2. SMEDA PAKISTAN (SMALL AND MEDIUM ENTERPRISE DEVELOPMENT AUTHORITY) PRESENTED BY ABDULLAH & SIAL MUHAMMAD PAKISTAN
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5. Evolutionary Phases of SMEDA Phase - 1 Dec ‘98-Dec ‘00 Textile Vision 2005 Fisheries Transport Dairy Light Engineering Information Technology Leather SES Monitoring HEXPO 2000 & beyond Leather Outlook 2010 Cool Chain Flatted Factories Fisheries Implementation Marble & Granite Gems & Jewelry Phase - 2 Jan ‘00-Dec ‘00 Boat Modification Auto Vendors Carpet Weaving Power Loom Cluster Ceramic Cluster Marble & Granite Dates & Apples Wooden Furniture Leather Garments Trade Secrets Phase - 3 Jan ‘01- May ‘03 Help Desk Launched OTC Products Business Plan Develop- Training & Development Website Launched Publications Sector Strategies and Implementation Business Dev. Services Cluster Development Sector Strategy Updates Strategic Focus - WTO Phase - 4 Oct ’03 - onwards SME Policy SME Info. Services SME Networking Group Policy and Conducive Environment Textiles Marble and Granite Ginning Cutlery Furniture Light Engineering Bangles Cluster Dairy Help Desk & RBCs Tech. Up gradation Training & Development Marketing Services Financial Services Entrepreneurship ILO Study World Bank ADB PPTA
19. Sources of Working Capital for SMEs Financial Sector Contributing 7% Working Capital Source: Gallup Survey of 1000 Industries in 2009 covering 12 cities & 8 sectors
20. Sources of Investment for SMEs Financial Sector Contributing 8% Investment Source: Gallup Survey of 1000 Industries in 2009 covering 12 cities & 8 sectors
21. Legal Structure of Business Units in Pakistan Source: ILO SMEDA Study 2009
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37. SMEDA Performance 80 Pre-feasibilities under Process 9,379 SMEs facilitated through Library 97 Pre-feasibilities on Web site 120 Business Plans 159 Total Hits (25,669,736) from countries 1,433,527 Business Guide Series Downloaded 25,533 Number of SMEs trained (482 programs in +50 cities ) 14,500 Number of SMEs facilitated through helpdesks
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Editor's Notes
Phase I (Dec 98 - Oct 99): SMEDA in the initial stage started working on a few priority sectors. The objective was to develop comprehensive strategies followed by implementation with the collaboration of the relevant Government departments. Case in point is the marine fisheries sector where a detailed strategy was developed and implemented through various regulatory authorities. However, the Business Development Services (BDS) during that phase were only limited to the monitoring of the Prime Minister’s Self-Employment Scheme. Phase II (Jan 00 - Dec 00): During this period SMEDA worked on different sectoral studies including the Textile Vision 2005, Hexpo 2000 & beyond, etc. These assignments of long term strategy development were successfully completed and later on submitted to the Ministry of Commerce for implementation and follow-up. Even during this phase limited resources were allocated towards the development of BDS. Phase III (Jan 01 - Nov 01): SMEDA was restructured from being a sector driven organisation to a functional support body. Emphasis shifted from macro level strategy formulation towards provision of business development services to SMEs and physical intervention in SME clusters. During this period lending programmes tailored to meet the credit requirements of specific clusters were also formulated. A wide array of Over the Counter (OTC) products were produced to facilitate SMEs through Help-Desks. SMEDA also launched its B2B portal to provide market connect to the SME sector.
It is fair to say that our e conomy is an economy of SME. Enterprises employing up to 99 persons constitute about 90 %[1] of all private enterprises in the industrial sector and SME employ some 78 % of non-agriculture labour force. [2] They contribute over 30 % to GDP, PKR 140 billion to exports, and 25 % of manufacturing export earnings besides sharing 35 % in manufacturing value added.[3] [1] Pakistan Country Assistance Strategy, World Bank Report, Annex II, Page 3 [2] Census of Establishments-1998 [3] Economic Survey of Pakistan 2002-03
Coverage by support programs limited due to large size of the SME sector. Absence of a specialized, uniform legal framework for the development of SME hampers SME operations. Relationship between Government and SME seems to be fundamentally weak. In many cases this extends also to other large organizations and their interaction with smaller clients as SME.
