Dac agm (d comrie) 07 aug 2013 ver 1 1

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Dac agm (d comrie) 07 aug 2013 ver 1 1

  1. 1. Douglas Comrie Chief Facilitator, DAC Managing Director, B&M Analysts 7 August 2013
  2. 2. Benchmarking and Manufacturing Analysts SA (Pty) Ltd owns all rights, including those in copyright in the content of this document, unless explicitly stated. You are hereby authorised to make internal use of this document by Benchmarking & Manufacturing Analysts SA (Pty). Findings, conclusions and recommendations are based on information and sources believed to be accurate and reliable at the time of publication. The publisher makes no representation or warranty of any kind as to the accuracy of any information provided, and accepts no liability whatsoever for any loss or damage resulting from opinion, errors, inaccuracies or omissions affecting any part of the content. © 2013 Benchmarking and Manufacturing Analysts SA (Pty) Ltd
  3. 3. Cost competitiveness Access to increased scale of production Access to product & process technology Competitive operating efficiencies Competitive skills Enabling infrastructure Growth in MVA Competitively priced input materials
  4. 4. Executive Committee Market & Technology Access Manufacturing Excellence Skills Development Infrastructure & Materials External Affairs
  5. 5. Background • Access to increased scale of production and appropriate product and process technology have been identified as key competitiveness enablers • This programme therefore aims to facilitate increased scale of production and investments in new production technology Outcomes • Improved access to sector and firm-level growth opportunities • Enable global technology affiliations and local innovation TSC Chair • Alex Holmes (Commercial Director, Behr)
  6. 6. Highlights • Automotive Production and Development Programme (APDP) • Industry support programmes • Enabling localisation opportunities and business linkages
  7. 7. Background • A lack of adherence to best practices was identified as undermining the ability to attain competitive operating efficiencies • This programme aims to reduce waste as percentage of MVA amongst participating group(s) by 5% over a 12 month period Outcomes • Improved knowledge of manufacturing best practices • Enable effective adoption of manufacturing best practices TSC Chair • Bruce Muggeridge (Feltex Fehrer)
  8. 8. Highlights • Firm-level benchmarking • WCM workshops and factory tours • Supplier coaching programme • Black owned SME development support
  9. 9. Background • Employee costs are higher than leading cost countries and as such the productivity of employees is recognised as being a key enabler of competiveness Outcomes • Effective skills development interventions • Application of skills in the workplace TSC Chair • Toni Acton (Behr)
  10. 10. Highlights • HR excellence • Management Development Programme (MDP) • Graduate Development Program (GDP) for Engineers • Wellness programme • Career days
  11. 11. Background • Material, logistics and energy costs are recognised as being inhibitors of competitiveness. This programme therefore seeks to improve competitiveness of industry relevant material and infrastructure Outcomes • Improved cost competitiveness in relation to major material inputs • Improved cost competitiveness in relation to energy, utility and related infrastructure usage • Competitive logistical access to domestic and export markets TSC Chair • Andrew Velleman (General Manager, Toyota Tsusho Africa)
  12. 12. Highlights • Logistics • Critical updates from energy stakeholders • Energy assessments & access to Eskom support programmes • Resource projects and carbon footprint
  13. 13. • 38 member firms • R2.8 m of expenditure in 2012 • Approximately 50% of funding leveraged from the private sector and sources other than the eThekwini Municipality • 11 years of solid delivery of services • 11 successive years of unqualified financial audits • 89.4% average assessment ratings for workshop related activities • Recognised as an exemplar of clustering by various national and international government, non-government and industry bodies
  14. 14. Douglas Comrie Chief Facilitator, DAC Managing Director, B&M Analysts 7 August 2013
  15. 15. • The annual audit was undertaken by PKF (Durban). The AFS affirm good management, controls, and governance. • Relationships with a number of ‘indirect funding partners’ have been established and leveraged to the benefit of member firms and the local economy. • Municipal grant and membership fee income were consistent with budget commitments. A further R700k project-related income was also secured. • Expenditure was managed in accordance with total available income resulting in a nominal net shortfall of R10k.
  16. 16. Actual 2012 YE R MOU Budget 2012 YE R Total income eThekwini Municipality 1 339 000 1 339 000 Member fees 673 453 635 400 Project & sundry income 758 427 0 Interest 5 145 26 780 2 776 025 2 001 180 Operating expenditure 2 734 627 1 982 580 Other expenditure 56 663 18 600 Total comprehensive income (loss) (10 120) 0 Retained income from 2011 YE (80 223)
  17. 17. Catalytic funding Directly leveraged resources Indirectly leveraged resources Outputs Impact
  18. 18. 2013 YE R 2014 YE R Total income 2 597 342 2 881 595 eThekwini Municipality 1 419 340 1 504 500 Member fees 751 752 896 633 Project & other income 404 960 457 894 Interest 21 290 22 568 Operating expenditure 2 580 766 2 770 244 Executive 458 231 485 725 Market & Technology Access 262 668 281 280 Manufacturing Excellence 945 571 1 007 000 Skills Development 586 147 648 400 Infrastructure & Materials 328 150 347 839 Transformation - - Other expenditure 20 500 22 550 Total income (loss) -3 924 88 802

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