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REPUBLIC OF TURKEY PRIME MINISTRY UNDERSECRETARIAT OF CUSTOMS Modernisation Project of Turkish Customs H. Cahit SOYSAL [email protected] FACTORS AFFECTING CUSTOMS ADMINISTRATIONS Growth in Trade Volume Trade Liberalisation Improvements in Technology

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Republic of turkey prime ministry undersecretariat of customs l.jpg

REPUBLIC OF TURKEYPRIME MINISTRYUNDERSECRETARIAT OF CUSTOMS

Modernisation Project of Turkish Customs

H. Cahit SOYSAL

[email protected]


Factors affecting customs administrations l.jpg
FACTORS AFFECTING CUSTOMS ADMINISTRATIONS

  • Growth in Trade Volume

  • Trade Liberalisation

  • Improvements in Technology

  • Falling Transport and Communications Costs

  • Increasing International Competition


What is expected from customs l.jpg
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


Modern i sat i on project of turk i sh customs l.jpg
MODERNISATION PROJECT OF TURKISH CUSTOMS

  • Modernisation Project of Turkish Customs is a subcomponent of Public Financial ManagementProject (PFMP) that was signed in 1995 with WorldBank in order to enable institutional reforms withinTurkishGovernment

  • IMF also provided technical assistance to the project:

    During July 1996-May 1999 2 Long term, 6 short term advisors worked for Turkish Customs


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FOCUS OF THE MODERNISATION PROJECT

Modification of customs legislation and procedures to International Standards

Development and implementation of Computer systems

Reorganisation of customs administration


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MODIFICATION OF CUSTOMS LEGISLATION

New Customs Law, comprised of 254 articles, was discussed and passed from the Parliament

05.02.2000

New customs procedures were determined for the computerized customs offices

Customs Regulation, comprised of 891 articles and 81 appendices came into force

27.10.1999

11.02.1999


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DEVELOPMENT AND IMPLEMENTATION OF

COMPUTER SYSTEMS

A software called BİLGE

(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


Slide8 l.jpg

The international bid, for the deployment of the BİLGE system signed

The pilot implementation of the BİLGE system started

August 1999

January 2000

August 1998

The pilot implementation of the CUSTOMS/EDI programstarted

DEVELOPMENT AND IMPLEMENTATION OF

COMPUTER SYSTEMS


Development and impl e mentation of computer systems l.jpg

%96

%94

100

90

%92

%91

80

70

IMPORT

60

50

EXPORT

40

30

20

10

0

  • May 2001

  • END of 2001

DEVELOPMENT AND IMPLEMENTATION OF COMPUTER SYSTEMS

The current rate of automated customs transactions and the estimated rate of

customs transactions at the end of this year


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REORGANISATION OF TURKISH CUSTOMS

  • 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 and

  • Directorate of Customs Enforcement have been united to

  • increase service efficiency in 5 regions


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LESSONS LEARNT (I)

  • Never think of an organisation as a largemachine

    that can be taken apart andreassembled differently

    whenever needed!

  • Changes must be approached carefully with

    implications for both individuals and groups within

    the organisation


Lessons learnt ii l.jpg
LESSONS LEARNT (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


Lessons learnt iii l.jpg

Information era

in Customs

LESSONS LEARNT (III)

Commitment of Top Management & Assignment of A Project Leader


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LESSONS LEARNT (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 learnt v l.jpg
LESSONS LEARNT (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 communicating

  • the reasons and objectives of change to our stakeholders

  • Customs Consultative Committeealsoprovided

  • participation from trade bodies to our Project


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LESSONS LEARNT (VI)

Communication and Training

  • Adapting new technology means

  • carrying out procedures in a totally

  • new way which may cause fear

  • The fear of new technology can be

  • eliminated by intensive training

  • programmes


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LESSONS LEARNT (VII)

Confidence

  • Those who have power in the current situation mayresist change since itthreatens their power

  • Be confident about yourself anddo notstepback in case of any threat!

No Change!


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Rebellion at the airport!

LESSONS LEARNT (VIII)

Confidence


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MONITORING & REINFORCEMENT

  • It is very important to check after a suitable time to see if

  • the 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


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CHALLENGES

  • 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


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Thank you very much for your attention

www.gumruk.gov.tr


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