By Saad al-Kuwari
• The ‘Tawteen’ initiative can have a long-term strategy and a clear and comprehensive action plan between the energy sector and the private sector
• Establishing a comprehensive electronic platform for the electronic exchange of information (exchange) for logistical services between the energy and private sectors
• Co-ordination and periodic follow-up between the energy sector, industry and the private sector is essential for the success of the initiative
The next phase is a transitional one and a new era in the energy sector and manufacturing industries. This phase is characterised by major transformations.
It requires greater efforts of all sectors to reap the fruits of the Qatar National Vision 2030, which clearly embodies the steps required to create a prosperous and diversified economy that is not subject to market fluctuations or the global economic slowdown, again.
The initiative to launch a nationalisation programme by Qatar Petroleum in the field of energy supply chains and industry to develop logistics services is for the purpose of raising the level of local content in the field of energy and industry, stimulating the private sector and seeking to create investment opportunities and new jobs in the private sector.
Obviously, this initiative calls for a comprehensive vision and strategy and elaborate co-ordination between the energy sector and the private sector. Therefore, it will be desirable to form a committee comprising various stakeholders for the purpose of follow-up and development to achieve the goal of this initiative.
Backing up database
One of the most important success factors of this programme is the application of artificial intelligence and blockchain that provide huge data to manage supply chains. And this contributes to raising the level of operational efficiency and developing competencies. It becomes necessary to have this integrated network of the supply chain, capable of facing various geopolitical and economic challenges at the regional and global levels.
There is no doubt that localisation is an economic necessity in addition to its societal importance, stimulating and supporting industries and companies in the private sector as this contributes to injecting large liquidity into the local economy. Also, it improves commercial activity through the increase in consumerism and purchasing power of citizens and residents of the state, as well as enhancing building opportunities, skills and competencies, and the accumulation of experiences among citizens in various commercial activities.
If we take into account the market realities, the existence of a surplus (in some sectors) does not reflect the actual need, and therefore localisation, whether for industry or the workforce, contributes to reducing some of the market’s negatives, by creating an economic balance and quality in the product.
Undoubtedly, the private sector is a partner in economic development alongside the public or government sector, and their role is great in building a self-sufficient nation. By giving incentives to the private sector, they will have a real opportunity to push towards the commitment to localisation and give back to this country. Therefore, having a better view, changing the structure of the industrial resettlement policy in a way that facilitates reaching the desired results in light of the existence of a tight plan with clear goals and indicators, and subject to follow-up, measurement and evaluation with a catalyst for this national industry is essential.
Risks of falling profits and weakening productivity:
A study conducted by the Qatar International Trade Company highlighted some of the challenges involved in implementing the current work programmes, calling for enhancement of these initiatives.
It indicated that the challenges can be in terms of a decline in profits, a reduction in absorptive capacity, reluctance to invest in the sector leading to possible shrinkage and liquidity issues, followed by even the closure of small and medium enterprises, and the contraction of the complementary sectors of this industry.
The study indicated that aspects of work programmes need to be modified, especially, and that the application of legislation should factor in greater analysis of risks before the implementation phase.
And the study revealed the possibility that industrial localisation programmes could lead to the emergence of a market for foreign companies and intense competition for small and medium-sized companies that are vital to growth.
Therefore, working towards clear and stated goals will help create an environment for small professional industries that are specialised in the energy sector.
* Saad Abdulla al-Kuwari graduated in Chemical Engineering from Qatar University and obtained an MBA in Oil & Gas from Liverpool University. He was appointed CEO of Tasweeq in 2010. During his career, he has occupied several key positions in refining projects and processing, oil, gas and refined products, storage tanks and export terminals operation. He also has considerable experience in the field of Gas Processing Operations. He was also manager of Gas, Oil Petrochemical Marketing in QP Marketing Directorate for several years.
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