Automotive Industry Development Alliance
Automotive Industry Association of Uganda
(AIDA)
Strategic Plan
Introduction
Automotive Industry development Alliance (AIDA) is
an alliance of automotive industry stakeholders, automotive associations,
automotive aftermarket and member and affiliates manufacture, distributors of
motor vehicle parts, accessories, service, tool, equipment, materials and
supplies. AIDA was formed in 2009 from the consolidation of Automotive Parts
dealers, Automotive Accessories and the Automotive Service Industry players.
The AIDA is an interest industrial grouping of the trading, commercial and
other companies which make up the Ugandan automotive industry and allied
industries. AIDA
intends to work in partnership with various automotive industry players,
companies, car manufacturers, agents, suppliers, businesses, districts,
government, local government, authorities, tertiary and education institutions,
associations, national and international organizations, to provide a forum of
sharing ideas, discuss issues and devise solutions to the automotive industry.
AIDA is established to help integrate,
network and develop the Ugandan Automotive Industry to standard levels by
addressing issues and challenges facing the Automotive Industry in Uganda.
Why
it exists
Despite
a fragmented sector, the industry needs integration accompanied with research,
design and development base. Given this situation it is clear that the industry
needs an organization to represent the interests of the industry stakeholders
and member companies, to act as the voice both at home and abroad of this
important branch of the national economy, and to maintain the high standards of
the industry as a whole. It was for these reasons that the AIDA is formed.
Aims
The
main aims of AIDA are summarized as follows:
- to present
the automotive industry as an integrated sector
- to develop
the Ugandan automotive industry as a specific branch of the national
economy
- to promote
the interests of the automotive industry in Uganda and abroad in all
appropriate places and at all levels
- to develop
collaboration amongst its members and observers in technical, production
and commercial fields
- to
establish mutually important contacts and cooperation with partners which
are not members of AIDA
- to promote
cooperation between the Uganda automotive industry and foreign partners
Purpose
To advance,
serve and protect the collective interests of its members in the motor vehicle
aftermarket.
Mission
Statement
To
promote the advancement of the automotive industry through education,
representation and member services in order to maintain a high standard of
professionalism while protecting the safety and satisfaction of the motoring
public.
Vision:
AIDA’s
vision is based on the following objectives;
Objectives of AIDA
- to present
the automotive industry as an integrated sector
- to develop
the Ugandan automotive industry as a specific branch of the national
economy
- to promote
the interests of the automotive industry in Uganda and abroad in all
appropriate places and at all levels
- to develop
collaboration amongst its members and observers in technical, production
and commercial fields
- to
establish mutually important contacts and cooperation with partners which
are not members of AIDA
- to promote
cooperation between the Uganda automotive industry and foreign partners
- Encourage,
promote and protect the interest of the Automotive Industry players in
Uganda.
- Network
and bring together all players and sub-sectors of the automotive industry.
- Consider
and support any proposed legislation or other measures affecting the industry
and to cooperate with and make representations to any Government
Department and any Municipal or other Local Authority for the purpose of
furthering or safeguarding the interests of the Automotive Industry and of
benefiting road users in Uganda.
- Disseminate
information on matters affecting the Automotive Industry in general and to
that effect, collect, compile, collate and thereafter disseminate such
information in the form of reports and/or statistics to its Members.
- Act
and be a medium of communication for its Members for the furtherance and
promotion of their mutual interests.
- Assist
and advise members who may be engaged in promoting any principle
considered by the Alliance to be for the benefit of the Automotive
Industry or in resisting any action or proposal considered by the Alliance
to be against the best interests of the Automotive Industry.
- Promote
and encourage the formulation of trade tests and standards in skilled and
semi-skilled occupations in the Automotive Industry and assist in the
provisions of training to enable workers to achieve such standards.
- Promote,
encourage, and provide means for mutual consultation and cooperation
between Members in dealing with industrial problems.
- Assist
and advise Members in regard to any matter connected with industrial
relations and generally promote, foster and protect the interests of
Members.
Overview of the
Automotive Industry and Motor Vehicle Aftermarket
The
motor vehicle aftermarket is a significant sector of the Ugandan economy
employing millions of people. This industry encompasses all products and
services purchased for light and heavy duty vehicles after the original sale
including replacement parts, accessories, lubricants, appearance products,
tires, collision repairs, service repairs as well as the tools and equipment
necessary to make the repair. Overall aftermarket sales represent a reasonable
percentage of the national economy. The automotive industry is a highly diversified sector that comprises
of motor country agents, suppliers, dealers, retailers, aftermarket parts
dealers, automotive engineers, motor mechanics, auto electricians, spray
painters or body repairers, fuel retailers, environmental and transport safety
groups, and trade unions. The top
Auto-making Nations for Uganda are; Japan, Germany, India, China and
Britain are the top five automobile supplier nations in Uganda.
Automotive Industry Issues in Uganda
-
Counterfeit
spare parts
-
Substandard
vehicle consumables
-
Unstable
and Rising fuel prices
-
Inadequate
road networks and poor roads
-
Traffic
jam
-
Road
safety
-
Auto
regulations
-
Import
and export issues
-
Insurance
-
Used
cars
-
Vehicle
and car transactions , transfers
-
etc.
Government
Representing
Your Business Interests
AIDA's
government affairs Dept will represent the automotive aftermarket and its
interests before the government legislators and regulators to ensure that your
concerns are recognized and understood by the country's decision-makers. AIDA
will actively communicate with legislators and lobbies for government policies
that are favorable to your business.
Cutting
Through the Regulatory Issue
Industry
players need to know how government laws
affect their businesses, and, more importantly, how to comply with them. AIDA will
help you navigate the complicated world of government laws and regulations.
Members will receive publications.
Education &
Training
AIDA
knows that with rapidly changing global and economic factors, social values and
demographics, science and technology, legislative and regulatory environment,
and industry competition and structure, its industry players have a great need
for up-to-date information and education and training programs and tools. AIDA
will rise to this challenge and provide the industry with resources and opportunities
to enhance continuous learning.
AIDA
Awards Program
AIDA
will organize Awards, honoring automotive industry players, associations and
aftermarket companies that continually invest in employee education and
training. The award will be administered by AIDA Education Committee on behalf
of the alliance, and will highlight and recognize companies that continually
invest in employee education and training and to promote the value and benefit
that this investment provides to the employees and their companies, and also
the entire aftermarket industry.
Programs
and Resources
Resources
will include networking and conference events, market research reports and
analyses, publications, websites, scholarships and partnerships with training
institutions both local and international, all with the goal of providing
continuous professional development opportunities. Taking advantage of these
resources promotes business excellence by increasing productivity, facilitating
better decision-making, heightening company loyalty, and enabling employees to
enrich their lives and contribute toward business success. AIDA understands the
value of education, training and professional development.
Market Intelligence
AIDA will strive to improve Strategic
Intelligence and Market Insights. AIDA's market intelligence
department will assess trends that are reshaping the industry, addressing the
varied information needs of the industry. The in-depth and timely reports will
help automotive industry players from all segments of the aftermarket
strategically position their companies for the future.
Industry Indicators Report
The
Industry Indicators Report will
be a statistical compilation of key variables that are released by a variety of
business and economic sources. AIDA’s market intelligence department will
try to record this data, compare the new data to the previous, as well as to a given
set of statistical parameters, and then identifies the impact to the business
as favorable, or unfavorable. This report will be designed to provide
insight into some of the key indicators affecting the automotive, aftermarket
industry and your business.
Press Releases
When
studies are taken, AIDA's Communications Department will issue press releases
with sample statistics and analysis from the study.
Assisting
Members with Research Needs
|
AIDA's
market intelligence department will assist industry stakeholders and
member companies with information about industry trends and provide timely
responses to specific questions about the motor vehicle aftermarket.
Opening
International Markets
The
automotive aftermarket is a rapidly growing segment of the global economy.
AIDA's international program will assist members seeking opportunities in the
international market. AIDA will support international regulations and
concerns that assist the industry's efforts to develop. The alliance will
also work to break down economic trade barriers in countries where industry
stakeholders are conducting business.
|
Automotive
Industry Development Conference Expo
The
growth of Uganda’s automotive industry especially its aftermarket has not been
recently put into serious consideration and the industry resource have not
matched with the huge increase in vehicles. And, while Japanese, Indian,
Chinese, European and other foreign companies have for years increased their
aftermarket presence in Uganda, the auto industry still offers opportunities
for both local and foreign firms to exhibit and sponsor expos and forums to
help build and shape the industry.
The annual Automotive Industry Development Conference and Expo will offer
opportunities for aftermarket companies interested in planning their market
entry or business expansion in Uganda’s growing aftermarket. The Expo will
provide numerous educational, networking events and other opportunities for
Ugandan suppliers, retailers, distributors and service providers, to network
and establish new business relationships, and to promote their brands, products
and services to potential Ugandan aftermarket business partners and customers.
Trade shows and expos also will offer global exposure for Ugandan aftermarket
products, and AIDA will promote key industry shows.
Researching International Markets
Through
research reports prepared by AIDA's market research team, members will be
informed about the latest aftermarket information around the globe.
Core
Organizational Values
LEADERSHIP
As the
collective voice for the motor vehicle aftermarket Industry, AIDA will strive
for visionary leadership and a unified industry. AIDA Will advocates for the
greater good of its members while conducting business with the highest degree
of integrity, focus on serving members, and commitment to excellence.
CONNECT ION
As the
representative auto industry trade association, AIDA will strive to deliver
long-term business success by connecting members throughout the entire supply
chain. AIDA will provide a forum to foster and promote communication and
interaction among members of all sizes and business functions. The alliance
will connect member needs to a valuable portfolio of solutions, services,
programs and resources.
Empowerment
As the leading
knowledge provider and advocate, AIDA will empower the industry stake holders
and members to compete and prosper, just as it will empower consumers to make
informed decisions about choosing the independent aftermarket for vehicle
parts, service and repair.
Activities:
- Periodical
Meetings.
- Studies,
Analysis and Compilation of Automotive Industry
- Annual
Dialogue with Government Agencies.
- Conferences,
Workshops and Seminars
- Semi-Annual
Press Conferences.
- Raise
issues and resolve problems with relevant Governmental Agencies on matters
relating to the Automotive Industry which affect the interest and business
of Members.
- Sponsor
Technical Seminars.
- PR
with Government Agencies.
- Annual
Auto Galleries and Motor Shows.
- Periodical
Newsletter
- etc
Automotive Industry Key Sub-sectors are;
§
Automotive Component Remanufacturers:
These are component remanufacturers involved in both the
remanufacture of safety components, spares, radiators, etc. They will be
encouraged to unite to ensure that members meet the standards and codes of the
motor industry.
§
Engine Remanufacturers:
These are skilled stuff in the automotive engineering operations
required to repair and overhaul all components of the modern petrol and diesel
engines on our roads second–hand engines are available on the market, however,
it will be recommended that engines are purchased from reputable group members
as engines purchased from other sources will lead to premature engine failure. Some
engines may also not always be compatible to local conditions. This group’s
members will be encouraged to supply the finest components.
§
Motor Industry Workshops/ Garage services:
The motoring public has become increasingly educated and
discerning when it comes to servicing and repairing their vehicle. The demand
for quality services and parts has became a pre-requisite by the consumer at
any vehicle repair stations. These will need a national collective body to
represent and promote them.
§
Motorcycle Dealers:
Motorcycles dealers need a collective voice to protect and further
the interest of the motorcycle sales, and services industry. There is also a
need for a single collective voice for motorcycle drivers (Boda bodas) as they
are multiple existing associations which seem not to serve their members
adequately.
§
Motor parts & Equipment:
These will include the motor vehicle aftermarket, motor parts and
equipment wholesalers, retailers and independent parts traders in the
replacement motor parts industry. Their collective body or division department,
will help, promote them and protect the consumers.
§
Automobile dealers:
These are businessmen who own and operate new vehicle franchise
motor dealerships and used car outlets/bonds. Their national body to represent
them and enhance the image of the motor business, facilitate interface between
dealers and the motor manufacturers who supply them, build relationships
between dealers and their customers, and collect relevant issues facing its
members.
§
Towing Vehicles:
These are people involved in breakdown services in the auto
industry and they need a collective body to set standards and promote their sub
sector.
§
Vehicle Testing sub-sector:
These are vehicle testing stations involved in the testing and
issuing of road worthy approvals. Their collective group/body will ensure that
all members meet the required standards and criteria.
§
Diesel fuel injection sub-sector:
This is a specialized diesel fuel injection sector of the motor
industry, more specifically the repair and reconditioning of diesel fuel pumps
for both passenger and commercial vehicles. A number of them are also involved
in supply, installation and maintenance of turbo-chargers.
§
Motor & Body repairers:
This is an important constituent of the motor industry which deals
with accidents / collision repair industry. They represent the repair markets
and need to have standards collectively.
§
Petroleum Retailers:
This is also an important sub-sector in the automotive industry in
Uganda. It consists of members involved in the petroleum retail industry and
petrol stations. They also need to create sustainable environments and make
fuel retailing a sound business of choice.
§
Vehicle and Body builders:
These are professional vehicle body builders who manufacture,
i. Commercial
vehicle body applications tanker, coal, refrigerated, trucks and trailers.
ii. Bus bodies
– commuter and tourist type.
iii.
Specialized vehicle body applications – ambulances, armored vehicles, pick–ups
and off-road vehicle it would be a good business practice to have a collective
voice for this sub-sector.
§
Tyre Dealers and fitment centres:
These are important and distributors of major tyre brands in
Uganda. They also represent tyre dealers.
-
Motor Associations
-
Transporters Associations
-
Taxi Operators Associations
-
Car Agents
-
Motor sport Associations
Core Values
AIDA
will conduct its business in a manner that reflects the following core values:
·
Integrity
·
Ethics
·
Professionalism
·
Adaptability
The Strategic Planning
Process
AIDA
Strategic Planning process consists of a review and assessment of the current
status of the automotive industry. However, the process allows the plan to be
sufficiently flexible to respond to challenges facing the industry while
looking ahead over a three to five year planning period.
The
Committee has developed a planning process that takes full advantage of input
from a number of sources including AIDA members, AIDA divisions, AIDA leadership
and staff, industry leaders, outside experts and innovators in the automotive
industry. The objective is to gather information and intelligence from those
inside and outside the organization that influence the industry.
Industry Environmental
Scan
The
strategic planning process begins with a comprehensive and broad-based environmental
scan, the purpose of which is to provide the Strategic Planning Committee with
an update on current trends and issues. The Committee invites AIDA divisions
and members to address the Committee and engage in a discussion about a range of
relevant issues.
The
Strategic Planning Committee plans a program to assist the Committee with
evaluating and understanding the unique challenges facing AIDA in the marketplace and offer insight as
to how other organizations have successfully adapted their business models to
respond to similar threats and opportunities.
Industry Needs Assessment
Results
from the Industry Needs Assessment will be incorporated into the
information-gathering phase of the on-going strategic planning process. This
survey will collect information about the views of the automotive industry
stakeholders and players on the value of the organization, anticipated
challenges the industry is facing, ways AIDA can assist members in meeting
these challenges and views of AIDA members on ways that the AIDA can further
improve its relationship with members.
Research
Results
from AIDA surveys and research reports will be provided to the Committee. These
reports and analyses describe changes in the business practices stakeholders
and changes in the characteristics and expectations of the industry and its consumers.
Committee members will be kept apprised of relevant news and analysis through meetings
and periodic distribution of news articles through AIDA website and publications.
AIDA Committee Input
The
Strategic Planning Committee will invite AIDA divisions to raise issues and offer
feedback on the current strategic plan. Comments and suggestions from AIDA
Committee leadership will highlight those areas where further deliberation will
be beneficial. Based on this input, additional discussions with AIDA divisions will
be initiated.
Committee
Deliberations
Information
gathered from industry leaders, the member needs assessment, research, along
with input from the AIDA divisions, informs the Strategic Planning Committee to
assist with its review and deliberations about changes and revisions to the
strategic plan. Within the process of reviewing the current plan, revising
strategic objectives and formulating new objectives, both large group discussions
and focused small group sessions will be used to facilitate the process of developing
a draft strategic plan.
Plan Approval
Upon
completion, the strategic plan will be approved by the Strategic Planning Committee
and forwarded to the Executive Board for their approval.
Disseminating
the Plan
Following
the approval of the Plan by the Executive Board, the new Strategic Plan will be
made available online at a proposed website and in various hardcopy formats.
The strategic plan will be sent to all AIDA divisions, industry stakeholders,
sponsors and members.
Implementation
of the Strategic Plan
To
ensure successful implementation of the strategic plan a detailed work plan will
be developed for each strategic plan objective identified above. Each work plan
will include action steps to be taken as well as quantifiable measurement criteria.
SWOT Analysis
AIDA
Strategic Planning Committee will conduct a SWOT Analysis, which assisted in
the development of this Strategic Plan and the eight Strategic Objectives contained
herein.
Philosophy
AIDA
exists to serve it’s members. We intend to work together on issues of common interests
without restricting our members’ ability to compete with each other and to
communicate with each other and to each of our stakeholders.
Environmental scan:
What
significant changes have actually happened around us that affect our business?
Revisit
our business model.
Hard Side
·
Dollar
/ Economics
·
Political
·
Automotive
Industry
·
Restructuring,
Oil Prices, Technology, New Media, Consumer demand,
·
Demographics,
Distribution systems, Right to Repair, Manufacturing,
·
Used
Vehicles
·
Poor
roads and inadequate road network
·
Industry
consolidation, increased costs
·
Taxation
·
Carbon
Emissions
·
Labour
Force
·
Inflation
·
Environmental
and Climate Change
·
Traffic
Jam
·
Competition
·
Fuel
Prices
Soft Side
·
Attitudes….customer,
staff, government
·
Customer
service
·
Customer
expectation
Strategic Planning
Environment
Rapidly
unfolding events in financial markets have altered, and perhaps transformed the
environment in which the automotive industry does business. Turmoil in global
financial markets has heightened concerns about the stability of the auto
industry.
It
is in this environment of heightened uncertainty that AIDA and the industry
players it represents must evaluate the longer term strategic goals that will
guide the association as it leverages opportunities and confronts challenges in
the social, demographic, economic, technological, legislative and regulatory
areas.
AIDA
Strategic Plan consists of key strategic objectives focusing on the challenges
and opportunities confronting the association and its members. These objectives
will guide the Association toward a future that brings about a stronger
relationship between AIDA and the industry, so that industry recognizes AIDA as
a professional, competent and trusted source of information and services. Key
to this relationship and to sustaining and promoting industry’s confidence in
AIDA will be the dissemination of comprehensive and reliable information to
help AIDA more effectively fulfill changing industry players expectations
and
address challenges in the evolving business environment. In addition to information,
alternative methods of communication between AIDA and members are a growing
imperative in a world where members have myriad online and web- based resources
to communicate and interact in their personal and professional lives. With the
strength of AIDA organization as a foundation, the alliance will continue to
support public policies that advance members’ interests by addressing the
challenges facing the economy and the automotive industry. AIDA Strategic Plan
is a visionary guide for the Alliance as it develops programs and services for
members while also adhering to its vision as an effective business and public
policy advocate for its automotive industry players and the market they serve.
·
Auto dealers
·
Motoring public
·
Government, district and municipal
councils
·
Insurance companies
·
Suppliers
·
Members at large
·
Petrol
stations
Strategic Planning
Principles
AIDA
Executive Board, Leadership Team and expert staff have agreed on a set of core
principles. These principles form the basis for the strategic objectives to follow,
and include:
The
strategic plan should be a living document and the process continuous –
flexible enough to respond to emerging situations as they happen, but reviewed
and updated from time to time.
The
Plan should directly influence operational decisions and be a lens through
which those decisions are considered, thus having some influence over AIDA operations.
However, the plan should focus on defining strategic objectives, rather than
dictating operational details and initiatives, which is the role of the expert
staff and Leadership Team. The strategic planning process is a partnership
between the Board of Directors, the Leadership Team, all other division
chairmen and AIDA staff.
Careful
monitoring and measurement of progress against the strategy will be essential
to the process, but should be set up and conducted by the staff and reported
regularly to the Board. Metrics should be designed to measure the viability of
the plan’s objectives and overall progress towards them as an organization
(leadership, divisions and staff).
The
process should encourage long-term thinking, creativity and careful consideration
of issues.
The strategic Planning
Process
Stakeholders
·
Expansion
·
Suppliers
·
Auto glass
·
Auto rental / car rentals
·
Collision repairers
·
Towing recovery
·
Recyclers and engines recyclers
·
Used car dealers
·
New auto dealers
·
Mechanical engineers
·
Motor sport
·
Fuel Retailers / Petrol Stations
The strategic
objectives
1. Become a center
for automotive industry development;
2. Develop
administrative and technical capabilities for sustainable growth;
3. Expand the
number of AIDA divisions;
4. Expand countrywide;
5. Broaden
leadership role in aftermarket business;
6. Establish a relationship
between AIDA and the government;
7. Establish
linkages government ministries and in key municipalities.
8. Encourage forum
for sharing discussions of issues and challenges facing the automotive
industry.
strategic
objective #1
Become a Centre
for Automotive industry Development
Situation
The
recent situation has shown that there is a dire need for a knowledgeable
organization to coordinate/provide up-to-date automotive training to the
industry. AIDA is placed to fill this void. Not only would the development and
offering of training programs to the automotive industry provide AIDA with an additional
value added services, but it would also further AIDA’s aim of being recognized by the industry
as a professional, competent and trusted source of information and services.
Objective
To
become a recognized and respected training center for the automotive industry with
tailor-made courses. AIDA would not
necessarily want to compete head to head with mainstream learning institutions
such as kyambogo, nakawa training, BTVET,
lugogo vehicle training and other vehicle vocational training but will
partner and encourage refresher courses to the industry technicians and players.
Action
As
a first step AIDA needs to start developing course subjects and explore
partnership agreements with organizations such as the ministry of transport,
lugogo vehicle training and other relevant organizations. With AIDA’s committed
role we can create and deliver the training the industry needs.
Strategic
objective #2
Develop
Administrative and Technical Capabilities for Sustainable Growth
Situation
AIDA
plans a Customer Relationship Management (CRM) system to improve the
interaction with industry stakeholders and players. The implementation of the
CRM system would include meetings, workshops, conference, industry specific
expos, training and AIDA website. These programs will provide AIDA with
immediate access to important information about the industry stakeholders.
Objective
AIDA
intends to become technically competent by developing a comprehensive, customer-centric
approach to the way the alliance deals with its members (customers). This
includes revising policies and processes, customer service, training,
marketing, systems and information management. It is important that the CRM
implementation considerations stretch beyond technology toward the broader
associational requirements.
Strategic
objective #4
Establish AIDA
Department Divisions
Situation
AIDA
currently has seven divisions, i.e. Collision, Mechanical, Glass, Auto
Recycling, Car Rental, Towing and the used car division, the Licensed Motor Dealers
and motor vehicle country agents.
New
Motor Dealers have potential for growth among the industry divisions as there
are few licensed new motor dealers in Uganda. Used car dealers are a very
diverse group with no organization from the industry side. These types of
businesses typically sell motorcycles, motor vehicles light and heavy trucks, scooters,
boats, boat engines. These divisions generally share a common thread throughout
industry. The industry leaders are increasingly concerned that government may
create laws without affording them an opportunity to participate as a
stakeholder during consultation processes. Since they are not formally organized,
government doesn’t really know how to communicate with this segment of the
industry.
Objective
The
goal is to grow to be increase the membership base.
Strategic
objective #5
Expand membership
Situation
There
has been some discussion with the automotive industry stakeholders and auto
recyclers in Uganda about joining AIDA as well, but expansion into Uganda needs
to move cautiously.
Objective
AIDA
will actively start looking at expanding membership base.
Action
The
first step is to preserve a seat on the main ministry board (Ministry of
Transport) for the automotive sector in Uganda. Following that AIDA will
continue to explore and evaluate opportunities regarding the automotive
industry in Uganda. Further discussions with the auto industry players in Uganda
are to take place.
Strategic
objective #6
Broaden
Leadership Role in Aftermarket Business situation
There
is need for AIDA to have a strong voice in aftermarket business in Uganda.
AIDA
has shown itself to be an important partner in the aftermarket industry and
others, bringing the aftermarket together. AIDA intends to have a strong
leadership role within the industry in a most active way.
Objective
The
AIDA needs to broaden its leadership role in the aftermarket industry.
Action
Maintaining
and strengthening ties with other industry players in the aftermarket industry
is crucial. At the same time it is important for AIDA to strengthen ties with
private sector institutions, municipal and district administrations through
active participation in events, ongoing forums and communication.
Strategic
objective #7
Strengthen the
Relationship between the AIDA and the government
Situation
AIDA
has multiple roles in its relationship with government. The first is the role
of monitoring and supporting existing regulations. It is to government advantage
that AIDA coaches its members when they misunderstand an issue, push the
envelope or dialogue with government decisions, by showing them what was negotiated.
It is important for government to see it as a positive effort that AIDA is
involved with the industry and deals with government on behalf of the industry.
Objective
Through
dialogue AIDA needs to make government aware and understand that:
AIDA
has the ability to corral member support to establish and express the view of
the industry so that the industry speaks with one voice. The desired outcome is
a
partnership
that creates an excellent working environment for all stakeholders. As a
trusted partner, AIDA will assist government in addressing any bona fide situation.
AIDA
and government will be in various partnerships and that “trusted-partner agreements”
are key to AIDA members and industry as a whole.
Action
Work
with government to improve communication and gain acceptance of the above objectives.
This would include soliciting input from government as to what areas they believe
improvements can be made.
·
Continue
using the liaison committees functionally and effectively.
·
Record
minutes of all meetings to avoid misunderstandings and keep the relationship
working and moving forward in a positive manner.
Strategic
objective #7
Strengthen Ties with
government
Situation
AIDA
is constantly striving to strengthen its ties both nationally. Work towards our
membership being participants in vehicle end-of-life projects.
Objective
As
AIDA increases its membership base and expands into the industry, the importance
of having the right political connections grows proportionately. AIDA will
actively promote itself and strengthen political ties both with government and development
partners.
Action
AIDA will need to start setting up and managing
strategic relationships and alliances with all government authorities.
Relationships are to be strengthened with other organizations such as the UNBS
and vocational training centers and other agencies responsible for overseeing Uganda’s
industry training and apprenticeship system.
Strengthening
these ties is essential for AIDA in achieving some of its strategic objectives.
Automotive
Industry Development Alliance
Nalubega Complex,
Bombo road
UGANDA
+256 704 762575 / +256 753 632211
Email: aidaug@yahoo.com , autoindustryug@gmail.com
.
