developing a revival strategy for the kenyancottontextile industrya value chain approach【外文翻譯】

1、<p>　　Developing a Revival Strategy for the Kenyan</p><p>　　Cotton-Textile Industry: A Value Chain Approach</p><p><b>　　By</b></p><p>　　Moses M. Ikiara and Lydia K.

2、 Ndirangu?</p><p>　　Introduction</p><p>　　Since independence, Kenya’s cotton-textile-apparel industry has gone through major phases. At independence private ginners dominated the industry. Over

3、the following ten years the Government helped cooperative societies to buy the private ginneries from the colonialists and instituted a regime of controlled margins and fixed farm-gate cotton prices. In addition, it inve

4、sted in a number of textile mills, which supplied the largely private apparel (or garment) manufacturers. By the time the Gove</p><p>　　The government and the private sector have shown substantial interest

5、 in the revival of the industry in the last 2-3 years. Part of the motivation has been the realization that the cotton-textile industry offers unique opportunities for increased employment, poverty reduction, rural devel

6、opment and generation of increased incomes in arid and semi-arid lands (ASAL). The crop is, additionally, grown by small-scale farmers. Another source of motivation are the enormous market prospects presented </p>

7、;<p>　　In tune with the aforesaid interest, this paper looks at the structure and current status of Kenya’s cotton-textile industry, its operating environment (including the constraints facing it), the role of var

8、ious stakeholders, and trade opportunities. In addition, it ponders on how the industry could be revived and its development made sustainable. The paper applies elements of the business systems value chain analysis (VCA)

9、 and Global Commodity Chain (GCC) approaches. </p><p>　　Medium and Large Textile and Apparel Manufacturing</p><p>　　In general, textile and apparel manufacturing firms in the country do not subc

10、ontract any of their activities. Only about 24% do, with the activity mainly subcontracted out being garment making. Subcontracting is practiced more by garment manufacturers than by other textile firms. The reason why f

11、irms hardly subcontract some of their activity include lack of the requisite demand for their products, adequacy of the firms in terms of machinery and equipment, and fear that other firms may not meet </p><p&

12、gt;　　Capacity utilization changes mirror the employment situation, with garment manufacturers experiencing increasing capacity utilization and the other textile firms experiencing significant declines 。 Capacity utilizat

13、ion for all the textile firms as a group averaged 53.9% in 1999 and 53.1% in 2000. These rates are much lower than those achieved by the firms in the past (which averaged 84.3%), and reflect a declining trend. A few year

14、s ago, capacity utilization for the country’s textile and garment</p><p>　　The importance of various obstacles varies across different types of textile manufacturers, however. Thus, for spinning firms the mo

15、st important obstacles are the high cost of electricity, lack of market, and competition from imports (including unfair competition from tax-evading imports). In the case of integrated firms, the most important obstacle

16、s are high cost of electricity, high interest rate, inappropriate government regulations, and competition from imports (including unfair competitio</p><p>　　Industry Revival and Development Strategies</p

17、><p>　　Emerging market opportunities represented by a rapidly growing domestic population, regional trading blocs (COMESA and EAC), the EU and US markets, and in general the global market present bright prospe

18、cts for Kenyan textiles. With the cotton-textile industry being characterized by the serious weaknesses discussed in the preceding sections, however, Kenya may not be able to exploit the opportunities unless the industr

19、y is revived and nudged towards a sustainable growth path. Such revival is co</p><p>　　Given the liberal environment and the global dynamics and governance of the cotton-textile chain, is it worthwhile for K

20、enya to focus on cotton production? Does the country have a unique competitive advantage in cotton production and if it does, is this advantage large enough to rely upon? Even if Kenya may not have a competitive advanta

21、ge in cotton production, could support for cotton production be justified as a superior poverty reduction strategy? Does Kenya have the resources (capital and s</p><p>　　Elements of a Development Strategy<

22、;/p><p>　　Should Kenya continue focusing on all the parts of the cotton-textile-apparel chain or only on some of them? In spite of its devastated state, the government has correctly identified the cotton-textil

23、e industry as one of the sectors that can play a significant role in poverty alleviation (Republic of Kenya, 2000) because of the following factors:</p><p>　　? Potential to benefit many people: It is estimat

24、ed by the government that about one-quarter of the country’s population can benefit from cotton production. </p><p>　　? Huge potential to offer employment to women and youth: This potential is attributable

25、to the labour-intensiveness of the cotton-textile industry and its involvement of small-scale operators. In fact, promotion and encouragement of youth and women activities is one of the policy objectives being considered

26、 for the cotton industry (Republic of Kenya, 1999).</p><p>　　? The high potential of the sector to generate small scale and micro-enterprises (SMEs) activity in the Kenyan economy: The majority of the cotto

27、n farmers are small scale as are thousands of garment makers. In addition, cooperatives control significant shares of ginning and distribution (both of inputs and outputs). In the textile industry, SMEs are found mainly

28、 in the garments sector but they are also strongly represented in knitting. There is also a big potential for SMEs development in ginn</p><p>　　? The potential to promote regional dispersion of development a

29、nd reduce rural-urban migration: Being the only viable economic activity in the marginal areas where poverty is most prevalent, the cotton industry is a prime vehicle for spatial distribution of development. SME activity

30、, to which the industry is suited is, additionally, spread throughout the country and serves the dual role of creating off-farm activities and reducing rural-urban migration. As a matter of fact, reduction of rural-ur<

31、;/p><p>　　? Establishment of an apex institution, with stakeholder representatives from the public and private sectors, to coordinate the chain and provide continuous strategic oversight and guidance.</p>

32、<p>　　? Institution building in parts of the chain where these are lacking or are weak, particularly cotton farming and micro and small garment production. This will facilitate their representation in the apex in

33、stitution.</p><p>　　? Interventions for cost reduction at various points in the chain, such as through research and development (R&D) to generate technologies. The country has potential to be competitive

34、 in most of the activities within the chain.</p><p>　　? Identification of unique or niche markets to focus on as there may be less competition.</p><p>　　? Building of capacity and competence (ac

35、cumulation of the requisite capital and skills) to compete in the provision of services like design, marketing, financial services, and chain governance, which constitute the areas of growing economic rent in global val

36、ue chains.</p><p>　　? Development of regional frameworks to facilitate sharing of expertise, information, and even infrastructure. Mauritius, for example, has tried to develop a regional hub of value-added

37、services such as design, marketing, technology, and training to draw on expertise and skill in each country.</p><p>　　? Development of technology appropriate for small-scale processing and switch of focus t

38、owards cottage industries. Cotton-textile could be integrated with the UNIDO project focusing on the same issue but for other sectors, run by the Department of Industry (Ministry of Trade and Industry).</p><p&

39、gt;　　Coordination of the Industry and Chain Wide Issues.</p><p>　　Chain-wide, the cotton-textile industry requires the following interventions:</p><p>　　a) Governance of the cotton-textile chain

40、 for it to function efficiently. Through decision on the most beneficial way to use the expected STABEX funds. Coordination of the industry is very critical until such a time that conditions for full free competition at

41、 all sectors of the cotton-textile chain will prevail. With full competition, the role of the apex institution could be reduced to policy direction only.</p><p>　　b) Analysis and rationalization of the role

42、s of all players in the industry. This would reduce duplication of effort and militate against emergence of opportunistic organizations. .</p><p>　　c) Public-private partnerships to facilitate applied techno

43、logy research and development. In the US, R&D for the purpose of developing new technologies is funded by private-public partnerships incorporating fibre producers, labour unions, apparel manufacturers, and the gover

44、nment.</p><p>　　d) Engagement in upgrading activities in order to move from undifferentiated “commodities” to differentiated, specific products such as specialty garments, other specialized products, organi

45、c cotton, and environmentally-friendly cotton varieties (including genetically-engineered ones). This should be complemented with promotion of conscious consumption of these differentiated products by government and indu

46、stry. With growth in incomes, demand for differentiated and higher quality products is a</p><p>　　e) Development and licensing of niche products The German Technical Assistance had a programme of promoting

47、organic cotton in Lamu district. The programme has experienced resistance due to lack of market information. As recommended above, there is need for government intervention in publicizing the potential of such products.&

48、lt;/p><p>　　f) Improvement of access to information and marketing skills, coupled with cultivation of long-term relations with customers. g) Interventions (in the spirit of the Donde Act) and incentives to stim

49、ulate development of financial and insurance mechanisms suitable (and affordable by) for large, medium, small and micro enterprises.</p><p>　　h) Human capital development. Lack of qualified managers and desi

50、gn experts in Kenya was found to limit exploitation of the US market potential. There is need for developing an explicit human resource development plan for the industry to develop the high skills required by the in dust

51、ry.</p><p>　　外文題目： Developing a Revival Strategy for the KenyanCotton-Textile Industry:A Value Chain Approac </p><p>　　出 處： Kenya Institute for Public Policy Research and Analysi

52、s (KIPPRA) </p><p>　　作 者： Moses M.Ikiara and Lydia K.Ndirangu </p><p><b>　　譯 文：</b></p><p>　　肯尼亞制定了復(fù)

53、興棉花紡織產(chǎn)業(yè)戰(zhàn)略：價值鏈方法</p><p><b>　　簡介</b></p><p>　　自獨立以來，肯尼亞的棉花紡織服裝行業(yè)已發(fā)生了重大階段。在獨立私人軋棉廠為主的產(chǎn)業(yè)。在隨后的十年，政府幫助合作社購買殖民主義者私營軋棉廠，并開始進行控制的利潤和固定農(nóng)場門棉花價格制度。此外，它投資了紡織廠號，它提供的主要是私人服裝（或衣服）制造商。到時候政府開始重新開放于199

54、1年的IT行業(yè)是支離破碎，棉花生產(chǎn)幾乎陷于停頓，許多軋棉廠經(jīng)已倒塌或有產(chǎn)能過剩，許多紡織企業(yè)已經(jīng)崩潰。</p><p>　　政府和私營部門都顯示，在過去相當2-3年在行業(yè)復(fù)蘇的利益。的動機部分已經(jīng)實現(xiàn)，該棉紡織品行業(yè)提供了增加就業(yè)，減少貧困，農(nóng)村發(fā)展和在干旱和半干旱地區(qū)（阿爾及利亞空間）增加收入產(chǎn)生了獨特的機會。該作物，此外，通過小規(guī)模農(nóng)民種植。另一個動力來源是巨大的市場，其次是非洲增長與機會法案（AGOA）由美

55、國國會通過1999年提出的前景，非洲加勒比及太平洋歐洲聯(lián)盟（非加太國家與歐盟）科托努協(xié)定于2000年批準，預(yù)計自由紡織品貿(mào)易在2005年取消配額限制，在世界貿(mào)易組織（WTO）框架。 </p><p>　　在與上述權(quán)益調(diào)整，本文著眼于結(jié)構(gòu)和肯尼亞的棉花紡織行業(yè)，其經(jīng)營環(huán)境（包括它所面臨的限制），各種利益相關(guān)者的作用，目前的狀態(tài)和貿(mào)易機會。此外，它的行業(yè)思考如何能夠得到恢復(fù)和發(fā)展作出可持續(xù)的。本文適用于業(yè)務(wù)

56、系統(tǒng)的價值鏈分析（VCA）和全球商品鏈（海合會）的方法要素。</p><p>　　中型和大型紡織和服裝制造業(yè)</p><p>　　在一般情況下，紡織品和服裝制造國公司不轉(zhuǎn)包的任何活動。只有約24％的人與活動，主要是服裝制作分包出去。實行分包的成衣制造商提供更比其他紡織企業(yè)。企業(yè)之所以難以分包的一些活動，包括為他們的產(chǎn)品，充足的公司在機械和設(shè)備方面，并擔心其他公司可能不符合規(guī)定的質(zhì)量要求缺乏

57、必要的。平均每家企業(yè)雇用240熟練和非熟練工人208于2000年。有在不同企業(yè)就業(yè)水平的巨大變化，但是。例如，擁有熟練的工人人數(shù)從21到800不等，而一般工人數(shù)從0到600不等。一般公司有24個外籍勞工，但這個數(shù)字從0到346不等。相對而言綜合紡織廠和成衣制造商是就業(yè)在紡織部門的主要來源。 </p><p>　　產(chǎn)能利用率的變化反映了就業(yè)形勢，與服裝制造商面臨產(chǎn)能利用率和增加其他紡織企業(yè)經(jīng)歷了大幅度下降

58、。所有的紡織企業(yè)產(chǎn)能利用率平均為53.9％，一組在1999年和2000年的53.1％。這些比率都遠高于過去的公司（平均為84.3％）達到的降低，反映了下降的趨勢。幾年前，容量為國家的紡織和服裝部門利用被發(fā)現(xiàn)在25％至75％，而全國平均水平站在66紡織分行業(yè)％，在70％的服裝分部門（ADEC，1998年和）。</p><p>　　各種障礙的重要性各不相同的紡織品制造商不同的類型，但是。因此，紡織企業(yè)最重要的障礙是電

59、力成本高，缺乏市場，從進口（包括從稅收逃避進口不公平競爭）競爭。在綜合企業(yè)來說，最重要的障礙是成本高的電力，高利率，不適當?shù)恼?guī)章，從進口（包括不正當競爭）競爭。對于服裝制造商，另一方面，領(lǐng)先的障礙是成本高，電力，它的可用性，基礎(chǔ)設(shè)施差，缺乏合格的勞動力，以及不良的水供應(yīng)。這些制約因素實際上可以被折疊成三大類：基礎(chǔ)設(shè)施，市場和政策。事實上，政策有兩項重大影響。在麥考密克等。 （2001年），從大中型紡織企業(yè)的受訪者追查基礎(chǔ)設(shè)

60、施問題和不適當?shù)恼撸ǘ愂蘸完P(guān)稅制度），以國家的機構(gòu)。國家還指責，雖然對一個不太程度上為市場失靈和全球化相關(guān)的影響。作為一個機構(gòu)和外部勢力的一部分，還舉行了為市場所面臨的公司負責市場的制約。因此，在很大程度上解決方案被發(fā)現(xiàn)在機構(gòu)改革，特別是在國家為目標。之經(jīng)營環(huán)境的關(guān)鍵因素，因此，競爭力世界各地的企業(yè)，是政府有否向他們提供任何支持和該支持的質(zhì)量。以紡織服裝和肯尼亞的報告，大多數(shù)的企業(yè)，他們得到政府的支持很少。即使有這樣的出口加工區(qū)（出口

61、加工區(qū)）和制造下債券（MUB），他們不工作w</p><p><b>　　工業(yè)復(fù)興和發(fā)展戰(zhàn)略</b></p><p>　　新興市場機會，國內(nèi)人口迅速增長的代表，區(qū)域貿(mào)易集團（東南非共同市場和東非共同體），歐盟和美國市場，并在全球市場目前普遍對肯尼亞紡織品前景廣闊。隨著棉花在紡織工業(yè)正由前幾節(jié)中討論的嚴重缺陷的特點，然而，肯尼亞可能無法利用的機會，除非該行業(yè)走向復(fù)蘇和可

62、持續(xù)增長的道路碰一碰。這種復(fù)蘇是一個有吸引力的經(jīng)營環(huán)境后，隊伍而持續(xù)良好的行業(yè)發(fā)展戰(zhàn)略的性能要求，以解決這些重要問題：什么樣的角色可以而且應(yīng)該在公共和私營部門發(fā)揮啟動和維持行業(yè)復(fù)蘇？ </p><p>　　由于寬松的環(huán)境和全球動態(tài)和棉紡織品鏈治理，是對肯尼亞將重點放在棉花生產(chǎn)值得嗎？國家是否有棉花生產(chǎn)，如果它做了獨特的競爭優(yōu)勢，這個優(yōu)勢是足夠大的依賴？即使在肯尼亞可能沒有棉花生產(chǎn)的競爭優(yōu)勢，可支持棉花生

63、產(chǎn)是合理的作為減貧戰(zhàn)略優(yōu)勢？肯尼亞是否有資源（資本和技能）參加這種無形的設(shè)計，營銷，金融服務(wù)，連鎖管理服務(wù)構(gòu)成生長在（商品）價值鏈領(lǐng)域提供經(jīng)濟租金。 </p><p><b>　　發(fā)展戰(zhàn)略要素</b></p><p>　　應(yīng)肯尼亞繼續(xù)在所有的棉紡織品服裝連鎖店部分或只就其中一些重點？鑒于其破壞狀態(tài)，盡管政府已經(jīng)正確識別的部門，可以發(fā)揮重要作用扶貧由于以下因素

64、（肯尼亞共和國，2000年）一棉紡織品行業(yè)： </p><p>　　潛在受益不少人：它是由政府，約三分之一的國家有四分之一的人口能夠受益于棉花產(chǎn)量估計。 </p><p>　　巨大潛力，提供就業(yè)機會，婦女和青年：這可能是由于勞動密集的棉紡織品產(chǎn)業(yè)和小規(guī)模經(jīng)營者的參與。事實上，促進和鼓勵青年和婦女的活動之一，是政策目標正在為棉花產(chǎn)業(yè)審議（肯尼亞，1999年共和國）。<

65、;/p><p>　　可能促進發(fā)展的區(qū)域分散和減少農(nóng)村向城市遷移：作為唯一可行的是最貧窮的地方流行的邊緣地區(qū)的經(jīng)濟活動，棉花產(chǎn)業(yè)是一個發(fā)展的空間分布的主要手段。中小企業(yè)的活性，該行業(yè)是適合的，此外，遍布全國，服務(wù)于創(chuàng)造非農(nóng)業(yè)活動和減少農(nóng)村人口向城市遷移的雙重作用。由于事實上，從農(nóng)村向城市移民的減少，目前正在考慮作為棉花產(chǎn)業(yè)明確的政策目標（肯尼亞共和國，1999年）。</p><p>　　建立一個

66、最高機構(gòu)，由公共和私營部門的利益相關(guān)者的代表，以協(xié)調(diào)鏈，并提供持續(xù)的戰(zhàn)略監(jiān)督和指導(dǎo)。 </p><p>　　機構(gòu)建設(shè)中的鏈條是這些缺乏或薄弱，尤其是棉花種植與微型和小型服裝生產(chǎn)零部件。這將有助于他們在最高機構(gòu)的代表。</p><p>　　降低成本的各種干預(yù)措施的連鎖點，如通過研究和開發(fā)，（研發(fā)）生成技術(shù)。這個國家有潛力在鏈內(nèi)最有競爭力的活動。</p><p&g

67、t;　　獨有或利基市場作為重點鑒定可能有競爭少。</p><p>　　能力和核心競爭力建設(shè)（所需的資本和技能的積累）的競爭中，如設(shè)計，營銷，金融服務(wù)，連鎖管理服務(wù)，在全球價值鏈構(gòu)成的日益增長的經(jīng)濟領(lǐng)域提供租金。</p><p>　　區(qū)域框架，以促進共享專業(yè)知識，信息，甚至基礎(chǔ)設(shè)施。毛里求斯，例如，試圖建立一個如設(shè)計，營銷，技術(shù)增值服務(wù)的區(qū)域樞紐，并利用專業(yè)知識培訓(xùn)和每個國家的技能。

68、0;</p><p>　　開發(fā)技術(shù)為小規(guī)模加工和家庭手工業(yè)重點對開關(guān)合適。棉紡織品可以被整合與工發(fā)組織就同一問題，但其他部門的重點項目，由工業(yè)部（貿(mào)易和工業(yè)部）運行。 </p><p>　　2）協(xié)調(diào)產(chǎn)業(yè)鏈寬的問題。 </p><p>　　鏈全，棉花紡織行業(yè)需要以下措施：</p><p>　　通過對最有利的方式使用資金的預(yù)期

69、穩(wěn)定出口收入制度的決定。行業(yè)協(xié)調(diào)是非常重要的，直到這個時候，為全面在棉花，紡織鏈的所有領(lǐng)域自由競爭的條件為準。在充分競爭，頂點機構(gòu)的作用可以減少到只有政策方向。</p><p>　　分析及在同行業(yè)中所有球員的角色合理化。這將減少工作的重復(fù)和妨礙對機會主義組織的出現(xiàn)。  </p><p>　　在升級活動，以便從無差別的“商品”轉(zhuǎn)移到差異化，服裝等專業(yè)，其他專業(yè)產(chǎn)品，有機棉

70、，環(huán)保的棉花品種（包括基因工程的）具體的產(chǎn)品參與。這應(yīng)該是補充與由政府和工業(yè)界意識到這些差異化的產(chǎn)品促進消費。隨著收入的增長，差異化和高品質(zhì)產(chǎn)品的需求預(yù)計也將增長。升級，需要在產(chǎn)品創(chuàng)新和市場細分的投資，品牌化，緊張，但透明的制度質(zhì)量和品牌認證，以及對市場（包括主要投資于廣告）可以提供差異化的產(chǎn)品種植的發(fā)展。 </p><p>　　開發(fā)和優(yōu)勢產(chǎn)品許可的德國技術(shù)援助促進了在拉穆地區(qū)有機棉計劃。該方案已經(jīng)經(jīng)歷

71、了阻力，由于缺乏市場信息。如上文所建議，有政府在宣傳這些產(chǎn)品的潛在干預(yù)的必要性。 </p><p>　　提高獲取信息和營銷技能，與客戶的長期關(guān)系的培養(yǎng)耦合?？耍┑母深A(yù)（在多代法的精神）和激勵機制，激發(fā)金融和保險機制的適用于大型，中型，小型和微型企業(yè)（和負擔得起）的發(fā)展。 </p><p>　　人力資本的發(fā)展。合格的管理人員和設(shè)計專家在肯尼亞發(fā)現(xiàn)缺乏限制了美國市場的潛能開