SMEDA was established in 1998 to support small and medium enterprises in Pakistan. Its vision is to promote a globally competitive SME sector through a favorable environment and support services. Its mission is to function as a promoter and facilitator of Pakistan's SME sector by creating a conducive environment and providing services to enhance SME capabilities and competitiveness. SMEDA provides various services including business development, training, financing facilitation, and programs focused on women entrepreneurs and public sector development projects. It aims to improve the environment for SMEs in Pakistan.

2. Presenters:
Rana Ehsan
Tahreem Mehmood
Anam Ashraf

3. Introduction:
 SMEDA was established in October 1998 to
take on the challenge of developing Small &
Medium Enterprises (SMEs) in Pakistan.
 With a futuristic approach and professional
management structure it has focus on
providing an enabling environment and
business development services to small and
medium enterprises.

4. Vision:
“Growth of globally competitive SME
sector through a favorable &
facilitating environment & support
services as an engine of growth &
sustainability to national economy”

5. Mission:
“To function as the promoter &
facilitator of SME sector of Pakistan
by creating a conducive & facilitating
environment as well as providing
service delivery to SMEs for
enhancing their capabilities &
competitiveness”

6. SMEDA Objectives:
 Formulate Policy to encourage the
growth of SMEs in the country.
 Facilitation of Business Development
Services to SMEs.
 Facilitate the development and
strengthening of SME representative
bodies associations/chambers.
 Set up and manage a service
provider’s database including
machinery and supplier for SMEs.

7.  Facilitation of SMEs in securing
financing.
 Strengthening of SMEs by conducting
and facilitating seminars, workshops
and training programs.
 Identification of service opportunities
on the basis of supply/demand gap.

8. Board of Directors
1. Minister of Industries & Production Chairman
2. Secretary, Ministry of Industries & Production Member (Ex-officio)
3. Secretary, Finance Division. Member (Ex-officio)
4. Secretary, Ministry of Commerce Member (Ex-officio)
5. Chairman, Federal board of Revenue Member (Ex-officio)
6. Chief Executive Officer, SMEDA Member
7. Engr. Adeel Rauf, CEO, Khyber Match Industry, KP. Member
8. Mr. Muhammad Salim, Ex-Chairman, PPAM, Lahore. Member
9. Mr. Zulfiqar Thaver, President of Union for Small and Medium
Enterprises (UNISAME), Karachi.
Member
10
.
Mrs. Aamna Taseer, Director Zaiqa Channel, Lahore. Member
11
.
Dr. Abdul Nasir Kasi, CEO Agro Pak, Quetta. Member
12
.
Mr. M. Akram Malik, Ex-Federal Secretary. Member

9. Organogram

10. Technical Services
 Primary Services:
New SME start up technological process
selection help.
 Once process decided upon then help in
selection of brand new/second machines to
stay inside a certain capital investment cost
range.
 Help in defining job descriptions of
technical labor force.
 Help in start up of the manufacturing /
production process by selection of helpful
consultants.

11. Secondary Services:
 Upgradation of existing production
lines.
 Improvement in quality of Product to
achieve customer
requirement/standards.
 Help in cutting down electricity and
natural gas bills by retraining work
force to think on Conserving Utilities.

12. Sectoral Services:
 Quality standards.
 Materials Inspection.
 Materials Testing.
 Improvement in testing and inspection
of Surgical Instruments Knives and
Cutlery, Electrical Fans.
 Materials selection for Agricultural
Implements.

13. Training Services:
 SMEDA organizes training programs,
seminars, workshops and conferences.
 Training programs are affordable,
appropriate and innovative.
 Improving knowledge, skills and
competencies in the technical, marketing,
financial, compliance, policy, regulatory,
legal, commercial and other important
functions.
 The results include improvement in export
potential, investment promotion, business
transparency, human resource development,
managerial capacity building etc.

14. Women Entrepreneurship
Initiatives

15.  The women economic development in
Pakistan has been quite ignored.
 Nothing has been done with regards to
developing proper women economic action
plan to uplift women socio-economic
status.
 Government has launched internship
programs and other incentives yet its
impact on the grass root level is not
visible due to lack of information and
knowledge to young females regarding
these facilities.

16.  However, there was a need for
holistic program for enterprise
and leadership development of
women in Pakistan.
 Hence, SMEDA stepped in to
support the development of this
marginalized segment of economic
enterprise.
 Helpdesks.

18. Main activities include:
 Women Business Development Center
(WBDCs).
 Capacity Building Program for South
Punjab.
 Marketing Assistance.

19. Business Plan Development

20.  Facilitation for Financing:
SMEDA has signed with First
Women Bank Limited (FWBL) to provide
financial assistance on priority basis to WEs
having adequate work experience in their line
of business.
 Training programs for Entrepreneurship
Development:
Conducts training programs across
Pakistan covering management, technical and
skill development training sessions, in which
more than 300 ladies have already
participated.

21.  Technical Assistance:
Provide information to WEs on
latest technology innovations as well as
industry based machinery and tools
requirements.
 Future Plans:
The future strategy has been
designed keeping in view the targets set
forth in the “National Economic Council
Implementation Plan of Framework for
Economic Growth 2015-16”.

22.  Engagement of Youth:
Strengthen linkages with
women colleges/universities to run
entrepreneurship development
sessions, create internship
opportunities and arrange visits to
industry.

23. Public Sector Development Projects
 Agro Food Processing Facilities - Multan
 CFTC for Light Engineering Cluster - Mardan
 Chromite Beneficiation Plant - Khanozai
 Dyeing , Washing & Pressing CFC for Silk Cluster - Mingora Swat
 Establishment of Spinning CFC - Islampur Swat
 Foundry Service Centre - Lahore
 Glass Products Design & Manufacturing Center - Hyderabad
 Gujranwala Business Center
 Honey Processing & Packaging Common Facility Center - Mingora Swat
 Juice Producing and Packaging Line for Fresh Fruits & Vegetables - Multan
 Khadi Crafts Development Company (KCDC) - Multan
 Leather Crafts Development Company (LCDC) - Multan
 Meat Processing & Training Company (MPTC ) - Multan
 Policy & Project Implementation, Monitoring & Evaluation Unit (PPIMEU) Lahore
 Red Chilies Processing Centre - Kunnri/ District Umerkot
 Revival of Cutlery Institute of Pakistan (CIP) - Wazirabad
 Revival of Hyderabad Leather Footwear Center - Hyderabad
 Revival of Multani Blue Pottery - Multan
 Sialkot Business and Commerce Centre
 SME Subcontracting Exchange - Gujranwala
 Sports Industries Development Centre - Sialkot
 Spun Yarn Research and Development (R&D) Company - Multan
 Washing & Pressing Unit - Matta Mughal Kheal, Charsada
 Women Business Development Centre - Karachi
 Women Business Development Centre - Mingora, Swat
 Women Business Development Centre - Peshawar
 Women Business Development Centre – Quetta

25. SME Policy,
Ownership &
Implementation:

26.  A large number of
Government Ministries &
Organizations (in addition to the private
sector) will have to play their role in
removing impediments & providing
support for SME growth.

28. Importance of SMEs
 Distribution is not an issue for a
country.
 A country cannot distribute wealth
without creating it.
 Wealth creation can be done in a
country by international competitive
enterprise.
 SMEs is the major percentage of
enterprises & the major labor
generation.

29. Conclusion & Recommendations
 Recently, in Pakistan hundreds of
businesses have been closed due to
shortage of Electricity, water, Sui
gas (natural gas), or due to law and
order situation.
 Everyday million of assets are being
transferred to Gulf countries by
existing business community, in such a
scenario no SME can prevail and grow
with reasonable level of certainty.

30. Recommencing the discussion above, the
possible strategy for productivity
improvement in Pakistan, through SMEs, has
to follow a four step approach:
1) A conducive regulatory environment,
balanced regulatory burden, provision of
adequate infrastructure, supporting
attitude from provincial and federal
government levels.
2) Short to long term funding and access to
capital.

31. 3) Pakistani society is an employee society,
to shift it to an entrepreneurship society;
we have to bring reforms by taking
revolutionary steps in our education system
and have to fascinate our educated youth
towards entrepreneurship.
4) Quality training of workers and up
gradation of technologies.