ministry of trade and industrial...
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MINISTRY OF TRADE AND INDUSTRIAL DEVELOPMENT
The Competitiveness Institute, 2nd Annual ConferenceVarese, Italy
November 1999
Clusters Promotion Program in Mexico (Programa de Promoción de Agrupamientos Industriales)
5.2 4.8
2.5
6.7
.0
2.0
4.0
6.0
8.0
1996 1997 1998 1999*
GROSS DOMESTIC PRODUCT%
20.7
15.0
6.510.8
0.0
10.0
20.0
30.0
1996 1997 1998 1999*
EXPORTS%
FTA’s1992: Chile1994: US, Canada1995: Colombia, Venezuela, Bolivia and Costa Rica1998: NicaraguaNegotiating with: - European Union
- 7 countries from Latin America- Israel
Mexico
Regional Concentration of the Economic Activity
(GDP)
Pacific Ocean
Gulf of Mexico
Region Population(%)
GDP(%)
GDP perCápita(1999*)
Dollars USA
North 21.3 27.0 5,502
Center* 58.4 59.9 4,438
South-South-eastern 20.4 13.1 2,785
* Includes DF, 23% del GDP
l Economic growth
l More and better jobs
l To improve competitiveness ofnational industrial plant
NATIONAL DEVELOPMENT PLAN 1995 - 2000
Industrial Policy and Foreign TradeProgram
IndividualSectorialRegional
Cluster
Promotion Program
Level of Support to Enterprises
üü
ü
Clusters Promotion Program
Competitiveness Improvement
Industrial Policy Descentralization
Industrial Policy Descentralization
Joint Actions of Federal and Local
Governments (States and Municipalities)
Joint Actions of Federal and Local
Governments (States and Municipalities)
Active Participation of Business Leaders,
Trade Associations and Chambers
Active Participation of Business Leaders,
Trade Associations and Chambers
Interinstitutional Coordination
Interinstitutional Coordination
Fostering Regional
Development
Shared Strategic Vision Enterprises - Local and
Federal Governments
Take advantage of the Productive Vocation of each region
Take advantage of the Productive Vocation of each region
New Investment and Export Opportunities New Investment and Export Opportunities
Strengthening of Local Supplying
Strengthening of Local Supplying
Initiatives for Business
Cooperation andNet Working
Initiatives for Business
Cooperation andNet Working
Human Resource Development
Human Resource Development
Specialization of Infrastructure
and Supporting Services
Specialization of Infrastructure
and Supporting Services
Sectors Identification
Consultants Hiering
Research and Field Survey
- Interviews- Focus Groups
Diagnostic Consensus
Strategic Plan and
Guidelines Consensus
Guidelines Implementation
- Interinstitutional co-ordination
CompetitivnessStregthening
Follow up and Evaluation
Entreprenures
Federal Governmentl
State Government
Agents Involved
Ministry of Trade andIndustrial Promotion
New
Initiatives
Generation
EntreprenuresLidership
Methodology
Sectors Selection
• Pragmatic focus on cluster bounderiesaccording to state geoghapic limit.
4Businness Organisations are usually state based.
4Facilitate local - federal government coordination.In fact clusters are:
4 Binational Clusters:Electronic Industry in Baja California and San Diego C.A.:Leader in T.V. Production.
4Interstate Clusters: Textil and apparel clusters:Puebla and Tlaxcala: Leader in the production of cotton woven fabric and maquiladora exports.Durango -Coahuila: Leader in denim production and apparel.
4 Intrastate Clusters: Jewelry in the Municipality of Taxco, Guerrero.
ConstructionMaterials
(Chihuahua) Metal-Press(San Luis Potosí)
Foodand
Beverages
To add value to natural resources
and primary production
Fiber-Textile-Apparel(Aguascalientes, Durango, D.F.
Edo. de Mex.,Hidalgo,Jalisco, Morelos,
Oaxaca, Puebla, Querétaro,Tlaxcala.)
Automotive(Nuevo León,
Aguascalientes)
Electronics(B.C., Nuevo León,
Tamaulipas)
Jewelry(Guerrero)
(Campeche, Colima,Michoacán, Nayarit,Sonora, Veracruz,Tabasco, Zacatecas.)
Meat and poultry(Yucatán, Campeche)
Fruits andvegetables
Fishing andaquacult ure
.
(B.C.S., Chiapas,Sinaloa, Q.Roo.)
Selected Sectors
Furniture
(B.C.)
To take advantageof exports growthto consolidate or
detonate the regional development
Fiber-Textile-Apparel Cluster
Fiber-textile-apparel industry sharing(%)
Firms Employment•Distrito Federal•Durango•Hidalgo•Jalisco•Edo. de México•Morelos•Oaxaca•Puebla•Querétaro•Tlaxcala
21.51.53.59.7
12.50.90.68.31.52.4
11.05.34.33.9
13.41.00.2
12.02.92.8
42.8 56.8
Exports9.77.81.32.78.21.00.09.53.22.6
46.1NATIONAL
15,811 Companies
772,988 Employment
8,700 Million USD exports in 1998
Zacatecas: Peach, grape, dried pepper, guava, prickly pear, garlic and beans.
Nayarit: Mango, banana, tomato, watermelon and chili
pepper.
Michoacán: Mango, avocato and strawberry
Sonora: Grapes, asparagus, potato, tomato and orange
Campeche: Mango, tropical fruits, orange, melon, watermelon, chili pepper
Veracruz: Orange, lemon , macadam, chayote, watermelon, papaya, pineapple, melon, cucumber, blackberry, banana and green pepper.
Tabasco: orange and lemon.
Colima: Lemon, mango and coconut
Fruit and Vegetable Processing Cluster
CAMPECHEAquaculture:shrimp and tilapia
CHIAPAS
Fishering and Aquaculture:Shrimp, mojarra, tilapia and shark
QUINTANA ROO
Fishing and Aquaculture: shrimp, periwinkle, lobster, mero and octopus.SINALOA
Fishing and Aquaculture: Shrimp, Tunna fish and catfish
B.C.SURFishing and Aquaculture:Shrimp, squids and sardine
Fishing Processing and Aquaculture
GOLFO DE MÉXICO
Hermosillo
Mexicali- Kenworth (T)
- Ford (A)Chihuahua- Ford (E)
Ramos Arizpe- GM (A, E))
Saltillo- Volvo (T)- Chrysler (E, A)
Aguascalientes- Nissan (A, E)- Omni Integ. (AU)- Ruvesa (AU)
Guadalajara- Honda (A)
Silao- GM (C)
Cuautitlán- Ford (A, T, E )
Cd. Sahagún, Hgo.- Dina (T, B, E))
Puebla- V.W (A, M)
Cuernavaca- Nissan (A,T)
Toluca- Chrysler (A, E)- BMW (A, E)- M. Benz (A, B)- G.M. (E)
D.F.- Chrysler (T)
- MASA (B)- Volvo (T)
Monterrey*- Tramosa (T)- Navistar (T)- M. Benz (B)
San Luis Potosí- Scania (T)- Cummins (E)
Gómez Palacio, Dgo.- Renault (E)
A: automobile T: trucks B: busses
E:engines
Mexican Automotive Industry Clusters
291,000 employees
23,600 million USD of exports in 1998
9715 (A): FIG 103
l AUDIO & VIDEO
HOSEHOLD APPLIANCES
COMPUTER EQUIPMENT
TELECOMUNICATIONS
OTHERS
n
&H
lSANYO
l SONYl HITACHI
l PIONNER
l MATSUSHITAl JVCl SAMSUNG
n SANYO H PHILIPSH CASIOH KODAKH CANONH KYOCERAH INTERNATIONAL RECTIFIER
l SONYl DAEWOO (SLRC)l MITSUBISHIl GOLDSTAR
ACERH HONEYWELLH ROCKWELL
l ZENITH
l TOSHIBA
l KENWOOD
l PHILIPS
l THOMSON
n ELECTROLUXACER
& MOTOROLAH ALTECH KYOCERA
H THOMPSON
n MABE
n HAMILTON BEACH*
n MABE GE
n MABE SANYO
n WHITE -WESTINGHOUSE
MEX*H TEXAS INTS.H XEROXH SIEMENS
I. B. M.
H. P.&NEC
& LUCENT TECHNOLOGIESH MOTOROLAH KODAKH CUMEXH SIEMENS
n VISTAR
n VITROMATIC
l CLARIONn DAEWOOn BLACK & DECKERn MABE n SINGERH SIEMENS
n MABE
n BRAUN
n ELECTROLUX
n SUNBEAM
n KOBLENZ
& ERICSSON
& ALCATEL/INDETEL
H AMP
& NEC
n GESTAR
n SINGER
n VITROMATIC
n ELECTROLUXn FILTER QUEENn HOOVERn IMANn KOBLENZn MABEn PHILIPS
n SUNBEAMH OLIVETTI
l PIONEER
n DANFOSS COMPRESSORS
n VITROMATIC n MABE H KODAK
H NIPPON DENSOH AXA YAZAKI
l ZENITH
l DELCO
l PHILIPSl SONY
l MATSUSHITAn VITROMATIC
& NOKIA& LUCENT TECHNOLOGIESH FUJITSU
H CONDURA H DELNOSA
Electric / Electronic Clusters
&
First Phase
• 4 SECOFI public bids• 2 Local consultants were hired to make diagnostics and strategic plansto promote 30 clusters nation-wide.
• Federal government allocated 550,000 U.S.Dollars
Consultants hiring
Second Phase• Also some state government allocated funds for a second diagnostic. State Sector ConsultantNuevo León Electronic Industry Academic Institution Tabasco Tourism Private consultantsNayarit Tourism Private consultants Aguascalientes Fiber-Textil-apparel Academic InstitutionVeracruz Petrochemestry Private consultants Baja California Furniture Private consultants Tamaulipas Electronic Industry Private consultants
• International consultants with expertise in clusters promotion have rates that central or local governments can not afford.
• Local consultants have no experience in clusters promotion: “ They learned while doing it”.
• The academic sector has shown interest on clusterspromotion but lacks real life expertise.
Need to strengthen local consulting skills.
Strategic studies and guidelines
making
• Analysis of: StrengthsWeaknessOpportunities Treats
www.siem.gob.mx⇒Programas de promoción
⇒ Programa de promoción de agrupamientos industriales.
•“ Shock Therapy” for agents of a cluster.
All documents are available for public consultation at the internet:
• Documents are only a first stage. Clusters promotion activities have to be very dynamic to consider market evolvment and competitive strategicchanges.
Agents participation
•Initially, the federal government played an important role to:
4 Suggest local authorities and private sector, the implementationof regionally based strategies to boost clusters development.
4 Research and disseminate successful experiences regarding clustersdevelopment and promotion, both at national and international level.
4Suggest a working methodology.
• The federal government reallocated resources and dedicated an office to clusters promotion as its main activity. The role of this staff is to act as facilitator or catalytic agent.
Minister of Trade and Industrial Development
Viceminister of Industrial and Foreign Trade Promotion
General Direction for Industrial Promotion
Cluster Promotion Team staff of 16
persons
AutomotiveElectronicsMetal press
AutomotiveElectronicsMetal press
FiberTextile
Apparel
FiberTextile
Apparel
TextileApparelJewelry
TextileApparelJewelry
Agribusiness
Livestock
Agribusiness
Livestock
Agribusiness
acuiculture
Agribusiness
acuiculture
• In addition, the federal government, trained SECOFI´s staff of the stateoffices to boost the program.
• State governments participate through the Ministries of EconomicDevelopment.
• State governments proposed and obtained the entrepreneurs leaders participation.
Obtained Experiences
• Usually local governments get more involved when they initiate theiradministration.
• There are some difficulties to keep the local governments active participation specially when clusters initiatives are considered ¨Government projects of the prior administration¨.
2 States
1 State
1997 1998 1999 2000
2 States
2 States
1 State 2 States
3 States 2 States
1 State 1 States
Clusters Promotion Program Operation
17 State Governments Changed
The federal govenment participation has helped facing the states governmentadministration changes, and have more continuity to support the entrepreneurs initiatives of the strategic plans for cluster promotion.
Guidelines Implementation Federal government role
l Motivate the active participation of involved agentsl Motivate the active participation of involved agents
l Strength interinstitutional co-ordinationl Strength interinstitutional co-ordination
l Support follow up and evaluation activities in the statesl Support follow up and evaluation activities in the states
l Results dissemination l Results dissemination
ü Successful experiences exchange
Clusters strength
ü Entrepreneurs leadersü State governments
ü Facilitate cluster reinforcement initiativesü Higher impact of public policies
ü Generate new initiatives
Guidelines Implementation
•Agreements signature between entrepreneurs, business organizations, chambers, state governments and federal government, for cluster promotion.
1998 : Baja California, Durango and Morelos.
1999 : Colima , Hidalgo, Puebla, Queretaro, Tamaulipas, Veracruz and Zacatecas.
Institutionalization
• Encourage organizational development process:
4Association of Automotive Parts Manufacturers in the North East Zone
4Association of Apparel Producers in Queretaro, Puebla and Tlaxcala, Oaxaca
4Creation of the Mexican Counsel for Cotton
• Contribute to building up the capabilities of intermediary private institutions and associations
•Communicate the need of strategic planning to the local governments with the driven force of the private sector.
Interinstitutional Coordination
• Clusters promotion is a methodology that allows a more efficient government support for enterprises.
Institutional Supply
158 programs to support enterprises
Institutional Supply
158 programs to support enterprises
Initiatives identification
Clusters Promotion
Intersecretarial Commission for Industrial Policy
SECOFI 4Promotes consistency cooperation public agencies
4Facilitates the access to supporting programs4Advises on public programs that can be useful
to boost initiatives 4Feed back to policy design
New way of thinking about competition and competitive advantage
New relationship between public and private sector
New way of public services
New way of Public Services
• Demand driven services vs Supply of services
• Integrated, holistic andsystemic support
vs Isolated support
• Provide collective service vs Assistance toindividual enterprises
• Cooperation andconsistency between publicagencies of local andcentral governments
vs Rivalry and distrustbetween agencies, andbetween differentlevels of government
• More impact at a lower cost vs Higher cost anddispersion of efforts