PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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Table 8.8 Jamaica: Most Problematic Factors for Doing Business Factors Percent of Responses Crime and theft 22.9 Inefficient government bureaucracy 13.1 Corruption 12.7 Access to financing 8.7 Inadequately educated workforce 8.7 Inflation 8.2 Poor work ethic in national labour force 7.8 Tax rates 6.6 Policy instability 2.8 Tax regulations 2.8 Inadequate supply of infrastructure 2.1 Restrictive labour regulations 1.4 Foreign currency regulations 1.4 Poor public health 0.6 Government instability/coups 0.1 Source: The Global Competitiveness Report 2010-2011, World Economic Forum. 131
Chapter 9 ___________________ Internal Logistics and Jamaica’s Competitiveness 42 Ancile Brewster Inter-American Development Bank, Country Office, Jamaica 1.0 Summary It is the contention of this paper that, of the factors that militate against the sustainable and robust development of the Jamaican economy, the poor state of internal logistics is one of the most debilitating. This assertion is based on the following factors: high transport costs per km, the low riding comfort index, and low average riding speeds, the poor road layout and inadequate levels of maintenance, warehousing, and forwarding infrastructure. This is in spite of the fact that Jamaica has one of the highest ratios of road networks to land area in the world. The paper looks specifically at how improving the freight logistics performance in Jamaica could improve the competitiveness of communities, companies and, by extension, the economy as a whole. 2.0 Diagnosing Logistics Performance in the LAC Region Internal logistics refers to that component of supply chain management which centers on the flow of goods (the movement, storage, gathering, and delivery of people, goods, and services) throughout the value chain – and not international logistics for which Jamaica has developed quite a high profile and has attracted much attention. It involves organization of inventory, production, and distribution strategies. It relates to balancing or optimizing transport volumes at lower unit costs with storage and inventory constraints which could include space and time factors, such as deterioration, cost of storage, energy, etc. (Barbero, 2010). Globalization and trade liberalization has ultimately led to the increasing importance of managing logistics costs in order to gain global competitiveness. Logistics costs affect the entire value chain since they impact the production function. Developing Jamaica’s capacity to be a regional transportation and logistical hub is a priority initiative of Vision 2030 Jamaica and the Medium Term Socio-Economic Policy Framework (MTSEPF). Increased efficiency in freight logistics and the advancement of trade facilitation 42 This paper is an edited version of the oral presentation given at the 15th Annual General Meeting of the Jamaica Social Investment Fund on October 06, 2011. 132
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i A GROWTH-INDUCEMENT STRATEGY FOR
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To the many ordinary Jamaicans who
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Preface The Jamaican economy has ex
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for making a determined start on th
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the private sector groups, listed b
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Citibank N.A. Jamaica Branch Grace
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need for “additional fiscal space
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Chapter 2 ________________ Summary
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1.0 The Economic Situation Today 1.
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expected to provide an essential an
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Table 2.1. The Policy Framework: A
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programme of social inclusion that
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Strategic Focus Table 2.2. Growth S
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6.0 Short-Term Growth Stimulus 6.1
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decline of 2.0 - 2.2 percentage poi
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Table 2A.2. NWA Projects To be Fast
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Table 2A.5. Community Renewal Proje
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Table 2B.3. Impact of Repairing Far
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Appendix 2C Methodology of the Grow
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Part I _________ Overview 28
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2.0 Vision 2030 Jamaica Before delv
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3.0 May 2010 Security Event and Aft
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the longer than anticipated global
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April July October January April Ju
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Three industries recorded increases
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9.0 Proposals for Growth-Stimulus I
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targeted economic and social infras
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partnering with government to disco
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3.0 Growth Inducement Strategy The
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Growth-Inducement Strategy Alignmen
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50 Part II _________ Situational An
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inadequate provision of public infr
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2.0 Macroeconomic Assessment 2.1 In
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Increased global oil consumption wa
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$4,742.0 million and $688.4 million
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Non -Traditional Domestic Exports E
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negative impact of the Jamaica Debt
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ethanol and paint, whereas lower de
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Analysis of preliminary GCT data re
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The number of ship calls to the isl
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industry was, however, estimated to
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4.0 Projected Performance 4.1 Calen
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increased marketing and extension s
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Electricity & Water For FY 2010/11,
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J$ Million Figure 5.1. Private Sect
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Page 95 and 96: creates allocative inefficiencies,
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Page 109 and 110: functional relationship between the
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Page 121 and 122: Appendix 7A A Methodological Note T
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Page 127 and 128: to ask, is it possible to predict g
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Page 131 and 132: For further elaboration of the cons
Page 133 and 134: progressive Jamaica-based firms and
Page 135 and 136: Table 8.2. Jamaica: Doing Business,
Page 137 and 138: Table 8.4. Global Competitiveness I
Page 139 and 140: Table 8.5 (continued) Rank Indicato
Page 141: Rank* Constraint Table 8.7 Business
Page 145 and 146: 3.0 The Burdens of LAC’s Logistic
Page 147 and 148: conditions. These combined with a p
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Page 153 and 154: 7.0 Fundamental Steps Forward for J
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Page 165 and 166: 5.0 Expected Outcomes These measure
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Page 175 and 176: Develop formal and informal links t
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Page 179 and 180: 5.0 Recommendations Based on the ma
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Figure G.1 Community Renewal Progra
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Table G.1 Priority Initiatives Obje
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Table G.2 Phased Implementation Pla
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H ____________________ Proposed Wes
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3.0 Transparency Guarantees By desi
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and Coordinating Unit (PCMU) was es
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therefore need to have sanctioned o
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Figure I.1. Functions of National P
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The rationalisation was guided by t
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deliver services in an efficient an
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efurbishing to allow for accommodat
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Part V _______________ Panelists’
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With the benefit of hindsight, some
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ight. Where we as a society fail is
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and exclusion of the majority of th
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the elders, youth, children. What f
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C __________________ Enhancing Nati
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Figure C.1. National resilience is
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PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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