1 / 17

Department of Trade and Industry

Department of Trade and Industry. DRIVING COMPETITIVENESS: TOWARDS A NEW INTEGRATED INDUSTRIAL STRATEGY FOR SUSTAINABLE EMPLOYMENT AND GROWTH Dr David Kaplan Chief Economist, DTI May, 2001. 1. Why an industrial strategy?. 1.1 A good manufacturing strategy promotes investment

shirleyw
Télécharger la présentation

Department of Trade and Industry

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Department of Trade and Industry DRIVING COMPETITIVENESS: TOWARDS A NEW INTEGRATED INDUSTRIAL STRATEGY FOR SUSTAINABLE EMPLOYMENT AND GROWTH Dr David Kaplan Chief Economist, DTI May, 2001

  2. 1. Why an industrial strategy? 1.1 A good manufacturing strategy promotes investment 1.2 Global trends - the implications for SA manufacturing and the DTI

  3. 2 The changing world - the growing importance of markets 2.1 Exploding markets; new international trends The expansion of market forces in the modern era The limitations of the market New markets, new role for the state: towards a rules-based domestic economy for the people Market rules & market failure: industrial strategy in South Africa

  4. 2 The changing world 2.2 Balancing the rules for domestic and international markets • Domestic markets and the role of competition policy • A broader mandate: objectives for DTI industrial strategy: • BEE, SMMEs, Employment • The impact of new technologies is transforming the role of the state • Balancing acts: public interest and economic growth • Effective regulation requires cooperation across government

  5. 2 The changing world 2.3 Globalisation: Whom does it really benefit? Levelling the playing fields? Multilateral economic institutions The importance of bilaterals and multilaterals

  6. 3 Current Industrial Policy 3.1 The learning years: 1994-1999 3.2 Policy logic and coherence: 1994-1999 3.3 Policy design: 1994-1999 - best practice? 3.4 Industrial performance: did our policies work?

  7. Current Industrial Policy: An AssessmentTable 1: Manufacturing - Exports

  8. Table 2: Manufacturing - Labour Productivity

  9. Table 3: Manufacturing - Investment

  10. Table 4: Manufacturing - Value of Sales

  11. Table 5: Manufacturing - Employment

  12. 4 Towards an integrated industrial strategy framework • 4.1 Key factors affecting manufacturing: ICT, innovation and demanding customers • 4.2 Old modes of competitiveness count for much less • 4.3 SA manufacturing: what must be done? • Don’t rely on the old ways • Don’t bank on cheap labour • Forget protection • Do pay attention to innovation • Enhance knowledge capacities

  13. 5 Continuities and new directions 5.1 Continuities: preserving the best of the old 5.2 New directions: towards a knowledge- intensive manufacturing sector 5.3 An integrated industrial strategy for the region 5.4 Phasing in policy changes 5.5 Our history, our special concerns

  14. 6 Making the change to a knowledge-based economy 6.1 Constraints • Human resources • Infrastructure 6.2 Tensions • Breaking down departmental barriers • Employment levels

  15. 7 Making it work: indicative policies 7.1 Skills development 7.2 Acquiring and creating knowledge 7.3 Information and communication technologies 7.4 Networks and best practice 7.5 Consultative policy making

  16. 8 Government implementation of the new industrial strategy framework 8.1 Extending industrial policy across departments 8.2 Business and consumer regulation, competitiveness 8.3 Joined-up government: working with other state departments

  17. 9 Government as a learning organisation - the importance of monitoring and evaluation

More Related