Developing a Revival Strategy for the KenyanCottonTextile IndustryA Value Chain Approach外文翻译.docx
- 文档编号:23435586
- 上传时间:2023-05-17
- 格式:DOCX
- 页数:11
- 大小:24.84KB
Developing a Revival Strategy for the KenyanCottonTextile IndustryA Value Chain Approach外文翻译.docx
《Developing a Revival Strategy for the KenyanCottonTextile IndustryA Value Chain Approach外文翻译.docx》由会员分享,可在线阅读,更多相关《Developing a Revival Strategy for the KenyanCottonTextile IndustryA Value Chain Approach外文翻译.docx(11页珍藏版)》请在冰豆网上搜索。
DevelopingaRevivalStrategyfortheKenyanCottonTextileIndustryAValueChainApproach外文翻译
DevelopingaRevivalStrategyfortheKenyan
Cotton-TextileIndustry:
AValueChainApproach
By
MosesM.IkiaraandLydiaK.Ndirangu∗
1.Introduction
Sinceindependence,Kenya’scotton-textile-apparelindustryhasgonethroughmajorphases.Atindependenceprivateginnersdominatedtheindustry.OverthefollowingtenyearstheGovernmenthelpedcooperativesocietiestobuytheprivateginneriesfromthecolonialistsandinstitutedaregimeofcontrolledmarginsandfixedfarm-gatecottonprices.Inaddition,itinvestedinanumberoftextilemills,whichsuppliedthelargelyprivateapparel(orgarment)manufacturers.BythetimetheGovernmentbeguntore-liberalizetheindustryin1991itwasintatters;cottonproductionhadalmostgroundtoahalt,manyginnerieshadeithercollapsedorhadexcesscapacity,andmanytextilefirmshadcollapsed.
Thegovernmentandtheprivatesectorhaveshownsubstantialinterestintherevivaloftheindustryinthelast2-3years.Partofthemotivationhasbeentherealizationthatthecotton-textileindustryoffersuniqueopportunitiesforincreasedemployment,povertyreduction,ruraldevelopmentandgenerationofincreasedincomesinaridandsemi-aridlands(ASAL).Thecropis,additionally,grownbysmall-scalefarmers.AnothersourceofmotivationaretheenormousmarketprospectspresentedbytheAfricanGrowthandOpportunityAct(AGOA)passedbytheUSACongressin1999,theAfricanCarribeanPacific-EuropeanUnion(ACP-EU)CotonouAgreementratifiedin2000,andtheexpectedfreertextilestradewithremovalofquotarestrictionsinyear2005undertheWorldTradeOrganization(WTO)framework.
Intunewiththeaforesaidinterest,thispaperlooksatthestructureandcurrentstatusofKenya’scotton-textileindustry,itsoperatingenvironment(includingtheconstraintsfacingit),theroleofvariousstakeholders,andtradeopportunities.Inaddition,itpondersonhowtheindustrycouldberevivedanditsdevelopmentmadesustainable.Thepaperapplieselementsofthebusinesssystemsvaluechainanalysis(VCA)andGlobalCommodityChain(GCC)approaches.
2.MediumandLargeTextileandApparelManufacturing
Ingeneral,textileandapparelmanufacturingfirmsinthecountrydonotsubcontractanyoftheiractivities.Onlyabout24%do,withtheactivitymainlysubcontractedoutbeinggarmentmaking.Subcontractingispracticedmorebygarmentmanufacturersthanbyothertextilefirms.Thereasonwhyfirmshardlysubcontractsomeoftheiractivityincludelackoftherequisitedemandfortheirproducts,adequacyofthefirmsintermsofmachineryandequipment,andfearthatotherfirmsmaynotmeettherequiredquality.Onaverageeachfirmemployed240skilledand208unskilledworkersin2000。
Therewassubstantialvariationinemploymentlevelsacrossfirms,however.Forinstance,thenumberofskilledworkersrangedfrom21to800whilethenumberofunskilledworkersrangedfrom0to600.Theaveragefirmhad24expatriateworkers,butthenumberrangedfrom0to346.Inrelativetermsintegratedmillsandgarmentmanufacturersarethemainsourcesofemploymentinthetextilesector.
Capacityutilizationchangesmirrortheemploymentsituation,withgarmentmanufacturersexperiencingincreasingcapacityutilizationandtheothertextilefirmsexperiencingsignificantdeclines。
Capacityutilizationforallthetextilefirmsasagroupaveraged53.9%in1999and53.1%in2000.Theseratesaremuchlowerthanthoseachievedbythefirmsinthepast(whichaveraged84.3%),andreflectadecliningtrend.Afewyearsago,capacityutilizationforthecountry’stextileandgarmentsectorswasfoundtorangefrom25%to75%whilenationalaveragesstoodat66%fortextilesub-sectorandat70%forthegarmentsub-sector(ADEC,1998).
Theimportanceofvariousobstaclesvariesacrossdifferenttypesoftextilemanufacturers,however.Thus,forspinningfirmsthemostimportantobstaclesarethehighcostofelectricity,lackofmarket,andcompetitionfromimports(includingunfaircompetitionfromtax-evadingimports).Inthecaseofintegratedfirms,themostimportantobstaclesarehighcostofelectricity,highinterestrate,inappropriategovernmentregulations,andcompetitionfromimports(includingunfaircompetition).Forgarmentmakers,ontheotherhand,theleadingobstaclesarehighcostofelectricity,itsavailability,poorinfrastructure,lackofqualifiedlabour,andpoorwateravailability.Theseconstraintscanactuallybecollapsedintothreebroadcategories:
infrastructure,market,andpolicy.Indeed,policyhasamajorinfluenceonthetwo.InMcCormicketal.(2001),respondentsfrommediumandlargetextilefirmstracedinfrastructureproblemsandinappropriatepolicies(taxandtariffregimes)totheinstitutionofthestate.Thestatewasalsoblamed,thoughtoalessextent,forthemarketfailureandtherelatedimpactsofglobalization.Themarketasaninstitutionandexternalforceswerealsoheldpartlyresponsibleforthemarketconstraintsfacingthefirms.Solutionsarethereforelargelytobefoundininstitutionalreforms,particularlythosetargetedatthestate.Akeydeterminantoftheoperatingenvironment,andthereforecompetitiveness,ofbusinessesaroundtheworldiswhetherthegovernmentprovidesanysupporttothemandthequalityofthatsupport.AlargemajorityofthetextileandapparelfirmsinKenyareportthattheyreceivelittlesupportfromthegovernment.Eventhoughthereareschemesliketheexportprocessingzones(EPZs)andmanufacturing-under-bond(MUB),theydon’tworkwell.Afewfirmsreportedthatthegovernmentalsoprovidesmarketingsupportthroughtradefairsandthroughotherways.
3.IndustryRevivalandDevelopmentStrategies
Emergingmarketopportunitiesrepresentedbyarapidlygrowingdomesticpopulation,regionaltradingblocs(COMESAandEAC),theEUandUSmarkets,andingeneraltheglobalmarketpresentbrightprospectsforKenyantextiles.Withthecotton-textileindustrybeingcharacterizedbytheseriousweaknessesdiscussedintheprecedingsections,however,Kenyamaynotbeabletoexploittheopportunitiesunlesstheindustryisrevivedandnudgedtowardsasustainablegrowthpath.Suchrevivaliscontingentuponanattractiveoperatingenvironmentwhilesustainedgoodperformanceoftheindustryrequiresadevelopmentstrategytoaddresssuchimportantquestionsas:
whatrolecanandshouldthepublicandprivatesectorsplaytoinitiateandsustainindustryrevival?
Giventheliberalenvironmentandtheglobaldynamicsandgovernanceofthecotton-textilechain,isitworthwhileforKenyatofocusoncottonproduction?
Doesthecountryhaveauniquecompetitiveadvantageincottonproductionandifitdoes,isthisadvantagelargeenoughtorelyupon?
EvenifKenyamaynothaveacompetitiveadvantageincottonproduction,couldsupportforcottonproductionbejustifiedasasuperiorpovertyreductionstrategy?
DoesKenyahavetheresources(capitalandskills)tocompeteintheprovisionofsuchintangibleservicesasdesign,marketing,financialservices,andchaingovernancethatconstituteareasofgrowingeconomicrentin(commodity)valuechains。
1)ElementsofaDevelopmentStrategy
ShouldKenyacontinuefocusingonallthepartsofthecotton-textile-apparelchainoronlyonsomeofthem?
Inspiteofitsdevastatedstate,thegovernmenthascorrectlyidentifiedthecotton-textileindustryasoneofthesectorsthatcanplayasignificantroleinpovertyalleviation(RepublicofKenya,2000)becauseofthefollowingfactors:
•Potentialtobenefitmanypeople:
Itisestimatedbythegovernmentthataboutone-quarterofthecountry’spopulationcanbenefitfromcottonproduction.
•Hugepotentialtoofferemploymenttowomenandyouth:
Thispotentialisattributabletothelabour-intensivenessofthecotton-textileindustryanditsinvolvementofsmall-scaleoperators.Infact,promotionandencouragementofyouthandwomenactivitiesisoneofthepolicyobjectivesbeingconsideredforthecottonindustry(RepublicofKenya,1999).
•Thehighpotentialofthesectortogeneratesmallscaleandmicro-enterprises(SMEs)activityintheKenyaneconomy:
Themajorityofthecottonfarmersaresmallscaleasarethousandsofgarmentmakers.Inaddition,cooperativescontrolsignificantsharesofginninganddistribution(bothofinputsandoutputs).Inthetextileindustry,SMEsarefoundmainlyinthegarmentssectorbuttheyarealsostronglyrepresentedinknitting.ThereisalsoabigpotentialforSMEsdevelopmentinginning,weavingandspinning(ADEC,1998)iftechnologiesappropriateforsmall-scaleoperationscouldbeacquiredand/ordeveloped.
•Thepotentialtopromoteregionaldispersionofdevelopmentandreducerural-urbanmigration:
Beingtheonlyviableeconomicactivityinthemarginalareaswherepovertyismostprevalent,thecottonindustryisaprimevehicleforspatialdistributionofdevelopment.SMEactivity,towhichtheindustryissuitedis,additionally,spreadthroughoutthecountryandservesthedualroleofcreatingoff-farmactivitiesandreducingrural-urbanmigration.Asamatteroffact,reductionofrural-urbanmigrationiscurrentlybeingconsideredasanexplicitpolicyobjectiveforthecottonindustry(RepublicofKenya,1999).
•Establishmentofanapexinstitution,withstakeholderrepresentativesfromthepublicandprivatesectors,tocoordinatethechainandprovidecontinuousstrategicoversightandguidance.
•Institutionbuildinginpartsofthechainwherethesearelackingorareweak,particularlycottonfarmingandmicroandsmallgarmentproduction.Thiswillfacilitatetheirrepresentationin
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Developing Revival Strategy for the KenyanCottonTextile IndustryA Value Chain Approach外文翻译 Appro
![提示](https://static.bdocx.com/images/bang_tan.gif)
链接地址:https://www.bdocx.com/doc/23435586.html