CHAPTER 2 Review of Manufacturing Capabilities and Potential in MENA Countries 2.1 Review of the Main CSP-Related Industrial Sectors and Companies in the MENA Region This study targets the industries in MENA that have the profile to become potential contributors to the CSP value chain in the short or medium term. This work is based on the consultants’ experience, on bibliography reviews and on interviews which were carried out during field trips in Morocco,Algeria,Tunisia, Egypt, and Jordan. The list of contacts interviewed is provided in annex C of this document. 1 In a first step, the potential manufacturers of CSP components and second rank suppliers were identified. The most relevant industry sectors were analyzed to understand which companies are positioned on value chain segments where entry barriers do not prevent newcomers. Industry sectors analyzed include: • glass industry • steel metallic structure/steel piping • electrical and electronic equipment industry A brief summary of the strengths and weaknesses of each of these sectors is also presented in the annexes. 1 Note that, despite ongoing CSP projects considered in Jordan, the Hashemite Kingdom does not appear as a primary target for international companies related to CSP. This is particularly due to the small size of the local market and to high energy prices. There are also a very limited number of mainstream industrial sectors that could step into CSP components manufacturing in Jordan. As a consequence, the present study displays limited information on this country, especially dealing with its manufacturing capabilities and potential. MNA Local Manufacturing Report 4-14-11.indd 69 4/14/11 6:32 PM
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C h A P T E r 2
Review of Manufacturing Capabilities and Potential in MENA Countries
2.1 review of the Main CSP-related Industrial Sectors and Companies in the MEnA region
ThefourfloatglassproducersofCTFMENAcountriesaretheEgyptianGlassCompany,SphinxGlass,Saint-GobainandCevital.Notethattherearenofloatglassproducers inTunisia,Moroccoandjordan. In thesecountries,highenergypricecombinedwithlowlocaldemandforfloatglassarestrongdrawbacksforinstallingproductionunits.Asanexample,thelocaldemandinTunisiaisaround25percentoftheproductionofaprofitablefloatglassplant(forwhichtheminimumoutputcanbeestimatedatapproximately150,000tons/year).
Table 2.1 ■ float glass Production Capacities in CTf MEnA Countries
Name of company Country Current output Shareholders Production capacities
Egyptian Glass Company
Egypt Clear glass onlyQuality grades: Building, Silvering & Auto
JV: 55% Khalafi/45% Guardian
1 oven of 160 000 tons/year
Sphinx glass co. Egypt Glass with thickness varying between 2 mm and up to 19mm in varied sheet sizes up to jumbo size glass panes as large as 6000mm x 3660mm. products
Citadel Group + Dubai CapitalTechnology transfer agree-ment with PPG
1 oven of 200 000 tons/year (starting date: Q1 2011)
Saint-Gobain Egypt Float glass In partnership with MM-ID & Ali Moussa
1 oven of 160 000 tons/year to be commis-sioned in sept. 2010
Mediterranean Float glass/ CEVITAL
Algeria Float glass JV with the Chinese CLFG
3 lines of 600, 700 and 900 tons/day
Source: EY, based on interview
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72 MENA Assessment of the Local Manufacturing Potential for Concentrated Solar Power Projects
Large-scale modern glass manufacturing facilities require either developeddomesticmarketswithlargecustomerbasesfortheirproductsoraccesstoexportmarkets.Foradevelopingeconomy,suchasEgyptandAlgeria,theglasssectorisdevelopingtomatchgrowingdemandfromindustrialsectorsthataresignificantusersofglass,suchas:foodprocessing,automotive,pharmaceuticals,electriclight-ing,andconstruction.Thesectorisalsoexport-orientedtosupplycustomersinregionalandinternationalmarkets.Intermsofemployment,approximately2,000peoplearecurrentlyemployedbythefloatglassproductionindustryinEgyptandAlgeria.Inthesemarkets,despitefavorableconditions(localavailabilityofnaturalgas,materialsquality),theemergenceofsignificantfloatglassproductionprojectshasbeenalengthyprocess,partlyduetothefactthattheseprojectsareverycapital-intensive(uS$180–200million)ofinvestmentforafloatglassplantof600tons/day,integratingahighlevelofautomation).
As an example, Guardian Industries managed to convert their automotiveglassbendingassetsintoCSPbendingassets.Buttheyhadsignificantexperienceinbendingglassandevenwiththatexperience,developmenttoreachcurrentqualitylevelsrequiredoverthreeyears.AccordingtotheGuardianIndustriesaninvestmentof$50millionwouldbeenoughtocommissionthenecessarybendingequipment.Runningthatequipment,however,wouldbedifficultwithouttheappropriateknowledgeandlicenses.
• Accesstorawmaterials• Naturalgasavailablelocally• Strategicmarketlocation,• Access to technology and new products that meet the requirements of
domesticandinternationalcustomers.
TheavailabilityofrawmaterialsisnotadecisivecompetitiveadvantageforEgypt’sandAlgeria’sglassindustry.AlltheinputmaterialsavailableinEgyptandAlgeriaareinternationalcommoditiesthatarereadilyavailabletoCTFMENAcountries’ competitors. In the past, Egypt andAlgeria have lacked access totechnologyandnewproducts,butwiththedevelopmentofjointventures(jvs),know-howandtechnologyarebeingprogressivelytransferred.
jointventuresareakeystrategictool,promotingmarketdevelopment,businessgrowth,andrisksharing.ThereareseveralexamplesinCTFMENAcountriesofglassmanufacturers(PPG,CLFG,Guardian,etc.)sharingtheriskoflargeinvest-mentsinfloatglassproductionlines,eitherwithothermanufacturers(Cevitalfor example) or with financial partners (Citadel for example).The develop-mentofthesepartnershipsdemonstratesthecurrentattractivenessofMENAcountriesforfloatglassproduction.however,lowcostproducerscontinuetooperateintheregion,whereacombinationoflimitedregulatoryrequirements(ornocontrolovertheirimplementation),shortageofreasonablypricedqualityproducts,andanemphasisonkeepingcoststoaminimummaintainsdemandforlow-costproducts.
Energyandrawmaterialcostsareeachassignificantaslaborintheoveralldeliveredcost.Glass isheavyandcomparativelycheap,makingdistributioncosts significant.These typically represent around15percent of total costs(Figure2.2).
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Review of Manufacturing Capabilities and Potential in MENA Countries 75
• Limited R&D activity: links between research centers and industry areweakandneedtobestrengthenedthroughcollaborativeresearchand/orclusteringapproaches.
cally.highqualitysandandalsohighqualitylimestoneareavailable.Floatglass with very low iron content and high solar energy transmittance isavailable,whichisparamountfortheproductionofultra-clearfloatglasswhichisneededforCSPapplications.
• Strategic location on the crossroads of three regional markets: Europe,MiddleEastandAfrica.
OneofthemainindustrialdevelopmentsintheCTFMENAcountriesregardingelectricalequipmenthasbeencableproduction for theEuropeanautomotiveandaeronauticssectors.AstrongindustrialcapacityhasemergedinTunisiaandMorocco,consistingofbothsmallexport-orientedplayersandafewmajorcablegroupssuchasNexans,LeoniorCorningCableSystems.TheEgyptianproductioncapacityisalsodeveloping.Today,theMENAregionaccountsfor6.5percentoftheworld’stotalcableproductionandTunisiaalonesupplieshalftheEuropeandemandforautomotivecables,benefittingfromlocalregulationsthatencourageexport-orientedinvestmentsbyforeigncompanies.TradebalancesandinformationonthelevelofspecializationoftheMENAcountries’economiesinthissectoraregivenintheannexes.
Althoughafewcross-borderinterestshavebeendevelopedintheregion(e.g.theEgyptiangroupEl-SewedyinvestsinSudanandSaudiArabia),thecablein-dustryinMENAremainsfragmented;nolargegroupshaveyetemergedwitharegionalpresencecomparablewithEuropeanleaderssuchasNexans,Prysmian,orDraka.Anotherweakness that the industry isnot integratedupstreamandmostrawmaterialsneedtobeimported.
Presentation of the other electric and electronic components industry
Manyinternationalfirmshavechosentooutsourceintheregion,inparticularinTunisiawherelargeinternationalcompaniesemployover45,000peopleorin Morocco where manufacturing of electronic components is carried out by
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International electric players producing in the CTf MEnA region:Bosch, Casco, Cegelec, Doncaster Cables, Dräxlmaier, Delphi, Fritz Driescher, Haier,, Heinrich Kopp, Kaschke, Kbe Elektrotechnik, Kromberg & Schubert, Latécoère, Lear Corporation, Leoni, Optelec, Philips, Radiall, Socomec, Somfy, Sumitomo, Sylvania, Valeo, Vossloh Schwabe, Yazaki, Yura Corporation, Zodiac, Etc.
International electronic players producing in the CTf MEnA region:Anjou Électronique, Asteel, Fitelec, Fuba Printed Circuits, Groupe Actia, Groupe, Cofidur, Isophon Vertrieb, Johnson Controls, Kaschke, Lacroix Électronique, Mentor, Philips, Phoenix, Safran, Siemens, St Microelectronics, Thomson, Multimedia, Weco Wester Ebbinghaus, Yamaichi Electronics, Zolner, Etc.
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Review of Manufacturing Capabilities and Potential in MENA Countries 79
largeexports toEurope.According tomostpeoplecontacted, local industriescould probably supply CSP plants with electric and electronic componentsintheshortterm,especiallycables,trackingsystems,balanceoftheplantandmonitoringsystems.MostofthesecomponentsarenotspecifictoCSPorcouldberathereasilyadaptedtoCSP.ElectronicandelectricalindustryenteringtheCSPvaluechainwouldsignificantlycontributetoanincreaseofthelocalshareasthesecomponentsrepresentover10percentofthetotalvalueofaCSPplant.
Although local players have mainly acted as subcontractors in the past,theyareprogressivelyinvestinginR&Dandstartingtodevelopnewproducts,andtheaddedvalueofthisindustry’soutputisincreasing.AddedvalueoftheTunisianelectricandelectronicindustryisincreasingby18percentayear.2TheremaininggapbetweenthecomponentscurrentlyproducedandtheelectricandelectroniccomponentsneededforaCSPplantcouldbeeasilybridgedbycurrenteffortstodevelopR&Dactivities.Seizingthisopportunitywillrequirestrengtheningthelinksbetweenresearchandindustry(forexample,bysup-portingthecreationofotherindustrialpoles)andstrengtheningthebusinesscaseforthelocalmanufacturingofproductsthatwillcompetewithEuropeanandAsianproduction.
Figure 2.3 ■ Specialization pattern for Electronic Equipment in MENa countries, Relative patent Share (Rpa) vs. Relative competitive advantage (Rca). Sizes of the circles indicate Export volumes
0
20
–20
–40
40
100
–100
RCA
(200
4–20
08 a
vera
ge)
RPA (2000–2007)
80
–80
60
–60
–100 –80 –60
IndiaEgypt
Iran
Israel
Tunisia
Lebanon
Morocco
Jordan
United ArabEmirates
Saudi Arabia
–40 –20 0 20 40 60 80 100
Source: Authors.
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80 MENA Assessment of the Local Manufacturing Potential for Concentrated Solar Power Projects
2.1.3 meNa Steel Industry
Presentation of the steel production industry
ThemainliquidsteelproductioncapacitiesoftheregionarelocatedinEgypt(9.6MTPyin2010),Algeria(2.4MTPyin2010),andMorocco(1.25MTPyin2010).OnlylimitedcapacitiesareinstalledinTunisia(285kTPyin2007)andinjordan(75kTPyin2007).Intheentireregion,localproductioncapaci-tiesaremuchlowerthancrudesteellocaldemand(asanindication,in2008Africa and theMiddleEastproduced2.6percent of theworldproductionwhileusing5.8percent).AllMENAcountriesrelyonimports,mainlyfromTurkeyandSpain.
however,asforcrudesteel,allCTFMENAcountriesarenetimportersofsteelproducts.Theincreaseofthelocalproductioncapacitydoesnotyetcoverthe growing demand from the construction sector, which requires significantimports.Furtherinformationontradebalancesandthelevelofspecializationofthesteeltransformationindustryontheexportofsteelstructuresisprovidedintheannexes.
Some local industries alreadyoperatehigh techproduction lines andhavetheskilledworkersavailablethatareneededtobuildCSPmetallicstructures.AgoodexampleistheinvolvementofNSFinthesteelstructuresupplytoOrascomIndustriesforthekuraymatproject.Generally,CTFMENAcountriesarecur-rentlyexpandingtheirindustrialsectorandareenteringanewphaseofindustrialdevelopment.Demandforflatsteelisexpectedtoboostindustryperformance.however, local playerswill face competitionwith foreign companies (mainlyTurkishandSpanish).
2.1.4 other Industrial Sectors
Piping and insulation
Pipes and insulation systemsneeded for aCSPplant arenot specificand themaincompaniesprovidingtheinternationalmarketaregenerallynotspecializedinCSPpipemanufacturing.
Compositematerialsarewidelyusedforwindturbinesandmastsaswellasintheaeronautic,au-tomotive,andleisureindustries,becauseoftheirresilientproper-ties,suchasmechanical,weight,andtemperatureresistance.Theycould be used to form supportstructuresforCSPplants.
Althoughthebiginternationalplayers (Toray,Teijin, OwensCorning)arenotpresent intheCTFMENAregion,afewlocallyestablished enterprises seem tohave the necessary know-howtoproducesuchCSPstructures:
• SolutionsCompositesistheleaderintheTunisianandNorthAfricanmarketandhasalargeproductionsite.Itscustomerscomefromseveralsectors:shipyards (they are a major sub-contractor of Zodiac), railway industry,andleisureindustry.
Figure 2.4 ■ composite wing for Small airplanes produced by avionav
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Potential of local industries to integrate the CSP value chain
Thequalityofthesteelandglassindustries’outputisvariable.Ontheonehandsomecompaniesareproducingverybasichandweldedsteelstructuresorgreenglasswithhighironcontent.Thiskindoffloatglassisusedforautomotiveorbuilding industries but would not be suitable for CSP mirrors. On the otherhand,severalcompanies,operatingautomatedproduction linesandbenefitingfrominternationalcertificationandknowledgetransferagreements,wouldbeinapositiontomeetthequalityrequirementsofCSPindustry.
Table 2.5 ■ MEnA Industries gaps and Competitive Advantages regarding CSP requirements
MENA industry/capacity
Investment poten-tial and financial strength
Current output quality R&D potential
Cost reduction/international competitors
Glass and mirror industry
++JV and interna-tional partnerships already developed
–/+ Conventional glass and mirrors (most of output is green glass)
–/+ Low local R&D but possible technol-ogy transfer
++ Availability of natural gas
Importance of criteria regarding CSP requirements
Important as it requires large and capital inten-sive production facilities
Need for low frac-tion iron dioxide, precision of bend-ing and quality of coating
Not much R&D needed if technol-ogy transfer takes place
Further R&D needed for “Sahara conditions” resis-tant mirrors
Important as energy is a large share of the total CSP mirror cost
Electronic and Electrical industry
++ Large local and international firms present in MENA
+ Supplying interna-tional clients
+ Already in place to comply with international new requirements
+ Impact of lower transport cost on total cost
Importance of criteria regarding CSP requirements
Not much invest-ment needed to provide CSP compliant elec-tronic and electric components
Na Needed to meet potentially specific CSP requirements
Needed as not many other op-portunities to differentiate from competitors
Raw material and structure manufacturing
+ Large companies in value chain
––/++ Large discrepan-cies between stakeholders
+ Some companies used to develop new structures for particular needs
+ Low labor cost
Importance of criteria regarding CSP requirements
Investments need-ed to develop new designs and pro-duction line
High resistance and stiffness as well as accuracy needed
R&D needed to design mount-ing structure at the begin-ning and then need for mass industrialization
Importance of labor cost in total cost (if not highly automated)
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AsdiscussedintheprevioussectionandhighlightedinTable2.5,manylocalindustriesalreadybenefitfromstrongpartnershipswithinternationalstakeholders.Someofthesearelookingintodevelopingnewactivities,andCSPisconsideredasapotentialopportunity.however,theawarenessofCSPtechnologiesislowamong local industriesandmainly relieson thecuriosityof some individuals.Furthermore,somecompaniesarefocusingonothertechnologiessuchaswindandPvanddonotseeCSPasapriorityfordiversifyingtheirbusinesses.
Thegapsidentifiedinthisstudymightbeaddressedthroughvariousmeasures,includingprivateorpublicinternationalcooperation, investmentinR&D,andthe development of centers of excellence. One short term action that wouldincreaseinterestfromtheindustrialsectorwouldbetoprovidemorevisibilityoftheCSPprojectspipelineandmoreprecisionaboutthepotentialoftheCSPmarket.ThiscouldbepartlyaddressedbythedecisionofMENAcountriestobettercommunicateaboutCSPdevelopmentroadmaps,includingcallsfortender.Othermeasures,suchasincludingrequirementsforatargetleveloflocalcontentincallsfortenderswillbecritical.
Iftheincentivesandcapacitybuildingdetailedinthefollowingsectionsareput in place, CTF MENA stakeholders consider that cables/electronics couldpotentiallybesuppliedbylocalindustries.Thesteelstructurecouldbemanu-facturedlocallyasisalreadydoneforthekuraymatproject.Themirrorscouldbemanufacturedinthemid-term,howeverthebendingprocessrequiresnewproductionlinesandadditionalknow-how,whichcurrentlydoesnotexistinCTF
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Mostof thecompaniesoperating in this sectorare foreigncapitalenterprises.Manyaresubsidiariesofforeigngroups,suchasEADS,SAFRANandDAhER,whoseonlyclient is theirparentcompany.Thesecompanies tendtobesmallandthereislittlecompetitionorcommercialrelationshipbetweenthem.Theyoperateintheoutsourcingofelementaryoperationsthatcanbeclassifiedunderseventypesofactivities.
Inadditiontothegeneral trendof lowcostsandoutsourcingofnonstrategicactivities,Moroccobenefited from several key factors that contributed to thesuccessof itsaeronauticssector.These includethecountry’sgeographicalandculturalproximitytoEurope,itseconomicandpoliticalstability,anditseconomicpositioninAfricawiththesecondlargestairfleetafterSouthAfrica.FreetradeagreementswithEuropeandtheunitedStateswerealsoimportant.
Finally, the presence of major foreign groups’ subsidiaries such as EADS,BoeingandSAFRANandthesuccessofthefirstactorsandjointventuresactedasavirtuouscirclebyattractingothercompanies.
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Table 2.6 ■ Comparative Analysis of key Success factors
Importance of the factors for the successful industrial
development
Challenges Aeronautics CSP Comments
Geographical and cultural proximity to Europe
Market for CSP components is mainly in MENA region, Africa and USA whereas market for aeronautics components man-ufactured in Morocco is mainly European.
Economic and political stability
This is a factor of major importance for any investment decision.
Proximity to regional MENA/Africa markets
CSP market is MENA whereas aeronautics market is Europe.
Free trade agreement with Europe and the US
See comments above
The state’s support (political support, tax reliefs, grants, etc.)
The state’s support has been determi-nant in the case of aeronautics’ industrial development. Considering the high level of investments needed for develop-ment of CSP, state’s support might be as determinant.
Cheap labor costs and flexible work legislation
CSP is less labor intensive than aeronau-tics and should rely on more skilled staff.
Strategic location (next to an airport or in a logistics zone)
CSP will need good logistics infrastructure (ports, roads…) in order to reach MENA and world market. Nevertheless, it should be less critical than aeronautics that re-quires quick delivery from subsidiaries to parent companies.
Network development CSP makes the junction between several industries that are not used to cooperate. Then, the creation and development of a network between these companies and the integration of their technical skills is critical. Moreover, CSP needs to leverage its network in order to get known.
Trained workforce For both industries, there were/are no competencies before the first training from foreign companies/experts.
➔ ➔ ➔ ➔
Neutral Decisive
Source: EY.
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Table 2.7 ■ Comparative Analysis of key Challenges
Importance of the remaining challenges
Challenges Aeronautics CSP Comments
Lack of bank financ-ing/fund raising
CSP development might be more capital intensive than aeronautics. Therefore, state’s funding might not be sufficient.
Administration burden Aeronautics experience showed that administrative constraints are not insurmountable
Reliable energy supply for industries
CSP industry is energy intensive
R&D and engineering R&D is an important challenge for aeronautics to continue going toward a high-tech industry. It should be at least as critical for CSP suppliers that will have to produce CSP-quality components.
➔ ➔ ➔ ➔
Neutral Decisive
Source: EY.
Table 2.8 ■ Technical Data of kuraymat ISCC Plant
Technical Data value Unit
Solar Field total Area (mirror surface) (Source: Flabeg) 148169 m²
Number of mirrors (Source: Flabeg) 55502 N°
Total length of the rows 23600 m
Number of Collector-units (~ 12 m long, 6 m wide) (Source: Solar Millennium)
2000 N°
Receivers 5900 N°
Number of Loops 40 N°
Hot Leg HFT Temperature 393 °C
Cold Leg HFT Temperature 293 °C
Gas Turbine Generator 74,4 MWe
Steam Turbine Generator 59,5 MWe
Solar Field Design Thermal Power at Reference Conditions 50 MJ/s
Output solar field (electric power) (Source: Flabeg) 20–25 MWe
Installed power specific investment costs 4.935 US$/kW
Sources: Fichtner Solar, Flabeg, Solar Millennium, Fraunhofer ISE
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ThekuraymatprojectisfinancedbytheEgyptianNewandRenewableEnergyAuthority(NREA),theGlobalEnvironmentalFacility(GEF)andthejapanBankforInternationalCooperation(jBIC).TheGEFhasprovidedauS$49.8milliongrant for the solarfielddue to theproject’s exemplary status.The remainingforeigncurrencyportionisfinancedbyjBICandthelocalcurrencyportionofthe investmentbyNREA.About60percentofthevalueforthesolarfield isgeneratedlocally.Civilworks,themountingstructure,thetubes,electricalcables,
Figure 2.7 ■ value chain for the iScc plant in kuraymat, Egypt with involved companies
• GEF / World Bank• AFDB• JBIC (Japan Bank for IC)• NREA (Finance, Owner)
• NREA• Ministry of Electricity & Energy (MOEE)
• Siemens • — • NSF Engineering
• Egyptian Electricity Transmission Company EETC
• Orascom• Fichtner Solar• Flagsol
• — • NSF Engineering• Orascom
• Flabeg Gmbh • Schott Solar AG
• Linde
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gridconnection,theengineering,procurement,andconstructionresponsibility(engineeringstronglysupportedbyFichtnerSolarandFlagsol),theoperationisby local industry.howeversomeof thekeycomponentsarestillprovidedbyinternationalindustry(e.g.,themirrors,receiver,heattransferfluid,andsteamgenerator).
Key Findings from interviews and project experience
ThekuraymatISCCplantmightbecomeareferenceprojectforpureCSPplantsintheregion.DespiteunfavorableconditionsforCSPapproximately60percentlocalvaluegenerationforthesolarfieldshowsthatlocalindustryisalreadycapableofrealizingCSPprojects.Theprojectdevelopmentforthesolarfieldwasundertakenbyinternationalcompanies.ButthisisoneofthefirstCSPprojectsinNorthAfricaandinternationalindustryalreadyhasexperiencewiththedevelopmentofCSPplants;itislikelythatlocalengineeringofficesandEPCcontractorswillbeabletotransfertheirexperiencestofutureprojects.InkuraymattheEPCcontractorOrascomwasstronglysupportedbyFichtnerSolarandFlagsolwiththeconceptualdesign,engineering,andtechnicaladvisoryoftheassembly.however,materialswerepurchasedpartlyfromlocalsides:thewindbreakerswereconstructedfromlocally manufactured bricks; the cables, steel for the mounting structure, andtubes(performedbyNSF)werealso locallyproduced;theSkAL-ETcollectorwasassembledbyOrascomclosetothesitefromapre-fabricatedlowcoststeelstructure;andlocalsubsuppliersdeliveredthepre-fabricatedweldedsteelpartsoftorqueboxframesandplates,cantileverarms,andhCEsupports.
toaddafreezeprotectionunitwithanaturalgasfiredfreezeprotection heater and freezeprotectionpumpsforthehTF.
Theprojectsufferedfromdifferentcostandschedulingissues. Since two differenttenders for the solar fieldandpowerblockofthecom-binedcyclewerecontracted,coordination problems oc-curred.Also a relatively lowsolar sharedoesnot increasethe efficiency significantly: alarge solar fieldwith smallergas back-up would raise theeconomical parameters of
Figure 2.8 ■ installation of Mirror collector at kuraymat Site
Source: Solar Millennium.
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TheISCCSplantinAinBeniMathar,Morocco,wasconstructedbyAbenerincooperationwithAbengoaSolar.Ithasatotalcapacityof470MWofwhich20MWwillusethermalenergyfromasolarfield.Thelargestsharewillbegeneratedbyaconventionalcombinedcyclesystem.Thesolarfieldcountsonareflectingsurfaceofmorethan180,000m²andhasacapacitytogenerateapowerof20megawatts.AbenerEnergiawonthebiddingofONEandGEFfortheEPCcontractfortheconstruction.Abenerprovidesglobal,innovative,andsustainablesolutions,whichhavebeenappliedtothedesign,constructionandoperationforenergyandindustrialplants.TheequipmentandcomponentsaremainlyimportedfromEuropeancountrieslikeSpain,France,andTurkey.Thecivilworksandconstructionareundertakenbyinternationalfirmsthatuse a few subcontractors to provide basic and elementary ground breakingwith local work force and their own machines. Figure 2.9 shows the maincompaniesinvolvedintheproductionofcomponentsandequipmentandtheconstructionoftheplantatthesitewhichlies80kilometersoutsidethecityofOujdainEast-Morocco.
Main lessons from this project
AnexaminationofthefirstCSPprojectasanIntegratedCombinedCycleSysteminMorocco reveals some important lessons learned.FutureCSPprojectswillnothavecompletelythesameprojectstructureandanEPCcontractorwillbe
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pricedifference6–10percent)• O&M has to be undertaken by internationally experienced company to
sustaintheperformanceofplant
Conclusion for future CSP plants in Morocco:
Strongly supportedby internationaldonors, thefirstCSPproject inMoroccowillproduceelectricityfortheMoroccanmarketbytheendof2010.Thispilotproject will increase knowledge, experience with operation and maintenance,andacceptanceforCSPprojectsinMorocco.Butlocalmanufacturingoutcomeshavenotprovedpositive:
• Many international component suppliers have made first steps into theMENAmarketbysellingtheircomponentsinMorocco,butcostadvantagesforlocalcomponentsandservicescouldnotbeidentified
Within such a framework, theMediterraneanSolarPlan is oneof thekeyprogramsundertheunionfortheMediterranean(ufM)thatprovidespolitical
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momentumforinitiativessuchasDesertecatabilaterallevel.MENACSPcouldmakesolarenergytradeafundamentalpillarofMENA-Eueconomicintegration,anditthereforepresentsamajoropportunityforMENAtoearnexportrevenue.MENACSPcouldbekeytorealizingtheEu’sGhGemissionsreductionandenergy security objectives.TheApril 2009 Eu Renewable Energy Directive,withitsprovisionsfortheimportofrenewableenergytoachievethemandatoryrenewableenergytargetsofEumemberstates,isafirststepinthatprocess,asaretheDesertecIndustryInitiativeandtheTransgreen/MedgridInitiative.
2.2.4 Potential Involvement of International Players in Local Production
International companies and partners are already involved in recent CSPprojectsintheMENAregion.Inthefuture,localmanufacturingcapacitiesbyinternationalcompanieswillbeakeytoincreasingmanufacturingatthelocallevel.SeveralexpertinterviewswithinternationalEuropeanmarketleadersinSpain,France,andGermanywereconductedtoidentifythepositionofindustrywithregardstotheMENAmarket.Strategiestoenterthemarketortobuilduplocalproductionfactorieswerediscussed.Thissectionisdividedintofourtopics:expectationsonmarketdevelopment,experts’experiencesinMENA,thepotentialforlocalmanufacturingbyinternationalindustry,andreasonablesupportmechanisms.
Expectations of CSP market development worldwide and in North Africa
TheCSPregionalmarket is subject toeconomic,political, and legal factors.Positiveandnegativeexperiencesstronglyinfluencefurtherbusinessdecisionsonthepartofinternationalcompanies.Almostallthecompaniesinterviewedhave conducted business in the region. EPC companies likeAcciona,ACSCobraorFerrostaalhaveextendedexperienceworkinginMENAfrompreviousbusinessactivities.Forfutureprojects,engineeringcompanieslikeFichtnerandFlagsolcanmakeuseoftheexperiencegainedattheISCCSplantsinMoroccoandEgypt.Theproblemsassociatedwithdoingbusinessintheregionareper-ceivedindifferentwaysbydifferentcompaniesworkingindifferentregions.CompanieswithlongerexperienceinMENAdescribefewerproblemsbecausethey have found stable local partners for their activities; local partners and
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Security concerns are important for international firms. Companies oftenincurextraexpensesforon-sitesecuritystaff,iftheysendtheiremployeesintothecountriesofNorthAfrica.
CustomsdutieshinderbusinessactivitiesintheCSPmarket.ForanintegratedMENAmarket, intra-MENAcountries’ logisticsmightbe a relevant aspect ifbarriersofinternationaltradecomeintothefocus.
Educationandqualificationsof theworkforce are lower inNorthAfrica,butthisisnotseenasaprimaryproblemforinternationalcompaniesbecausetrainingonthejobispossible.Wagesforlocalstaffare1/3to1/4lowerthaninEurope,whichhelpsoffsetlowereducationandefficiency.howeverforexperttaskstheinternationalcompaniesstillusetheirregularemployeesfromEurope.
Insummary,theinterviewsindicatedadifferentratingofriskandproblemsindifferentcountries.Stableframeworksincombinationwithstronglocalbusi-nesspartnerscouldfacilitategrowth.Furtherregulatoryandlegalsupportwouldhelp international companies build up local subsidies and joint ventures andconsequentlynewfactoriesandproductioncapabilities.
Potential for local subsidies and local manufacturing by international companies
Asawhole,theCSPindustryreiteratesthat“if the local market is large and stable enough, we will produce locally.” Astheaveragefactoryformirrorsaswellas for receivers has an output of 200–400 MW per year this is the absoluteminimummarketsizerequiredtomotivatecompaniestoinvestinlocalplants.Theindustryunderlinestheimportanceofastableandgrowingmarket.Iftheindustryisnotconvincedthatalocalmarketwilldemandamoreorlessstableamount of components per year, companies will not invest in local factories.Table2.11showstheoutputofatypicalfactoryforcoreCSPcomponentsandcorrespondingjobsandfactoryinvestmentcosts.
Support actions for a predictable and stable market
Table 2.10 ■ Industry view on Potential of local Manufacturing
ComponentLocal manufacturing possible?
Services and power block
Local manufacturing possible?
Mirrors Yes, large market Civil works Yes, up to 100%
Receivers Yes, long-term Assembling Yes, up to 100%
Metal structure Yes, today Installation works (solar field)
Partly, up to 80%
Pylons Yes, today Power block No
Trackers Partly Grid connection Yes, up to 100%
Swivel joints Partly Project development Partly, up to 25%
HFT systems No, except pipes EPC Partly, up to 75%
Storage system Only small share Financing Partly
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Asustainablemarket isdifficult to achievewithgrants that are foronly alimitednumberofprojectsintheregion;afeed-intariffwouldgivetheindustryalong-termplanningscenario.Ifalong-termperspectiveismissing,internationalcompanies have a limited interest in investing in the region. Some interviewpartnersrecommendedPPAswithalong-termperspectiveoftenderprocedureswithaconstantannualinstallationvolumeover5to10years.Investmentdeci-sionsdependmoreontheexistenceofapredictableandstablemarketthanonsecondaryfactorslikeskilledworkersorbusinessnetworks.
2.2.6 Illustrative Business cases of current or Potential cSP meNa Players
CSP mirrors
Sphinx Glass
MENA Glass, through its fully-owned subsidiary Sphinx Glass, is a companyestablishedbyCitadelCapitalandagroupofleadingregionalinvestorstopursueinvestmentsinthepromisingMENAglassindustry,withaninitialcapitalof$120million.SphinxGlass’greenfieldplantislocatedinSadatCity,70kmnorthofCairo,andhaslicensedworld-classproductiontechnologiesfromPPGInd.Inc.
Table 2.11 ■ Component Specific Parameter for Typical factories
Components of the value chain
Annual output of a typical factory
(MW/year)
Investment per factory (in
Million €)
Jobs per factory
(Jobs per year
Specific Jobs
(Jobs/MW)
Com
pone
nts Receiver 200–400 MW €40 140 Jobs 0.3–0.7
Mirrors 200–400 MW. €30 300 Jobs 0.7–1.5
Steel structure 50–200 MW. €10 70 Jobs 0.3–0.5
HTF Very high — — —
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102 MENA Assessment of the Local Manufacturing Potential for Concentrated Solar Power Projects
Figure 2.11 ■ Mapping of potential cSp industries and their Respective Markets
Current situation 2015 2020 2030
MENA market(capacity, nbof plants, sizein billion $)
Descriptionand drivers
70 MW, 3 ISCC, ~ 0.5 300 MW,3–5 plants, ~2
~1 GW, 10–20 plants, ~8
~ 2 GW, 20–30 plants, ~15
Mirrors
Mountingstructures
Marketsize (M$)
Marketsize (M$)
25 100 400–450 800–1000
FlabegRioglasssolar
Egyptian Glass Company Dr Greiche Sphinx Glass SIALA
NSF Engineer-ing Delattre Levivier Maroc
Abengoa Solar
Acciona Areva
Very limited nb of intl. companies
NSF Engineering Ynna Holding DLM AOI
DLM AOI NSF Engineering Ynna
Holding El Fouladh + other
new entrants
Potential new entrants Sphinx Glass Dr Greiche EGC SIALA
Flabeg Rioglass solar Saint-Gobain
Guardian Ind. Pilkington
~ same players
Saint-Gobain Guardian Ind. PPG
Flabeg Rioglass solar Saint-Gobain Guardian IndustriesPilkington
• All ISCC supplied by international companies
• MENA market size not large enough for local CSP glass and mirror production
• Large interna-tional companies getting interested in MENA market
• Part of value chain produced locally (coating) by local glass transformers
• MENA market size still too small for full value chain integration
• Regional market size becoming signi�cant
• Integration of full value chain by local players
• Implementation of a large internation �rm’s a�liate and development or reconversion of assets by pure local players
• Developmentof local assets, increaseof local producers market share driven by call for tenders’ local production clauses
• Consolidation of all «historical» stakeholders’ position
Descriptionand drivers
• Abengoa supplied Aïn Beni Mathar and Hassi R’mel
• NSF engineer-ing designed and produced the Kuraymat mounting structure
• Increased interest of company with R&D capacity and already producing complex metallic structures (roofs, windtowers)
• International developers preferring «standard» mounting structure design already implemented in other CSP plants
• Cost reduced by local production (especially through low transport and low labor costs)
• Development of local knowledge and experience gained in �rst MENA projects
• Very speci�c needs of international developers
• Perfect command of mounting structure construction techniques
• Previous economic aldrivers still in¥uent
• Only «pure» local production as no need for know-how transfer any more and industrialisation of production
Abengoa Solar
NSF Engineering
~ 50 ~ 225 800–1000 1500–1700
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Figure 2.11 ■ Mapping of potential cSp industries and their Respective Markets (continued)
Current situation 2015 2020 2030
MENA market(capacity, nbof plants, sizein billion $)
Descriptionand drivers
70 MW, 3 ISCC, ~ 0.5 300 MW,3–5 plants, ~2
~1 GW, 10–20 plants, ~8
~ 2 GW, 20–30 plants, ~15
Electric andelectronic
equipment
Marketsize (M$) 2 5–10 ~30 ~50
: Import in MENA : local production (implantation of international players)
: “pure” local production (current local players)
Developper’sinternational suppliers
El Sewedy Cables Groupe Elloumi TECI
El Sewedy
Cables Elloumi
TECI+ new
entrants
Developpers international
suppliers
Leoni Câbles, Delphi, Yakazi, Sumitomo, Nexans + new entrants
~ same players
~ same players
• High tech components supplied by conventional international suppliers
• Low added value compo-nents (cables, etc.) supplied by local companies
• Local players used to comply with stringent require-ments from international clients developing speci�c CSP components
• New entrants in high tech components (trackersfor example), as aeronautical or autmotive companies
• Consolidation of market shares by local players
• Decrease of components import becauseof the combination of competitive local productsand local production clauses in call for tenders
• Share of the market between top local �rms (competitive on international markets) and international �rms having developped local capacity because of low labor cost and strategic location
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104 MENA Assessment of the Local Manufacturing Potential for Concentrated Solar Power Projects
Inaddition,ajointventurewillbesetupbetweenSaint-GobainandŞişecamfor the construction of a float line in Russia, in the Republic ofTatarstan.AfeasibilitystudyforthisinvestmentwasrecentlyannouncedbyTrakyaCam,acompanyoftheŞişecamGroup.Outputfromthisplantwillbesoldinthebuild-ingandautomotivemarkets.
Guardian industries
Guardian Industries (GI) operates four float glass plants in Egypt, SaudiArabia,EuA,andIsrael.Theplantsare“hightechandmodern”.Thegrouphastakenover62percentofthestakesoftheEgyptianGlassCompany(EGC),aformerstate-ownedcompany,fromtheEgyptkuwaitholdingCo.Withthesameinfrastructure,thecompanymanagedtoincreasethedailyoutputfrom400to500tons.Floatglass inEgypt ismuchcheaper than intheuS(uS:uS$350–400/ton,Egypt:uS$200/ton).however,GIhasexpressedconcernsin interviews for thepoorconditionof infrastructure in thecountryand intheregionasawhole.
InthecontextofCSP,GuardianIndustryisproducingflatmonolithic,bentmonolithic,flatlaminatedandbentlaminatedmirrorsintheunitedStatesandinIsrael.Laminatedmirrorshavebeendevelopedforhigherreflectivityand increaseddurability.Guardian industry isalreadyexperienced inCSPmirrormanufacturingwithannualproductionfiguresof7.4millionsquaremetersbent,9.2millionsquaremeterslaminated,20.4millionsquaremetersmirrored
SIALA isproducing6,000 tons/yearofmirrors, its activity is limited to glasstransformation.SIALAcouldbeinterestedinCSPmirrorsasawaytodiversifytheirindustry.
Itsfourplants(Alexandria,Suez,SadatCity,10thofRamadanCity)producelong products, principally rebars and wire rods, and also flat products, whichconsistofhotrollcoil,foruseinawiderangeofapplications.
NSF’s production facilities include the latestCNCmachines, laser cuttingequipmentandhighlyautomatedrobots.Inaddition,NSFproductionisexecutedinlinewithASME,AISC,BS,DINandEuronormqualitycertificates.
Electric and electronic components manufacturers
Chakira cables (Elloumi group)
Chakira isoneof themaincablemanufacturers inTunisiaand in theMENAregion.ChakiradoesnotseeanyissueinsupplyingCSPplantwithcablespro-ducedlocally.
Chakira is looking forward to diversifying its production and is alreadyproducing Pv cables.The company would be ready to invest inr CSP cableproductionastheyknowthattheywouldgetfinancialandtechnicalsupportfromtheMinistryofIndustrysinceapublicfundaimedatsupportinginnova-tioninTunisiahasalreadybeenestablished.TheElloumiGroupalsoincludesanentitywhich isspecialized inelectric installations.ThisentityconstructedtheelectricnetworkofthefirstwindfarminTunisia.Furthermoreasubsidiary
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Arab British Dynamics, affiliate of the Arab Organization of Industrialization (AOI)
ArabBritishDynamics is state-owned andwas established in1978 as a jointventureofAOIandBritishAerospacefordesignofdefensesystems.Since1998itiscompletelyownedbytheAOI.
ElSewedy’scompaniesareactiveinalargevarietyofsectors:cables,electricalproducts,communications,transformers,meters,steelstructures,windturbines,EPC.ElSewedyexportstoover100countriesandoperates30manufacturingplants in 16 countries. It is the 4th largest cable manufacturer worldwide. ElSewedyPowerownsthebiggestgalvanizationfactoryintheworld.
2.2.7 competitive advantages and Weaknesses of cSP value chains in meNa
The readinessof economies to adoptnew technologies and to implement in-novationactivitiesinthefutureisacrucialfactorforsustainabledevelopment.ToallowforthedesignofasuitableactionplanforthepromotionofCSPcom-ponentmanufacturingwithin theMENARegion it is important toassess the
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Information on aspects of general competitiveness and investment friend-liness of 133 countries is aggregated in the Global Competitiveness Report(GCR)bytheWorldEconomicForum(WorldCompetitivenessReport2009).TheReportcompilesdataon113variablesandprovidesarankingbasedontheGlobal Competitiveness Index (GCI).The GCI is split into three categories:basic requirements, efficiency enhancers, and innovation and sophisticationfactors,whicharesplitintoseveralsub-categories.Aselectionofdatainthesesub-categoriesisusedinthisreporttoconductacross-countrycomparisonoftheCTFcountries(Table2.12).TheCTFMENAcountriesarerelatedtotheremainingMENAcountries(non-CTFcountries6)andarelativecomparisontoothercountriesisprovidedbytheinternationalrankingintheGCR.Toallowforasimplifiedoverview,anaveragevalueforthenon-CTFMENAcountriesiscalculated(Table2.12,rightcolumn).
Thebasicrequirementsforthedevelopmentofaneconomyare,efficientlyfunctioning institutions, a well developed and maintained infrastructure, andmacroeconomicstability.Thesecharacteristicsmanifestthemselvesinaprecisedefinition and strong protection of property rights and intellectual property,righteousnessandindependenceofthepoliticalandlegalsystem,andtheexis-tenceofoverallcorporateethics.Theinfrastructureencompassesnotonlythedevelopmentandqualityofroads,railroads,air-andwaterwaysbutalsoelectricityandtelephonelines.
Concerning these fundamentals of economic development, the five CTFMENAcountriesmostlylieinthemiddleofthescale,indicatingthattheymeetthebasicrequirementsrelativelywellinmostfields.however,somecountries,Tunisiaandjordaninparticular,haveabove-averagerankings,andAlgeriasur-passesallexaminedMENAcountriesinmacroeconomicstability,achievingthe
Note: Indicators range between 1 (= weak position) and 7 (=strong position). Light orange: below CTF country average; light blue: above CTF country average; blue: above remaining MENA countries average. International rank ranges from 1 to 133 (source: GCR homepage. Column 7 and 8: own calculation).
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Table 2.13 ■ SwOT Analysis of local Manufacturing of CSP Components in MEnA region*
Strengths Weaknesses
• Low labor cost (especially for low-skilled workers)
• One of the highest solar potentials in the world (desert areas)
• Strong GDP growth over the 5 past years in all MENA countries
• High growth in the electricity demand will require large investments in new capacities
• Strong industrial sector in Egypt• Particular proximity of Spain and Morocco• Existing float glass sector in Algeria• Large export industry in Tunisia and Morocco
with long experience with Europe (e.g. auto-motive industry and aeronautics to a lesser extent)
• First CSP/ISCCS plants in three MENA coun-tries constructed by 2010
• Insufficient market size for creation of local manufacturing
• Administrational and legal barriers• Lack of financial markets for new financing• Higher wages for international experts/
engineers• Higher capital costs• Energy highly subsidized at 75% (although
subsidies are decreasing)/Egypt is a net ex-porter of crude oil and natural gas.
• No fiscal, institutional and legislative frame-work for RE development (laws for renew-able energies under development for long periods)
• Despite numerous regulations, implementa-tion and enforcement of environmental regu-lation is often deficient
• Need for strong network, business and politi-cal connections
• Lack of specialized training programs for RE• Partly insufficiently developed infrastructure
Opportunities Threats
• Further cost reduction of all components• Attractiveness to external investors by large
market demand• Solar energy: premises of an Egyptian Solar
Plan or Morocco with 2 GW• Wind energy: 400 MW of wind capacity/year
until 2020 to be developed by the private sector (bid-procedure)
• Political will to develop a local renewable energy technologies industry
• Possibility of technology transfer/spillover ef-fects from foreign stakeholders in MENA
• Export potential (priority given to export in-dustries by GoE)
• Training of workforce and availability of skilled workers not sufficient
• Technical capacities of local engineering firms• Lack of informational awareness of manage-
ment on opportunities in the CSP sector, etc.• Access to financing for new production ca-
pacities, etc.• Presence of public actors in clean-techs
value chain (ex.: Arab Organization for Industrialization (AOI) in turbine blades manufacturing)
• Competition with foreign stakeholders: e.g. historical presence of German players and strong interest of USA in the Egyptian market
• Higher manufacturing costs compared to international players
• Higher transport losses/costs due to insuf-ficient infrastructure
• Competition with other emerging countries
* An analysis of the strengths and weaknesses on a country basis is provided in the annex (cf. page 170 onwards).
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Finally, to be internationally competitive, economies must develop a so-phisticated, innovation-driven approach which allows for the enlargement ofintellectualpropertyrightsandthedesignoftheirown,uniqueproducts.Thisisexpressed,byalargenumberandahighdiversityoflocalsuppliers,welldevel-opedindustrialclustersandnetworks,andtheapplicationofpreciseandefficientproductiontechnologies.The innovativecapacity is reflected in thequalityofresearchinstitutions,theextentofcollaborationbetweenindustryandresearchfacilities,thenumberofrecordedutilitypatents,andthegeneralavailabilityofscientistsandengineers.
• Rapiddeliveryandlowtransportcosts,wouldbestrongassetsasshippingfrom India or China would take several days. however, although rapiddeliveryhasbeenadecisiveassetfortheMENAautomotiveindustry, itmightbelesscrucialforCSPaslogisticsarelesstight.
Summary of outlook on local component manufacturing
First step: Construction and Civil works
Intheshort-term,allconstructionworkattheplantsiteincludingbasicinfra-structure, installation of the solar field, and construction of the power blockandstoragesystemcouldbeaccomplishedbylocalcompanies.Theseactivitiesaccountforroughly17percentofthetotalCSPinvestmentorapproximatelyuS$1millionperMW(cf.Table1.7).Largecompaniesfromtheconstructionsectorplaythemostimportantroleinthisareaofbasicconstruction.InSpainandtheunitedStates,on-siteconstructionandassembly iscontractedbythelocalconstructionandinfrastructureindustry,andbasicconstruction(civilandinfrastructureworks,plantengineering)isthefirststepinwhichlocalfirmsareinvolved in building the plant. Experience from the ongoing CSP projects inEgyptandMoroccosupportthisfinding.
EngineeringandEPCcompaniesintheCSPindustryarelimited.Intheworldmarket,onlyafewcompaniesalreadyhavetheexpertisetoconstructlargeCSPprojects.Newfirmsarenowentering thismarket,but thedemand for theseservicesisconcentratedinSpainandtheunitedStates.IntheMENARegioncompaniesintheCSPengineeringandprojectmanagingsectorstillneedtobeestablished.TheEgyptiancompanyOrascomisagoodexampleofasuccessfulventureinthissector;itsactivitiesgobeyondtheprovisionoflaborandithas
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TheabilityoflocalindustrytoprovideEPCservicesinMENAvariesbycountry.Egyptnowleadsinthisarea,butEgyptrequiredtheexpertiseandmanagementsupport of an international company to reach this position. In other MENAcountriestheshort-timefocusshouldbesetondevelopingEPCcapabilitiestoreachthesamelevel.
Second step: Mounting structure
Themountingstructurecanbesuppliedlocallyifthelocalcompaniescanadaptmanufacturingprocesses toproduce steel or aluminumcomponentswith therequiredhighaccuracy.GenerallyithasbeenfoundthatcompaniesinMENAareverycompetitiveinthefieldofsteelstructuresonaglobalscale.Requiredquality levelsrequiretheadoptionofautomaticproduction lineswithtypicalmachinesandequipment.
Third step: CSP-specific components with higher complexity