Taylor Made Only / Insights
Publications to prepare for decisions, organise information and deepen conversations about business, operations and technology.
Explore the publications
Taylor Insights / Complete publications
Offers, markets, business presence and logistics. Four publications to examine the conditions of the business and organise the work with your team.
01 / Insights publication40 pages
A conversation about your offer and the next international transaction.
Product, origin, availability and fulfilment conditions. What your company needs to confirm before presenting an international offer.
An editable presentation of the publication and a supporting spreadsheet to prepare your offer.
Editable templates · PPTXSupporting spreadsheets · XLSXOffline reader · HTML
02 / Insights publication40 pages
From the chosen market to commercial operations.
How to choose a market, prepare the offer, develop channels and approach the client. Twenty instruments to organise these decisions with your team.
20 instruments to work through decisions with your team.
Editable templates · PPTXSupporting spreadsheets · XLSXOffline reader · HTML
03 / Insights publication32 pages
Presence, evidence and the rules of the game.
How to present a verifiable company, bring together evidence of the business and maintain continuity in international commercial conversations.
10 instruments to work through decisions with your team.
Editable templates · PPTXSupporting spreadsheets · XLSXOffline reader · HTML
04 / Insights publication40 pages
From the origin warehouse to receipt at destination.
Follow the operational cycle, from warehouse to receipt: timelines, costs beyond freight, coordination and records that support monitoring.
18 instruments to work through decisions with your team.
Editable templates · PPTXSupporting spreadsheets · XLSXOffline reader · HTMLReference notes
Guides on assets, private labels, applied intelligence and market analysis. The export and logistics notes also remain available in the reading section below.
03Business and assets
Does the presentation explain what is being offered and which information can already be shared?
04Product and market
What offer can your brand sustain in the channel it wants to reach?
05Intelligence and management
Which decision needs better-organised information before it can be supported by AI?
06Markets and evidence
What can the data tell us — and what still needs to be confirmed in the operation?
Reference notes / Edition 01
The brief guides collected in a 26-page edition. The four complete publications are independent readings, available above.
Reference notes / Read on the site
Read the six brief guides on this page. The complete publications have their own HTML readers, with images, diagrams and instruments.
Taylor Made Only / Insights
A conversation with a buyer depends on a clear offer and conditions the company can explain. This guide brings together product, supply, market, operations and owners to prepare for evaluating the transaction.
Who it is for For producers, industrial companies and businesses considering a first export or preparing a new international transaction.
How to use it Complete it with those who know the product and operations. Identify what is already demonstrated, what is an assumption and what needs confirmation before making an offer.
01 / Reading framework
Start with the concrete offer. Then connect the destination, fulfilment conditions and the company's decisions. Information still unresolved should be identified as a question to address.
Describe the product, presentation, available specifications and supply capacity. Identify the source of each item of information and who confirms its validity for the transaction.
Record the destination, buyer profile and expected product use. Distinguish interest in exploring a market from requirements actually received from a contact.
Bring together volume, schedule, route, documents and resources. Compare commercial terms with the ability to fulfil what will be presented to the buyer.
Identify who prepares information, approves commitments and monitors the project. Record the next decision and the confirmations needed before proceeding.
02 / Information and responsibilities
Scroll the table horizontally to view all columns.
| Topic | Information required | Who participates |
|---|---|---|
| Offer | Product, presentation, specifications and demonstrated capacity, with the information's reference and date. | Those who know the product and confirm the supply conditions. |
| Transaction | Origin, destination, planned route, available documents and points still subject to assessment. | Internal owners and service providers involved in the operation. |
| Commitments | Proposal assumptions, resources required and commercial or financial decisions still open. | Those with authority to approve the company's terms. |
03 / Preparation
Can someone else understand the description? Record the product, presentation and available technical references without filling gaps through assumptions.
Have the volume and schedule been assessed with the supplier? Identify what is confirmed and which conditions may affect fulfilment.
Is it clear where you intend to sell and whom to speak to? Record requirements received and questions that need to be checked at destination.
Do commercial assumptions have a reference and validity period? Set out what can be offered now and what depends on updates or approval.
Has the physical and documentary sequence been discussed with those involved? Identify dependencies in preparation, loading, delivery and receipt.
Who assessed the resources and approves the commitments? Record outstanding items, the person responsible for confirmation and the next review date.
04 / Working guide
05 / Next step
Those responsible have confirmed the conditions for the next stage. Record the authorised scope and the points that will remain under review.
The offer needs to change to reflect what can be supplied. Define what will be reviewed and who confirms the new terms before they are presented.
An important question remains unanswered. Identify the information needed and the person responsible for obtaining it before making the next commitment.
On completion, the company should be able to explain what it offers, on what terms and who confirms each point. This guide organises preparation; each operation's conditions require their own assessment.
Sources and further reading
Export capability, the first operation and continuity organized for each project.
Preparation of the company, offer, economics, accountable people and readiness criteria.
Coordination of the approved cycle under its agreed scope, from the lot through payment receipt and reconciliation.
Opportunities, resources and risks examined before commitments are made.
A tailored internationalization program connecting the offer, market, presence, operations and responsibilities.
Taylor Made Only / Insights
An operation brings together companies performing different activities. Everyone needs to understand the route. This guide connects cargo, documents, milestones and responsibilities to prepare the conversation between participants.
Who it is for For shippers, buyers and commercial and operational teams that need to prepare cargo, review a route or align the participants.
How to use it Complete it with those responsible for the cargo, transport and receipt. Mark what has been agreed and the coordination points still awaiting confirmation.
01 / Reading framework
Follow the four stages with the same question: what needs to happen, which information supports the stage and who confirms it can proceed? Record the handoffs between companies.
Identify the cargo, its availability and collection conditions. Record who provides the information and who confirms preparation at origin.
Gather the documents and approvals identified by participants for the operation. Assign each outstanding item to the person who prepares, checks or confirms it.
Describe transport modes, transfer points and planned windows. Confirm the service providers involved and the dependencies between one stage and the next.
Agree on the place and conditions of receipt with the recipient. Establish who confirms delivery, records incidents and refers outstanding items.
02 / Information and responsibilities
Scroll the table horizontally to view all columns.
| Topic | Information required | Who participates |
|---|---|---|
| Documents | Expected material, available reference, outstanding items and the confirmation required for the stage. | Shipper and agents involved, according to their agreed roles. |
| Shipment | Cargo availability, window, preparation and handover to the contracted operator. | Shipper and operator responsible for the contracted stage. |
| Delivery | Location, receiving conditions, confirmation and handling of identified incidents. | Recipient and service providers involved in receiving the cargo. |
03 / Preparation
What will be moved and in what volume? Set out the characteristics provided by the person responsible and the conditions that need checking.
Will the cargo be ready at the scheduled time? Record its location, stated availability and who confirms the conditions for collection or loading.
Do participants understand transport modes, transfers and windows? List the handoffs between providers and the points where confirmation releases the next stage.
Are the materials identified for the operation available? Record who prepares each document, who checks it and which items remain outstanding.
Does the recipient know the delivery forecast and conditions? Confirm the location, preparation required and how receipt will be recorded.
Is there a point of contact at each stage? Agree on how to communicate deviations, record decisions and refer the next action between those involved.
04 / Working guide
05 / Next step
Those involved recognise the requirements for the next stage and identify their outstanding items. Record what can proceed and what remains conditional.
A window or handoff needs adjustment. Bring together those responsible for the affected stages and record the new conditions before revising the schedule.
A deviation requires action or a decision. Describe the event, identify the responsible participant and keep the follow-up accessible to those involved.
A shared view of the operation needs to show the route, participants and confirmations. The responsibilities of carriers, agents, terminals and warehouses follow their respective contracts.
Sources and further reading
The guide's foundation: flow, responsibility matrix and monitoring schedule from origin to destination.
Commercial terms, lot, resources, logistics and documents connected to the agreed execution.
Product, specification, volume, origin and destination as the initial information for the commercial operation.
The roles of Taylor, specialists and independent companies defined according to the agreed work.
Taylor Made Only / Insights
The transaction objective defines which information needs to be known. An initial presentation should explain the asset, the scope of the conversation and what is available for assessment. Further detail follows the stage and the authorisations.
Who it is for For owners, buyers and leaders assessing land, facilities or productive assets who need to prepare a first commercial conversation.
How to use it Complete it with those who know the asset and are responsible for the information. Separate what can be included in the initial presentation from what will be discussed in a restricted-access stage.
01 / Reading framework
Start with the asset and the transaction objective. Add characteristics that explain the asset, available references and sharing limits. Make open questions visible.
Record what is to be negotiated and what is included: land, facilities, equipment or operations. Distinguish the asset from the company where relevant.
Describe the location, intended use, infrastructure and operating status. Link size or capacity data to an identifiable source and the information date.
Organise the summary, photographs, maps and available documents. Identify who explains the data and which points need further analysis or confirmation.
Define the material authorised for the first assessment. Record the conditions for further review, the people involved and the question that will guide the next conversation.
02 / Information and responsibilities
Scroll the table horizontally to view all columns.
| Topic | Information required | Who participates |
|---|---|---|
| Initial presentation | Objective, asset type, essential characteristics and scope of the commercial conversation. | The person responsible for the information and authorisation to present it. |
| Assessment sheet | Perimeter, infrastructure, operating status, available documents and points for further review. | Those who know the asset and the specialists designated for the analysis. |
| Further review | Additional materials, full identification and access conditions appropriate to the stage. | Those authorising access and the contacts permitted to participate at this stage. |
03 / Preparation
What is to be acquired, presented or developed? Record the purpose of the conversation and the conditions already authorised for presentation.
Which components are included in the transaction? Describe the perimeter and identify what needs clarification before comparing alternatives.
Does the information explain the region and the asset's conditions? List available maps, photographs and references to support the description.
What is known about the asset's current use? Link operational and capacity data to the people responsible and the information available.
Which documents exist and who can explain them? Record references, the status of the information and questions requiring further review.
Who authorised each material and for which stage? Identify the assessment participants and the conditions for accessing transaction details.
04 / Working guide
05 / Next step
The subject and purpose are clear, with authorised information. Record the material to be used and the scope of the first assessment.
The description still depends on an important piece of information. Define the missing reference and who can confirm the point before presentation.
There is an initial fit and a clear question for the next stage. Agree on the owners, access to materials and scope of further analysis.
The presentation should allow the asset to be understood and the next questions to be framed. This guide prepares the conversation; technical, economic and documentary analyses follow each transaction's scope.
Sources and further reading
Objective, terms, authorised information and participants in the commercial analysis.
Origination, organisation of information and dialogue on land and productive assets.
Executive presentation, assessment sheet, supporting materials and access conditions.
The sequence from understanding and fit to presentation and further assessment.
Taylor Made Only / Insights
Brand, product, packaging and supply need to reflect the same proposition. This publication organises the choices before approaching the buyer: what to offer, to whom, on what terms and with which approvals.
Who it is for For companies developing a private label or reviewing their portfolio to enter new channels and markets.
How to use it Choose a product and a channel. Complete the framework with the team and project partners. Record what has been confirmed and what still needs validation.
01 / Reading framework
Start with a specific offer. A broader portfolio can be built once the first product has clear requirements, responsibilities and conditions for continuity.
Define who will use the product, in which situation and why they would choose your brand. State the attribute that will be demonstrated in the offer.
Align composition, format, packaging and language with the audience and destination. The sample and technical information should represent the offer presented.
Identify the manufacturer, technical leads and approvals. Record volumes, timelines to be confirmed and dependencies that may affect the launch.
Understand how the buyer assesses the offer. Define the pilot scope, replenishment, monitoring and criteria for reviewing the product after the first operation.
02 / Information and responsibilities
Scroll the table horizontally to view all columns.
| Topic | Information required | Who participates |
|---|---|---|
| Brand direction | Audience, proposition, priority categories and the status of the chosen name and identity. | Brand management and those responsible for identity and intellectual property. |
| Product and supply | Sample, specification, packaging, stated capacity and approval process. | Manufacturer, product team and technical leads. |
| Offer to the channel | Selected portfolio, proposed terms and requirements the buyer needs to validate. | Commercial team, logistics and the channel contact. |
03 / Preparation
Compare the brand copy with the product and documentation. Flag every claim requiring substantiation before it is used on the packaging.
Check the name, intended uses and trademark status with those responsible. INPI provides guidance and search tools to support this investigation.
Analyse protection, transport, display and use. Confirm with those responsible the information and adaptations required in the destination market.
Identify the sample's version, origin and approval. Note differences between what was presented and the product planned for supply.
Gather the stated cost, volumes, delivery, payment and offer validity. Compare the terms without assuming availability or replenishment.
Define what the first operation should test: acceptance, presentation, supply or channel. Assign responsibility for recording and reviewing it.
04 / Working guide
05 / Next step
The offer is described, essential information is available and owners are designated to answer the buyer's questions.
There is a fit with the channel, but the product, packaging, terms or approvals need to change before presentation or the pilot.
Supply conditions or channel access do not support the proposition. Compare another product, format or destination.
Conclude with an offer that can be explained and examined. In Taylor's work, project coordination connects these choices; development and manufacturing belong to the companies responsible.
Sources and further reading
Primary and secondary research, demand, competition and channel selection for the destination market.
Reference on protection, presentation, costs and the conditions of packaging transport and use.
Official guidance on trademarks, classification and searching the register of registrations and applications.
Taylor Made Only / Insights
An AI application needs a clear question, known sources and human review. This publication helps define the first use, prepare the data and decide how to test outputs before incorporating them into routines.
Who it is for For managers and teams assessing an AI application in financial, commercial or operational routines.
How to use it Choose a recurring decision. Bring together those who know the data, use the analysis and are responsible for the decision. Complete the guide before selecting the solution.
01 / Reading framework
Organise the application into four workstreams. The NIST AI RMF is a voluntary risk management reference; the guide below is Taylor's practical proposal.
Define the question, user and action the analysis can support. Record usage limits and who can authorise a change in operations.
Identify sources, period, quality and owners. Separate recorded facts, hypotheses and gaps. Confirm which information can be used.
Compare outputs with known cases and criteria defined by the team. Observe errors, omissions and references; include situations outside the usual case.
Define who reviews outputs, records problems and stops use when necessary. Reassess the application if sources, context or objectives change.
02 / Information and responsibilities
Scroll the table horizontally to view all columns.
| Topic | Information required | Who participates |
|---|---|---|
| Decision context | Question, alternatives, expected impact and limits on the use of outputs. | The area's manager and specialists responsible for the decision. |
| Information base | Origin, period, access, quality and usage conditions for each source. | Those responsible for data, systems and access controls. |
| Validation and monitoring | Test cases, acceptance criteria, observed failures and review method. | Implementation team, users and the person responsible for approval. |
03 / Preparation
Describe the decision in one sentence and the expected output. Avoid starting with broad automation whose usefulness cannot be examined.
Identify the company, project, period and document version. Record missing or conflicting data that could affect the analysis.
Determine who can consult each item of information and for what purpose. Confirm the usage conditions before making it available to the application.
Assign responsibility for checking facts, calculations and references. Identify outputs requiring technical assessment before informing a decision.
Record cases, expected results and significant failures. A convincing demonstration needs examination in the application's actual situations.
Define how to record errors, correct the application and suspend inappropriate use. Preserve human decisions and management responsibility.
04 / Working guide
05 / Next step
The question, sources and review are defined. Run tests without assigning decisions to the application that have not yet been authorised.
The use is relevant, but there are problems with information, access or responsibility. Resolve those dependencies before testing.
The output does not meet the criteria or the review required makes the routine impractical. Reduce the scope or compare another approach.
In Taylor's approach, ATLAS ONE supports decisions through tailored implementation. Features and integrations depend on scope; visual interface references present demonstration data.
Sources and further reading
A voluntary reference for considering risks when developing, using and assessing AI applications.
Govern, Map, Measure and Manage functions; risk assessment throughout the application's use.
Suggested actions that can be selected to suit the case. It is not a mandatory sequence or a certification.
Taylor Made Only / Insights
A statistic describes a defined segment of the market. A commercial decision also depends on the product, channel and operational conditions. This publication organises the move from published data to a hypothesis that can be investigated.
Who it is for For commercial teams and managers using foreign trade and agribusiness information to investigate markets.
How to use it Choose a commercial question. Define the product, destination and period before consulting sources. Record the evidence and conclusion separately in the working framework.
01 / Reading framework
Compare information that answers the same question. Before interpreting a change, check the unit, coverage, period and method. Changing the scope may change the conclusion.
Identify the product, classification, destination and analysis window. Write the question to investigate and why it matters to the company's operation.
In Comex Stat, check filters, detail and units. For harvest estimates, identify the crop, region, season and edition of the survey consulted.
Separate observation from explanation. A change may guide destination or channel research; record other explanations and what is needed to distinguish between them.
Test the hypothesis against buyer requirements, the product and supply conditions. Gather direct channel information before defining the commercial action.
02 / Information and responsibilities
Scroll the table horizontally to view all columns.
| Topic | Information required | Who participates |
|---|---|---|
| Trade in goods | Product, country, period, FOB value and quantity, preserving the units and scope of the enquiry. | Research team and the specialist who validates product classification. |
| Agricultural production | Crop, region, season and survey edition; distinguish estimates from observed results. | Sector analyst and the team familiar with operations at origin. |
| Commercial validation | Channel, requested specification, access conditions and evidence of buyer interest. | Commercial team, product, logistics and market contacts. |
03 / Preparation
Compare equivalent windows and record the extraction date. Distinguish monthly movement, year-to-date totals and the crop season.
Check net kilograms and the statistical unit. MDIC advises against adding statistical quantities for NCM codes with different units.
Confirm that the code consulted represents the product. Check classification changes before combining data from different periods.
Examine both series. FOB value divided by weight produces a ratio for the selected data; it does not identify a negotiable price for a lot.
Use Conab's season, region and edition to put production into context. A national estimate does not substantiate stock available for sale.
Comex Stat presents aggregate statistics. It does not provide buyer or seller lists or confirm commercial interest in your offer.
04 / Working guide
05 / Next step
The evidence supports further questions. Seek information on demand, requirements and the channel before presenting a proposal.
Units, periods or classifications are not equivalent. Redefine the scope and check whether the hypothesis remains valid.
There is contextual evidence and direct market information. Organise a specific offer, with terms to confirm during negotiation.
Conclude the analysis with a finding proportionate to the evidence, the questions still open and a verification action. The data guides the investigation; the operation defines what can be executed.
Sources and further reading
Definitions of variables, units, filters and the limitations of aggregate foreign trade statistics.
Structure of the databases and code and classification tables to reproduce and verify the enquiry.
Harvest monitoring and publications. Identify the season, edition and coverage of the estimate consulted.
Reference for combining published data with direct research on demand, competition and channels.
Practical resources
Institutional presentation, catalogue, commercial sheets and editable templates to work through the information with your team.
Institutional
A presentation of Taylor, our work and how we lead an engagement.
Agribusiness
Twelve commercial sheets to organise enquiries about grains, ingredients, energy, inputs and carbon credits.
Agribusiness / Commercial sheets
Twelve enquiry sheets to present a requirement or an offer. An operation's specifications and documents are confirmed with the parties.
Advisory / Fillable guide
Organise facts, compare alternatives and prepare the next conversation.
Looking for carbon credit criteria?
Consult the carbon credit sheet
Selected reading / Official sources
The news selection brings together external publications on foreign trade, industry, logistics and agribusiness. Each item identifies the original source and date.
Explore the selected readingNext step
Discuss the changes affecting your company and the paths that need assessment.
Talk to Taylor