Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
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 Border Protection Financial Management Information System (FMIS) - IT System for
management of customs control assessment and feedback.
 Exchanges data with OGAs, National, and International agencies.
Monitor and Review
Kosovo Customs
 The performances of KC CRM is monitored continuously - comparative analysis of risk
indicators/profiles on the historical data using BI and data mining.
Australian Customs Service
 Evaluation of the effectiveness of CRM - Cargo Intervention Strategy (CIS) and
Differentiated Risk Response Model (DRRM).
New Zealand Customs Service
 CRM assessment tool - Customs Harm Model, enables NZCS to measure the impact of
Customs’ enforcement and risk management performances.
Technology
Kosovo Customs
 CRM supported by the AW, Integrated LE IT System, DWH/BI and data mining;
Australian Customs Service
 Australian Integrated Cargo IT System (ICS) - CDPS with full coverage of CRM Cycle;
 Use of advanced CRM technique - data mining and risk profile simulation.
New Zealand Customs Service
 Joint Border Management System (JBMS) - advanced risk management tools supporting
Customs and MPI and all border stakeholders.
3.4 Requirements for a Successful Outcome during Establishment &
Implementation of CRM
It is not simple to establish and implement a successful CRM. Risk management is about
predicting the future and preparing to act on the basis of those predictions. From worldwide
experience in designing of such systems, and considering the international agreements,
standards, and recommendations (Chapter , the most important requirements for a
successful outcome during establishment & implementation of CRM are the following:
 CA ensures strategic support for the establishment and implementation of the
CRM. The successful establishment and implementation of the CRM will depend on the
commitment of the entire administration to take all necessary steps. Therefore, the
development, implementation and continuous improvement of the CRM must be
incorporated as one of the strategic objectives of the customs administration.
 The Design of the CRM requires strong management commitment . The
management’s commitment to establishing and implementing an efficient CRM system
is another essential requirement. Without the top management support and without
raising the CRM as a top priority on their agenda, the administration will unlikely
establish and implement an effective CRM.