Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
55
Intelligence 98 Intel reports 49
Investigation 42 Risk profiles (outcome from LE IT) 82
Monetary declaration 568 Criminal charge 15
Offence 1298 Offence decision 931
Post control 315 Seizure 281
Seizure 249 Post control decision 100
Seizure money 3
Overall cases 2573 Number of reports 1458
Source: Kosovo Customs
3.2.1.9 Success Factors for Implementation of CRM in Kosovo Customs
One of the key success factors for KC CRM is matching the KC business strategy objectives and
their implementation through LE and CRM with adequate tools and procedures.
The key success factors are achieved with the implementation of the DW/BI that supports
reporting and analysis services for the overall KC and, in particular, LE and CRM. The KC is
continuously managing risks using a step-by-step process involving identification, analysis and
evaluation, treatment, monitoring and review of risks, as outlined in the KC Risk Manual and the
LE and CRM Standard Operating Procedure (SOP). The purpose of the SOP is to define all
necessary processes and procedures within the CRM, ensuring a standardized, auditable and
transparent approach to the drafting, submission, and approval of all risk profiles/indicators.
The KC is committed to the implementation of risk management based procedures, processes
and principles across the Customs and planned – Tax Administration and common / integrated
RM in Single Window concept.
3.2.2 New Zealand Customs Service Risk Management System
3.2.2.1 Evolution of the Risk Management Implementation
Between 1840 and 1970 the NZC operated using a paper-based system. According to the
Customs Law, all goods entering NZ were subject to customs control and required 100%
compliance. Customs procedures (import and export) would last ten days and would process 60
documents per procedure on average. In 1996, the New Zealand Customs was renamed as New
Zealand Customs Service (NZCS)49. The digitalization of the customs procedures took place in
1981 with the implementation of the Customs and Statistics Processing of Entries and Retrieval
(CASPER) and was operational until 1996. It was difficult to operate and maintain the CASPER
system due to the high cost and obsolete technology. In 1990, the NZ Customs Modernization
program started (CusMod). The CusMod was focused on change management (review of the
procedures, customs strategy), and design and development of a new CDPS. The CusMod CDPS
was operational until 2016 when the new, Joint Border Management System (JBMS) was
introduced. The JBMS system consists of two integrated sub-systems; risk targeting and customs
declaration processing components (including the Trade Single Window), and passenger
processing system. The JBMS is used by the NZ customs and other border agencies – primarily
Ministry of Primary Industries 50 (MPI).
49
50