REPUBLIC OF TURKEY REPUBLIC OF TURKEY PRIME MINISTRY PRIME MINISTRY UNDERSECRETARIAT OF CUSTOMS UNDERSECRETARIAT OF CUSTOMS H. Cahit SOYSAL [email protected] Modernisation Project of Turkish Customs
Feb 18, 2016
REPUBLIC OF TURKEYREPUBLIC OF TURKEYPRIME MINISTRYPRIME MINISTRY
UNDERSECRETARIAT OF CUSTOMSUNDERSECRETARIAT OF CUSTOMS
H. Cahit SOYSAL [email protected]
Modernisation Project of Turkish Customs
FACTORS AFFECTING FACTORS AFFECTING CUSTOMS ADMINISTRATIONSCUSTOMS ADMINISTRATIONS
Growth in Trade Volume Trade Liberalisation Improvements in Technology Falling Transport and Communications Costs Increasing International Competition
WHAT IS EXPECTED FROM CUSTOMS?WHAT IS EXPECTED FROM CUSTOMS?
Speed up the release of goods Rationalise the clearance of goods Simplify procedures Enhance customs control Create and transfer statistical data in a timely and
reliable manner
MODERNMODERNIISATSATIION PROJECT OF TURKON PROJECT OF TURKIISH CUSTOMSSH CUSTOMS
Modernisation Project of Turkish Customs is a subcomponent of Public Financial Management Project (PFMP) that was signed in 1995 with World Bank in order to enable institutional reforms within Turkish Government
IMF also provided technical assistance to the project:
During July 1996-May 1999 2 Long term, 6 short term advisors worked for Turkish Customs
FOCUS OF THE MODERNISATION PROJECTFOCUS OF THE MODERNISATION PROJECT
Reorganisation of customs
administration
Development and implementation of Computer systems
Modification of customs legislation and procedures to International Standards
27.10.1999
05.02.2000
New Customs Law, comprised of 254 articles, was discussed and passed
from the Parliament
Customs Regulation, comprised of 891
articles and 81 appendices came into
force
11.02.1999
New customs procedures were
determined for the computerized
customs offices
MODIFICATION OF CUSTOMS LEGISLATIONMODIFICATION OF CUSTOMS LEGISLATION
DEVELOPMENT AND IMPLEMENTATION OFDEVELOPMENT AND IMPLEMENTATION OF COMPUTER SYSTEMSCOMPUTER SYSTEMS
A software called A software called BİLGEBİLGE
(BİLgisayarlı Gümrük Etkinlikleri)
(Computerized Customs Activities) has been
developed and by the end of October 2001, 18
Regional Directorates and 47 Customs
Directorates will be automated
January 2000
The international bid, for the deployment of the BİLGE system signed
August 1999
The pilot implementation of the
CUSTOMS/EDI program started
August 1998
The pilot The pilot implementation of implementation of the the BİLGEBİLGE system system
startedstarted
DEVELOPMENT AND IMPLEMENTATION OFDEVELOPMENT AND IMPLEMENTATION OF COMPUTER SYSTEMSCOMPUTER SYSTEMS
The current rate of automated customs transactions and the estimated rate of customs transactions at the end of this year
0102030405060708090
100
•May 2001 •END of 2001
IMPORT
EXPORT
%91
%94%96
%92
DEVELOPMENT AND IMPLDEVELOPMENT AND IMPLEEMENTATION OFMENTATION OF COMPUTER SYSTEMS COMPUTER SYSTEMS
In order to flatten the organisation and become more efficient:
• 120 customs directorates were either merged or closed down
• The functions of Regional Directorate of Customs andDirectorate of Customs Enforcement have been united to increase service efficiency in 5 regions
REORGANISATION OF TURKISH CUSTOMSREORGANISATION OF TURKISH CUSTOMS
Never think of an organisation as a large machinethat can be taken apart and reassembled differently whenever needed! Changes must be approached carefully with implications for both individuals and groups withinthe organisation
LESSONS LEARNT (I)LESSONS LEARNT (I)
LESSONS LEARNTLESSONS LEARNT (II) (II)
Commitment of Top Management & Assignment of A Project Leader
• It is important to establish a Steering Committee to prove the support of top management• A chief executive should be assigned as the project manager and must have the power and authority needed to make the changes happen
Commitment of Top Management & Assignment of A Project Leader
LESSONS LEARNTLESSONS LEARNT (III) (III)
Information era in Customs
LESSONS LEARNTLESSONS LEARNT (IV) (IV)
Management of Change and Time Plan
• It may be necessary to establish a permanent Project Unit with sufficient resources and must not be interrupted by daily operations• Change must be planned by developing an action plan
LESSONS LEARNTLESSONS LEARNT (V) (V)
Communication and Training
• Change presents unknowns that cause anxiety
• Communication with stakeholders is a very crucial feature for avoiding ambiguity-Do it as early as possible!• A Strategic Statement was very helpful in communicatingthe reasons and objectives of change to our stakeholders
• Customs Consultative Committee also provided participation from trade bodies to our Project
LESSONS LEARNTLESSONS LEARNT (VI) (VI)
Communication and Training
• Adapting new technology meanscarrying out procedures in a totallynew way which may cause fear
• The fear of new technology can be eliminated by intensive training programmes
LESSONS LEARNTLESSONS LEARNT (VII) (VII)
Confidence
No Change!
• Those who have power in the current situation may resist change since it threatens their power
• Be confident about yourself and do not step back in case of any threat!
Confidence
LESSONS LEARNTLESSONS LEARNT (VIII) (VIII)
Rebellion at the airport!
MONITORING & REINFORCEMENTMONITORING & REINFORCEMENT
It is very important to check after a suitable time to see ifthe changes are working well or not:
• If something is going wrong, modifications must be made
• On the other hand if changes are working well and the benefits can be demonstrated use this information to tell everyone to reinforce the transition
CHALLENGESCHALLENGES
• Implementation of e-commerce technologies will require more resources and expertise
• E-commerce and the implementation of Just in Time techniques will increase the number of transactions
• Adapting e-commerce technology always hold the possibility of cyber crime, sabotage and loss of system accidentally
Thank you very much for your attention
www.gumruk.gov.tr