We Empower MSMEs Dr R K Singh, DGM, SIDBI Amit Kumar, Sr Technical Expert , GtZ New Delhi, India 1 Presentation Structure SIDBI- Empowering Indian MSMEs CLUSTERING AND SIDBI Approach MSMEFDP -Key Achievements GTZ : experience and learning Experiential Learning Looking Ahead Cluster as Focal point for us - Why Broad convas- MSME Focus- 290 lakh enterprises, 95% ME, 660 lakh employment, 8000 products Multiplier benefits- Replication of interventions in other clusters became easier, Harmonisation with other programmes / schemes of other agencies turned simple. Leverage the strength of clustering – Through Networks Lead Nodal Agency of several schemes GOI Effective Outreach – faster credit delivery , create examples for fellow institutions 4 Financial – business driven Developmental –activity based Hybrid – competitive advantages DEVELOPMENTAL (A) 1. multi agency , multi program, nation wide Cluster programs clusters support –75 2. Thrust on unserved/underserve d areas – RIP/NER 3. Capacity building 4. Synergy with Support Institutions – UNIDO etc. 5. Skill DevelopmentSTUP etc. FINANCIAL (B) Provision of efficient financial services with focus on business goals 1. New Products - Green Loan Scheme 2. New Channels – SEFCs 214 Clusters, WC, BMO route 3. New Tools- CART Financing & Promotional role to be played simultaneously to enhance competitiveness. Fostering Green Agenda through international partnerships ( UNIDO, WorldBank, GtZ, DFID, KfW, JICA, AFD, ADB, ) “ Green Loan Scheme”, Green Ratings, MOU with BEE , WB GEF project MSMEFDP MSMEFDP and Clustering Making Market Work for MSMEs – Participative and market driven , Experimenting( internal expert and FA, simultaneous implementation across clusters with subsectors) Piloting ( 3 clusters) and Scaling up (16 clusters) Partnering key players – FMC (UNIDO experience and expertise) – as Independent reviewer, M&E and Strategic Inputs Outreach of the adopted clusters -Some like Knitwear Ludhiana, leather-Chennai/Kolkata account for more than 80% of India’s total production output in selected products Value for Money GTZ partnership with SIDBI under MSMEFDP 4 Regions Subsectors of Pharma, Apparel, Engineering, Leather Toys , Handloom Financial Services Business Development Services BDS Market Development Objective: Systemic Change Approach: Developing and Strengthening systems of service delivery; Whole system and framework conditions in which a market for service delivery can develop (supply and demand side measures) Using BDS competitiveness to promote responsible BDS Market Eco Systems 3 5 Lack of awareness Cluster driven govt support programmes BMO not ready/competent to engage 6 In service provisioning /facilitation Ability and willingness to pay 7 MSME Units BDS Supplier Costly offer by estbl SP Low capacity to solve SME prob Doesn’t value SME as a profitable client thus don’t take the efforts to market their services, Inappropriate products , limited reach Inappropriate service offerings Because of limited understanding of SMEs 4 Lack of knowledge and information Attitude & willingness to pay No long term planning & vision Improving BDS Market Eco Systems Non existance coordination amongst Public Service providers and institutions Access to information i.e issue of transparency 1 2 12 Challenges Enabling MSME Demand for services Detailed Performance and Need Assessment , www.b-smartonline.com Information gap between service providers & MSMEs Focused issue based linkages workshops and tool, www.consultwho.com High cost of client acquisition Consortia of service providers CAPSULE MSME not convinced with the likely benefits & finds the cost too high Facilitate demand aggregation & assist with pilot , Breaking the service package into module Ensuring sustainability Cost of consumption not supported , capacity development of Lead firms and local training institutes CAPSULE Consortium of Service Providers for developing and strengthening whole systems of service delivery Pooling up of resources to minimise the cost of client acquisition Cross selling /references Advantage MSMEs: access of different services from single platform Started with 20 Service Providers in Hyderabad Being replicated in other clusters Chennai,Coimbatore, Tirupur Apparel Sector NCR: Factors affecting competitiveness Low productivity High cost of quality coz of improper quality control system High labour turnover Lack of skilled workforce Infrastructural Weakness Fabric Mills Availability and Quality of Fabric Marketing /Sales Fabric Processing Inconsistency in conformance of quality Overall Competitiv - eness of the units Lack of knowledge on Improvement potential and various tools Inefficient supply chain for outsourcing work e.g fabrication , embroidery e.g electrical supply, long transportaion, condition of roads ,ports Too focussed on US and Europe Mrkt limited usage of ICT, Lack of design capability , Market intelligence input Access of quality finance 15 GTZ GTZ Part Financial support and facilitation BDS-provider assist in formulation of Assessment Initiate the thinking process and facilitate consensus Organize sensitization events and short knowledgebuilding seminars BMO convinces its members and get their buy in to do a pilot Assessment GTZ Facilitating linkages with AEPC and their support for publication and knowledge dissemination Process and Tools for Enhancing Competitiveness Impact BMO initiated cutting room improvement programme Improved awareness Amongst participating units and other members of BMO Performance Assessment & Training Need Analysis conducted in 10 firms Linking Apparel Trade Magazine GTZ GTZ Increasing Awareness amongst units Dissemination of publication amongst all stakeholders (More than 5000) Documentation and publications of findings for knowledge dissemination Overall strategy implementation plan for creating awareness on improvement potentials and process and tools Impact Some units have appreciated the findings and have shown there willingness to initiate the process Facilitation of strategy building process between main players (BMOs, Service Providers) GTZ 16 Next Phase till 2014 with SIDBI innovative financial models, instruments and services/ products; Capacity Development of SIDBI & partner Banks Micro Enterprise Finance; Development of sector /sub sector specific BDS market development methods, quality assessment and standardization tools; Capacity development (networks, organizations, human resources) of Industry Associations; Policy analysis and advocacy; Sourcing and sharing of International best practices Glimpse of Important initiatives Overall - •Outreach 30000 plus •International Merit Award by ADFIAP for LED •BDS-outreach over 22000 MSMEs, women 2226 • 400 plus BDSPs services used, mainly in flagship areas ( 22% skill, 14% quality, 12% energy,14% marketing and 5% in finance) Innovative Tools- Voucher , BDS clinic , BDS Bazaar , BDS on Wheel, BDS Consortium, MSME Mentor, •Ganjam: 2 SHGs wages has increased from Rs 50 to Rs 80 per women. being up-scaled to 14 more SHGs •Ludhiana: 568 unskilled workers get trained which increases their efficiency by 10-15%. Upstream Knowledge Manage ment • • • • Mother and each cluster website, 2.5 Million hits Sectoral guidebooks/Posters/do’s and Don’ts , CB of FAs (National workshops, learnshops) CB of BMOs- World SME Expo Glimpse of Important initiatives Institutional support- • BD Centre Alleppey, NAFARI , JFOA,FSIA • Mobile testing Laboratory in Pune • CB through ACF – Green Dhabha, Solution Centre Skill Develop ment 1. Integrating BMO- Leverage Social Capital • First SD centre – PPP mode, Baseline-BPL-Avg age 22 yrs-tracking, Over 2500 trained, over 90% placements • Replication to 5 more centres in the cluster • Govt. Initiated prog with same agency to train 25000 people 2. 37 Skill Development Centres (12 established, 21 linked up 4 in pipeline) 3. MRIP Energy Efficiency Four Dos and Donts/tip sheet/ posters Conducted 108 walk through audits and 25 detailed audits first Yr. Estimated saving of Rs. 55 mio/year approx captured. ESMF 110 Credit officers trained 1. 2500 brass units, employment 2.15 lakh( D+I) 2. JFOA - Viability gap funding 3. CFC setup under PPP mode, Target 3000 MSMEs 4. Till date over 10000 samples of 1050 MSMEs directly benefitted,income Rs 17 lakh 5. Helped JFOA to leverage Govt support amounting to Rs. 17 Lakh 6. Enabled Market corrections 20 HIGH PREMIUM ON EFFECTIVENESS 1. NAFARI – Testing Lab setup on PPP mode in UNIDO intervention 2. After project intervention Bus.plan/website- turned profit ( loss in 2007, 2008 profit), FY2010 Rev. 47lakh/consl. 20 lakh 3. Extended its services from mere testing lab - Diversified as trainer /knowledge Net worker 4. Emerging as Natural FA in the cluster - Vision document Cluster Development Programme 21 CREATING VALUEWaste to Market Taste 1. 900 Women Engaged in making Whips out of scrap earning R 10-15 p/d 2. Helped in product introductions, new design development, skill upgradation, marketing linkages 3. Income increased by over by 400% 4. Deptt. of Industries has linked the initiative with their prog. 5. Women got artisan card which facilitates access to credit, market and Health insurance 22 Experiential Learning • Cluster Approach Works – • SIDBI has established edge and example in Greening clusters - 6000 plus MSMEs reached with financing, • Networks imp- Local, National, Global • Leverage international partnerships •Addressing Enabling Envtt is important – ACF •Customising products and services as per uniqueness of each cluster • Balanced approach towards financial and non financial needs is crucial Market led eco system - has inherent sustainability traits Access to and Quality of BDS enables quick replication Experiential …. • • Appropriate Mix of Long Term Intervention with Short Term support also helps Regular CB of cluster actors as exit vehicle crucial Ownership at each stage important Action Plans to be dynamic, identifying flagship areas for thrust Facilitating agencies ( 7 FA & 7 Sub sectors ) have a tendency to work especially in its area of core competence . Compatibility/ complementarity among facilitators must Create Knowledge Networks/Pool to Manage GrowthD3A (Deduce, Document, Disseminate and Assimilate) Looking ahead… • WB GEF Project with BEE in 5 clusters ( Finance-E.E Linkage) Scaling up equity capital assistance to innovative MSMEs through risk capital/venture capital products (finance – technology linkage) Documenting Global best practices for MSMEs (MSME – International environment linkages) MSME Info Kit ( a complete supporting guide for MSMEs) (MSME environment linkage) Policy Advocacy to continue.( SIDBI- Government linkage) Taking forward flagship activities under IInd phase of GTZSIDBI under MSMEFDP. 25 THANK YOU For more details, please contact:Project Management Division Small Industries Development Bank of India, Mail :- pmd_ndho@sidbi.in, singhrk@sidbi.in, amitkumar@gtz.de Website : www.msmefdp.net, www.sidbi.in , www.gtz.de Macro Data of 19 Clusters Cluster Number of Firms Type of product Back Turnover (Rs. Cr) Employment Bhadohi 1820 Carpets - knotted, tufted, shaggy; durries 1480 345000 Panipat 331 Carpets - tufted, shaggy; durries 1010 50000 Dehradun 302 Tablets, capsules, liquid, orals, ointments 3248 18074 Indore 256 Allopathic & ayurvedic formulations 2500 18500 Hyderabad 421 Bulk drugs & formulations 8187 20000 Ludhiana 14000 Knitted wears & grey fabric 5000 400000 Tirupur 2400 Knitwear - cardigans, jersey, nightwear, etc. 11000 408250 Mohali 2410 Engineering cluster 1028 21000 Rajkot 666 Engineering cluster 3000 24700 Rourkella 220 Machining & Fabrication 150 5750 Coimbatore 9704 Pumps and motors and related foundry 2000 129500 Kolkata 4024 Leather, leather goods, hand gloves 4430 62440 6 1200 Shantiniketan 60 Leather handicraft items Chennai 1150 Leather, footwear, leather and garments 2000 40000 Ganjam 260 Cashew processing and kewda water 240 14650 Ahmedabad Pune 1200 550 Dye/chemicals & packaging Fruit & Vegetable Processing Cluster 10150 38000 408 5720 Kanpur 1600 Leather products 2900 100000 Alleppey 950 Coir products 1800 60537 200000 1902784 27 Total 41774 Value for Money Estimated Figures UNIDO (Pharma, Ahmedabad) (1999-2003) Duration 4 years Personnel CDE, TA, PM AP cost at current Rs. 4.3 million prices of the project No of activities 69 No of activities for 4 year 1 Type of activities Trust building in year 1 Output after Year None 1 No of BDSPs Major Outcomes Back SIDBI (Pharma, Hyderabad) (2009-11) 2.6 years (worked for 15 months) CDE, SME, NDE, PM Rs. 2.4 million 116 56 Trust Building, Quality Up-gradation, Training, Marketing Energy audit (30 firms), Quality audit (30 firms), Skill development (270), Financial Linkages (2 firms) 10 24 (by year 1) Savings (Rs 50 mn), Estimated as: Energy savings, Quality Turnover (Rs 18 mn) up-gradation, Pollution reduction, Quality Up gradation Productivity Improvement (60 firms) Courtesy : FMC, New Delhi