Chapter 10

Basic Metal and Engineering Industries:
Policy Framework and the Firm-level Study

The Basic Metal and Engineering Industries (BMEIs) are identified as one of theeight priority sub-sectors for medium and large industries development in the
Growth and Transformation Plan (GTP).

In particular the BMEIs are considered as

the primary industries to contribute to import substitution-based industrial
development, which is newly emphasized in the GTP.

In response to the strong

request from the Ethiopian Government, The Japan International Cooperation
Agency (JICA) conducted the BMEI Firm-level Study, in conjunction with theMetal Products Development Center (MPDC)1 under the Ministry of Trade andIndustry (MOTI) 2 and the German-supported Engineering Capacity Building
Programme (ECBP), throughout the first half of 2010.

As the BMEIs were amodel case of a specific sub-sector in the Industrial Policy Dialogue program, it wasfeatured twice in the series of the High Level Forums (HLFs) as inputs for A Plan
for Accelerated and Sustained Development to End Poverty (PASDEP) II3 withfollowing presentations: (1) BMEIs: International Comparison of Policy
Framework and Ethiopia’s Approach (at the fourth HLF in March 2010); and (2)BMEIs Firm-level Study: Results of parts conducted by JICA/MPDC (at the fifth
HLF in July 2010).
This chapter presents an international comparison of BMEI policy framework andthe results of the JICA’s part of the Firm-level Study with recommendations, basedon the two discussions in the HLFs mentioned above.

1
2

3

MPDC was reorganized as the Metal Industry Development Institute (MIDI) in June 2010.
In October 2010, MOTI was separated into the Ministry of Trade and the Ministry of Industry, of
which latter is currently responsible for BMEIs.
During the preparation process of GTP, national five-year development plan for 2010/11-2014/15
which follows PASDEP was tentatively called PASDEP II. This chapter uses PASDEP II and GTP
interchangeably although the former tends to be used in the context of policy making process.

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CHAPTER 10

10-1. International comparison of BMEI policy framework
10-1-1. Metal/engineering industrial master plans inselected countries
It is hard to find “BMEI” or equivalent sector master plans in other countries. The
Ethiopian Government defines the BMEIs to be the industries classified as theDivision 27-35 in the United Nation’s International Standard Industrial
Classification (ISIC) Rev. 3.1 (Table 10-1).

The BMEIs, in particular engineering

industries, are rather wide to be singled out as one group of sub-sectors.
Table 10-1. Definition of BMEIs◆Basic Metal Industries (ISIC Rev.3.1 Div. 27):production of metal from ore, scrap andconversion of billet, slab etc. into primary metal products◆Engineering Industries (ISIC Rev.3.1 Div. 28-35):
28.Manufacture of fabricated metal products, except machinery and equipment
29.Manufacture of machinery and equipment n.e.c.
30.Manufacture of office, accounting and computing machinery
31.Manufacture of electrical machinery and apparatus n.e.c.
32.Manufacture of radio, television and communication equipment and apparatus
33.Manufacture of medical, precision and optical instruments, watches and clocks
34.Manufacture of motor vehicles, trailers and semi-trailers
35.Manufacture of other transport equipment
Source: Summarized from UN (2002) and MPDC/MOTI (2008).

Although there is no master plan that singles out BMEI in other countries, there aresome comparable master plans as a part of some industrial master plans (forexample, Malaysia’s Third Industrial Master Plan 2006-20) and as a master plan at
an individual ISIC classification level (for example, Vietnam’s Master Plan ofVietnam Motorcycle Industry for the Period of 2006-2015, with a Vision to 2020).
Table 10-2 lists some master plans and other planning documents which are
beneficial for plan making on Ethiopia BMEIs.

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

Table 10-2. List of Master Plans and Other Planning Documents Referred inThis Chapter(1) As a part of an industrial master plan
■ Indonesia:National Industrial Development Policy, 2005-2025 (2005)◆9 out of 32 priority industries can be classified as “BMEI”: steel, machinery andequipment, transport and others■ Malaysia:Third Industrial Master Plan (IMP3) 2006-2020◆5 out of 12 target growth manufacturing industries can be classified as “BMEI”:
electrical and electronics, medical devices, machinery and equipment, metals,
transport equipment■ India:National Strategy for Manufacturing 2006-2015◆2 out of 7 core sub-sectors can be classified as “BMEI”: auto components, IT
hardware - and steel is one of 3 additional core sub-sectors■ Zambia:Commerce, Trade and Industrial Policy (2009)◆1 out of 6 priority sectors can be classified as “BMEI”: engineering products(2) As a sub-sector specific master plan
■ Thailand:Master Plan for Iron Industry◆Iron/steel industry considering linkages with downstream industries (a part ofengineering industries)■ Indonesia:Automotive Industry Roadmap 2025 (2008)◆Based on the automotive chapter of the National Industrial Development Policy■ Vietnam:Master Plan of Vietnam Motorcycle Industry for the Period of 2006-2015, witha Vision to 2020 (2007)◆Motorcycle industry including its supporting industries
Source: Homma (2010a).

Major findings from these policy documents in other countries are summarized asfollows:(i)

Duration—The plans tend to have rather long period, such as 10–20 years,
while they are often supplemented by medium-term (ex. five years) masteror action plan.

A rolling plan is an alternative approach (for example,

the Malaysian document is a 15-year rolling plan).

The combination of

the 20 year long-term master plan (as a vision; rolling plan basis) and five
year medium- term action plan (as a practical guidance) is considered tobe reasonable as they can complement each other.
(ii) Volume— (a) As a part of an industrial master plan: the volume varies –ex. Malaysia (15–35 pages for each sub-sector out of total 750 pages);
Indonesia (six formatted pages for each sub-sector out of total 250 pages).
(b) As a sub-sector specific master plan: it also varies from several pages
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CHAPTER 10

to 100 pages. A brief and concise one would work; a formatted sub-sector
master plan would be useful and easy for comparison.
(iii) Industry classification and prioritization—Most of the master plans identify
priority industries (or sub-sectors).

Some BMEI- related sub-sectors are

identified as priority industries and occupy a significant part in the industrial
master plans.

However, it is not as an overarching “BMEI” sector but as

more focused sub- sectors within the engineering industries (such as
agriculture machinery, automotive and electric components).
(iv) Performance review—It is indispensable to begin the policy document withcritical performance review of preceding plans. Major performance items
and indicators reviewed in the surveyed plans include structural change,
number of companies, new investments, productivity improvement,
export/import trend, technological development and major products. They
identify various challenges such as low capacity utilization, dependency
on external resources (imported inputs, funding and others), lowtechnological/technical capability, limited political/financial support andinadequate infrastructure. The review often compares domestic situations
with performances of neighboring countries, regional performances andinternational trends.

The primary purpose of performance review isprovision of relevant information for benchmarking for which critical analysis
and accurate data are required.
(v) Numerical target setting in basic metal industries—Setting numerical targets
in the basic metal industries is common. Some master plans set numericaltargets on directly related indicators (ex. Indonesia) and some others set
indirect numerical targets (ex. Malaysia and Thailand).

The former casecovers indicators on steel consumption per capita, production capacity ofcrude steel, iron making capacity and capacities of products such as flat,
long, hot rolled and cold rolled products.

In the latter case, for example

in Malaysia, the government sets macro-economic targets, overall
manufacturing sector targets and investment targets by the priority sector.

242

Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study(vi) Numerical target setting in engineering industries—As the engineering
industries are quite diversified, numerical targets vary according to countries
and sub-sectors.

They include production volume, installed capacity

utilization, investment and export value (when they are considered as exportoriented industries), supply- side capacity of component industries against
demand (when they are considered as supporting industries) and employment
creation (when they are considered as labor-intensive industries).
(vii) Target markets—Regarding the basic metal industries, the compared plans
explore downstream market creation other than construction materials, forexample electric appliances, automotive, furniture and canning as isdesignated by Thailand.

On the other hand, markets for the engineering

industries vary from final machinery users to assembly industries.
Contribution to machinery development and prototyping is often suggested.
Market destinations of the BMEIs also vary from domestic consumption
to export, depending on type and level of products.
(viii) Institutional framework—Identification of key stakeholders with their roles
and functions is described in all plans, which include various ministries(industry, trade, finance, technology, higher education, energy, mineral
resources etc.), regional governments, R&D and training institutes(ministerial, governmental, university, educational, vocational and private),and business associations (by sub-sector, by elemental technology, by region
and by size). In order to avoid unnecessary duplication and build up aneffective institutional framework, coordination among these organizations
with appropriate division of labor is quite important.
(ix) Identification of appropriate technology and process—Basic metal industries,
in particular the steel industry, tend to have process- oriented identification,
while engineering industries have elemental technology-oriented
identification. Depending on market needs and technological availabilities,
the former includes the full ranged process with blast furnace iron making,electric arc furnace steel making process, direct reduced iron (DRI) process
as well as steel product making (such as hot rolling, cold rolling, long243

CHAPTER 10

products and flat products) without steel making process.

On the other

hand, the latter includes elemental technologies such as casting, forging,welding, machining, metal stamping and pressing, heat treatment andsurface treatment and mold and die.
(x) Technology development and technical capability improvement— The
comparable master plans discuss various aspects of technology development
and technical capability improvement such as: adoption of new andappropriate technology that matches available resources; improvement of
current technology quality; improvement of quality and productivity
management; research and development; prototyping and productdevelopment; facility improvement and development; certification andstandardization system; partnership and strategic alliance among industry,
academics and government; partnership between upstream and downstream
industries; and adoption of foreign technology through partnership,
investment and technology transfer.

10-1-2. Ethiopia’s BMEI policy framework
As the BMEI has been considered as one of the priority industries for importsubstitution, a series of documents were prepared for building up the policy
framework of BMEI in the course of PASDEP II formulation.

This includes: (i)Basic Metal and Engineering Industry Development Strategy and Action Plan
(BMEI Strategy) drafted by MPDC/MOTI in 2008; (ii) Metal and Engineering
Industries Sub-sector 5-Year Development Plan 2003-2007 EFY (BMEI 5-YearPlan) prepared by MPDC/MOTI in May 2010; and (iii) Basic Metal andEngineering Industries Firm-level Study (see section 10-2 for further details)
conducted in the first half of 2010.
The BMEI Strategy is well structured and has a smooth flow from general andtechnical background to performance review, circumstance (infrastructure, humanresource and policy), gap analysis and development strategy.

On the other hand,strategic issues, strategic objectives and goals and action plans presented in the
BMEI Strategy need to be more logically consistent.
244

The document is informativeBasic Metal and Engineering Industries: Policy Framework and the Firm-level Studywith some detailed data and 100 pages of contents but additional industrial
information and data are required to capture the whole picture of the BMEIs.

This

is why the Firm-level Study was required to complement it.
The BMEI 5-Year Plan was prepared as an input for PASDEP II, focusing on
BMEI’s possible role in import substitution.
summary was available in English.

It was prepared in Amharic and only a

It was treated as a given framework for

conducting the Firm-level Study.
The BMEI 5-Year Plan notes that 85% of demand for BMEI products is currently
fulfilled by imports. It sets various targets including: (i) gross production value in
2014/15 to be ETB101 billion,4 which equivalents five times the value in 2010/11;(ii) steel demand to grow 28% per annum and per capita steel consumption to growfrom 12.1kg (EFY2002) to 34.72kg (EFY2007); (iii) forecasted demand for BMEI
products by major industrial sectors in the next five years; (iv) domestic design andmanufacturing capacity targets in percent of forecasted demand for each industrial
sector and each year (for example, 90% for the leather industry; 35% for the textile
industry; 85% for the sugar industry; 85% for the cement industry; 95% forconstruction steel; 85% of small and medium transport vehicles at the end of the
five-year period).
Compared with plans in other countries, the BMEI 5-Year Plan is clearer in terms ofquantitative targets.

The target figures are quite challenging and sometimes notcertain whether they are targets or projection, but the figures and the plan itself areconsistent with PASDEP II / GTP. Approaches to achieve these ambitious targets
need to be further elaborated and visualized including material flow, geographicalstrategies and vertical and horizontal industrial linkages.

4

ETB is the Ethiopian currency (Ethiopian Birr).
2011.

245

USD1 = approximately ETB17.1 as of August

CHAPTER 10

10-2. Results of the BMEI Firm-level Study
10-2-1. Outline of the BMEI Firm-level Study
The BMEI Firm-level Study was requested to JICA in cooperation with MPDC and
ECBP, in the course of a series of the Ethiopia-Japan Industrial Policy Dialogue.
was conducted intensively from April to June 2010.

It

Initial outline consisted ofPhase 1 by MPDC and ECBP to conduct a field survey for collecting data with basic
data processing and Phase 2 by MPDC (a team including external consultants)
supported by experts from ECBP (demand side – user industries) and JICA (supply
side – BMEI industries) for analysis based on the collected data.

The outline was,however, changed by the Ethiopian side after the dispatch of experts.

Finally JICA

was requested to contribute to technical survey on basic metal industries and a partof engineering industries (for the power sector and the construction machinery
sector), while ECBP contributed to technical survey on another part of engineering
industries (for the sugar and cement industries) under overall responsibility of
MPDC (Figure 10-1).
Figure 10-1. Study Flow

Source: Ministry of Trade and Industry.

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

A summary of major findings on both basic metal industries and engineering
industries entrusted to JICA respectively are presented in the following sections.
The basic approach in respective industries was to analyze the current situation,
grasp the supplying capacity and the market demand, identify the supply-demand
gap both quantitatively and qualitatively and finally to present technicalrecommendations to fill the gap.

10-2-2. Major findings on basic metal industries
10-2-2-1. Iron ore exploration and possible utilization
Bikilal Iron Ore Deposit located in Western Ethiopia is a promising site with anestimated 22 million tons of iron ore.

According to the two previous studies by (i)the Ethio-Korean team in 1988; and (ii) Swedish Boliden Contech in 1995, it has
relatively low Fe content (41%) but high TiO2 (15-18%) and V2O5 (0.18%) contents,
which increases the ore value. At the time of the two studies, it was not proved to bestrictly economically feasible.

But its estimated production cost was ETB 2.5/kg(if converted in current price), which compares to the current steel scrap cost of
ETB 3-5/kg.

This implies that it is worthwhile re-investigating its feasibility under

the current and prospective high mineral price situation, with a view to introducing
the DRI process which can fully utilize the potential of Bikilal iron ore (see also
sub-section 10-2-2-6 on the availability of DRI).

10-2-2-2. Material flow: iron and steel in Ethiopia
It is quite significant for the basic metal industries, in particular the steel industry, toanalyze the material flow to find out the linkages among raw materials, primary
products, semi-products and final products.

There are many missing data tocomplete it but a tentative material flow chart was prepared in the Firm-level Study
as in Figure 10-2. It clearly shows that the Ethiopian steel industry heavily depends
on raw material import from multiple countries such as Turkey, India, Ukraine andChina, rather than domestic iron making process.

The products are mainly final

products for basic construction materials such as bars, hollows, tubes, pipes andcorrugate sheets. It is recommended that a data collection system should be
247

CHAPTER 10

established to clarify the material flow further so that appropriate intervention canbe made.
Figure 10-2. Material Flow of Steel Industry in Ethiopia

Source: JICA (2010).

10-2-2-3. Existing capability assessment
Aggregate production capacity of the 14 major basic metal companies surveyed,which cover almost all national production, exceeds 1 million tons per annum (Table
10-3).

It is interesting to note that half of this capacity has been recently installed(Table 10-4).

The two tables also show that the products produced in Ethiopia areconcentrated in rather basic construction materials such as reinforced bars, hollow
sections and corrugate sheets as well as billets which are intermediate products.

Itis also found that iron and steel manufacturing processes that exist in Ethiopia are
still limited (Figure 10-3) and need to be expanded toward upstream processes.

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

Table 10-3. Production Capacity and Actual Production in 2009/10 (Unit: ton)
No,

BilletFinncede Attainable Attained

1

2

2

3

3

4

4

5

5

7

13,0003,900

35,00010,500Reinforce bar
Attainable

Attained

Hollow section

Corrugate sheet

Wire

Attainable Attained; Attainable

Naif

Attained

Attainable

Total

Attainable

Attained

Attained

Attainable

2,300

460

1,000

200

3,300

Attained
660

30,00018,00025,0007,500

81,50039,000

22000

9,000

13,5009,600

22,0009,000

100,000

36,000100,000

36,000156,200

52,900191,200

63,40024,36913,510180,000

48,600

6

9

9,600

2,900

6,823

6,650

?

10

72,00021,600108,000

27,000

s

E-12

9

MA

1,700
600
48,000

70

6,246
4,000

S-l

35,00016,000

11

S-4

12,000

3,000

12

S-5

2,430

1,897

13

S-7

14

ST

120,000

36,000280,000

84,000

Total

249,600

74,900664,523

216,150

6,700

904

138

480
800

87,500

3,440
2,000

12,000

10

7,200

520

37,16097,43037,597

3,204

728

11,526

4
580

4,600

2,070

48,00012,00035,00016,00013,384

3,142

9,630

8,597

800

580

400,000

120,000

6,024 1,113,783

372,559

Source: Questionnaire and hearing by the JICA study team (2010).

Table 10-4. New Facilities Installed in the Last Five Years (Unit: ton)
Company No.
Product
1
Hollow section, corrugate sheet, reinforced bar
2
Reinforced bar
3
Hollow section
4
Reinforced bar
5
Reinforced bar, section
Total

Capacity (ton/year)
43,50060,00020,000280,000
108,000
511,500

Source: Questionnaire and hearing by the JICA study team (2010).

Figure 10-3. Iron and Steel Manufacturing Process

Sources: JFE 21st Century Foundation (2003) and JICA (2010).

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CHAPTER 10

10-2-2-4. Identification of capability required
According to the five-year projection shown in the Metal and Engineering Industries
Sub-sector 5-Year Development Plan 2003-2007 EFY (BMEI 5-Year Plan), steel
consumption grows 28% per annum and in 2014/15 demand will reach 3 million
tons (Table 10-5), which is over the minimum efficient scale to introduce domesticiron making such as the DRI process (see 10-2-2-6 for further details).

This

projection is based on the assumption that per capita steel consumption will increase
from current 12kg to 34kg, which is equivalent to the current African average,5 in
five years.
Table 10-5. Steel Consumption Projection (Unit: ton)(million)
growth (%)

Population

Average crude steel(kg)
consumption
growth (%)
Demand for steel(ton)growth (%)

Present
2010/11 2011/12 2012/13 2013/14 2014/15
2009/10
81.7
83.7
85.7
87.8
89.9
2,4
2.4
2.5
2.4
12.1
14.23
17.78
22.23
27.75
34.72
17.6
24.9
25.0
24.8
25.1
908,385 1,162,733 1,488,298 1,905,021 2,437,427 3,121,187
28.0
28.0
28.0
27.9
28.1

Sources: MPDC/MOTI (2010) and JICA (2010).

According to the projection shown in the BMEI 5-Year Plan, domestic production
must grow at more than 30% per annum, in order to achieve the target set in
PASDEP II / GTP (Table 10-6).
Table 10-6. Projection of Gross Production (Unit: ton)
2009/102010/112011/122012/132013/142014/15%

BilletBar
74,900216,150
140,438
405,281
182,569
526,866
237,339
684,925
356,009 1,027,388
712,018 2,054,776

Hollow
Corrugate
37,16037,597
69,67570,49490,57891,643
117,751
119,135
176,626
178,703353,252
357,406

Wire
728
1,365
1,775
2,307
3,460
6,921

Nail
Total
6,024
372,559
11,295698,548
14,684
908,113
19,089 1,180,546
28,633 1,770,819
57,266 3,541,639

20.1

10.0

0.2

1.6

58.0

10.1

100.0

Source: MPDC/MOTI (2010) and JICA (2010).

5

The current world average of per capita steel consumption is approximately 200kg (World Steel
Association).

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

These projections of steel consumption and gross production imply that a capacity
gap will exist until 2013/14 while gross production will surpass total demand in
2014/15 (Figure 10-4).

However, the data presented here is based on a number ofassumptions and requires further explanation to be considered as reliable
projections.
Figure 10-4. Estimation of Basic Metal Production (Unit: ton)

Source: MPDC/MOTI (2010) and JICA (2010).

10-2-2-5. Technical recommendations
Considering the current situation analyzed in the previous sections and targets set in
the BMEI 5-Year Plan, five steps are proposed to achieve domestic production andimport substitution as described in Figure 10-5.

The first two steps are based on

the existing production capacity, while steps 3-5 require investment to expand
capacity.
(i)

Step 1—Increasing existing capacity utilization to fill the demand by
decreasing power outage—Currently the existing capacity is underutilized
despite high demand, mainly due to frequent power cuts.

Ethiopia’s

power industry is rapidly expanding its capacity along with the GTP and251

CHAPTER 10

reduction of power disruption is promising. It will increase existing capacity
utilization.
(ii) Step 2—Increasing existing capacity utilization to fill the demand by
production management—Compared with Step 1 which relies on external
conditions, Step 2 encourages internal efforts to increase the existing
capacity utilization by production management, in particular quality andproductivity improvement such as kaizen.
(iii) Step 3—Widening domestic downstream production line-up— From thisstep onward, investment is required.

The current structure of Ethiopian

basic metal industries is concentrated in limited conventional downstream
products such as basic construction materials.

It is necessary to broaden

the downstream production line-up gradually.

The standard sequence ofdevelopment of downstream products is as follows: (a) cold rolled coil &sheet; (b) heat treatment, galvanizing & coating; (c) pipe and tube; (d) hot
rolled sheet and coil.
(iv) Step 4—Expanding domestic production processes toward upstream semi
products—The other direction of expanding the currently limited production
is to climb up the ladder from downstream products to upper-stream semi
products as described in Figure 10-6.

It is the critical step in particularfor import substitution of basic metal industries.
(v) Step 5—Establishing iron making process such as DRI—The final step islocalization of iron making, which is at the upper end of the production
process as seen in Figure 10-6. The DRI process is considered to be most
reasonable for Ethiopia (sub-section 10-2-2-6).

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

Figure 10-5. Proposed Scenario for Achieving Domestic Production andImport Substitution

Step 5

Step 4

Step 3

Step 2

Step 1
Source: Homma (2010b).

Figure 10-6. Basic Metal Products: Technological Development Scenario

Source: JICA (2010).

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10-2-2-6. International experience: initial investment anddirect reduced iron (DRI)
As the steel industry heavily depends on large-scale facility which needs large
investment, minimum efficient scale and initial investment cost for major processes
must be considered in selecting appropriate processes.

Sato (2008) summarizes

them from the experiences of many countries (Table 10-7). Regarding the upstream
process which is the most facility-intensive part, it suggests that, while theconventional blast furnace based process requires minimum three million ton perannum which is triple of current Ethiopia’s whole steel production amount, electric
furnace based process needs only 1 million ton as the minimum efficient scale andfurthermore DRI process requires only 0.5-1.0 million ton to become economically
viable to absorb initial investment cost easily.
Table 10-7. Minimum Efficient Scale and Initial Investment Cost for Major
Processes◆ Conventional process● Simple rolling of steel bars and shapes: 100,000 tons/year (t/y) (USD20 million)● Steel rolling companies which uses electric furnace: 300,000 t/y (USD100
million)● Simple rolling and hot strip milling of steel sheets: 2 million t/y (USD400 million)● Blast furnace - integrated steel mill: 3 million t/y (USD4 billion)◆ Alternative process● Hot coil production based on electric furnace and thin slab continuous casting: 1
million t/y (USD300 million)● Direct reduction method: 0.5-1.0 million t/y (USD100 million)
Source: H. Sato (2008).

This points to the possibility of using the Bikilal iron ore in Ethiopia by introducing
the DRI process.

DRI production continues to increase in developing countries as

an alternative to the blast furnace-based integrated iron making (Figure 10-7).
basic flow of the DRI process is as described in Figure 10-8.

The

Gas-based reduction

is currently dominant occupying 74% of total DRI production, while 26% adopts
coal-based reduction.6

As there are several kinds of DRI processes available, it isimportant to choose the most suitable type of DRI for the current situation in
Ethiopia by conducting detailed feasibility study.
6

Source:Midrex technologies, Inc (2010).

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

Figure 10-7. World Direct Reduced Iron Production

Source: Ravenscroft (2010).

Figure 10-8. Direct Reduced Iron versus Blast Furnace

Source: American Iron and Steel Institute.

Southeast Asian countries have diverse experiences reflecting their different
historical situations.

They are useful inputs for drafting Ethiopia’s basic metalindustry development plan.
The first case is Indonesia (Y. Sato, 2008).
255

It is interesting to note that Indonesia isCHAPTER 10

one of the few countries which realized DRI integrated production (natural
gas-based) and was to some extent successful in introducing conventional level steel
production.

Indonesia’s steel industry, however, is a state-owned integrated

production system, which now faces problems of high cost structure and weakcompetitiveness.

Indonesia’s steel industry is expected to grow fast as it has a vast

market potential with the world fourth largest population and strong economic
growth.

Its currently small per capita steel consumption (29kg, compared to 228kg

in Thailand and 65kg in Vietnam) provides large room to grow.
The second case is Vietnam (JICA and Nippon Steel, 1998).

The government ofVietnam requested the government of Japan to provide assistance for master plan
making in order to develop the domestic steel industry.

Key recommendations of

the master plan included: preferential tax system; maintaining competitiveness of
the integrated steel mill; infrastructure development; advanced technologies; quality
improvement; state-owned enterprise reform; and environmental conservation.

10-2-3. Major findings on engineering industries (power sector
and construction machinery industries)
10-2-3-1. Gap analysis and technical recommendations forengineering industries for the power sector(i)

Overview of the power sector—Ethiopia’s current power capacity is 1,600
Megawatt (MW), which consists of hydro (86%), diesel (13%) andgeothermal (1%). This is not enough to meet national power demand andas a result power failure is frequent, which is considered as the most serious
obstacle for industries.

The GTP addresses this issue in depth and theEthiopian Electric Power Corporation (EEPCO) plans to develop the capacityof 11,600MW consisting of hydro (10,710MW), wind (540MW) andgeothermal (350MW) within the 5-year period (according to the Firm-level
Study analysis based on EEPCO’s data).

This if realized will be enoughto cover the future national demand and additionally to export to theneighboring countries.

Ethiopia’s potential power resource is estimatedto be 60,000MW in total, consisting of hydro (45,000MW), wind256Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study(10,000MW) and geothermal (5,000MW).
(ii) Existing technical capability—Ethiopia’s power facility and equipment
heavily depends on import or foreign companies’ engineering services on
a “full turn key basis”.

This has resulted in limited opportunities toenhance technical capabilities of domestic companies and human resources.
On the other hand, in the past, EEPCO with domestic companies had someexperiences in producing (a) medium-level products such as penstock, (b)lower-level consumable products such as accessories for middle voltage
transmission, and (c) prototypes such as high voltage transmission tower.
It also plans to produce new products such as wind power facilities.
(iii) Identification of technical capability required—The BMEI 5-Year Plan
estimates the five-Year demand in the power sector for BMEI products to
be ETB860,112 million equivalent in gross value of which 50% (ETB430,056
million equivalent) should be domestically produced.

This will accountfor 75% of whole demand for BMEI products in all major industries.
According to the Firm-level Study with EEPCO, demand for steel
fabrication in power plants and transmission towers is estimated at 650,000
tons per annum in the next five years.

Extension of transmission lines

over 2,440km is planned and emerging demand for wind power farms is
identified.

EEPCO encourages domestic production of BMEI products

and prepared new strategies on increasing domestic procurement, such as“Detailed Technical Requirement for Transmission Line Materials” and“Detailed Technical Requirement for Power Transformers and Steel
Structures”.

To facilitate import substation, EEPCO also summarizes

concrete demand for BMEI products in long and short lists, such as “Listof machinery/equipment and metal products for a typical hydropower plant(258MW),” “List of parts and materials for Finchaa-Amerti-Neshe multi
purpose project,” “List of BMEI parts and components necessary for rural
electrification and distribution” and “List of machinery/equipment/
metals/instruments for procurement at the EEPCO mechanical workshop
for five years after 2010.”

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CHAPTER 10(iv) Technical recommendation on how to fill the gap—First, strengthening ofdesign capacity is critical in localizing the manufacturing process of BMEI
products for the power sector.

Approaches for this include: capacity

building of design engineers, disseminating CAD/CAE and standardizingof specification of power products.

Wind power facilities have a large

potential to be designed domestically.

Second, developing engineering

products to be newly produced domestically should be prioritized.
Considering potential demand and technological capability of domestic
industries, concrete products that can be developed include penstock, water
gate, valve for dam, transformer, induction motor, direct current synchronizedmotor, high voltage transmission products, various parts for wind power
generation system and others, according to the BMEI Firm-level Study.
Figure 10-9 maps out these products based on technological level and power
sub-sector.

For developing these products, feasibility studies are needed

to utilize existing capacity fully and organize joint product development
where applicable. Third, management capability is another area that requires
policy intervention. Effectiveness of quality and productivity improvement
through kaizen is demonstrated by the experience of the JICA Kaizen
Project implemented in Ethiopia in recent years.

Other approaches are

establishing the quality assurance/quality control (QA/QC) system, inspection
ability and preventive maintenance, utilizing the Metal Industry Development
Institute (MIDI) as an incubator, and developing human resources in basic
elemental technology on metal and engineering.

Fourth, increasing thepower and voices of domestic engineering companies should be further
considered by strengthening the Ethiopian Association of Basic Metals andEngineering Industry (EABMEI) and organizing events such as reverse
exhibitions.

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Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

Figure 10-9. Required Technological Capability and Acquired Technology of
BMEIs for the Power Sector: A Possible Scenario

Source: JICA (2010).

10-2-3-2. Gap analysis and technical recommendations forengineering industries for the construction
machinery industry(i)

Overview of the construction machinery industry—Compared with thepower sector, there are less potential engineering products to be targeted
for future import substitution.

They can be classified into two groups,

Type A and B. Type A machinery is of simple design; for housing/building
construction; portable; and produced by many domestic manufacturers evennow. For example, portable concrete mixer, hollow block making machine(HBM) and jaw crusher belong to the Type A category.

Meanwhile, TypeB products are of heavy duty; for road construction and large concrete
structure; with wheels; and almost all are imported at present.

Typicalmachinery of Type B is concrete mixer lorry, motor grader and road roller.
(ii) Existing technical capability—Regarding Type A, almost all processes are259

CHAPTER 10

available domestically including steel welding, machining, gear making
by casting and gear cutting.

No bottlenecks are observed including parts

supply, skilled labor and number of makers for local demand. On the other
hand, Type B machinery and equipment are produced by only handfulcountries. It is quite difficult to enter this market as it needs comprehensive
technological capability, except for concrete mixer lorry, which could be
locally fabricated.
(iii) Identification of technical capability required—There is continuous demand
for Type A machinery.

With regard to Type B, some demand for concrete

mixer lorry is observed.

The import of this product was 894 tons (112

lorries equivalent if the average lorry size is assumed as 8 tons) in 2008.
Although there is no significant visible demand for high level Type B
machinery, demand for their spare parts is relatively high.

10-2-3-3. International experience in engineering industries
There are a large number of international experiences in Total Quality Management(TQM) and kaizen available for study and adoption by engineering companies, suchas the Indian case mentioned in the BMEI Firm-level Study.

As elemental

technology is important for engineering industries, as mentioned earlier, theFirm-level Study discusses other countries’ experiences in developing casting
technology as an example, featuring JICA projects in Brazil, Indonesia and Ghana.
It also advances some recommendations on approaches to develop casting industry
in Ethiopia for engineering industries in general.

It suggests first that the cost

factor is important and second that several casting products, such as agriculturalequipment (irrigation and pump), cement ball, axle shaft drum, hub, balance weight
for tractor, incinerator and other machined components, should be considered forimport substitution.

10-3. Conclusions
The international comparison of BMEI policy frameworks and the BMEI Firm-level260

Basic Metal and Engineering Industries: Policy Framework and the Firm-level Study

Study revealed that Ethiopia’s basic metal and engineering industries have thepotential to contribute to import substitution.

The following recommendations are

given as the summary and conclusions of this chapter.
First, the proposed development scenario for the basic metal industries has five
steps, among which the first two steps do not require new investment in BMEI while
the remaining three will require investment to achieve targeted domestic production
and import substitution: (i) increasing existing capacity utilization to fill the demandby decreasing power outage; (ii) increasing existing capacity utilization to fill thedemand by production management methods such as kaizen; (iii) increasing thevariety of downstream products ; (iv) expanding into upstream processes that should
strengthen the steel industry; (v) iron making using the DRI method with Bikilal ore
as input should be considered.
Second, regarding the engineering industries, a large part of the demand for BMEI
products by the power sector, which is the largest consumer (75%) of engineering
products in the next five years, is currently fulfilled by imports but there are various
products which can be domestically produced in the future. Enhancement ofdesigning capacity is required to exit from “full turn key” dependency which deters
industrial development.
Third, technical capability and human resource development, particularly in basic
elemental technology and managerial methodology including quality andproductivity improvement using kaizen, are fundamental to the creation of soundindustrial base and thus should be further stressed.
Fourth, it is revealed in the course of the Firm-level Study that many projections are
based on weak assumptions rather than detailed analyses and facts.

Lack ofreliable data and a data collection system are also observed. Addressing these issues
will take time and require certain amount of financial and human resources but the
problem should at least be recognized and shared among stakeholders.
Establishing a monitoring and evaluation system is also necessary to improveplanning and implementation based on feedback.

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Fifth, experiences in Asian and other countries can provide useful and practicallessons.

While international comparison of policy framework is the very objectiveof the Industrial Policy Dialogue, comparison of approaches at the operational levelshould also add value.

Ethiopia’s strong and sustained interest in learning Asianexperiences is a positive factor that contributes to such policy learning.

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