Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
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 CRM as an integral part of the organizational processes. The CRM should be
designed using a systemic approach and integrated into the entire organizational
system of the customs administration. Only then the new CRM processes and
procedures will be integrated into the existing organizational processes and
procedures.
 An Effective CRM requires strong Customs-to-Other Agencies Partnership
program . To ensure an effective CRM, it is paramount that for information and
intelligence are timely exchanged with other agencies on the national and international
level. This exchange could feed the CRM with additional information resulting in the
development of more effective risk profiles.
 An Effective CRM requires strong Customs-to-Customs Partnership program.
Expanding beyond the country’s borders, the CRM will ensure more effective trade
facilitation that rests on cooperation with other customs administrations. The focus
here is on timely information on high-risk cargo that will enable more effective targeting
for inspection.
 An Effective CRM requires strong Customs-to-Business Partnership program.
Customs-to-Business partnership programs will promote the use of the AEO status and
traders posing least risks will benefit from simplified customs procedures. The limited
human resources of customs administrations would thus be allocated to the traders
presenting highest risks.
 An Effective CRM requires the use of IT. Effective CRM must be based on information
technology that supports the smooth exchange of information with other customs
administrations and economic operators. The exchange of pre-arrival and pre-
departure information is necessary for successful risk analysis.
 An Effective CRM requires performance measurement and continuous
improvement . Performance measurement is based on monitoring and review of the
existing CRM processes. To secure the continuous improvement of the CRM, CAs need
to define and establish effective performance measurement processes with strongly
defined key performance indicators (KPI) and procedures.
3.5 Benchmark Criteria
In order to describe, analyze and compare OIC MS Customs risks management efforts, the
benchmark criteria are based on the conducted research of global CRM best practices and
analysis of the non-OIC best cases. The reason for providing benchmark criteria by analyzing
global best cases and worldwide best practices is to create a framework for an analysis of the
OIC MS CRM comparatively.
3.5.1 Legal, strategic and other mechanism supporting CRM system
Legal aspects and CRM Strategy/Policy criteria reflect the different stages that the CRMS efforts
can be. CRM is a long-term development process, and it can take many years to establish a fully
operational IT supported CRMs. The attributes, therefore, describe at what stage of the process
the country is.
 Customs Code and Implementing Regulation (Support of CRM);
 Customs Strategy (Support of CRM);
 Law Enforcement and CRM Strategy/Policy;