Please sir may I have some more’: Multinational enterprises and regional integration in an African context Abstract



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Conclusion


The Lesotho-South Africa garment value chain highlights the potentially significant impact which regional integration may have in impeding or promoting regional value chains. The Duty Credit Certificate played a vital role in sustaining the Lesotho clothing industry; while the duty-free market access which SACU provides was essential to enabling the benefits of proximity to be utilized by South African firms. Proximity has shown to be especially useful given the potentially relational nature of aspects of the value chain. On the other hand Regional integration has possibly impeded the expansion of the garment chain through overly restrictive rules of origin, non-tariff barriers, and preference erosion arising from harmful inter-state competition for clothing and textile FDI.

The policy implications of this for governments, intra-state institutions, and private sector actors are several. Intra-state institutions such as SACU and SADC need to come up with consistent rules of origin with each other and coherent in and of themselves. Part of the decisions must involve an evaluation of the implications of aligning their ROO with AGOA’s and the EPAs. Ideally the decision should not be a capitulation to any short-term protectionist needs of individual states but based on a coherent and mutually agreed upon regional plan for the clothing and textile industry. An analysis by the SADC secretariat on the effects of national industrial policy on the erosion of final preference margins needs to take place. The results of this should inform the orientation of policy makers towards these issues, with an eye to making regional submissions on the issue once sufficient consensus has been reached. Further research is required to assess the optimality of the continuation of a DCC like scheme in the future for the garment industry or any other sectors identified by the secretariat as requiring intervention and coordination. The various costs and benefits as well the distribution of these need to be properly weighted before any conclusions are reached.

For this to occur national governments need to garner consensus from their own constituencies on the role of regional industrial policy in policy making, as well as on the specific points which are being suggested for the industry. National governments need to refrain from engaging in harmful financial, fiscal, and regulatory competition for foot-lose capital and FDI and perhaps explore many of the useful recommendations made by the IFC at the World Bank on this matter.9As stated indirectly in the SADC model bilateral investment treaty (BIT) template, tax competition between states should be minimized.

Private sector actors need to focus on upgrading production, investing in sustainable business practices, and working with governments and regional institutions to develop business models which are sustainable and competitive for the region. Business plays a vital role in engaging with government. Government in turn must have appropriate consultative forums where both business and labour can make submissions and recommendations to be integrated into national industrial policy and where necessary, recommended for discussion in regional forums. Intra-state institutions need to properly monitor and communicate with national governments on these issues.

The case study of the West African cocoa value chain (UNCTAD, 2008) governed across Côte d’Ivoire, Ghana, and Nigeria by Archer Daniel Midland (ADM), Barry Callebaut, and a few other MNEs will be explored further in the final paper once company interviews have been completed.

As illustrated here, there is significant potential for cross pollination between regional integration and value chain studies. In contrast to the European context, this demands a focus away from an emphasis on complex regionalism, and towards an attempt to understand the very basic country and regional preconditions required to engage successfully in regional integration at a more essential level.


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Appendix


Table 9: Shoprite outlets, stores, and services by country and brand, 2012



Source: Shoprite (2013)

1 They were never referred to as ‘stages’ by Balassa.

2 Based on company interviews.

3 This consists of all the franchised units and united managed by the franchisor itself that operate under the same banner and business format, for example the KFC franchise system.

4 Shoprite includes: Shoprite, Checkers, Usave, OK Furniture, OK Power Express, House & Home, Hungry Lion, OK Franchise.


5 Interviews with Freshmark, Shoprites fruit and vegetable first tier supplier.


6 Based on Financial Times fDi data on the number of Greenfield FDI projects.

7 Data to be updated for final draft paper.


8 Data to be updated for final draft paper.

9 See for example: James, S. (2009). Incentives and Investments: Evidence and Policy Implications. World Bank.




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