Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
150
resources allocated and achieved results. The Risk Management Committee should develop
clear criteria to define acceptable and unacceptable risk levels. It prepares annual progress
reports as to the achievement of the Strategy ’s objectives.
Policy Option 3: Integration of Intelligence into the CRM system. Establish an effective
organizational intelligence structure with headquarters, regional units, and liaison officers at
border crossing points. The following minimum requirements should be considered:
 Undertake awareness training to emphasize the importance of feedback in the
information/intelligence cycle;
 Develop guidelines for the use of informants;
 Ensure hotlines are established and operational;
 Improve information gathering, processing, and dissemination procedures to ensure
availability of relevant information for Customs staff and other agencies and
administrations as appropriate;
 Develop an intelligence and information system which supports Investigation, Post
Clearance Audit, and CRM;
 Use registers/tasks for everyday intelligence work, both Customs & other law
enforcement registers.
The concept of Intelligence CRM shall be based on an intelligence-led strategy to target its’
resources at the higher risk aspects. Both elements are mutually enhanced by each other.
Effective risk analysis requires intelligence as a primary source of information. The information
required by the intelligence is often provided by staff working in risk analysis units based on
historical data/events. For intelligence to be effective, it needs to be properly processed,
evaluated & disseminated. Within the process of collection, processing, verification, and
distribution of intelligence, the CRM must become an active participant in the intelligence cycle
and use the information/intelligence in the CRM cycle. The intelligence risk profiling is
providing valuable information for advance selection of high-risk entities and commodities. This
targeting technique leads to better use of resources, both human and technical, to more effective
action in combating crime. Feedback from customs control is crucial for intelligence. The results
from the controls and additional information can help in the evaluation of Intelligence and CRM.
The methodology of collection, processing, and distribution of information, as well as the control
of the entire system of intelligence flow, shall surely result in a professional customs structure,
which shall contribute to the timely detecting of violation of regulations, frauds, and their
sanctioning and efficient collection of customs revenues.
Policy Option 4: CRM support to Post Clearance Audit
CRM should provide support to PCA in creation of risk profiles and indicators, continually
validate, monitor and review the control processes. PCA and CRM are playing a crucial role in
controlling the AEO and trusted trader programs information regarding the performance and
effectiveness of the concepts. The CRM should provide indicators to PCA for planning and
conduct of controls on the traders as well the feedback from PCA to CRM.
Policy Option 5: Develop sound change management strategy to underpin reform and
CRM improvement and modernization efforts ; A sound change management strategy and
plan should be developed covering the vision/mission, goals, key performance indicators, and
critical success factors. The change management process requires the establishment of a
strategic unit that should ensure the actions included in the change management strategic plan