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Industrial Policy Programme and Industrial Competitiveness Report Findings

Industrial Policy Programme and Industrial Competitiveness Report Findings. Andrea Antonelli – UNIDO Dar es Salaam Brian McCrohan – UNIDO Consultant Falecia Massacky – Industrial Intelligence Group. Presentation to DPG-PSD Tuesday, 11 th December 2012. Presentation Outline.

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Industrial Policy Programme and Industrial Competitiveness Report Findings

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  1. Industrial Policy Programme and Industrial Competitiveness Report Findings Andrea Antonelli – UNIDO Dar es Salaam Brian McCrohan – UNIDO Consultant FaleciaMassacky – Industrial Intelligence Group Presentation to DPG-PSD Tuesday, 11th December 2012

  2. Presentation Outline • Background UNIDO Industrial Policy Programme (IPP) • The Tanzania Industrial Competitiveness Report (TICR) and main findings • Selected theoretical questions and answers from TICR for discussion with the PSD Group • Selected Policy Recommendations • Conclusions/discussions

  3. UNIDO IPP: Background The Tanzania Industrial Competitiveness Report (TICR) is an important output of the UNIDO Industrial Policy Programme (IPP), part of the UNIDO Country Programme aligned with UNDAP (2011-2015) IPP contributing to UNDAP Outcome 1 Cluster I: Key national institutions develop/enhance evidence-based pro-poor economic development policies and strategies Objective: The IPP aims at “Building institutional capacitiesfor industrial policy design, implementation, monitoring and evaluation” Rationale: Weak institutional capacity, lack of information and poor sector dialogue lead to often flawed policy choices

  4. UNIDO IPP/CP and GoT Plans MKUKUTA II MKUZA II (NGRSP) 2010/11-2014/15 VISION 2025 IIDS LTPP UNITED NATIONS DEVELOPMENT ASSISTANCE PLAN (UNDAP) 2011-2015 2011-2015 UNIDO COUNTRY PROGRAMME 2011-2015 (Economic Growth and Environment WGs)

  5. IPP: The Approach

  6. IPP: Planned Tangible Deliverables • National implementation/competitiveness intelligence unit set and trained at MIT • Publication of key analytical inputs for industrial policy making, including the TICR, Sectoral Competitiveness and Value Chain Studies, Policy Briefs and Assessment of Business Environment for Industrial Activity (e.g. transactions costs) • Industrial observatory (UNIDO’s Industrial Competitiveness Intelligence System), if funds allow • Review of Industrial Strategy/Policy if needed • RevisedIIDS Action Plan/Implementation Roadmap

  7. TICR 2012: background, objectives The report was a collaborative effort by UNIDO trainees under guidance. The contributions came from: MIT, POPC, UDSM, ZMTIM, REPOA, STIPRO and university graduates The report seeks to provide a quantitative background on the current competitiveness of Tanzanian industry TICR aims at facilitating the policy process from planning to implementation The report does not look at the hard solutions but seeks to affect the political environment and institutional framework Challenges to industrial development are explored Policy recommendations are outlined for industrialization

  8. Key Findings on industrial Competitiveness • Industry in Tanzania remains quite limited and concentrated in few sectors and regions. • Tanzania’s MVA has grown significantly in the last decade (above 8 percent per year) but the industrial base of Tanzania remains one of the lowest in the world (MVA per capita of only US$ 44). • Manufacturing Exports Performance has been very high but has been driven by resource based products (metals, minerals) and has not had the desired benefit for MVA and other linkages to the economy. • There has been little structural change within the industry- The growing economy is not translated into equitable growth, job creation and poverty reduction.

  9. Selected Questions on market potential for Tanzania manufactured products • Can Tanzania promote real economic growth from the value addition of the resource based products? • What are the key products and market opportunities that Tanzania has? • Is trade integration really a strategic direction for Tanzania?

  10. Structure of manufactured exports by technology classification for Tanzania and comparators, 2010

  11. Resource-based Industrialization

  12. Substituting manufactured imports from where?

  13. Other Questions Raised • Can Tanzania promote real economic growth from the value addition of the resource based products? • What are the key products and market opportunities that we have? • Is trade integration really a strategic direction for Tanzania?

  14. Step-wise market exploitation

  15. Markets for manufactured products in Tanzania’s landlocked neighbours, 2000-2010

  16. Tanzania’s share in selected global emerging markets for manufactures, 2000-2010

  17. Markets for Tanzania’s top-10 resource-based manufactured exports, 2010

  18. Other Questions Raised • Can Tanzania promote real economic growth from the value addition of the resource based products? • What are the key products and market opportunities that we have? • Is trade integration really a strategic direction for Tanzania?

  19. Regional Integration • RI can act as a trigger for industrial development through enhanced openness intra-regional trade • RI can foster competition, give access to wider markets, help diversify investment and production • What has Regional Integration done for Tanzanian industry?

  20. Regional Integration

  21. Strong regional competitors: KNY & SA

  22. Market growth and Tanzania’s presence in EAC & SADC markets for manufactured products 2000-2010

  23. Policy Recommendations

  24. Policy Recommendations The emergence of a competitive manufacturing sector involves short-medium and long term strategies: • Short-term: involves a gradual shift from the current niche status of manufacturing towards increased value addition in agro-processing, accompanied by a rapid expansion of a few existing low-technology, labor intensive activities. • Medium-term: manufacturing could be clustered around mineral extraction projects which already exist or are currently in the startup phase, by strengthening forward and backward linkages to relevant manufacturing sectors. • Long-term: could eventually witness the emergence of a more diversified and more sophisticated internationally competitive manufacturing sector.

  25. Practical Conceptualization • Need for good evidence (e.g. industrial intelligence) • Coherence, Leadership and Coordination at national level • Consistency at regional/local level (e.g. land issue) • Skills development through education, science technology and innovation as a long term strategy

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