Connecting Motorways of the Sea And Ten-T Corridors through Customs 4.0

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1 Connecting Motorways of the Sea And Ten-T Corridors through Customs 4.0 AS IS critical issues and logistic chain needs: Customs governance approach Rome July 8 th, 2015 Maria Laura Comito Central Directorate Tecnology for Innovaton

2 WidermMoS Project WiderMoS aims at facilitating the homogeneous connection between Motorways of the Sea and the TEN-T core network corridors. Widermos will improving the interface between maritime transport and other modes (mainly rail), developing new port/ship/train interfaces and efficient port-hinterland connections, connecting ports and integrate origins and destinations and bridging gaps in and between different trade corridors. Governance - a MoS prospective study in 2020 and beyond, setting options and opportunities for the future deployment of MoS and assessing its potential as the maritime dimension of TEN-T as the 11th Corridor in the TEN-T Network and in-depth analysis of 4 topics (including customs procedures and logistic processes) linked to the deployment of the future governance model of the core network corridors Pilots projects - development of an IT Corridor Management Platform, in order to allow a seamless shipment management and communication between all the actors of the supply chain. The pilots aim at overcoming specific bottlenecks with a focus on paperless logistics / e- customs processes and with priority for the integration of inland terminals and rail. 2

3 AS IS and logistic needs: the national scenario Seamless supply chain for a rapid, effective and efficient response to the trade changes and to the challenges of globalization STRENGTHS Italy has a strategic position 8000 km of shoreline for a natural logistic platform S WEAKNESSES A non unioform port offer THREATS Laws and business processes could not match T O W OPPPORTUNITIES Le opportunità Team building to integrate processes and reduce the phases in to supply chain steps the customs work Copyright

4 Towards a global digital supply chain: a Virtual Logistic Platform In Italy today only Customs interacts electronically with the other supply chain stakeholders involved in the import/export cycle and is interoperable with the national logistics platforms monitoring road, rail and sea means of transport. Customs dialogues with logistics nodes (ports, dry-ports, airport, interports, import/export businesses, brokers) Through full digital services 4 Copyright

5 Common objectives between Customs and business Favouring reliable traders Fostering the competitiveness of enterprises Protecting the security and safety of citizens Protecting the Community/ national budget speed controls Towards a holistics approach to solve the customs dilemma a control system that supports trade 5

6 Customs at the Cutting Edge Developing immaterial infrastructures requiring limited investments but granting very-short-term progresses towards port networking. Sharing standardized IT processes to favour wider knowledge of rules (sharp reduction in trading costs linked to procedural uncertainties ) and of new opportunities, while fostering investments in innovation. 6

7 Role in WIDERMOS Corridors Governance from a customs perspective to share a process driven methodology and a standardized IT processes to favour wider knowledge of rules and of new opportunities, while fostering investments in innovation to encourage data integration and harmonization to promote a single-window approach from customs perspectives and an interoperability model to contribute to the Policy and Legal Requirements Analysis, particularly as regards DG TAXUD initiatives on e-customs and possibility of convergence with DG MOVE initiatives to demonstrate how immaterial infrastructures could integrate logistics platforms and guarantee an all-out tracking and tracing for a digital global supply-chain (monitoring documents + physical localization) with the interoperability between the sea and other transport modes by developing new port/ship/train interfaces and efficient port-hinterland connections to co-operate with other partners in defining a potential eseal standard within the EU, that could interact and that will be totally interoperable with extra EU solutions 7

8 TEN-T Governance Regulation (EU) N. 1315/2013 of the European Parliament and of the Council of 11 December 2013 on Union guidelines for the development of the trans-european transport network and repealing Decision No 661/2010/EU, sets the requirements for the infrastructure of the comprehensive network, in order to promote the development of a high-quality network throughout the Union by Art The instrument of core network corridors Art Definition of core network corridors Art Coordination of core network corridors corridor approach (a) Modal integration (b) Interoperability (c) Coordinated developement of infrastructure in cross border sections 8 Copyright

9 ACTIVITY 2 Aim How to deliver a MoS Prospective Study on 2020 and to further analyse some key critical dimensions linked to the TEN-T corridors governance model Participatory approach, using a large Stakeholders Group together with a specific Member States Panel Sub - activities 2.1 Set up of the Stakeholders Group 2.2 MoS Prospective study 2.3 Governance dimensions and critical issues. Interaction between beneficiaries and stakeholders background, baseline documents prepared and discussed with specific stakeholders, 4 reports collecting the 10 most critical issues for TEN-T Multimodal Corridors Governance in relation to the defined 4 dimensions: 1. Customs procedures (Italian Customs and Monopoly Agency) 2. Connections between core and comprehensive networks and TEN-T corridors (Regione Liguria) 3. Multimodal Green Corridors (Port Authority of La Spezia) 4. Logistics processes operations and systems on corridors (Asta Logistik) 2.4 Road map to overcome the critical issues. For each of the 4 components, a draft version of a Road Map aimed at suggesting strategies and actions in order to overcome the 10 critical issues. 9

10 The Import/export Cycle Customs is only one link in the chain Processes to share with a sea of stakeholders and with businesses QUAY PORT YARD GATE Port Authority Coast Guard Terminal Container Customs Consignor Consigneee Hauler Importer Intermodal Terminal Forwarder Exporter Carrier Fire Brigade Security Services Shipping agent OGA MTO Other port operators 10

11 Multistakeholder governance model A governance structure that seeks to bring stakeholders together to participate in the dialogue, decision making, and implementation of solutions to common problems or goals Multistakeholder processes could and should enhance democracy by making democratic processes more flexible and responsive, able to adjust to changing contexts circumstances, technologies, impacted populations ensuring that decisions made are reflective of and responsive to local concerns and to the broadest range of those who must bear the consequences increasing opportunities for effective participation by those most directly impacted by decisions and particularly those at the grassroots who so often are voiceless in these processes Risk those who would be lobbyists become legislators, and nobody else has a vote (by Paul R. Lehto) 11

12 The methodology: a process-driven methodology Mapping of current processes AS-IS Business Process Modelling Notation (BPMN) Data integration and harmonization 4 Mapping of the future processes TO-BE 4 Identification of the steps to implement in order to reach the desired processes TO-RUN A 4-step approach used within the Functional-procedural Interoperability sub-committee working groups The same approach is also followed by the EU Single Window Project Group 12

13 Customs Governance Approach: Sharing processes 13

14 Working group on Customs procedures Process analysis, sharing and re-engineering Virtual infrastructures. Interoperability and cooperation between administrations and traders. Interoperability among Port Community Systems, Customs system and local logistic platforms Coordination of activities at European level TOPICS

15 Working groups worked on Task A and Task B Objectives and themes Themes developed within working groups: Task A: Integration of Single Window and MSW: explore the opportunities given by integration of NMSW functionality and customs SW in order to avoid duplication for maritime operators, allowing the reuse of the information based on evolution of E-manifest benchmarking emanifest (reusing also work made by Ravenna Fast Corridor) Corridor Management platform : analysis of Corridors governance from a Public to Business point of view interoperability and cooperation) and comparison between innovative and simplified Customs procedures within the subgroups (reusing also work made by Ravenna Fast Corridor) Convergence of EU initiatives: capitalization of EU projects and reuse of results Task B: Exploring e-seals potential: exploiting the opportunities given by a potential EU harmonized approach; real time monitoring of good status in the containers.; to improve risk management on the global supply chain; intermodal corridors based on eseals

16 Outputs and results Governance task Laws and Rules task Critical Issues Processes task Technological task Definition of a set KPI for an automated and integrated customs corridor aiming at increasing the logistic operational and business related efficiency, reducing transit time and increasing safety and security

17 Overview on Critical issues Standardization and sharing of processes to favor wider knowledge of rules and of new opportunities, while fostering investments in innovation Integration of single windows: rationalization of information flows in order to reduce obligations for operators Business models to improve interoperability and integration processes among the different stakeholders involved in the supply chain and in the customs momentum in order to simplify procedures and reduce the dwell time Necessity for improve convergence of EU initiatives on e-customs and Logistics and Transport sector. Definition of a potential eseal standard within the EU, that could interact and that will be totally interoperable with extra EU solutions Economical impact on operators (cost/benefits) of the complete tracing and tracking of goods on the global supply chain Lack of European standardization to address interoperability of processes, applications, platforms, technologies, in order to create a European system for container monitoring complying with existing provisions and technological standards Remove red tape and inefficiencies that prevent the application of new business models for a smart and seamless supply chain Optimization of logistic document flow.

18 From Governance to pilots INSIDE THE PILOT. PHASE I Rail TO BE model Design and stakeholders involvement - completed Rail TO BE model Procedures - completed Rail TO BE model Operational Fast corridor La Spezia/Melzo now ACTIVE! PHASE II Intermodal scenario and model - Design and stakeholders involvement - ongoing eseals activities - ongoing Intermodal fast corridor - to be activated Further scenarios to be studied: Gate automation future model International Fast Corridor model

19 Thank you for your attention! Italian Customs and Monopoly Agency DG Technology for Innovation

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