1) The document describes Mauritius' Cargo Community System (CCS) called MACCS. MACCS electronically facilitates information exchange between logistics stakeholders involved in sea and air cargo movement. 2) Key characteristics of MACCS include that it is a port community system operating since 2009, starting with core services like electronic manifests and expanding services. It aims to create a fully paperless environment. 3) The document outlines MACCS' organizational management including its governance structure as a public-private partnership, performance monitoring, and services provided to users. It also describes how MACCS facilitates various international trade processes like sea and air imports and transhipment through electronic information exchange.

1. MAURITIUS
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, Cameroun, 08-11 September 2014.

2. 2
Peer Review Week
Date: 18th to 22th August 2014: Mauritius
Team: Dr. Somnuk Keretho, project consultant,
Mr. Jonathan Ofori (Ghana SW - GCNet), and
Mr. Vicky Kunniah (Mauritius SW – MACCS)
Mission: 22 interactive sessions
Scope: MACCS – Mauritius Cargo Community System
excluding the internal operations of
TradeNet MNS (SW for Formalities), and
Customs Management System (CMS)
Developed and operated by:
Mauritius Cargo Community Services Ltd. (MACCS)
(established by Mauritius Government in 2008)

3. 3
Agenda
1. Key Characteristics of this SW (Type & Model)
2. National Institutional Framework
3. Organizational Management
4. International Trade Processes, and
Functions/Services provided by SW
5. High-Level Technical Findings
6. Adoption/Usage Statistics and Impacts
7. SWOT & Recommendations (inserted within the above topics)

4. 4
1. Key Characteristics of this SW
Type of SW: Cargo Community System (CCS)
or sometimes called Port Community System (PCS)
or Port Single Window
 Services: electronic information exchange platform that
facilitates coordination and visibility of cargo movement
among logistics stakeholders of the Sea Port & Air Port
(Customs, Port Authority, Port Terminal, Container Freight Station,
Haulers, Freight Forwarders, Importers, Exporters, Customs Borkers
and Shipping Agents)
Fully end-to-end paperless environment
with less physical movement among stakeholders for interactions
 In operation since 2009 starting with core services (e-master manifest,
then e-transhipment, then e-house manifest, then container delivery/e-
DO, IRN, TAS, ,…), and then more value-added services continuously
expanding.
DO=Delivery Order, IRN=Import Release Notice, TAS=Temporary Access for Scanning

5. 5
1. Key Characteristics of MACCS SW
MACCS
CARGO COMMUNITY
SYSTEM
(Cargo Information
Coordination & Visibility)
MPA CHCL DCA
MRA
Customs
Importer Exporter
Shipping Lines Airlines
Freight
Forwarders
Custom BrokersFreight StationsHauliers
GHA
MNS TradeNet
System
MPA = Mauritius Port Authority
CHCL = Terminal Operator (at the sea port) (only one company)
GHA = Ground Handling Service (at the air port) (2 companies)
DCA = Department of Civil Aviation
MNS = Maurituis Network Service Co., Ltd.
TradeNet = Single Window for Formalities
(connecting to other Government agencies - OGAs)
MRA Customs = Customs Authority of Mauritius
OGAsOGAs
Custom
Brokers

6. 6
2. National Institutional Framework
2. 1 National policy direction & mandate
Strength
- Legalized by the Customs (Cargo Community System) Regulation 2008,
Maritius Cargo Community Services Ltd. (MACCS) has been appointed by
the Minister of Finance and Economic Development to build and operate
the national Cargo Community System (CCS) - for a period of 10 years
and renewable every 5 years.
- MACCS has the legal status to interface with TradeNet and
Customs Management System (CMS).
- MACCS has a clear mandate to operate the electronic network system for
the submission of advanced information relating to cargo before the cargo
either imported into, or exported from, Mauritius by any mode of
commercial transportation; but excluding the operation of TradeNet.

7. 7
2. National Institutional Framework
2.1 National policy direction & mandate
Weakness/Threat
- The Customs (CCS) Regulation 2008 does not specify that MACCS is
the sole operator of the CCS.
- According to the Customs (Use of Computer) Regulations 1997,
CCS services like e-bunkering require legal clarification, e.g. whether
CCS can connect directly to CMS without passing through TradeNet.
Improvement Opportunities (IO)
- Harnessing the opportunities of interfacing with the Customs SW
provider to make services more outstanding/beneficials to stakeholders
(medium to long term perspective).

8. 8
2. National Institutional Framework
2.2 Inter-agency collaboration
Strength
– The willingness and strong collaborative efforts among key
stakeholders
– The roles of each key stakeholder are clearly defined and understood
in their mandates, e.g. as in CMS, CCS and TradeNet.

9. 9
2.2 Inter-agency collaboration
Weakness
- Not so clear systematic mechanism for business stakeholders to voice
and escalate their concerns, issues or proposed solutions to.
Improvement Opportunities
- High-level stakeholder meetings should be regularly
conducted.
2. National Institutional Framework

10. 10
2. National Institutional Framework
2.3 Legal framework
Strength
– Electronic documents are legalized by appropriate laws and
regulatiions.
– The existence of e-transaction laws, Computer Misuse Act, Data
Protection Acts
Weakness
- Section 15 of the Regulations 2008 requires the economic operators to
keep the data logs at his business premises at least 5 years is not
practical.
Improvement Opportunities (IO)
- Exploring the possibility to improve Section 15 to place onus on the
CCS provider on behalf of economic operators.

11. 11
3. Organizational Management
3.1 Organizational strategy
Strength
- Strong leadership and close involvement from the top management
- Profound knowledge of the logistics industry and the business
- Great communication skills to share the vision to staff and community
- Understanding of how to redesign business processes and manage
change properly, e.g. wisely designing the to-be process, and
prioritizing the change implementation options with
those of high-visible impacts first

12. 12
3. Organizational Management
3.1 Organizational strategy
Weaknesses
- Marketing and information dissemination of existings products and
services should be improved.
- Lack of clear systematic project management approaches
- Lack of formal cross-organizational project implementation team or
committee
Improvement Opportunities (IO)
- Regular stakeholder interactions and
post-implementation review meetings should be conducted.
- Developing and applying more systematic project management
methodology within the organization

13. 13
3. Organizational Management
3.2 Governance Structure
Strength
- Key stakeholders are the members of the MACCS’s Board of Directors (BOD)
- The flat organizational structure facilitates flexible interactions between team
and departments (MACCS having only 27 staff)
Weaknesses
- In the absence of CEO, some important decisions and projects’ deliverables
may be affected.
- Absence of MRA Customs representative on the BOD may affect projects’
priority
IO
- Exploring the possibility of having a second in-command.
- Exploring the possibility of having a high-level representative from MRA
Customs to be the BOD member.

14. 14
3. Organizational Management
3.3 Business Model
MACCS Ltd, a PPP company, established by Mauritius Government in 2009
(43% government, 57% private) (no other external funding - )
Strength
- Revenue from providing the current services, e.g. Master Manifest and Master B/L
for both air and sea transactions, and e-bunkering, can now cover the operational
cost but not yet recover the initial investment yet.
- There are possible new revenue streams from more value-added services
to be introduced.
Weaknesses
- Payment models for new services sometimes are not proposed or
not communicated clearly to key stakeholders.
Improvement Opportunities
- Accelerating the implementation of more value-added services

15. 15
3. Organizational Management
3.4 Performance Monitoring & Services to Stakeholders/Users
Strength
- Different operational dashboards are available, e.g.
- Syslog dashboard with emails notifcations about functional issues
- SolarWinds dashboard with emails & SMS notifications for technical ussues.
- Service Level Agreements (SLA) have been agreed and signed by all
stakeholders.
- Work stations are avialable for the users to access the system in case of network
connectivity problems or other incidents.

16. 16
3. Organizational Management
3.4 Performance Monitoring & Services to Stakeholders/Users
Weaknesses
- Objectives/KPI for individual staffs could be more clearly defined.
Improvement Opportunities
- Ensuring greater awareness of the BCP (Business Contingency Plan) to the
community
- Applying the concept of objective setting and performance monitoring of staffs.
- Improving the communication of the functionalities of the CCS to the users
- Enhancing the Analytical skills to the MACCS staff

17. 17
3. Organizational Management
3.5 Human Resources
Strength
- Competent, friendly and customer-focused staffs
- Young and energetic human resources
Weaknesses
- The ratio of projects and available staffs seem to be high.
Improvement Opportunities (IO)
- Exploring the possibility of additional staffs

18. 18
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
SEA IMPORT PROCESS – Electronic Master Manifest
1. The shipping line receives manifest information from the agents/branch from
abroad. This information is received via their internal system.
2. The shipping line sends the electronic Master Manifest information from his
internal system to the MACCS SW via interface (ftp or email)
3. The MACCS SW processes the manifest and sends an acknowledgement
message to the shipping line indicating that the manifest information has been
processed successfully or there is an error that needs to be corrected and
resend.
4. The shipping agent logins into the MACCS SW, search the manifest and
submits it to customs electronically.
5. Within a maximum of 5 minutes, the manifest is accepted by Customs. The
MACCS SW is updated with this information and the electronic manifest is sent
to the shipping line,
Cargo Handling Corporation (CHCL) and
the Mauritius Ports Authority (MPA).

19. 19
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
SEA IMPORT PROCESS – Electronic House manifest
1. Once the e-Master Manifest information has been submitted by the shipping line,
the Freight Forwarder sends his electronic House Manifest via interface (ftp
or email). He can also do a manual input of the house manifest on the MACCS
SW.
2. If the manifest is sent via interface, the MACCS SW processes the manifest and
if no errors encountered, an acknowledgement is sent to the Freight Forwarder
that the information has been processed successfully.
3. The Freight Forwarder then logins into the MACCS SW and submits
the electronic House Manifest electronically to Customs CMS system.
4. When Customs approves the manifest, the MACCS SW is updated and an
electronic copy of the house manifest is sent to the Freight Forwarder.
5. The Freight Forwarder physically goes to the Shipping line Office.
He/She pays for the freight and other charges. He then gets the Delivery Order
(DO). The MACCS SW is updated accordingly by the Shipping Line and an
Electronic Delivery Order is generated.

20. 20
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
SEA IMPORT PROCESS - House manifest (cont.)
6. The Freight Forwarder submits of the electronic Customs Declaration (Bill of Entry)
on Tradenet Front-end system. The MACCS SW obtains the information from TradeNet
and the SW is updated.When the declaration is approved by Customs, the information is
sent to MACCS SW (and CHCL) for updated. The MACCS SW then generates a
notification which is sent to the Freight Forwarder/Customs Broker informing that BOE has
been approved and that he must now input the haulier ( trucker) details in the SW.
7. When Freight Forwarder or customs broker inputs the haulier details, an Import Release
Notice (IRN) is electronically generated. At the same time, a electronic message is
generated and sent to the CHCL with the PIN CODE of the container.
8. The Freight Forwarder/broker prints the IRN and hands it over to the haulier to collect
the container at the CHCL yard.
9. At the CHCL, the haulier presents the IRN document. CHCL officer checks the
information and PIN CODE (online) and then issues a GATE PASS to the hauler to
enter the CHCL yard to collect the container.
10. After the haulier collects the container, CHCL officer verifies the documents and the
container number and will then authorise the haulier to gate out. The gateout
information is updated in the CHCL system and this information is sent to MACCS
SW. The SW is then updated.

21. 21
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
SEA TRANSSHIPMENT PROCESS
1. The shipping line enters the electronic Master Manifest information in the
MACCS SW via interface (ftp, email) or manually and then submits
the manifest electronically to Customs.
This manifest information can contain import shipments (B/L) and/or
transshipment shipments (B/L).
Customs will approve (online) the manifest within 5 minutes.
2. The shipping line then logins into the MACCS SW and selects the
Transshipment menu. On the screen, the shipping agents can select
the containers to be transshipped and vessel details. Then
the shipping agent submits the electronic transshipment to Customs.
Customs then approves the transshipment.
If the transshipment is not approved, it is approved automatically after 3 hours.

22. 22
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
AIR IMPORT PROCESS:
1. The MACCS SW automatically constructs the electronic master manifest
from FFM and FWB messages.
The FFM and FWB messages are sent electronically by the Air Carrier
and received by MACCS SW via the SITA network.
For example, The AIR FRANCE airplane is coming from France to Mauritius.
The FFM message is received as soon as the plane takes off from the
Airport in France. The FWB messages can be recieved before the FFM and
some may also be recieved after the FFM.
Once the FFM message is received, the MACCS SW automatically generates
the electronic Master Manifest by using the FFM and complementing it
with the FWB messages received prior to the FFM message.
[If any FWB message is received after the FFM, the MACCS SW updates
the master manifest if the latter has not yet been submitted to Customs by
the Ground Handling Agent (GHA).]
FFM = Flight Manifest message
FWB = Air Way Bill message

23. 23
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
AIR IMPORT PROCESS: (cont.)
2. Four hours (or more) before the arrival of the flight,
the GHA logins into the MACCS SW and
submits the Master Manifest electronically to Customs
(just verifies the electronic information already got from Air Carrier).
3. The Manifest is approved online by Customs within 5 minutes.
This information is sent to MACCS SW and the latter is updated
(MACCS has the visibility of those status).
4. The Freight Forwarder creates his house manifest manually in the MACCS
SW or via interface (ftp or email). He then submits the House Manifest
electronically in the SW to Customs and receives the approval/rejection.

24. 24
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
e-Bunkering PROCESS (see the following slides)
e-AWB PROCESS (see the following slides)

25. 25
•Input the
Bunkering
Request Online
•Send for
Approval to
Supplier
•Cancel a
Request
Agents
•Check Bunkering
Request Date, Time
& Duration
•Approve/Reject/Put
on Hold
•After Delivery, Close
Request & Update
delivery details
Supplier
• Check Bunkering
Request
• Approve/Reject/P
ut on Hold
MRA
• Check Bunkering
Request
• Approve/Reject/Pu
t on Hold
Marine
Dept.
•Check
Bunkering
Request
•Approve/
Reject/Put on
Hold
Port
Emergency
Services
• Check
Bunkering
Request
• Approve/
Reject/Put on
Hold
Port
Operations
Dept.
On submission
Notification sent to
Supplier
On Approval
Notification sent
to MRA
On Approval
Notification sent
to Marine Dept.
On Approval
Notification sent
to Port
Emergency
Services
On Approval
Notification sent
to Port
Operations Dept.
MACCS e-Bunkering Process

26. 26
Observation
Maritime
Single Window
(Another type of IOS)
IOSs = Inter-organizational Information Exchange Platform
e-Bunkering is another type of SW which is called Maritime SW.
Shipping Line
Supplier
MRA
Marine
Dept.
Port
Emergency
Services
Port
Operations
Dept.
Service ProviderEnd-User

27. 27
Freight
Forwarders
Sends the
flat file
Transformation
Module
FTP/Email
SS
DE
LX
IG
EK
SA
MD
UU
AF
BA
HM
MK
Sends
FWB
Acknowledgment
Errors
RCS
MACCS
Acknowledgement
Errors
RCS
via Mail
If errors are in in Flat File.
 The new Electronic Air Waybill recommended practice (e-AWB RP1670)
removes the requirement for a paper Air Waybill, significantly
simplifying the air freight supply chain process.
 With the e-AWB, there is no longer a need to print, handle or archive
the paper AWB.
MACCS e-AWB
FWB = Air Way Bill detailsRCS = notified for ready for carriage.
Note: e-AWB proposed by IATA e-Freight

28. 28
6. Overall international trade processes, and
the processes and functions provided by SW
6.1 Trade Facilitation/International Supply Chain Processes
Strength
- The implementation of sending alerts and notifications to the stakeholders
in the supply chain.
- BCP (Business Continuity Plan), helpdesks and several facilities, e.g. a service
station with back-up network/servers availiable, however, further improvement
could be explored, e.g developing more operational manuals.
Improvement Opportunities
- Completing the implementation of the air import processes
- Completing the implementation of the export processes for both air and sea
transactions
- A lot of opportunities to provide value-added services to both authorities and
business users
- Improving the mechanism by which users can feedback on any suggestions,
issues, and improvement proposals

29. 29
6. Overall international trade processes, and
the processes and functions provided by SW
6.2 Functions/Services supported by SW
FUNCTIONS/SERVICES FOR SEA IMPORT
1. Manual Master/House Manifest creation
2. Master/House Manifest creation via electronic interface and in different formats
3. Submission of Master/House Manifest to Customs
4. Online tracking, tracing and visibility of manifest, house, B/L,
the status of container and shipment
5. Notifications for each event associated with the shipment, Container, B/L.
6. Change user password
7. Real time Vessel berthing entry and departure and its notifications
8. Electronic delivery order creation
9. Security and integrity of information at each level of the supply chain.
10.Real time container discharge/loading information,
container gate-in and gate-out information.
11.Import release notice and pin codes for secure container delivery at port.

30. 30
6. Overall international trade processes, and
the processes and functions provided by SW
6.2 Functions/Services supported by SW
FUNCTIONS/SERVICES FOR SEA TRANSSHIPMENT
1. Electronic submission of transshipment
2. Notification of approval of the transshipment online
3. Real time information regarding loading of container on vessel.
4. Online query of the transshipment and its containers/shipments

31. 31
6. Overall international trade processes, and
the processes and functions provided by SW
6.2 Functions/Services supported by SW
FUNCTIONS/SERVICES FOR e-BUNKERING
To simplify the bunkering process/ procedure
1. Electronic creation of bunkering requests
2. Email and SMS reminders to approve pending bunkering requests.
3. Visibility, traceability and tracing along the bunkering request approvals.
4. Elimination of paper documents
5. Reports on bunkering requests and bunkers (e.g volume of oill)
6. Email notifications

32. 32
6. Overall international trade processes, and
the processes and functions provided by SW
6.2 Functions/Services supported by SW
FUNCTIONS/SERVICES FOR AIR IMPORT
1. Manual Master/House Manifest creation
2. Master/House Manifest creation via electronic interface & via IATA FFM and FWB
messages
3. Submission of Master/House manifest to Customs
4. Online tracking, tracing and visibility of manifest, house, Air-waybills AWBs
5. Notifications for each event associated with the manifest, house, and AWBs.
6. Change user password
7. Flights arrivals and departures
8. Flight creations
9. Security and integrity of information at each level of the supply chain.
10. Advanced electronic house manifest submission to Customs
11. Reports on Amendments made by GHAs
12. Pre alerts to freight forwarders upon flight departure from origin
13. Viewing and downloading and sending of FFM, FWB and FHL messages.

33. 33
6. Overall international trade processes, and
the processes and functions provided by SW
6.2 Functions/Services supported by SW
FUNCTIONS/SERVICES FOR e-AWB
1. Creation of electronic IATA FWB and FHL messages
2. Receive and validate and reconstructs FWB messages to the latest FWB version
3. Submission of FWB and FHL messages to airlines via email or ftp.
4. Online tracking, tracing and visibility of AWB generation.

34. 34
6. Overall international trade processes, and
the processes and functions provided by SW
6.2 Functions/Services supported by SW
Strength
- High praise from most users about
the visibility for tracking of the cargo status
- The paperless features (almost no physical visits needed)
- The ability to covert multi formats of information from different stakeholders
Weakness
- The lack of usage reports for the users, e.g. summary usage reports
(opportunities for creating value-added services)
Improvement Opportunities
- The implementation of summary usage reports should be considered.

35. 35
7. High-level Technical Findings
Strength
- Good IT architecture and infrastructure in serving the business
services, e.g. contingency measures and infrastructure redundancy
are in place (like realtime replication of data at DRC site)
- The ability and willingness to accommodate users’ requests by providing
them with several interfaces and data conversion capabilities
to connect to the MACCS.
DRC site = Disaster Recovery Center

36. 36
Weaknesses
- In the earlier phase, the expectations and features of the purchased core
software solutions were different from the users’ perspective, e.g.
data fields and descriptions need to be largely changed,
and several required features needed to be developed.
- The turn around time of core software improvement is relatively high
(since the core part of the CCS software was purchased and the
maintanance/enhancement is contracted out to a software solution
company aboard).
7. High-level Technical Findings

37. 37
Improvement opportunities
 Consider applying best practices and standard frameworks for quality
management process and IT auditing, e.g.
– Security/Risk Assessment using the ISO/IEC-27000 Information
Security Management Systems (ISMS) should be conducted. .
– conducting vulnerability assessment and penetration testing, and
implementing security control measures to reduce those proiritized risks
and vulnerabilities.
– Maturity development models, e.g. project management
methodology, should be adopted in the organization.
7. High-level Technical Findings

38. 38
8. Adoption and Usage Statistics (2013)
Details % Covered by
SW
No. of Shipping Lines/ Airlines 100 %
Handlers (CHCL/GHAs) 100 %
Hauliers 100 %
Warehouses (CFS) 10 %
Freight Forwarders 100 %
Master B/L 100 %
House B/L 100 %
Master AWB 2 %*
House AWB 2 %*
Customs Declaration for Sea
Transhipment
100%
* Data for 2013 (less than one month operations) – and now it is 100% for electronic MAWB & HAWB

39. 39
8. Impacts
1. Visibility of container and cargo movement across the supply chain
2. Information availability allowing higher security by data cross checking
3. Improved delivery processes at the sea port,
e.g. faster approvals and clearance and delivery of container and cargoes.
4. Reduced transport costs, e.g. waiting time of hauliers is reduced
5. Reduced invisible costs, e.g. because of SLA and information visibility
6. Elimination of paper manifest documents
7. Moe secure and accurate delivery of containers
8. Elimination of movement of people to Customs to submit paper work –
movement of electronic information replacing the movement of people
9. MACCS has enabled the Customs to better conform to
WCO SAFE framework of standards with more reliable information and data
cross checking among the stakeholders along the supply chain.

40. 40
8. Impacts: Time & Cost
Services Time
before
SW
Time
with SW
% Time
Improved
/Reduced
Cost
before SW
Cost
with
SW
% Cost
Improved/
Reduced
Submission of manifest &
approval
8h 5min 98% $31 $20 35%
Discharge of container from
vessel by terminal handler
5days 2days 60% $70 $70 0%
Issuing DO from shipping line
to importer
3days 6hr 91% $15 $6 60%
Transporting container to
delivery place
4h 30min 88% $160 $125 22%
Sea import

41. 41
8. Impacts: Time & Cost
Services Time
before
SW
Time
with SW
% Time
Improved
/Reduced
Cost
before SW
Cost
with
SW
% Cost
Improved/
Reduced
Submission of transhipment
manifest
8h 2hr 75% $31 $20 35%
Container unloading 5days 2days 60% $35 $35 0%
Submssion of Transhipment
Bill of Entry and approval
24h 5min 97% $150 $10 93%
Container loading onto ship 5hr 2hr 66% $35 $35 0%
Transhipment process of containers

42. 42
8. Impacts: Time & Cost
Services Time
before
SW
Time
with SW
% Time
Improved
/Reduced
Cost
before SW
Cost
with
SW
% Cost
Improved/
Reduced
Submission of manifest &
approval
5days 1day 80% $31 $20 36%
Container discharge from ship 5days 2days 60% $35 $35 0%
Logistics process of containers

43. 43
8. Impacts: Efficiency of Processing
Positive:
Capability of the system to provide accurate and realtime
statistics on the time taken (efficiency)
for each process in logistics supply chain.
Cargo and container assignment to trucks/hauliers
are done in a more efficient manner.
Customs is able to apply risk assessment techniques as per
WCO SAFE framework of standards.

44. 44
8. Impacts: Efficiency Level
Negative:
Visible cost of service to stakeholders has slightly
increased due to service fee.
Elimination of low class jobs e.g. Messengers

45. 45
8. Impact: Compliance level
Positive:
Better compliace: Legal context enforces the
automatic compliance of all stakeholders
SLAs with stakeholders are agreed and signed for
service
Continuously monitoring performance of systems
and operations ensure compliance of the service
according to SLA.

46. 46
8. Impacts: Cooperation
Positive:
The system provides strong stakeholder
engagement/coordination to deliver service and
also for providing additional features
MACCS provides a common platform for
communication and collaboration among
stakeholders.

47. 47
8. Impact: Quantitative measures
Impact on fees to be paid
• Additional fee to benefit the services provided
Impact on processing time
• Reduced processing time
e.g manifest approval and delivery orders,
e-bunkering helps reducing time and cost of shipping lines
Faster delivery of goods at airport

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

49. 49
World Bank Trading Across Border Dataset
Trading Across Border Ranking: 12 (among 188 countries)
Measures the time and cost (excluding tariffs)
associated with exporting and importing
a standardized cargo of goods by sea transport
The time and cost necessary to complete every official procedure
for exporting and importing the goods are recorded;
however, the time and cost for sea transport are not included.
World Bank Methodology

50. 50
World Bank Trading Across Border Dataset
Trading Across Border Ranking: 80 (among 188 countries)

51. 51
World Bank Trading Across Border Dataset
Trading Across Border Ranking: 159 (among 188 countries)