INSIDEVIEW
Customs Broker
Management:
Saving costs, ensuring compliance and
setting key performance indicators
By Damon R. Paling
Due to the current economic climate and business model changes, enterprises are re-evaluating how
they manage their customs brokers. As a trend, we see the number of customs brokers being reduced.
Due to increasing audits being performed by the Customs Authority, enterprises are also placing new em-
phasis on customs brokers to ensure compliance with corresponding key performance indictors being
introduced. Best practice methodologies for enterprises to select, appoint and evaluate the performance
of their customs brokers can be adopted in order to ensure effective management.
perating Environment they provide a key link with customs and or freight forwarder or a third-party logis-
The customs broker’s principal other authorities. tics provider, in many instances, little or no
role of assisting with the cross- While enterprises outsource customs monitoring is conducted. In China, enter-
border clearance of goods as brokerage functions to a third party ser- prises engaged in both general trade and
the agent of an importer/exporter means vice provider, such as a customs broker processing trade are heavily reliant on the
42 JULY/AUGUST 2009
www.chainaonline.com
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