The effect of supply chain security management on security performance in container shipping operations, 2012 (CORE1201)

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Summary: The study creates a supply chain security framework that can be adapted on assessing how security management measures affect on safety and customs clearance performance in container shipping firms. Security management interventions are clustered in four categories: facility and cargo management, accident prevention and processing, information management, and partner relationship management. Findings indicated that container shipping firms that mainly focus on facility and cargo management and less on partner relationship management are generally more dissatisfied with their company’s customs clearance performance than companies that prioritize partnerships with governmental and commercial companies. The governmental agencies and commercial actors can employ supply chain security management framework, its attributes and dimensions in order to assess the supply chain security performance of container shipping firms.  The reviewed document is available at: http://dx.doi.org.

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Full review:  Several authors have clustered supply chain security measures into different categories, but only few authors have provided statistical models to test how well these categories can be used to assess benefits of security measures. The study establishes four security categories/dimensions: facility and cargo management, accident prevention and processing, information management, and partner relationship management. The results imply that partner relationship management is positively related to customs clearance performance. Further, information management and partner relationship management are positively related to safety performance. However, facility and cargo management and accident prevention and processing were not found to have substantial positive impacts on security performance what is controversial to many safety studies. Improved access control, material handling, information processing and reporting of anomalies are clearly factors that are positively related to safety performance based on several work place safety studies. The difference is probably due to questions that defined safety performance: the study addressed accidents and property damages while safety studies measure often near misses and their reporting.

The FP7 CORE project utilizes key performance Indicators (KPIs) to assess and monitor organization’s performance at the operational level. Two CORE KPI’s measure address safety and customs clearance performance, consequently the supply chain security framework can well be adapted on the CORE context. Improved access control, cargo handling, shipping information processing and reporting of anomalies can be measured by using the construct for ‘facility and cargo management’. CORE Training and education can be embedded into the factor ‘accident prevention and processing’ that captures documenting and disseminating of security information. ‘Partner relationship management’ can be tested as a mediating factor that controls how strongly implemented CORE interventions influence on organizational performance indicators in specific demonstrations. Customs agencies can consider using four dimensions of supply chain security as criteria for assessing security performance in container shipping firms. Finally the dimensions and attributes of the framework provide a tool to analyse qualitative data in the project where getting reliable quantitative data is challenging.

Reference: Ching‐Chiao Yang, Hsiao‐Hsuan Wei, “The effect of supply chain security management on security performance in container shipping operations”, Supply Chain Management: An International Journal, Vol. 18 Iss: 1, pp.74 – 85

 

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Supply chain security culture: measure development and validation, 2009 (CORE1200)

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Summary: Supply chain security culture (SCSC) is as an overall organizational philosophy embracing norms and values that keep employees vigilant when performing supply chain security practices. The article presents a scale that makes possible to gauge supply chain security culture and its correlation to organization’s ability to respond to unexpected disruptions. Employees are asked to assess two topics: security strategy of the company and impacts of significant supply chain breech to business operations. According the study improved supply chain security culture makes company more resilient against major disruptions. This research helps executives to justify their expenditures on security efforts. The reviewed document can be purchased here: http://dx.doi.org.

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Full review: Researchers have stressed the importance of having an organizational culture that highlights proactivity and vigilance toward supply chain security breaches. In security-focused supply chain management environment workers are empowered to detected and handle supply chain security threats without seeking formal permission from supervisors and managers. Company security strategy gives specific attention how SCS concepts are embedded into firm processes and procedures. Alignment with organizational culture and business or corporate-level strategies is believed to result in enhanced organizational performance. In addition, organization culture encompasses supply chain continuity management. The paper presents a scale for measuring supply chain security culture defined as the overall organizational philosophy that creates supply chain security as a priority among its employees through embracing and projecting norms and values to support secure activities and to be vigilant with security efforts.

The study makes possible to assess how implemented FP7-CORE security technologies, tools and practices influence on supply chain resilience based on the perception of company managers and employees. The article gives also guidelines how to develop survey forms and protocols in order to assess the influence of implemented security measures on other KPIs such as supply chain visibility and reliability. The survey tools based on perceived operational and organizational changes complete toolbox to measure impacts of introduced security interventions.

Reference: Zachary Williams, Nicole Ponder, Chad W. Autry, “Supply chain security culture: measure development and validation”, The International Journal of Logistics Management, Vol. 20 Iss: 2, pp.243 – 260

 

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The first Annual SYNCHRO-NET meeting

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The SYNCHRO-NET project had its first annual project meeting in Barcelona in early June. I had a pleasure to take part in the three-day event and enjoy the welcoming atmosphere and sunny weather of the Catalonian capital.

For those who are not yet familiar with the project, SYNCHRO-NET is a three-and-half-year demonstration project on advanced logistics optimization. The project seeks to advance and promote new concepts of synchro-modality and slow steaming for more cost-efficient, less congested and greener intermodal supply chains. The project includes three demonstrations that test slow-steaming and synchro-modal solutions in real international logistics networks. The first demonstrator involves shipping of goods from the Far-East to the ports of Valencia, Algeciras and Barcelona, and subsequent movement by rail inland and final short truck movement. The second demonstrator focuses on regional logistics movements through the Port of Cork. The third demonstrator will address multimodal container movements in major European routes. The project is funded by the European Commission under the Horizon 2020 Programme.

During the two first days of the meeting, the Partner Forum discussed the SYNCHRO-NET work ahead: standardization, development of a tool for logistics optimization, real-world demonstrations, and exploitation and dissemination of the project’s results. The discussion produced some interesting findings and conclusions. The Partner Forum observed that, given the large number and variety of factors, the optimization of shipping and logistics in terms of cost (including CAPEX, crew cost, fuel), duration, environmental impact, reliability and various types of risks is nothing but an easy task. For example, weather, tide and state of the sea affect maritime logistics, its speed, reliability and cost-efficiency. There was also a great deal of discussion about the dimensions of risk in the meeting. The International Organization of Standardization (ISO) defines risk as the “effect of uncertainty on objectives.” In this light, the concept of risk in the SYNCHRO-NET context covers at least damage to cargo, lead time variability, variability of cost, and possibility of theft and piracy. The Forum concluded that cost-efficiency and quality of international logistics depend largely on real-time awareness and visibility over logistics operations: “the sooner you know, the lower the cost will be to solve the problem.”

The three days of SYNCHRO-NET meetings culminated in the International Logistics and Material Handling (SIL) conference, the primary annual industry fair and networking event for logistics professionals in Spain. In the conference, Mr. Santiago Blasco (DHL) introduced SYNCHRO-NET at the “Consumer & Goods” working session for a large audience. Later that day, a group of leading logistics experts from Spain and the rest of Europe debated on pressing topics at three SYNCHRO-NET roundtables. The roundtable sessions focused on the general theme “How to build win-win solutions synchro-modal logistics stakeholders.” Here are brief summaries of the roundtable sessions:

  • “Smart Steaming – how to build a win-win solution for all stakeholders.” The members of the roundtable raised concerns about organizational, technical and business challenges of future slow steaming. There are obvious draw-back in slow steaming such as longer lead times and lower capacity utilization. However, the panel concluded that smart rather than slow steaming is here to stay: “While maintaining high service level, we can make logistics more cost-efficient.”
  • ”Effective management of synchro-modal logistics.” The panelists of the second session argued that the concept of synchro-modality is not yet very established in the logistics sector. Even so, the panel agreed that synchro-modality builds on real-time optimization, risk analysis and advanced, ITC-enabled logistics planning. Synchro-modality requires visibility over the supply chain, so that logistics planers react to contingencies and can make effective decisions in real time. The panel concluded that collaboration across supply chain operators – especially among shippers, carriers, freight forwarders – is the key to synchronized international logistics.
  • “Synchro-modal IT tools: innovation and value added to the logistics industry.” The third panel focused on the rather technical topic of leveraging cloud-based IT architecture for advanced logistics planning. The panelists saw a great potential in modern ICT solutions to enable synchro-modality, smart steaming and other ways for optimizing international freight transport. There still remain challenges for bridging a broad array of different computer systems for higher degree of logistics interconnectedness and interoperability.

The SYNCHRO-NET project has had a strong start, and the project progresses on the right track and at the full speed after one year of work. There is still much hard work to do over the next six months, for CBRA and other partners. In autumn, CBRA researchers will be focusing on reviewing policies, legislations, and standards that have an effect on synchro-modality and slow steaming. The CBRA team will also continue promoting the SYNCHRO-NET project and its findings at various events and publications. Stay with SYNCHRO-NET and visit the project website www.synchro-net.org.

CBRA Blog by Dr. Toni Männistö

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Figure 1 Santiago Bosco presenting SYNCHRO-NET at the the International Logistics and Material Handling (SIL) conference

MARITIME SECURITY – Progress and Challenges with Selected Port Security Programs, GAO, June 2014 (CORE1019)

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Summary: The report provides a comprehensive review of progress and challenges of various port security activities and programs the Department of Homeland Security (DHS) has carried out since 9/11. In essence, the report is a summary and an update of a number of more detailed GAO reports on maritime supply chain security. The report states that needs to strengthen further its efforts on maritime domain awareness through intensified communication among maritime stakeholders. Regarding the US domestic port security, the report recommends DHS to reassess its Port Security Grant Program (PSGP) that allows ports to request funds for security projects and to improve quality of vulnerability assessment in US ports. The report also urges DHS to overcome challenges of risk-based targeting and scanning of US-bound shipping containers.  The findings and recommendations of this report help CORE consortium understand the current state of the US maritime security regime. This understanding benefits particularly the demonstrations of WP9 and WP14. Also educational and training as well as risk clusters of CORE may find the report’s information useful. The report is available for download at: www.gao.gov/assets/670/663784.pdf.

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Full review: This GAO document summarizes the US maritime supply chain security and provides useful information for the CORE project across its work packages. This information most obviously benefits WP9 and WP14 that involve US-bound maritime trade lanes. However, also the CORE’s risk cluster can find useful insight in the report, for example about challenges and opportunities of risk-based container targeting and screening approaches. This summary GAO document caters the needs of state-of-the-art work packages and the CORE’s educational and training cluster that aims to produce relevant and up-to-date material about supply chain security for a variety of stakeholders.

Cross-references:

  • Combating Nuclear Smuggling: Additional Actions Needed to Ensure Adequate Testing of Next Generation Radiation Detection Equipment. GAO-07-1247T. Washington, D.C.: September 18,
  • Supply Chain Security: CBP Has Made Progress in Assisting the Trade Industry in Implementing the New Importer Security Filing Requirements, but Some Challenges Remain. GAO-10-841. Washington, D.C.: September 10, 2010.
  • Supply Chain Security: CBP Needs to Conduct Regular Assessments of Its Cargo Targeting System, GAO-13-9. October 25, 2012.

Additional keywords: Maritime security, Port Security Grant Program (PSGP), risk-based controls, targeting, container scanning

 

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MARITIME SECURITY – Progress and Challenges in Key DHS Programs to Secure the Maritime Borders, GAO, November 2013 (CORE1018)

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Summary: This report is a summary of previous GAO reports on US maritime supply chain security and border controls. The report focuses on progress and challenges in four main areas of the Department of Homeland Security’s (DHS) activity on the maritime security. The report highlights that DHS and its component Coast Guard agency could improve its maritime domain awareness through increased information sharing and more advanced vessel-tracking systems. The Customs and Border Protection (CBP) in turn could step up its role in securing US-bound container traffic by conducting more frequent risk assessment audits in key foreign ports that ship cargo into the US and by fostering more close relationship with foreign authorities. The GAO report also recommends the Coast Guard to rethink its maritime surveillance, interdiction and security operations because current protection and support is not adequate in high priority locations. The report also calls for more collaboration and coordination among maritime authorities, port operators and ocean carriers. Finally, the report encourages the DHS to develop performance metrics and data collection procedures the agency uses to assess and monitor its maritime security programs and activities. This report gives a recent update on the US maritime security activities that might be helpful for CORE demonstrations and clusters. The report is available for download at: www.gao.gov/assets/660/659087.pdf.

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Full review: This summary GAO documents provides detailed background material about the US maritime security programs. This information is very relevant for the CORE demonstrations WP9 and WP14 that involve shipping cargo from and into the US. The information this document offers also help the CORE’s risk and IT clusters to learn lessons from the US approach to risk-based maritime security and security-related IT integration.

Cross-references:

  • Maritime Security: Ferry Security Measures Have Been Implemented, but Evaluating Existing Studies Could Further Enhance Security. GAO-11-207. Washington, D.C.: December 3, 2010.
  • Supply Chain Security: DHS Could Improve Cargo Security by Periodically Assessing Risks from Foreign Ports. GAO-13-764. Washington, D.C.: September 16, 2013.

Additional keywords: Maritime security, maritime surveillance, risk-based controls, targeting, container scanning

 

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MARITIME SECURITY – Ongoing U.S. Counterpiracy Efforts Would Benefit From Agency Assessments, GAO, June 2014 (CORE1017)

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Summary: This GAO report explains how the US government agencies have fought sea piracy around the Horn of Africa and at the Gulf of Guinea since 2010. The report also describes the current state of sea piracy threats in these two areas, and it urges US government agencies to reconsider their resource allocations, strategies and tactics related to the counterpiracy efforts. The report points out that the number of annual piracy incidents at the Gulf of Guinea has surpassed the yearly incidents off the Horn of Africa. This shift in pirate attacks prompt changes in the US counterpiracy operations. However, as the report points out, the US government agencies responsible for the counterpiracy activities have not recently conducted reassessments of their actions, despite the changing conditions. The report therefore recommends the US government agencies to re-evaluate the counterpiracy efforts, especially at the Gulf of Guinea that is becoming the most important hotspot of the international sea piracy. This GAO report provides information about modern sea piracy from which CORE’s maritime demonstrations might benefit. The report is available for download at: www.gao.gov/assets/670/664268.pdf.

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Full review: This GAO report delivers a comprehensive analysis of the current state of sea piracy at the two African hotspots and the US government’s counterpiracy efforts. This information benefits those CORE demonstrations that involve maritime shipping. The detailed description of the US counterpiracy efforts might also inspire the risk cluster to find effective and efficient risk-based solutions to protect maritime logistics and transport from sea piracy.

Cross-references:

  • Maritime Security: Federal Efforts Needed to Address Challenges in Preventing and Responding to Terrorist Attacks on Energy Commodity Tankers. GAO-08-141. Washington, D.C.: December 10, 2007.
  • Maritime Security: Actions Needed to Assess and Update Plan and Enhance Collaboration among Partners Involved in Countering Piracy off the Horn of Africa. GAO-10-856. Washington, D.C.: September 24, 2010.

Additional keywords: Maritime security, sea piracy

 

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Supply Chain Security: Survey on Law Enforcement Agencies’ Training Needs, 2015 (CORE1112)

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Summary: In a recent study, a joint CBRA-INTERPOL research team investigates what kind of training material would help law enforcement agencies to fight crime in the context of global supply chains. The team conducted a pilot survey at the LE TrainNet Meeting (Networking Meeting of the Law Enforcement training institutions) which took place in Baku, Azerbaijan, 28- 29 April 2015. Findings of the pilot survey will be used to launch a large EU-wide survey on law enforcement agencies’ training needs regarding supply chain security. The survey findings also guide production of new training and educational material that the FP7 CORE is currently producing. The reviewed document is available for download here: https://hicl.org. Review by Toni Männistö (CBRA)

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Full review: The article concludes that law enforcement agencies generally recognise supply chain security training as a worthwhile investment for their organisations. In partuclar, the law enforcement agencies call for new supply chain related training material especially regarding narcotics and drug precursor trafficking, corruption financial crimes and tax evasion, trafficking in human beings, trafficking in counterfeit goods, terrorism and cybercrime. They advocate increasing use of modern training techniques and tools, such as e-learning, case-based teaching, and role-playing exercises.

Other findings show that law enforcement agencies consider it very useful to develop new training and educational material that would help them to enable and encourage multi-agency collaboration, for example data sharing between police agencies and customs.  The survey respondents also expressed their interest in new training material that would focus on human factors of transnational crime (e.g., motives and underlying social dynamics) and intelligence-led policing.

It is important to notice that only 16 people responded to the Baku pilot survey. The response rate was 23.2%, given there were 69 delegates registered for the LEA TrainNet meeting. The relatively low number of respondents and the relatively low response rate indicate that there is a definite need for a larger EU-wide follow-up survey.

Reference: Hintsa, J., Ahokas, J., Gallagher, R., and Männistö, T., (2015), ”Supply Chain Security: Survey on Law Enforcement Agencies’ Training Needs”, Proceedings of the Hamburg International Conference of Logistics (HICL), September 24-25, 2015, Hamburg.

 

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Collaborative Border Management in Thailand and Neighbouring Countries: Needs, Challenges and Issues, June 2013 (CORE2014)

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Summary: Thailand is interested in coordinated border management conceptualization and implementation like many other countries. There are, however, some special challenges that Thailand faces when the country tries to strengthen cooperation with its neighbouring countries. The reviewed document is available for download at: Collaborative Border Management in Thailand and Neighboring Countries: Needs, Challenges and Issues.

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Full review: The report proposes a set of recommendations for implementing coordinated border management:

  1. A policy approach is needed, in which control and facilitation are not considered as mutually exclusive. Agencies from Thailand and neighbouring countries should define a common framework for the operations, with the awareness of the importance of costs and time reduction.
  2. There is no key host for negotiations to develop rules and regulations on border crossings with neighbouring countries. The agencies, which should be involved in the decision making and integration process, have not been identified yet. The implementation of CBM needs a clear definition about the role of the agencies involved.
  3. One topic being discussed on the implementation of CBM is the screening of people who cross the border. In this case, it is necessary to define a government policy to enhance the efficiency in border crossing.
  4. Information technology. There is a lack of necessary databases, materials and equipment to improve the efficiency of people screening. Definitely, IT is one of the most important topics to be improved, and it is necessary to define a single system for screening and monitoring border crossings.
  5. The border check points lack standardized systems for managing public utilities and suffer from congestion. There is a clear need for a government policy that would standardize the border activities and improve border infrastructure.

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Transit electronic platform in Central America, December 2010 (CORE2013a and 2013b)

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Summary: The Inter-American Development Bank (IDB) reports that more than 95% of commercial goods in the Mesoamerican region are transported overland using the Pacific Corridor. This traffic represents approximately 6 billion USD worth of goods on a highway which runs from Puebla, Mexico to Panama and crosses six national borders. The problem with the Pacific Corridor is with unreliable, inefficient and substandard infrastructure. In 2008, to upgrade the inadequate infrastructure, the IDB launched a ambitious project called International Goods in Transit. According to the report, the results of the project were outstanding: average time to cross a border was reduced from 62 minutes to eight. The project also succeeded to reduce the number of documents that traders needed to submit to border control agencies.  The two reviewed files are available for download at: Interoperability at the Border: Coordinated Border Management Best Practices & Case Studies and Automating the Control of Goods in International Transit: Implementing the TIM in Central America.

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Full review: The solution, that the International Goods in Transit project produced, is basically an electronic system for managing and controlling the movement of goods in transit. The system builds on three main pillars that unlock better services at border crossing:

  1. Process reengineering: the system harmonizes multiple paper-based declarations into an electronic document. This digital file stores all data that customs, migration, and phytosanitary agencies need.
  2. Information technology: the project created a new intranet system that features state- of-the-art risk analysis and cargo control systems.
  3. Cooperation: the project promoted cooperation within the country and between the different agencies operating at border crossings in the Mesoamerican Region.

Important lessons learned from the project include the following:

  • Political support for harmonizing regulations and processes is critical. Real and full commitment from the highest authorities in every participating country contributes to a cooperative environment based on mutual trust. In the case of this project, the IDB supported the decision of governments to include the project as one of the priorities highlighted in the Joint Declaration of Chiefs of State at the Presidential Summit of Tuxtla in 2008. The choice of the project coordinator is also critical for the success of the project. The coordinator must have good relationships with top government officials and have the support of the participating countries, and naturally of the IDB.
  • The project involved large number of stakeholders that have their unique characteristics and interests and operate within their legal remits. The IDB project was designed in a way that changes in national laws and regulations were not necessary.
  • All relevant agencies should participate in the coordination and harmonization process.
  • Information technology should be flexible and open to modifications.

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SIECA delegation visiting Europe in June 2015

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I had a great pleasure to be the lead host for a 12 person SIECA delegation visit to Europe in June 2015. We spent two days in the Netherlands, one day in Belgium and two days in Switzerland in an action-packed tour, visiting several border areas, governmental offices and beyond.

The idea to organize a one-week customs and international trade visit tour to Europe first came when Mr. Roman Stoll from the Federal Customs Administration of Switzerland and I paid a four-day visit at the SIECA Secretariat in Guatemala City in March 2015. There we had several meetings and discussions on World Trade Organization´s Trade Facilitation Agreement, WTO TFA, implementation plans with the SIECA management – Ms. Carmen Gisela Vergara Mas and Mr. Javier Gutierrez; with Customs management and experts from all the six SIECA member countries; and with representatives of the Intra-American Development Bank. Some weeks after the Guatemala-visit, SIECA and IDB confirmed the willingness to come over to Europe, to learn about good practices in international trade, supply chain and border management in the Netherlands, Belgium and Switzerland. And after couple of hundreds of emails and phone calls – myself acting as the focal point in arranging the visit – we were ready to welcome the SIECA Delegation to Europe between Monday 1 June and Friday 5 June, 2015.

blog 22.03.20161Monday-Tuesday we had a full agenda in the Netherlands. Monday started by presentations on Dutch Customs in general, and Schiphol Customs in specific, focusing on risk management, coordinated border management, and the SmartGate solutions at the Schiphol Airport. This was followed by a roundtable discussion with representatives from the Dutch Ministries of Foreign Affairs and Economic Affairs, as well as with an expert from the air cargo industry. During Monday the SIECA delegation gained firsthand knowledge for example on One-Stop Shop (OSS) implementation steps in the Netherlands: Step 1. Information exchange; 2. Joint inspections; 3. Training specialists; 4. Joint risk analysis by both inspections and selection by Customs; and Step 5. One inspection inspects for the other. The program on Tuesday consisted of a tour in Port of Rotterdam, at the APM 2 Container terminal; as well as a visit to the Central command post of nuclear detection and an X-ray container scanner. In between we had a typical “Dutch sandwich” lunch, kindly offered by the hosts. The delegation enjoyed seeing the ultimate high level of automation at the new container terminal, as well as visiting a pragmatic “one stop inspection room”, where multiple border agencies work together inspecting containers flagged for manual inspections.

Wednesday was spent in Brussels, Belgium. In the morning, the trade representatives of the SIECA Delegation went to the European Commission, DG TRADE, for EU-SIECA related discussions. In the afternoon, most of the delegation visited the World Customs Organization, where the meeting started with discussions with the WCO Secretary General Dr. Kunio Mikuriya and the WCO Deputy Secretary General Mr. Sergio Mujica. This was followed by a presentation on WTO Trade Facilitation Agreement and the linked WCO Instruments, by Ms. Heike Barczyk, the Deputy Director of Compliance and Facilitation Directorate at the WCO. Lastly, we had a brief presentation and roundtable discussions on the European Flagship Supply Chain Security Research, Development and Demonstrations project called FP7-CORE. This discussion was joined by Mr. Nik Delmeire, the Secretary General of the European Shippers Council; Ms. Nicolette van der Jagt, the Secretary General of CLECAT, the European association for forwarding, transport, logistics and customs services; and myself, Dr. Juha Hintsa, Founder of the Cross-border Research Association. After the meeting at WCO, it was time to fly from Brussels to Basel, Switzerland.

blog 22.03.20162Thursday-Friday we had a packed program in Switzerland. Despite some “navigation challenges” with our three-car convoy, we arrived on time from Basel to Bern at the Directorate General of the Federal Customs Administration. We heard several interesting presentations focusing on performance mandate, tasks and strategy of Swiss Customs; on international affairs section and it’s relevant international cooperation program; on shifts from traditional revenue collection to environmental and incentive taxes; and on strategy and challenges regarding future customs clearance systems and platforms – all this by three top experts from Swiss Customs. I presented the outcomes of Swiss Customs and Cross-border Research Association -visit to SIECA in March 2015, suggesting some specific areas and priorities for future co-operation activities. Next, the Delegation visited the Federal Department of Foreign Affairs, where the discussions focused on Swiss foreign policy in Central America and bilateral cooperation Switzerland – Central America; as well as on political and economic regional integration in Central America. After a quick photo session on the Bundeshaus terrace facing over River Aare, our journey continued towards the Swiss Customs facilities at the Zurich Airport. Again, there were some “logistics challenges” on the way to Zurich, when one of our three cars suddenly lost all engine coolant – fortunately a gas station was close by, and a road service company (car + mechanic) happened to be there. At the Zurich Airport, the SIECA Delegation learned a lot of details about Swiss Customs operations with air cargo and passenger flows. And as the last agenda item, we met a cute black Labrador retriever, who together with his trainer showed how effortlessly he finds illicit goods hidden in air cargo boxes and pallets…

On Friday morning – last day of the journey – we had again an early wake-up call at our hotel in Basel. We were warmly welcomed by Swiss Customs Officers at the Basel/Weil- Motorway border-crossing point – the highest volume customs clearance point in Switzerland. First the hosts explained about facts and figures on Basel/Weil, topped with interesting information on customs risk management processes and IT-systems. Now we all know that on average 3500 trucks cross the Basel/Weil border per day, and that around 600 million CHF is collected annually as indirect taxes at that border crossing point. After that we took a rooftop view over the border area premises, discussing further Import/Export/Transit -procedures, as well as visited the Swiss Transito-Cabins / Checkpoints. From the motorway we drove to the Swiss Customs House at the Basel Port, visiting the famous tri-border-point between Switzerland, Germany and France. There the Delegation learned about the barge traffic on River Rhine – the same river we saw three days earlier at Port of Rotterdam. From the Basel Port, we drove again to Bern, this time to visit the State Secretariat for Economic Affairs, SECO. Lively discussions took place on the SECO rooftop meeting room on topics including EFTA – Central American FTA, as well as Bilateral Economic Relations Switzerland – Central America. And after lunch kindly offered by SECO, we headed towards Geneva for the final meeting of the week: World Economic Forum, WEF, where we all arrived just in time to learn about the organization and the key activities of WEF, including: the work of the WEF in Latin America, with updates from the Latin American Summit; and, the work of the WEF on trade and investment policy and implementation, including Policy Directions, Enabling Trade Index, Enabling Trade implementations. The United Nations Economic Commission for Europe, UNECE, was kind enough to explain about latest developments and trends in single window projects and implementations. And lastly, I shared briefly select work on trade facilitation and supply chain security research and education materials by the Cross-border Research Association and HEC University of Lausanne.  I highlighted the important developments taking place within the FP7-CORE project – referring naturally to our meeting two days earlier at the World Customs Organization.

This concludes the brief summary of the SIECA week in Europe, and now I would like to thank all the SIECA Delegation members for coming over and spending the five days with us, here on the old continent:

  • Costa Rica: Mr. Jhon Fonseca, Vice Minister Foreign Trade; and Mr. Luis Fernando Vasquez Castillo, Costa Rica Customs.
  • El Salvador: Mrs. Luz Estrella Rodriguez, Vice Minister Foreign Trade
  • Guatemala: María Luisa Flores Villagran, Vice Minister Foreign Trade; and Mrs. Maria Elisa Chang, Guatemala Customs.
  • Honduras: Jeronima Urbina, Director of Economic Integration
  • Nicaragua: Eddy Aldolfo Artola Garciá, Director Risk Management of Nicaragua Customs.
  • Panama: Melitón Arrocha. Minister Foreign Trade; Mrs. Diana Salazar, Vice Minister Foreign Trade; and Mr. José Gómez Núnez DG of Panama Customs.
  • SIECA Secretariat: Carmen Gisela Vergara Mas, Secretary General
  • Intra-American Development Bank: Mr. Jaime Granados

And last but not least, warmest thanks to all the local hosts: Dutch Customs Administration; Dutch Ministry of Foreign Affairs; Dutch Ministry of Economic Affairs; European Commission DG TRADE; World Customs Organization; Federal Customs Administration of Switzerland; Federal Department of Foreign Affairs of Switzerland; State Secretariat for Economic Affairs of Switzerland; and World Economic Forum.

CBRA Blog by Juha Hintsa

blog 22.03.20163PS. If your country / region would be interested on a similar European field visit, please contact us – we could organize the practical details for the next delegation, possibly every 1-2 years (of course the actual hosts need to agree to the visit in the first place, that goes without saying…). And one final note: next time a bus and a professional driver need to be rented, please!