Automotive Industry Association of Uganda

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 

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