Industry Meeting Day: "Industrial ecosystems, a real development model"
Placed under the theme "Industrial ecosystems, a real model of development - feedback on experience", the first round table of Industry Meeting Day was an opportunity to review the sectoral strategy implemented by the Industrial Acceleration Plan in the form of ecosystems.
Within this framework, specific objectives are set for industrialists, through performance contracts concluded between the promoters of ecosystem projects and the State, in terms, in particular, of job creation, added value and production capacity. export. Thus, this panel saw the participation of Mohamed Fikrat, President of Cosuma and President of the Investments, Competitiveness and Industrial Emergence Commission of the CGEM, Hakim Abdelmoumen, President of the Moroccan Association for Industry and Trade in (AMICA), Karim Cheikh, President of the Moroccan Aeronautical and Space Industries Association (GIMAS), Karim Tazi, President of the Moroccan Association of Textile and Clothing Industries (AMITH), YounesLahlou, President of the Moroccan Plastics Federation (FMP), Amine Louali, President of the Association of Moroccan Steelworkers (ASM) and Managing Director of Maghreb Steel. With Mohamed Fikrat, as moderator, the speakers returned in turn to the definition of the concept of ecosystems by linking it to the specificities of their sector and presented their state of progress. They then pointed out the prospects and the challenges to be met in order to achieve their objectives. The moderator of the panel, Mohamed Fikrat, finally concluded the debate by affirming: "To sum up this debate, it emerged that the notion of ecosystems is now well established. Also the fact that all the sectors have adopted either a business logic or a product logic, as is the case for the automotive and textile industries, or more transversal for the packaging and steel industry. We also feel that there are ambitions for more local development but also to attract other investors. Now we must be aware that this development is a collective responsibility and not just an institutional one”.
AUTOMOTIVE:
Hakim Abdelmoumen, President of the Moroccan Association for Automotive Industry and Trade (AMICA)
“The Moroccan Association for the Automotive Industry and Trade is an association which brings together 167 members, and which federates 4 major automobile manufacturers, and we also have 4 training centers for trades in the automotive industry. automotive ecosystems, we are going to come back to the creation of these ecosystems, so I come back to the year 2012 which marked me. At that time Renault, which established itself in Morocco in a context of crisis for the sector: 100,000 cars, very low local integration, an equipment industry sector dominated by cabling, and multinationals working in their corner .Given this context, we met and we thought about a strategy for the sector. The positive point is that the Ministry of Industry was involved with us from the start. So we started to break the car down into modules, as a manufacturer would do, and we built the following strategy: instead of asking subcontractors to come to Morocco, we instead quantified the market. The approach was sold to global contractors, notably PSA, which did not come to Morocco for the infrastructure but for the strategy. As its President had told me: "what interests me today in Morocco It's not what you have in terms of figures or structures, but it's that you know where you want to go.” Renault has also committed in turn to objectives relating to integration and sourcing. 1,800 design-development engineers in Morocco was unimaginable a few years ago, but now it is a reality. Today, we are working on the part of the new versions of the ecosystems through regionalization and new technologies, we are aiming for important technological orientations. Regarding our objectives of 100 billion dirhams and the integration rate, those -these have already been achieved, so the idea is to work on new, more important objectives. Now, in terms of regionalization, the automotive sector is criticized for being concentrated on the region of Tangier, Kenitra and Casablanca, which are regional ecosystems. We are working to not focus the strategy only on the free zone but also to create an environment more favorable nationwide. »
TEXTILE :
Karim Tazi, President of the Moroccan Association of Textile and Clothing Industries (AMITH)
“The Moroccan Association of Textile and Clothing Industries is probably the oldest association in the country. We are an important sector in terms of the number of jobs, and today we represent, with 600 companies, 90% of export and 80% of the country's added value and almost 40% of the industrial plan. Throughout the world, we have the particularity of being an atypical association, since in general there are many textile associations within a same country, whereas in Morocco we are the only ones. We are convinced that to succeed in a project there is no fatality, and that the textile sector is a newborn with a great future ahead of it. For this, you have to put in place a dynamic made up of ecosystems, men and women operating in a supportive environment. In textiles, there are as many possible ecosystems as there are clothes you have in your wardrobe, so we have decided to choose and keep the ecosystems in which ls Morocco already has historical know-how, competitiveness, and local and international potential. We have therefore kept 6 of them, with therefore 4 ecosystems in clothing, 1 ecosystem in home textile fabrics and 1 ecosystem in fabrics for technical use. We have analyzed all these ecosystems and tried to press hard on the weak links of this sector. Thus it emerged that for the other sectors, for example the automotive industry, they have large industrial aggregators which constitute the heart of their ecosystems, which surround them and which allow them to decline their strategy more easily, which is not the case of the textile sector. So our ambition today is to strengthen the heart of our ecosystem by creating major national aggregators and to fill the weak links in all our sectors by boosting innovation, technical mastery and investment. to allow the emergence of a Moroccan textile sector worthy of the name. »
PLASTICS :
Younes Lahlou, President of the Moroccan Plastics Federation (FMP)
The plastics sector, which has 650 companies, generates 50,000 direct jobs and 12.4 billion dirhams in turnover. Our federation is made up of 9 associations operating in all types of industries. We have developed 4 sectors which have been identified by their economic importance, by their added value, the number of jobs they generate and by the level of regionalization. In this sense, we have the advantage of being a sector where we can be established almost everywhere. With regard to the plastics industry, we have declined the ecosystems in 4, and this on the basis of in-depth studies, the identification of the specific needs and the quality of the existing Moroccan industries by facing the opening to international markets and by giving companies the opportunity to have a tool in their hands that will encourage them to invest.
The first ecosystem selected was that of plasticulture, because Morocco is an agricultural country where plasturgy plays a key role in modern agricultural industrial development: today we have many Moroccan companies working in the agricultural sector, but we we are lacking in relation to certain quality products which until now have been imported from abroad. Alongside this, we are working on the regional development of certain companies which exist in Casablanca or in the North and which we are pushing to develop in the Sud.The second ecosystem is that of packaging. We are currently witnessing the development of packaging in Morocco, but the packaging industry in Morocco is just beginning, through modern packaging through organized distribution. That said, there remains a great need for business infrastructure. manufacturer of packaging in line with the expectations of the Moroccan consumer.
For example, in terms of thermoforming, we have a lot of products that are imported, so we have created this packaging ecosystem that will serve pioneering companies wanting to develop in this niche. The third ecosystem is that of the construction industry, with which our daily life is closely linked, in terms of pipes, evacuation systems, electrical sanitary systems... Which makes it a very important sector on which we have focused to create added value. and employment.
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The fourth ecosystem is that of recycling. As you know, one of the easiest materials to recycle is plastic, you still have to know how to collect and collect it and therefore we have set up a very important ecosystem to create specialized and cutting-edge recycling companies. . What does not exist to date in Morocco except for PET. We currently have 47 plastic products in Morocco that we do not know how to recycle or that we recycle very badly, and precisely the ecosystems aim to establish specialized companies to put the recycled products back into the circuit. These ecosystems will enable us to create 38,000 jobs in the medium term. In addition, we are also present in other industries such as aeronautics, the automotive industry, textiles… by injection, by technical products, by wiring, through polypropylene. Hence the major importance of the plastics sector in Moroccan industry.
We are one of the sectors that signed our ecosystems the furthest behind, but I can announce that so far, 30% of our objectives have already been achieved. And our goal, for the next 3 years, is to make the Moroccan plastics industry the leader in West Africa and the Maghreb. And what is particularly important to us as professionals is to ensure that the recycling ecosystem in Morocco meets international standards. »
AGRO INDUSTRY :
Mohamed Fikrat, President of COSUMAR and President of the Investments, Competitiveness and Industrial Emergence Commission of the CGEM
“For the agro-industrial sector, we have a concept close to the concept of the ecosystem, it is that of the interprofession. In the impetus of the Green Morocco Plan, there has been the establishment of about twenty inter-professional organizations whose ambition is to link agricultural upstream with agricultural production. I myself belong to one of these interprofessions which is that of sugar.
As Karim Tazi pointed out, there is a concept that comes up and which is very important, it is that of aggregating aggregators. When you have small players, you need a locomotive, an aggregator that plays the role of support to consolidate the management of inputs, R&D, access to the market... We are lucky to have a national production of sugar up to 50% and a territorial presence in 5 regions, and we manage to export to 45 countries even if we operate in an administered and non-competitive sector on the entire segment of the value chain, but what is important is that when we have a clear vision we can go far. Our great ambition is to make the synergy between the Green Morocco Plan and the Industrial Acceleration Plan much stronger and to become a major player in the development of agro-industry in the African scale. »
AERONAUTICS:
Karim Cheikh, President of the Group of Moroccan Aeronautical and Space Industries (GIMAS)
GIMAS brings together 120 operators and nearly 13,000 employees, and today we have 4 ecosystems and a common base with the other federations in relation to the organization of these ecosystems, their evolution and the interactions they generate. We also have a point in common which is very important, it is the training of future talents who will work in our factories and the rate of local integration which is an essential parameter and on which we are working hard so that the value added value of the sector remains in Morocco.” Operators in the aeronautical sector operate on 4 ecosystems: The first consists of all that is manufacturing and assembly, and it is an ecosystem which concentrates almost half of our activity. The second ecosystem which is low in number of operators but which is very powerful, it is that of electronic wiring. We have two major operators for this purpose, one in Casablanca and the other in Temara which supply Airbus and Boeing for example. what is engineering, design, dimensioning, industrialization. The fourth ecosystem concerns everything related to maintenance, and so today we are working with our institutional and industrial partners to set up a platform for the maintenance of civil aircraft in Morocco. of the most beautiful ecosystem and which is that of Boeing, which aims to set up 120 tier 1 and tier 2 suppliers and whose economic impact is around 20 billion dollars per year. This ecosystem should generate alone, more than 6,800 jobs. Today I think that the common base between our areas of activity is the Industrial Acceleration Plan which binds all the federations with the Ministry of Industry and for which the parameters are the same. To take stock so far, I think we are halfway to achieving our goals, and our ecosystems are becoming more and more mature. I want to end by saying that there is another ecosystem, just as important and what is not industrial, it is the men and women who make the sector, the goodwill to work together and raise the industrial level of our country. Today, we have launched a study which will enable us to have a complete mapping of our businesses, to be able to attract new investors and develop locally. We are also going to launch a big project which will be announced shortly, and we will work with the Ministry of Industry to launch an “aircraft engine” ecosystem in Morocco. Regarding our state of progress in relation to the objectives set by 2020 by the Industrial Acceleration Plan, there are ecosystems that are progressing faster than others. The engineering part, for example, needs a lot of prerequisites to move forward, but overall, the sector is experiencing growth, since we recorded an average growth of 17%. »The main stakes and challenges of the aeronautics sector: The global aeronautics industry is in a particularly favorable situation given the full order book for the next few years, but difficult for subcontractors who are under pressure from manufacturers seeking to both more competitive costs and higher production rates. Given these elements, our challenge in Morocco is not only to be the best possible response for contractors seeking competitiveness in this sector, but also to become a solution where we are players in technological development and industry. with higher added value, inclusively with the living forces of our country: namely our youth and Moroccan industrialists. Today, our sector has the essential tools that allow it to take an even stronger place at the global level but with new requirements dictated by the global aeronautical market and we will naturally continue to explore new opportunities offered by the sector. The PAI, signed with the State, aims to further consolidate our sector in terms of training resources, qualification and the integration of the Supply Chain, with more targeted international communication to report on the achievements of our sector.C This will allow us to achieve our objectives of tripling the workforce (to 30,000 jobs), doubling the number of investors (to 200 players), reaching an integration rate of 35%, increasing the added value and to accompany Moroccan VSEs-SMEs towards excellence. What has contributed to the success story of this sector with a very difficult entry ticket is first of all the shared vision that our Kingdom several years ago and GIMAS will continue to deploy all its efforts to position Morocco in activities with very high added value. The chance that we have is the strategic partnership between professionals and government authorities, in this case and more particularly our Ministry of Industry (and its supervisory bodies) which is an actor in this development and works with professionals. on a daily basis to achieve objectives in line with this common vision. GIMAS brings together 120 operators and nearly 13,000 employees, and today we have 4 ecosystems and a common base with the other federations in relation to the organization of these ecosystems, their evolution and the interactions they generate. We also have a point in common which is very important, it is the training of future talents who will work in our factories and the rate of local integration which is an essential parameter and on which we are working hard so that the added value of the sector remains in Morocco.”
STEEL INDUSTRY:
Amine LOUALI, President of the Association of Moroccan Steelworkers (ASM)
The Association of Moroccan Steelworkers is small in terms of the number of members since we are 8 players in the field. On the other hand, our investments are very high: nearly 15 billion dirhams for a turnover of 10 billion dirhams and nearly 5,000 jobs. We have the particularity of making steel, which is a basic component in the industrial development of our country; you find steel everywhere: in infrastructure, automobiles, household appliances, but it is a sector that is tough because it depends fiercely on global competitiveness. Fortunately, despite everything, the sector continues to fight, in particular by working on the intrinsics that we identify upstream as collecting scrap metal in a more structured way... we are therefore working on a strategy to rationalize this collection. Concerning the heart of our business which is very energy-intensive, we take advantage of the energy context in Morocco where there are enormous opportunities, if we think of law 13.09 for example, this offers real opportunities for large energy consumers like us. this sense of signing supply contracts to reduce the energy bill but also have a positive environmental impact. Our major challenge today is to fight against imports of manufactured products and to capture the maximum added value in Morocco. So the idea is to identify everything that is being done in terms of steel in the world. One of the important examples is that today Morocco imports a lot of steel beams and therefore there are 3 major projects that have been launched in this direction, to precisely replace these products which are not manufactured in Morocco. , Morocco currently consumes about 56 kg of steel per capita, which can be taken as a development indicator, but Tunisia is at 80 kg and Egypt at 120 kg, which shows a real Morocco has to catch up. But fortunately, Morocco has many opportunities to transform steel and we must come together and push manufacturers to seek much more added value. In this context, manufacturers are getting organized to supply tube, which until now was imported for the automotive sector but which will now be produced in Morocco, and this is only one example among others on the development potential of this ecosystem in a more global way. We have a lot of commitments on the study part and on the ways to improve the efficiency and competitiveness of our industries. Our challenge now is how to increase steel consumption per capita and protect ourselves against the unfair competition that awaits us. »
