Indicators for performance measurement of Custom centers are an apt methodology to ensure smooth flow of information in the group and simultaneously achieving the pre-decided goals and objectives. With the suitably designed BSC, taking care of all the aspects that are valuable for the right progressing, one can make the workings pay more than ever they were. KPIs in this regard can be categorized under four major perspectives- financial, operations, compliance and planning and training.Financial perspective can be seeped through in using parameters like percentage of increase in revenues, increase in passenger movement charges, custom duty and other revenues. These help in knowing the revenue generations sources of custom office.Movements in Operational direction can be obtained by quantifying in the form of indicators like number of yearly assignments inspected, number of custom operations completed on time, number of units of twenty-foot equivalent inspected and examined. Compliance Perspective can be had from company audit activities in imports and exports, percentage of import audits with revenue adjustments of $1000 or more, percentage of export audits with free on board value adjustment of $5,000 or more. These describe certain compliance levels to be met by custom office.Planning and training perspective can be possibly judged from indicators like percentage increase in cross training sessions within the department, number of load monitoring and personal adjustments, number of technical team interactions and number of knowledge enhancements activities.
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Custom Offices are involved in ensuring that duties and charges levied on imports and exports of a nation go as per the rules framed by the concerned authorities.
The job of these clearance houses demands large amounts of statistical work as values and numbers are what the task profile revolves around.
This implies that information flow at the custom centers has to be an absolutely accurate one at custom houses. Miscommunication, even if it is of minor degree can play havoc with the operations. One of the ways by which exactness can be introduced at a customs clearing agency is the employment of balanced scorecard. The metrics reflected via this concept enables the assessor in getting a bird's eye view of how things have been going on at the place.
Such a snapshot comes across as a useful tool in case a specific problem at a freight forwarding agency is to be tracked. One also has the option of giving the customs house agency an even more useful structure by bringing the 'cascading idea' into it. Under this, one can even get down to more detailed structure regarding customs brokering, if need be.
An analysis of the operations at custom offices is needed to keep a check on the degree to which operations comply with the pre-set guidelines.
This is the actual scorecard with Custom Office Performance Indicators and performance indicators. The performance indicators include: custom office, financial perspective, % increase in revenues, custom duty, increase in passenger movement charges, other revenues, operations perspective, number of yearly consignments inspected, number of units of twenty-foot equivalent inspected, number of units which are twenty-foot equivalent examined, number of custom operations completed on time, compliance perspective, % of import audits with revenue adjustment of $1, 000 or more, % of export audits with free on board value adjustment of $5, 000 or more, company audit activities in imports, company audit activities in exports, planning and training perspective, number of knowledge enhancements, % increase in cross training sessions within the department, number of technical team interactions, number of load monitoring and personnel adjustments.
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