Fan
cluster Gujrat
Cluster-wise
update
ü
Organized
workshops/seminars as described under:
§
Closed group
workshop on ‘Fan parts standardization’;
§
‘Productivity
& Quality Improvement workshop;
§
Certification
through networking approach’ workshop.
ü
Matchmaking
with UNIDO TRTA project, Engineering Development Board (EDB), Pakistan
Council of Scientific and Industrial Research (PCSIR), Technology Up-gradation
and Skill Development Company (TUSDEC), Competitiveness Support Fund (CSF),
Business Support Fund (BSF), BDS providers; and cluster-based institutions.
ü
Establishment
of ‘Industry-academia linkages’ among
stakeholders n University of Gujrat to address cluster-specific matters (i.e.
capacity building of relative chambers & associations using UNIDO
methodology, projects for cluster growth with regard to the mandate of
university, etc). In this context, it is initially proposed that UNIDO will
facilitate to develop linkages and provide in-kind support to the project.
While simultaneously, UOG & UNIDO would arrange a consultative workshop
to build the capacity of the faculty to transfer the ownership of the
concept. It would also strengthen the linkages of the cluster stakeholders and
create the conducive environment for businesses to grow using the UNIDO
cluster development methodology.
ü
A research
paper on networks in fan cluster Gujrat was developed and presented in the
ICSB World Conference in
Finland
;
ü
Revival of enterprise
support group to take-up the task of SME growth using cluster development
methodology.
ü
A number
of networks have established to
undertake UNIDO methodology:
§
World Fan
Consortium (WFC),
§
Mughal Fan
Consortium (MFC),
§
Al-Khair Fans
Group,
§
Gujrat Fan
Network (GFN),
§
City Fan
Consortium (CFC),
§
Pakistan
Fan Consortium (PFC),
§
Lenox Fans
Consortium.
Network-vise
update
WFC (Horizontal)
§
Registered as
private limited;
§
Common website
& catalogue development;
§
Joint buying
of raw material;
§
Organized
shop-floor training programme;
§
Initiation of
activities related to adoption of CE Mark & ISO 9000 certificates;
§
Order-sharing
activities;
§
Quality
analysis of fans through PCSIR according to Int’l standards;
§
Conducted
customized programmes in FDI, PCSIR etc
MFC (Horizontal)
§
Joint buying
of raw material;
§
Development of
network based marketing material;
§
Organized
shop-floor training programme;
§
Initiation of
activities related to adoption of ISO 9000 certificate;
§
Up-gradation
of machining facilities;
§
Invested and
adopted new powder coating techniques & machinery;
§
Expansion of
current production set-up as-the-result of visioning exercise;
§
Quality
analysis of fans through PCSIR according to Int’l standards;
§
Conducted
customized programmes in FDI, PCSIR etc
Al-Khair Fans Group (Horizontal)
§
Standardization
of fan parts;
§
Joint Raw
material purchase;
§
Network
exports;
§
Conducted
customized programmes in FDI, PCSIR etc;
Lenox Fans Consortium (Horizontal)
§
Adoption of international
standards and certificates using networking approach;
§
Involvement in
fan parts standardization process
§
Conducted customized
programmes in FDI, PCSIR, etc;
§
Quality
analysis of fans through PCSIR according to international standards
PFC (Horizontal)
§
Registered as
private limited;
§
Joint buying
of raw material
§
Joint
display/retail store,
§
Joint account
establishment
CFC (Horizontal)
§
Quality
analysis of fans through PCSIR according to Int’l standards;
§
Conducted
customized programmes in FDI, PCSIR etc;
§
Matchmaking
with CSF/consultants;
§
Set-up of
network-based production house by the name ‘City Fan Consortium’.
Cutlery
cluster Wazirabad
Cluster-wise
update
ü
CDA trained and placed in Wazirabad; now hired
by the Trade Development Authority of Pakistan (TDAP)
ü
Organized
workshops/seminars as described under:
§
Session on ‘association
strengthening’ & visioning
§
Awareness
session on ‘Corporate Social Responsibility’
§
Workshop
conducted on “certifications” through networking approach
ü
Matchmaking
with UNIDO TRTA project, Technology Upgradation and Skill Development Company
(TUSDEC), Competitiveness Support Fund (CSF), Business Support Fund (BSF),
Trade Development Authority of Pakistan (TDAP), BDS providers;
ü
Establishment
of network-based business projects;
ü
Product,
market & distribution channels diversification initiatives especially in
tableware section;
ü
A research
paper on networks in cutlery cluster Wazirabad was developed and presented in
the ICSB World Conference in
Finland
;
ü
A number
of networks have been established using UNIDO methodology:
§
Wazirabad
Greenways Network (WGN);
§
Pak Cutlery
Consortium (PCC);
§
EverCon;
§
Asians Cutlery
Consortium (ACC);
§
Global Cutlery
Consortium (GCC);
§
Star Waz
Consortium (SWC);
§
White Gold Cutlery Consortium (WGCC).
Network-wise
update
WGN (Horizontal)
§
Technical
& Market information sharing;
§
Joint RM
purchases;
§
Engaged in
export marketing events
PCC (Horizontal)
§
Network-based
purchases (raw material & machinery);
§
Development of
promotional material;
§
Technical
assistance and sharing of knowledge through joint meetings;
§
Participation
in Int’l trade exhibitions & delegations
§
Participation
in Expo’07 & subsequent meeting with Prime Minister;
§
Network-based
marketing (Domestic & international),
‘Qualified supplier’ of Chain-stores (Makro & Metro);
§
Matchmaking activities with cluster
stakeholders
EverCon (Vertical)
§
Started
‘Damascus Knives’ project through network;
§
Establishment of joint production set-up;
§
Sharing
of expertise, knowledge and resources.
WGCC (Horizontal)
§
Establishment
of joint ‘model unit’;
§
Development
of new designs;
§
Joint
exploration of international markets.
ACC
(Horizontal)
§
Development
of promotional material;
§
Joint
order sharing practices;
§
Marketing
meetings with multinational superstore in
Lahore
GCC (Horizontal)
§
Development of
promotional material;
§
Exploration of
Int’l markets.
SWC (Horizontal)
§
Development of
promotional material;
§
Matchmaking
with Business Support Fund (BSF)
Lahore
Garments Cluster
Cluster-wise
update
ü
Organized
workshops/seminars as described under:
§
Session on
inventory management in collaboration with LUMS
§
Awareness
session on ‘Corporate Social Responsibility’ in PRGMEA
§
Work shop of
BRANDOLOGY (the art of building global brands) through an international
consultant in PC Lahore
ü
Matchmaking
with Technology Up gradation and Skill Development Company (TUSDEC), Business
Support Fund (BSF), Trade Development Authority of Pakistan (TDAP), BDS
providers;
ü
Match making
with Planning Commission of Pakistan
ü
A number of
research papers on networks in Lahore Woven Garments Cluster have been
developed, published and presented in international conferences including the
ICSB World Conference in
Finland
.
ü
One case study
is being taught in Lahore University of Management Science (LUMS)
ü
One technical
paper has been developed for UNIDO training material
ü
Two networks
have established using UNIDO methodology and one is in pipeline
§
Lahore
Garments Consortium (LGC);
§
Lahore
Fashion Apparel Network (LFAN);
Network-wise
update
Lahore
Garments consortium (LGC)
§
Engaged
experts from LUMS for inventory management
§
Awareness
session on ‘Corporate Social Responsibility’ in PRGMEA
§
Workshop of
BRANDOLOGY (the art of building global brands) through an international
consultant in PC Lahore
§
Technical
& Market information sharing;
§
Working on
establishing joint ancillaries plant in
Lahore
§
Development of
promotional material (website and brochures)
§
Matchmaking
activities with cluster stakeholders
§
Exploration of
Int’l markets.
Lahore
Fashion Apparel Network (LFAN)
§
Network-based
purchases (raw material & machinery);
§
Development of
promotional material;
§
Skill up
gradation workforce
§
Standardization
of supply side by identification and purchasing from quality raw material
suppliers
§
Benefits by
sharing order inquiries and price
§
Hired a consultant
for quality certifications plus WRAP certification
§
Using each
other core competence and outsourcing mechanism developed within the network
members
§
Network-based
marketing
§
Matchmaking
activities with cluster stakeholders
§
Exploration of
Int’l markets.
§
Participated
in workshop on BRANDOLOGY
Gems &
Jewellary cluster and Leather & leather products Karachi
|
§
UNIDO has made
an in-kind and in-cash contribution during the capacity-building events.
§
A network
invested considerable resources during the standardization process and has
achieved certain milestones to be followed by other networks in specific and
the cluster in general.
§
Productivity
& Quality Improvement workshop led to customized training programmes with
technical & in-cash contribution by UNIDO.
§
A number of
enterprises have qualified ISO 9000 & CE Mark certifications and the
process is expanding.
§
The workshops/seminars
resulted in improvements within the supply-chain and establishment of
business relations among the cluster stakeholders.
§
The linkage
establishment amongst the the cluster stakehoders.
§
Two-way flow
of information about competencies, projects and level-of-services.
§
Initiated
processes for marketing, technical, technology, quality, skill and product
safety related programmes with relevant stakeholders.
§
A number of
meetings/sessions have been conducted with the University of Gujrat (UOG)
with the objective to establish ‘Academia-Industry linkages’ in the light
engineering Golden Triangle (Gujrat, Gujranwala and Sialkot); the UOG has
demonstrated interest, willingness and commitment to undertake UNIDO model
for SME growth and linkage with the clusters.
§
One may expect
formal understanding and forward movement in the project by the third quarter
of 2008 in this respect.
§
Tangible
benefits of networking excited and motivated the members for more joint
initiatives.
§
Joint sessions
have been undertaken and the objectives have been revised and agreed upon.
§
Projects,
sub-projects and action plans have been identified to realize the objectives.
§
In this
connection, interactive sessions with relevant government departments and
support agencies have been organized.
§
Cost reduction
through joint bulk purchases of raw material
§
Introduction
and adoption of matching code-of-conduct in production processes.
§
Inclusion of
quality & production improvement measures through joint trainings
§
Placement and
strengthening of cost reduction, waste & quality control systems in
respective set-ups.
§
Direct and
indirect exports increase through network sharing initiatives.
§
Awareness on international
safety standards and initiation of projects through PCSIR
§
Approx. 10%
increase in production levels
§
ISO 9000
certified
§
Included
modern machinery in the factories
§
Quality of
end-product has increased manifold with considerable reduction in waste,
cycle time and costs.
§
Network
purchases have led to benefits in terms of cash & bulk discounts, revision
in payment terms, improvement in quality of materials & timely delivery.
§
Improved
productivity due to standardization of core fan parts.
§
Awareness on
quality related matters and adoption of better practices.
§
Adopted CE
Mark certification
§
Improved
production performances through participation in customized training
progammes
§
Domestic brand
established: ‘
Pakistan
Fans’
§
Achieved Cash
& bulk discount through joint purchases
§
Attained
economies of scope through joint sales
‘City Fan Consortium’ is the recently developed
network and moving ahead with quite serious business objectives using UNIDO
concepts. We may expect concrete networking results in near future.
§
Transfer of ownership
of the concept to the public sector organization;
§
The
capacity-building exercises in the cluster with in-kind and in-cash
contributions by UNIDO.
§
Roles defined
& responsibilities allocated according to the vision developed
§
The workshop
led to quality certification initiatives in the SMEs using networking
approach.
§
Concrete
network based projects in place through partnership endeavors
§
Two-way flow
of information about competencies, projects and level-of-services.
§
Increased
processes for marketing, technical, technology, quality, skill and product
safety related programmes with relevant stakeholders.
§
Scored higher
exports through networking model
§
Start-up of
new business ventures
§
SMEs entering
in the tableware production through networking
§
SMEs venturing
into new export markets
§
Matchmaking of
networks with multinational chain stores i.e. Makro and Metro Cash &
Carry.
§
Tangible
benefits of networking revealed on member enterprises exciting and motivating
them for more joint initiatives
§
Established
direct exports
§
Opening of new
markets i.e.
USA
,
Ireland
,
Sweden
, etc.
§
Achieved cash
& bulk discount through joint purchases
§
Network
purchases have led to benefits as: Cash & bulk discount, revised payment
terms, improved quality of materials & timely delivery.
§
Increase in
production & quality levels
§
Network-based
exports have started
§
‘PCC’ brand
establishment;
§
Increased
domestic market share;
§
Network-based ‘Polishing unit’ have been
established through matchmaking with CSF.
§
Other matchmakings
are in-the-process
§
Export
worth USD 1.6 Million in 2 years
§
Sharing
of resources thus leading to joint savings, new product designing, quality
improvement, decreased risk profiles etc
§
Two
new persons with no prior experience entered into business
§
Achieved Cash
& bulk discount through joint negotiations
§
Production
circle intact even during difficult periods
§
Joint selling
platform
§
Achieved Cash
& bulk discount through joint activities
§
Achieved Cash
& bulk discount through joint activities
§
Matching grant
facilitation through BSF
§
Inventories of
Model Company were evaluated and they were found to be on satisfactory
levels. In kind contribution from UNIDO.
§
Dr. Michele
Clara explained the stakeholders of the current and upcoming situation in the
world with respect to CSR
§
In kind and in
cash contribution from UNIDO and TDAP
§
Capacity
building of UNIDO and TDAP CDP Team
§
Concrete
network based projects in place through partnership endeavors
§
Two-way flow
of information about competencies, projects and level-of-services.
§
Increased
processes for marketing, technical, technology, quality, skill and product
safety related programmes with relevant stakeholders.
§
Project
document already sent to Planning Commission of Pakistan to help develop SME
Cluster Development Policy for
Pakistan
and launching of cluster development in 6-7 pilot
clusters through Planning Commission
§
Tangible
benefits of networking revealed on member enterprises exciting and motivating
for more joint cooperative initiatives
§
Dissemination
of CND concept to other stakeholders in the cluster
§
UNIDO in kind
contribution in this exercise, match making of LGC and LUMS.
§
Inventories of
Model Company were evaluated and they were found to be on satisfactory
levels.
§
Dr. Michele
Clara explained the stakeholders of the current and upcoming situation in the
world with respect to CSR
§
Actively
participated in the workshop In PC Lahore on cost sharing basis with UNIDO
and TDAP
§
Increase in
production & quality levels
§
Pooled Rs. 20
Million
§
Promotion of
network on internet, web presence on cost sharing basis with UNIDO
§
Helping and
guiding 2nd network to grow
§
UNIDO is
arranging a marketing study trip of
Italy
for this network in which cost of consultant is
paying paid by UNIDO and TDAP jointly and rest of the cost would be born by
the network itself. Website and promotional material is under process
§
Achieved Cash
& bulk discount through joint purchases saving USD 10,000
§
Promotion of
network on internet, web presence on cost sharing basis with UNIDO
§
More than 50
workers in house.
§
Increase in production & quality levels
§
Saving USD
25,000
§
Jointly
negotiated with the consultant saving USD 10,000 (USD 2,000@per member) in
collaboration with UNIDO.
§
Matching grant
facilitation through BSF
§
Outsourcing of
washing to another firm within the network worth of Pak Rs. 1.5 Million per
month
§
Joint selling
platform, quality improvement, decreased risk profiles
§
Increase in
network image and increase in negotiation powers, other matchmakings are
in-the-process
§
UNIDO is
arranging a marketing study trip of
Italy
for this network in which cost of consultant is
paying paid by UNIDO and TDAP jointly and rest of the cost would be born by
the network itself. Website and promotional material is under process
§
Actively
participated in the workshop In PC Lahore on cost sharing basis with UNIDO
and TDAP
|
§
Export development movement by targeting the
weaknesses on supply-side using UNIDO methodology.
§
Deployment of cost reduction and standardization
schemes by the fan cluster actors.
§
Adoption of measures with-respect-to productivity
enhancement by the entrepreneurs.
§
Initiation of quality conscious culture in the
cluster.
Annexure – 1: An update on Networks in Fan
Cluster Gujrat
Annexure – 2: Picture on shop-floor training
in fan cluster Gujrat
§
Establishment of
a working relationship among entrepreneurs and concerned organizations to
pursue the respective growth agendas.
§
Policy formation
and evolvement of implementation strategy for the clusters using UNIDO
cluster development approach.
§
Incorporation of
‘Cluster Development Methodology’ as a tool to initiate CHANGE and GROWTH in
the cluster.
Annexure – 3: Letter on training in
PCSIR
§
Opening of new
partnership ventures and avenues for cluster development.
§
Involvement of academic
institutes in identifying and addressing various challenges as being
confronted by the cluster/(s);
§
Development of
synergies among cluster actors.
§
Replication of
UNIDO model at policy and operational levels.
(Annexure – 4: Letter from the
University
of
Gujrat
dated:
11-4-08
)
§
Recognition of
fan cluster Gujrat in the eyes of International community and domestic policy
makers.
§
Trust and
confidence building of stakeholders on UNIDO approach.
Annexure – 5: copy of the paper
attached – published in the International Journal of Management Cases
§
Cluster growth
using networking methodology;
§
Capacity
building of stakeholders in addition to the streamlining of mandates;
§
Establishment of
cluster based export vision and strategy to be adopted at the policy and
operational levels.
Please refer to Annexure – 1
§
Resolution of
problems through
University
of
Gujrat
;
§
Standardization
of fan-parts;
§
Training on accounts/management
through institutes;
§
Joint marketing
(local & export);
§
Development of
interactive CD;
§
Training in the
field of material testing, electrical etc through FDI;
§
R&D
activities through PCSIR;
§
Raw material
(R-M) Bank.
Annexure – 6: Letter from World Fan Consortium
dated
05-2-07
Annexure – 7: Letter from World Fan Consortium
dated:
07-2-07
§
Network website
development;
§
Standardization
of fan-parts;
§
Adoption of CE
Mark;
§
Training in the field of material testing,
electrical etc through FDI;
§
Training on Accounts/management through
institutes;
§
Resolution of
problems through
University
of
Gujrat
;
§
R&D
activities through PCSIR.
§
Introduction of
semi-automatic systems.
§
Regular exports
by 2008.
Annexure – 8: Letter from M/s Mughal Fan
Consortium – MFC
§
Adoption of CE
Mark & ISO 9000;
§
Training in the
field of material testing through FDI;
§
Training on accounts/management
through institute;
§
Technology
up-gradation
§
Training in the
field of material testing through FDI;
§
Training on accounts/management
through institutes;
§
Resolution of
problems through
University
of
Gujrat
;
§
Standardization of fan-parts;
§
R&D activities through PCSIR;
§
Enter export
markets.
§
Joint purchase
of Raw Material
§
Raw Material Bank.
§
Installation of
network-based powder coating facility;
§
Development of copper
wire facility;
§
Enter in direct
exports;
§
Upgrade
technology & diversify product range;
§
Training on accounts/management
through institutes;
§
Resolution of
problems through
University
of
Gujrat
;
§
Standardization
of fan-parts;
§
R&D
activities through PCSIR;
§
Network is
willing to switch to conveyor belt system.
§
The
sustainability aspect in place
§
The same
mechanism is expected to be replicated by other clusters
§
Export
development by targeting the weaknesses on supply-side using UNIDO
methodology.
§
Deployment of
systems to address cluster related issues by the association
§
Development of
strategies and action plans to restore the trend of depleting skilled labour
through the induction of responsible culture
§
The linkage
establishment mechanism for the cluster the beneficiary & beneficent.
§
Business
Incubation through UNIDO methodology
§
Expected incremental
expansion in domestic & export markets
§
Expecting market
diversification and demonstrational effect for cluster.
§
Modification in
traditional business practices
§
Export
revolution in the cluster
§
Increased
competitiveness
§
Recognition of
cutlery cluster Wazirabad in the eyes of International community &
domestic policy makers
§
Trust and
confidence building of stakeholders on UNIDO approach
§
Adoption of
‘Export Consortium’ approach by the cluster
§
Export growth to
multiple international destinations,
§
Domestic & international
brand development
§
Promotion of
UNIDO cluster development programme to be used as industrial development tool
in policy circles
§
Explore more international
markets & participate in trade fairs;
§
Opening of
Network-based distribution channel in domestic market;
§
Joint Production
& Quality improvement steps ;
§
Software
development to automate & systemize working practices.
Annexure – 9: Four Letters from Pak Cutlery
Consortium on getting orders from Makro Cash & Carry, tapping Italian
Market and participation in Expo 2007
Annexure – 10: Letter from PCC to Prime
Minister of
Pakistan
§
Export
development through UNIDO methodology
§
Int’l brand
development using networking model
§
Opening of
European export frontiers
Annexure – 11: Export update by M/s EverCon Network
Wazirabad
§
Business
incubation model for the clusters to follow
§
‘Similar agenda
& focused efforts on one target is driving to benchmark export
outcomes’ is likely to be replicated
in other clusters under policy framework
§
Exploration of
domestic market;
§
Establishment of
new designs.
Annexure – 12: Letter from TDAP to ACC
§
Network exports;
§
New designs
development;
§
Expand
production capacity;
§
Product
diversification.
§
Network exports;
§
Diversify
product-line;
§
Improve
productivity.
§
Inventory
management systems in place and in control
§
Academia Industry linkage establishment
§
Replication of
the same procedure in other units
§
By addressing
CSR issues, buyer traffic can be increased
§
Increased
productivity, reduction in turn over of work force due to increase in job
satisfaction
§
Networks and
individual member firms are in the process of launching their own brands in
Pakistan
and outside
Pakistan
§
Change in
marketing culture through independent international marketing consultant.
§
Strengthening of
linkages between entrepreneurs of Lahore Woven Garments Cluster and
national/international agencies
§
Trust and
confidence building of stakeholders on UNIDO approach
§
Recognition of
real entrepreneurs of
Pakistan
in national and
international plate forms
§
Promotion of
UNIDO cluster development programme to be used as industrial development tool
in policy circles
§
Explore more
int’l markets & participate in trade fairs;
§
Joint Production
& Quality improvement steps ;
§
Export
development through UNIDO methodology
§
Int’l brand
development using networking model
§
Opening of
European export frontiers
§
Inventory
management systems in place and in control
§
Academia Industry linkage establishment
§
Replication of
the same procedure in other units
§
By addressing
CSR issues, buyer traffic can be increased
§
Increased
productivity, reduction in turn over of work force due to increase in job
satisfaction
§
Networks and
individual member form are in the process of launching their own brands in
Pakistan
and outside
Pakistan
§
Standardization
of materials and processes by internal bench marking leading to improved
efficiency
§
Reliable and
economical source of ancillaries for the network and other producers in the
cluster
§
Export
development through UNIDO methodology
§
Int’l brand
development using networking model
§
Opening of
European export frontiers
Annexure – 13: Letter from LGC on marketing
trip to
Italy
§
Export development
through UNIDO methodology
§
Int’l brand
development using networking model
§
Opening of
European export frontiers
Annexure – 14: Letter from Ambition Apparel to
UNIDO
Annexure – 15: Letter from LFAN to UNIDO
§
Gems &
Jewellary and Leather & leather products clusters are located in
Karachi
. The Diagnostic
reports for the clusters have been developed in the past while a few
visioning events have also got established, but due to the absence of a
full-time Cluster Development Agent, virtually no intervention has been
recorded in the clusters in the last one year.
|
