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Accelerating Growth and Development: The Contribution of an Integrated Manufacturing Strategy OUTLINE • • • • • • • • • • • • Process issues A vision for the economy Extending a policy tradition Analysis informing the strategy The challenge Government’s response The role of the Integrated Manufacturing Strategy The platform of Microeconomic Reform What can you expect from the dti? A challenge to stakeholders Measuring our performance The way forward Process issues May 2001 First draft of discussion document released Extensive consultations and dialogue April 2002: Revised IMS draft released Parliament, Nedlac, other dialogues 3rd quarter 2002 Reworked version submitted to Cabinet A Vision for the economy by 2014 • We need an economy that can meet the needs of our economic citizens in a sustainable way: – Access to quality work and enterprise opportunities & necessary capacities and skills – Platform of economic efficiency, inputs, infrastructure, government service etc. – Adaptive, innovative & competitive enterprises – Consumer access to quality goods & services; effective protection legislation and recourse mechanisms – Built on the potential of all our people, resources and geographic areas Extending our policy tradition • • • • • • A vision beginning with the Freedom Charter RDP objectives GEAR programme Geographic strategies Integrated Economic Action Plan Microeconomic Reform Strategy Analysis: Policy and manufacturing before 1994 • Resource-oriented, especially minerals, energy and agriculture • Industrial Policy – import-substitution, resource-driven • Apartheid policy legacy included: – – – – – racial and geographic inequalities; distorted demand; restricted skills development; Inefficiencies; inward-orientation, with poor linkages to the region and the world; – restricted access to economic assets & opportunities -> limited capacity for savings, investment and enterprise development. Analysis: The challenge faced in 1994 • Interventions required to address both domestic conditions and integration into the global economy • Trends in the domestic economy – Diverse manufacturing base – Continued inward-orientation – Concentration of ownership & lack of equity • Global trends: – Liberalisation and acceleration of global capital flows – Selective trade liberalisation – Systems of global governance with unfair outcomes – Dangers of marginalisation Analysis: Policy interventions since 1994 • Macroeconomic reform to address crises • Initial set of microeconomic reform measures • Trade reform: tariff simplification and trade negotiations (multilateral & free trade agreements) • Supply-side measures • Small business • Competition policy • Regulatory reform • Institutional transformation • Some sector-specific programmes • Geographic programmes –e.g. SDIs • Some consumer protection reform • Wider reforms • Labour law dispensation and skills development • Agriculture and land reform • Development of a consultative approach Analysis: Manufacturing performance since 1994 • Some progress made: – Slow growth, but avoided deindustrialisation – Increased export orientation and integration into global markets – Increased share of manufacturing in exports – Some sectors doing particularly well e.g. auto – Improved opportunities for market access – Diversification of markets reduced vulnerability – Increased productivity Analysis: Manufacturing performance since 1994 But: – Declining share of global trade – Trade balance: still net importer of manufactured goods – Continued job losses within manufacturing – Casualisation, subcontracting & informalisation – Particular decrease in demand for unskilled labour, increase in skilled labour demand – Productive investment too low – Declining investment in technology & R&D – Limited progress in relation to small business development, BEE and geographic equity – Poverty and inequality still severe – Continued geographical inequality – Underlying constraints to future competitiveness and equity e.g. inputs, telecomms infrastructure & requisite skills Analysis: Old ways of gaining competitiveness will not work in future: • • • • Raw materials Unskilled labour Proprietary production technology Privileged access to markets Analysis: New sources of competitiveness • Information and Communication Technologies • Technology diffusion • Time, efficiency and responsiveness • Integration of value chains • Economic participation and equity – developing human and economic potential The challenge we face • We face numerous constraints: – distortions in our domestic economy – our relationship to the global economy – the changing basis of competitiveness away from our previous areas of advantage • We need to develop our domestic potential by strategically engaging with the global economy – Minimise marginalisation – Maximise our use of opportunities to achieve national objectives Government’s response to the challenge Enable competitive, adaptive & job-creating sectors & enterprises Integrated Manufacturing Strategy Platform of efficiency & reduced constraints to growth & development across the economy Microeconomic Reform Strategy Sustainable Growth-oriented Macroeconomic Framework The foundation provided by the Microeconomic Reform Strategy • Coordinated action across government on issues beyond the authority of any single department • Improve efficiency of the economy as a whole and reduce barriers to entry • Key performance areas: – – – – – – growth competitiveness employment small business development BEE geographic equity The foundation provided by the Microeconomic Reform Strategy (2) • Key programmes: – Input sectors (telecomms, energy, transport) : efficiency and access – Cross-cutters: infrastructure, HRD, access to finance, technology & innovation – Priority sectors: agriculture, tourism, ICTs, cultural, exports (auto, clothing & textiles, metals & beneficiated minerals, agro-processing, chemicals) Objective of the Integrated Manufacturing Strategy • Accelerate growth, employment and equity through developing high value adding, knowledge-intensive integrated manufacturing built on our full potential HOW? – Address constraints in the domestic economy to create a platform for competitiveness and economic participation – Integrate to our advantage into the global economy – Equip our enterprises to compete on the basis of new drivers of competitiveness – Integrate equity objectives into each aspect of the strategy – Build partnerships and cooperation between economic stakeholders What is the IMS? (1) • A vision for the growth path of manufacturing • A series of interventions by government to help achieve that vision • A call to action for all economic stakeholders What is the IMS? (2) • A strategy for manufacturing in the wider sense – including all activities associated with the production of goods • Uses the conceptual tool of integrated value matrices to understand production and how best to intervene effectively Integrated Value Matrices: Leather Value matrices interconnections: Auto & Components Chemicals/Plastics e.g. bumpers, trim ICT Finance e.g vehicle finance Automotiv e Sector 5% of GDP Engineering services Textiles/Synthetics, natural fibres e.g. environmentally sound interior trim Metals/carbon steel, aluminium, stainless, magnesium 10% steel industry output consumed by auto Suppliers of consumables Agro /leather e.g. leather seats Design Tool & Die Making Leather seats = 16% of component exports Estimated impact on GDP 8% What is the IMS? (3) • Integrated action with regard to: – – – – – Market access Beneficiation and value addition Equity and economic participation Regional production Knowledge intensity and services integration – Development of integrated value matrices What can you expect from the dti? • Championing competitiveness within government in a way that supports equity • Packages of customised services and products in prioritised sectors, developed in partnership with stakeholders • More accessible and efficient broad-based services across the economy, to provide a platform for efficiency and equity What can you expect from the dti? Championing Competitiveness • Leadership role in the economic & employment cluster • Provision of valid and reliable information on the economy to economic actors What can you expect from the dti? Customised Services • Developed in partnership will stakeholders in high potential sectors –cross-functional programmes, initially for: – – – – – – – – clothing & textiles agro-processing metals & minerals tourism auto & transport crafts chemical & biotech knowledge-intensive services & ICT • For each sector, there will be a process of analysis, strategy development and action • Also customised programmes for value matrix enablers: HRD, technology, infrastructure & logistics What can you expect from the dti? Broad-based services • Services to address more generic issues critical to the development of the economy as a whole • Increased relevance, accessibility and efficiency • In addition to high volume services provided, will be specific programmes for: – – – – – Market access Regulatory environment Investment Access to finance Policy coherence A challenge for all stakeholders: Partnerships for growth & development • Necessary partnerships: – within government both vertically (national, provincial, local) & horizontally (interdepartmental) & their agencies – within the dti group of institutions – between economic actors at all levels in the economy – bringing in previously excluded voices – Parliament – knowledge networks A challenge for all stakeholders: Partnerships for growth & development • Purpose of partnerships – Developing a common economic vision – Information sharing within and between stakeholder groups – developing a common understanding of trends and drivers in the economy – Building partnerships for strategy development and action at all levels in the economy, including wider stakeholder representation – Developing new ways of thinking and working Measuring our performance • Developing our understanding of the key drivers in the economy • Developing appropriate indicators to measure and evaluate: – efficiency – outputs – impact in relation to our objectives • Benchmarking our relative performance and competitiveness, and best-practice of other DTI-equivalents • Reviewing progress in partnership with stakeholders The way forward • Taking up the opportunity presented to us • Moving from dialogue to collective action • Securing the long-term sustainability of growth, employment and equity in our economy