Bridging the digital divide: WCO Members share experience and lessons learned from disruptive technologies deployment at Smart Customs Project Global event

• More than 500 participants openly exchanged what worked, what proved difficult, and the conditions that made the difference.
• Agenda focused on key elements of the WCO Study Report on Disruptive Technologies which provides new insights into how technologies are applied in Customs and what value they generate.

• Discussions highlighted four key practices for effective technology deployment: start with operational needs, build institutional readiness, progress through practical steps, and strengthen interoperability and partnerships.

The WCO Smart Customs Project was launched in December 2023 with funding from China Customs with the objective to help bridge the digital divide among WCO Members. To launch the 2026 WCO Study Report on Disruptive Technologies, take stock of other tools developed by the Project and foster discussions, the Project organized a conference on 29 and 30 October which brought together more than 500 representatives of Customs administrations and international organizations. Discussions highlighted four key practices for effective technology deployment: start with operational needs, build institutional readiness, progress through practical steps, and strengthen interoperability and partnerships.

Bridging the digital divide through guidance material and peer support

Through inputs provided by the 156 Customs administrations which form part of the WCO Smart Customs Community, seven National Contact Points meetings, four regional and multi-regional workshops, and five study missions, the Project has compiled nearly 170 practices and use cases, published ten research deliverables and two self-assessment tools. The objective of this guidance material is not to impose a model but a shared vision of Customs modernization which delivers tangible benefits to citizens and trade operators.

More importantly, the Project has built a network across regions and levels of development, fostering exchange on the use of technology, practical cooperation, mutual learning and joint problem-solving. The WCO Smart Customs Community Portal, which facilitates direct exchanges among Members, is a vibrant platform where important conversations are held: Armenia Customs has shared its progress in digital transformation; Brazil has exchanged AI-based cargo inspection practices with Namibia; and Uzbekistan and Kenya exchanged views on the use of AI for image analysis and risk management. The workshops have further encouraged open discussions on practical experiences, challenges and lessons learned.

"Ultimately, the Project's lasting legacy lies not only in its knowledge products, but also in the increased connections, mutual trust and enduring cooperation that have been built among Customs administrations worldwide." Ms. Guo Xueyan, Director General, Department of International Cooperation, General Administration of Customs of the People's Republic of China

Inviting all WCO Members beyond the Project community, the WCO Smart Customs Project Global Event is a continuation of these efforts to foster a spirit of openness, share experiences, learn from one another and avoid unnecessary duplication of efforts.

"For the State Revenue Committee, this platform has a very practical value. We are on the threshold of a far-reaching technological transformation, and the experience shared through the Project has helped us test and refine our own technical requirements ." Mr. Eduard Hakobyan, Chairman, State Revenue Committee of the Republic of Armenia

Updated WCO Study Report on Disruptive Technologies

The event also served as a platform to launch the 2026 WCO Study Report on Disruptive Technologies which is the result of three years of intensive work involving more than 116 administrations. Participants were introduced to the Report's new structure, highlights and key messages. The updated Study Report includes new and detailed analysis on three technology areas which WCO Members identified as key, namely Artificial Intelligence and Machine Learning, Blockchain, and Cloud Computing, while giving greater attention to the requirements for implementation.

Understanding what you want to achieve

The Study Report also provides strategic recommendations, the first one of these being to align technology with operational needs. Many speakers highlighted that administrations should begin with specific operational needs and assess which tools can help address them.

Data governance, interoperability and standardization

Another recommendation is to build a governance framework and ensure that technological advancements are aligned with the legislation in place, especially when it comes to the use of data. One of the challenges here is that some countries do not have regulations and strategies in place around data.

"Technology is expensive. You need to know which is going to suit you best. You need to analyze your legal framework. In the case of Mauritius Customs, we could not take our data and put it on a public cloud. You have to integrate your cloud strategy with a data strategy, this one comes first." Mr. Naden Vencatachellum, Section Head Customs, Customs Management System / IT, Mauritius Revenue Authority (MRA)

Developing interoperability frameworks is also essential and participants were reminded of the four layers of interoperability: legal, organizational, semantic, and technical, each ensuring that systems can exchange, understand, and use information effectively. Developments related to the standardization of data exchange and related requirements were also addressed.

AI governance

Several speakers explained that AI projects are conducted within their administration by different departments, each following their own practices, and highlighted the need for AI governance.

"Before implementing AI in Customs, we need to define what the system is intended to do, how its outputs will be used and where its role ends. We also need to be clear about who reviews its outputs, who approves its operational use and who intervenes when something goes wrong." Ms. Hilal Çengel, Assistant Trade Expert, Department of Digital Transformation and Analysis Customs Administration, Ministry of Trade, Republic of Türkiye

Speakers also highlighted a number of principles that should guide AI use from the outset:

• Explainability: officers should be able to understand and explain how AI outputs are produced;

• Human responsibility: AI supports decisions, but accountability for decisions remains with Customs officers;

• Data quality and protection: models are only as good, and as fair, as the data behind them;

• Continuous monitoring: models must be tested, monitored and updated, not installed and forgotten.

The conditions administrations should consider when assessing their readiness to deploy AI were also discussed with participants being introduced to the WCO AI/ML Readiness Self-Assessment Tool.

Digital infrastructure

Discussions also shed light on the lack of digital infrastructure in some countries which hinder digitalization efforts and the deployment of technologies. One approach discussed is to assist countries who are less advanced is the development of shared infrastructure such as regional data centres.

Placing people at the centre

The event also heard how strategic planning and common standards are needed, encouraging innovation at the operational level is of equal importance. Technology must address real challenges faced by frontline officers and deliver practical value. One difficulty identified by participants is to get domain experts to bring their problem forward and invite them to the developing process. Another highlighted challenge is to ensure that those who use technologies understand them.

The 2026 WCO Study Report on Disruptive Technologies includes a new chapter on human factors addressing these issues with recommendations including:

• The effective adoption of disruptive technologies requires the parallel advancement of technological innovation and human transformation.
• Skills development, job transformation and cultural change are integral components of technology governance, not ancillary activities.
• Automation does not equate to the removal of human involvement but rather enables the reallocation of human resources to higher-value functions.
• In risk management and decision-making processes, maintaining Human-in-the-Loop mechanisms is essential to safeguard compliance, fairness and accountability.

Progress through practical steps

Many participants shared their constraints and challenges, especially when it comes to data governance and data quality and the use of AI. One recommendation stemming from the discussions and the Report was to deploy a pilot starting with a set of available and acceptable data to understand more clearly what the problem in the dataset is.

"You don't have to wait to launch a pilot project. If you don't start using your data, you will not know what to improve". Mr. Chamroeun San, WCO Data Analytics Expert & Chief of the Data and Statistics Office, IT Department General Department of Customs and Excise of Cambodia