4. Designing a simple and clear application procedure:

Making the AEO application process as simple and fast as possible is key to a successful

implementation and expansion of the program among operators. The Canadian case provides a

good example of a simple program design.

During the implementation phase:

Building new competencies for Customs administration

In order to help different applicants become an AEO, training and capacity building are

indispensable. Indeed, Chang-Bong (2016) conducted a survey on 201 AEO programs in Korea

and found that AEO external pressure, training capacity, and sustainability have a significant

impact on AEO performance. This is clear in the Japanese case where potential operators

benefit from a consultation and preparation prior to their application, which speeds up the

process compared to other countries. In the case of Canada, PIP activities have largely

contributed to increased awareness and hence better inclusion of SMEs into the program.

Moreover, ensuring the availability of a sustainable and skilled team makes the process easier

and more efficient. The Japanese case illustrates this as the Japanese Customs implemented a

training program for newly assigned AEO officers where they get familiar with the process and

are provided an on-the-job training.

2. Providing wide coverage of offices:

Reducing centralization in handling applications encourages potential applicants to join the

AEO program. This is due to the fact that several offices can work in parallel to speed up the

application process. As it was mentioned before, in Japan, there are 9 regional offices that can

provide operators with authorizations. In the EU, 127 central and regional offices operate in

the 28 member countries. In the case of Canada, there is a clear division of tasks between

regional and field offices and the headquarters responsible for the AEO program.

3. Keeping open communication channels:

It is important to keep open and formal communication channels with stakeholders, not only

during the design, but also during the implementation of the program. This is important for

several reasons: first, during phases of legislative reform where it is important to communicate

with stakeholders from the industry so as to facilitate transition and guarantee compliance.

Second, keeping an open communication channel is important for a regular monitoring and

evaluation of the program’s performance and eventual success or shortcomings. In Canada,

communication with the private sector takes place through the Border Commercial

Consultative Committee. Promoting multi-agency cooperation and communication during the

implementation phase is also indispensable: in the EU and Canada, including cooperative

developments between Customs and aviation security authorities, as well as between Customs

and inspection agencies.

4. Working on the continuous development of the AEO program:

This includes, above all, the adoption of innovative solutions to increase efficiency of the

program. The “paperless model” to be completed by the EU in the next few years is expected

not only to simplify application and membership, but also enhance risk management by

operators. In the case of the EU, full AEOs manage Customs processes; security and safety

processes; internal and any outsourced operational processes. In such cases, the paperless