提貨，也沒告知中方?jīng)]有取貨和消失的原因，而是這樣說：“我們的滯港費很貴的，你趕緊把那批貨給我打折處理，否則我就不提貨，而且那批貨我也不會要了。”
看到這樣的郵件，我們這家中國供應(yīng)商只能打掉牙往肚里咽。無奈之下，為了減少這批貨物在印度滯港期間產(chǎn)生的費用，只好被迫接受買家要求，最終把這批貨打折賣給了對方。
仔細(xì)看這個案例不難發(fā)現(xiàn)，嚴(yán)格來講，這位印度買家也并不算真正的貿(mào)易騙子，他并不是不要貨，而是希望中國供應(yīng)商能夠打折賣給他，所以一開始的時候他同意預(yù)付30%的訂金來買這批貨。那他后來為什么又以滯港費為由要求我們這家中國供應(yīng)商打折賣給他呢？
其實這里就牽扯到一個貿(mào)易風(fēng)險的問題，也體現(xiàn)出一個外貿(mào)業(yè)務(wù)員的專業(yè)性。對這個案例里的外貿(mào)業(yè)務(wù)員來說，他并不熟悉這里的貿(mào)易風(fēng)險，至少從一開始就應(yīng)該有防范意識。
不管買家的口碑和信用如何，我們都應(yīng)做好預(yù)防工作。此外，在問題剛剛發(fā)生時，他并沒有及時作出反應(yīng)，而這里的風(fēng)險事實上也是完全可以避免的。
掌握買家特殊政策
在貨發(fā)出去之后的3-5天可以拿到提單，那么按照他們合同中的付款約定，發(fā)貨之前預(yù)付30%貨款，剩下70%的貨款則應(yīng)該在賣方拿到提單并傳真給海外買家后就付完。如果算上銀行轉(zhuǎn)賬時間在內(nèi)的話，貨款從印度境內(nèi)打到中國，相關(guān)的款項最多不超過72小時就會全部到賬。
因此，整體上不會超過十天時間，我們的款項就應(yīng)該全部到賬。如果這個時候款項還沒到賬，就意味著或許會有風(fēng)險發(fā)生，就應(yīng)引起注意，主動采取措施。
假如十天內(nèi)我們沒收到款項，而這個時候我們的貨還在海上，我們第一步應(yīng)聯(lián)系貨代，要求改單，改consignee。因為早在此之前，印度當(dāng)?shù)刎洿忻鞔_規(guī)定：如果要改consignee，只能改在印度當(dāng)?shù)鼐哂凶蕴柕挠《荣I家，這樣的話改起來會比較麻煩，限制非常大。但是現(xiàn)在這條規(guī)定已經(jīng)有所放寬，基本上只要改成to order印度貨代，也是可以接收的。
所以，在十天內(nèi)如果我們沒有收到相應(yīng)的回款，便可要求貨代改單，改consignee，這是第一步。但是，請注意：貨代不是可以無限期地改單，通常貨代改單也就是十到十二天的時間，這是最長期限。如果在十到十二天之內(nèi)，你沒有提出改單要求，也就意味著你失去改單的權(quán)利。
第二步，如果已無權(quán)改單，那就只能要求貨代通知船公司，請保留我們的貨物滯留在船上，也就是堅持我們的貨物不上岸，不上印度海關(guān)堆場，只有這樣才能保證我們對貨物的擁有權(quán)。因為我們的貨物一旦上岸，進了印度海關(guān)堆場，那么這批貨就在印度海關(guān)的監(jiān)管范圍之內(nèi)，等到印度海關(guān)要對貨物實施拍賣的時候，就一點辦法都沒有了，甚至你想把它拉回中國的可能都幾乎為零。
此外，大家都知道有個棄貨聲明。全球的很多港口都要求：牽扯退貨時，原來的買家需簽署退貨聲明，賣家才能把貨原封不動地拉回原出口地。像中國和印度就有棄貨聲明的要求。也就是說，我們的貨物一旦進入印度海關(guān)的監(jiān)管范圍，要想把貨物拉回，就必須征得原來買家的同意，在確認(rèn)對方已經(jīng)不要這批貨后，我們才能將貨拉回。這樣會非常麻煩和繁瑣，手續(xù)費也會更高昂。
除了要求貨代改consignee，亦或要求船公司我們的貨物不上岸外，在最初談判付款方式的時候也是可以多做爭取的。尤其是像印度這種信譽度不高、風(fēng)險又非常大的買家，收款的問題尤為重要。比如可以采取穩(wěn)妥的付款方式，比方說采取全額T/T，雖說這種付款方式較難爭取，但不是完全沒有可能，機會在于人的把握。
案例中的這位買家，之所以“詭計”得逞，其實與其海關(guān)的特殊政策也是有關(guān)的。印度海關(guān)規(guī)定：若長期無人認(rèn)領(lǐng)的，滯留在港口的無主貨，可由海關(guān)實施拍賣，且貨物原買家擁有優(yōu)先競拍權(quán)。就是說，如果原來的印度買家在沒人跟他競拍這批貨的時候，便可一人獨得。即便是在有人跟他一起競拍的情況下，他也可以優(yōu)先取得。
我們常說，全球各國買家的特點是不一樣的，阿拉伯商人尤其善于討價還價，印度商人也是出了名的砍價王。所以，也正是這樣一條政策，給了想要投機的某些印度商人提供了可乘之機。
有效投訴與求助
回過頭來再次分析這個案例，如果真的遇到這種事情，可以跟他玩心理戰(zhàn)。首先找出對方的軟肋。
案例中的買家在貨物抵達印度港口后，并沒及時去提貨。在貨代和賣方聯(lián)系他未果期間，他發(fā)現(xiàn)對方也沒有采取任何有效措施。所以，他就和中國供應(yīng)商故意玩起消失，企圖以此造成一種滯港費已經(jīng)出現(xiàn)不得已的局面，甚至想把消息封鎖起來。
這種情況其實是因為中國供應(yīng)方經(jīng)驗不足而造成的。如果我們對當(dāng)?shù)卣哂兴私?，并且在與印度買家失去聯(lián)系的第一時間找到其他印度買家，及時把consignee改成另外一個印度買家，那么這個印度買家還真的會繼續(xù)玩消失嗎？顯然不可能。
所以這種情況下，我們能做的就是盡量把這個消息擴散開，他想玩封閉策略，那我們就玩開放策略。但是，因為印度市場相對比較集中，怎么把這個消息廣而告之也是一個問題。
這時，就應(yīng)該利用印度的行業(yè)協(xié)會，和中國的協(xié)會不同，其職能非常之大。通過行業(yè)協(xié)會，就可以找到相應(yīng)的有購買力的買家。同時，通過這樣的消息傳播，對于我們來講，也是一種廣告效應(yīng)。
另外一種方法，我們可以投訴，向比較有實權(quán)的機構(gòu)投訴，比如行業(yè)協(xié)會。我們可以把這個消息以郵件或者正式公文的形式，正式通知對方，告訴他：“你這種行為已經(jīng)引起我的激憤，如果在幾天內(nèi)你不解決的話，我將把你這種行為投訴給你們當(dāng)?shù)匦袠I(yè)協(xié)會。同時，我還可以將你這種行為投訴到中國當(dāng)?shù)氐馁Q(mào)促會，將來你再來實施采購計劃時，可能連人都進不到中國境內(nèi)。”
曾經(jīng)就有一個深圳老板，以這樣的形式把一位有欺騙嫌疑的印度買家投訴到當(dāng)?shù)氐碾娮酉M行業(yè)協(xié)會，同時又抄送給當(dāng)?shù)氐馁Q(mào)促會，當(dāng)那個印度買家得知這個消息后，沒出3天，立馬就把尾款打了過來。
所以我們經(jīng)常說，要投訴，不是投訴無門，而是要投訴到有實際權(quán)力的有效部門，這個很關(guān)鍵。由此看出，在跟這樣不良的印度買家進行貿(mào)易時，我們要具備基本的貿(mào)易措施。
提醒我們中國出口企業(yè)，在跟這些風(fēng)險比較高的買家進行貿(mào)易合作時，一定要提防對方的政策漏洞，避免給我們造成風(fēng)險。
Goods have arrived at the port, but encountered foreign buyers "do not take the goods / to discount / bankruptcy" how to do?
A company's foreign trade salesman, once and an Indian buyer do import and export trade, when the contract is t / t 30 / 70 settlement. However, when the goods arrived at the port of destination, the local freight forwarder found that he could not find an Indian buyer to pick up the goods, so he had to go through the Chinese supplier and tell him to hurry his buyer to pick up the goods at the port. Surprisingly, even the supplier in Shenzhen couldn't find the buyer.
But, I had to wait for the Indian buyer to contact the Chinese supplier. A month after the incident, the Indian buyer finally showed up. Strangely, he did not pick up the goods immediately, nor did he inform the Chinese side of the reasons for not picking up the goods and disappearing Instead, he said, "our demurrage is very expensive. You give me a discount on the goods, or I won't take the goods, and I won't take the goods. "
To See such an E-mail, our Chinese suppliers can only blow out the teeth to swallow. In order to reduce the cost of the goods during their stay in India, they had to accept the buyer's request and finally sold the goods to the other side at a discount.
A close look at this case shows that, strictly speaking, this Indian buyer is not a real trade cheat either. He does not want the goods, but hopes that Chinese suppliers will sell them at a discount So at first he agreed to pay a 30% down payment for the goods. Then why did he ask our Chinese supplier to sell it to him at a discount on the ground of demurrage?
In fact, there is a trade risk involved here, and also reflects the professionalism of a foreign trade salesman. For the foreign trade salesman in this case, he was not familiar with the trade risks here, at least from the beginning should have a sense of precaution.
Regardless of the buyer's reputation and credit, we should do a good job of prevention. Moreover, he did not react in time to the problems at the outset, and the risks here were, in fact, entirely avoidable.
Know the buyer's special policy
The bill of lading is available 3-5 days after the delivery of the goods. Then, according to the payment agreement in their contract, 30% payment should be made in advance before delivery, and the remaining 70% payment should be made after the seller gets the bill of lading and faxes it to the overseas buyer. If the time of bank transfer is included, the money will be sent from India to China, and the related money will be received within 72 hours at most.
Therefore, on the whole, it should not take more than ten days, and all our money should be received. If the payment has not been received by this time, which means that there may be risks, it should be noted that the initiative to take action.
If we do not receive payment within 10 days, and this time our goods are still at sea, we should contact the forwarder, request to change the order, change consignee. Long before that, local freight forwarders in India had made it clear that if consignee was to be changed, it would have to be to a local Indian buyer with a registered number in India, which would be difficult to change and would be very restrictive. But now this rule has been relaxed, basically as long as to order Indian freight forwarding, is also acceptable.
Therefore, if we do not receive the corresponding payment within 10 days, we can request the forwarder to change the order, change the consignee, this is the first step. However, please note: Freight forwarders are not indefinitely change the order, usually freight forwarders change the order is 10 to 12 days time, this is the maximum period. If you do not request a change of order within ten to twelve days, you lose the right to change the order.
Second, if we have no right to change the order, we can only ask the forwarder to inform the shipping company, please keep our goods on board, that is to say, insist that our goods are not landed on the Indian Customs Yard It's the only way to guarantee our ownership of the goods. Because once our goods are landed and entered the Indian customs yard, then the goods will be under the supervision of the Indian Customs. When the Indian customs wants to auction the goods, there will be nothing to be done Even the chances of you dragging it back to China are slim to none.
Besides, everyone knows there's a disclaimer. Many ports around the world require that, when it comes to returns, the original buyer signs a return statement so that the seller can return the goods to their original place of export intact. China and India, for example, have a waiver requirement. That is to say, once our goods have entered the Indian customs control area, in order to pull the goods back, we have to ask for the consent of the original buyer, after confirming that the other side has not wanted the goods, we can pull them back. This will be very troublesome and cumbersome, and the handling fee will be more expensive.
In addition to requiring the forwarder to change consignee, or the shipping company not to land our goods, payment terms can be negotiated in the initial time can also do more to obtain. The issue of collection is particularly important for buyers like India, who have little credibility and are very risky. For example, we can take a safe payment method, for example, to take the full t / T, although this kind of payment method is more difficult to obtain, but not completely impossible, the opportunity lies in the person's grasp.
The buyer in this case, the reason for the "trick" to succeed, in fact, and its customs special policy is also related. Indian customs rules: IF THE LONG-TERM UNCLAIMED, stranded in the port without the owner of the goods, the auction can be carried out by customs, and the original buyer of the goods have the right of priority auction. That is, if the original Indian buyer could have the whole lot to himself when no one else was bidding on it. Even if someone else bid with him, he would get first dibs.
It is often said that buyers from all over the world are different, that Arab traders are particularly good at bargaining and that Indian traders are also famous bargainers. So it is this policy that has given some Indian businessmen who want to speculate an opportunity.
Effective complaints and requests for assistance
Go back and analyze the case again, if it really happens, you can play psychological warfare with him. First, we find each other's soft spots.
The buyer in this case did not pick up the goods in time after they arrived at an Indian port. During the unsuccessful contact between the forwarder and the seller, he found that the other party did not take any effective measures. So, he and the Chinese supplier deliberately play disappeared, in an attempt to create a stagnation fee has been unavoidable situation, even want to keep the news closed.
This situation is actually caused by the inexperience of Chinese suppliers. Would an Indian buyer really continue to disappear if we knew a little bit about local policy, found another Indian buyer the first time we lost contact with an Indian buyer, and changed consignee to another Indian buyer in time? Apparently not.
So in this case, all we can do is spread the word as far as we can. He wants to play the closed game, we play the open game. However, because the Indian market is relatively concentrated, how to spread the news is also a problem.
At this point, India's trade associations, unlike those in China, should be used for very large functions. Through the Trade Association, you can find a corresponding buyer with purchasing power. At the same time, through the dissemination of such information, for us, is also an advertising effect.
Another way, we can complain, is to complain to a more powerful organization, such as a trade association. We can officially notify the other party of the news by mail or official documents Tell him: "Your behavior has aroused my indignation, if you do not resolve within a few days, I will take your behavior to your local industry association. ". At the same time, I can complain about your behavior to the local CCPIT, and you may not even be able to get into China when you come back to implement your purchasing plan."
There was once a Shenzhen boss who, in this way, complained to the local consumer Electronics Industry Association about a suspected fraudulent Indian buyer, and at the same time copied it to the local trade promotion committee. When the Indian buyer learned the news, within three days, I sent the rest of the money right over.
So we often say, to complain, not to complain no way, but to complain to the effective departments with actual power, this is the key. It follows that we need to have basic trade measures in place when trading with such undesirable Indian buyers.
Remind us that China's export enterprises, in trade cooperation with these high-risk buyers, must be wary of the other side of the policy loopholes, to avoid the risk to us.
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