Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
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Challenge 5: Lack of a comprehensive CA HR policy ; without a reliable and comprehensive
CA HRM Plan, the link between the long-term strategic direction and the ambitions of the
administration will not be achieved. Issues that need to be addressed include the following:
 The importance of the role played by HR;
 The CA HR policy’s contribution towards the achievement of CA key priorities and
strategic objectives;
 Recruitment, promotion, mobility and performance management;
 Responsibilities of managers, supervisors, training staff, and individual Customs
officials.
Challenge 6: Continuous development of CRM competencies in CA; The CRM approach will
require continuous development of new knowledge, experience, and skills. From risk
identification to feedback, all stages of the CRM cycle require specific competencies. This
impacts the competence development and human resource allocation and must be linked to the
long-term strategic direction and ambitions of the administration.
Challenge 7: Training for customs staff (e.g., risk management counter-terrorism issues,
use of non-intrusive inspection equipment, radiation detection) should be developed and
implemented.
 No education/training programmes on risk management, security standards and trade
facilitation initiatives available for customs officers;
 Lack of resources to implement the initiatives;
 Lack of adequate training facilities and tools to ensure effective training programmes;
 Lack of trained in-house instructors to conduct special training/education programmes.
Challenge 8: 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 in general and the customs officers responsible for inspection of documents and goods.
Challenge 9: Definition of all necessary processes that concern the CRM cycle; the precise
definition of all necessary processes will require a significant amount of time and effort. The
quality of the output of the processes correlates with the quality of the design of the process
itself. The CRM is a cross-functional system that supports overall customs operations; there is
need to be integrated into the whole CA organizational system. The integration issues are
following:
 Clear definition of all processes to cover all stages of CRM cycle
 Definition of processes without associated SOPs and instructions;
 An interpretation of inputs and outputs from one process and how these inputs and
outputs create the value for the whole organization concerning the CRM system;
 Measure risk and the possible consequences at the high level of certainty.
6.1.3 Challenges: Risk Management Cycle
Challenge 1: Existence of full coverage of CRM cycle in all MS limited by the CDPS in use;
Full coverage of CRM cycle in the OIC MS limited by the CRM functionalities embedded in CDPS.
Integration of the full CRM cycle is an essential part of the establishment of efficient CRM system.