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Facilitating Trade:

Improving Customs Risk Management Systems

In the OIC Member States

6

systematizationwas to document the current status of CRM systems in the OIC countries

and develop benchmarking criteria to compare global trends with OIC MS.

Data analysis

is the third stage of the conductedmethodology of the study that includes

analyzing by different statistical tools as descriptive statistics to compare different

variables and correlation analysis to find the influence of different aspects of CRM

development in OIC MS with trade costs, country rankings related to trade facilitation

and Gross Domestic Product (GDP) per capita.

Field visit case studies

. This stage includes field visits to three countries from each

geographic region of OIC conducting detailed face-to-face interviews with

representatives from relevant departments in customs administration. The objectives

of this stage are to identify the major steps that are necessary to achieve an efficient and

effective CRM in these countries. The results from these case studies are used to draw a

series of conclusions and recommendations to identify best practice and opportunities

for further improvement of CRM across the OIC member states.

1.2

The Sections of the Study

The second chapter of the Study introduces the

Conceptual Framework

around the Customs

Risk Management (CRM), its evolution and adaptation to the specific needs of CAs that operate

in a dynamic international trading environment. It must be stated at this point that the design

of the CRM conceptual framework requires the commitment simplifying processes of the senior

customs management at the strategic level, which is a prerequisite for the successful operational

and tactical application of any risk management. The Conceptual Framework considers the

external and internal context in which the CRM activities are managed. The focus of this section

is on the goals, objectives, strategies, scope, and parameters of the CRM. External factors, such

as the legal, economic and cultural environment and internal factors, such as organization

structures, objectives, strategies, and capabilities of the CRM are part of interest as well. The

framework also explains the risk management policy such as alignment of the CRM objectives

with any law enforcement strategies, the definition of roles and responsibilities, resource

allocation and CRM performance measurement.

In the third section

Global Trends and Best Practices

are presented the global trends and

practices related to the Customs Risk Management objectives, the organizational aspects,

operational structure, and legislative reform necessary to enforce customs control. This section

also includes the results from the analysis of empirical data related to trade costs compared with

global averages, OIC MS average and different groups of countries that already have

implemented different policy measures associated with CRM. In this chapter, three non-OIC

cases are described, and the benchmark criteria are used for comparison with the global trends

in OIC MS.

The fourth section of the Study describes the results from the analysis of the OIC Member States’

CRM data and information collected. In this chapter the following analysis is presented:

the stage of Implementation of CRM for Each OIC Member State according to responses

from the survey and available data analyzed;

comparative analysis of CRM related to the implementation status of CRM, post-

clearance audit, collaboration with other Government's agencies;

comparative study of CRM standards, international agreements, and membership in

international organizations;

CRM performances according to the economic development of the OIC MS, coverage of

the CRM cycle; and