Felix Kumuyi
Inside Otunla’s MMAC Strategy: Balancing Enforcement and Ease of Customs Operations
Comptroller Godwin Otunla Customs Area Controller, Murtala Mohammed Airport, NCS
As Nigeria pushes for improved trade facilitation and revenue optimisation, the Murtala Muhammed Area Command (MMAC) of the Nigeria Customs Service is emerging as a model of how enforcement can coexist with efficiency—driven by a careful balance of technology, stakeholder inclusion, and strategic oversight.
Under the leadership of Customs Area Controller, Comptroller Godwin Otunla, the airport command has embraced a dual approach that combines strict regulatory enforcement with deliberate efforts to simplify trade processes.
Operating within Nigeria’s busiest aviation gateway, Otunla during an interview session with TransQuest media crew in his office, explained that the command benefits from a more controlled system compared to land borders, where documentation gaps are more prevalent.
“At the airport, every item is accounted for through the Air Waybill system.
That alone provides a strong framework for monitoring and control,” he said.
However, he noted that smugglers continue to exploit loopholes through concealment and under-declaration tactics. In response, the command has deployed layered internal control mechanisms to detect irregularities and ensure compliance.
Beyond enforcement, the command’s strategy is heavily supported by ongoing Customs modernisation reforms, which have transformed operational processes from manual systems to digital platforms.
Today, stakeholders can process documentation, make payments, and complete transactions with minimal physical interaction—an approach that has significantly reduced congestion and improved efficiency across the command.
A visit to the command’s processing centres reveals a noticeable shift from the previously crowded environment to a more organised and technology-driven workspace, where officers operate from digital workstations and only engage physically when necessary.
On performance, the command’s revenue profile reflects the impact of these reforms.
Between January and April 2026, MMAC generated over ₦68 billion, exceeding figures from the same period in 2025.
Monthly performance remained strong, with January recording over ₦24 billion, February over ₦17 billion, and March more than ₦15.2 billion. Despite a slowdown in cargo movement in April due to global economic pressures, the command still posted over ₦12 billion.
Otunla noted that the ability to sustain performance during difficult periods stems from adaptability and continuous engagement with industry players.
“We hold regular consultations with stakeholders, review our strategies, and adjust where necessary. That is how you maintain both compliance and cooperation,” he explained.
The CAC emphasised that building trust with stakeholders has helped eliminate resistance, even when policy adjustments—such as duty reviews—are introduced.
“When there is no communication gap, there is no crisis. People understand what you are doing and why you are doing it,” he said.
Inter-agency collaboration also remains a key pillar of the command’s operations. Otunla described the relationship with agencies like the NDLEA as highly cooperative, noting that each organisation complements the other’s mandate in safeguarding national security.
On illicit financial flows and currency violations, he clarified that while Customs plays a supporting role, primary responsibility lies with specialised agencies, with Customs providing intelligence support when required.
Looking ahead, the CAC expressed confidence in the continued evolution of Customs operations, particularly with the Service’s push towards full digitalisation.
“Before the end of the year, we expect to achieve even greater system integration. The future is paperless, and we are moving steadily in that direction,” he said.
Ultimately, MMAC’s experience under Otunla highlights a broader lesson for public sector leadership—effective governance is not just about enforcement, but about building systems that are transparent, inclusive, and responsive to change.
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