October 2010<str<strong>on</strong>g>The</str<strong>on</strong>g> <str<strong>on</strong>g>Logistics</str<strong>on</strong>g> <str<strong>on</strong>g>Sector</str<strong>on</strong>g><strong>on</strong> <strong>the</strong> Sou<strong>the</strong>rn <strong>Shores</strong> <strong>of</strong> <strong>the</strong> <strong>Western</strong> Mediterranean<str<strong>on</strong>g>The</str<strong>on</strong>g>re is a noticeable, widespread effort to liberalize and improve <strong>the</strong> regulatory c<strong>on</strong>text <strong>of</strong><strong>the</strong> transport sector, and to define <strong>the</strong> pr<strong>of</strong>essi<strong>on</strong>s in logistics. However, procedures remaincomplex, particularly in Algeria. In additi<strong>on</strong>, a number <strong>of</strong> Ministers have input in <strong>the</strong> sector.Operators would like to see better coordinati<strong>on</strong>, with <strong>the</strong> Ministry <strong>of</strong> Transport taking c<strong>on</strong>trol.Str<strong>on</strong>ger c<strong>on</strong>trol <strong>of</strong> <strong>the</strong> enforcement <strong>of</strong> standards is ano<strong>the</strong>r requirement comm<strong>on</strong> to all <strong>the</strong>Maghreb countries.In terms <strong>of</strong> <strong>the</strong> players involved in <strong>the</strong> logistics sector, particularly public and privateoperators, <strong>the</strong> most typical characteristics <strong>of</strong> <strong>the</strong> current situati<strong>on</strong> are <strong>the</strong> following:<str<strong>on</strong>g>The</str<strong>on</strong>g> road transport sector is highly fragmented in all <strong>the</strong> countries and, more importantly,<strong>the</strong>re is no critical mass <strong>of</strong> structured companies. In Morocco and Algeria, <strong>the</strong>re are twopublic operators, although <strong>the</strong>y no l<strong>on</strong>ger have much market power. <str<strong>on</strong>g>The</str<strong>on</strong>g> process <strong>of</strong>liberalizati<strong>on</strong> has not been accompanied by stricter c<strong>on</strong>trols <strong>on</strong> pr<strong>of</strong>essi<strong>on</strong>alism or bystrategies encouraging <strong>the</strong> creati<strong>on</strong> <strong>of</strong> structured companies.In <strong>the</strong> case <strong>of</strong> <strong>the</strong> central Maghreb, rail transport is <strong>the</strong> m<strong>on</strong>opoly <strong>of</strong> nati<strong>on</strong>al companies and<strong>the</strong>re are no private intermodal operators. In Libya, <strong>the</strong>re are no rail services yet and inMauritania, <strong>the</strong> railway is used as an exclusive means <strong>of</strong> transport for <strong>the</strong> State miningindustry.Maritime transport is largely dominated by internati<strong>on</strong>al shipping companies presentthroughout <strong>the</strong> Mediterranean basin. In Tunisia and Algeria, <strong>the</strong> nati<strong>on</strong>al shipping lines(Compagnie Tunisienne de Navigati<strong>on</strong>, CTN and Compagnie Nati<strong>on</strong>ale Algérienne deNavigati<strong>on</strong>, CNAN) still retain a significant share <strong>of</strong> <strong>the</strong> market. This is also <strong>the</strong> case in Libya,where <strong>the</strong> nati<strong>on</strong>al shipping line transports 80% <strong>of</strong> <strong>the</strong> country's oil.<str<strong>on</strong>g>The</str<strong>on</strong>g> port sector is gaining importance in <strong>the</strong> area <strong>of</strong> handling, thanks to <strong>the</strong> presence <strong>of</strong>several major internati<strong>on</strong>al players working al<strong>on</strong>gside nati<strong>on</strong>al companies and/or <strong>the</strong> portauthorities, which still carry out this type <strong>of</strong> activity.<str<strong>on</strong>g>The</str<strong>on</strong>g>re are still <strong>on</strong>ly a few nati<strong>on</strong>al logistics operators, as we understand <strong>the</strong>m in Europe. Fewforeign companies are present.Lastly, in terms <strong>of</strong> <strong>the</strong> situati<strong>on</strong> regarding services, <strong>the</strong> most obvious comm<strong>on</strong> characteristicsare <strong>the</strong> following:<str<strong>on</strong>g>The</str<strong>on</strong>g> market share for road transport operated by self-employed individuals with <strong>the</strong>ir ownvehicle is still very high (greater than 40%) in all <strong>the</strong> central Maghreb countries. In Moroccoand Algeria, un<strong>of</strong>ficial transport, which does not meet regulati<strong>on</strong>s, is very widespread.Specializati<strong>on</strong>s such as refrigerated transport, <strong>the</strong> transport <strong>of</strong> hazardous goods and freightc<strong>on</strong>solidati<strong>on</strong> have been developed very little and answer <strong>on</strong>ly to very loose qualityrequirements. European operators c<strong>on</strong>trol internati<strong>on</strong>al freight. In <strong>the</strong> case <strong>of</strong> Libya andMauritania, road transport operated by self-employed individuals with <strong>the</strong>ir own vehicle isless extensive and barely reaches 20%, although in Mauritania <strong>the</strong>re is a crisis in <strong>the</strong> publictransport market following liberalizati<strong>on</strong>.Rail traffic is mainly oriented toward <strong>the</strong> bulk-freight market. Although nati<strong>on</strong>al rail companiesstrive to win market share in <strong>the</strong> area <strong>of</strong> c<strong>on</strong>tainer and o<strong>the</strong>r freight transport and to comeacross as a real alternative, <strong>the</strong>se sectors are dominated by road transport.In <strong>the</strong> maritime sector, bulk-freight shipping predominates and c<strong>on</strong>tainers are not used widelyenough. In <strong>the</strong> three central Maghreb countries, Ro-Ro traffic is significant and benefits from<strong>the</strong> involvement <strong>of</strong> <strong>the</strong> nati<strong>on</strong>al shipping companies. In <strong>the</strong> port sector, with <strong>the</strong> excepti<strong>on</strong> <strong>of</strong>Tanger-Med and Misurata (two deep-water ports), <strong>the</strong> ports <strong>of</strong> <strong>the</strong> regi<strong>on</strong> are generally linked6 CETMO
<str<strong>on</strong>g>The</str<strong>on</strong>g> <str<strong>on</strong>g>Logistics</str<strong>on</strong>g> <str<strong>on</strong>g>Sector</str<strong>on</strong>g><strong>on</strong> <strong>the</strong> Sou<strong>the</strong>rn <strong>Shores</strong> <strong>of</strong> <strong>the</strong> <strong>Western</strong> Mediterranean October 2010to European ports by feeder lines. <str<strong>on</strong>g>The</str<strong>on</strong>g>y need investment to improve operati<strong>on</strong>s and, moreparticularly, to create ocean transit ports like Djen-Djen in Algeria and Enfidha in Tunisia.Industrial and commercial companies carry out <strong>the</strong>ir logistics operati<strong>on</strong>s in-house.Companies with enough capacity to act as 3PL providers are rare and few Europeancompanies are established in <strong>the</strong> Maghreb. <str<strong>on</strong>g>Logistics</str<strong>on</strong>g> hubs are too scarce and <strong>the</strong> logisticsoperatorsector needs regulating.2. Challenges and Competitiveness <strong>of</strong> <str<strong>on</strong>g>Logistics</str<strong>on</strong>g>-<str<strong>on</strong>g>Sector</str<strong>on</strong>g> OperatorsTo improve <strong>the</strong> logistics services sector, <strong>the</strong> countries in <strong>the</strong> regi<strong>on</strong> need to meet a number<strong>of</strong> challenges, which implies overcoming <strong>the</strong> structural market weaknesses discussed inparagraph 1 <strong>of</strong> this report.<str<strong>on</strong>g>The</str<strong>on</strong>g> fact is that all <strong>of</strong> <strong>the</strong>se countries show very high logistics costs (around 20% <strong>of</strong> GDP),al<strong>on</strong>g with str<strong>on</strong>g pricing competiti<strong>on</strong> in certain markets. This c<strong>on</strong>tradicti<strong>on</strong> is due tocompanies carrying out most transport and logistics operati<strong>on</strong>s in-house without subc<strong>on</strong>tractingto outside operators, as well as sub-standard, highly inefficient services andadministrative procedures which exacerbate such problems, though <strong>the</strong>y do not cause <strong>the</strong>m.<str<strong>on</strong>g>The</str<strong>on</strong>g> competitiveness <strong>of</strong> <strong>the</strong> logistics sector was analysed using Michael Porter's frameworkknown as <strong>the</strong> five forces model in order to try to evaluate where pressure is being exerted,with a number <strong>of</strong> comm<strong>on</strong> characteristics being noted:• Clients are not generally very demanding as regards <strong>the</strong> improvement <strong>of</strong> services, <strong>on</strong> <strong>the</strong><strong>on</strong>e hand because public-sector demand still plays a major role and, <strong>on</strong> <strong>the</strong> o<strong>the</strong>r hand,because <strong>the</strong>re are ec<strong>on</strong>omic sectors which have been developed little, or levels <strong>of</strong> lowincomeend-c<strong>on</strong>sumers. In countries with little export diversity like Algeria, Libya andMauritania, foreign trade does not exert much pressure <strong>on</strong> improving services ei<strong>the</strong>r.• Suppliers' c<strong>on</strong>tributi<strong>on</strong> to competitiveness is more positive, in particular in <strong>the</strong> domain <strong>of</strong>infrastructure, but suffers from two major shortfalls: <strong>the</strong> lack <strong>of</strong> logistics activities z<strong>on</strong>esand very inadequate specific vocati<strong>on</strong>al training, in <strong>the</strong> opini<strong>on</strong> <strong>of</strong> nearly all <strong>the</strong> peopleinterviewed.• <str<strong>on</strong>g>The</str<strong>on</strong>g> barriers stopping new operators entering <strong>the</strong> markets are less and less numerous, inparticular in Morocco and Tunisia, both <strong>of</strong> which have implemented changes in <strong>the</strong>irlegislati<strong>on</strong> to bring <strong>the</strong>m c<strong>on</strong>siderably closer to <strong>the</strong> European model. Processes <strong>of</strong>liberalizati<strong>on</strong> have not, however, been accompanied by government strategies aimed a<strong>the</strong>lping private companies, while <strong>the</strong> number <strong>of</strong> small operators, which can <strong>of</strong>ten <strong>on</strong>lysurvive by infringing regulati<strong>on</strong>s or setting rates below actual costs, has increased, with<strong>the</strong> pernicious effects this implies for structured companies.• As for pressure coming from o<strong>the</strong>r competing regi<strong>on</strong>s to force <strong>the</strong> competitiveness <strong>of</strong> <strong>the</strong>transport and logistics sector, <strong>the</strong> prime candidates are countries in Eastern Europe and<strong>the</strong> Eastern Mediterranean, notably Turkey and Egypt (al<strong>on</strong>g with Libya). Such pressureis relative, however, given <strong>the</strong> difficulty <strong>of</strong> c<strong>on</strong>trolling domestic traffic, in particular inAlgeria and Libya.• Lastly, <strong>the</strong> weight <strong>of</strong> internal rivalry is not enough to increase competitiveness within <strong>the</strong>sector. On <strong>the</strong> <strong>on</strong>e hand, independently <strong>of</strong> <strong>the</strong>ir level <strong>of</strong> efficiency, public operators gainaccess to public-sector c<strong>on</strong>tracts more easily. On <strong>the</strong> o<strong>the</strong>r hand, <strong>the</strong> lack <strong>of</strong> c<strong>on</strong>trolsallows a good number <strong>of</strong> small companies to maintain <strong>the</strong>ir margins without having toincrease <strong>the</strong>ir productivity or modernize.CETMO 7
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