Facilitating Trade:
Improving Customs Risk Management Systems
In the OIC Member States
81
OIC MS Year of adoption of AEO Concept No. of operators
Kyrgyzstan EAEU legislation adopted
Lebanon 2010
Malaysia 2010 59
Morocco 2006 342 (180 category A)
Mozambique 2012 6
Nigeria 2017
Oman 2017
Pakistan Under Development
Saudi Arabia 2017
Senegal
Privileged Partnership Programme
2011
22
Sudan Golden List 2016 5
Tajikistan EAEU legislation adopted
Togo
Privileged Partnership Framework
2016
10 pilot operators
Tunisia 2010 25
Turkey 2013 225
Uganda 2013
17 Importers/Exporters
19 Customs clearing agents
United Arab Emirates Golden List programme 2007 26
Source: Author’s compilation
4.3.1.2 The Organization and Management
4.3.1.2.1 Organizational structure support of CRM
In recent years many OIC MS have established autonomous revenue agencies in an attempt to
improve the level of professionalism and to enhance cooperation and coordination between
various revenue-related agencies. However, the level of integration between the various
functional groupings in such agencies is not well developed, especially in the non-revenue
objectives, e.g., trade facilitation, CRM, etc.
Implementation of effective CRM demands a more holistic approach when it comes to
organizational and managerial aspects. The CRM will not bring the desired results without the
support from the top level management through the middle and first line management to the
front line customs officers. There is a strong need for a bottom-up flow of information related to
risk management; it is no longer sufficient to manage risks only at the individual activity level.
Today’s CRM challenges require implementation of risk management process at every level in
CAs. Only in such a way, the CAs can use CRM at all organizational levels to facilitate priority
setting and improve decision making on each level. As elaborated in the Chapter 2.5.5, the risk
management standard AS/NZS ISO 31000: 2009 requires implementation of 7 steps to establish
organizational risk management framework. Such a framework contains five key elements:
mandate and commitment, organizational risk governance arrangements (designing the
framework), implementing and practicing risk management, monitoring and review, and
continuous development. It’s a common practice in the OIC MS CAs to organize the CRM as a part
of other organizational departments. The practice shows that the higher the structure in which