Embracing the Potentials of Intermodal Transport in Ethiopia: Strategies to Facilitate Export-Led Growth
Abstract
:1. Introduction
2. Theoretical Background
2.1. Overview of Industrial Development and the Current State of Intermodal Transport in Ethiopia
2.2. Challenges and Opportunities of Intermodal Transport—Evidence from Other Countries
3. Research Design
4. Results
4.1. Current Challenges of Intermodal Transport in Ethiopia
4.2. Strategies to Improve the Current State of Intermodal Transport in Ethiopia
5. Implications
6. Study Limitations and Outlook
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Industry Type | Total Number of Employees | Revenue (USD) |
---|---|---|
Manufacturing (n = 5) | Up to 50 (n = 10) | Up to 10 million (n = 12) |
Logistics service provider (international) (n = 9) | 50–250 (n = 11) | 10–50 million (n = 6) |
Logistics service provider (regional) (n = 8) | 251–1000 (n = 6) | 50–250 million (n = 3) |
Academia (n = 8) | 1001–2500 (n = 4) | 250–1000 million (n = 2) |
Governmental organizations (n = 2) | 2501–5000 (n = 3) | 1–5 billion (n = 1) |
Non-governmental organizations (n = 3) | 5001–10,000 (n = 2) | Above 10 billion (n = 4) |
Associations (n = 3) | Above 10,000 (n = 2) | n/a (n = 10) |
Challenge | Strategy | Effectiveness | Complexity |
---|---|---|---|
Missing cooperation between all stakeholders | Establishment of strong supply chain partnerships that share and align capacities | 5.39 | 4.22 |
Development of clear standard operating procedures for the different stakeholders in the supply chain | 5.06 | 3.67 | |
Joint development of multi-stakeholder IT platforms | 5.00 | 4.78 | |
Establishment of public and private multi-stakeholder cooperation platforms | 4.94 | 3.89 | |
Clear definition of roles and responsibilities of platform members and key performance indicator (KPI) monitoring | 4.67 | 3.72 | |
Development of incentive system to foster stakeholder cooperation | 4.67 | 4.17 | |
Missing processes to integrate transport modes at transshipment points | Policy changes to accelerate customs at the port of Djibouti | 5.65 | 5.41 |
Establishment of a more frequent train connection between Djibouti and Ethiopia to make the train a more attractive transport mode | 5.53 | 3.71 | |
Tracking and tracing of goods (at truck or container level) to better estimate arrivals at transshipment points | 5.35 | 3.88 | |
Simplification of processes within each stakeholder to make mode changes more efficient | 5.35 | 4.18 | |
Connection of IT systems of logistics service providers to utilize available data | 5.12 | 4.24 | |
End-to-end visibility of actual and planned goods within the network to enable a holistic integrated planning | 4.94 | 4.35 | |
Establishment of a central continuous improvement organization to control the whole flow of goods | 4.82 | 4.29 | |
Lack of qualified personnel | National certification for certain job profiles to assist companies in finding qualified personnel | 5.25 | 3.25 |
Incentivization of staff to participate in further education programs | 5.22 | 3.28 | |
Development and implementation of KPIs to measure performance of personnel | 5.17 | 3.39 | |
Knowledge capacity building through on-job mentoring and experience sharing (from another countries and experts) | 5.11 | 3.44 | |
Vocational training on specific job profiles (considering good practice examples of other countries) | 5.00 | 3.28 | |
Collaboration between companies and universities to teach the necessary practice-oriented content to close gap between theory and practice | 4.94 | 3.44 | |
Monopolistic structures for intermodal transport | Set-up and follow-up on KPI (that track operators’ performance) to lower prices | 5.33 | 4.39 |
Support of consolidation of small operators | 5.00 | 4.44 | |
Anti-monopoly regulations to open up the market for freight forwarders | 4.78 | 4.28 | |
Promotion of platform for transparency of small operators and their services and prices | 4.36 | 4.17 | |
Promotion of sub-contracting schemes | 4.33 | 3.94 | |
Conduction of quantitative study that assesses whether monopolistic structures in Ethiopia lower logistics service level and increase cost | 4.28 | 4.33 |
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Nitsche, B. Embracing the Potentials of Intermodal Transport in Ethiopia: Strategies to Facilitate Export-Led Growth. Sustainability 2021, 13, 2208. https://doi.org/10.3390/su13042208
Nitsche B. Embracing the Potentials of Intermodal Transport in Ethiopia: Strategies to Facilitate Export-Led Growth. Sustainability. 2021; 13(4):2208. https://doi.org/10.3390/su13042208
Chicago/Turabian StyleNitsche, Benjamin. 2021. "Embracing the Potentials of Intermodal Transport in Ethiopia: Strategies to Facilitate Export-Led Growth" Sustainability 13, no. 4: 2208. https://doi.org/10.3390/su13042208
APA StyleNitsche, B. (2021). Embracing the Potentials of Intermodal Transport in Ethiopia: Strategies to Facilitate Export-Led Growth. Sustainability, 13(4), 2208. https://doi.org/10.3390/su13042208