Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
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Challenge 8: Implementation of international conventions, standards, and
recommendations; Alignment of Customs Code, implementing regulations, strategies, action
plans, procedures and instructions with the recommendation fromWCO RKC, SAFE Framework
of standards, WCO Risk Compendium Recommendations and ISO AS/NZS ISO 31000: 2009.
Modern CRM Systems are based on these international conventions, standards, and
recommendations. Considerable familiarity with the conditions of international trade will
ensure more efficient risk management.
6.1.2 Organization and Management
Challenge 1: CRM’s position, authority, power, and commitment ; the CRM as a function in
the organizational structure of CAs is not providing cross-functional cooperation on all
organizational levels. Limited or no interaction between the Intelligence department and the
CRM department restrain the efficiency of the CRM. The position of the CRM must ensure
organizational consistency where headquarters and customs offices efficiently participate in the
entire CRM cycle.
Challenge 2: Effective and efficient reforms implementing and improving CRM system
require an effective change management system to handle the significant challenges
ahead of the CAs.
 Lack of sound change management strategy to underpin reform and CRM improvement
and modernization efforts;
 Resistance to change - lack of ownership, commitment, and accountability in
implementation of policy options and continuous improvement process;
 Lack of Change Management sustainability;
Challenge 2: Lack of high-level body to integrate CRM and other functional departments;
Implementation of CRM in CAs requires that CRM is integrated into the organization’s culture,
especially among senior managers. Isolated CRM departments have limited authority and little
or no commitment to the other departments and customs operation in general. There is a need
for a CRMCommittee to ensure authority, power, and commitment on the cross-functional level.
Challenge 3: Continuous human resource development aligned with the advanced risk
management techniques and tools. An efficient CRM system will depend on the competences
of the human resources in the CRM. This applies to all departments related to the CRM, such as
the LE and the customs officers responsible for inspection of the documents and goods.
Challenge 4: Existence of a comprehensive CA HRM Plan; Having the right CRM
competencies embedded into the CAs human resources on all organizational stages will remove
functional barriers inside the organization and improve risk assessment, profiling, and targeting
techniques. There is a strong need for comprehensive CA HRM Plan, which should be closely
linked to the long-term strategic direction and ambitions of the CA. The issues that will need to
be considered include the following:
 Current and future staffing and competency requirements;
 Recruitment, deployment, advancement, and separation;
 Ethical standards and requirements;
 Performance management and appraisal;
 Roles, responsibilities, and obligations of managers, supervisors, HRM officials and
individual employees.