Section 1 of the Benchmarking Manual is a practical guide to help Customs administrations carry out international Customs benchmarking exercises. It includes information and guidelines for all participants in benchmarking projects. Section 2 contains results of benchmarking studies conducted by WCO members. Both the structure and content of this Manual have been designed to be similar to the European Commission's “Customs Benchmarking Information and Guidelines" document, which was of considerable assistance during this Manual's preparation. 

“标杆管理手册"第一节是海关主管部门执行国际海关标杆制定任务的实用指南。它为所有标杆管理项目参与者提供信息和指引。第二节包含世界海关组织成员进行的标杆制定研究成果。本手册的结构和内容的设计都类似于欧盟委员会的“海关标杆制定信息和指引"，该文件在本手册的编写过程中提供了相当大的帮助。

This manual explains that the overall aim of benchmarking in a Customs context is to improve efficiency and effectiveness in national Customs administrations by comparing procedures or processes with the same or similar procedures or processes carried out by others, then identifying and implementing best practice. It IS: 

本手册解释道，海关标杆管理的总体目标是通过与他人执行的相同或相似的程序或流程进行比较，从而提高国家海关主管部门的效率和效益，然后确定并实施最佳实践。它是：

a process used to seek specific information based on the practices, procedures and processes carried out by other Customs administrations, in order to compare them; 

一个用来搜集其他海关主管部门进行的实践、程序和流程的具体信息，以便进行比较的过程；

a collaborative process – that means sharing information on processes and measures that stimulate innovative practices and improve performance; 

一个协作过程 - 这意味着需要分享有关激励创新实践并提高绩效的流程和措施的信息；

a technique which helps us to improve processes, efficiency, effectiveness and/or economy; and

一项帮助我们改进流程、效率、效益和/或改善经济的技术; 并

initiated and carried out by the Customs administrations concerned. 

由相关海关主管部门发起和执行。

The manual stresses that benchmarking of Customs processes and procedures should NOT be seen as: 

手册强调，海关流程和程序的标杆管理不应被视为：

mandatory as it is not enshrined in legislation; 

强制性的，因为它未被载入立法；

a method of surveillance or a means of checking up on the activities of others; or

一种监视方法或检查他人活动的方式；或

a means by which a third party monitors your performance, e.g. assesses the extent to which you have/have not fully implemented legislation or an international agreement. 

一种第三方借以监督你自身表现的方法，例如评估你在多大程度上没有充分实施立法或国际协议。

Chapter 1 provides an overview of the concept of benchmarking and outlines its benefits and challenges for a Customs organization. This chapter is useful for those who wish to understand the reasons for benchmarking and what benchmarking actions hope to achieve. There is also a section explaining where further information and advice can be found. 

第1章概述了标杆管理的概念及其给海关组织带来的收益和挑战。本章对那些希望了解标杆管理的原因和预期效果的人有所帮助。本章还有一节解释了在哪可以找到进一步的信息和建议。

Chapter 2 includes practical guidelines on how to plan a benchmarking action, emphasising the need to set clear objectives and agree timetables. It outlines the essential requirements of the planning process, as well as detailing the steps to follow when carrying out a benchmarking action. A section on reporting describes the format of a typical benchmarking report. 

第2章包括如何规划标杆管理行动的实际指引, 强调了设置明确目标和商定时间表的必要性。它概述了规划过程的基本要求, 并详细说明了在执行标杆管理行动时应遵循的步骤。关于报告的一节描述了典型标杆制定报告的格式。

Chapter 3 discusses the follow up issues of implementation and evaluation, including the different types of impact changes can have. It highlights the importance of implementing the best practices and procedures identified through the course of the benchmarking action. 

第3章讨论了实施和评估的后续事项, 包括变化可能产生的不同类型的影响。它强调了实施标杆制定行动过程中确定的最佳实践和程序的重要性。

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