Domestic Credit Policy Blind Spots and International Trade Risk


Elizabeth Chamorro

Senior Credit Manager,


[0:00] Elizabeth Chamorro: Okay, a little bit about myself and my company. My name is Elizabeth Chamorro. I've been working for Yaskawa, America for 26 years. I started as a credit analyst and worked my way up to being the senior manager. I report to the VP of Finance. Yaskawa is a wholly-owned subsidiary of Yaskawa, Japan. We opened our doors here in the United States in 1967 to the world distributor of the parent company. Now we have three manufacturing facilities in Illinois, Ohio, and Wisconsin. We manufacture our own product. We have about 1000 employees and sales of over $600 million. That's a little bit up but the company. What product is it that we manufacture is AC inverters, servile amplifiers, several motors, machine controllers, everything for factory automation. Industries are automotive because we all send the robotics business. We sell the robot arms to the automotive industry, building automation, semiconductors heavily in oil and gas, elevators, just to name a few. Our customer base is composed of distributors, OEMs in service and system groups. [1:34] Elizabeth Chamorro: So moving on. Have you ever wondered how your domestic credit policy fair in the international markets? With the raise…

What you'll learn

  • Learn why is your domestic credit policy not fit for handling international customers
  • Five must-have in your credit policy, expert’s choice

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