sưu tầm ASSESSMENT OF DIGITAL TRANSFORMATION ON TRADE FACILITATION IN VIET NAM

TABLE OF CONTENTS
STАTEMENT OF ORIGINАL АUTHORSHIP.................................................... i
АCKNOWLEDGMENTS ..................................................................................... ii
TАBLE OF CONTENTS...................................................................................... iii
LIST OF АBBREVIАTIONS................................................................................ v
LIST OF TАBLES................................................................................................ vi
LIST OF FIGURES ............................................................................................. vii
АBSTRАCT.......................................................................................................... ix
INTRODUCTION ................................................................................................. 1
CHAPTER 1: OVERVIEW OF DIGITAL TRANSFORMATION ..................... 7
CHAPTER 2: SITUATION OF IMPLEMENTING WTO TFA IN VIET NAM
BEFORE “NATIONAL DIGITAL TRANSFORMATION PROGRAM” ......... 21
CHAPTER 3: SITUATION OF DIGITAL TRANSFORMATION ON TRADE
FACILITATION IN VIET NAM ......................................................................... 30
CHAPTER 4: GLOBAL TRENDING ON DIGITAL TRANSFORMATION IN
TRADE FACILITATION AND RECOMMENDATION TO VIET NAM ......... 52
CONCLUSION …................................................................................................ 67
REFRENCES ..…................................................................................................. 69
MINISTRY OF EDUCATION AND TRAINING
FOREIGN TRADE UNIVERSITY
MASTER THESIS
ASSESSMENT OF DIGITAL TRANSFORMATION ON
TRADE FACILITATION IN VIET NAM
Specialization: International Trade Policy and Law
FULL NAME: LÊ ĐỨC BÌNH
Hanoi – 2023

ii
TABLE OF CONTENTS
STАTEMENT OF ORIGINАL АUTHORSHIP.................................................... i
АCKNOWLEDGMENTS ..................................................................................... ii
TАBLE OF CONTENTS...................................................................................... iii
LIST OF АBBREVIАTIONS................................................................................ v
LIST OF TАBLES.......................................................................................
MINISTRY OF EDUCATION AND TRAINING
FOREIGN TRADE UNIVERSITY
MASTER THESIS
ASSESSMENT OF DIGITAL TRANSFORMATION ON
Major: International Economics
Specialization: International Trade Policy and Law
Code: 8310106
FULL NAME: LÊ ĐỨC BÌNH
Supervisor: Assoc. Prof. Dr. TRINH Thi Thu Huong
Hanoi – 2023

ii
STATEMENT OF ORIGINAL AUTHORSHIP
I thus certify that this thesis is my original work, completed with the utmost
commitment, effort, and hard labor during the time allotted, and that no information
was obtained from an unauthorized data source. The research contents on this topic
are fully honest and have not been exploited or publicized in any way.
I guarantee that the master thesis was completed in accordance with the
Foreign Trade University's thesis writing regulation and methodology.
STUDENT: Le Duc Binh

iii
ACKNOWLEDGEMENT
The process of writing this thesis involves ongoing learning and research,
which results in not only the solutions offered in Chapter 3 of the thesis but also a
variety of experiences and information for the author. The author got
recommendations, contributions, and significant assistance in completing this thesis.
First, it is the author's honor and good fortune to be guided by Assoc. Prof. Dr.
TRINH Thi Thu Huong, my supervisor at Foreign Trade University, has extensive
knowledge and experience in the disciplines of law and conflict resolution, for which
I am grateful. I could not have finished this thesis without her advice and
recommendations.
Second, I would like to express my gratitude to the authors of the books and
publications cited in this thesis.
My final thanks go to the Faculty of Graduate Studies at Foreign Trade
University for providing us - the postgraduate students - with useful master courses
and assistance throughout the learning and thesis writing process.
Hanoi, July 7th
, 2023
Le Duc Binh

TABLE OF CONTENTS
STATEMENT OF ORIGINAL AUTHORSHIP .................................................. ii
ACKNOWLEDGEMENT...................................................................................... iii
TABLE OF CONTENTS.......................................................................................... i
LIST OF АBBREVIАTIONS................................................................................ iii
LIST OF TABLES.................................................................................................. iv
LIST OF FIGURES................................................................................................ iv
ABSTRACT...............................................................................................................v
INTRODUCTION ....................................................................................................1
1. Importance of the study ...............................................................................1
2. Literature review ..........................................................................................2
3. Research questions and scope .....................................................................6
4. Objectives ......................................................................................................7
5. Research methodology .................................................................................7
6. Structure of the thesis ..................................................................................8
CHAPTER 1: OVERVIEW OF DIGITAL TRANSFORMATION & TRADE
FACILITATION.......................................................................................................8
1.1. Overview of Digital Transformation ......................................................8
1.1.1. Understanding Digital Transformation ...........................................8
1.1.2. Digital Transformation strategy .....................................................10
1.1.3. Levels of digital transformation adaptation: .................................12
1.1.4. Digital transformation measures of success..................................13
1.1.5. Challenges and success factors of digital transformation............16
1.2. Overview of Trade Facilitation .............................................................17
1.2.1. Understanding Trade Facilitation..................................................17
1.2.2. The negotiation process of the WTO Trade Facilitation
Agreement (TFA).............................................................................................18
1.2.3. Structure of WTO Trade Facilitation Agreement .........................20
1.2.4. Meaning of WTO Trade Facilitation Agreement..........................22
1.3. Digital transformation in Trade facilitation........................................24
1.3.1. The impact of digitalization on trade: ............................................24
1.3.2. Digital Transformation in Facilitating Trade ...............................25
1.4. Experiences from other countries for digital transformation in
Trade Facilitation ...............................................................................................28
iii
iii
v
vi
vi
vii

ii
1.4.1. The trend of other countries implementing digital transformation
in trade facilitation ..........................................................................................28
1.4.2. Experiences from some Asian countries........................................29
CHAPTER 2: SITUATION OF DIGITAL TRANSFORMATION ON
TRADE FACILITATION IN VIET NAM ..........................................................31
2.1. An overview of trade facilitation in Viet Nam before digital
transformation .................................................................................................31
2.1.1. Relative legal principles of digital transformation in Viet Nam ..36
2.1.2. Viet Nam’s current state of digital transformation .......................38
2.1.3. Viet Nam’s level of digital transformation adaptation: ................43
2.1.4. Vision and Goal of Digital Transformation in 2023 .....................45
2.2. The Situation of Digital Transformation in Viet Nam Trade
Facilitation...........................................................................................................47
2.2.1. Achievement in digitalizing trade facilitation of Viet Nam ..........47
2.2.2. Advantages of Viet Nam in digital transformation of trade
facilitation ........................................................................................................60
2.2.3. Limitations........................................................................................61
CHAPTER 3: RECOMMENDATIONS FOR VIET NAM IN DIGITAL
TRANSFORMATION ON TRADE FACILITATION......................................64
3.1. Key tasks for Viet Nam government and Customs sector......................64
3.2. Recommendations: ......................................................................................66
3.2.1. About the digital system of Viet Nam Customs ...................................66
3.2.2. About the quality of human resources.................................................71
3.2.3. Recommend the financial solutions.....................................................73
3.2.4. Recommend the Organizational solutions...........................................74
CONCLUSION .......................................................................................................75
REFERENCES........................................................................................................78
iv

iii
LIST OF АBBREVIАTIONS
TFA Trade Facilitation Agreements
WTO World Trade Organization
UNCTAD United Nations Conference on Trade and Development
OECD Organisation for Economic Co-operation and Development
GATT General Agreement on Tariffs and Trade
NATF National Single Window and Trade Facilitation
VCCI Viet Nam Chamber of Commerce and Industry
WCO World Customs Organization
VASSCM Viet Nam Automated System for Seaport Customs
Management
VDCA Viet Nam Digital Communications Association
SDT Special and Differential Treatment
GVCs Global Value Chains
LPI Logistics Performance Index
SMEs Small and medium-sized enterprises
LDCs Developing and least-developed countries
IoT Internet of Things
KPI Key Performance Indicator
ROI Return on Investment
v

iv
LIST OF TABLES
Table 1: Comparing TFA content with the GATT principles ............................ 17
Table 2. Index of international trade performance in 2020 ................................ 47
LIST OF FIGURES
Figure 1. Trade Facilitation Performance in Viet Nam (2022) ............................. 24
Figure 2. Trading across Borders in Viet Nam – Time and Cost .......................... 48
Figure 3. Level of satisfaction of enterprises with methods of finding information
about administrative procedures ............................................................................ 56
vi

v
ABSTRACT
The thesis research conducted an assessment of the impact of digital
transformation on trade facilitation in Viet Nam, especially about customs
operation. The study aimed to understand the extent to which digital technologies
have influenced and improved trade processes, efficiency, and competitiveness in
the country.
The research employed qualitative data collection methods. The data was
gathered through research about trade facilitation with stakeholders including
government officials, industry representatives, and logistics providers.
The findings of the study revealed several significant outcomes. Firstly, it
was evident that digital transformation has had a positive impact on trade
facilitation in Viet Nam. The adoption of digital technologies, such as e-commerce
platforms, digital payment systems, and online documentation processes, has
streamlined trade procedures, reduced administrative burdens, and enhanced the
overall efficiency of cross-border transactions.
The research also highlighted the role of digital infrastructure in facilitating
trade facilitation. The development of robust internet connectivity, widespread
adoption of mobile devices, and the expansion of digital platforms have improved
access to markets, enhanced communication, and fostered collaboration among
businesses engaged in international trade.
Furthermore, the study identified various challenges and barriers to digital
transformation in trade facilitation. These included inadequate digital skills among
stakeholders, fragmented data systems, cybersecurity concerns, and the need for
regulatory reforms to accommodate the changing digital landscape. Addressing
these challenges will be crucial to ensure the sustained benefits of digital
transformation in trade facilitation.
vii

vi
Based on the research findings, several recommendations were provided. It
was suggested that the Vietnamese government should continue investing in digital
infrastructure, promote digital literacy and skills development, and strengthen
cybersecurity measures to foster a secure and enabling environment for digital trade.
Collaboration among government agencies, businesses, and industry associations
was also emphasized to ensure effective implementation and coordination of digital
transformation initiatives.
In conclusion, the assessment of digital transformation on trade facilitation,
especially about customs operation in Viet Nam highlighted the positive impact of
digital technologies on streamlining trade processes and enhancing
competitiveness. However, challenges and barriers to digital transformation exist
and require attention. By addressing these challenges and implementing the
recommended strategies, Viet Nam can further leverage digital transformation to
boost trade facilitation, contribute to economic growth, and strengthen its position
in the global marketplace.
viii

1
INTRODUCTION
1. Importance of the study
Since Vietnam signed the Trade Facilitation Agreement (TFA) in 2015, trade
facilitation has played an essential role in reducing the cost of trade, which has
remained high despite the cost of transportation, the development of
telecommunications and information technology, and countries that have cut many
trade barriers. In today's global interactive economy, efforts to develop cooperation
in trade procedures and promote liberalization of trade policies have promoted
global trade and helped countries integrate into the production system. And in that
process, digital transformation offers a solution by leveraging technology to
streamline and modernize trade facilitation.
The traditional method can be called a paper-based process, it is slow,
inefficient, and causes a lot of errors which is the reason that caused the delay of
the trade process. By digitizing documentation, automating processes, and
implementing electronic platforms, trade facilitation can become faster, more
transparent, and cost-effective. Digitalization also enhances collaboration and
interoperability among stakeholders, facilitates risk management, and enables real-
time tracking and monitoring of shipments. Additionally, in the modern world of e-
commerce and global value chains, digital transformation is essential to improve
the efficiency of cross-border trade.
Researching the digital transformation of trade facilitation is crucial in
today's globalized and technologically advanced world. As trade facilitation
processes evolve and become increasingly digitalized, understanding the
implications, challenges, and opportunities that arise from this transformation is
important. Researching this area helps identify best practices, innovative solutions,
and policy recommendations to optimize the benefits of digital trade facilitation. It
enables governments, businesses, and stakeholders to stay informed about emerging
technologies, such as blockchain, artificial intelligence, and data analytics, and their
potential applications in streamlining and enhancing trade processes. Moreover, the

2
research sheds light on the digital divide, ensuring that the benefits of digital
transformation are inclusive and accessible to all, especially for developing
countries and small businesses. By investigating the digital transformation of trade
facilitation, policymakers and practitioners can make informed decisions, devise
effective strategies, and foster an enabling environment for seamless and efficient
cross-border trade in the digital age.
Also, digital transformation can impact the trade facilitate processes in Viet
Nam, with digital technology, the government can harmonize the procedure system.
The digital transformation has reduced the costs of engaging in international trade,
facilitated the coordination of global value chains (GVCs), helped diffuse ideas and
technologies, and connected a greater number of businesses and consumers
globally. But even though it has never been easier to engage in international trade,
the adoption of new business models has given rise to more complex international
trade transactions and policy issues.
The thesis aims to figure out the connection between digital transformation
and trade facilitation, especially in customs operation. Comparing the differences
of digital transformation on trade to other industries. In addition, by learning about
the current status of trade facilitation with the impact of digital technology in our
nation, the thesis also makes some recommendations on making the process more
efficient and improving awareness and application.
2. Literature review
Assessment of Digital transformation on trade facilitation is currently a topic
of great interest to academics as well as the government. WTO members concluded
negotiations at the 2013 Bali Ministerial Conference on the landmark Trade
Facilitation Agreement (TFA), which entered into force on 22 February 2017
following its ratification by two-thirds of the WTO membership. The TFA contains
provisions for expediting the movement, release and clearance of goods, including
goods in transit. It also sets out measures for effective cooperation between customs
and other appropriate authorities on trade facilitation and customs compliance

3
issues. It further contains provisions for technical assistance and capacity building
in this area. The TFA entered into force on 22 February 2017 after two-thirds of the
WTO members completed their domestic ratification process.
In 2015, Prof. Ph.D. Trinh Thi Thu Huong and Dr. Phan Thi Thu Hien shows
an overview of the TFA, the scope and topic of each article. This study gave a clear
look at the World Trade Organization Trade Facilitation Agreement.
Besides that, many authors in Vietnam have also conducted studies to give
basic and general views and analyze the provision of TFA in Vietnam. For instance,
in 2014, Lawyer Tran Huu Huynh, Former President of VIAC released “WTO
Facilitation Agreement, What do businesses get? What needs to be done?” on
Seminar Customs - business partnership in implementing the WTO Trade
Facilitation Agreement. The article was aimed at finding the impact and what needs
to be implemented to facilitate trade flow.
In early 2016, Jan Hoffman of UNCTAD published a study on "Trade
Facilitation and Development" which discussed the various relationships between
human and institutional development on the one side, and a country's capacity to
implement and benefit from the trade facilitation measures of the WTO Trade
Facilitation Agreement (TFA) on the other.
Some data of this thesis rely on the results of a survey by the Economic
Institute for ASEAN and East Asia (ERIA) in 2011 of firms in each of the 10 AMS
point to two trade facilitation measures as the top two concerns of the ASEAN
private sector for implementation by 2015: (i) improve import and customs
administration efficiency and integrity; and (ii) streamline and expedite import and
customs procedures, documents, etc. (Intal, Narjoko, and Simorangkir, 2011: 45-
46).
Also, the Doing Business Annual Report in the last 5 years and other
documents by the World Bank bring a closer look as proof to review the impact of
trade facilitation in trade in general and Vietnamese trade in specific.

4
The integration of modern digital technology into diverse sectors has
emerged as a disruptive force around the world, influencing economies and
industries. Digital transformation is especially important in the context of
international trade because of its potential to redefine trade facilitation systems.
This literature study provides a complete overview of the relevant research on
assessing the influence of digital transformation on trade facilitation, with a
particular focus on its implications for Vietnam. The analysis delves into the many
facets of digital transformation, including its role in trade facilitation and the
difficulties and opportunities it brings.
Digital Transformation and Trade Facilitation:
Digital transformation includes the strategic application of digital
technologies such as artificial intelligence, big data, blockchain, and the Internet of
Things to radically redesign organizational operations. Similarly, trade facilitation
refers to the modernization, simplicity, and harmonization of cross-border trade
procedures. Customs clearance, logistics, regulatory compliance, and information
sharing are examples of these. The link between digital transformation and trade
facilitation is found in the use of technology to streamline these operations, decrease
costs, and improve efficiency.
Trade facilitation benefits greatly from digital change. It increases efficiency
by automating labor-intensive, manual operations, decreasing paperwork, and
accelerating cross-border trade. Furthermore, digital technologies enable real-time
data sharing among stakeholders, which improves transparency, lowers the risk of
fraudulent activity, and reduces corruption. The decrease in trade costs, including
administrative hurdles, transportation costs, and trade-related delays, is a
fundamental effect of these developments, ultimately contributing to increased
competitiveness for enterprises participating in international trade.
Digital Transformation Initiatives in Vietnam:

5
Vietnam has actively pursued e-government initiatives aimed at digitizing
governmental functions and enhancing public service delivery. These initiatives,
including the implementation of the National Single Window (NSW) system, have
direct implications for trade facilitation. The NSW system has streamlined customs
processes by enabling electronic submission of trade-related documents, leading to
reduced clearance times and costs for businesses engaged in international trade.
Challenges and Considerations:
While the advantages of digital transformation in trade facilitation are
evident, several challenges and considerations demand attention. The digital divide,
characterized by disparities in access to and proficiency with digital technologies,
can exacerbate inequalities, particularly among small and medium-sized enterprises
(SMEs) in Vietnam. Cybersecurity and data privacy concerns must also be
addressed as digital trade processes expand, underscoring the importance of robust
protection measures and appropriate regulations. A supportive regulatory
framework is crucial to ensure the secure and effective deployment of digital
technologies within trade facilitation processes.
In the context of Vietnam's evolving trade landscape, the assessment of
digital transformation's impact on trade facilitation is a critical area of research.
While some studies have explored this intersection, there remains a notable research
gap that warrants investigation. Specifically, there appears to be a dearth of research
focusing on specific industries or sectors within the country, potentially overlooking
key disparities and opportunities. Additionally, the regulatory and policy
frameworks governing digital transformation in the context of trade facilitation in
Vietnam have not been thoroughly analyzed. By addressing these gaps in the
literature, this thesis aims to contribute to a more holistic understanding of how
digital transformation is shaping trade facilitation in Vietnam, with implications for
policy formulation and industry strategies.
At the end of this paper, it is expected to give an overview of the applying
status of digital transformation during TFA and their relationship in the last 7 years

6
since Vietnam signed the Trade Facilitation Agreement. In addition, the content of
the study also presents the situation of applying digital transformation to trade
facilitation in Vietnam: presenting the process and related regulations. In the
context of Vietnam joining the generational Free Trade Agreements (FTAs), our
country needs to apply digital methods to enhance the effectiveness of TFA.
Therefore, more analysis and evaluation studies are needed to make
recommendations on this issue.
3. Research questions and scope
The thesis raises the following questions: How facilitating trade was
processed in Vietnam, especially about customs operations? How digital
transformation was applied in facilitating trade? What advantages or disadvantages
does Vietnam have when implementing TFA, and also when applying digital
transformation in trade facilitation? What solutions are needed to ensure that
Vietnam will implement these digital technologies in facilitating trade well? To
answer the above questions, the tasks of this study are to:
- Research theoretical issues on trade facilitation, and digital transformation.
- Learn about the provision of WTO’s Trade Facilitation Agreement and the
provision of Vietnamese government on international.
- Analyzing the current status of digital transformation, trade facilitation on its
own, and trade facilitation with the support of digital technology in general
and the Custom operation of Vietnam in particular, including accessing the
compatibility between Vietnam domestic laws and regulations. From that,
the thesis mentions recommendations that help enhance technology skills
and adaptations in the Fourth Industrial Revolution, besides that, raising
awareness about digital transformation.
The scope of the content of this thesis contains the practical issues of trade
facilitation and digital transformation, explains their relationship, and how they

7
impact each other, especially in the Customs sector (General Department of Viet
Nam Customs). It also includes the regulations related to this topic.
The thesis's time scope is from when Vietnam signed the Trade Facilitation
Agreement in 2015 until now. The study's recommendation can be applied from
now until there is a regulation directly adjusting the process of digital
transformation applied to trade facilitation.
4. Objectives
The thesis aims to comprehensively evaluate the impact of digital
technologies on trade facilitation in the country. It seeks to analyze how the
adoption and integration of digital tools and platforms have influenced trade
processes, efficiency, and competitiveness. The thesis aims to examine the role of
digital transformation in enhancing market access and global connectivity,
assessing the cost implications, analyzing the impact on transparency and trust, and
identifying challenges and barriers to successful implementation. By achieving
these objectives, the thesis aims to provide valuable insights and recommendations
for maximizing the benefits of digital transformation in trade facilitation, thus
contributing to the overall understanding and advancement of digitalization in the
Vietnamese trade sector.
5. Research methodology
During the research process of this thesis, the author has applied the
Secondary data analysis method. This method also known as archival study, is
studying and assessing research that already exists, this the thesis will collect legal
documents, and economic information through historical research methods and then
classify and systematize them.
Utilizing a diverse range of existing data sources, including trade statistics
from Vietnam Customs, government reports, international organization data, and
academic research, this approach seeks to explore and elucidate the multifaceted
dynamics of digitalization within the context of trade facilitation. By systematically

8
defining research questions, retrieving and preparing relevant datasets, applying
rigorous analytical techniques, and validating findings against existing literature
and reports, this research aims to provide empirical evidence and insights into the
transformative effects of digital technologies on the trade landscape in Vietnam.
Furthermore, ethical considerations pertaining to data privacy and citation integrity
will be meticulously adhered to throughout the secondary data analysis process.
Through this methodological approach, this study aspires to contribute valuable
insights and inform policy recommendations, thereby advancing knowledge in the
field of digital transformation and trade facilitation.
Besides that, the thesis will observe the real situation of implementing TFA and
applying digital technology to trade facilitation of the Vietnamese Government and
based on particular experiences from Vietnam, give recommendations for Vietnam by
professional solution method. This methodological option provides a unique lens
through which to explore the issue, carefully examining important venues, processes,
and parties involved in trade facilitation, such as customs offices, logistics hubs, and
government agencies.
6. Structure of the thesis
The thesis included the following four chapters:
Chapter 1: Overview of Digital Transformation & Trade Facilitation
Chapter 2: Situation of applying digital transformation to trade facilitation in Viet
Nam
Chapter 3: Recommendations for Viet Nam in Digital Transformation on Trade
Facilitation.
CHAPTER 1: OVERVIEW OF DIGITAL TRANSFORMATION & TRADE
FACILITATION
1.1. Overview of Digital Transformation
1.1.1. Understanding Digital Transformation

9
Digital Transformation is a wide-known term lately, and it has become a
strategic imperative on leadership agendas. Digital transformation is the process of
total and comprehensive change of individuals and organizations in the way of
living, working and production methods based on digital technologies. It is the
process that an organization applies to integrate digital technology in all types of
areas, fundamentally changing how it delivers value to people; and make cultural
and operational shifts that adapt better to changing people's demands.
According to The International Business Machines Corporation (IBM),
digital transformation approaches all parts of an organization, from its business
models to customer experiences to procedures and operations, with a customer-
driven, digital-first mindset. It leverages data to enable intelligent workflows, faster
and smarter decision-making, and real-time response to market disruptions using
AI, automation, hybrid cloud, and other digital technologies. Finally, it alters client
expectations and opens up new business prospects.
Its goal is to build a technical and operational foundation, to evolve and
respond in the best possible way to unpredictable and ever-changing customer
expectations, market conditions, and local or global events.
The framework of digital transformation
Any system for general and government systems for specific going through
a digital transition should have a change management strategy, which is what a
digital transformation framework is. A framework is a tool that supports
transformation at all organizational levels and within individual departments.
A framework supports digital transformation by outlining best practices and
processes to do the following (IBM):
 Analyze the impact of change across all areas of the organizations
 Manage the change effectively and efficiently
 Plan the steps to implement the transformation

10
 Identify metrics to measure the benefits the change brings
 Clarify ways to progress along your digital transformation journey
1.1.2. Digital Transformation strategy
According to Amazon Web Services, which is the world's most
comprehensive and broadly adopted cloud, they offer over 200 fully featured
services from data centers globally, AWS offers many different tools and solutions
for enterprises and software developers that can be used in data centers in up to 190
countries for government agencies, education institutions, non-profits and private
organizations, digital transformation strategy is a comprehensive plan for
accomplishing both short- and long-term digital transformation in any organization.
It takes the following factors into account:
• Leaders who initiate and drive the transformation
• Investment and financial planning
• Key performance indicators (KPIs) to measure the return on investment
(ROI)
• Tools and processes that will support the transformation
• External resources and third-party experts
• The impact of transformation on people
The four steps to building successful digital transformation plans are outlined
below:
Align your digital transformation with your company objectives:
Digital transformation project planning should be centered on your
organization's overall goals rather than a specific technology. Your major emphasis

11
areas will also assist in determining KPIs, keeping the transformation measurable,
and reducing the time to value.
Create a proof of concept
The most effective initial projects can produce measurable results in less than
six months. It is preferable to create first initiatives that show ROI and gain support
from the leadership. These early prototypes can then be modified and spread
throughout the organization.
An approach for implementing technology
You can utilize a variety of methods in digital transformation to change your
organization. Here are a few of these technologies:
• Mobile technologies, like customer-facing applications and internal
applications that improve productivity
• Internet of Things, like smart sensors and intelligent devices that
automatically connect to the internet and collect data
• Cloud technologies, especially cloud computing and cloud storage
• Artificial intelligence and machine learning for data analytics and decision-
making
• Augmented and virtual reality for immersive customer engagement
• Robotics for operational efficiency
By implementing these technologies, you may see a significant change in
how customers and workers engage with your organization. To train your
employees and improve the capabilities of your company, you might also need to
enlist the aid of other partners and specialists.
Collect feedback and improve the digital transformation approach

12
It is critical to include strong feedback loops in your digital transformation
project planning. By gathering regular input from stakeholders, you can ensure that
everyone learns from the experience and grows dynamically. Because digital
transformation is a journey, including milestones in your timeline allows you to be
flexible and make changes as needed.
1.1.3. Levels of digital transformation adaptation:
Digital transformation can be conceptualized as a multi-level process,
characterized by varying degrees of integration and maturity within organizations.
These levels of digital transformation provide a framework for understanding the
evolution and progression of digital initiatives. At the initial stage (Level 1),
organizations are in the early phases of digital transformation, with limited
implementation and exploration of digital technologies. Digital initiatives are often
ad-hoc and lack a strategic, organization-wide approach.
Moving to Level 2, organizations enter the functional stage, where digital
technologies are selectively implemented within specific departments or functions.
The focus is on improving specific areas such as marketing, sales, or customer
service. This stage marks a transition from isolated digital initiatives to more
structured and targeted efforts. However, the transformation is still limited in scope
and lacks integration across the entire organization.
As organizations advance to Level 3, digital transformation progresses
towards business process integration. At this stage, organizations embrace end-to-
end automation and digitization of core business processes. Digital technologies are
integrated into workflows, leading to increased efficiency, streamlined operations,
and enhanced collaboration across functions. Data sharing and integration become
more prevalent, enabling organizations to derive valuable insights and make data-
driven decisions.
Level 4 represents a significant milestone in digital transformation,
characterized by business model transformation. Organizations undergo

13
fundamental changes to their business models and strategies, driven by digital
technologies. The integration of digital initiatives becomes deeply ingrained in the
organization's DNA, resulting in innovative business models, new revenue streams,
and disruptive changes in the market. At this stage, organizations become agile and
adaptable, leveraging digital technologies to create unique value propositions and
respond swiftly to market dynamics.
Reaching the pinnacle of digital transformation, Level 5, entails ecosystem
transformation. Organizations collaborate with external partners, customers, and
suppliers to create a digital ecosystem that transcends industry boundaries.
Emerging technologies, such as artificial intelligence, blockchain, and the Internet
of Things, are leveraged to establish interconnected ecosystems. These ecosystems
enable seamless integration and collaboration among diverse stakeholders, fostering
innovation, and driving holistic digital transformation.
It is important to note that these levels of digital transformation serve as a
guide and may not be strictly sequential or applicable to every organization. The
progression through these levels depends on various factors, including industry,
organizational size, and strategic objectives. Nonetheless, understanding these
levels helps organizations gauge their position in the digital transformation journey
and plan their future initiatives accordingly.
1.1.4. Digital transformation measures of success
Measuring the success of digital transformation initiatives is essential to
evaluate the effectiveness of these efforts. One key measure of success is cost
efficiency and return on investment (ROI). By assessing the financial impact of
digital transformation, organizations can determine the cost savings, increased
productivity, and efficiency gains resulting from digitalization. This evaluation
helps in understanding the overall ROI and the financial benefits derived from
digital transformation initiatives.

14
Customer satisfaction and experience play a vital role in measuring the
success of digital transformation. Improving customer satisfaction and enhancing
the overall customer experience are primary objectives of digital initiatives. Metrics
such as customer feedback, Net Promoter Score (NPS), customer retention rates,
and conversion rates can provide insights into the impact of digital transformation
on customer satisfaction, loyalty, and business performance.
Business agility and flexibility are critical factors in the success of digital
transformation efforts. The ability to respond quickly to changing market conditions
and customer needs is a key goal of digital initiatives. KPIs such as time-to-market,
speed of product or service innovation, and adaptability to market changes can help
organizations evaluate the success of their digital transformation in improving
business agility and staying competitive in dynamic markets.
Employee productivity and engagement are important measures of success
in digital transformation. Engaging and empowering employees through digital
initiatives can lead to increased productivity and satisfaction. Metrics such as
employee satisfaction surveys, productivity levels, employee feedback, and
retention rates can provide insights into the effectiveness of digital transformation
initiatives in enhancing employee engagement and productivity.
Process efficiency and automation are core objectives of digital
transformation. By streamlining and automating business processes, organizations
aim to improve operational efficiency and reduce costs. KPIs such as process cycle
time, error rates, process cost reduction, and efficiency gains can be used to measure
the success of digital initiatives in optimizing workflows and automating repetitive
tasks.
Data-driven decision making is a fundamental aspect of successful digital
transformation. Organizations leverage data analytics, business intelligence tools,
and data-driven decision-making frameworks to make informed decisions.
Evaluating the effectiveness of these initiatives can be done by assessing the impact

15
of data-driven insights on decision-making quality, efficiency, and business
outcomes.
Technology adoption and integration are critical for successful digital
transformation. Measuring the level of technology adoption across the organization,
as well as the success of system integration efforts, provides insights into the
progress of digital transformation. KPIs such as the percentage of employees trained
on new technologies, system integration success rates, and the level of technology
utilization can indicate the success of digital initiatives in driving technological
advancements within the organization.
Competitive advantage and market positioning are outcomes organizations
strive for through digital transformation. Assessing factors such as market share,
customer acquisition, brand value, and industry rankings helps organizations
evaluate the impact of digital initiatives on their competitive position. By measuring
these indicators, organizations can determine the success of their digital
transformation in enhancing their market position and gaining a competitive edge.
Security and risk management are critical considerations in digital
transformation. Organizations must address cybersecurity challenges and
effectively manage risks associated with digital initiatives. Evaluating KPIs such as
the number of security incidents, risk mitigation effectiveness, and compliance with
regulatory standards provides insights into the success of digital initiatives in
ensuring a secure and resilient digital environment.
Stakeholder satisfaction is a comprehensive measure of the success of digital
transformation. It involves assessing the satisfaction of various stakeholders,
including customers, employees, partners, and investors. Surveys, feedback
mechanisms, and stakeholder interviews can be used to gather feedback and
measure satisfaction levels, providing organizations with a holistic view of the
success of their digital transformation efforts.

16
1.1.5. Challenges and success factors of digital transformation
A successful digital transformation journey comes with its own set of
challenges. This section explores the key challenges organizations face when
undertaking digital transformation initiatives and identifies the success factors that
can help organizations navigate and overcome these challenges.
Legacy Systems and Infrastructure: One of the primary challenges in digital
transformation is dealing with legacy systems and outdated infrastructure. Many
organizations have complex, monolithic IT systems that are not designed to be
easily integrated with modern digital technologies. The cost and complexity of
modernizing these systems can pose a significant hurdle. Success in digital
transformation often requires a careful evaluation of existing systems, prioritizing
investments in technology upgrades, and adopting agile development practices.
Organizational Resistance and Culture: Organizational resistance to change
can impede digital transformation efforts. Employees may be resistant to new
technologies, and unfamiliar processes, or fear the impact of automation on their
roles. Overcoming resistance and fostering a digital culture requires strong
leadership, effective communication, and a clear vision for the benefits of digital
transformation. Engaging employees, providing training and support, and creating
a culture of continuous learning and innovation are critical success factors.
Talent Acquisition and Skill Gaps: Digital transformation requires a
workforce with the right skill sets to leverage emerging technologies and drive
innovation. However, there is often a shortage of digital talent in the market, and
organizations may struggle to attract and retain skilled professionals. Success in
digital transformation involves identifying skill gaps, investing in training and
upskilling programs, and creating a talent acquisition strategy that aligns with the
organization's digital goals.
Data Security and Privacy: As organizations embrace digital technologies,
data security, and customer privacy are paramount. Cybersecurity threats are

17
constantly evolving, and organizations must invest in robust security measures to
safeguard sensitive data. Compliance with data protection regulations, such as the
General Data Protection Regulation (GDPR), is also critical. Success in digital
transformation requires a proactive approach to security, including implementing
encryption, access controls, and regular security assessments.
Strategic Planning and Execution: Digital transformation initiatives must be
aligned with the organization's overall strategy and goals. A lack of strategic
planning and alignment can result in fragmented efforts, duplication of investments,
and suboptimal outcomes. Success in digital transformation involves developing a
clear digital strategy, setting measurable goals, and establishing a roadmap for
implementation. Effective project management and execution, with dedicated
resources and accountability, are key success factors.
Collaboration and Partnerships: Digital transformation often requires
collaboration and partnerships with external stakeholders, such as technology
vendors, startups, and industry collaborators. Organizations may lack the necessary
ecosystem and networks to access the right expertise and technologies. Success in
digital transformation involves identifying and nurturing strategic partnerships,
participating in industry collaborations, and leveraging external expertise to
accelerate innovation and overcome challenges.
1.2. Overview of Trade Facilitation
1.2.1. Understanding Trade Facilitation
Trade Facilitation Agreement (TFA) is a global multilateral initiative to
promote trade efficiency and economic growth worldwide by restricting excessive
border bureaucracy, enhancing transparency, and leveraging emerging
technologies. The TFA entered into force in 2017 following its ratification by two-
thirds of the World Trade Organization (WTO) membership. According to
estimates, the full implementation of the TFA measures will boost global trade by
up to USD 1 trillion annually and lower average trade costs globally by about

18
14.3%, with a reduction of 14.1% for low-income countries, 15.1% for middle-
income countries, and 12.9% for high-middle income countries (World Trade
Report 2015).
According to Organisation for Economic Co-operation and Development
(OECD), in an interconnected world where goods often cross borders many times
as both intermediate and final products, and against a background of supply chain
disruptions, trade facilitation policies can:
 Allow better access for organizations to production inputs from abroad and
support greater participation in global value chains, including small- and
medium-sized enterprises (SMEs).
 Help lower overall trade costs and increase economic welfare, in particular
for developing and emerging economies.
 Ensure the timely delivery of medical goods and perishable agricultural
products, both of which are highly sensitive to delays.
 Promote the resilience of global supply chains and help meet the challenges
and seize the opportunities of the digital and green transitions.
Trade facilitation is becoming more and more essential. The increasing
quantity of shipments crossing international borders increases demand while also
posing new obstacles for trade facilitation. Furthermore, in response to the issues
posed by the COVID-19 pandemic at borders, many economies boosted their use of
digital tools to develop initiatives targeted at simplifying trade processes and
documenting requirements.
1.2.2. The negotiation process of the WTO Trade Facilitation Agreement (TFA)
TFA or Global customs rules are agreements adopted on the principle of
consensus agreement of 160 member countries of the WTO. The process of
negotiating the content of the Agreement started in July 2004. This is one of
important work programs of the WTO Doha Round. The content of the Agreement

19
negotiated by member states judgments toward those fundamental goals are: (1)
facilitate trade, ensure the balance between trade facilitation and ensure compliance
with the law; (2) promote good fortune transfer, customs clearance of goods in trade
international trade; (3) promote synergies between customs and other agencies in
the process international movement of goods; (4) promote support technical
assistance and capacity building of countries WTO members.
In 2013, Ministerial Conference in Bali, Indonesia approved the Bali
Declaration on Agreement content as well as the approval and signing process TFA
end. The Bali Declaration adopted several significant Agreement-related issues,
including:
 Agree on the content of the Agreement in terms of text and structure,
 Establishment of an Interim Committee to review the TFA legislation, draft
the TFA Amendment Protocol as well as the Protocol ratification process.
 Receiving commitments to implement Group A measures from developing
country member countries.
 On November 24, 2014, Protocol amending the WTO Agreement was
approved and ratified by the WTO. From this moment, the Decree is open
for ratification by Members. When two-thirds of the member countries
complete the ratification, the Agreement will enter into force.
Table 1: Comparing TFA content with the GATT principles

20
TFA Articles Scope GATT Articles
Articles 1 to 5 Transparency Article X
Articles 6 to 10 Fees and Procedures Article VIII
Article 11 Transiting Articles Article V
Articles 12 Other problems
1.2.3. Structure of WTO Trade Facilitation Agreement
The Trade Facilitation Agreement aims to streamline and simplify customs
procedures, enhance transparency, and promote efficiency in cross-border trade.
The structure of the TFA included these sections:
First is Preamble
The preamble provides an introduction to the agreement, outlining the
importance of trade facilitation for economic development, job creation, and
poverty reduction. It highlights the principles of non-discrimination, transparency,
and cooperation among WTO members.
Section I: Provisions
It contains provisions for expediting the movement, release and clearance of
goods, including goods in transit. It clarifies and improves the relevant articles (V,
VIII and X) of the General Agreement on Tariffs and Trade (GATT) 1994. It also
sets out provisions for customs cooperation. This section provides 12 articles
(technical measures to facilitate trade following the Agreements).
About transparency:
 Article 1: Publication and Availability of Information
 Article 2: Opportunity to comment, Information before entry into
force, and Consultations

21
 Article 3: Advance rulings
 Article 4: Procedures for Appeal or Review
 Article 5: Other Measures to Enhance Impartiality, Non-
discrimination, and Transparency.
Fees and procedures:
 Article 6: Disciplines on Fees and Charges imposed on or in
connection with Importation and Exportation and Penalties
 Article 7: Release and Clearance of Goods
 Article 8: Border agency cooperation
 Article 9: Movement of Goods intended for import under Customs
Control
 Article 10: Formalities Connected with Importation, Exportation and
Transit.
Freedom of Transit:
 Article 11: Freedom of Transit
Customs Cooperation:
 Article 12: Customs Cooperation
Section II: Special and Differential Treatment – SDT
This part has 10 articles containing special and differential treatment (SDT)
provisions that allow developing and least-developed countries (LDCs) to
determine when they will implement individual provisions of the Agreement and to
identify provisions that they will only be able to implement upon the receipt of
technical assistance and support for capacity building. To benefit from SDT, a
member must categorize each provision of the Agreement, as defined below, and
notify other WTO members of these categorizations following specific timelines

22
outlined in the Agreement. The roadmap for the implementation of groups A, B and
C of developing and least developed countries is shown in the following figure:
Category Timeline Requirements
A Implement by the time the
Agreement enters into force (or in
the case of a least-developed country
within one year after entry into
force)
N/A
B Implement after a transitional period
following the entry into force of the
Agreement
N/A
C Implement on a date after a
transitional period following the
entry into force of the Agreement.
The acquisition of
assistance and support
for capacity building.
Section III contains provisions that establish a permanent committee on trade
facilitation at the WTO, require members to have a national committee to facilitate
domestic coordination and implementation of the provisions of the Agreement. It
also sets out a few final provisions.
Overall, the structure of the TFA provides a comprehensive framework for
promoting and implementing trade facilitation measures among WTO members. By
addressing specific areas of customs procedures, establishing institutional
mechanisms, and ensuring support for developing countries, the TFA aims to
streamline international trade, enhance transparency, and promote economic
growth.
1.2.4. Meaning of WTO Trade Facilitation Agreement

23
The importance and necessity of the Agreement on International Trade in the
contemporary global context can be seen in the following aspects:
First, 160 WTO members are regarded as having agreed to the TFA as a
means of facilitating trade. The Agreement establishes a mechanism for the WTO
to enforce and keep track of the development of global trade facilitation. From the
standpoint of state management in general and national borders in particular, TFA
is regarded as an effective tool to harmonize, make transparent, and standardize
legal norms and legal practice on inspection and supervision of the movement of
products in international trade.
Second, TFA helps to lower trade barriers, particularly non-tariff and
technical ones that nations erect to safeguard intraregional and international
commerce. The development of global trade has been and will continue to be
significantly hampered by non-tariff and technical barriers, which raise the costs
and duration of international trade transactions.
Third, national border and customs enforcement agencies are becoming more
crucial to global trade. The customs authorities of every nation are currently
continually extending their activities to many other domains, such as: fighting
terrorism, in addition to their core job of inspecting and monitoring the movement
of commodities in international trade. Distribution and trade of illegal weapons,
defense of intellectual property rights, assurance of food security, etc. This
necessitates a legally enforceable process as well as good coordination among the
parties on a global basis, which is the WTO's TFA.
Fourth, the TFA, like other major WTO agreements, is very binding and
flexible for member nations due to its dispute resolution structure and special
treatment provisions for countries. undeveloped, as well as underdeveloped.
Furthermore, the WTO Trade Facilitation Committee and the country work together
to monitor and correct issues that arise in trade facilitation enforcement in order to
accomplish the WTO's trade facilitation goals (Trinh Thi Thu Huong/ Phan Thi Thu
Hien 2015, p.24).

24
1.3. Digital transformation in Trade facilitation
1.3.1. The impact of digitalization on trade:
Digitalization expands the scale, scope, and speed of trade. It enables
businesses to introduce new products and services to a bigger number of digitally
connected clients around the world. It also enables firms, particularly smaller ones,
to use new and innovative digital tools to overcome growth barriers, such as
facilitating payments, enabling collaboration, avoiding fixed asset investment
through the use of cloud-based services, and utilizing alternative funding
mechanisms such as crowdfunding.
The way we trade goods is also changing as a result of digitalization. For
example, the rise of online platforms has resulted in an increase in the number of
small packages traded across international borders. This raises several policy issues
for policymakers, ranging from the physical management of parcel trade to the
implications for risk management (such as counterfeit goods or biosecurity
standards) and revenue implications in terms of tax and tariff collection.
At the same time, new business models and technological advancements are
altering the way services are generated and provided, concealing already blurry
boundaries between commodities and services and modes of distribution and
bringing novel combinations of the two. For example, a smart fridge needs market
access for both the integrated service and the product. Additionally, a product made
via 3D printing, for instance, may cross an international border as a design service
but transforms into good at the point of consumption. Together, these problems
present new challenges for the formulation of global trade and investment policy.
Rapid developments in technology also help services to become more
prevalent in cross-border international trade. The foundation of digital trade is made
up of information and communication technology services, which also support the
digitization of other types of services by providing the necessary network
infrastructure. The development of digitally enabled services, which are supported

25
by a number of new services built on data-driven creative solutions like cloud
computing, has also been made easier by new technology.
In the digital age, old trade issues may have new consequences, such as the
effects of burdensome border procedures on parcel trade or restrictions on newly
tradable services, and new trade policy issues, such as differing regulations among
nations about data flows, are emerging. More knowledge about the nature and scope
of these developments is required to assist policymakers in creating an environment
that encourages innovation and supports digital trade in goods and services.
1.3.2. Digital Transformation in Facilitating Trade
Digital transformation and trade facilitation are deeply interconnected,
shaping the modern landscape of global commerce. Digital transformation refers to
the adoption of digital technologies and processes to revolutionize business
operations, while trade facilitation focuses on removing barriers and streamlining
procedures to enhance international trade. The relationship between these two
concepts is symbiotic, with digital transformation empowering trade facilitation
efforts and trade facilitation driving the need for digital transformation.
The Agreement contains several provisions that require, or encourage, the
use of digital technology, such as publication of information and forms on the
Internet, electronic payment of duties and charges, and a single window for
submission of import, export, and transit documentation.
One of the primary ways digital transformation enhances trade facilitation is
through automation and efficiency. By digitizing trade-related processes, such as
documentation and customs procedures, businesses and governments can eliminate
manual tasks, reduce paperwork, and expedite trade transactions. Automated
systems enable faster processing times, minimize errors, and optimize resource
allocation. This efficiency translates into significant time and cost savings for
businesses, making trade more seamless and attractive.

26
Another vital aspect of the relationship between digital transformation and
trade facilitation is the transition toward paperless trade. Through the digitization
of trade documents, electronic signatures, and the implementation of digital
platforms, the reliance on physical paperwork diminishes. This transition offers
numerous benefits, including faster document processing, improved data accuracy,
and enhanced security. Paperless trade reduces administrative burdens, simplifies
cross-border transactions, and promotes interoperability between trading partners.
Digital transformation also facilitates data sharing and connectivity, key
elements in effective trade facilitation. By establishing digital platforms and
information-sharing systems, stakeholders involved in international trade, such as
businesses, customs authorities, and logistics providers, can exchange data in real-
time. This connectivity enhances collaboration, transparency, and coordination
throughout the supply chain. Timely access to accurate information enables
stakeholders to make informed decisions, minimize delays, and address potential
bottlenecks swiftly.
The more advanced technologies such as blockchain, the internet of things,
data analytics, artificial intelligence, and machine learning can greatly enhance the
sharing, collection, analysis, and use of data which is important for many trade
facilitation measures.
Supply chain visibility is another critical aspect of the relationship between
digital transformation and trade facilitation. Digital technologies, such as IoT,
RFID, and blockchain, enable real-time tracking and tracing of goods throughout
the supply chain. This visibility ensures greater transparency and accountability,
enabling businesses and authorities to identify potential risks, optimize inventory
management, and enhance overall supply chain efficiency. Enhanced visibility
improves trade facilitation by reducing uncertainties, facilitating risk management,
and enabling prompt responses to disruptions.
Furthermore, digital transformation contributes to enhanced compliance and
risk management in trade facilitation. Advanced digital platforms can integrate risk

27
assessment tools, automated compliance checks, and data analytics to identify and
mitigate potential risks in trade transactions. By automating compliance procedures
and leveraging data-driven insights, businesses and authorities can ensure
adherence to trade regulations, mitigate fraud and security threats, and maintain the
integrity of cross-border trade. This strengthens trust among trading partners and
enhances overall trade facilitation efforts.
Lastly, digital transformation expands access to global markets, particularly
for small and medium-sized enterprises (SMEs). Through e-commerce platforms,
digital marketplaces, and online marketing channels, businesses can reach
customers worldwide and participate in international trade. Digital technologies
enable SMEs to overcome traditional barriers to entry, such as geographical
constraints and limited resources. This broader access to global markets fosters
entrepreneurship, stimulates economic growth, and promotes inclusivity in trade
facilitation.
Customs administrations are already using these technologies to validate
certifications of origin, improve risk management and customs audit, increase
efficiency in customs clearing, and eliminate manual procedures. However,
implementing new technologies can be costly and difficult. Prior to implementation,
a member should assess the technologies and needs of border agencies and develop
a technology strategy with assistance from the business sector.
To conclude, digital transformation and trade facilitation share a mutually
reinforcing relationship. Digital transformation empowers trade facilitation efforts
by automating processes, enabling paperless trade, enhancing data sharing,
improving supply chain visibility, and facilitating compliance. On the other hand,
trade facilitation drives the need for digital transformation by demanding
streamlined and efficient trade processes. Embracing digital transformation in trade
facilitation can lead to more seamless, efficient, and inclusive international trade,
benefiting businesses, governments, and consumers alike.

28
1.4. Experiences from other countries for digital transformation in Trade
Facilitation
1.4.1. The trend of other countries implementing digital transformation in trade
facilitation
In the world, facilitating trade has appeared many times ago, a lot of states
and organizations had started to apply digital transformation to enhance their trade
sector, to facilitate trade flows. For instance, The World Customs Organization
(WCO) has proposed a model for customs development called "Customs in the
Digital Age" consisting of six stages (Stage 1: Electronic Customs Startup; Stage 2:
Electronic Customs Preliminary; Stage 3: In-depth Electronic Customs for Each
Sector; Stage 4: Integrated Electronic Customs; Stage 5: Advanced Electronic
Customs; Stage 6: Digital Customs).
Currently, customs administrations worldwide are focusing on building
digital customs agencies, with a major emphasis on digitization and the application
of Fourth Industrial Revolution technologies. The development plan of the United
States Customs and Border Protection for the period 2021-2025 also highlights the
specific goal of digital transformation. This includes making data-driven decisions
and timely data analysis. To achieve this objective, the US Customs and Border
Protection has identified three key activities to be implemented during the period
2020-2025: the use of modern analytical techniques, enhancing the IT system for
high-quality data collection and connectivity, and sharing data and analytical
techniques. Additionally, the US Customs and Border Protection has established an
Innovation and Technology Improvement Team within its Office of Trade,
responsible for researching, proposing, and implementing the latest technologies to
enhance border operations, with a focus on four areas: increasing automation,
AI/advanced analytics, sensors and data sharing, and information.
From 2021 to 2025, the Canada Border Services Agency has developed and
implemented a digital transformation strategy with a focus on improving its IT
system and data analysis. This strategy includes establishing central-level

29
organizational management structures, as well as investments in three main areas:
data management, business intelligence (BI), and advanced analytics. Similarly,
China Customs is currently developing an IT system to support its intelligent
customs management, with a focus on digital transformation and the application of
Industry 4.0 technologies to meet the requirements of smart customs management.
Furthermore, customs administrations in Japan, South Korea, and the European
Union (EU) are also actively promoting digital transformation and the application
of Industry 4.0 technologies, such as Artificial Intelligence (AI), Big Data,
Blockchain, and Internet of Things (IoT) connectivity. As a result, the level of ICT
application in customs administrations in these developed countries has reached
advanced stages, as outlined in the "Customs in the Digital Age" model (levels 5
and 6).
In 2022, under the theme "Promoting Digital Customs Transformation
through Data Exploitation Culture and Building Data Ecosystem," the World
Customs Organization (WCO) emphasized another aspect of digital customs, which
is the importance of available data, cooperation with relevant parties to collect
quality data, and leveraging this data for customs operations.
In conclusion, smart customs, digital customs, or intelligent borders are
essential processes that involve the application, utilization, and integration of
modern technologies and data into customs operations and procedures to fulfill the
fundamental tasks of customs agencies, which are to facilitate trade, collect revenue,
and ensure security and societal safety. This process, though known by various
names such as automated customs, intelligent customs, digital customs, or under
programs of innovation, reform, and modernization, takes place at different levels
in each country, depending on its level of development. The varying levels of
technology application and the recent emphasis on "data" can be understood as the
stages outlined in the WCO's "Customs in the Digital Age" development model.
1.4.2. Experiences from some Asian countries

30
Several Asian countries have been at the forefront of applying digital
transformation to facilitate trade, resulting in significant improvements in trade
efficiency and competitiveness. One notable example is Singapore, which has been
a leader in embracing digital solutions for trade facilitation. Singapore's TradeNet
and Networked Trade Platform (NTP) are comprehensive digital platforms that
enable electronic submission of trade documents, online payment systems, and real-
time tracking of goods. These initiatives have streamlined customs procedures,
reduced paperwork, and significantly expedited clearance times, enhancing
transparency and boosting Singapore's position as a global trade hub.
South Korea is another Asian country that has successfully implemented
digital transformation in trade facilitation. The country's Automated Customs
Clearance System (ACCS) allows traders to submit electronic customs declarations
and documents, automating customs procedures and improving data accuracy.
South Korea has also embraced electronic payment systems and advanced risk
management tools, harnessing the power of digital technologies to enhance trade
efficiency and security.
China, with its vast trade volume, has also undergone a remarkable digital
transformation in trade facilitation. The country's National Single Window (NSW)
integrates trade-related procedures, providing a centralized platform for electronic
submission of documents and data. China's digital initiatives have resulted in
improved customs clearance efficiency, reduced trade costs, and enhanced
transparency. The establishment of Cross-border e-Commerce Comprehensive Pilot
Zones has further facilitated the digitalization of cross-border trade, enabling
seamless transactions and promoting the growth of e-commerce.
In the United Arab Emirates (UAE), digital transformation has played a
crucial role in trade facilitation. The UAE's Dubai Trade portal offers a range of
digital services, including electronic customs declarations, online payment systems,
and digital trade platforms. The country has also implemented advanced risk
management systems to ensure secure and efficient trade transactions. These digital

31
initiatives have enhanced the UAE's competitiveness as a global trade and logistics
hub, attracting businesses and promoting economic growth.
Similarly, Malaysia has embraced digital transformation to streamline trade
processes and enhance efficiency. The implementation of the National Single
Window (NSW) system allows traders to submit electronic customs declarations
and documents, simplifying procedures and reducing paperwork. Malaysia has also
adopted electronic payment systems, electronic certificates of origin, and digital
trade platforms, promoting transparency and facilitating seamless trade
transactions.
The experiences of these Asian countries demonstrate the transformative
power of digitalization in trade facilitation. By leveraging digital technologies,
these nations have significantly improved trade efficiency, reduced administrative
burdens, and enhanced transparency in cross-border transactions. Their success
stories serve as valuable models for other countries looking to leverage digital
transformation for trade facilitation and economic growth.
CHAPTER 2: SITUATION OF DIGITAL TRANSFORMATION ON
2.1. An overview of trade facilitation in Viet Nam before digital
transformation
At the APEC Economic Leaders' Meeting in Busan in 2005, Viet Nam
promised to implement trade facilitation measures in response to the APEC leaders'

32
proposal for a 5% reduction in trade transaction costs by 2006 and a further 5%
reduction by 2010. Trade facilitation is a key component of Viet Nam's Socio-
Economic Development Strategy, 2011-2020, which aimed to improve the country's
business environment in order to maintain trade development and double GDP per
capita by 2020 compared to 2011. The strategy was translated into a number of
legislative instruments, including government decrees and ministerial directives
aimed at improving the business environment and national competitiveness, as well
as measures aimed at promoting Vietnamese enterprises. These legislative papers
continue to be among the most prominent legal foundations regulating the trade
facilitation process in Viet Nam.
On 4 October 2016, The National Steering Committee on the ASEAN Single
Window, the National Single Window, and Trade Facilitation (NATF) was
established by an order from the Prime Minister. In compliance with the WTO TFA,
the NATF serves as the National Trade Facilitation Committee of Viet Nam.
Following this decision, the General Department of Viet Nam Customs, also known
as Viet Nam Customs, was given the responsibility of serving as the coordinator for
the implementation of the trade facilitation initiatives.
The government agencies worked with the Ministry of Finance to implement
the WTO TFA’s commitments include the Ministry of Industry and Trade (MOIC);
the Ministry of Transport; the Ministry of Science and Technology; the Ministry of
Information and Communications; the Ministry of Health; the Ministry of
Agriculture and Rural Development (MARD); the Ministry of Natural Resources
and Environment; the Ministry of National Defence; the Ministry of Culture, Sports
and Tourism; and Viet Nam Chamber of Commerce and Industry (VCCI). On 13
October 2016, the Prime Minister of Vietnam signed an order enabling a plan for
the preparation and execution of the WTO TFA, including a specific framework to
direct and oversee the trade facilitation process at all administrative levels, from
central to local government agencies. Vietnam developed a timetable to execute
trade facilitation measures, which are divided into categories A, B, and C in

33
accordance with WTO TFA requirements, and submitted it to the WTO on October
15, 2014.
Between 2018 and 2020, trade facilitation performance significantly
improved in several areas, particularly in the accessibility of information, advance
rulings, fees, and charges, automation of customs procedures and documents, and
simplification of customs operations.
The World Bank's Doing Business in 2018 report, which reveals that Viet
Nam's overall ranking in the Doing Business Index in 2018 increased by 14 spots
from 82 to 68 out of 190 economies, reaffirmed the evaluation (World Bank, 2018b:
2). An important step forward in streamlining customs procedures and increasing
investment in the logistics structure to improve connectivity was made by Viet
Nam, as evidenced by the World Bank's Logistics Performance Index (LPI) survey,
which placed the country 39th globally in 2018 from 64th in 2016 (World Bank,
2018a: 1). Trade income climbed 12% to approximately $480 billion in 2018 thanks
to the government's ongoing efforts and sustained commitment to adopting trade
facilitation measures.
Despite impressive advances in trade facilitation, remaining problems pose
a threat to the sustainability of such gains. The importation of commodities is
governed by about 300 legality documents published and maintained by line
ministries or government organizations. Complying with complex trade regulations
requires substantial resources and time. In 2017, around 57.5% of items were
classified to the green lane, where customs scrutiny is mostly waived, 37.4% of
imported goods were subject to stricter inspection in the yellow lane, and 5.1% of
imported goods were submitted to physical examination in the red lane. The figures
are greater than those of ASEAN neighboring countries with comparable levels of
economic growth. In 2018, Viet Nam surpassed Malaysia in the customs LPI rating
and was the top-performing lower middle-income country in the LPI. This
significant improvement in trade facilitation coincided with a significant increase
in FDI inflows and a dramatic increase in exports and imports.

34
A VCCI survey on the evaluation of Vietnamese companies' satisfaction with
customs procedures in 2017 (Thoi bao tai chinh Viet Nam Online, 2017) revealed
that 46% of traders had trouble following customs regulations and 23% were
dissatisfied with the coordination between customs and the appropriate agencies,
which led to delays in customs clearance. Similarly, only 20% of traders were
entirely satisfied with customs agencies' expertise and proficiency. Many traders
expressed dissatisfaction with the overly ambiguous and opaque administrative
formalities and procedures. Furthermore, limited infrastructural capacity and a lack
of effective logistics and transportation are impeding commodity mobility. The
government must exert considerable effort to ensure that trade facilitation measures
benefit both traders and the economy as a whole.
Figure 1. Trade Facilitation Performance in Viet Nam (2022)
In terms of information accessibility, appeals processes, fees and charges,
streamlining of processes, and internal border agency cooperation, Viet Nam comes
the closest to exhibiting the best performance across the sample. Since 2019,
performance has increased in the following areas: accessibility of information,
simplification of processes, cooperation between internal and external border
agencies, governance, and impartiality.

35
For lower middle-income countries like Viet Nam, the assessment of trade
facilitation measures has identified key areas where reforms can have the greatest
positive impact on bilateral trade flows and trade costs. These areas include
formalities, governance and impartiality, information availability, involvement of
the trade community, advance rulings, and appeal procedures. To further enhance
trade facilitation, Viet Nam would benefit from ongoing improvements in the
following areas:
 Advance rulings: Improving the availability of information on
advance rulings and considering increasing the validity period of
advance rulings.
 Fees and charges: Reducing the number and diversity of fees and
charges collected, as well as lowering the fees charged for services
during normal working hours.
 Formalities - documents: Expanding the acceptance of copies of
documents, reducing the number of trade-related documents, and
minimizing the time required to prepare such documents.
 Formalities - automation: Promoting the availability of full-time
automated processing for Customs, improving the quality of
telecommunications and IT infrastructure supporting border process
automation.
 Formalities - procedures: Further reducing the percentage of physical
inspections, expanding the possibility of goods being released prior to
final determination and payment of Customs duties for all types of
goods, increasing the coverage of Authorized Operator programs,
supporting risk management systems for controls by other border
agencies, simplifying procedures in terms of time and costs, and fully
aligning Customs working hours with commercial needs.

36
Implementing improvements in these areas will contribute to the overall
enhancement of trade facilitation in Viet Nam, leading to increased trade flows and
reduced trade costs.
2.2. Current situation of digital transformation in Viet Nam
2.1.1. Relative legal principles of digital transformation in Viet Nam
Digital government aids in improving government performance in all areas -
efficiency, effectiveness, transparency, and reduced corruption. With the support of
the digital economy, we can break free from the middle-income trap by fostering
innovation, creating new values, improving labor productivity, and developing new
economic engines. The development gap is closed and inequality is decreased
because of the digital society, which also provides equitable access to services,
education, and knowledge. Businesses and fields are intelligently and optimally
optimized to improve people's experiences and quality of life.
Recognizing the meaning and importance of digital transformation, our Party
and State have set out guidelines and issued many policies to strongly promote
national digital transformation, and develop the digital economy and digital society
to create a breakthrough in improving labor productivity and the economy's quality,
efficiency, and competitiveness. Specifically, Decision No. 749/QD-TTg (June 3,
2020) of the Prime Minister approving the "National digital transformation program
to 2025, orientation to 2030” identified digital transformation in Viet Nam as three
pillars: digital government; digital economy; digital society.
The Ministry of Home Affairs has issued many documents, such as Decision
No. 151/QĐ-BNV (February 25, 2021), by the Minister of Home Affairs approving
the Digital Transformation Plan of the Ministry of Home Affairs from 2021 to 2025,
with an orientation to 2030; Decision No. 1198/QD-BNV (November 18, 2021) of
the Minister of Home Affairs approving the Digital Transformation Project of the
Ministry of Home Affairs from 2021 to 2025 and orientation to 2030. The
transformation task is clearly outlined in the scheme. The digital transformation
model, goals, and solutions of the Ministry of Home Affairs must be clarified,

37
including general solutions, solutions to build a digital government, digital
transformation in the Ministry of Home Affairs' fields, and so on.
The Party Personnel Committee of the Ministry of Home Affairs declared in
Resolution No. 21-NQ/BCSĐ (July 28, 2022) on digital transformation to 2025,
orientation to 2030: “Digital transformation of the Ministry of Home Affairs has
been implemented based on the Party's resolutions and principles on building the
political system, renewing the leadership method, and enhancing the leadership role
of the Party, Party committees at all levels and agencies and units under and directly
under the Party. The Ministry of Finance is fully aware of the content, requirements,
and importance of digital transformation, considering digital transformation as a
key task to improve the quality and performance of each agency and unit. Clearly
define the responsibilities of collectives and heads of agencies and units under and
under the Ministry to promote the digital transformation of the Ministry of Home
Affairs…”.
Besides, Resolution No. 21-NQ/BCSĐ also stated: “Transforming the
Ministry of Home Affairs' activities in the digital environment. The direction,
administration, inspection, supervision, and professional activities of the Ministry
of Home Affairs are carried out using data and digital technology, increasing
management effectiveness and efficiency; meet the requirements of implementing
the National Digital Transformation Program to 2025, with a vision to 2030 in line
with the practical conditions of the Ministry of Home Affairs to develop e-
Government toward the Ministry of Digital generate easily accessible and usable
open data, accelerate work processing, encourage the usage and storage of digital
documents, cut operating expenses and time, and eventually construct a modern and
economical working environment".
As a result, it is necessary to develop applications and services for the
common use of digital infrastructure and digital platforms; use intelligent analysis
tools to assist Ministry leaders in making timely and accurate decisions in state
management in the field of Home Affairs; and provide digital services to help
people easily access and use.

38
Also, the Ministry of Finance of Viet Nam has issued various resolutions,
plans, and action programs to address the aforementioned challenges. For instance,
Resolution No. 02-NQ/BCSĐ (March 9, 2018) issued by the Party Committee of
the Ministry of Finance, focuses on the application of technology in the financial
and budgetary sectors as part of the Fourth Industrial Revolution. The Ministry of
Finance also issued an Action Plan accompanying Decision No. 1874/QD-BTC
(November 27, 2020) to implement the Prime Minister's Decision No. 749/QD-TTg
(June 3, 2020) approving the National Digital Transformation Program until 2025
with a vision towards 2030. Furthermore, on October 25, 2021, the Ministry of
Finance released Decision No. 2042/QD-BTC, approving the Plan for the
application of information technology in the ministry's activities, the development
of e-Government, and ensuring cybersecurity during the period 2021-2025. This
decision emphasizes the implementation of digital transformation and the
application of technologies from the Fourth Industrial Revolution in the state
management of the financial sector, including customs.
These resolutions, plans, and action programs demonstrate the Ministry of
Finance's commitment to driving digital transformation and technology adoption in
the financial sector, including customs. They provide a strategic framework and
guidelines for integrating digital technologies, enhancing information management,
and ensuring the security of networked information systems. Through these
initiatives, the Ministry of Finance aims to improve trade facilitation, streamline
administrative procedures, promote transparency, and enhance the efficiency of
customs operations in Viet Nam. By leveraging the potential of the Fourth Industrial
Revolution, the Ministry of Finance seeks to optimize its functions and provide
better services to businesses, contributing to the overall development and
competitiveness of Viet Nam's economy.
2.1.2. Viet Nam’s current state of digital transformation
In Viet Nam, digital transformation was still a significant "barrier" a few
years ago. Up to 30.7% of enterprises claimed to have heard of it but were unsure
on what to do, and 38% expressed conversion-related uncertainty. According to a

39
2019 survey by the Viet Nam Software and IT Services Association Vinasa, many
people are unsure of where digital should begin or do not comprehend how
computerization differs from digital transformation. To date, however, businesses
have a clear understanding of the value of digital transformation, and they are more
driven than ever to put it into practice.
However, businesses have numerous challenges when starting their actual
implementation, particularly small and medium-sized businesses. These firms are
now dealing with issues like: a lack of digital skills and human resources (17%), a
lack of IT platforms robust enough to support digital transformation (16%), a lack
of digital thinking or digital culture issues in the company (15.7%),...
The Government of Viet Nam has continuously established digital
transformation programs for enterprises to address the aforementioned issues and
advance the growth of Viet Nam's digital transformation. The "National Digital
Transformation Program up to 2025, with a vision to 2030" has established targets
for the development of the digital economy and a strategy for Viet Nam to join the
group of 50 leading nations by 2025 about information technology.
According to a VCCI survey of more than 400 companies of all sizes,
Vietnamese companies have started to recognize and use digital technology in areas
including internal administration, sales, marketing, logistics, production, and
payment after the pandemic. Up to 98% of businesses anticipate significant changes
in production and business operations as a result of implementing digital
transformation, with cost-cutting potential accounting for more than 71% of those
changes. Other major changes include a reduction in paperwork for businesses
(61.4%), an increase in product and service quality (45.3%), and the ability to
increase productivity.
Digital Transformation takes place in several sectors:
Several industries and fields need to prioritize digital transformation first, in
which, focusing on the implementation of initiatives to link industries and fields to
provide a new and completely different experience, bringing value to customers.
value for people, businesses, and society.

40
Digital transformation in the medical field
Develop a framework to support remote medical examination and treatment
in order to assist minimize the load on medical facilities, restrict crowded contact,
and reduce the danger of cross-infection. 100% of medical facilities have remote
medical examination and treatment departments; encouraging the health sector's
digital transformation.
Building and gradually forming a health care and disease prevention system
based on digital technologies; broadly applying digital technology at medical
examination and treatment facilities, contributing to administrative reform,
reducing hospital workload, improving medical examination and treatment quality,
and using electronic medical records to move away from using patients. Paper
initiatives, hospital fees, and the formation of smart hospitals; the development of
a smart health management platform based on digital technology, the integration of
information and data, and the formation of a national health database.
Piloting the implementation of the initiative "Each citizen has a personal
doctor" with the goal of providing each citizen with a digital record of personal
health; on that basis, the doctor advises and cares for each citizen as follows: is a
personal doctor, forming a complete digital health care system from primary health
care, prevention, and treatment.
Create a legal corridor to facilitate telemedicine and electronic prescriptions
for people, to ensure that people can contact doctors quickly and efficiently,
reducing costs and patient transportation time.
Digital transformation in the field of education
Developing a support platform for distance learning and teaching, thoroughly
applying digital technology in management, teaching, and learning; digitizing
documents and textbooks; building a platform to share teaching and learning
resources in both face-to-face and online forms. Developing technology for
education, towards personalized training.

41
100% of educational institutions implement distance learning and teaching,
in which pilot training programs allow students to study online at least 20% of the
program's content. Use digital technology to assign homework and check students'
preparation before class.
Digital transformation in the field of finance - banking
Build e-finance and establish a modern and sustainable digital financial
foundation. Implement comprehensive application of digital technology in tax,
customs, treasury, and securities industries.
Digital transformation in commercial banks to provide digital banking
services in the direction of diversifying distribution channels, innovating,
automating processes, and promoting cooperation with financial technology
companies. Fintech and payment intermediaries in building a banking-financial
service ecosystem to promote national financial universalization, bringing
financial-banking services closer to people in remote areas. remote areas have not
been able to access or have not been served by banks based on technological
innovations such as mobile payment, and peer-to-peer lending.
Support loan accessibility with credit scoring solutions with a reliable
customer database and scoring model.
Digital transformation in agriculture
To develop hi-tech agriculture in the direction of focusing on smart
agriculture and precision agriculture, increasing the proportion of digital agriculture
in the economy.
Data must be the foundation for agricultural digital transformation. Build
large data solutions for the land, farming, cattle, and fishing industries. establishing
a ground- and airborne observation and monitoring network for agricultural
activities. Encourage the sharing of agricultural equipment through digital
platforms and the dissemination of information to farmers about the environment,
the weather, and the quality of the soil in order to increase production and crop
quality.

42
Implementing digital technology to automate production and commercial
processes; managing and monitoring product origin and supply chain to ensure
speedy, transparent, accurate, safe, and food hygiene. To ensure that every farmer
is informed and trained in the use of digital technology in the future, think of
launching the program "Each farmer is a trader, each cooperative is an enterprise
applying digital technology". create, supply, distribute, predict (price, season, etc.)
the availability of agricultural products, and encourage the growth of e-commerce
in the agricultural sector.
Implement strong digital transformation in management to have timely
policies and administration of agricultural development such as forecasting, market
warning, and planning management.
Digital transformation in the field of transportation and logistics
Develop intelligent traffic systems with an emphasis on national, state, and
urban highways. Transformation of logistics infrastructures (including ports on the
sea, inland waterways, airports, railroads, and logistics).
Develop platforms that connect shippers, carriers, and customers to create a
one-stop system that will allow shippers to accurately determine the best method
for transporting their goods and warehouses, as well as receive assistance with
packaging and registration, completing the processing of related administrative
documents.
Transforming traffic infrastructure management, transportation business
management, vehicle driver management, enabling digital traffic infrastructure
management, vehicle registration and management through digital records, and
issuing and managing digital vehicle driver licenses.
Digital transformation in the energy sector
Digital change in the energy sector, with a focus on optimizing and
automating networks to ensure efficient electricity delivery.

43
Connect digital meters to enhance speed and billing accuracy, uncover
network faults sooner, assist users in energy conservation, and detect electrical
power outages.
Digital transformation in the field of natural resources and environment
Building comprehensive information systems and large databases for
effective management of natural resources and environment, such as National land
database; databases on other fields (national geography; natural resources and
environment monitoring; biodiversity; waste sources; remote sensing; seas and
islands; climate change; meteorology - hydrology; geology - minerals;...); building
an open national digital map as a foundation for the development of digital services
for socio-economic development; deploying smart solutions in monitoring,
monitoring, management, handling environmental incidents, early warning of
natural disasters.
Digital transformation in the field of industrial production
Digital transformation in the field of industrial production in the direction of
focusing on developing the following pillars: building smart strategies and
organizational structures, building smart factories, intelligently operating, and
creating smart products. intelligence, building data services and developing digital
skills for employees.
2.1.3. Viet Nam’s level of digital transformation adaptation:
Viet Nam is currently undergoing a significant level of digital
transformation, which can be characterized as being in the transition between Level
2 and Level 3 of the digital transformation framework.
At Level 2, Viet Nam has made notable progress in implementing digital
technologies within specific functions or departments. Various sectors, including e-
commerce, finance, and telecommunications, have witnessed significant digital
advancements. The adoption of digital tools and automation has improved
operational efficiency and customer experiences in these sectors. Additionally, the

44
government has initiated digital transformation efforts, focusing on areas such as e-
government services and digital infrastructure development.
As Viet Nam moves towards Level 3, the country is aiming to integrate
digital technologies into core business processes across different sectors and
industries. The government has emphasized the importance of digitalization in
multiple aspects, including finance, education, healthcare, and transportation.
Efforts are being made to promote data sharing, improve connectivity, and enhance
digital skills and literacy among the population. The objective is to achieve a more
comprehensive and organization-wide digital transformation, where digital
technologies become deeply embedded in business operations and decision-making
processes.
Viet Nam's commitment to digital transformation is evident through
initiatives like the National Digital Transformation Program, which seeks to create
a comprehensive digital ecosystem and leverage digital technologies for economic
growth and competitiveness. The government's focus on promoting e-commerce,
developing digital infrastructure, and enhancing cybersecurity measures also aligns
with the goals of Level 3 transformation.
It is worth noting that Viet Nam's level of digital transformation may vary
across different sectors and regions within the country. While certain industries,
such as e-commerce and fintech, have experienced significant digital
advancements, there is still room for progress in other sectors. Challenges related
to infrastructure development, digital skills gap, and regulatory frameworks may
impact the pace and extent of digital transformation in Viet Nam.
So to be clarify, Viet Nam is currently in the transition phase between Level
2 and Level 3 of digital transformation. The country has made significant strides in
implementing digital technologies within specific functions and sectors, and efforts
are being made to integrate these technologies into core business processes across
various industries. With the government's commitment and ongoing initiatives, Viet
Nam is poised to further advance its digital transformation journey and capitalize on the
opportunities presented by the digital age.

45
2.1.4. Vision and Goal of Digital Transformation in 2023
Vision to 2030, Viet Nam becomes a digital, stable, and prosperous country,
pioneering in testing new technologies and models; fundamentally and
comprehensively renovating management and administration activities of the
Government, production, and business activities of enterprises, people's ways of
living and working, develop a safe, humane, and widespread digital environment.
The National Digital Transformation Program has the dual goal of
developing a digital government, digital economy, and digital society, as well as
forming Vietnamese digital technology enterprises capable of going global. The
basic target is divided into 2 periods:
Basic target to 2025:
Develop digital government, and improve operational efficiency and
effectiveness. 80% of online public services level 4, provided on a variety of means
of access, including mobile devices; 90% of work profiles at ministerial and
provincial levels; 80% of work profiles at the district level, and 60% of work
profiles at the commune level are processed on the internet (except for work profiles
that are classified as State secrets); 100% of reporting regimes, indicators of
periodical reports and statistical reports on socio-economics serving the direction
and administration of the Government and the Prime Minister are connected,
integrated and shared. share digital data on the Government Reporting Information
System; 100% of national databases creating the foundation for e-government
development including national databases on Population, Land, Business
Registration, Finance, and Insurance are completed and connected, nationwide
sharing; step by step open the data of state agencies to provide timely public
services, once declared, for the whole life of serving the people and for socio-
economic development; 50% of inspection activities of state management agencies
are carried out through the digital environment and information systems of the
management agency. In the end, Viet Nam becoming one of 70 leading countries in
e-Government (EGDI).

46
Developing the digital economy, improving the competitiveness of the
economy. Viet Nam's digital economy accounts for 20% of GDP; the proportion of
the digital economy in each industry or field shall reach at least 10%; Annual labor
productivity increase by at least 7%. Viet Nam belongs to the group of 50 leading
countries in information technology (IDI); Viet Nam is in the group of 50 leading
countries in terms of competitiveness index (GCI); Viet Nam belongs to the group
of 35 leading countries in innovation (GII).
Developing digital society, narrowing the digital gap. In which, fiber optic
broadband network infrastructure covers over 80% of households and 100% of
communes. Universalization of 4G/5G mobile network services and smart mobile
phones; a percentage of the population with electronic payment accounts over 50%.
Viet Nam is in the group of 40 leading countries in terms of cyber safety and
security (GCI).
Basic target to 2030:
Viet Nam aims to develop a digital government and improve operational
efficiency and effectiveness. In which, 100% of online public services at level 4 are
provided on various means of access, including mobile devices; 100% of work
profiles at ministerial and provincial levels; 90% of work profiles at the district
level, and 70% of work profiles at commune level are processed in the network
environment (except for work profiles that are classified as State secrets).
Forming a data platform for key economic sectors based on data of state
agencies and infrastructure connecting the Internet of Things (IoT), connecting and
sharing widely among state agencies, 30% reduction in administrative procedures;
open data for organizations and businesses, increase 30% of innovative services
based on data serving people and businesses.
70% of inspection activities of state management agencies are carried out
through the digital environment and the information system of the management
agency. In addition, Viet Nam is among the top 50 countries in terms of e-
Government (EGDI).

47
Develop the digital economy, and improve the competitiveness of the
economy, specifically, the digital economy accounts for 30% of GDP; The
proportion of the digital economy in each industry and field reaches at least 20%.
Annual labor productivity increases by at least 8%. Viet Nam belongs to the group
of 30 leading countries in information technology (IDI); Viet Nam is in the group
of 30 leading countries in terms of competitiveness index (GCI); Viet Nam belongs
to the group of 30 leading countries in innovation (GII).
Developing a digital society, narrowing the digital gap. By that, popularizing
fiber optic broadband Internet services; popularizing 5G mobile network services.
Percentage of the population with electronic payment accounts for over 80%. In
2030, Viet Nam becoming one of 30 leading countries in terms of network safety
and security (GCI).
2.2. The situation of digital transformation in Viet Nam trade facilitation
2.2.1. Achievement in digitalizing trade facilitation of Viet Nam
2.2.1.1. Use of modern technology on Viet Nam Customs
Viet Nam's Customs has made significant efforts to apply IT in customs
administration, with a focus on providing online public services, implementing
automated customs management systems at seaports, expanding electronic tax
collection, and upgrading IT infrastructure in the context of the Fourth Industrial
Revolution.
Since 2015, all basic customs procedures in 100% of Customs Departments
have been automated, with customs declaration, information receiving and
processing, and clearance decision-making all carried out electronically and
automatically via the VNACCS/VCIS system. Viet Nam has officially operated an
online public service system on the Viet Nam Customs Portal with 46 custom
administrative procedures in all Customs Departments since March 1st, 2017, and
has deployed the Customs Declaration Information Portal to provide information on
e-customs declaration for businesses (Phuong 2017). As previously said, 11
ministries were linked in 2018 and brought 150 procedures to NSW, with over 1.8

48
million dossiers processed electronically. The deployment of e-customs services has
resulted in practical benefits for businesses, such as customs procedures being
conducted anytime and anywhere in less time, lowering company costs. It also aids
Viet Nam's transition to a paperless customs system and increases border openness.
Furthermore, Viet Nam's Customs has steadily implemented IT in revenue
collection, relying on information interchange between Customs offices and
commercial banks. By June 2015, Customs Offices had linked up with 28
commercial banks to electronically collect import and export tariffs 24 hours a day,
seven days a week, accounting for almost 90% of overall custom tax collections
(Hai 2016). In 2018, over 93% of firms paid their taxes electronically, totaling VND
314,792 billion. Cash tax payments amounted to only about 0.5% of total customs
duty collections this year. Cash payment of import and export tariffs in Viet Nam
has been abandoned since April 1, 2019. Electronic tax collection has helped
businesses save trade costs by paying taxes more quickly and flexibly at different
locations, times, and means of payment.
The Viet Nam Automated System for Seaport Customs Management
(VASSCM), which has electronically linked Customs Departments with logistics
companies at seaports, is another noteworthy initiative by Viet Nam in applying IT
to customs activities. To effectively utilize the e-Manifest database system 44,
VNACCS/VCIS, and E-Customs V5, Customs Departments are also immediately
connected with NSW through VASSCM. In August 2017, the Customs Department
in Hai Phong launched VASSCM. At the start of 2018, the program was then made
available to the Customs Departments in Ha Noi, Ho Chi Minh City, and Ba Ria-
Vung Tau. By the end of 2018, 309 logistics companies and 27 out of 35 customs
departments were connected and operating under the VASSCM. The system has
processed 16.5 million containers, 58,000 sea Bills of Lading, and 39.8 million air
Bills of Lading. The adoption of this new technology has drastically altered the
management mechanism at seaports, lowering clearance time, changing customs
procedures, and boosting border transparency (Viet Nam Customs 2019).

49
Viet Nam's General Department of Customs has attempted to enhance IT
infrastructure by improving the e-Manifest system, E-customs V5, and VASSCM
and increasing capacity to link to ASW more efficiently. Viet Nam, in particular, is
formally exchanging C/O information with Indonesia, Malaysia, Singapore, and
Thailand and is testing C/O information exchange with Brunei, Cambodia, and the
Philippines. Viet Nam had sent 85,831 C/O to Indonesia, Malaysia, Singapore, and
Thailand by the end of 2018 while receiving 50,435 C/O from these four nations.
Viet Nam will update its IT infrastructure in the coming months to pilot the
interchange of ASEAN declaration forms, Certificate of Phytosanitary (EPhyto),
and Animal Health Certificate (E-AH) information among ASEAN states (Giai
2018).
2.2.1.2. National digital transformation program in Viet Nam
Until 2020 when Viet Nam government deployed the "National digital
transformation program to 2025, orientation to 2030”, the Customs sector had
created many achievements in trade, trade facilitation, logistics, and storage
systems,…
In Doing Business 2020, Viet Nam scored 70,8 on the trading across borders
score, our overall ranking in the Doing Business Index step back to 70, and trading
across borders rank is 104 (Lao PDR ranked 78; Thailand ranked 62, Malaysia
ranked 49; Indonesia ranked 116). Viet Nam's customs processes are still
challenging, viewed as a key barrier to national competitiveness and commercial
transactions with international components (Table 2, Figure 1).
Table 2. Index of international trade performance in 2020
Location
Trading
across
Borders
score
Cost to
export:
Border
Cost to
export:
Documentary
Cost to
import:
Border
Cost to
import:
Documentary
Trading
across
Borders
rank

50
compliance
(USD)
compliance
(USD)
compliance
(USD)
compliance
(USD)
East Asia
& Pacific
71.6 381.1 109.4 422.8 108.4 103
Europe &
Central
Asia
87.3 150.0 87.6 158.8 85.9 53
Latin
America
&
Caribbean
69.1 516.3 100.3 628.4 107.3 106
Middle
East &
North
Africa
61.8 441.8 240.7 512.5 262.6 117
OECD
high
income
94.3 136.8 33.4 98.1 23.5 26
South Asia 65.3 310.6 157.9 472.9 261.7 109
Sub-
Saharan
Africa
53.6 603.1 172.5 690.6 287.2 140
Viet Nam
(port)
70.8 290 139 373 183 104
Figure 2. Trading across Borders in Viet Nam – Time and Cost

51
Doing Business 2020
After a period of time, the General Department of Customs encouraged the
use of IT and digital transformation in professional management, as well as the
implementation of the National Single Window, ASEAN Single Window, and intra-
industry management. The basic objectives of the 5-year plan on IT application in
Ministry of Finance activities for the period 2016–2020 have been completed up to
this point, such as building, managing, and operating a big IT system to become
stable in motion, transparency, covering and supporting the majority of the key
areas of customs management such as customs procedures, paying taxes, managing
55 50
290
139
0
50
100
150
200
250
300
350
Border Compliance Documentary Compliance
Export
Time (hours) Cost (USD)
0
50
100
150
200
250
300
350
400
Border Compliance Documentary Compliance
Import
Time (hours) Cost (USD)

52
goods at seaports, risk management, post-clearance inspection, handling violations,
providing online public services, implementing the National Single Window, and
managing the internal sector. With the outcomes obtained in 2019, the General
Department of Viet Nam Customs was awarded the Outstanding Digital
Transformation State Agency Award by the Viet Nam Digital Communications
Association (VDCA) 2019.
Up to now, compared with the Government's target for digital transformation
to 2025 stated in the Prime Minister's Decision No. 749/QĐ-TTg (June 3, 2020) on
approving the Program National digital transformation to 2025, orientation to 2030,
the General Department of Customs has achieved the following results:
On online public service provision (Government's target by 2025 is 80% of
online public services at level 4, provided on various means of access,
including mobile devices): A very high level of automation of customs procedures
has been achieved by the General Department of Customs, which currently provides
online public services at level 4 at 88%. More than 99.65% of businesses participate
in these services, and 100% of Customs units nationwide carry out customs
procedures by electronic method. State budget collection by electronic method has
reached 98.4% of the total.; deploying an automatic customs management system
through connecting and exchanging information with enterprises operating in ports,
airports, warehouses, and locations under customs supervision.
Processing work records (the Government's goal by 2025 is that 90% of work
records are ministerial, provincial, except ones that are classified as state secrets
State secret): Up to now, the outgoing and incoming documents of the General
Department of Customs have been streamed electronically.
Regarding the reporting regime, the target of synthesizing periodical
reports and statistical reports (the Government's goal by 2025 is: 100% of the
reporting regime, the target of synthesizing periodic reports and reporting Socio-
economic statistics serving the direction and administration of the Government, the
Prime Minister are allowed to connect, integrate and share digital
data on the Government Reporting Information System Government): Until now,

53
the statistical reports of the association serving the direction and administration of
the Government and the Prime Minister have been put through the IT system that
connects between General Department of Customs, Ministry of Finance, and the
operating system of the Government and the Prime Minister.
About national database (Government's goal by 2025 is: 100% of national
databases creating the foundation for e-Government development including
national databases on Population, Land, Business Registration, Finance, and
Insurance are completed and connected, nationwide sharing): The General
Department of Customs is participating in the construction of the national database
of the Finance sector, and still learning to build a national database on Customs.
Regarding inspection activities of state management agencies (The
government’s target by 2025 is: 50% of inspection activities of state management
agencies are carried out through digital environment and information systems).
information of the management agency): Customs officers have checked the
customs documents scanned copies of the import-export enterprise after the IT
system has streamed declarations (green, yellow, red) through the system. Post-
customs clearance inspection activities, specialized inspectors may check the books
and IT systems of enterprises. Customs inspection of goods. The General
Department of Customs has screened import and export goods in containers through
scanners. In 2021, the number of containers screened is about 440 containers/day.
The specific results are as follows:
About application software
Customs operations: Up to now, the General Department of Customs has
built, managed, and operated 02 data centers: (i) The main data center is located at
the Headquarters of the General Department of Customs; (ii) The Backup data
center located in Lang - Hoa Lac. The main data center is currently managing and
operating 21 core professional IT systems of the Customs industry such as customs
clearance, import and export tax collection, customs supervision, post-clearance
inspection, ...

54
ASEAN Single Window, the National Single Window, and trade
facilitation: Up to 235 administrative procedures of 13 ministries and branches have
been officially implemented on the National Single Window. Viet Nam has
officially connected the ASEAN Single Window to exchange electronic certificate
of origin form D information with all 9 ASEAN member countries. In addition, at
present, the General Department of Customs is also coordinating with ministries
and branches to negotiate to finalize the Protocols, unify technical requirements,
and build a system to exchange information, customs declarations, and certificates
of origin with the Eurasian Economic Union; Negotiate to exchange electronic C/O
information with Korea.
For customs statistics: Up to now, 100% of customs statistics from
collection, processing, analysis, reporting, and dissemination of state statistical
products on customs have been applied. information technology. With the achieved
results, from 2016 to 2020, customs statistics are evaluated as the leading statistical
agency in the statistical system of ministries and branches. In addition, the role and
position of Customs statistics in ASEAN have been increasingly enhanced, being
assessed by international experts as being among the top 4 countries in ASEAN in
terms of import and export statistics.
In addition to the strong application of information technology in customs
operations, the General Department of Customs has strongly applied information
technology in the internal direction and management of the General Department of
Customs and has brought High efficiency such as: Deploying the E.Doc system
allowing management of incoming and outgoing documents, helping to reduce a
large amount of paperwork, building and deploying systems in the fields of
personnel management, examination race, and reward, finance, property, capital
construction,... making an important contribution to improving the efficiency of
state management of customs.
About technical infrastructure
Information technology technical equipment infrastructure has been planned
by the General Department of Customs, invested in upgrading synchronously in

55
many stages according to the centralized processing model, always applying new
and modern technologies to be ready for use. ready to meet the requirements of
deploying application systems in the industry. The specific main categories are as
follows:
 The main data center (DC) of the Customs sector is located in a separate 5-
story building, synchronously designed and constructed according to Tier 3
international standards.
 The Customs wide area network is located in the unified communication
infrastructure of the Finance sector, connecting the General Department
with all Customs Departments and Sub-departments and connecting with the
Government, ministries, agencies, and organizations. Organizations and
enterprises involved in import and export activities as well as serving the
implementation of the national and ASEAN Single Window.
 The server site system, stored in the Data Center is planned, designed, and
deployed according to the model of virtualization - electricity, and cloud
computing, allowing the use of many different technology platforms, easy to
upgrade. level, expand according to actual user needs.
 Through the centralized management and monitoring system, the Center's
technical staffs perform 24/7 operational monitoring of the entire technical
infrastructure and IT systems at the Data Center, processing promptly when
incidents arise, ensuring that the IT system always operates stably, safely,
and securely.
About building the database
Corresponding to IT systems, in the meantime, the General Department of
Customs has built 14 specialized data types and is operated on database
management systems including Oracle, SQL, Netezza, PostgreSQL, and Mongo
DB. The data of the system is stored and managed at the Center for Management
and Operation of the Customs IT System (except for the
data of the enterprise terminal software). Currently, the General Department of
Customs is carrying out procedures to hire IT system services to meet the

56
requirements of Customs operations towards Digital Customs; which includes the
content of building a centralized and unified database of the Customs sector.
About information security
The General Department of Customs has actively
researched and implemented measures to ensure information security by the Law
on Cyberinformation Security, Decree No. 85/ 2016/ND-CP (July 1, 2016) on
assurance of information system security by level and accompanying guiding
documents to meet information security requirements.
Human Resources
In the examined period, the whole industry has more than 600 officers and
employees in charge of information technology, of which the Information
Technology Department and units under the General Department of Customs have
168 officers and employees; 35 Customs Departments of provinces and cities have
about 390 officials and civil servants. The contingent of officers and civil servants
in charge of information technology in the whole Industry is spread across the
country, basically having enough capacity and expertise to deploy IT applications
and digital transformation in the Customs Sector.
Legal environment
From 2016 to 2020, to meet the requirements of strongly applying IT in the
state management of customs, building e-Government, and ensuring information
security, the General Department of Customs has advised, submit to competent
authorities for promulgation many legal documents and plans to serve as a basis for
the development of IT applications, e-Government and assurance of network
information security. In addition, the General Department of Customs has also
actively researched and issued internal documents on regulations and procedures to
improve the management, operation, exploitation, and use of IT systems in the
Customs sector, providing online public services for people, and businesses.
Besides, VCCI, the General Department of Customs have released a report
titled "The Level of Satisfaction of Enterprises in Carrying Out Import-Export
Administrative Procedures: Survey Results in 2020" On July 15, 2021, the United

57
States Agency for International Development (USAID) in Viet Nam jointly
declared that the significant reform initiatives of the customs agency had produced
outstanding results.
Collaboration between Viet Nam Customs and USAID
Specifically, USAID has been a key partner of Vietnam Customs in their
efforts to enhance trade facilitation and drive digital transformation in the country.
Through a range of initiatives and programs, USAID has provided technical
assistance and capacity-building support to Vietnam Customs officials. This
assistance has focused on enhancing their skills and knowledge in areas such as
customs procedures, risk management, and the implementation of digital solutions.
One significant area of collaboration has been the modernization of customs
systems. USAID has worked closely with Vietnam Customs to upgrade their
existing systems and introduce innovative digital solutions. This has involved the
development and implementation of electronic customs platforms that enable
traders to submit their trade-related documents and information electronically. The
introduction of automation in customs procedures has also been a priority,
simplifying processes, reducing paperwork, and improving overall efficiency.
In line with global best practices, USAID has supported Vietnam Customs
in establishing Single Window systems. These systems provide a centralized
platform where traders can submit all the necessary documents and information
required for trade transactions. By eliminating the need for multiple submissions to
different agencies, Single Window systems significantly reduce duplication,
streamline processes, and enhance efficiency in cross-border trade.
They have also worked closely with Vietnam Customs to enhance their trade
data analysis and risk management capabilities. By leveraging digital tools and
technologies, Vietnam Customs has been able to better analyze trade data, identify
high-risk shipments, detect anomalies, and implement targeted interventions. This
has improved customs control and compliance, leading to more secure and efficient
trade transactions.

58
Furthermore, USAID has actively facilitated public-private partnerships
between Vietnam Customs and the private sector. These partnerships aim to foster
collaboration, exchange information, and jointly develop innovative solutions to
address trade facilitation challenges. By bringing together the expertise and
resources of both the public and private sectors, USAID has contributed to creating
an enabling environment for businesses and driving inclusive economic growth in
Vietnam.
Accessing information about import and export administrative procedures
Businesses are increasingly using a variety of means to obtain information
on import and export administrative procedures. The General Department of
Customs' web portal, the websites of the province/city Customs Departments, and
the National Trade Portal are the three most frequently utilized information
channels by businesses. Enterprises also employ traditional forms of information
access at the same time, such as contacting, going directly to Customs authorities,
participating in training courses, or getting information through brochures and
publications.
Online information delivery methods are preferred over traditional
information delivery methods. Almost 80% of businesses are satisfied with the
information supplied on the General Department of Customs Portal. The
provincial/city Customs Department portal and the National Trade Portal both
received over 70% company satisfaction. Traditional means of providing
information, such as contacting, sending dispatches, training, or offering
information through publications and leaflets, are less satisfactory to businesses. In
which 55.6% of firms are satisfied with the technique of getting information via
leaflets and publications, with the lowest satisfaction rate among the methods of
accessing information studied.
Compared to the survey results in 2018, the satisfaction level of enterprises
with the methods of accessing information has improved. Although traditional
methods of accessing information are not the top priority for enterprises to access
information, but it is the method with the most obvious improvement in the past 2

59
years, reflected by the increasing rate of businesses being satisfied with these
methods over time.
About 38% of enterprises still face difficulties and obstacles in the process
of finding out information about import-export administrative procedures, a sharp
decrease compared to the rate of 54% in 2015. When facing difficulties, most
businesses often find the first advice, and help from Customs Sub-Departments,
then from provincial/city Customs Departments, the General Department of
Customs, and others. The percentage of enterprises satisfied with the solution of
problems at the Sub-Departments and Customs Departments of provinces and cities
was 74% and 72%, respectively, followed by the General Department of Customs
(63%). The satisfaction rate with the remaining units did not differ much, with the
rate of enterprises satisfied at about 62%. These values have all improved compared
to the survey results of 2018.
Goods supervision procedures
In 2020, 56% of firms performed procedures that verified goods through the
monitoring area through the automatic customs management system, up from 43%
in 2018. The automatic system (VASSCM) appears to be far more convenient than
the traditional way.
In summary, notable changes in the 2020 survey results include: improved
accessibility to import-export administrative policies and procedures. Businesses
have higher evaluations of the quality of the information provided by customs
authorities and are more satisfied with the support and assistance provided by state
agencies when facing information access challenges.
Nearly 80% of businesses are satisfied with the information provided on the
Electronic Information Portal of the General Department of Customs (compared to
76% in 2018). The information channels of provincial customs departments and
the National Trade Portal also achieved a satisfaction rate of over 70% from
businesses. When encountering difficulties, the majority of businesses seek
assistance primarily from customs offices, followed by provincial customs
departments. Customs authorities have made significant reforms recently, notably

60
reducing overlap and duplication in post-clearance inspections and implementing
automated customs management systems for goods confirmation in supervised
areas.
Figure 3. Level of satisfaction of enterprises with methods of finding
information about administrative procedures
In 2021, the Ministry of Finance will enhance financial discipline and
regulations in the execution of financial tasks and budget management. They will
strengthen inspection, examination, supervision, and promote transparency in
managing state budget, public assets, land, and resources. Efforts will be made to
combat smuggling and trade fraud, and to closely manage prices and the market,
control inflation, and maintain macroeconomic stability. Administrative reform,
modernization, reduction of administrative procedures, and improving business
conditions will be further advanced, including the development of an e-government
to serve the people and businesses.
2.2.2. Advantages of Viet Nam in digital transformation of trade facilitation
Viet Nam possesses a series of advantages that position it favorably for digital
transformation in trade facilitation. With a young and dynamic population, the
country benefits from a tech-savvy workforce that readily adapts to digital
innovations. The rapid growth of internet and mobile networks further enhances
connectivity, providing a solid foundation for the expansion of e-commerce and
online transactions. Additionally, Vietnamese government has demonstrated its

61
commitment to digital transformation by implementing initiatives and policies that
support the development of a comprehensive digital ecosystem and encourage
businesses to embrace digital trade practices.
One of Viet Nam's notable strengths lies in its growing e-commerce market.
The increasing penetration of the internet and consumer trust in online transactions
have paved the way for businesses to capitalize on the e-commerce boom. Successful
e-commerce platforms have emerged, providing convenient online shopping
experiences and expanding market access for businesses. The government's support
for e-commerce development and investment in digital infrastructure further fuel the
growth of the country's digital trade sector. The adoption of mobile payment solutions
and e-wallets has simplified and secured payment processes for online transactions,
contributing to the growth of cross-border e-commerce. Moreover, Viet Nam's active
participation in regional integration initiatives and trade agreements, such as the
CPTPP and RCEP, has helped reduce trade barriers and harmonize digital trade
regulations, creating a favorable environment for businesses engaged in cross-border
digital transactions.
The development of digital infrastructure, including improvements in
broadband connectivity, data centers, and cybersecurity measures, ensures a reliable
and secure digital ecosystem for trade facilitation. Vietnamese citizens' increasing
digital literacy rates and familiarity with digital technologies further contribute to the
growth of digital trade. This tech-savviness enables businesses to leverage digital
platforms effectively, engaging with customers in the digital realm. Overall, Viet
Nam's advantageous position in digital transformation positions it as a promising
player in the realm of digital trade facilitation, with a strong foundation for future
growth and expansion.
2.2.3. Limitations
Although Viet Nam Government had achieved a lot of renovation in trade
and customs sector, but beside that we still remain some problems and limitations
with technology infrastructure, technology systems, and single window systems, for
specific:

62
2.2.3.1. Existing limitations of Customs IT systems
VNACCS/VCIS automatic customs clearance system is the most important
core IT system of the General Department of Customs (officially implemented by
the Japanese Government on April 1, 2014), it is the only system that meets the
requirements for customs clearance of imported and exported goods, in transit, and
means of entry and exit, in transit, that is, only one stage in the process of state
management of customs is met. Designed in 2014, the functions to support the
exploitation and customs management do not meet the current professional
requirements; Outdated hardware equipment is no longer similar to replacement and
there is no backup system, so problems can occur at any time affecting the
availability of the whole system, that problem can paralyzing import and export
activities, causing serious consequences for the economy.
As a result, from 2014 to the present, the General Department of Customs
has had to develop and maintain approximately 20 more satellite IT systems (built
by the General Department of Customs) operating in parallel with this system to
manage other customs fields and operations, particularly new management
requirements. Because it was not developed synchronously, the current IT system
of the Customs sector is loosely linked, making it impossible to combine functions
and offer aggregated data for employment positions, as well as the use of
technology. 4.0 integration into company management (such as IoT, AI, Big Data,
etc.) is impossible. Local congestion is common during peak hours, and the system
is overwhelmed and unable to handle data, which directly prolongs clearance time.
In addition, some areas of state management of customs have not yet been
fully automated and applied with information technology such as inspection,
examination, tax exemption, tax reduction, and tax refund.
2.2.3.2. Existing limitations of the IT system serving the implementation of the
National and ASEAN Single Window
In the recent period, the implementation of the National Single Window
mechanism in Viet Nam has achieved positive results; however, there are still

63
existing limitations and challenges to address. These include the decentralized
distribution of data, which hinders the efficient utilization of information for various
administrative procedures related to businesses. The full digitization and optimal
exploitation of information exchange between the National Single Window
mechanism and relevant parties have not been achieved due to fragmented and
separate data planning within different ministries and sectors. The lack of timely
and coordinated mechanisms and policies regarding exemptions and reduced
inspections for certain types of goods leads to delays in processing applications,
even though faster processes could be implemented through seamless and
standardized information exchange between the National Single Window
mechanism and the related systems. The limitations in data exchange also hamper
effective data exploitation and analysis, which, in turn, affects the ability to provide
effective guidance, detect policy bottlenecks, and develop appropriate solutions.
Furthermore, the lack of standardization and the decentralized nature of data
systems, and the establishment of shared trade datasets through the National Single
Window mechanism restrict the integration of information related to enterprises and
import-export activities. This limitation not only hampers the integration of the
National Single Window mechanism with international trade systems but also limits
the capacity for expanding integration between the National Single Window
mechanism and international trade systems.
In addition, the absence of a monitoring and measurement system, including
a visual dashboard, is another challenge. An effective measurement system is
crucial for evaluating the investment's effectiveness and identifying weaknesses to
devise corrective measures and continuously improve the quality of the system's
services. Limited operational assurance and support services, along with slow
infrastructure investment, both at the General Department of Customs and other
ministries, have also had an impact on the implementation plan of the National
Single Window mechanism.

64
CHAPTER 3: RECOMMENDATIONS FOR VIET NAM IN DIGITAL
TRANSFORMATION ON TRADE FACILITATION
3.1. Key tasks for Viet Nam government and Customs sector
The majority of businesses in Viet Nam have high expectations that
government agencies and ministries will continue simplifying administrative
procedures and actively adopt information technology in trade facilitation. In
addition, businesses also emphasize the need for increased transparency and
openness in customs processes, stronger collaboration between businesses and
customs authorities, improvement of infrastructure and equipment for practical
goods inspection, enhanced capabilities of customs officials in handling tasks, and
reinforcement of discipline and regulations within the customs workforce.
Specifically for customs agencies, the business community suggests
simplifying document requirements, providing greater assistance to businesses in
determining HS codes and consulting customs valuation. Businesses propose the
extensive use of electronic documentation to streamline procedures, eliminating the
need for businesses to physically visit customs offices. Furthermore, businesses
desire improved information provision, prompt resolution of queries, and effective
communication through dedicated teams that offer regular updates and advice. The
vision for the future is that most procedures can be conducted entirely online, rather
than the current hybrid approach of paper and online processes. Customs offices
should establish mechanisms for data sharing and maintaining a shared record of
businesses' historical goods inspections to avoid duplication. To minimize
unofficial costs, businesses hope that customs authorities will implement efficient
monitoring mechanisms, enforce disciplinary measures, ensure administrative
transparency, and provide effective channels for businesses to express grievances
and file complaints against disruptive practices.
Also, strengthening information sharing between management and
inspection agencies and customs, particularly in the areas of sharing data on

65
administrative procedures and coordinating to address obstacles and provide
procedural guidance to businesses, is crucial.
So to leverage satisfaction of business, the main tasks is to implement digital
transformation in internal management include streamlining and developing
comprehensive procedures for internal administration and specific processes related
to various areas such as reporting, personnel organization, commendation and
reward. These procedures will be digitized to enhance the efficiency of operational
processes. Additionally, a thorough review will be conducted to identify the reports
and internal management documents of the General Department of Customs that
can be digitized. Based on this review, the General Department's Office, in
collaboration with the Information Technology and Customs Statistics Department,
will propose the electronic format of these reports and documents for approval by
the General Department.
To support internal management tasks, a list of information indicators (data
elements) will be developed based on the reports and internal management
documents that are identified for digitization. This list will facilitate effective data
management and analysis for internal administration purposes. Furthermore,
considering the requirements of internal management, the digitization of
management documents, and the information indicators, a comprehensive plan will
be formulated and approved for the deployment of intelligent electronic devices.
These devices will serve internal management tasks during the period from 2021 to
2025, aligning with the Customs Department's digital transformation plan and its
vision for 2030.
In line with the digital transformation goals, the necessary legal frameworks
will be established. This involves reviewing and consolidating legal issues related
to the digitization of reports, documents, and information indicators for internal
management. The relevant authorities will develop and issue legally binding
documents to ensure compliance with the requirements of implementing internal
management processes in the network environment.

66
Furthermore, to effectively implement digital transformation in internal
management, research, and development efforts will focus on exploring and
deploying technical and technological solutions. These solutions will leverage the
advancements of Industrial Revolution 4.0, enabling efficient data exploitation,
utilization, and analysis within the customs domain. By embracing modern
technologies, the customs authorities aim to enhance their capabilities in managing
internal processes and leveraging data-driven insights for informed decision-
making.
Overall, the tasks outlined in this section aim to drive the digital
transformation of internal management within the Customs Department. By
streamlining procedures, digitizing documents, and adopting advanced
technologies, the department seeks to improve operational efficiency, enhance data
management capabilities, and enable informed decision-making for effective
internal administration.
3.2. Recommendations:
Aiming to successfully complete the tasks above, achieve the objectives
outlined in the Vision and Goal of Digital Transformation in 2023 in The National
Digital Transformation Program orientating from 2025 – 2030 and solve the
limitations of Viet Nam in digitalizing trade facilitation, there are some
recommendations that are suitable to apply in Viet Nam to promote the digital
transformation progress in trade facilitation to ensure the benefits for businesses:
3.2.1. About the digital system of Viet Nam Customs
3.2.1.1. Improving the Quality of Digital Infrastructure
In order to enhance and improve the quality of digital infrastructure, several
key initiatives will be undertaken. Firstly, the hardware architecture of the Customs
IT sector will be completed based on the cloud computing model, aligning it with
the overall vision of a digital Ministry of Finance and a digital Customs Department.

67
This will involve building upon the existing hardware model and ensuring its
compatibility with the desired architecture.
Secondly, there will be upgrades, expansions, replacements, and repairs to
the technical infrastructure of the Data Center. This includes adhering to Tier 3
standards and ensuring the availability and stable operation of the Data Center
around the clock. Measures will be taken to enhance the power supply, UPS
systems, air conditioning, monitoring systems, security, fire prevention, and other
components of the infrastructure.
Furthermore, investments will be made to improve server systems, storage
capabilities, and backup systems. These upgrades will be based on a cloud
computing infrastructure-as-a-service (IaaS) approach, enabling the deployment of
application software on approved hardware and architectural designs.
The Customs network infrastructure will also undergo new investments,
replacements, and upgrades in alignment with the roadmap and the communication
infrastructure architecture of the financial sector. This will involve expanding
bandwidth, increasing core switching speed, and ensuring the availability of backup
channels. The goal is to facilitate a smooth deployment and operation of customs
application software while meeting the demands of data processing and analysis on
Big Data and Internet of Things (IoT) platforms.
Efforts will be made to equip and integrate various devices and tools that
support customs management and monitoring activities. This includes the
deployment of cameras, scanners, electronic scales, GPS seals, and other necessary
equipment within the Customs IT system. This comprehensive approach aims to
modernize customs management processes from beginning to end.
Standardizing processes and implementing integrated tools will be key to
effectively monitoring, operating, and tracking the activities of the digital
infrastructure. This encompasses all components, including technical infrastructure,

68
application software, network infrastructure, transmission lines, security measures,
and safety protocols.
Moreover, plans and strategies will be developed to ensure prompt system
recovery in the event of incidents or disasters. Detailed guidelines will be
established to guide the response when IT system issues arise, especially those that
impact the customs clearance process for import and export goods.
Regular simulation exercises will be conducted to test the response and
coordination in the face of incidents or disasters. Close collaboration with relevant
stakeholders such as the Ministry of Finance, software service providers, and the
Disaster Recovery Emergency Response Center will be prioritized to ensure
effective handling of such situations.
Lastly, there will be research and proposals for outsourcing the management,
support, and operation of the IT application system and technical infrastructure of
the Data Center. This will aim to optimize operational conditions and ensure the
smooth functioning of the IT system in accordance with industry standards.
3.2.1.2. Developing Customs digital platform and databases
There are initiatives that need to be implemented to strengthen connectivity
and data sharing within the Customs sector. Firstly, a centralized system will be
implemented to facilitate the exchange of information and promote seamless
connectivity among different departments and divisions within the Customs IT
infrastructure. This system will serve as a platform for efficient data sharing,
ensuring the timely and accurate transmission of information across the
organization.
Secondly, priority will be given to the development of platform services that
support the implementation of e-government initiatives within customs agencies.
These platforms will provide the necessary technological infrastructure and tools to
enable the digitalization of customs operations and services. By leveraging these

69
platforms, customs agencies will be able to streamline processes, improve service
delivery, and enhance overall efficiency.
Efforts will also be directed toward enhancing the online public service
platform, which will serve as a central portal for accessing customs-related services.
The platform will be designed to be comprehensive, user-friendly, and secure,
offering a range of online services that cater to the needs of various stakeholders,
including businesses, individuals, and government entities.
To facilitate effective data management and analysis, a robust big data
integration platform will be established. This platform will consolidate and
synchronize data from the national customs database and other relevant sources,
enabling comprehensive data processing, analytics, and reporting. By harnessing
the power of big data, customs agencies will gain valuable insights into trends,
patterns, and anomalies, which can inform decision-making processes and enhance
operational efficiency.
In order to foster collaboration and interoperability, a data-sharing and
integration platform will be developed to facilitate seamless data exchange with
other ministries and agencies. This platform will serve as a conduit for sharing
information and promoting data harmonization across different government entities.
By establishing a common data framework and standards, customs agencies can
effectively integrate their operations with other stakeholders, facilitating improved
coordination and cooperation.
Within the financial sector, a shared repository of common data elements
will be established to ensure consistency and standardization in data management
and exchange. This initiative aims to streamline processes, reduce redundancy, and
enhance data accuracy and reliability. By adopting a shared data model, customs
agencies and financial institutions can align their data practices and promote
interoperability, ultimately improving efficiency and effectiveness in financial
transactions and regulatory compliance.

70
Lastly, when the government wants to promote seamless document exchange
between the Customs Department and the Ministry of Finance, a document
interoperability framework will be implemented. This framework will enable
efficient communication and information sharing, ensuring the timely and secure
exchange of relevant documents and reports. By streamlining document workflows
and promoting standardized document formats, this initiative seeks to enhance
collaboration, facilitate regulatory compliance, and support effective decision-
making processes.
By leveraging advanced technologies and establishing robust platforms and
frameworks, customs agencies aim to optimize their operations, improve service
delivery, and contribute to the broader digital transformation of government
services.
3.2.1.3. Ensuring adequate resources for digital transformation is crucial for the
Customs sector
Firstly, a Digital Transformation Steering Committee will be established
specifically for the Customs sector. This committee will provide guidance and
oversee the implementation of digital initiatives within Customs.
Efforts will be made to strengthen collaboration and cooperation with
relevant agencies, specialized units, and experts in the fields of information
technology and information security. This collaboration aims to leverage their
expertise and ensure effective implementation of digital transformation projects.
Besides, there will be a strong emphasis on training and improving the skills
of IT professionals within Customs. This includes targeted training programs for
different groups such as IT management leaders, IT specialists with in-depth
knowledge in areas like system analysis, design, development, and maintenance, as
well as staff directly involved in utilizing application systems. To address the
shortage of skilled IT professionals, recruitment processes will be enhanced, and

71
strategies will be developed for identifying, training, planning, appointing, and
deploying IT personnel. This will ensure that qualified individuals are assigned to
relevant positions based on their expertise and qualifications.
Moreover, special incentives and priority will be given to personnel engaged
in IT application and digital transformation within the Customs General
Department. This recognition aims to attract and retain talent in the IT field, creating
a skilled workforce to drive ongoing digital initiatives.
3.2.2. About the quality of human resources
3.2.2.1. Promoting digital literacy and engagement
Efforts will be intensified to enhance communication and elevate the digital
literacy of customs officials across all levels, while also fostering increased
interaction with citizens and businesses. This will be accomplished through
comprehensive campaigns and training programs that target customs officers and
utilize various communication channels, including the Customs sector's electronic
portals and the Electronic Customs Journal. To promote greater engagement,
customs officers will be encouraged to utilize digital technologies such as mobile
devices, social media platforms, and other non-traditional channels to interact with
the public and businesses. This will enable them to establish stronger connections
and facilitate better understanding and cooperation.
In addition, a targeted communication campaign will be launched to
encourage citizens and businesses to make use of the Customs IT system provided
by the General Department of Customs. Through mass media outlets, email
communications, and online mobile applications, efforts will be made to reach and
engage users effectively.
The heads of each unit will assume direct responsibility for ensuring the
quality and efficacy of IT applications, as well as driving the digital transformation
agenda within their respective departments. They will be held accountable for

72
cultivating a culture of reform, fostering positive working relationships, and
establishing a safe and constructive digital environment.
These initiatives underscore the commitment of the Customs sector to
enhance communication, augment digital skills, and foster collaboration among
customs officials, citizens, and businesses. By embracing digital technologies and
adopting a proactive approach, the aim is to facilitate a seamless transition from
conventional work practices to a secure and conducive digital environment.
3.2.2.2. Prioritize enhancing research and mastering key technologies in the Fourth
Industrial Revolution
To achieve this, proactive efforts will be made to conduct research and
explore the application of crucial technologies in customs management, such as the
Internet of Things (IoT), Big Data, Business Intelligence (BI), Mobility,
Blockchain, Cloud Computing, and Artificial Intelligence (AI).
Furthermore, fostering collaboration with businesses, organizations,
universities, and research centers specializing in Fourth Industrial Revolution
technologies will be emphasized. This collaboration aims to leverage the expertise
and resources of these entities in advancing customs management within the
framework of state governance.
By actively engaging in research and collaboration, the Customs sector
demonstrates its commitment to staying at the forefront of technological
advancements, thus ensuring the effective integration of Fourth Industrial
Revolution technologies in customs administration.
3.2.2.3. Encourage cooperation, exchange ideas, and strengthen global
cooperation
To enhance the application of technological solutions in the development and
implementation of Customs information technology systems, a strong emphasis will

73
be placed on cooperation and learning from advanced Customs administrations in
other countries. This collaboration aims to leverage the experiences and best
practices of these countries.
Efforts will be made to establish partnerships and engage in knowledge-
sharing initiatives with Customs administrations of advanced nations. This includes
actively participating in international conferences, workshops, and forums focused
on Customs and technology-related topics. Through these platforms, opportunities
for exchanging experiences, lessons learned, and successful practices in the field of
Customs technology will be explored.
Additionally, bilateral and multilateral cooperation agreements will be
pursued to facilitate the exchange of expertise, technical assistance, and capacity
building in the area of Customs technology. These agreements will promote
collaboration in the development and deployment of information technology
systems, enabling the adoption of innovative solutions from advanced Customs
administrations.
The organization of study tours and benchmarking exercises will also make
it easier for people to directly learn about and observe the procedures and systems
used by sophisticated Customs administrations. This will make it possible to
comprehend their technological methods better, allowing for the adaptation and
application of pertinent solutions within the context of the local Customs.
By actively engaging and learning from advanced Customs administrations,
the Customs sector aims to enhance its technological capabilities and accelerate the
effective application of technology solutions in the construction and deployment of
Customs information technology systems.
3.2.3. Recommend the financial solutions
Besides all of these solutions to enhance human and infrastructure, ensuring
the effective utilization of state budget funds and timely disbursement rates is

74
crucial for projects, initiatives, and key tasks that involve extensive IT applications.
It is essential to adhere to legal regulations governing financial management to
maintain transparency and accountability in the allocation and utilization of funds.
It is important to leverage the support and assistance from various sources,
including countries, international organizations, and domestic and international
partners, throughout the implementation of IT applications. Collaborating with
these entities can provide valuable expertise, resources, and knowledge-sharing
opportunities, contributing to the successful adoption and integration of IT solutions
within the Customs General Department.
To support the implementation of IT-related projects and initiatives, it is
necessary to mobilize resources effectively. Recognizing that IT application serves
as a fundamental pillar for the realization of the Customs General Department's
development strategy, adequate resources should be allocated to ensure the smooth
execution and sustainability of these IT-driven initiatives. This may involve
allocating financial resources, human capital, technological infrastructure, and other
necessary assets to facilitate the implementation and long-term success of IT
projects.
3.2.4. Recommend the Organizational solutions
The leadership of the Customs General Department assumes direct
responsibility for overseeing, directing, and managing the implementation of the
approved digital transformation plan. This ensures a focused and efficient approach
to the organization's transition toward digitalization. By assuming this role, the
leadership provides strategic guidance and ensures the alignment of efforts with the
established plan.
To effectively implement IT applications in the customs field, it is crucial to
strengthen coordination with state management agencies and relevant
organizations. Collaboration and coordination with these entities foster a cohesive

75
and integrated approach to IT implementation, allowing for efficient sharing of
resources, knowledge, and expertise. By leveraging these partnerships, the Customs
General Department can benefit from the collective wisdom and experience of other
stakeholders involved in IT applications.
Regular inspections and evaluations play a vital role in monitoring the
progress of digital transformation efforts. By conducting systematic assessments,
the organization can identify any existing issues or bottlenecks that hinder the
successful implementation of IT initiatives. These evaluations provide valuable
insights into the effectiveness of strategies and actions taken, enabling the
organization to make informed decisions and implement timely corrective measures
when necessary. This iterative process helps optimize the digital transformation
journey and ensures continuous improvement.
CONCLUSION
In conclusion, the assessment of digital transformation on trade facilitation
in Viet Nam provides valuable insights into the impact and implications of adopting
digital technologies in the country's trade processes. Through the Secondary data
analysis, the data collected from research and document, several key findings have
emerged.
Firstly, digital transformation initiatives have demonstrated positive effects
on trade facilitation in Viet Nam. The implementation of digital technologies has
streamlined trade processes, reduced paperwork, and expedited customs clearance,
resulting in significant time and cost savings. Enhanced connectivity and data

76
sharing among trade stakeholders have improved coordination and collaboration,
leading to increased transparency and efficiency throughout the supply chain.
Specifically, the research highlighted that the adoption of digital
technologies, such as e-commerce platforms, electronic documentation systems,
and online payment solutions, has greatly improved the efficiency of trade
facilitation in Viet Nam. These digital tools have streamlined trade processes,
reduced paperwork, and accelerated transaction times, leading to more efficient and
smoother cross-border trade operations.
Also, digital transformation has expanded market access for businesses in
Viet Nam. Digital platforms and online marketplaces have enabled local enterprises
to reach a broader customer base, including international markets. This increased
connectivity has facilitated trade interactions and fostered stronger global
partnerships, enhancing Viet Nam's presence in the international trade arena.
Furthermore, the assessment revealed that digital transformation initiatives
have resulted in cost reduction for businesses engaged in trade facilitation. By
leveraging digital technologies and automating processes, companies have
experienced lower administrative costs, optimized resource allocation, and
increased operational efficiency. These cost-saving benefits have enhanced the
competitiveness of Vietnamese businesses, allowing them to offer more competitive
pricing and better compete in the global market.
The research also found that digital transformation has improved
transparency and trust in trade facilitation. Real-time access to trade-related
information through digital platforms and systems has enhanced transparency
throughout the trade process. This increased transparency has strengthened trust
among trade partners, minimized the risk of fraudulent activities, and fostered more
secure and reliable trade interactions.
However, despite these positive findings, the assessment also identified
challenges and barriers to the successful implementation of digital transformation

77
in trade facilitation. Limited digital skills among stakeholders, fragmented data
systems, cybersecurity concerns, and the need for regulatory reforms were
highlighted as areas that require attention. Addressing these challenges through
initiatives such as skill development programs, data integration efforts, robust
cybersecurity measures, and supportive regulatory frameworks will be crucial to
unlocking the full potential of digital transformation in trade facilitation in Viet
Nam.
The assessment identified key success factors in the implementation of
digital transformation initiatives. Government policies and strategies, public-
private partnerships, and collaboration among stakeholders played a significant role
in driving digital transformation in trade facilitation. Best practices and lessons
learned from successful case studies provide valuable insights for future initiatives.
Overall, the assessment underscores the importance of continued efforts to
promote and advance digital transformation in trade facilitation in Viet Nam. It
highlights the potential for further improvements in trade processes, supply chain
visibility, compliance, and market access. Recommendations include the
development of robust digital infrastructure, capacity-building programs, and the
establishment of supportive regulatory frameworks.
The findings of this assessment contribute to the existing knowledge on the
topic and offer guidance for policymakers, government agencies, businesses, and
other stakeholders involved in trade facilitation in Viet Nam. By embracing digital
transformation and addressing the identified challenges, Viet Nam can position
itself as a digitally advanced trading nation, fostering economic growth, enhancing
competitiveness, and promoting inclusive and sustainable trade practices.

78
REFERENCES
1. WTO, World Trade Organization Trade Facilitation Agreement - TFA.
2. Former Prime Minister Nguyen Tuan Dung, Decision No.1969/QD-TTg,
Hanoi 2015.
3. Trinh Thi Thu Huong, Phan Thi Thu Hien, World Trade Organization
Trade Facilitation Agreement: Opportunities and Challenges to Viet Nam,
Economics and Integration, Hanoi 2015.
4. Tran Huu Huynh, WTO Facilitation Agreement, what do businesses get?
What needs to be done, 2014.
5. Jan Hoffman, Trade Facilitation and Development, UNCTAD, 2016.
6. Ha, D.T.T. and L.Q. Lan (2021), ‘Viet Nam Report’, in ERIA (eds.),
Towards Seamless Trade Facilitation in ASEAN: Results from the ASTFI

79
Baseline Study. ERIA Research Project Report FY2021 No. 08, Jakarta:
ERIA, p.142-154.
7. Former Prime Minister Nguyen Xuan Phuc, Decision No. 749/QD-TTg
(June 3, 2020) approving the "National digital transformation program to
2025, orientation to 2030”, Hanoi 2020.
8. The International Business Machines Corporation (IBM), What is digital
transformation?, at https://www.ibm.com/topics/digital-transformation,
Accessed on 13/4/2023.
9. AWS Amazon, What is digital transformation?, at
https://aws.amazon.com/what-is/digital-transformation/?nc1=h_ls,
Accessed on 13/4/2023.
10.Organisation for Economic Co-operation and Development (OECD), Why
trade facilitation is key to the operation of global supply chains?, at
https://www.oecd.org/trade/topics/trade-facilitation/, 2018, Accessed on
15/4/2023.
11.Ministry of Information and Communications - National Digital
Transformation Program, How digital transformation changed everything?,
at https://dx.mic.gov.vn/docs/chuyen-doi-so-da-thay-doi-moi-thu-nhu-the-
nao/, 2023, Accessed on 11/5/2023.
12.Organisation for Economic Co-operation and Development (OECD), The
impact of digitalisation on trade, at
https://www.oecd.org/trade/topics/digital-trade/, Accessed on 11/5/2023.
13.World Bank, Trade Facilitation, Value creation, and Competitiveness:
Policy Implications for Viet Nam’s Economic Growth - Summary report,
July 15, 2013.
14.Hanh T. Vu, Hien T. B. Tran & Tuan S. Vu, Viet Nam's commitment to
implementing TFA: Perspectives in customs law, 2022.
15.Phan Thi Thu Hien, Does Trade Facilitation challenge the domestic
logistics enterprises in Viet Nam?, Research on Economic and Integration,
2019.

80
16.WTO Center VCCI, Viet Nam Legal Review Report with WTO Trade
Facilitation Agreement (TFA), at
https://trungtamwto.vn/file/17939/Ra%20soat%20PLVN%20thuc%20thi%
20TFA%20-%20VCCI%20full%20final.pdf, Accessed on 30/5/2023.
17.Huong Thanh Vu & Dai Duc Tang, Trade facilitation and its impacts on
Viet Nam’s trade, VNU-University of Economics and Business, Viet Nam
National University, 2020.
18.World Bank, World Development Indicators, Trade (% of GDP) [data file],
2017, at https://data.worldbank.org/indicator/ne.trd.gnfs.zs, Accessed on
15/6/2023.
19.World Bank, Connecting to Compete 2018: Trade Logistics in the Global
Economy – The Logistics Performance Index and Its Indicators.
Washington, DC: World Bank, 2018a, at
https://openknowledge.worldbank.org/bitstream/handle/10986/29971/LPI2
018.pdf, Accessed on 15/6/2023. (World Bank 2018a)
20. World Bank, Doing Business 2018: Reforming to Create Jobs.
Washington, DC: World Bank, 2018b, at
https://www.doingbusiness.org/en/reports/global-reports/doingbusiness-
2018. Accessed on 16/6/2023. (World Bank 2018b)
21.Thoi bao tai chinh Viet Nam Online, Evaluation on Regulatory Reform in
Customs: Satisfactory Indicators of Traders in 2016, 2017, at
http://thoibaotaichinhViet Nam.vn/pages/thue-voi-cuoc-song/2017-04-
27/doanhnghiep-da-hai-long-hon-voi-cai-cach-hanh-chinh-hai-quan-
42829.aspx, Accessed on 16/6/2023.
22.World Bank, Doing Business 2017: Equal Opportunity for All, World
Bank: Washington D.C., the United States, 2017a. (World Bank 2017a)
23.World Bank, New trade information portal improves transparency in Viet
Nam, 2017b, at
http://www.worldbank.org/en/news/feature/2017/07/26/new-trade-

81
information-portalimproves-transparency-in-Viet Nam, Accessed on
18/6/2023. (World Bank 2017b)
24.Giai, T, Customs makes a breakthrough in applying information
technology, Nhan Dan online, 2018, at
https://www.nhandan.com.vn/kinhte/item/38462202-haiquan-dot-pha-
trong-ung-dung-cong-nghe-thong-tin.html, Accessed on 19/6/2023. (Giai
2018)
25.Viet Nam News, Việt Nam to connect to ASEAN Single Window, 2018, at
http://Viet Namnews.vn/economy/420928/viet-nam-to-connect-to-
aseansingle-window.html#7a5YFe1032u7rpVC.99, Accessed on 18/6/2023.
(Viet Nam News 2018)
26.Viet Nam News, Customs reforms and modernization help boost cross
border trade, 2019, at https://Viet Namnews.vn/opinion/483109/customs-
reforms-and-modernisation-help-boostcross-border-
trade.html#ztGi7RElGFP8z58e.97, Accessed on 18/6/2023. (Viet Nam
News 2019)
27.VNNSW, National Single Window Mechanism took an outstanding step at
the end of 2018, Viet Nam National Single Window, 2019, at
https://vnsw.gov.vn/profile/detailNews.aspx?id=172, Accessed on
19/6/2023. (VNNSW 2019)
28.Schwab, Klaus, The global competitiveness report 2015-2016, World
Economic Forum: Geneva, Swiss, 2015.
31.WEF, GAFTF, The Global Enabling Trade Report 2016, World Economic
Forum and Global Alliance for Trade Facilitation: Geneva, Swiss, 2016.

82
32.Nguyen, T.P, Transparency in Viet Nam’s contemporary state
administrative management, National Political Publishing House: Hanoi,
Viet Nam, 2016. (Nguyen 2016)
33.OECD, Compare Your Country Trade Facilitation Indicators in 2022, at
http://compareyourcountry.org/tradefacilitation, Accessed on 6/6/2023.
34.Nguyen Thi Trang, Legal basis for digital transformation and raising
awareness about the digital environment and digital culture for civil
servants and public employees of the Ministry of Home Affairs, Research
Institute of Administrative Sciences, National Academy of Public
Administration, at tcnn.vn, 2023.
35.World Bank, Doing Business 2020: Economy Profile: Viet Nam, 2020, at
https://archive.doingbusiness.org/content/dam/doingBusiness/country/v/Vie
t Nam/VNM.pdf, Accessed on 15/6/2023.
36.World Bank, Doing Business Archive: Trading Across Borders [data file],
2020, Accessed on 15/6/2023.
37.VCCI, General Department of Customs and USAID, Research Institute of
Administrative Sciences, National Academy of Public Administration, 2021,
at https://s3-north1.viettelidc.com.vn/vntf/files/02bb9be9-9003-46ac-96ff-
241e95750c39.pdf, Accessed on 20/6/2023.

sưu tầm ASSESSMENT OF DIGITAL TRANSFORMATION ON TRADE FACILITATION IN VIET NAM

More Related Content

Similar to sưu tầm ASSESSMENT OF DIGITAL TRANSFORMATION ON TRADE FACILITATION IN VIET NAM (20)

More from lamluanvan.net Viết thuê luận văn (20)

Recently uploaded (20)

sưu tầm ASSESSMENT OF DIGITAL TRANSFORMATION ON TRADE FACILITATION IN VIET NAM