چکیده:
The aim of this research is to provide a suitable model for managing the country's customs, based on a study of the management systems of world customs organizations. To achieve this goal, developments related to world customs, such as globalization, increased competition, advancement of communication and information technology, and their impact on customs performance, were evaluated and analyzed. A comparative study of the customs management systems of selected countries and Iran Customs was conducted, and based on it, the main components influencing the customs management system were extracted. Based on the scientific literature and the researcher's research experiences in this field, and the results obtained from paradigm modeling and data from designed questionnaires by receiving opinions from domestic and international experts, while answering the research questions, the Customs Management Excellence Cycle Model (CMECM) for customs management in the twenty-first century was designed with eight criteria and 35 indicators. This model and its proposed components were evaluated through surveying by experts and were confirmed with high validity: By using the Customs Management Excellence Cycle Model, it is possible to compare world customs and domestic customs with each other, rank them, and determine the superior customs; The Customs Management Excellence Cycle Model can be used to address the vulnerabilities of domestic customs; The Customs Management Excellence Cycle Model can be used to evaluate the performance of each customs at different time intervals.
خلاصه ماشینی:
The Islamic Republic of Iran and the management system governing its customs have understood the need to change their structure for a long time, and today it is intensely felt that the competitive and international components and pressures governing the global trade system have disrupted the desired performance and efficiency of the system, and a new framework and model must be designed and implemented for this organization as soon as possible.
Process Criterion Indicators: 1-4-Existence of administrative automation and paperless clearance 2-4-Implementation of a comprehensive communication network for the country's customs 3-4-Implementation of electronic customs 4-4-Revision and updating of the organizational structure and its flexibility 5-4-Downsizing the organization 6-4-Revision of processes and work methods and continuous improvement in organizational activities 7-4-Utilization of risk management in processes 8-4-Facilitating trade and customs formalities 9-4-Benchmarking from successful customs 01-4-Transformation in the recruitment system 11-4-Elimination of redundant regulations and facilitation of work performance 21-4-Attention to privatization and using private sector levers to perform some duties 31-4-Control of processes in the organization 41-4-Cooperation with neighboring organizations in creating trade facilitation 51-4-Alignment of the customs status with international conventions 61-4-Implementation of a reward payment system based on performance and employee ability 71-4-Providing legal conditions appropriate for customs reforms 81-4-Implementation of the single window method 91-4-Transparency in regulations 5.
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