Single Window Conference Douala - 2014

1. SENEGAL
Peer Review Country Report
Workshop on the impact of single windows on the passage of
goods across ports and on the trade facilitation in general
Douala, Cameroon, 08-11 September 2014.

2. Peer Review Week
Date: 14th to 18th July 2014: Dakar, Senegal
Team: Dr. Somnuk Keretho and Ms. Birgit Viohl,
project consultants, and
Mr. Abdoullahi Faouzi
(Cameroon Single Window, e-GUCE)
Mission: 19 interactive sessions
Scope: ORBUS, GAINDE Integral, ORBUS Logistics,
excluding Customs Management System (CMS - GAINDE)
for clearance processing,
and the B2B e-marketing services (Buntoo)
2

3. 1.1 Context: Type of SW
 Single Window for Pre-Clearance and Clearance Formalities
with few logistics-related services
 Supporting electronic interaction among
traders (or their representatives/declarants), Customs agents,
shipping lines, freight forwarders, banks, insurance companies,
the inspection company, Customs Administration and almost
all other foreigh trade-regulated agencies with
electronic data submission and regulatory approvals,
consolidated payment online and offline for fees and duties,
status notification and performance reporting services
during import and export procedures.
 Fully paperless environment - except for some exceptional cases
 Continuous evolution of processes & services coverage
(in operation since 2004)
4

4. 1.1 Context: Type of SW (evolution)
5Adapted from the presentatIion by Ibrahima DIAGNE, MD of GAINDE2000, April 23rd 2012.
2011
ORBUS moved
its operations from
an automated system
to
a paperless system
1986
Senegal
government takes
the decision to
develop it own
CMS
1990
The telecom
infrastructure allows
Customs GAINDE to
be online in 1990.
1995
Senegal government
starts consultation to
develop a national SW
2002
GAINDE2000
was stablished.
2004
The NSW
ORBUS is
operational.
2006
GAINDE starts
international
cooperation

5. 1.1 Context: Type of SW (SW Model)
6
SW Front End
for Traders/Declarants
(for Pre-clearance
Formalities)
SW for Trade
Formalities
Orchestration
(with paperless
documents exchange,
data cross checking,
online approval,
consolidated
e-payment,
status notification
and
performance reports)
SW Front End
for Customs Agents
(for Customs Clearance)
SW Front End
for Shipping Lines
and Freight Forwarders
(for e-Manifest submission
& release order tracking)
OGA-1
(for permits/certificates)
Commercial Banks
(for issuing
exchange permits,
and online payment)
Cotecna
(for pre-clerance inspection)
OGA-2
(for permits/certificates)
OGA-9
(for permits/certificates)
Customs
Administration
(for Customs Cleareance)
End Users Service Providers

6. 1.2 Context:
National policy direction & mandate
The national strategy to become an international trade hub
for the region has been set by the Senegalese Government.
Foreign trade Single Window inititaive started in 1996 led by
Ministry of Commerce, then in 2001 the mandate was moved to
Ministry of Finance with the strong involvement from
the Customs Administration.
In 2002, GAINDE2000, a PPP company, was established and
mandated by MOF to develop and operation the SW platform
for the country (CGPID 92%, Private 8% share).
In 2008, the Government further endorsed the national policy
towards paperless trade and e-government solutions.
7

7. 1.2 Context:
National policy direction & mandate - SWOT
8

8. 1. 3 Context:
National Governance & Stakeholder Collaboration
(National-level) Senegal Paperless Trade Project
Working collaboratively at the strategic, management and development levels
 Steering Committee
comprising of Senior Officials from key government agencies, e.g.
Customs, Port Authority, other Ministries/Departments/Authorities
and business associations,
empowered to validate the project related deciision and
monitor the execution of milestones
 Project Management Committee
MD of GAINDE2000, (chair), and representatives from Customs,
Port Authority etc., proposing to the Steering Committeee
the plan of actions, and assuring the execution thereof.
 Development team: by GAINDE2000 team, Customs IT Team
which work closely together in the same or closed location.
9

9. 1. 3 Context:
National Governance & Stakeholder Collaboration - SWOT
10

10. 1.4 Context: Legal Framework
The mandate of Gainde to operate the NSW of Senegal
is contained on the status of the company itself.
So GAINDE has been created to operate the single window.
Electronic Transaction Law “No.2008-08 of Jaunary 25, 2008”
for legalizing electronic documents and electronic signatures, and
Data Protection Law “No. 2008-12 of January 25, 2008” for
the protection of personal data were enacted.
11

11. 1.4 Context: Legal Framework - SWOT
12

12. 1.5 Context:
Corporate Governance and Strategy
 GAINDE2000 – a PPP company (CGPID 92%, Private 8%)
(Customs is chairing the CGPID.)
 PPP Board Committee – having representatives from
Customs Administration and key private associations
 Long-term well established Leadership
by Managing Director of GAINDE2000
 Closely collaborating and building trust, and
continuously delivering substantive value to the commuity.
13

13. 1.5 Context:
Corporate Governance and Strategy -SWOT
14

14. 1.6 Context: Financial Model
 Senegal Single Window is financially self-sustainable after one year
of its operation (mainly from mandatory electronic submissions)
 The service rate has been determined to just cover all the
operational costs and the research and development activities.
 The central servers of ORBUS are hosted by customs.
So ORBUS and Customs CMS share the same central
infrastructure and maintenance costs are supported by
Customs Administration.
This situation is changing now. since 2012, Gainde is moving all its
equipement from Customs data Center to it's own data center. The sharing
of hosting environment was to facilitate the implementation of the SW and to
buid trust between SW and CMS management teams.
 Additional earns come from other services but those are not
mandatory e.g. training and electronic payment, and
international consultancy.
15

15. 1.6 Context: Financial Model - SWOT
16

16. 1.7 Context:
Performance & Process Monitoring - SWOT
17

17. 1.8 Context: Human Resources -SWOT
18

18. 1.9 Context: Client Relationship
19
End Users
Service Providers

19. 1.9 Context: Client Relationship
Names of Service Providers & Roles
20

20. 2.1 Coverage:
Trade procedures & formalities by SW
21Adapted from the presentatIion by Mor Talla Diopof GAINDE2000, Feb 2014.

21. 2.1 Coverage:
Trade procedures & formalities by SW
Release Operations
• Release order
Customs Declare
• Electronic documents are
consolidated in a folder and
transmitted online to the Customs
Management System dubbed
GAINDE INTEGRAL (for Customs
declaration processing)
• Consolidated online payment of
Customs duties, taxes and fees
Pre-Clearance
• Traders/Declarants submit
electronic data (based on
invoice data, and other
accompanying documents,
deed of transport, importation
document, etc)
• ORBUS automatically lists
required Permits/Certificates for
each case
Approval
• The Inspection verifies and
validates data online, and issue
DPI (Déclaration Préalable
d’Importation),
• The Bank verfies and issues AC
(Autorisation de Change)
• OGAs issues relevant
permits/certificates
Release
• Submission of electronic
manifest (by Shipping lines)
to CMS through SW
22

22. 2.1 Coverage:
Trade procedures & formalities by SW - SWOT
23

23. 2.2 Coverage: Processes & Services
The Senegal SW supports the typical interaction between traders and
government entities for the approval of trade transactions and
issuance of relevant documents pursuant to national legislation.
 Electronic government approval and document collection process;
 Electronic processing of payment of Customs duties and taxes;
 Electronic submission of Cargo manifests through SW, then
to Customs Administration
24
24

24. 2.2 Processes/Services by SW - SWOT
Strengths
 The collection and submission of electronic data and issuing documents for pre-clearance
is efficiently managed, e.g. with unique data entry, user-friendly interfaces, fast processing,
and with automatic routing rules for OGA requirements.
 OGA interfaces to visualize data and report process decision in the SW.
 SW data exchange with CMS, GAINDE integral of declaration relevant data and linking of
SW file with the declaration file.
 For OGAs' electronic signatures on submitting and issuing e-documents
 Non-electronic documents, e.g. documents from aboard, can be electronically scanned
and attached to the system.
 Possibility of progressive data entries allows users flexibility.
 For SMEs, non-formalized representatives and small Customs Brokers, there is a facility
(CF) in Dakar for data entry services.
 Training programs for users are available but with fees.
 Payment for OGA formalities and SW are now collected in one place, with the possibility
for monthly payment settlement
25

25. 2.2 Processes/Services by SW – SWOT (cont)
Weaknesses
 Lack of offline notification channels for all users and in particular CF users that also
cannot view status of the files on-line.
 SW capability for data exchange with external systems (e.g. stakeholders like
COTECNA, Banks, Insurance, OGAs, other countries’ SWs) is less developed.
 Back-end processes of stakeholders, e.g. decision making, controls and task
coordination and workflow communications are not integrated.
 Reported high frequency of data entry error cases increase the time for controlling by
the OGAs and increasing overall processing time due to amendments and their
subsequent physical papers and physical visits.
 Lack of the tools that allow OGAs to monitor case-by-case processing, e.g. OGA and
users need to write down some information from the system in their own paper log
book to keep track of the files or the decisions.
 Low percentage of ORBUS users using CORUS e-payment functions.
 Payment process for SW services is either cash payment or bank transfer with many
users using cash payment. Invoice for subscribed users is still paper-based.
26

26. 2.2 Processes/Services by SW – SWOT (cont)
Improvement Opportunities
 Offering regular training for users and extending it to non-formalized users.
 Data visibility for Customs should be available in single interfaces instead of multiple user interfaces.
 Conducting some studies of the types of data entry errors and their root causes for analyzing and
identifying improvement measures. For example, some specific data elements with the most-likely
errors should be treated with some error elimination techniques, e.g. with re-checking warning or
second confirmation, or the 2nd person data cross checking at the counter service (of course, based
upon its return on investment also).
 Collecting users/stakeholders’ requirements regarding the monitoring of case-by-case transaction and
develop tools that can be made available with fee.
 Further documenting incidents of physical signature on documents (e.g. required by third or other
parties Certificate of Origin, SPS Certificates) and discuss solutions to eliminate or reduce some
number of physical signatures on paper documents.
 End-to-end performance measurements but from the business traders' perspective should be
conducted, e.g. average time from starting the data submission to approval of pre-clearance DPI & AC
formalities.
 Promoting more actively information about regulatory requirements, e.g. through the Buntoo services.
 Conducting a study on the possibility of providing automatic control and in future automatic decision
making supporting functions for OGAs.
27

27. 3. System Architecture & Technical Issues - SWOT
Strength
- Partnership with a private Internet Service provider facilitates
access to the Applications by the users
- Dedicated datacenter for all the applications
- Infrastructure sharing with the CMS facilitates integrations
- Infrastructure management processes are certified with ISO 9001
- Well trained personnel for the datacenter management
- In-House Developments for all the applications
- Common and Collaborative Team from GAINDE and ORBUS
28

28. Weaknesses
- Although it is a web-based application, ORBUS is not yet accessible through
Internet
- The CMS, also web-based seems not to be secured from the MIM password,
because it is not using a Server certificate for the http encryption, e.g.
the https protocol has not been utilized on some login-password screens.
- The certificates are only used for signing pdf Documents
- All the stakeholders are using the same database. This may complicate the
management of the Orbus Software as number of stakeholders are growing.
- The usage of an abroad certification authority may cause legal trouble in case of
issues on the documents provided.
- Only one Internet Service provider seems to be providing access to the CMS
and ORBUS (Orange).
3. System Architecture & Technical Issues - SWOT
29

29. Improvement opportunities
- Allow users to access the ORBUS Application through Internet to permit
treatment of files from outside the office by stakeholders, but of course with
better security schemes.
- Develop a National Certification Authority in collaboration with Government
and make sure GAINDE 2000 is at least a registration Authority for that CA.
- Allow if feasible, the strong authentication using certificates.
- Implement a real Enterprise Service Bus (ESB) in the ORBUS platform, to
enhance GAINDE 2000 integration flexibility and capability.
- Encrypt the CMS transaction using HTTPS
- Apply the ISO/IEC-27000 Information Security Management Systems (ISMS)
standard concept for the Senegal SW environment, e.g. in a regular basis,
conducting the ISO/IEC-27005-based risk assessment analysis, conducting
vulnerability assessment and penetration testing, and implementing security
control measures to reduce those proiritized risks and vulnerabilities.
3. System Architecture & Technical Issues - SWOT
30

30. 4. Performance: Usage Statistics
31

31. 4. Performance: Usage Statistics
32

32. 4. Performance: General Impacts
The SW scope and functions were expanded
incrementally. It seems that the paperless version
implemented since May 2013 had a significant
marginal impact for the users and stakeholders.
Most users, but in particular the stakeholders, say
they value the improvements made by the SW.
33

33. 4. Performance: Impacts on Facilitation level
Users: SW has significantly reduced both processing time,
and their internal preparation times
Users: E-submission also has cut down the number of
physical movements necessary.
– Possible 0 movement for online user and monthly
payment subscription, or
– Up to 2 movements if CF is used for the deposit of
paper documents and cash payment for the services.
Stakeholders: Processing time per transaction has been
reduced (in particular banks)
34

34. 4. Impacts on Efficiency of Processing
Positive:
Stakeholders noted that abandon of personal contacts has
improved their productivity (less people queuing and arguing).
Paper requirements has been reduced, e.g. previously Cotecna had
to print out 5 copies of the DIP now only one, DPV does not print
a copy anymore at all, and Manifest was previously required in up
to 8 copies.
Users: Archiving of documents is now made easier online.
Some stakeholders have been able to assign staff to other functions
(SGBS has now only 1 person processing instead of 4 previously).
35

35. 4. Impacts on Efficiency of Processing
Negative
Two users, have noted that the numerous data
errors and the process to manage them (for non
validated documents) is sometimes lengthy, e.g. more
time is needed to write a message to the person and
wait until they correct error in data in the SW.
Two users also mentioned that double checking on
the screen takes them longer than keying in the
information as they did previously.
36

36. 4. Impacts on Compliance
DI (Dept of Industry) reported that previously it was
easy to circumvent the control and checks of their
process (issuing of CoO). With the SW, the number
of frauds and wrongly issued CoOs has been reduced
significantly.
Although this is a great impact, the SW does not
support the OGA processes of controlling the data
and taking a decision. They are still the result of
human intervention outside the SW and prone to
errors in the processing.
37

37. 4. Impacts on Cooperation
As a result of the SW, the various actors involved in
the trade procedures have established
a good relationship and the SW is a platform for
inter-agency dialogue on trade facilitation.
38

38. 4. Impact: Time & Cost
39

39. 4. Impact: Time & Cost
Transit and Transhipment process is not covered yet.
40

40. Thank You
Workshop on the impact of single windows on the passage of
goods across ports and on the trade facilitation in general
Douala, Cameroon, 08-11 September 2014.