Enhancing intra-African trade
Strengthening ties
Ports on the African continent should collaborate to develop into formidable catalysts for economic growth
Ports in the region, as is the case for all other ports across the globe, are an important foundation for trade flow and economic development.
According to Andrew Kanime, the CEO of the Ports Authority of Namibia (Namport), African ports are notably often listed as some of the main bottlenecks to the efficacy of trade flow, together with attendant prohibitive charges, thereby impacting the competitiveness of exports from the continent at international markets.
“Reasons for the bottlenecks range from poor management and planning to inadequate regulatory systems, old and insufficient equipment, and deficiencies in support infrastructure. With 16 out of Africa’s 54 states landlocked, the impact of high port costs and competitiveness is even more acute and broader. We must hence jointly consider interventions and mechanisms that will streamline our processes not only in our ports but across the whole logistics value chain and reduce the costs of doing business through our ports and trade corridors so that we play our part towards intra-African trade, economic development, and continental integration.”
Kanime says that it is only through collaborative efforts that The Port Management Association of Eastern and Southern Africa (PMAESA) member states can develop their ports into formidable catalysts of economic growth for their respective nations and the continent.
“We are not and should not be competitors but rather partners that collaborate in all relevant areas of our sector, be it infrastructure development, capacity building, technology deployment and utilisation as well as sharing best practices in cost effectiveness and sustainable port management and operations, amongst others.”
He added that it is a common cause that the ports and maritime industry are very dynamic.
“We need to keep abreast of the developments and evolution of the industry that we serve. The PMAESA strategic plan should therefore focus on initiatives and activities that will enhance our effectiveness. I look forward to the consolidation of submissions from the survey that was conducted and the streamlining of these into key areas of focus and delivery.”
Kanime also called for a candid analysis of the effectiveness of the PMAESA Secretariat, the challenges it faces, and what can be done to support the organisation to make it more relevant and responsive to the expectations of its members.
“This can only improve value addition and member participation. We must also address topical issues facing the maritime and port sectors on the continent.”
According to Andrew Kanime, the CEO of the Ports Authority of Namibia (Namport), African ports are notably often listed as some of the main bottlenecks to the efficacy of trade flow, together with attendant prohibitive charges, thereby impacting the competitiveness of exports from the continent at international markets.
“Reasons for the bottlenecks range from poor management and planning to inadequate regulatory systems, old and insufficient equipment, and deficiencies in support infrastructure. With 16 out of Africa’s 54 states landlocked, the impact of high port costs and competitiveness is even more acute and broader. We must hence jointly consider interventions and mechanisms that will streamline our processes not only in our ports but across the whole logistics value chain and reduce the costs of doing business through our ports and trade corridors so that we play our part towards intra-African trade, economic development, and continental integration.”
Kanime says that it is only through collaborative efforts that The Port Management Association of Eastern and Southern Africa (PMAESA) member states can develop their ports into formidable catalysts of economic growth for their respective nations and the continent.
“We are not and should not be competitors but rather partners that collaborate in all relevant areas of our sector, be it infrastructure development, capacity building, technology deployment and utilisation as well as sharing best practices in cost effectiveness and sustainable port management and operations, amongst others.”
He added that it is a common cause that the ports and maritime industry are very dynamic.
“We need to keep abreast of the developments and evolution of the industry that we serve. The PMAESA strategic plan should therefore focus on initiatives and activities that will enhance our effectiveness. I look forward to the consolidation of submissions from the survey that was conducted and the streamlining of these into key areas of focus and delivery.”
Kanime also called for a candid analysis of the effectiveness of the PMAESA Secretariat, the challenges it faces, and what can be done to support the organisation to make it more relevant and responsive to the expectations of its members.
“This can only improve value addition and member participation. We must also address topical issues facing the maritime and port sectors on the continent.”
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