CJD Talks 2024: Mohamed Ali Kacem Discusses the Challenges and Opportunities of Exportation in Tunisia
Tunisia's Commercial Deficit: The Imperative of Enhanced Exportation
In 2022, Tunisia imported $26 billion worth of goods and exported approximately $18.5 billion, resulting in a commercial deficit of $8 billion, equivalent to 24 billion Tunisian dinars. This difference corresponds to essential products such as pharmaceuticals, energy, wheat, textiles, machinery, and more, which Tunisia does not produce in sufficient quantities to meet its demand. To bridge this deficit, Tunisia must borrow foreign currencies, making it vulnerable in terms of currency management. The key to avoiding continued borrowing for consumption is to export as much, if not more, than we import, using export revenues to invest in infrastructure and high-value-added investments.
The Economic Model of Exportation in Tunisia
The economic model based on exportation is crucial for Tunisia, given the limited size of its domestic market. With only 12 million consumers, the Tunisian market cannot support the growth of large industrial enterprises. To thrive, a company must turn to external markets. For example, if all olive oil production were distributed locally, a significant portion would remain unsold, leading to price drops and difficulties for producers.
The Importance of External Markets for Tunisian Businesses
Mohamed Ali Kacem emphasizes that nothing is guaranteed, even if Tunisia has benefited from a comparative advantage in the past. He stresses the importance of export accompaniment, citing the successful transformation of a public international trade company into a high-performing enterprise after privatization. He also mentions the success of FAMEX (Fund for Access to Export Markets) and regrets the lack of similar programs today.
Export Accompaniment
Kacem insists on the need for exporting companies to answer several critical questions, including their production capacity, product reliability, standards, differentiation, quality-price ratio, and more. He notes that the culture of exportation in Tunisia is going through a difficult period, with increasingly fierce competition and often suboptimal working conditions.
Past Successes and Current Challenges
Kacem highlights the need for a clear national strategy for exportation, as well as the untapped potential of African markets. He recommends that Tunisian businesses avoid relying on importers to access these markets, instead controlling their products and positioning. He also proposes the creation of Carthage counters in selected countries, with dedicated warehouses, to facilitate the distribution of Tunisian products on these markets.
Recommendations for the Future
In conclusion, Kacem stresses the importance of individualized support for exporters to optimize their export process and better serve their clients. He encourages a gradual shift away from a model based on subcontracting and low wages, towards a focus on value creation and creativity, to better respond to the challenges of international trade.