CPBRD Policy Brief

No. 2022-04

Institutionalizing the
Philippines’ National Single Window: Tradenet

Congressional Policy and Budget Research Department

House of Representatives
 Abstract

The National Single Window (NSW) concept, a system that integrates and automates trade-
related procedures, has been recognized by various countries as an effective measure
to facilitate trade. For the Philippines, its endeavor to establish its NSW began in 2005 and
was met with limited success. Given increasing recognition of the NSW’s importance in the
country’s effort to digitalize to become resilient in the face of the continuing global health
threats and supply chain disruptions, renewed efforts to put in place the new NSW called the
TradeNet should be accompanied by its institutionalization.

This paper endeavors to provide the rationales for establishing the Philippines’ NSW by
reviewing the literature and experiences of other countries. In addition, it aims to identify
key provisions that should be included in the legislative proposal by analyzing the issues
and challenges in TradeNet’s program theory, service delivery and utilization, and program
organization that limit its efficient and effective implementation. The paper concludes by
proffering recommendations for a policy that enables the expeditious and sustainable
implementation of the Philippines’ NSW, specifically, in the context of enhancing previous
legislative proposals on the NSW.
The views, opinions, and interpretations in this report do not reflect the perspectives of the House of
Representatives as an institution or its individual Members.
 LIST OF ACRONYMS AND ABBREVIATIONS

ACDD ASSOCIATION OF S OUTHEAST A SIAN NATIONS CUSTOMS DECLARATION DOCUMENT

AHTN ASSOCIATION OF S OUTHEAST A SIAN NATIONS HARMONIZED TARIFF NOMENCLATURE
ASEAN ASSOCIATION OF S OUTHEAST A SIAN NATIONS
ARTA ANTI-RED TAPE A UTHORITY
ASW ASSOCIATION OF S OUTHEAST A SIAN NATIONS S INGLE WINDOW
ASYCUDA AUTOMATED S YSTEM FOR CUSTOMS DATA
ATIGA ASSOCIATION OF S OUTHEAST A SIAN NATIONS TRADE IN GOODS A GREEMENT
BMB BIODIVERSITY M ANAGEMENT B UREAU
BOC BUREAU OF CUSTOMS
CICT COMMISSION ON INFORMATION AND COMMUNICATIONS TECHNOLOGY
CMIO CENTRAL M ANAGEMENT INFORMATION OFFICE
CO CAPITAL OUTLAYS
DICT DEPARTMENT OF INFORMATION AND COMMUNICATIONS TECHNOLOGY
DOF DEPARTMENT OF FINANCE
DOTC DEPARTMENT OF TRANSPORTATION AND COMMUNICATION
DOST DEPARTMENT OF S CIENCE AND TECHNOLOGY
EGMP E-GOVERNMENT M ASTERPLAN
EO EXECUTIVE ORDER
EODB EASE OF DOING B USINESS
FDA FOOD AND DRUG A UTHORITY
GOMP GOVERNMENT OPERATIONS M ANAGEMENT P LATFORM
IABPI INTER-A GENCY B USINESS P ROCESS INTEROPERABILITY
ICT INFORMATION AND COMMUNICATIONS TECHNOLOGY
ICTO INFORMATION AND COMMUNICATIONS TECHNOLOGY OFFICE
KIIS KEY INFORMANT INTERVIEW S
KFW-IDF KREDITANSTALT FÜR W IEDERAUFBAU-INTEREST DIFFERENTIAL FUND
MACCS MYANMAR A UTOMATED CARGO CLEARANCE S YSTEM
MC MEMORANDUM CIRCULAR
MCIS MYANMAR CUSTOMS INTELLIGENCE S YSTEM
MOOE MAINTENANCE AND OTHER OPERATING E XPENSES
NSW NATIONAL S INGLE W INDOW
NTA NATIONAL TOBACCO A DMINISTRATION
OECD ORGANISATION FOR E CONOMIC CO-OPERATION AND DEVELOPMENT
PDEA PHILIPPINE DRUG E NFORCEMENT A GENCY
PDMG POLICY DEVELOPMENT M ANAGEMENT GROUP
PEGIF PHILIPPINE E-GOVERNMENT INTEROPERABILITY FRAMEW ORK
PMO PROGRAM M ANAGEMENT OFFICE
PTFC PHILIPPINE TRADE FACILITATION COMMITTEE
RA REPUBLIC A CT
SC STEERING COMMITTEE
TFA TRADE FACILITATION A GREEMENT
TOC THEORY OF CHANGE
TRGAS TRADE REGULATORY GOVERNMENT A GENCIES
TWG TECHNICAL W ORKING GROUP
UN UNITED NATIONS
UN/CEFACT UNITED NATIONS CENTRE FOR TRADE FACILITATION AND E LECTRONIC B USINESS
UNCTAD UNITED NATIONS CONFERENCE ON TRADE AND DEVELOPMENT
WTO WORLD TRADE ORGANIZATION
 1
Institutionalizing The Philippines’ National
Single Window: TradeNet
by Mark Carmelo R. Manguera*

1. Introduction

Trade has been supported by solid arguments based on economic efficiency. Engaging in
trade leads to aggregate improvements in production (i.e., specializing in producing goods
with a comparative advantage or exhibit economies of scale) and consumption efficiency (i.e.,
greater variety of goods). Further, enterprises gain greater access to production inputs and
opportunities to participate in global value chains.

Enabling trade is especially important for the Philippines as it imported 4,347 products
amounting to US$117.2 billion and exported 2,971 products amounting to US$70.9 billion in
2019.1 However, import and export procedures involve voluminous documents (e.g., packing
list, invoice, bill of lading, import permit/export license, customs import/export declaration,
certificate of origin) with additional requirements for regulated products that must be obtained
from concerned trade regulatory government agencies (TRGAs). Securing these requirements
are traditionally done separately and repeatedly either through the TRGAs’ respective offices
or online systems. The cumbersome and segmented procedures and the complexity of the
bureaucracy stifle the perceived benefits of trade.

Addressing these impediments through trade facilitation, defined by the World Trade
Organization (WTO, n.d.-b) as “the simplification, modernization, and harmonization of export
and import processes,” is particularly relevant in reducing trade costs, improving the trade
and business climate, and ultimately leading to sustainable and inclusive growth (Asian
Development Bank, 2017).

An initiative that aims to simplify, streamline, and harmonize trade processes is the establishment
of a single window defined as “a facility that allows parties involved in the international supply
chain to lodge data in a standardized format at a single-entry point to fulfill all import, export,
and transit-related regulatory requirements” (United Nations Centre for Trade Facilitation and
Electronic Business, 2005). The single window integrates and automates the trade-related
licensing, permit, clearance, and certification systems of various TRGAs into one platform.

While the conceptual basis for single windows is well documented in the literature, the
experiences of countries offer examples of concrete benefits resulting from the establishment
and operation of their respective single windows.

*
This paper was prepared with the technical assistance of Annalin A. Villanueva. This paper also benefitted from the comments
of Maxine Tanya M. Hamada and Lemuel Fyodor C. Villamar, discussions with and inputs of Director Elsie C. Gutierrez and
Executive Director Manuel P. Aquino, and overall guidance of Deputy Secretary General Romulo Emmanuel M. Miral, Jr. The
author is grateful for the valuable contribution of the respondents to the key informant interviews.
1
Latest data from World Bank World Integrated Trade Solutions (WITS) based on 6-digit Harmonized Commodity Description
and Coding System (HS code)
 2

In the Philippines, the executive branch has acknowledged the role of its national single window
(NSW), called the TradeNet in quickly recovering lost ground, building resilience, and getting
back on track towards AmBisyon Natin 2040. This is demonstrated by the NSW’s incorporation
as a component of multiple chapters in the Updated Philippine Development Plan 2017-2022,
including Chapter 9A: Expanding Economic Opportunities in Industry, Chapter 9B: Expanding
Economic Opportunities in Services, and Chapter 15: Ensuring Sound Macroeconomic Policy.

There is also emerging cognizance in the legislative branch of the potential benefits of the
NSW and the call to institutionalize it as evinced by the filing of related measures in the 17th
and 18th Congresses.

1.1 Objective

The paper aims to inform policy makers of the need to institutionalize the Philippines’ NSW,
called the TradeNet. In particular, it intends to answer the following questions:

 What are the rationales for establishing the Philippines’ NSW?

 What are the key provisions that should be included in the legislative proposal
institutionalizing the Philippines’ NSW?

To address these questions and form the basis of the recommendations, this paper first
reviews the literature and experiences of other countries. The paper also analyzes the current
issues and challenges that limit the efficient and effective implementation of the TradeNet by
examining its program theory, service delivery and utilization, and program organization.

1.2 Limitations

The results of the analysis should be considered in the context of the TradeNet being at its early
stages of implementation, constraints on the availability of administrative data, and limitations
on the sample of respondents. Therefore, while the paper provides valuable insights and
inputs to legislative measures pertaining to the NSW, it may not be a complete representation.

2. Motivations for a National Single Window

Advanced single window concepts, such as the NSW, connect a range of stakeholders and
involve an array of data exchanges (Appendix A for a discussion on the different single window
forms). These include the exchange of information between and among trade and industry
agencies, customs, border authorities, carriers, and banks (Figure 1).

The succeeding discussions aim to provide a clear understanding of the NSW and elaborate
on the motivations for its establishment based on the benefits, international commitments, and
national laws and initiatives, specifically in the context of the Philippines.
 3

Figure 1
Actors and Data Exchanges in a Single Window Environment

Source: World Bank (2017)

2.1 Benefits

As expounded by the United Nations Centre for Trade Facilitation and Electronic Business
(UN/CEFACT, 2005), the establishment of a single window can simplify and facilitate the
process of providing and sharing information to fulfill trade-related regulatory requirements,
benefitting both governments and enterprises in the trading community.

The main benefits for governments include a more effective and efficient use of human and
financial resources as the single window promotes the integration of government systems
and processes. This will also lead to enhanced security, transparency, and integrity as
better coordination and collaboration among TRGAs may lead to the timely establishment of
necessary systems for information validation and distribution. Further, the electronic exchange
of data minimizes opportunities for fraud and misrepresentation. Revenue yields are positively
affected as required charges are more accurately paid when payment systems are embedded
in the single window. Also, trader compliance increases as single windows provide current and
relevant information on legal and procedural requirements.

Enterprises involved in trade benefit from the open and facilitative approach of the single
window as it harmonizes government systems and processes and allows for the one-time
submission of required information at a single point. The private sector gains from the faster
and more transparent clearance and release times, which reduce their costs and increase the
predictability of their transactions. Moreover, enterprises can free up resources traditionally
used for the submission and preparation of voluminous documents and in frequenting various
government offices.
 4

As shown by the World Bank (2014; 2017), economies with single window systems spend
significantly less time in document preparation and customs clearance and those that employ
electronic submissions of customs declaration have significantly faster border compliance
(Figure 2).
Figure 2
Efficiency Gains from Trade Digitalization and Single Window Systems

Source: World Bank (2014) & (2017)

2.2 International Commitments

Aside from the benefits, the Philippines also has regional and multilateral commitments to
implement its NSW under the Association of Southeast Asian Nations (ASEAN) and the WTO.

ASEAN Commitment
The ASEAN Agreement to Establish and Implement the ASEAN Single Window was signed on
09 December 2005 upon the collective recognition of the ASEAN member states (AMS) that
an effective and efficient arrangement to expedite customs release and clearance contributes
to the shared goal of establishing the ASEAN Economic Community by 2020.2 Part of the
Philippines’ obligations under this agreement is to operationalize its NSW by 2008.

This agreement was followed by the Protocol to Establish and Implement the ASEAN Single
Window, signed on 20 December 2006, which provides a legal and technical framework;
strengthens the coordination among lead agencies; encourages participation of economic
operators; and offers technical, functional, and operational guidance for the implementation
of the NSWs and ASEAN Single Window (ASW). However, the ratification process of the
protocol was only completed in 2017 upon the accomplishment of all AMS’ internal procedures
and notification and deposit of instruments of ratifications with the ASEAN Secretary-General.3

2
This envisions ASEAN as a single market and product base, a highly competitive region, with equitable economic development,
and fully integrated into the global economy. The ASEAN Concord II initially set out the establishment of the ASEAN Economic
Community by 2020 but was subsequently accelerated to 2015. Currently, the next phase of the economic integration agenda,
the ASEAN Economic Community Blueprint 2025, is being pursued (ASEAN, n.d.-c).
3
Myanmar was the first AMS to comply on 19 January 2016, while the Philippines was the last to do so on 01 August 2017, which
concluded the ratification process.
 5

WTO Commitment
Recognizing the excessive bureaucracy and red tape in moving goods across borders, the
WTO members have sought for the Trade Facilitation Agreement (TFA), a result of a long
process that began at the WTO Ministerial Conference in Singapore in 1996, when it was
first put on the agenda. The text of the TFA, which contains provisions for expediting the
movement, release, and clearance of goods; effective cooperation among customs and other
authorities; and technical assistance and capacity building was adopted in the Bali Ministerial
Conference in 2013. The WTO TFA entered into force in 2017 upon the ratification by two-
thirds of the WTO members, with the establishment of NSWs as part of the commitment. For
the Philippines, the NSW falls under Category C4 and has committed to implement it by 31
December 2020.

2.3 National Laws and Initiatives

The NSW is also an integral component that supports the objectives of the country’s national
laws and initiatives on the ease of doing business (EODB) and adoption of information and
communications technology (ICT).

Ease of Doing Business

The enactment of Republic Act (RA) No. 9485 or the Anti-Red Tape Act of 2007 marked
the commitment of government to pursue the efficient delivery of government services and
prevention of graft and corruption. The law enjoins the adoption of simplified procedures to
reduce red tape and expedite transactions in government, which includes the mandatory
reengineering of systems and procedures of government agencies providing frontline services.

RA No. 11032 or the Ease of Doing Business and Efficient Government Service Delivery Act
of 2018 subsequently supplemented and enhanced the Anti-Red Tape Act of 2007. By its very
title, this law further strengthened the mandate to EODB by employing a zero-contact policy;
requiring the implementation of streamlined procedures for licenses, clearances, permits,
certifications, and authorizations; and mandating the development of a fast and reliable
interconnectivity infrastructure.

Likewise, by virtue of RA 11032, the Anti-Red Tape Authority (ARTA) was established to
effectively implement the provisions of the law. The ARTA is tasked with carrying out various
EODB and anti-red tape reform initiatives. The NSW is relevant specifically to the trading across
borders indicator, which measures the time and cost to export and import. In comparison with
other AMS, the Philippines is ranked 6th in Table 1 as its border and documentary compliance
takes 42 and 36 hours for exports and 120 and 96 hours for imports (World Bank, 2020).5

4
Measures under this category will be implemented on a date after a transition period and requires capacity building support
(WTO, n.d.-b)
5
The Doing Business Report was discontinued in September 2021 due to data irregularities and is currently formulating a new
approach to assessing the business and investment climate in economies, the Business Enabling Environment Project (World
Bank, n.d.)
 6

Table 1
Selected Trading Across Borders Indicators 2020,
ASEAN Member Nations
Export Import
Border Documentary Border Documentary
compliance compliance compliance compliance
Country Rank (hours) (hours) (hours) (hours)
Singapore 47 10 2 33 3
Malaysia 49 28 10 36 7
Thailand 62 44 11 50 4
Lao PDR 78 9 60 11 60
Vietnam 104 55 50 56 76
Philippines 113 42 36 120 96
Indonesia 116 56 61 99 106
Cambodia 118 48 132 8 132
Brunei 149 117 155 48 132
Myanmar 168 142 144 230 48
Source: World Bank (2020)

Government Adoption of ICT

In its declaration of policy, RA No. 10844 or the Department of Information and Communications
Technology (DICT) Act of 2015 recognizes the vital role of ICT in nation building and aims to
promote the use of ICT for the enhancement of key public services. The DICT, created through
this law, has been mandated to be the primary entity that will plan, develop, and promote the
national ICT development agenda.

Previous government offices such as operating units dealing with communications in the
Department of Transportation and Communication (DOTC) and the Department of Science
and Technology Information and Communications Technology Office (DOST-ICTO) were
transferred to the DICT. In line with this, the responsibility of preparing the E-Government
Masterplan (EGMP), a blueprint for the implementation of e-government projects outlined in
Executive Order (EO) No. 47, s. 2011, has been transferred to the DICT.

One of the crucial accomplishments under the EGMP 2013-2016, which aimed to create a
network that will connect all government departments and agencies to be able to provide
citizen-oriented and transparent services is the development of the Philippine e-Government
Interoperability Framework (PeGIF). In this context, interoperability is defined as the “ability
to exchange and reuse government data and information in a uniform and efficient manner
across multiple ICT systems and across agencies” (DOST-ICTO, 2015).

Phase 1 of the PeGIF focused on technical interoperability or the technical aspects and
standards of interoperability, while Phase 2 dealt with information interoperability and exchange
and Phase 3 covered business process interoperability. Phase 1 was executed through DOST-
ICTO Memorandum Circular (MC) No. 2014-9001.6

6
“Approval of the Philippine Electronic Government Interoperability Framework (PeGIF) Version 1 .0 for Implementation by
Government Agencies”
 7

Phase 2 was adopted through DOST-ICTO MC No. 2015-002,7 while Phase 3 was executed
through the Government Operations Management Platform (GOMP).8 The country’s NSW,
TradeNet, is the first major inter-agency user of this platform. The integration of TRGAs into
the NSW bolsters the government-wide adoption of ICT towards enhancing public service
delivery.

3. National Single Windows: Other ASEAN Member States

In pursuit of the benefits and in compliance with their international commitments, the AMS have
endeavored to implement NSWs. Briefly examining the progress of the NSW implementation in
the ASEAN region puts into perspective the ensuing discussion on the status of the Philippines’
NSW. Moreover, it offers insights on the feasibility of establishing an NSW and its concrete
benefits.

Singapore is a global pioneer as it implemented the first NSW. In response to the recession it
experienced in the mid-1980s, Singapore’s TradeNet was launched in 1989, which forms part
of the government’s objective to expedite the use of ICT and improve trade competitiveness.
Singapore’s TradeNet integrated 35 controlling agencies and all trade processes with
approximately 8 thousand users and 9 million yearly transactions. Through its TradeNet,
Singapore was able to reduce the processing time (i.e., from 2-7 days to 10 minutes), fees
(i.e., from US$6-US$13 to approximately US$2.1), and documents (i.e., from 4-35 documents
to 1 electronic form). Further, clients are able to access and transact at any time of the day
(Koh, 2017).

Indonesia’s NSW was implemented in 2007. Unique to Indonesia is the establishment of a

dedicated authority to ensure the sustainability of the NSW to lead the electronic transformation
and simplification of trade- and logistics-related processes and documents.9 This agency was
subsequently restructured and placed under the Ministry of Finance.10 Indonesia’s NSW is
being implemented in 16 major ports and involves 18 TRGAs (ASEAN, n.d.-d).

Malaysia’s NSW has been in operation since 2009 and facilitates six (6) core services, namely
electronic customs declaration, electronic customs duty payment, electronic certificate of
origin, electronic permit, electronic Strategic Trade Act permit, and electronic manifest. Their
NSW also involves 30 permit-issuing agencies, 50 authorities, and 12 banks (ASEAN, n.d.-e).
Thailand implemented its NSW in 2011, which has completely linked the services of 39
agencies. Thailand’s NSW is estimated to reduce costs by as much as US$9.5 million per
year (Thai Customs Department, 2018).

7
Approval of the Philippine Electronic Government Interoperability Framework (PeGIF) Part 2, Otherwise Known as the
Information Interoperability Framework (IIF), for Implementation by Government Agencies”
8
The GOMP refers to the technology environment that is dedicated to support software or database systems of different
government collaborative groups intended to promote process and procedural interoperability. The GOMP that is utilized by the
NSW has the main objective of supporting the collaborative and streamlining operations of the various trade regulatory agencies,
and to provide efficient end-to-end public service as part of the EGMP (DOST-ICTO, 2016).
9
Presidential Regulation No. 76/2014
10
Minister of Finance Decree No. 840/2015
 8

Brunei’s NSW, implemented in 2013, enables the preparation of trade documents from 20
TRGAs (ASEAN, n.d.-b), while Vietnam’s NSW, launched in 2014, involves 13 TRGA(ASEAN,
n.d.-g).

Cambodia has been using the United Nations Conference on Trade and Development’s
(UNCTAD) Automated System for Customs Data (ASYCUDA)11 since 2008. Its NSW, which
has been connected to the ASYCUDA, was launched in 2019 with the initial implementation
comprised of five (5) TRGAs (Vannak, 2019; WTO, n.d.-a). As of 2022, six (6) ministries/
councils and 10 TRGAs participate in the NSW (Eng Veng, 2022).

Myanmar has been operating the Myanmar Automated Cargo Clearance System (MACCS)
and Myanmar Customs Intelligence System (MCIS) since 2016 (ASEAN, n.d.-f). The MACCS
improves customs clearance procedures by automating user registration, goods clearance,
cargo management, and payments. On the other hand, the MCIS is a risk management
system to accumulate information on import/export permits and examination/inspection
records processed in the MACCS (Sonoda, 2020). Both systems are not fully operational on
a national scale but at certain ports, airports, and economic zones. TradeNet 2.0, Myanmar’s
NSW that is connected to the MACCS and MCIS, was launched in 2020 (Myanmar National
Trade Portal, 2020).

Similarly, the Lao People’s Democratic Republic has utilized the ASYCUDA, which was
implemented in 2012. Its NSW became operational in 2021 and covers electronic permit,
electronic manifest, single point invoicing and billing, and statistics and reporting (Greater
Mekong Subregion, 2021).

4. Regional Single Windows: The Case of the Asean Single Window

The necessity of establishing an NSW is further highlighted by its critical role in serving as
a prerequisite for countries to integrate into regional single windows, thus, facilitating and
enhancing the benefits of trade. One such regional single window is the ASW defined as “the
environment where NSWs of Member States operate and integrate” (ASEAN, 2005).

Further, the ASW “constitutes a regional facility to enable a seamless, standardized and
harmonized routing and communication of trade and customs-related information and data
for customs clearance and release from and to NSWs. Trade and related customs data and
information will stay within, and belong to respective Member States” (ASEAN, 2015).

As the AMS centralize, automate, and harmonize their trade processes on a national level
through their respective NSWs, the ASW serves to link the NSWs and support the exchange
of trade-related documents in the region. With this, the benefits of individual NSWs to
governments, enterprises involved in trade, and the economy widen in scope.

11
ASYCUDA is a modular, adaptable, and configurable customs software system developed by UNCTAD that produces reliable
and timely trade and fiscal statistics, speeds up customs clearance, and increases customs revenues. The ASYCUDA is
installed at the request of developing-country governments with the assistance of UNCTAD experts. Currently, over 90 countries,
territories, and regions are implementing different versions of the customs system (UNCTAD, n.d.).
 9

In 2019, all 10 AMS have joined the live operation of the ASEAN Trade in Goods Agreement
electronic certificate of origin (ATIGA e-Form D), a document issued by a national government
to exporters so that it can be used by counterpart importers for a preferential tariff rate under
ATIGA. This is currently the only electronic document being exchanged by all AMS using the
ASW. In 2020, the ASW has been used by Cambodia, Myanmar, and Singapore to exchange
the ASEAN Customs Declaration Document (ACDD), an electronic document to facilitate the
exchange of export declaration information between exchange-ready AMS (ASEAN, n.d.-a).

While the immediate priority of the ASW is to fortify intra-ASEAN trade by onboarding all AMS
in the exchange of the ACDD and expanding the covered trade transactions and documents,
part of its development plan is to explore the possibility of exchanging trade documents with
other partner countries (Figure 3). In doing so, the ASW contributes to solidifying ASEAN as a
trading bloc and facilitates trade with partners outside the region.

Figure 3
ASEAN Single Window Model

Source: ASEAN (2006)

5. Philippines’ National Single Window: Tradenet

Importers and exporters are subjected to tedious and repetitive documentary requirements
and processes, which are conventionally secured and conducted in the different physical
offices or individual electronic systems of TRGAs. The typical procedures importers and
exporters undergo are outlined in Figures 4 and 5. These procedures are accompanied by
several documentation covering pre-arrival documents (e.g., cargo manifest, accreditation,
goods declaration), shipping documents (e.g., bill of lading or airway bill, commercial invoice,
packing list), and import and export documents (e.g., export declaration, import/export
clearance/permit). Further, products that are considered regulated require additional steps.
Prior to importation or exportation, enterprises must secure export clearance or import permits
from the specific TRGA assigned to regulate these products. The import and export processes
not only involve transacting with the TRGAs but also with the Bureau of Customs (BOC),
Department of Finance (DOF), ports, freight forwarders, brokers, and payment facilities.
10

Figure 4
Import Documentation Process

Source: DOF (2018); DTI (n.d.; 2019) with Author’s updates

 11

Figure 5
Export Documentation Process

Source: DTI (n.d.; 2018) with Author’s updates

 12

Early efforts to address the cumbersome procedures began when the BOC implemented the
ASYCUDA in 1996 and initiated the Electronic to Mobile Customs Project to expedite the end-
to-end cargo clearance process using mobile broadcasting and electronic data interchange
connectivity in 2005 (Medalla, 2012). The country’s endeavor to establish its NSW traces its
origin from EO No. 482, s. 2005.12 This executive issuance established the NSW Task Force
for Cargo Clearance (NSW Task Force) for a coherent and effective formulation, coordination,
and monitoring of the NSW. The NSW Task Force is composed of a Steering Committee (SC)
responsible for setting the policy guidelines and a Technical Working Group (TWG) tasked to
implement the policy directives of the former (Figure 6).

Figure 6
NSW Task Force Composition and Functions

Note:The DOTC and Commission on Information and Communications Technology (CICT) were replaced by the DICT through
RA No. 10844 or the DICT Act of 2015, while the Bureau of Food and Drugs was replaced by the Food and Drug Administra-
tion (FDA) through RA No. 9711or the FDA Act of 2009.
In the 2nd NSW TWG Meeting, the BOC-Management Information Systems Technology Group was elected as the Vice
Chairperson for Technical Matters and the ARTA as the Vice Chairperson for Onboarding Matters. Moreover, all identified
TRGAs were made members of the NSW TWG
Source: EO No. 482, s. 2005 and NSW SC Resolution No. 01-2017

The first attempt in establishing the Philippines’ NSW happened in 2009 but was not successfully
sustained. Phase 1 of the project completed in 2010 includes the installation and configuration
of Crown Agents TRIPS Single Window13 for connecting agencies that issue permits, licenses,
and clearances for import and/or export purposes as well as those that monitor data.

Phase 2, which entails government-wide rationalization, standardization, and harmonization of

trade data and portals and connection to the ASW was not completed. Thus, the Philippines’
NSW was barely utilized as it was unable to implement modifications and technology upgrades
(DOF, 2020b).

12
“Creating the National Single Window Task Force for Cargo Clearance”
13
Crown Agents is a not-for-profit international development company that works in partnership with clients to design and
implement practical solutions to their needs. The TRIPS Single Window is a proprietary package of Crown Agents that is fully
configurable.
 13

There were renewed efforts to re-establish and implement the NSW in 2015 as the DOF
requested the DOST-ICTO to include the functions of the NSW in the GOMP (DOF, 2020b).
Complementing this initiative, the DOF created an anti-red tape team in 2016 through Department
Order No. 038-2016. This includes the Inter-Agency Business Process Interoperability (IABPI)
Program aimed at simplifying trade documentary requirements by streamlining processes and
converging systems (DOF, 2016).

Instituting the country’s NSW was bolstered through NSW-SC Resolution No. 01-2017.14 This
adopted the component of the GOMP serving as a trade facilitation application, referred to as
the TradeNet, as the new Philippines’ NSW. Further, the IABPI-Program Management Office
(PMO) was designated as the Secretariat of the NSW Task Force, responsible for assisting
TRGAs in streamlining and harmonizing procedures in preparation for automation and linking
with the TradeNet and coordinating the establishment of the NSW’s connection with the ASW.
It also designated the then newly created DICT to absorb the functions assigned to the DOTC
under EO No. 482, s. 2005 and enjoined TRGAs to work and coordinate with the IABPI- PMO.

In the first meeting of the NSW-SC on 05 December 2017, the NSW-TWG agreed to create
separate clusters to manage the administration and implementation of the NSW. There were
nine (9) NSW-TWG Clusters created according to the different classes of products being
regulated and/or functions being performed by the TRGAs (Figure 7).

Figure 7
NSW-TWG Clusters and Chairpersons

Source: BOC (n.d.)

14
“Organizing the NSW Task Force to Adopt TradeNet.gov.ph as the National Single Window (NSW) Platform of the Philippines
that Will Link to the ASEAN Single Window (“ASW”), and Establishing the Governance Structure for its Implementation in
Coordination with Other Relevant Government Agencies, in Accordance with Existing Laws”
 14

To date, there are 86 identified TRGAs involved in the implementation of the TradeNet
(Appendix B for the list of TRGAs). These are categorized into: (a) regulatory, (b) monitoring
and oversight, (c) ecozones, and (d) policy. Regulatory TRGAs are those that are mandated by
law to process and issue permits, licenses, certificates, or accreditation prior to the importation
or exportation of goods. Monitoring and oversight TRGAs use trade data to process statistical
reports, trends, profiling, and analysis, among others. Ecozones are TRGAs that govern
special economic zones, free trade zones, and free ports. These three (3) categories comprise
73 TRGAs that have been identified for onboarding the TradeNet. The final category, policy
TRGAs are not required for onboarding but provide advisory, legal, and technical inputs for the
implementation of the NSW and ASW.

The onboarding process is divided into five (5) stages: (a) Agency Counterpart Team (ACT)
creation, (b) data gathering, (c) requirement analysis, (d) systems implementation, and (e) go
live. (Figure 8).

Figure 8
TRGAs Onboarding Process

Source: DOF (n.d.-d)

The first stage creates the ACT, which are designated staff within each TRGA that will facilitate
coordination and execute the identified activities in the onboarding process, such as the
preparation of onboarding documents. The data gathering stage covers scoping activities
to acquaint the ACT and determine the extent of the TRGAs’ processes for onboarding. The
processing and analysis of the trade-related processes also occur in this stage. Based on this,
the requirement analysis stage will discuss TRGA modules that contain the set of features,
functionalities, and constraints under which it should operate in the TradeNet platform.

In the systems implementation stage, the TRGA modules will then be configured in the staging
environment and tested until approval. The pilot testing is done in this stage, wherein selected
end users are involved as they are able to simulate the agency modules and provide feedback.
Finally, once the agency module has been deemed acceptable by the TRGAs in consideration
of the end users’ feedback, it is officially launched during the go live stage.
 15

To facilitate the implementation of the TradeNet, the EODB-Anti-Red Tape Advisory Council15
approved EODB-ARTA Resolution No. 12, s. 202016 on 16 December 2020 to endorse the
compulsory integration of TRGAs to the TradeNet on or before 03 March 2021. To facilitate
compliance, the ARTA issued MC No. 01-202117 dated 19 February 2021 providing guidelines
and mandating the onboarding of TRGAs within 10 weeks from the receipt of the issuance.

Further, NSW-SC Resolution No. 04-202118 was promulgated to facilitate the onboarding of
TRGAs by identifying the role of the Tariff Commission in the TradeNet, which includes: (a)
providing information on ASEAN Harmonized Tariff Nomenclature (AHTN) codes and tariff rate
changes to concerned agencies, (b) serving as a resource person during tariff classification
workshops, and (c) validating the TRGAs classification of products under their jurisdiction.

The different functions of the TradeNet are enumerated in the general information website
(DOF, n.d.-b), some of which are segmented depending on the type of user, such as general
and public users and registered users. The TradeNet also has different functions available for
frontline service and managerial and supervisory agency users (Table 2).

Table 2
Functions of TradeNet
Type of User Functions
a. Information Catalogue
1. General and Public User
b. Duties and Taxes Calculator
a. Permits and Clearance Application
b. Shipment Information Management and
2. Registered Customers Declaration
c. Documentation Management
d. Single Payment Portal
e. User Dashboard
a. Frontline Service: Profile Management,
Processing of Request, and Signing and
Approving
3. Agency User
b. Managerial and Supervisory: Monitoring and
Delegation of Task, Financial Performance and
Information Audit, and Public Communication
Export application submission, document routing,
and authorization portal
Check upload information against business
4. Additional functions
registries
Connect to ASW and other regional groups for
the electronic exchange of information
Source: DOF (n.d.-d)

15
Created through RA No. 11032 to serve as the policy and advisory body to the ARTA
16
“Endorsing the Complete and Mandatory Onboarding of the Trade Regulatory Government Agencies to the TradeNet”
17
“Guidelines on the Mandatory Onboarding of Trade Regulatory Government Agencies to the TradeNet as Endorsed by the
EODB-ART Advisory Council Through Their Resolution No. 12, Series of 2020”
18
“Role and Functions of the Tariff Commission on the TradeNet Onboarding Process and Implementation”
 16

Aside from these, the TradeNet also has the functions of export application submission,
document routing, and authorization portal; verification of upload information against business
registries; and connection to ASW and other regional groups for the electronic exchange of
information.

With these functions, the TradeNet simplifies the import and export application process to
six (6) steps (Figure 9). Users no longer need to frequent the individual TRGAs’ offices or
electronic systems as they are able to input their information, details, supporting documents,
and TRGA-specific requirements to the TradeNet platform. TRGAs are also able to evaluate
the application via the TradeNet platform.

Figure 9
Import and Export Application via Tradenet

Source: TradeNet Registered User’s Website (http://tradenet.gov.ph/)

6. Methodology

To identify the issues and challenges that may be addressed through legislative proposals,
the paper analyzes the implementation and design of the TradeNet through the following
components of the project: (a) program theory, (b) service delivery and utilization, and (c)
program organization (Rossi et al., 2004). The program theory encompasses the design of the
project, its elements, and the logic that connects them, while service delivery and utilization
cover the delivery mechanism, the success of the delivery, and the response of beneficiaries.
Lastly, the program organization consists of the organizational setup and the management
and utilization of its resources.

6.1 Conceptual Framework

The analysis is guided by the theory of change (TOC), which illustrates how and why the
desired impact is expected to occur in the context of the TradeNet. The TOC describes the
various components of the project, including the inputs, activities, and outputs, and the process
by which these would lead to the desired outcomes and impact as well as the underlying
assumptions. Aside from being able to verify the project’s design, the TOC is important in
identifying the components of the project that would be focused on during the analysis.
 17

Figure 10
TradeNet Theory of Change

Note.
Note. Author’s
Author’s interpretation
interpretation

The TOC described in Figure 10 is elicited from program documents, executive issuances,
department/administrative orders, and pronouncements. The TradeNet also benefits from the
availability of multiple technical guides that aid countries in the implementation of their NSW.
These include trade facilitation recommendations by UN/CEFACT such as Recommendation
Nos. 33,19 34,20 35,21 and 3622 and are supported by further materials from the United Nations
(UN) like the Business Process Analysis Guide to Simplify Trade Procedures (UN, 2012a), Data
Harmonization and Modelling Guide for Single Window Environment (UN, 2012b), Electronic
Single Window Legal Issues a Capacity-Building Guide (UN, 2012c), Guide for the Design of
Aligned Trade Reforms for Paperless Trade (UN, 2012d), and Single Window Planning and
Implementation Guide (UN, 2013).

The TOC illustrates that the main impact that the TradeNet project aims to achieve or at least
contribute to is increased trade and investments and economic growth and development. The
TradeNet’s contribution to the attainment of these objectives over the long term is possible
through the availability and execution of the project’s components and fulfillment of key
assumptions.

The necessary inputs include staffing support, project budget, and facilities and equipment
to carry out the project’s activities. These inputs must be sufficient and appropriate for the
activities to be accomplished properly (i.e., staff with necessary competencies, adequate and
timely budget to cover activities).

19
“Recommendation and Guidelines on Establishing a Single Window to Enhance the Efficient Exchange of International Trade
Information Between Trade and Government”
20
“Data Simplification and Standardization for International Trade”
21
“Establishing a Legal Framework for an International Trade Single Window”
22
“Single Window Interoperability”
 18

The activities for the project include business process analysis and data harmonization as
prerequisites to the onboarding of TRGAs. To complement this, a legal gap analysis must also
be conducted to ensure the coherence and sufficiency of policies. The creation of the TradeNet
platform is also identified as a critical activity. Finally, there is a need to conduct orientations
and trainings to equip the TRGAs’ staff and end users with the capability to use the platform.

Executing these activities will produce the main outputs, such as streamlined, harmonized,
simplified, and automated processes; new or revised policies; the TradeNet platform that is
linked to the ASW; and the live operations of the TRGAs in the platform.

Once the outputs have been produced, the initial outcome is the utilization of the TradeNet
by the end users. Considering that significant resources are expended in complying with
trade-related regulations, requirements, and processes, the utilization of the TradeNet brings
about reduced processing/turnaround times and lowered costs for government and the trade
community in the near term. Additionally, streamlining, simplification, harmonization, and
automation of processes reduce face-to-face interaction and thus opportunities for informal
negotiations, and increase transparency.

Over the long term, as TRGAs and end users have a shift in behavior favoring the use of the
TradeNet over their traditional processes, this will lead to the final outcomes of a more efficient
trade system, reduced corruption, improved revenue collection for the government, higher
profits for involved enterprises, and a more conducive business environment.

Another key consideration for the outcomes and impact to be achieved is that there is general
support from all stakeholders, including the TRGAs, end users, and high-level decision makers.
This entails that TRGAs and end users are amenable to the introduction of digital solutions to
their processes. Given that these outcomes heavily influence trade and investment decisions,
the TradeNet project is expected to contribute to the impact of increased trade and investments
and economic growth and development.

6.2 Data Sources

The primary sources of the analysis are responses from the key informant interviews (KIIs)
and available secondary data and information from project documents, relevant policies,
and related literature to substantiate the responses and deepen the discussion. Further, the
project documents and other relevant references serve to validate the qualitative information
gathered from the KIIs.

The KIIs target three (3) broad categories: (a) project framers and proponents, (b) TRGAs and
(c) end users/clients of the TradeNet. The KIIs were conducted from March to June 2022 with
a total of 22 respondents, which consisted of seven (7) project framers and proponents, nine
(9) TRGAs, and six (6) end users of the TradeNet.
 19

Project framers and proponents cover those that are directly mandated to perform specific
functions of the project, such as the onboarding of TRGAs and development of the TradeNet
platform. These also include those that were directly involved in the conceptualization of the
project. TRGAs are government entities that have been identified to be involved with the
TradeNet either as a regulatory agency, monitoring and oversight agency, ecozone, or policy
agency. Finally, the last set of respondents are the beneficiaries or end users, which are
private enterprises involved in trade that are clients of the TRGAs (Appendix C for the guide
questions).

7. Results And Discussion

The results of the analysis are organized based on the components of the project beginning
with the program theory, followed by the service delivery and utilization, and finally the
program organization. The findings presented and discussed in this section focus only on the
issues, challenges, and other considerations that are relevant in aid of legislation, specifically
those that may be addressed and incorporated in the provisions of the legislative proposal
(Appendix D for supplementary results and discussion).

7.1 Program Theory

Objectives of the TradeNet

 The project has no articulated TOC. A clear TOC facilitates planning the entire
project and provides a reference for the common understanding of all relevant
stakeholders. It also supports the development and identification of key performance
indicators, baselines, and targets, and guides the monitoring and evaluation of their
achievement. In the absence of an articulated TOC from the project proponents, the
most pertinent reference laying out the general objectives of the NSW is EO No.
482, s. 2005. As outlined, the NSW may bring about a more efficient and effective
public service delivery; increased transparency in cargo processing; more timely,
accurate, and cost-efficient exchange of information; reduced customs operational
costs; and improved revenue collection. A more specific objective is included in the
approved proposal of Phase 1 of the project, which is to reduce the import and
export documentation process from two (2) weeks to a maximum of three (3) days.
However, without a TOC, the process and prerequisites necessary to achieve these
objectives are not explicitly identified.

 Improving government revenue collection and generation is not an immediate priority.

The current concept of the project, which is available to users at no cost, implies that
government revenues are not one of the priority objectives of the project, at least
in the short term. This is also supported by the KIIs as streamlining and automating
procedures to reduce costs for enterprises and the processing/turnaround time
of trade transactions were the most cited objectives. As aptly captured by one
respondent, “the TradeNet serves as a whole-of-government approach to trade
facilitation.”
20

However, the project proponents mentioned that user charges were planned to
be collected once the platform is fully operational for a more accurate basis of the
computation of fees. Further, the TradeNet is revenue neutral for TRGAs as they
may continue to collect fees and charges for their trade permits and licenses upon
migrating or connecting to the platform.

 Some key agencies are more directly aligned with the objectives of the project. A
review of the organizational outcomes of key agencies in their budget documents
(i.e., National Expenditure Program, General Appropriation Act) reveals that the DOF,
which is the NSW-SC Chairperson where the PMO is lodged, only has organizational
outcomes on “fiscal sustainability sustained” and “asset and debt effectively managed.”
As discussed, improved revenue collection and generation were not identified as
immediate priorities of the project.

Other key agencies that have a more direct organizational outcome aligned with the
objectives of the TradeNet are the BOC, ARTA, and the DTI. The BOC as NSW-
TWG Chairperson, includes an organizational outcome on “secured trade facilitation
by international standards achieved,” the ARTA as the NSW-TWG Vice-Chairperson
for Onboarding Matters, has a sole organizational outcome of “better government
service delivery by institutionalization and implementation of effective and efficient
policies and practice to reduce red tape and promote the ease of doing business,”
and the DTI as a member of the NSW-SC, has an organizational outcome on “exports
and investments increased.”

7.2 Service Delivery and Utilization

Functions of the TradeNet

 Digital payments are not integrated. Users are able to go through almost the entire
process of import and export application through the TradeNet platform except for
the last step – the payment of fees. This is despite the inclusion of a single payment
portal as part of the list of functions that should be available for registered users.
Much as the platform is capable of integrating payments into the system, these are
currently being done outside of the platform with users having to upload the proof of
payment.

According to the project proponents, the difficulty in automating and integrating

payments is due to the need for TRGAs to have individual contracts with payment
gateway providers, online capabilities of TRGAs, and the ability to issue a government
electronic receipt, which may entail high costs for individual TRGAs. With these
impediments, some payments are still being done over the counter. Moreover, the
adoption of digital payments in the Philippines remains low as only 20.1% and 26.8%
of the total payments volume and value in 2020 were done digitally (Bangko Sentral
ng Pilipinas, 2021).
 21

 Technical challenges with the TradeNet platform limit its connection to the ASW. In
relation to the ASW, the Philippines has successfully connected the TradeNet and
joined the live operations of the ATIGA e-Form D in 2019 and the live test operations of
the ACDD in 2021 (DOF, 2020a; 2021d). However, the KIIs showed that the TradeNet
continues to have unresolved technical and financial challenges that prevent the live
operations for the electronic exchange of the ACDD. With this, the BOC is currently
using a separate internally developed system.

 Philippines’ utilization of the ASW is low compared to other AMS. The utilization of
the ASW has been more pronounced with other AMS. The relatively low utilization
rate of the Philippines is evinced by the volume of ATIGA e-Form D and ACDD it has
received vis-à-vis those that have been sent by the country (Table 3).

Table 3
ASW Key Performance Indicators
Received by the PH Sent by the PH to
Indicator
from other AMS other AMS
ATIGA e-Form D
255,000+ 20+
(Official Live Exchange since Dec 2019)
ACDD
11,000+ 150+
(Live Test Exchange as of Dec 2021)
Source: DOF (n..d.-a)

Onboarding of TRGAs
 The high number of TRGAs resulted in a complicated trade process for users and a
complex onboarding process for project proponents. It was noted that it was crucial
for project leads to raise the awareness of TRGAs on the impact of the entire trade
process in the beginning of onboarding. As TRGAs independently pursue their
mandates, the resulting voluminous and repetitive documents have been detrimental
in the perspective of importers and exporters.

The high number of TRGAs was also a key consideration in the onboarding process.
With this, a prioritization mechanism was employed to identify crucial TRGAs for
onboarding. Among other things, TRGAs that were already onboarded in the former
Philippines’ NSW, those under ARTA’s National Effort for the Harmonization of
Efficient Measures of Inter-related Agencies Program23 and those near the go live
stage were given priority. The resulting list based on these considerations reveals
that majority of the TRGAs prioritized for onboarding are categorized as regulatory.

23
A sectoral-based streamlining effort that targets reducing the time, cost, requirements, and procedures in sectors of economic
and social significance.
22

This is indicative of the PMO’s focus on impact as these TRGAs are more directly

involved in trade processes. However, this also entails that the onboarding of these
high-impact TRGAs is expected to be more strenuous in contrast to others that have
a less direct participation in trade processes (i.e., simpler processes), which may
also slow down the progress of overall onboarding. The project proponents expected
the onboarding process to continuously be less difficult as they refine their approach
and learn from their experiences with the TRGAs.

 There are disparities in the list of TRGAs. Several sources of the list of TRGAs have
discrepancies in the coverage of TRGAs and their respective classifications. This
is also supported by the feedback of some TRGAs on being more appropriately
classified under a different category given their functions and mandates.

 Only four (4) out of 73 TRGAs have completed the onboarding process. As mentioned
by the project proponents, one of the most vital components of the project is the
onboarding of TRGAs, provided that maximizing the utilization of the TradeNet’s
services is directly dependent on their full onboarding. Based on pronouncements
by the DOF, only the BOC, Philippine Drug Enforcement Agency (PDEA), National
Tobacco Administration (NTA), and Biodiversity Management Bureau (BMB), which
accredits and issues various licenses and permits (Table 4), are in live operations out
of the 73 TRGAs identified (DOF, 2022a).

This entails that these four (4) TRGAs have completed the entire onboarding
process up until the go live stage, while 18 other TRGAs are currently in the
systems implementation stage and the remaining 51 are in more preliminary stages
of onboarding. The progress of the onboarding process at four (4) TRGAs is way
below the target of complete onboarding of all TRGAs as provided for in EODB-ARTA
Resolution No. 12, s. 2020 and ARTA MC No. 01-2021.

Table 4
Permits Issued by TRGAs in Live Operations
TRGA Type of Permit Issued
BOC 1. ATIGA e-Form D
Licenses/Accreditation
1. License to handle for Dangerous Drugs
2. License to handle for Controlled Chemicals
Authority to Import
1. Import Permit
PDEA 2. Special Permit
Authority to Export
1. Export Authorization
BMB 1. Import Permit
NTA 1. Accreditation
2. Import Permit
Source: BOC
 23

 Only three (3) out of 73 TRGAs have actively utilized the TradeNet. Although
pronouncements cite four (4) TRGAs currently on live operations, further validation
revealed that only three (3) are completely onboard and have active users of the
TradeNet as a TRGA has experienced unresolved technical issues with the platform.
The three (3) agencies on live operations, have total enrolled users of 152. This is
revealing of the low utilization of the platform with reference to the BOC list having
16,909 importers with active status as of 19 October 2020, while the DTI Export
Marketing Bureau having 2,350 registered exporters to their Tradeline portal as of
20 July 2022.24

Assistance to Users
 Users may potentially face infrastructure and capability concerns. An additional
consideration that was raised by TRGAs is the possibility of some clients, mainly
smaller sized enterprises having no access or adequate capabilities in handling
devices and internet connectivity needed to utilize the TradeNet. This is supported
by findings from the World Bank (2020) on the limited internet access in the country
due to lower active mobile broadband subscribers, access to 4G/LTE mobile
broadband network coverage, and subscribers to fixed broadband services vis-à-
vis the regional average (Figure 11).

Figure 11
Internet Access Indicators (In %),

Source: World Bank (2020)

 Support extended to users were varied and inconsistent. Users were given the
opportunity to test the agency’s module in the systems’ implementation phase,
allowing them to provide feedback for further improvement before final acceptance
and going live.

24
These figures are meant only as reference points for the potential number of TradeNet users as they may not constitute the total
number of importers and exporters in the country given that an enterprise may have been included in both lists and that these
only cover those that have registered.
24

Some users have mentioned that continued assistance was given upon the users’
request through different modes of communication (i.e., email, office landline,
groups in messaging applications), which facilitated their transition to the TradeNet
platform. However, other users shared that they were unable to use the TradeNet
and obtain assistance as they encountered issues given the lack of sustained
support after the initial orientation and the absence of established point persons
and dedicated communication lines.

Benefits of the TradeNet

 The overall benefits of the TradeNet are still inconclusive. Given that the crucial
output of the live operations of the TRGAs is still deficient, there remains a limited
basis for the realized benefits from using the TradeNet. Despite this, anecdotal
evidence from successful TRGAs and user are indicative of its potential. One of
the TRGAs has cited that through the business process analysis it was able to
streamline its approval process from five (5) signatories down to two (2) and that
the migration of its processes from manual to electronic has led to a reduction in
processing time by one-third. The commonly cited benefit for users is the cost
reduction as they no longer have to travel to the TRGAs’ offices and submit the
documents manually. For perspective, a user expects to save as much as PhP160
thousand annually with the full utilization of the TradeNet.

7.3 Program Organization

Project Budget
 Project funds were sourced through official development assistance. The project
implementation was funded through the Kreditanstalt für Wiederaufbau-Interest
Differential Fund (KfW-IDF), a foreign grant from Germany. The project proponents
deemed the grant amounts to be sufficient in carrying out the identified activities
as it was aligned with the project proposal. However, a respondent raised that
consistency of the fund is a potential concern for this scheme given its dependence
on the approval of the donor agency and short-term coverage.

Phase 1 of the project was allotted PhP21.5 million and spanned from September
2016 to December 2018. According to the approved project proposal, the scope of
work for this phase includes setting up the IABPI-PMO, facilitating the streamlining
of TRGAs’ processes, proposing the establishment of a permanent body to govern
over the project after the two (2)-year period, and conducting a national and
regional communication campaign to encourage the support of users. Breaking
down the budget reveals that bulk of it is categorized under maintenance and
other operating expenses (MOOE), specifically for professional services at 92.3%
(PhP19.9 million). These include the hiring of a project manager, technical experts,
researchers, writers, and the consultancy service for the communication campaign.
Other MOOE comprised 6.7% (PhP6.7 million) of the total budget to be spent on
meetings, trainings, and materials. Capital outlays (CO) have a minimal share of
1.0% (PhP224 thousand) for office equipment (Figure 12).
 25

Phase 2 of the project which included continuing the initial work through overall
project management, provision of policy guidance and governance protocols, and
strategic communication with a total project cost of PhP31.0 million was again
approved by the KfW-IDF covering the year 2019.

Similar to Phase 1, this phase is largely allocated to the MOOE for professional
services at 73.4% (PhP21.6 million) to continue hiring the consultants, while
the remaining 26.6% (PhP7.8 million) are for the conduct of meetings and
communication campaign activities.25

A separate project proposal by the DOST-ICTO amounting to PhP449.3 million

and spanning from October 2015 to August 2019 was also approved by the KfW-
IDF, specifically for the development of the GOMP including the TradeNet platform.
In contrast to the budget for the IABPI-PMO, this grant devoted a larger share
to expenses under CO at 69.8% (PhP311.2 million) that covered hardware and
perpetual software licenses. The expenses under MOOE for professional services
(i.e., technical architects; database, portal, and platform services) and for other
expenses (i.e., subscriptions) had a 23.4% (PhP104.5 million) and 6.8% (PhP30.1
million) share, respectively.26

Figure 12
Share of Project Budget (In %) by Expense Class

Source of basic data:: DOF (2020b)

Analyzing the budget by expense class reveals that the allocations are consistent
with the objectives of each component. Phase 1 and Phase 2 of the IABPI-PMO
are heavily focused on the work of project management and coordination with
majority of the budget being allocated to professional services to hire consultants
with different areas of expertise.

25
PhP1.5 million of the total project budget were allocated for the Department of Budget and Management Tax Remittance Advice
26
PhP53.5 million of the total project budget were allocated for the payment of value-added tax
26

A notable inclusion in these budgets is for communications consultancy services

to conceptualize and conduct the campaigns toward communicating the vision of
the project, fostering cooperation among TRGAs, and encouraging the support of
users.

On the other hand, the development of the platform necessitated that the budget
be channeled mostly for the acquisition of hardware and software. While the project
was able to conduct activities and deliver outputs aligned with the project’s budget
allocation, considering these resources relative to the main output and outcome
of onboarding TRGAs and users suggests low efficiency (Appendix E for list of
activities and outputs delivered).

Staffing Support
 Initial project management team was formed through the hiring of consultancy
services. The IABPI-PMO was created given the directive of the project champion to
pursue the NSW with a dedicated team so as not to disrupt tasks and responsibilities
of existing personnel. However, to expedite the project in consideration of the
process and requirements of creating a new organization structure and staffing
pattern, the IABPI-PMO was created through the hiring of consultants. The long-
term objective was for the IABPI-PMO to serve as a blueprint for the eventual
creation of an office.

 Personnel transitions due to contract issues affected the seamless management

and progress of the project. The hired consultants that initially managed the
project remained unpaid for their services as their contracts were not processed
and signed, thus the IABPI-PMO only continued to work on the project until the
successful connection of the TradeNet to the ASW and its live operation of the
ATIGA e-Form D. With this, the functions of the IABPI-PMO were delegated to
the DOF’s Central Management Information Office (CMIO), which was designated
as the new TradeNet PMO. The CMIO, which is under the Policy Development
Management Group (PDMG), is primarily mandated to monitor and evaluate
programs and projects; formulate policies, plans, and procedures for data control
and systems management; and act as the central repository of existing and future
computer files (DOF, n.d.-c). The BOC has also extended assistance to the new
TradeNet PMO by providing additional staff and is expecting to supplement this
further. The staff complement provided by BOC takes on the function of the NSW-
TWG Secretariat previously handled by the IABPI-PMO.

As for the development of the TradeNet platform, the DOST-ICTO handled the
planning and proposal stages, while the implementation was handled by the DICT
upon its creation. It was cited in the KIIs that no significant changes occurred in
this transition given that the planning and proposal of the technology components
were completed by the DOST-ICTO with the DICT being able to smoothly continue
the implementation phase.
 27

Although the DICT’s staffing support was deemed sufficient during the development
stage of the TradeNet, its limited capacity in sustaining the system was raised.
Further, the third-party service provider that developed the TradeNet platform has
yet to be fully paid due to issues within the contracting government agency.27

Aside from the turnover among project proponents, personnel changes also
transpired among TRGAs given that the NSW has been pursued over a long period.
This was cited as another cause of delays in the onboarding process as these
involved staff complements that have undergone capacity building interventions
and have familiarity with the project.

 There were shifts and modifications in the governance structure. Another

consideration was that the inception of the project began in 2015 with the IABPI-
PMO lodged under the DOF’s Office of the Secretary and subsequently placed
under the PDMG after the change in administration in 2016. Further, the creation
of the DICT and FDA also induced changes as they replaced DOCT and CICT and
the BFAD in the NSW-SC and NSW-TWG. The ARTA, upon its creation was also
designated as the NSW-TWG Vice Chairperson for Onboarding Matters.

Roles and Responsibilities

 The delineation of responsibilities of involved agencies is unclear. The KIIs also
revealed that there are differing viewpoints with regards to the responsibility of
managing, operating, and maintaining the TradeNet platform. Reviewing the
relevant issuances shows that there are no clear provisions assigning this mandate
to a specific agency.

NSW SC Resolution No. 01-2017 only designates the IABPI-PMO to be responsible

for “(a) assisting TRGAs in the streamlining and harmonization of their import/
export accreditation/registration, and import and export clearance procedures in
preparation for automation and linking these with the TradeNet.gov.ph system, and
(b) coordinating the establishment of the NSW and its linkage with the ASW and
other regional platforms, among the various TRGAs, including the BOC” and the
Secretary of the DICT or the designated representative “as the Resource Person
on ICT matters.”

 There are multiple agencies giving out directives. Some TRGAs have expressed
that instructions and communications coming from different agencies have also
been a source of uncertainty. This is evinced by the fact that NSW-related issuances
have been released by the NSW-SC, EODB-Anti-Red Tape Advisory Council, and
ARTA.

27
These issues are contained in COA Notice of Suspension No. 2021-04-101-(2017) and Notice of Disallowance Nos. 2021-003-
101-(2017) and 2021-004-101-(2017).
 28

Coordinating Mechanisms
 The coordinating bodies convene on an as-needed basis. Despite no executive
or administrative issuances that provide for the regular or specific schedule for
convening these coordinating bodies, there have been efforts to arrange meetings
when the need arises. The NSW-SC held its 8th meeting in May 2022, while
the NSW- TWG held its 3rd meeting in August 2021. In addition, the NSW-TWG
Monitoring and Oversight Cluster and the NSW-TWG Ecozones and Freeport
Zones Cluster held its 2nd meeting in July 2021 and the NSW-TWG Tax and Duty
Exempt Cluster, and the NSW-TWG Relief, Consignment, and Foreign Donations
Cluster convened for a joint meeting in April 2021 (DOF, 2021a; 2021b; 2021c;
2022b).

 The multiple coordinating mechanisms have potential overlaps. Notwithstanding

the benefits of the NSW-TWG cluster meetings as an avenue to learn best practices
and be apprised of developments in the TradeNet, some TRGAs also expressed
their disorientation with the presence of multiple coordinating bodies with similar
membership.

Aside from being members of multiple NSW-TWG clusters, there also exists the
Philippine Trade Facilitation Committee (PTFC) created through EO No. 13628 in
compliance with the WTO-TFA. The PTFC is similarly structured as it is headed
by the DOF, with the Co-Chairperson coming from the DTI, and Vice-Chairperson
coming from the BOC. Considering that the broader duties and responsibilities of
the PTFC encompass the implementation of trade facilitation commitments, there
are apparent overlaps given that the NSW is a trade facilitation initiative.

Monitoring and Reporting

 The project’s monitoring and reporting are heavily focused on onboarding
progress. Based on the KIIs and project documents, the monitoring and reporting
of the project’s progress concentrates on the onboarding of TRGAs. This is also
evident in the pronouncements of government agencies, which focus on the
extent of onboarding participation based on the NSW-TWG’s periodic submission
of reports. As for the TRGAs, their monitoring mostly consists of the volume of
applications received and processed, especially in compliance with ARTA’s Zero
Backlog Report29 under MC No. 2020-0230 and the required bi-monthly reporting on
the status of their onboarding under ARTA MC No. 01-2021. This correlates with
the limited findings and basis to validate and quantify the benefits of the TradeNet
to TRGAs and users as they are not encompassed by the monitoring and reporting
mechanism.

28
“Creating the Philippine Trade Facilitation Committee in Compliance with the World Trade Organization – Trade Facilitation
Agreement”
29
All government agencies are mandated to electronically submit to the ARTA a backlog report of pending transactions on or
before March 7 of every year
30
“Reiterating the Provisions of the Ease of Doing Business and Efficient Government Service Delivery Act of 2018 or R.A.
11032 on Automatic Approval or Automatic Extension for Pending Applications or Requests of Agencies Beyond the Prescribed
Processing Time and for the Submission of the Zero Backlog Report”
 29

8. Legislative Proposals to Establish the National Single Window

Legislative efforts to establish the Philippines’ NSW occurred in the 17th Congress through the
filing of House Bill No. 510531 or the National Single Window Act and its refiling as House Bill
No. 782 in the 18th Congress, nevertheless, these remained pending the Committee on Ways
and Means. Probing into the salient points of these proposed legislations provides a guide to
approaching the institutionalization of the country’s NSW and aids in identifying inadequacies
in its provisions to address the issues and challenges.

 Statement of Policy. Section 2 declares that the State shall provide the NSW as a
means “to promote transparency in all government transactions and procedures
and exchange of export, import or transit documentations to ensure uniformity
and consistency of data and processes for all participating entities exchanging
information.”

 Definition of the NSW. Section 3 utilizes the same definition of the NSW provided
by UN/CEFACT (2005) and supplements this with the NSW as “a computerized
internet-based system that shall interconnect government agencies involved in
the processing of import and export shipments.” Further, it specifies government
ownership over the source code of the NSW system.

 Services provided by the NSW. Section 4 enumerates the following services

that the NSW should provide: “a. Electronic submission of application forms; b.
Viewable status in the system dashboard; c. Notification via electronic mail of
application status; d. Electronic attachments of supporting documents; e. Mobile
and electronic payment; f. Portable Document Format (PDF) documents using
digital signatures; g. Executive dashboard and management reports; and h. Such
other related and relevant services.”

 Participating agencies and government institutions. Section 5 designates the DOF

as the lead agency for establishing the NSW and specifies 40 government agencies
involved in the issuance of import and export licenses, permits, and clearances
that shall be incorporated and interconnected to the NSW.

 Upgrading of the BOC system and human resources development. Section 6

authorizes the BOC to upgrade and develop its existing ICT systems and personnel
to efficiently undertake interconnection with other government agencies.

 Implementing rules and regulations. Section 7 assigns the DOF, in coordination

and cooperation with other relevant government agencies, to formulate and issue
the implementing rules and regulations.

31
“An Act to Modernize Customs and Authorization Processes by Establishing the National Single Window System, Providing
Funds Therefor and for Other Purposes”
 30

 Appropriations. Section 9 provides for the initial implementation cost to be charged to

the Contingent Fund of the President and subsequently to the respective budgets of
the concerned government agencies.

9. Summary and Recommendations for Legislation

The literature on the motivations for establishing an NSW that covers its benefits, international
commitments, and national laws and initiatives provides a solid basis for institutionalizing
the TradeNet, while the experiences of other countries evince the viability of operationalizing
the NSW system. Notwithstanding the Philippines’ progress with the implementation of the
TradeNet, much is left to be achieved to fully realize its objectives. The issues and challenges
in implementing an NSW are determined by tracing the Philippines’ undertaking to establish
its NSW, beginning with its first iteration in 2009, and examining the program theory, service
delivery and utilization, and program organization of the current TradeNet. Further, it reveals
the significant resources and commitment required to pursue a project with an extensive scope
and time frame.

This section proceeds by offering recommendations for an enabling policy that addresses the
issues and challenges that were identified for an expeditious and sustainable implementation of
the Philippines’ NSW. The first set of recommendations are laid out in the context of enhancing
the existing provisions of previous legislative proposals.

 Expand the objective. It should consider expanding the statement of policy to capture
the broader range of final outcomes and impact the NSW intends to achieve that go
beyond promoting transparency in government transactions and procedures. Following
the constructed TOC, these may include a more efficient trade system, higher profits
for enterprises, reduced corruption, improved revenue collection for the government,
increased trade and investments, and economic growth and development.

 Align the functions of the TradeNet. The services that should be provided by the NSW
should be aligned with the detailed functions enumerated by the DOF as shown in
Table 2. These include the functions for general and public users, registered users,
and agency users, as well as the export application submission, document routing, and
authorization portal; verification against business registries; and the connection to the
ASW and other regional groups for the electronic exchange of information.

 Provide an encompassing list of involved agencies. The list of TRGAs in the proposals
should be updated given that 86 TRGAs have been identified to be involved in the
TradeNet. Further, these should be updated with the inputs of the TRGAs following the
findings on the inconsistencies with the list to ensure that all are identified and properly
classified. Further, the provision should allow for flexibility to consider the subsequent
government rightsizing with the rationalization and/or creation of government entities.
 31

 Appropriate an adequate budget. The inclusion of this provision provides clarity on

the funding sources that will facilitate more effective long-term planning of onboarding
activities and infrastructure and system development/upgrading. The provision of the
budget and the estimated fund value may take into consideration the grant amounts
that were received by the project in the duration of its implementation and the estimates
by the UN (2013) of implementation costs ranging from US$11- 56 million and annual
operation costs ranging from US$227.2 thousand to US$9.2 million.

The provision of the budget should also account for the nature of the project, which is
expected to be pursued and completed over a long duration. The annual appropriation
for the NSW may be better lumped together in a single program budget line item instead
of being incorporated in the budgets of the various government agencies.

The subsequent recommendations are additional provisions that should be incorporated to

strengthen the legislative proposals to institutionalize the Philippines’ NSW.

 Designate a permanent project management body. The analysis reveals that a

permanent government entity must be mandated to implement, manage, and maintain
the NSW project and platform. This will allow personnel with the essential competencies
to be able to focus on fulfilling its mandate, have appropriations for the payment of
salaries and wages, and provide for a clear authority that is vested with appropriate
powers to manage and implement the NSW. The project management body may also
be easily held accountable for the execution of the identified activities, delivery of
outputs, and attainment of the objectives.

While most NSWs in the ASEAN are supervised by their ministries of finance and/
or economic affairs/development, its implementation in the Philippines may consider
institutions with aligned mandates and the political landscape. As revealed in the
analysis, the BOC, ARTA, and DTI have organizational outcomes that are directly related
to the objectives of the TradeNet. However, to advance the reform in consideration of its
government-wide scope, it may be considered to initially create a dedicated authority
similar to Indonesia. This may be lodged under the Office of the President to further
enjoin the participation of all TRGAs.

 Clearly define the roles and responsibilities of involved agencies. The proposal is also
an opportunity to clarify the governance structure of the NSW by defining the roles and
responsibilities of lead agencies and TRGAs and to bind their support and cooperation.
This emphasizes the shared responsibility of government agencies, holds each
accountable in performing their roles, and signals greater stability and commitment with
the permanent management body at the helm. This provision may also consolidate and
refine the existing NSW-related issuances that assign functions to certain agencies.
32

 Rationalize the coordinating mechanisms. A review of the existing coordinating

committees and TWGs and the possibility of streamlining may ensure that only those
that are necessary are maintained to avoid fatigue and confusion among members.
Additionally, this may provide for the frequency of converging the coordinating bodies
to ensure consistent collaboration.

 Provide targeted support to smaller-sized enterprises. Given that there may be

considerable costs for some enterprises to move from manual to electronic submissions,
their transition must be supported through the provision of public facilities or assistance
desks. Further, delivering an interactive interface that is compatible with different
devices (i.e., computers, mobile phones, tablets) would enhance its accessibility.

 Allow for a suitable transition period. While the use of TradeNet may be mandatory for
TRGAs and end users in the long term, a transition period that allows for its voluntary
use must be put in place. This transition, which should have a clear sunset clause,
must be accompanied by information dissemination campaigns to equip TRGAs and
end users with the necessary capabilities. It must also be made certain that the platform
is capable of handling the volume of applications and that system support is readily
available.

 Provide for the collection of fees. In line with the transition period, the proposal may also
consider the planned collection of user charges for the project to be self- sustaining and
even revenue generating in the long term. Users of the NSW may be more than willing
to pay fees for the reduction in transaction costs that they currently incur from their
individual dealings with the various TRGAs. However, this must be carefully valued so
as not to deter the utilization by users and must be imposed only once the TradeNet
platform has been proven to be effective and efficient in processing trade transactions.

 Embed monitoring and evaluation. Considering that the monitoring and reporting
efforts are focused on the project’s activities, particularly on the onboarding process,
the proposal should also mandate the proper monitoring and conduct of evaluation on
the NSW’s implementation. While the onboarding of TRGAs is a vital activity, it does
not directly translate to the utilization of the TradeNet by users that would generate
the intended benefits. Thus, outcomes and the impact of the project should also be
monitored.

Articulating the TOC and identifying specific indicators, baselines, and performance
targets may aid in effectively carrying out the monitoring and evaluation and provide
a clearer picture of the project’s overall implementation and utilization. Being able to
clearly display the benefits that accrue to TRGAs and users will encourage others to
participate in the onboarding process and serve as basis to continue to pursue the
project.
 33

 Adopt digital payments in government transactions. Pushing for the adoption of digital
payments for the whole of government would allow the TradeNet platform to encompass
the end-to-end processing of trade transactions. In doing so, the project’s capability
to streamline processes is further optimized as users will no longer need to transact
payments outside of the platform. This may be attained by reiterating and emphasizing
the importance of achieving the objective of EO No. 170, s. 202232 for all government
entities to carry out digital payments within a period of three (3) years.

Aside from enhancing the legislative proposal to institutionalize the Philippines’ NSW, pursuing
the reform may have more leverage by considering the measure from a trade facilitation
perspective rather than a revenue-generating intervention. This is supported by its design and
the fact that project documents and respondents from the KIIs have considered facilitating
trade as the primary objective of the TradeNet. Thus, a primary referral of proposed measures
to the Committee on Trade and Industry instead of the Committee on Ways and Means may
allow the legislation to gain more traction.

Finally, the importance of establishing the TradeNet must also be viewed as a blueprint for
other digital transformation and interoperability projects of the government. The experience
with the TradeNet flags potential issues and challenges and informs future approaches in
converging a considerable number of government entities, enabling digital processes, and
providing a seamless and interoperable system.

32
“Adoption of Digital Payments for Government Disbursements and Collections”
 34

References

Asian Development Bank. (2017). Trade Facilitation for a More Inclusive and Connected Asia and Pacific Region. https://
www.adb.org/sites/default/files/publication/330671/trade-facilitation-inclusive-region.pdf

Association of Southeast Asian Nations. (n.d.-a). About ASEAN Single Window. Retrieved March 10, 2022, from https://
asw.asean.org/index.php/about-asw

Association of Southeast Asian Nations. (n.d.-b). Brunei Darussalam General Information. Retrieved February 22, 2022,
from https://asw.asean.org/index.php/nsw/brunei-darussalam/brunei-general-information

Association of Southeast Asian Nations. (n.d.-c). Economic Community. Retrieved March 22, 2022, from https://asean.
org/our-communities/economic-community/

Association of Southeast Asian Nations. (n.d.-d). Indonesia General Information. Retrieved March 07, 2022, from https://
asw.asean.org/index.php/nsw/indonesia/indonesia-general-information

Association of Southeast Asian Nations. (n.d.-e). Malaysia General Information. Retrieved March 07, 2022, from https://
asw.asean.org/index.php/nsw/malaysia/malaysia-general-information

Association of Southeast Asian Nations. (n.d.-f). Myanmar General Information. Retrieved March 08, 2022, from https://
asw.asean.org/index.php/nsw/myanmar/myanmar-general-information

Association of Southeast Asian Nations. (n.d.-g). Vietnam General Information. Retrieved March 07, 2022, from https://
asw.asean.org/index.php/nsw/vietnam/vietnam-general-information

Association of Southeast Asian Nations. (2005). Agreement to Establish and Implement the ASEAN Single Window.
https://asean.org/wp-content/uploads/2020/12/Agreement-to-Establish-and-Implement-the-ASEAN-Single-Window-
ASW-Agreement-1.pdf

Association of Southeast Asian Nations. (2006). Protocol to Establish and Implement the ASEAN Single Window. https://
asw.asean.org/index.php/archives/agreements/item/protocol-to-establish-and-implement-asean-single-window

Association of Southeast Asian Nations. (2015). Protocol on the Legal Framework to Implement the ASEAN Single
Window. http://agreement.asean.org/media/download/20150915020056.pdf

Bangko Sentral ng Pilipinas. (2021). Status of Digital Payments in the Philippines 2021 Edition. https://www.bsp.gov.
ph/PaymentAndSettlement/BSP-Forging_pathways_to_a_cash-lite_society-Status_of_Digital_Payments_in_the_
Philippines_(2021_edition).pdf

Bureau of Customs. (n.d.). The Philippine National Single Window (NSW).

Department of Finance. (n.d.-a). ASEAN Single Window Key Performance Indicators. Retrieved on 16 March 2022 from
http://info.tradenet.gov.ph/articles/asean-single-window/

Department of Finance (n.d.-b). Overview. Retrieved on 01 June 2022 from http://info.tradenet.gov.ph/about-us/tradenet-

overview/

Department of Finance. (n.d.-c). Structure and Leadership. Retrieved on 29 March 2022 from https://www.dof.gov.ph/
about/structure-leadership/

Department of Finance. (n.d.-d). Onboarding Plan 2022. Retrieved on 31 March 2022 from http://info.tradenet.gov.ph/

Department of Finance. (2016, Dec 23). DOF anti-red tape team, trade regulatory agencies working to streamline import,
export processes. https://www.dof.gov.ph/dof-anti-red-tape-team-trade-regulatory-agencies-working-to-streamline-
import-export-processes/

Department of Finance (2018). Inter-Agency Business Process Interoperability. [PowerPoint slides].

Department of Finance. (2020a, September 01). ASEAN Single Window (ASW) Connectivity. Retrieved on 16 March
2022 from http://info.tradenet.gov.ph/asean-single-window-asw-connectivity/

Department of Finance. (2020b). Report on the DOF-ARTA Program for the Period from September 2016 to December
2019.
 35

Department of Finance. (2021a, Jul 01). 2nd Meeting of the NSW-TWG Monitoring and Oversight Cluster, NSW-TWG
Ecozones and Freeport Zones Cluster Meeting. http://info.tradenet.gov.ph/2nd-meeting-of-the-nsw-twg-monitoring-
and-oversight-cluster-nsw-twg-ecozones-and-freeport-zones-cluster-meeting/

Department of Finance. (2021b, Apr 10). Joint Meeting of the NSW-TWG Tax and Duty Exempt Cluster, NSW-TWG Relief,
Consignment and NSW-TWG Foreign Donations Cluster. http://info.tradenet.gov.ph/joint-meeting-of-the-nsw- twg-
tax-and-duty-exempt-cluster-nsw-twg-relief-consignment-and-nsw-twg-foreign-donations-cluster/

Department of Finance. (2021c, Sep 01). The Bureau of Customs successfully convened the 3rd NSW-TWG Meeting.
http://info.tradenet.gov.ph/the-bureau-of-customs-successfully-convened-the-3rd-nsw-twg-meeting/

Department of Finance. (2021d, December 20). Updates on ACDD Implementation and Workplan. Retrieved on 16 March
2022 from http://info.tradenet.gov.ph/updates-on-acdd-implementation-and-workplan/

Department of Finance. (2022a, February 02). TradeNet Current Operation and Implementation as of 2022. Retrieved on
16 March 2022 from http://info.tradenet.gov.ph/tradenet-current-operation-and-implementation-as-of-2022/

Department of Finance. (2022b, June 06). DOF-TPMO Successfully Convened the 8th National Single Window Steering
Committee Meeting last May 18, 2022. http://info.tradenet.gov.ph/dof-tpmo-successfully-convenes-the-8th-national-
single-window-steering-committee-meeting-last-may-18-2022/

Department of Science and Technology Information and Communications Technology Office. (2015). Approval of the
Philippine Electronic Government Interoperability Framework (PeGIF) Part 2, Otherwise Known as the Information
Interoperability Framework (IIF), for Implementation by Government Agencies. Memorandum Circular No. 2015-003.

Department of Science and Technology Information and Communications Technology Office. (2016). Bidding Document
on the Supply, Delivery, Installation and Configuration of Software Components and Perpetual Licenses to Implement
the Government Operations Management Interoperability Platform and Profiling System. https://dict.gov.ph/wp-
content/uploads/2016/05/Bidding-Documents-GOMP.pdf

Department of Trade and Industry. (n.d.). Import Clearance Overview. Retrieved on 05 April 2022 from https://www.dti.gov.
ph/negosyo/bis/import-facilitation/gen-import-procedures/

Department of Trade and Industry. (2018). Philippine Export Guidebook 2018 Edition. https://www.dti.gov.ph/negosyo/
exports/

Department of Trade and Industry. (2019, Nov 04). Flowchart of General Import Procedures. Retrieved on 05 April 2022
from https://www.dti.gov.ph/negosyo/bis/import-facilitation/gen-import-procedures/

Disini & Disini Law Office. (2012). Legal Analysis for Implementation of Philippine National Single Window Final Report.

Eng Veng, P. (2022, May 17). Cambodia National Single Window Progress [PowerPoint slides]. 38th UN/CEFACT Forum:
Single Window Assessment Methodology (SWAM). https://unece.org/sites/default/files/2022-05/08_Cambodia-
NSW.pdf

Greater Mekong Subregion. (2021, April 09). National Single Window Simplifies and Streamlines Lao PDR’s Cross-border
Trade. https://greatermekong.org/national-single-window-simplifies-and-streamlines-lao-pdr%E2%80%99s-cross-
bordertrade#:~:text=Lao%20PDR’s%20National%20Single%20Window,BIVAC%20Lao%20Co.%2C%20Ltd.

Koh, J. (2017, April 26). Singapore TradeNet Single Windows & Regional Interoperability – Trends and Considerations
[PowerPoint slides]. 3rd United Nations Network of Experts for Paperless Trade and Transport in Asia and the Pacific
(UNNExT) Masterclass. https://www.unescap.org/sites/default/files/26%20Apr%202017%20-%20Singapore%20
Experience.pdf

Medalla, E. (2012). Managing the ASEAN Economic Integration Process in the Philippines: An Assessment of Progress in
Trade Liberalization and Facilitation. PIDS Discussion Paper Series, No. 2012-41. Philippine Institute for Development
Studies.

Myanmar National Trade Portal (2020, November 06). Newsletter No. 17/2020, dated 28 October 2020, concerning the
launching of Myanmar Tradenet 2.0, entered into force on 1 November 2020. https://myanmartradeportal.gov.mm/
en/announcement/2146
 36

Organisation for Economic Co-operation and Development. (2013). OECD Trade Facilitation Indicators Transforming
border bottlenecks into global gateways. https://www.oecd.org/regreform/facilitation/OECD_Trade_Facilitation_
Indicators_updated-flyer_May_2013.pdf

Rossi, P., Lipsey, M., & Freeman, H. (2004). Evaluation: A systematic approach. London: Sage.

Sonoda, H. (2020). The Project for National Single Window and Customs Modernization by Introducing Automated
Cargo Clearance System FY 2019 External Ex-Post Evaluation of Japanese Grant Aid Project. Japan International
Cooperation Agency. https://www2.jica.go.jp/en/evaluation/pdf/2019_1460020_4_f.pdf

Thai Customs Department (2018, August 8). Thailand National Single Window & ASEAN Single Window [PowerPoint
slides]. https://www.unescap.org/sites/default/files/S7-8_NSW-ASW%20presentation%20%288%20Aug%20
2018%29.pdf

Tsen, J. (2011). Ten Years of Single Window Implementation: Lessons Learned for the Future. Global Trade Facilitation
Conference 2011.

United Nations. (2012a). Business Process Analysis Guide to Simplify Trade Procedures.

United Nations. (2012b). Data Harmonization and Modelling Guide for Single Window Environment.

United Nations. (2012c). Electronic Single Window Legal Issues a Capacity-Building Guide. United Nations. (2012d).
Guide for the Design of Aligned Trade Reforms for Paperless Trade. United Nations. (2013). Single Window Planning
and Implementation Guide.

United Nations Centre for Trade Facilitation and Electronic Business. (2005). Recommendation and Guidelines on
establishing a Single Window to enhance the efficient exchange of information between trade and government.
Recommendation No. 33.

United Nations Centre for Trade Facilitation and Electronic Business. (2016). Case Studies on Implementing a Single
Window. https://unece.org/fileadmin/DAM/cefact/single_window/draft_160905.pdf

United Nations Conference on Trade and Development. (n.d). About ASYCUDA. https://asycuda.org/en/about/

Vannak, C. (2019, July 01). Cambodia launches National Single Window. Khmer Times. https://www.khmertimeskh.
com/619318/cambodia-launches-national-single-window/

World Bank. (n.d.). Business Enabling Environment (BEE). Retrieved on 20 April 2022 from https://www.worldbank.org/
en/programs/business-enabling-environment

World Bank. (2014). Doing business 2014: Understanding Regulations for Small and Medium-Size Enterprises. http://
www.doingbusiness.org/~/media/WBG/DoingBusiness/Documents/AnnualReports/English/DB17- Report.pdf

World Bank. (2017). Doing business 2017: Equal opportunity for all. http://www.doingbusiness.org/~/media/WBG/
DoingBusiness/Documents/AnnualReports/English/DB17- Report.pdf

World Bank. (2020). A Better Normal Under Covid-19: Digitalizing the Philippine Economy Now. Philippine Digital
Economy Report 2020. https://documents1.worldbank.org/curated/en/796871601650398190/pdf/Philippines-Digital-
Economy-Report-2020-A-Better-Normal-Under-COVID-19-Digitalizing-the-Philippine-Economy-Now.pdf

World Trade Organization. (n.d.-a). Cambodia Operation of a Single Window. https://tfadatabase.org/members/cambodia/

article-10-4-3

World Trade Organization. (n.d.-b). Trade Facilitation. https://www.wto.org/english/tratop_e/tradfa_e/tradfa_e.

htm#:~:text=Trade%20facilitation%E2%80%94the%20simplification%2C%20modernization,for%20the%20
world%20trading%20system.
 37

Appendix A

Forms of Single Windows

There is no one model for a single window. The UN/CEFACT (2005) noted that although many
business and trade practices are common across countries, each will have their own unique
requirements and conditions. Further, pursuing more complex forms of the single window
entails more financial and human resource requirements, technical capabilities, and diverse
stakeholders. Thus, countries implement various forms of collaborative systems that satisfy
certain criteria and functions of a single window depending on their objectives and available
resources. Tsen (2011) attempts to describe these forms and depicts them in stages of
increasing scope of integration and business value chain from customs system up to regional
or global single windows (Figure 13).

Figure 13
Evolution of Single Window Development

Source: Tsen (2011)

The evolution of the single window originates from efforts of customs authorities to utilize
systems to automate their functions that were traditionally manual and paper-based. The
second stage, trade points portals serve as a central source for trade-related information.
Some trade points portals also serve as trade facilitation centers that physically house or
virtually link together compulsory services for trade transactions.

The next stage transformed the transmission of documents by electronic data interchange
techniques and value-added network providers. In this stage, systems allow some trade-
related documents to be submitted electronically but most are still not linked to the internet
whereas others require hard copies.
 38

The customs single window is a limited form of the single window, which only provides an
interface between the customs authority and traders. Similarly, port single windows and
subnational single windows were established to cater to a specific port or local trading
community.

These forms progress towards an NSW, which is a nationwide facility that covers all
stakeholders including TRGAs and the trading community. Finally, the regional or global single
window represents the form with the highest integration scope and business value chain by
connecting NSWs and facilitating cross-border trade and information sharing.
 39

Appendix B

List of TRGAs
Regulatory Agencies
1. Bureau of Agriculture and Fisheries Standards
2. Bureau of Animal Industry
3. Bureau of Fisheries and Aquatic Resources
4. Bureau of Plant Industry
5. Fertilizer and Pesticide Authority
6. Philippine Coconut Authority
7. Philippine Drug Enforcement Agency
8. Philippine Gaming Corporation
9. Optical Media Board
10. National Meat Inspection Service
11. National Tobacco Administration
12. Sugar Regulatory Administration
13. National Book Development Board
14. Energy Resource Development Bureau
15. Oil Industry Management Bureau
16. Biodiversity Management Bureau
17. Environmental Management Bureau
18. Forest Management Bureau
19. Mines and Geosciences Bureau
20. Bureau of Customs
21. Bureau of Internal Revenue
22. Revenue Office
23. Bureau of Quarantine
24. Food and Drugs Administration
25. National Telecommunications Commission
26. PNP Civil Security Group – Firearms and Explosives Office
27. Philippine Nuclear Research Institute
28. Board of Investments
29. Bureau of Philippine Standards
30. Export Marketing Bureau
31. Fair Trade and Enforcement Bureau
32. Strategic Trade Management Office
33. Land Transportation Office
34. Maritime Industry Authority
35. National Bureau of Investigation
36. National Commission for Culture and Arts
37. Department of Foreign Affairs Office of Protocol
38. Trade, Services, and Industry Staff
39. Philippine Fiber Industry Development Authority
40

Appendix B

List of TRGAs (continued)

Monitoring and Oversight Agencies

1. Dangerous Drugs Board
2. National Museum
3. Philippine Overseas Employment Administration
4. Department of Social Welfare and Development Standards Bureau
5. Philippine Retirement Authority
6. Philippine International Trading Corporation
7. Philippine Ports Authority
8. Information Systems Management Service
9. Overseas Workers' Welfare Administration
10. Philippine Statistics Authority
11. Bureau of Treasury
12. Insurance Commission
13. National Dairy Authority
14. Bureau of Import Services
15. Civil Aeronautics Board
16. Civil Aviation Authority of the Philippines
17. Bangko Sentral ng Pilipinas
18. Land Transportation Franchising and Regulatory Board
19. Mactan-Cebu International Airport Authority
20. Manila International Airport Authority
21. Office for Transportation Security
22. Office of Transportation Cooperatives
23. Philippine Coast Guard

Ecozones Agencies
1. Aurora Pacific Economic Zone and Freeport Authority
2. Authority of Freeport Area of Bataan
3. Bases Conversion and Development Authority
4. Cagayan Economic Zone Authority
5. Clark Development Corporation
6. John Hay Management Corporation
7. PHIVIDEC Industrial Authority
8. Subic Bay Metropolitan Authority
9. Zamboanga City Special Economic Zone Authority
10. Tourism Infrastructure and Enterprise Zone Authority
11. Philippine Economic Zone Authority

Policy Agencies
1. Tariff Commission
2. National Food Authority
3. Export Development Council
4. National Privacy Commission
 4. Cagayan Economic Zone Authority
5. Clark Development Corporation
6. John Hay Management Corporation
7. PHIVIDEC Industrial Authority
8. Subic Bay Metropolitan Authority 41
9. Zamboanga City Special Economic Zone Authority
10. Tourism Infrastructure and Enterprise Zone Authority
Appendix B
11. Philippine Economic Zone Authority
List of TRGAs (Continued)

Policy Agencies
1. Tariff Commission
2. National Food Authority
3. Export Development Council
4. National Privacy Commission
5. Intellectual Property Office of the Philippines
6. Bureau of Immigration
7. National Intelligence Coordinating Agency
8. DOST Advanced Science and Technology Institute
9. Department of Information and Communications Technology
10. Department of Agriculture
11. Bureau of International Trade Relations
12. Office of the President - Presidential Management Staff
13. National Disaster Risk Reduction and Management Council
Note.This
Note. Thishas
hasgone
gonethrough multiple
through iterations
multiple andand
iterations maymay
not reflect the most
not reflect updated/current
the most list and
updated/current listclassification of agencies
and classification of agencies
Source: Compiled and validated from project documents and available lists from the TradeNet website
Source: Compiled and validated from project documents and available lists from the TradeNet website
42

Appendix C

Key Informant Interview Guide Questions

For Project Framers and Proponents

Area of Evaluation Questions
General What is your role in TradeNet?
Program Framework What are the objectives of TradeNet? How are these relevant to your organization?
Do you perceive these to be realistic and achievable?
What were the primary considerations (e.g., inputs, activities, outputs) in designing
the TradeNet project?
What were the assumptions made when designing the TradeNet project?
What were the preparations done for the program in terms of: (a) Policy, (b) Budget,
(c) Human Resources, (d) IT Infrastructure, and (e) Internal Systems and Processes?
Service Delivery and Utilization What are the specific functions of your Department/Bureau in the implementation of
TradeNet?
What is the status of implementation and utilization of TradeNet, specifically on the
onboarding of TRGAs?
What are the factors that supported and facilitated the implementation of TradeNet
and onboarding of TRGAs?
What are the primary challenges you faced in the implementation of TradeNet and
onboarding of TRGAs?
How is your organization addressing these challenges?
What improvements can aid in the project’s implementation and onboarding of
TRGAs?
What monitoring systems are in place to ensure compliance with the program?
What have been the benefits of TradeNet thus far?
Program Organization Have the program functions of your department/bureau/office been identified? Are
these being performed? Why or why not?
What coordinating mechanism has been instituted for involved stakeholders,
specifically of concerned TRGAs? Have these been effective?
What operational procedures were implemented? Do you think these have been well-
established?
Are you satisfied with the staffing support of the program? If not, what improvements
would you suggest?
Are resources allotted to the project sufficient? Are these effectively and efficiently
used? If not, do you have suggestions on how to improve this?
Are there outcome measurements that should be regularly done and monitored?
What kind of reports do you produce and provide to the leadership? How often are
these produced?
 43

Appendix C

Key Informant Interview Guide Questions

For Project Framers

FOR TRGAS
and Proponents
Area of Evaluation Questions
General What is your role in TradeNet?
Program Framework What are the objectives of TradeNet? How are these relevant to your organization?
Do you perceive these to be realistic and achievable?
What were the preparations done for the program in terms of: (a) Policy, (b) Budget,
(c) Human Resources, (d) IT Infrastructure, and (e) Internal Systems and Processes?
Service Delivery and Utilization What are the specific functions of your Department/Bureau in the implementation of
TradeNet? What specific trade document do you process?
What is the status of implementation and utilization of TradeNet in your
Department/Bureau?
What are the factors that supported and facilitated the implementation of TradeNet
and the utilization by users?
What are the primary challenges you faced in the implementation of TradeNet and
utilization by users?
How is your organization addressing these challenges?
What improvements can aid in the project’s implementation and utilization by users?
How did you communicate the new processes to your clients and stakeholders?
What monitoring systems are in place to ensure compliance with the project?
What have been the benefits of TradeNet thus far?
Program Organization Have the program functions of your department/bureau/office been identified? Are
these being performed? Why or why not?
What coordinating mechanism has been instituted for involved stakeholders?
What operational procedures were implemented? Do you think these have been well-
established?
Are you satisfied with the staffing support of the program? If not, what improvements
would you suggest?
Are resources allotted to the project sufficient? Are these effectively and efficiently
used? If not, do you have suggestions on how to improve this?
Are there outcome measurements that should be regularly done and monitored?
What kind of reports do you produce and provide to the leadership? How often are
these produced?
What kind of support have your principals extended to the fulfillment of your
responsibilities?

FOR TRADENET USERS

Area of Evaluation Questions
Program Framework What is your understanding of the purpose of TradeNet? How are these relevant to
your organization?
Do you think it will achieve its objectives? Why or why not?
Service Delivery and Utilization How did you know about TradeNet?
What specific process or product do you use TradeNet for?
How was your experience in using TradeNet?
What assistance was extended to you in using TradeNet?
Have you benefited from using TradeNet? If yes, what were the benefits that you
experienced in using Tradenet compared to the previous process (e.g., shorter
processing days, less procedures, or reduced cost)? If no, what were the effects of
TradeNet?
What suggestions do you have to improve TradeNet?
44

Appendix D

Supplementary Results and Discussion

I. Program Theory

Objectives of the TradeNet

 The objectives are clear across respondents. While project framers and proponents
are more able to elaborate the objectives, as expected, TRGAs and end users
have a common and clear understanding of the desired outcomes of the TradeNet.
Majority of the respondents also emphasize that a crucial purpose of the project
was reducing opportunities for corruption ultimately as a means to support the
conduct of business and facilitate trade. While respondents were able to identify
the objectives, they were unable to quantify these with specific targets (i.e., by how
much should costs be reduced, by how many days/hours should processing time
be faster).

 The objectives are perceived to be realistic and achievable. While the respondents
recognize significant steps are needed to be undertaken, mainly relating to the
convergence of a large number of TRGAs, they have a general view that the
objectives are realistic and can be achieved by the project. However, further
validation of the achievability of the objectives is difficult without quantifiable targets.
A reference of what the NSW concept can achieve is given by the experience of
other countries such as the previously cited benefits of Singapore’s NSW in reducing
time, fees, and documents (Koh, 2017) and many other case studies presented
by the UN/CEFACT (2016) and the Organisation for Economic Co-operation and
Development (OECD, 2013). These include reducing the average clearance time
from an average of four (4) hours to roughly 15 minutes in Mauritius, decreasing
compliance cost by 20-50% in Sweden, and lessening bureaucratic processes
and corruption in Guatemala. Moreover, harmonizing and simplifying trade costs,
streamlining border procedures, automating trade and customs processes, and
ensuring the availability of trade-related information were also found to significantly
reduce trade costs.

 The project is relevant to and aligned with the priorities and initiatives of TRGAs
and users. The respondents of the KIIs have a common recognition of the project’s
role in supporting the ease of doing business and utilization of ICT, lining up with
the discussion in the literature review. Streamlining and simplifying procedures and
integrating ICT have gained greater attention and urgency among the TRGAs and
users amidst the COVID-19 pandemic. Some TRGAs have mentioned their own
initiatives relating to these, such as the development of internal ICT systems, while
users emphasized the need for government to increase efficiency by adopting
digital solutions to trade processes.
 45

 There are crucial considerations needed to achieve the objectives. The project
proponents emphasized that solely automating the existing trade processes will
not lead to more efficient processes. The prerequisite activities of simplifying,
streamlining, and harmonizing trade processes must first be satisfied before
automation. Moreover, different competencies are required for these activities as
streamlining is concerned with the re-engineering of outdated processes, simplifying
is within the domain of policy (i.e., reviewing and updating laws, executive issuances
and department orders that mandate unnecessary documents/processes),
whereas harmonization is focused on following international standards, precisely
on tariff classifications. Another consideration for the inputs of the project is its
scope (i.e., number of TRGAs involved), which entails that the implementation of
the TradeNet is expected to be completed over several years.

II. Service Delivery and Utilization

Preliminary Activities
 The legal analysis focused on agency specific policies as a complement to the
business process analysis. As mentioned by the project proponents, the analysis
conducted during the pursuit of the TradeNet focused on TRGA-level policies (i.e.,
department or administrative issuances) that covered trade-related processes
with the objective of simplifying requirements (e.g., reducing required signatories).
Revising these policies or issuing new ones were necessary for TRGAs to have
an administrative basis to implement their streamlined business processes. As a
supplement, the project proponents used as reference the comprehensive legal
gap analysis conducted for the first PNSW, which prescribed recommendations of
high, medium, and low priority (Disini & Disini Law Office, 2012). While some of
these gaps have already been addressed through RA No. 10667 or the Philippine
Competition Act and RA No. 10863 or the Customs Modernization and Tariff
Act, others, such as the creation of arbitration and alternative dispute resolution
mechanisms for users of the NSW, verification of the consistency of access to and
sharing of information with data privacy policies, and establishing guidelines on
database and ownership issues, among others, may still be relevant.

 Orientations for TRGAs and users were prioritized during the early stages of the
project. As part of the initial activities of the project, multiple events were conducted
by the project proponents to familiarize TRGAs and users with the objectives of
the TradeNet and to gain their support and interest. The overall themes for these
activities are to espouse the shared responsibility over the TradeNet project.
Subsequent orientations assisted the stakeholders in identifying the appropriate
AHTN codes for goods they handle to ensure harmonization and the actual testing
of the agency modules by users.
46

Functions of TradeNet
 The platform is not viewed to be adaptable to the needs of TRGAs and users.
Conceptually, the TradeNet platform should be configurable by TRGAs to allow for
its adaptability to the needs of the users. However, TRGAs and users have also
expressed difficulty in tailor-fitting the agency modules, which has also affected the
progress of onboarding. This is important as some users have recommended in the
KIIs certain functionalities to improve their overall experience (e.g., automatically
filling in certain fields based on previous applications, editing applications rejected
by assessors, highlighting errors in applications).

 An interoperable platform will facilitate onboarding and maximize usage. Another

vital functionality that the TradeNet platform should possess is its ability to
seamlessly connect to other electronic systems as a number of TRGAs and end
users are currently operating or are in the process of developing their own internal
systems. Given that these internal systems cover processes of the TRGAs and
end users other than those that are trade-related (i.e., outside of the domain of the
TradeNet), an interoperable platform will enable the effective exchange between
them.

 General and public users have limited access. The DOF (n.d.-b) states that the
information catalogue and duties and tax calculator are available functions for
general and public users. However, upon inspection these are not available to them
as they are only granted access to the general information website, which serves
more as a channel for information dissemination as it is limited to relevant news,
related links (i.e., Philippine National Trade Repository and Tariff Book), guides
and instructions on the processes of the TradeNet and not the actual functions (i.e.,
instructional videos on how to create an account, what is the tariff finder, process
of permit application, how to use the duty calculator). These services, which are
extended only to registered users may be beneficial to general and public users.
On the other hand, allowing only registered users to access other services, such
as the application of permits and licenses and monitoring of their shipments and
applications upholds the security and integrity of the system and the traceability of
transactions.

Onboarding of TRGAs
 Prescribed onboarding targets may not be feasible. ARTA MC No. 01-2021
provided for target deadlines for the activities needed to onboard TRGAs to meet
the mandated integration to the TradeNet platform within 10 weeks. While some
agencies have complied with some of the requirements, they have been unable
to proceed as they wait for updates and further instructions. Others have also
been waiting for the incorporation of the improvements they have identified in the
agency module testing, specifically in creating a more seamless user experience.
The 10-week deadlines set do not seem to be feasible based on the progress of
the project and the volume of remaining TRGAs.
 47

III. Program Theory

 The changes in personnel were not accompanied by an appropriate turnover.

While it was mentioned that no hurdles were encountered with the transition from
the DOST-ICTO to the DICT, it was acknowledged that a different team handled
the development of the original Philippines’ NSW with no documents or formal
turnover being conducted. With this, the current team was not familiar with the
challenges faced in the implementation of the Philippine NSW. Related to this,
various documents of the IABPI-PMO were also not provided to the new TradeNet
PMO due to the nonpayment of their services. These include valuable use cases
and project documents that were prepared by the IABPI-PMO that could guide the
continued pursuit of TradeNet.
 48

Appendix e

List of Activities and Outputs Delivered

Technology Component (DICT)

Completed the public tender, award, implementation, and deployment to production of the TradeNet system.
Completed the public tender, award, setup, installation, and configuration of the GOMP infrastructure including the
subscription of the virtual private cloud infrastructure, subscription of the platform orchestration licenses, licenses
for the relational database management system, and on-premise private cloud compute and storage appliance.
Completed the agency-to-agency procurement, award, and implementation of the Vulnerability Assessment and
Penetration Testing and the Tradenet cybersecurity monitoring system

Policy and Functional Component (IABPI-PMO Phase 1)

Hired 17 individuals to form part of IABPI-PMO.
Conducted capacity-building activities for IABPI-PMO.
Regularly reported to the NSW-SC and NSW-TWG
Drafted the proposed amendments to EO No. 482, s. 2005.
Conducted several meetings with the NSW-SC and NSW-TWG regarding the amendments.
Convened TRGAs through meetings, workshops, and trainings to harmonize and simplify trade processes.
Provided UML blueprints for the business process analysis methodology entailed in importation and exportation
Prepared initial background reports covering substantially all the TRGAs indicating their respective trade related
mandates
Ensured that the TRGAs and the traders are compliant with the requirements of the WTO, WCO, and the ASEAN
Economic Community
Created technical agency and client-user manuals for trade-related processes
Conducted ASW training
Co-organized tariff classification workshops
Convened the NSW Taskforce and clusters in multiple meetings
Delivered communication materials to inform and educate all stakeholders
Issued newsletters and press releases
Procured communication services
Conceptualized and provided a pilot for the Philippine Business Data Bank
Redesigned the framework/ledger facility of the PHPay
Provided guidance and support to BOC as it participated in testing the ‘go live’ function of the electronic certificate
of origin
Designed a framework and conducted initial operations of the customer service support of TradeNet.
Provided DICT the technical requirements for the development of the ASW connection
Expanded the mapping of TRGAs

Policy and Functional Component (IABPI-PMO Phase 2)

Provided system architecture design and guidance
Conducted the ASW testing connection activities
Coordinated with various offices on the requirements for complete ASW connectivity
Developed the terms of the Proof-of-Concept activities
Successfully connected the TradeNet NSW to the ASW
Conducted 12 batches of training for agency users
Conducted 8 batches of training for pilot users
Conducted 5 AHTN identification workshops
Provided policy guidance and review of the agency regulation covering the new automated process
Researched and analyzed laws, rules and regulations pertaining to ecommerce and online transactions
Source: DOF (2020b); summarized by the Author
49
50
Endnotes

Congressional Policy and Budget Research Department

3/F Main Building, House of Representatives
Batasan Hills, Quezon City, Metro Manila, Philippines
Tel. No. (DL) 8-931-60-32 (Fax) 8-931-65-19
Website: cpbrd.congress.gov.ph