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The National Export Strategy of the The Republic of the Union of Myanmar was
developed on the basis of the process, methodology and technical assistance
of the ITC. The views expressed herein do not reflect the official opinion of the
ITC. This document has not been formally edited by the ITC.
Postal address: ITC Palais des Nations 1211 Geneva 10, Switzerland
E-mail: itcreg@intracen.org
Internet: http://www.intracen.org
THE REPUBLIC OF THE UNION
OF MYANMAR
NATIONAL EXPORT STRATEGY
TRADE INFORMATION
CROSS-SECTOR STR ATEGY 2015-2019
ACKNOWLEDGEMENTS
The following Trade Information cross-sector strategy forms an integral part of Myanmars
National Export Strategy. The NES was made possible with the support of the Government
of the Republic of the Union of Myanmar (GRUM), under the leadership of Myanmar Ministry
of Commerce (MoC), the financial support from Germanys Federal Ministry for Economic
Cooperation and Cooperation (BMZ) in collaboration with the Deutsche Gesellschaft fr
Internationale Zusammenarbeit (GIZ) and the technical assistance of the International Trade
centre (ITC).
The coordination support of the Ministry of Commerce Technical facilitation and support
Department of Trade Promotion: from the International Trade Centre (ITC):
Mr. Aung Soe Mr. Paul Baker
Deputy Director General, NES Navigator, International consultant and author
Department of Trade Promotion, Mr. Darius Kurek
Ministry of Commerce Senior Officer, Export Strategy
Dr. Maung Aung Mr. Charles Roberge
Economist, Advisor to the Minister of Commerce, Associate Advisor, Export Strategy
Ministry of Commerce Mr. Victor Deleplancque
Ms. Naw MutaKapaw Research Assistant
Director, Department of Trade Promotion, Mr. Prahalathan Iyer
Ministry of Commerce Exim Bank of India (in partnership with ITC)
Ms. Thidar Win Htay Ms. Karla Victoria Solis Ruiz
Assistant Director, Department of Trade Promotion, Junior consultant
Ministry of Commerce
Ms. Mya Mya Sein The strategy team leader:
Assistant Director, Department of Trade Promotion, Mr. Aung Min
Ministry of Commerce Research Director, Myanmar Marketing Research
& Development Co.
The Directorate of Trade: Ms. Marnie McDonald
Ms. Shwe Zin Ko Editor
Assistant Director, Department of Trade Promotion,
Ministry of Commerce
IV THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
ACRONYMS
CONTENTS
EXECUTIVE SUMMARY 1
INTRODUCTION 5
BIBLIOGRAPHY 31
LIST OF FIGURES
TABLES
BOXES
Box 4: Policy and institutional level issues in the Myanmar trade information
cross-sector function. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
EXECUTIVE SUMMARY
Reliable and timely access to trade information (TI) is an although there is no efficient and coordinated information
important prerequisite for developing export competitive- network to easily satisfy the needs of enterprises.
ness; however, this field has by and large been neglected
in Myanmar. Until recently, explicit focus on issues re-
lated to TI has been missing from Myanmar Government COMPETITIVENESS
plans, legislation, studies and development programmes.
Nonetheless, this trend is now changing with growing
CONSTRAINTS
cognizance among both policymakers and the private Competitiveness constraints related to TI can be divided
sector of the relevance of TI to success in the export along two dimensions policy and institutional level con-
value chain. straints relating to legislative matters and service delivery
of trade support institutions (TSIs) on the one hand, and
enterprise-level constraints that relate to capacity gaps
CURRENT STATE OF THE within enterprises vis--vis the TI function on the other.
MYANMAR TI FUNCTION Policy and institutional level constraints include:
The following broad categories of TI needs have been
identified for Myanmar exporters: Lack of publicly available TI;
Lack of experienced TI consultancies and research
Promotional tools; think tanks;
Market access conditions, including tariff and non-tariff Poor advocacy among TI providers;
barriers; Lack of policy focus on TI;
Margins of preferential access and rules in trade Weak coordination among TSIs;
agreements; Lack of information collected by TSIs on international
Mandatory sanitary and phytosanitary standards, and markets;
technical standards (technical barriers to trade (TBT)); Need for a one-stop portal for TI;
Private standards; Lack of institutionalization of TI exchange between the
Market analysis, including market size, buyers and Government and TSIs; and
main competitors in overseas markers; Lack of service focus outside Yangon.
Logistics information;
Business opportunities, including business and buyer Enterprise level constraints include:
contacts, and names of importers and distributors; and
Export-related Customs procedures, including certifi- Lack of knowledge on what kind of information is re-
cates of origin and declaration forms. quired in an export marketing strategy;
A general lack of networking, alliances and cross-
Myanmar enterprises rely on the Department of Trade pollination of information among enterprises; and
Promotion (TPD) in the Ministry of Commerce (MoC) A lack of integration of TI within the decision-making
and the Business Information Unit (BIU) at the Union of framework of enterprises.
Myanmar Federation of Chambers of Commerce and
Industry (UMFCCI) and sister associations for informa-
tion on export markets. They rarely use international
databanks and information provided by international in-
stitutions to manage their TI needs. Local sources such
as chambers of commerce and ministries are also used,
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
2 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
Enable export-led growth by providing timely trade
information to stakeholders throughout the value chain.
The following will be key features of the future shape of the The achievement of these objectives will require continu-
TI function, underlying the vision. These critical elements ous and coordinated efforts from all relevant private and
are all addressed through the activities of the cross-sec- public stakeholders, as well as support from key finan-
tors strategic Plan of Action (PoA): cial and technical partners, donors and investors. The
total envisaged cost of this PoA amounts to US$4.7 mil-
Improved quality and scope of TI which is relevant to lion. Several institutions are designated to play a leading
stakeholders in Myanmar; role in the implementation of the strategys PoA and bear
Improved dissemination of TI through innovative chan- the overall responsibility for successful execution of the
nels of media, with a greater ability to reach more re- strategy. They will be assisted by a range of support in-
mote constituencies; stitutions that are active in the TI function. Each institution
Detailed information about countries of destination in mandated to support the development of the export func-
Myanmar trade specific sectors, markets and prod- tion is clearly identified in the strategy PoA.
ucts provided through an easily accessible platform;
Improved capacity at the enterprise level to leverage Moreover, the Myanmar Trade Development Committee
existing sources of TI and synergize information sourc- (MTDC) and its Executive Secretariat will play a coordinat-
es to their advantage. ing and monitoring role in the implementation of the strat-
egy within the overall framework of the National Export
Strategy. In particular, the Myanmar Trade Development
ROAD MAP FOR STRATEGY Committee will be tasked with coordinating the imple-
mentation of activities in order to optimize the allocation
IMPLEMENTATION of both resources and efforts across the wide spectrum
The vision and the key features for the function will be of stakeholders.
achieved through the implementation of the strategys
PoA, which revolves around the following four strategic
objectives, each spelling out specific sets of activities in-
tended to address both challenges and opportunities of
the TI function in Myanmar:
The following analytical components are the building blocks of the TI cross-sector strategy.
Competitiveness constraints
The effectiveness and efficiency of TI is currently restricted because of a host of constraints both at the
institutional (supply-side) and enterprise (demand-side) levels. These wide-ranging constraints have
resulted in restricted access to international markets for Myanmar exporters. The competitiveness con-
straints section discusses these important challenges and their impact on current and potential exporters.
INTRODUCTION
Successful navigation of international markets hinges The TI strategy presented in this document is an integral
on the ability of both the private and public sectors to part of the National Export Strategy of Myanmar. The ef-
leverage TI. Current market information allows firms to ficiency of the TI network in Myanmar will contribute a
understand the commercial landscape of both existing great deal to the export performance of the key priority
and potential markets. Such data facilitates the contin- sectors of the National Export Strategy. This document
ued competitiveness of products and may permit enter- presents the expectations and strategic objectives of the
prises to capitalize on emerging opportunities. Reliable private and public sectors for an improved TI function in
information can be used to stay ahead of new trends and Myanmar. It is clear that without concerted efforts to ad-
demands, thereby allowing enterprises to design, develop dress critical issues this function, which is vital for trade
and modify products based on the requirements of target development, will not satisfy the needs of exporters.
markets. Moreover, reliable information on internation-
al standards and regulations allows exporters to design The analysis and recommendations of this strategy focus
products in accordance with the compliance principles on key organizational, technical and skills development
of target markets. This is a prerequisite for market pen- challenges that can be resolved through a structured part-
etration, and a well-functioning TI sector would therefore nership of TI institutions. There is significant scope for
contribute to diversification by facilitating the expansion empowering exporters market entry and development
of both geographic and product markets. through strengthened and more dynamic TI.
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
6 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
CURRENT STATE OF
THE MYANMAR TRADE
INFORMATION FUNCTION
Based on information collected in stakeholder workshops,
industrial enterprises in Myanmar have expressed the
need for the following types of TI:
Promotional tools
Information on key trade promotion events
Market access conditions, including tariff and non-tariff
barriers
Margins of preferential access and rules in trade
agreements
Mandatory sanitary and phytosanitary standards and
technical standards (TBT)
Private standards
Market analysis, including market size, buyers and
main competitors in overseas markers
Logistics information
Business opportunities, including business and buyer
contacts, and names of importers and distributors
Export-related Customs procedures, including certifi-
cates of origin and declaration forms. such organizations as ITC or the Netherlands Centre for
the Promotion of Imports from Developing Countries on
There is a considerable lack of TI in Myanmar relating to markets and export promotion tools.
current and potential target markets in terms of market
developments, trends, market access indicators, packag- Often the TI gathered through this route is generic: it is not
ing, culture and other relevant factors for exporting prod- applied to the needs of Myanmar and it lacks a depth of
ucts. For both basic and specific information, enterprises information on international market conditions. Moreover,
often rely on the information available from the BIU of often information requested by stakeholders is supplied
UMFCCI or the TPD of MoC.1 These institutions provide very late or queries are not responded to at all, accord-
physical libraries and also provide online support (in the ing to stakeholders. Myanmar enterprises or associations
formal of e-mail enquiries), as well as web portals for con- seem rarely to refer to international databanks and other
tact information. They also provide computers for Internet forms of TI provided by international institutions. This is a
searches, as well as a small library of CD-ROMs from result of insufficient awareness of what is available, lack
of funds to purchase some databases, and inadequate
staffing in the TSIs.
1. More recently, in June 2014, MoC opened a Myanmar Trade
Centre, which will allow business operators to lease the premises for
showcasing exportimport products and other merchandise. They can
also organize seminars and meetings and set up offices there.
WHERE WE ARE NOW 7
Access to up-to-date market intelligence plays an integral role in a number of trade-related issues,
among which are market penetration, product design and development, and standards and regu-
latory compliance. TI services generally include the dissemination of information related to stand-
ards, regulations and import / export requirements; raising awareness of trade-related laws and
international agreements; and the publication of data about products, trends and markets.
The following is a partial list of TI services that are useful for current and emerging exporters:
Publication of standards and regulations of target markets
Dissemination of import and export requirements
Publication of, and information about, trade-related laws and international agreements
Provision of databases on domestic products and sectors, as well as on those of destination
countries
Provision of databases on market developments and trends
Counselling of potential exporters and importers
Conducting research and publication of studies about markets and the trade environment.
The related service of trade promotion can also enrich the TI landscape. Trade promotion involves
leveraging a countrys resources in order to connect with international counterparts. It assists enter-
prises in visiting and participating in international trade fairs and exhibitions, where firms can learn
of market requirements and enrich their knowledge of the competitive landscape. Networks with
foreign TSIs also facilitate the diffusion of international know-how and best practices within the do-
mestic market. TI is important for the following aspects of market development:
Consolidate and expand on current markets
Identify, analyse, select and conquer new markets
Obtain information about market developments and tendencies
Discover and explore market niches
Identify market segments
Design and implement marketing plans
Design strategies for commercial promotion and post-sales
Structure distribution channels
Identify current and future competitors.
Overall, the results collected from the surveys relating to the TSN in Myanmar indicate that there
are few market-entry services provided by TSIs and that there is a high concentration of servic-
es provided by policy institutions. There is a predominance of public sector financing for TSIs.
The survey results highlighted that there are possible gaps in key export services such as fi-
nancial services, insurance services and trade finance / export credit.
The surveys also revealed some possible duplication in service delivery by the various TSIs,
such as in areas related to training for production and improving quality; regulatory reform; cer-
tification services; market research; TI; market promotion; and policy reform.
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
8 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
The TI centres housed in UMFCCI and MoC are the most The TPD of MoC works closely with enterprises to or-
central organizations for TI. The main trade journal in ganize trade fairs and also to assist enterprises to par-
Myanmar is the Commerce Journal produced by MoC. ticipate in international trade fairs. A new Myanmar Trade
Private consultancy companies and market research or- Centre has been established in Yangon, and includes a
ganizations are also TI centres used by enterprises to documentation centre, video-conferencing facilities for
carry out specific and tailored research activities. business to business contacts, guidance and advice for
exporters and other trade promotion services. The Trade
Training Institute, also attached to MoC, provides train-
TI END USERS ing to exporters on market entry requirements in over-
seas markets and market analysis tools. UMFCCI hosts
TI end users are multiple, and include: a number of workshops and training seminars on market
analysis, as do many of its individual sector associations
and federations.
Figure 1: Current value chain of trade information services
WHERE WE ARE NOW
9
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
10 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
* Coordination with other TSIs: measures the strength of this institutions linkages with other institutions as well as
the beneficiaries of their services (i n particular, the private sector) in terms of collaboration and information sharing.
** Human capital assessment: assesses the general level of capability of this institutions staff in terms of their training
and responsiveness to sector stakeholders.
*** Financial resources assessment: assesses the financial resources / capacity available to the institution
to provide service delivery in an efficient manner.
**** Advocacy: assesses the efficacy of this institutions advocacy mechanisms, and how well / frequently this institution
disseminates important information to the sector.
WHERE WE ARE NOW 11
CIVIL SOCIETY NETWORK upon request by e-mail or by phone. The TPD and the
UMFCCI BIU TI unit in particular seem to be unresponsive
ANALYSIS OF THE TRADE SUPPORT to queries and lacking human capital. The TPD is, how-
NETWORK ever, relatively active in disseminating (one way) commu-
nications on prices, exports, and production and market
These institutions are not explicitly engaged in trade-re- information through its website and journal. The Trade
lated activities. However, they are opinion leaders repre- Training Institute offers a major channel for disseminating
senting specific interests that have a bearing on export market intelligence skills, although this is based in Yangon
potential and socioeconomic development. Examples of alone and the participant selection process may limit the
such institutions are: womens organizations, the media, scope for everyone to benefit. UMFCCI is active in or-
academia, labour unions, employers unions, environmen- ganizing workshops and information exchanges, though
tal groups and various non-governmental organizations. these are not systematic. Continued investment in human
capital and improved coordination is needed in order to
In the case of all organizations, the level of coordination improve TI in Myanmar.
with other TSIs is weak and their functions are often seen
as competing. Several organizations find themselves in
competition for funds and thus do not have incentives to Financial sustainability is another problem, because of
coordinate with each other in the provision of TI services. the dependence of all organizations on the Government
There is more coordination between governmental organi- budget and donor-funded projects, which are generally
zations. The TSI organizations are not linked to each other of limited duration and do not allow much space for plan-
electronically, although the Government is working on a ning for post-project periods.
web portal for improving accessibility and ease in finding
information. There is some coordination connecting data The advocacy dimension is especially weak for TI ser-
collectors to users, so that, for example, CSO provides vices. According to stakeholder consultations, a majority
data directly to other ministries and vice versa. There is of exporters feel that they are not receiving sufficiently
limited information flowing between the private sector relevant and useful TI services from TSIs.
e.g. chambers of commerce or associations and the
public sector, i.e. ministries. However, cooperation mostly An overview of the perception of stakeholders with regard
occurs in the sense of seeking information or services to TSIs influence on policymaking and their capacity to
from each other, rather than integrating more than one respond to stakeholder needs is presented in table 5. It
organization into a project according to their expertise. is readily apparent that few institutions are perceived to
be able to fully respond to their needs (x axis), and even
The human capital assessment is low for most organiza- fewer are able to influence policymaking. As such, institu-
tions. Generally speaking, none of the listed organizations tional strengthening is necessary to improve the relevance
have staff competent to offer comprehensive information and impact that TSIs can have in Myanmar.
WHERE WE ARE NOW 17
Funding agency /
Project Status Expected areas of intervention
lead implementer
Trade 20132014 JICA Provision of resources and technical know-how in devising a trade
Training training course for exporters in a range of areas, such as market
Institute intelligence tools, trade finance credit, market access and Customs
procedures
There are a very limited number of TSIs which are spe- Overall, the TSN suffers from weak coordination among
cialized in business or trade consultancy, or marketing the TSIs, including among TSIs responsible for TI. TSIs are
research. A handful of marketing research companies, generally unaware of the activities and capacities of other
experienced in surveys, provide some information in such TSIs. Private sector TI providers are particularly poor at
areas as corporate social responsibility, investment ad- coordinating and collaborating. Since the gaps are enor-
vice or market trends. However, these services are in- mous, there is a strong case for increasing collabora-
variably focused on the domestic market rather than tion and running joint programmes in this cross-sector.
international markets and there are no comprehensive The PoA proposes a number of activities to create strong
business, economic or legal consultancy services provid- synergies between TSIs and promote strong cooperation
ed by any company in Myanmar for the domestic market, among players, both to improve the quality of information
let alone the international market. There is an important and its diffusion. A number of activities are specifically
need to strengthen the capacity of local research organi- targeted at coordination between TSIs.
zations to provide pragmatic and policy-oriented advice
to firms and public sector organizations.
THERE IS A NEED FOR A ONE-STOP PORTAL
OF TI
POOR ADVOCACY AMONG TI PROVIDERS
Enterprises wishing to access TI currently rely on a vari-
To the average user of TI, there is poor understanding ety of uncoordinated Government agencies and institu-
as to the available sources of TI and which organizations tions. Although much of the data that they need may in
can provide advice. In this regard, TI providers must im- fact be available, it is difficult to track down and likely to
prove advocacy and communication levels to inform us- be outdated. The fragmented nature of the TI infrastruc-
ers about available services. Detailed and sector-specific ture, in which TI is spread across multiple sources that
are disconnected and unsynchronized with each other,
is a significant issue. As a result, companies are often left
2. International Monetary Fund (2013). Myanmar begins participation
in the IMFs general data dissemination system, Press Release No. frustrated by their inability to navigate a complex web of
13/449, 14 November. institutional data sources.
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
20 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
There is an urgent need to develop a one-stop shop that dissemination to enterprises. Moreover, trade representa-
is a comprehensive source of reliable TI. This resource, tions can play a key role in promoting businesses abroad,
which would collect and organize all relevant data in one informing them about trade fairs in their region and trying
location, would become the focal point for TI. Such a so- to link investors to businesses in Myanmar. However, this
lution would provide easy and quick access to data on communication between the Ministry of Foreign Affairs
market trends, market requirements, regulations, busi- and TSIs is weak. The feedback loop between consu-
ness events (e.g. trade fairs) logistics, import/export lates/trade representations and national TI providers
procedures, Customs duties, consumer trends in target must be formalized. A network of TI providers will need
markets, market opportunities, TSIs, etc. to be linked with consulates/trade representations in or-
der to assess capabilities and assign responsibilities.
LACK OF INFORMATION COLLECTED BY TSIS Training will also play an important part in this regard.
ON INTERNATIONAL MARKETS Officers at consulates and trade representations will need
training in the kind of information needed and the sources
As mentioned previously, there are no TSIs systematically to tap into, as well as how frequently to feed this informa-
collecting TI on international markets, analysing and syn- tion back to TSIs.
thesizing it into useful strategy documents for business-
es in Myanmar. There is nevertheless an urgent need for
such institutions in order for Myanmar to export to new LIMITED SERVICE FOCUS OUTSIDE YANGON
markets and develop new products, as well as adapt to
changing market conditions overseas. The TI network needs to reach constituents in Mandalay
and Yangon, but also rural areas outside of the large cit-
ies. These areas are largely neglected because providers
LACK OF INTEGRATION OF TRADE REPRE- primarily focus on the TI needs of Yangon. Yet data and in-
SENTATIONS WITHIN THE TI FUNCTION formation could be disseminated through regional cham-
bers of commerce, the network of antennas belonging to
The trade representations in consulates and embassies MoI, and MoC regional offices. Moreover, other channels
abroad are in an ideal position to collect valuable market such as radio, which is already used by MoAI, could be
intelligence and trends in target markets in which they are used. The use of mobile networks could also be explored,
present and feed this information back to TI providers for and forms part of the activities in the PoA.
Myanmar companies are often not fully aware of what is As a result of Myanmars isolation, its enterprises have
available and what information is useful in devising an catered to the regional market and consequently have not
export strategy. The lack of consultancy services to help relied on TI as a means of generating competitiveness.
guide enterprises within the myriad of TI sources available Until now, enterprises have been largely unaware of the
internationally leads many enterprises to not be proac- benefits of having reliable TI. Moreover, traditionally it was
tive in seeking new markets. A comprehensive capacity- a buyers market and foreign representatives negotiated
building programme is needed to create awareness of contracts in Myanmar, where information on international
the content required in TI and the way in which to market conditions was limited.
and diffuse such information.
With Myanmars drive to become a competitive and out-
ward-oriented economy, TI will play an important role in
A GENERAL LACK OF NETWORKING, helping enterprises succeed in international markets.
ALLIANCES AND CROSS-POLLINATION OF However, this change will require effort and a change of
INFORMATION BETWEEN ENTERPRISES mindset in order to integrate TI into the decision-making
frameworks of enterprises that are seeking to enter or
The low levels of networking channels in Myanmar, as expand in the export value chain. The one-stop portal,
well as the lack of resources in most associations and activities to extend the reach of information, and improv-
chambers, contribute to the lack of collaboration on TI. ing the relevance of TSIs (activities addressed in the PoA)
For instance, chambers of commerce facilitate cross-pol- are expected to promote the use of TI in decision-making
lination of information by organizing networking events. processes.
However, these events are infrequent and additional fo-
rums for exchanging information between enterprises, as
well as between Myanmar and international enterprises,
are needed.
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
22 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
WHERE WE WANT TO GO
As discussed, TI is a significant component of developing also in need of improvement. These and other constraints
export competitiveness across Myanmar. Both the quality pose significant barriers to entry for exporters in Myanmar
and availability of TI are weak. Coordination among TSIs is and will need to be addressed as soon as possible. With
either ad hoc or non-existent in most cases, and has led that in mind, the following vision has been developed for
to redundancies in some places and gaps in service de- the TI cross-sector function.
livery in other areas. Advocacy at the institutional level is
Enable export-led growth by providing timely trade
information to stakeholders throughout the value chain.
FUTURE TI SERVICE
DELIVERY TO VALUE CHAIN
STAKEHOLDERS
Figure 2 provides a snapshot of the expected service de- A variety of technologies are proposed for the diffusion of
livery of key TSIs according to the different stages of the information, from radios and television to printed media
value chain. Those TI sources listed in black are already and web portals.
provided, while those in orange are currently provided
in a partial manner and those in red are new services to At the transformation and processing stage, TSIs also
be provided. The result of the implementation of the PoA play a crucial role for diffusing information on such meas-
is to widen the breadth of constituents who benefit from ures as Good Manufacturing Practices, International
TSI services and to deepen and increase the scope of Organization for Standardization standards, Hazard
services provided. Analysis and Critical Control Points, and other interna-
tionally adopted standards. The TSIs would also provide
The proposed future TSI network would be segmented transportation and logistics information, packaging and
and specialized along the value chain of economic op- labelling requirements, and market demand. At the dis-
erators engaged (or predisposed to engage) in exports. tribution stage, international market information, trade
At the production stage, a number of TSIs would give finance, transportation, and wholesale and distribution in-
crucial information on international or regional manda- formation would be provided. Finally, at the market stage,
tory and voluntary standards, sanitary and phytosani- market intelligence, Customs and other key market re-
tary standards or TBT requirements, packaging, labelling quirements would be provided.
and other requirements. The TSI network would also pro-
vide key information on the demand of foreign markets.
Figure 2: Trade information services to be provided in the future across the export value chain
WHERE WE WANT TO GO
23
THE REPUBLIC OF THE UNION OF MYANMAR NATIONAL EXPORT STRATEGY
24 TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
The vision of the strategy to Enable export-led growth 3. Improve the quality and timeliness of TI. This objective
by providing timely trade information to stakeholders will be realized through initiatives implemented along
throughout the value chain responds to the constraints, the following dimensions:
but equally to the ambitions, identified in the cross-sector Improve timeliness of TI provision;
strategy. The following section explains the framework that Add value to the information through analysis and
will guide the implementation of the strategy. A detailed commentary.
action plan setting out what needs to be done, and by
whom, is presented at the end of this section. 4. Increase coordination and collaboration among TSIs
in Myanmar. This objective will be realized through ini-
tiatives implemented along the following dimensions:
STRATEGIC OBJECTIVES Create and establish focal points for the TI network;
Once this is achieved, strengthen the TI network;
Stakeholders consider that four strategic objectives are Ensure the sustainability of the TI network.
necessary to realize the cross-sector vision and address
both challenges and opportunities facing the TI cross-
sector function in Myanmar.
IMPORTANCE
1. Improve the collection of TI. This objective will be re-
alized through initiatives implemented along the fol-
OF COORDINATED
lowing dimensions: IMPLEMENTATION
Improve methodological aspects of data
collection; The achievement of these ambitious targets will require
Improve collection of private sector information; continuous and coordinated efforts from all relevant pri-
Improve the TI infrastructure (IT and human re- vate and public stakeholders as well as support from key
source-related) for collecting and systematizing financial and technical partners, donors and investors.
information. Several institutions are designated to play a leading role
in the implementation of the sector PoA and bear the over-
2. Improve the reach and relevance of TI within Myanmar. all responsibility for successful execution of the strategy.
This objective will be realized through initiatives imple- They will be assisted by a range of support institutions that
mented along the following dimensions: are active in the TI cross-sector function. Each institution
Expand existing geographical and thematic cover- mandated to support the development of the cross-sector
age by media; is clearly identified in the strategy PoA.
Include new partners in the dissemination of
information; Moreover, the Myanmar Trade Development Committee
Create a one-stop portal for information and its Executive Secretariat will play a coordinating and
dissemination; monitoring role in the implementation of the TI cross-sec-
Engage directly with grass-roots people to collect tor strategy in the overall framework of the National Export
and disseminate crucial information. Strategy. In particular, the Myanmar Trade Development
Committee is tasked with coordinating the implemen-
tation of activities in order to optimize the allocation of
both resources and efforts across the wide spectrum of
stakeholders.
THE REPUBLIC OF THE UNION OF MYANMAR
NATIONAL EXPORT STRATEGY
TR ADE INFORM ATION
CROSS-SECTOR STR ATEGY 2015-2019
PLAN OF ACTION
The following action plan details all the activities to be constraints and opportunities identified in the document.
undertaken over the next five years to achieve the vi- The action plan provides a clear and detailed framework
sion of the strategy. The action plan is organized around for the effective implementation of the Trade Information
strategic and operational objectives that respond to the strategy.
MYANMAR
26
Strategic objective 1: Improve the collection of TI.
Operational Activities Priority Beneficiaries Targets Leading Supporting Existing Estimated
objective 1=high implementing implementing programmes costs
2=med partner partners or potential (US$)
3=low support
1.1 Improve 1.1.1 Define comprehensive guidelines for data collection to be provided to the 3 TSIs Publication of guidelines MoC MoI, UMFCCI, Ministry 50 000
methodological private sector, including definitions, nomenclatures and sources. Guidelines Timelines are set of Finance and
aspects of data include assignment of responsibilities and timelines. Responsibilities are assigned Revenue, JICA, CSO
collection.
1.1.2 Provide training in market information research to key service providers, 3 TSIs Training workshops for UMFCCI Market research 150 000
including sources of information and databases. representatives of TSIs agencies and
conducted on a half-year basis consultancies, Trade
Training Institute, ITC
1.1.3 Set up a special task force to be used at the pre-collection stage to improve 3 TSIs Establishment of the task MoC UMFCCI, market 100 000
the quality of source information. The team will involve representatives from both force research agencies
the private and public sectors. Structure and functions
defined and written down
1.2 Improve the 1.2.1 Collect trade regulatory information from professional associations and 2 Private Regulatory information is BIU of UMFCCI TPD, Directorate of 100 000
collection of other relevant TSIs. Organize and disseminate the information collected though stakeholders comprehensive and easily Trade, associations,
private sector online channels. accessible online members of UMFCCI
information.
1.2.2 Develop an annual directory of exporters and importers in Myanmar, including 2 Traders and Production of an annual BIU of UMFCCI TPD, Directorate of 30 000
auxiliary service providers such as freight forwarders and Customs agents, distributors, service providers directory Trade, MoC
transporters, etc. The directory should contain company profiles (including but not involved in Company profiles available
limited to: names of directors, number of staff, year of establishment, membership international on website
in professional organizations, markets where they are active). trade
1.2.3 Regularly collect and publish information on the business environment and 2 Stakeholders Investment survey data is UMFCCI MoC, associations, 100 000
investment (actual and intended levels of investment), using alternative sources published quarterly DICA, CSO
TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
1.3 Improve the 1.3.1 Establish an electronic interface to collect and register national exporters 2 Exporters Establishment of the database BIU of UMFCCI TPD, Directorate of 150 000
TI infrastructure complaints in their experience of exporting to third markets. This information can of reported market access Trade, exporters and
(I T and human serve as a basis to adopt trade facilitation measures and improve market access complaints, to be updated on a associations
resource- conditions for exporting firms through commercial diplomacy. monthly basis
related) for
collecting and 1.3.2 Establish a trade enquiry system in the BIU of UMFCCI in order to improve 2 TSIs, Installation of an operational BIU of UMFCCI TPD, Directorate of 75 000
systematizing the effectiveness and efficiency with which the BIU manages the enquiries exporters, trade enquiry system Trade, associations
information. received by assessing response rates, response time to enquiries, follow-up and people Statistics on types of
actions and relevance of the responses provided. interested in enquiries, frequency and
exporting response rates
1.3.3 Process and publish online the documentation obtained from public 2 Exporters, Additional staff recruited in DTP, Directorate BIU of UMFCCI, 75 000
events on trade (workshops, seminars, conferences, fairs, etc.) by implementing emerging the implementing institutions of Trade other departments of
partners. This activity implies the introduction of computers connected to exporters Training programmes UMFCCI, associations,
the Internet and a server in the regional offices of the TPD (MoC) and of the Information collected, members of UMFCCI,
Information and Public Relations Department of MoI. comprehensive and easily MoI
accessible online
Strategic objective 2: Improve the reach and relevance of TI within Myanmar.
Operational Activities Priority Beneficiaries Targets Leading Supporting Existing Estimated
objective 1=high implementing implementing programmes costs
2=med partner partners or potential (US$)
3=low support
2.1 Expand 2.1.1 Develop a strategy to improve the dissemination of TI in printed media with a 3 Private Development of a News and Newspapers, MoI State and private 100 000
existing particular focus on reaching rural communities. This will include consultations and stakeholders national strategy for TI Periodicals newspapers,
geographical surveys to identify demand and study feasibility of different channels. dissemination in printed Enterprise (under journals
and thematic media MoI), MoC
coverage by
media. 2.1.2 Develop a strategy to better reach the target audience for trade-related 2 Private Development of a MoI Broadcasting entities Eight FM lines, 60 000
programmes in broadcast media (r adio and television). This includes compiling stakeholders national strategy for 10 television
statistics on listeners and viewers of broadcast media (r adio and television) and TI dissemination in channels
using monitoring tools, undertaking surveys and consultations, and preparing a broadcast media (Traders
pilot phase. Collection of statistics Channel,
on listeners and like Farmers
viewers and time Channel)
spent on different
programmes
2.2 Include new 2.2.1 Develop a strategy to disseminate TI through mobile networks. This will 1 Private Establishment of MoC MoAI, telecoms 100 000
partners in the include consultations and surveys to identify demand, and a study on the feasibility stakeholders mobile information companies,
dissemination of of using mobile telephony. Try a pilot before launching the strategy. services Myanmar Post and
information. Number of persons Telecommunications
reached
2.2.2 Develop a strategy to disseminate TI through new organizations and 2 Private Dissemination of TI MoC MoAI, MLFRD, Trade text 100 000
institutions, including, but not limited to: Myanmar Agricultural Development stakeholders through new information Business Information messages
Bank, the Trade Training Institute (MoC), and Myanmar Farm Enterprise. These providers Group, eTrade, provided by
organizations can help in spreading information to producers and traders. The commodity exchange eTrade Myanmar
preparation of the strategy will include consultations and surveys to identify centres, etc. such as currency
demand, and a study on the feasibility of using different institutions based on their rates, commodity
relevance and comparative advantage. Try a pilot before launching the strategy. prices and TI
2.2.3 Conduct training workshops for new information providers (consulting firms, 2 Information Train new members MoC MoI, consulting firms 80 000
research organizations, research departments in ministries) on how to analyse, providers of TSIs
interpret and present (display) TI. Conduct training on a
quarterly basis
2.3 Create a 2.3.1 Establish a joint task force to prepare guidelines for the web portal through a 1 TSIs, Protocol established MoC UMFCCI, private 50 000
one-stop portal memorandum of understanding between different TI providers to supply updated enterprises, about all TSIs providing consultancies or
for information information to contribute to the one-stop portal on a monthly basis. Determine emerging TI for centralized companies
dissemination. which services will be provided under a fee basis and which will be free. exporters website on a monthly
basis
Establishment of
the task force and
preparation of the
guidelines
PLAN OF ACTION
27
Strategic objective 2: Improve the reach and relevance of TI within Myanmar.
28
Operational Activities Priority Beneficiaries Targets Leading Supporting Existing Estimated
objective 1=high implementing implementing programmes costs
2=med partner partners or potential (US$)
3=low support
2.3 Create a 2.3.2 Establish a focal web portal to be the central gateway for TI services in a 1 Enterprises, Recruit two additional MoC UMFCCI, embassies, 170 000
one-stop portal user-friendly manner, for example: emerging well-qualified Customs
for information Market access information exporters administrators of the
dissemination. Myanmars trade agreements portal
Business events, trade shows and workshops, conferences in Myanmar and Creation of the web
around the world portal
Interactive guides on how to export
Publications, e.g. newsletters
Contact information for the regional offices of MoC
List of exporters and importers with contact information
Logistics
Market trends.
Prepare a marketing campaign to promote awareness of the portal to be diffused
through printed and social media.
2.4 Engage 2.4.1 Develop an information exchange system with community leaders in rural 2 Community MoC MoI, MoAI, private 100 000
directly with areas to identify the most relevant channels to collect and disseminate TI in these leaders, TSIs media, local
grass-roots areas. Study the legal conditions for collecting and sharing the information, the community leaders
people to collect incentives for such an information exchange, the technology required, and the
and disseminate steps to achieve such a framework.
crucial
information. 2.4.2 Develop an information exchange framework with civil society organizations 2 Civil society MoC MoI, donor agencies 60 000
to collect and disseminate TI. Study the legal conditions for collecting and sharing organizations,
the information, the incentives for such an information exchange, the technology information
required, and the steps to achieve such a framework. collectors
TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
animal health, in particular insecticides and pesticides for the agricultural and
forestry products sectors. This would be achieved through mobile networks and
by using the registry of farmers and producers.
3.1.2 Develop a national programme for data computerization, including the 3 TSIs Development of a MoC Commercial attachs International Monetary 150 000
definition of standards for better TI data dissemination. strategy for data UMFCCI, MoI, Fund in the field of
computerization and Myanmar Post and macroeconomic
dissemination Telecommunications statistics, European
Union with Comext
3.1.3 Establish an IT system / infrastructure to ensure that data can be 3 TSIs IT network is MoC UMFCCI, One-stop service 300 000
transmitted to the right channels in an expeditious manner. established Myanmar Post and for investors exists
Telecommunications, (Myanmar Investment
MoI, all line ministries Commission) use as a
model to scale up
Strategic objective 3: Improve the quality and timeliness of TI.
Operational Activities Priority Beneficiaries Targets Leading Supporting Existing programmes Estimated
objective 1=high implementing implementing or potential support costs
2=med partner partners (US$)
3=low
3.2 Add value to 3.2.1 Organize training workshops for TSI representatives on data collection 3 TSIs Organization of MoC UMFCCI, Customs, 80 000
the information and data processing (relevance, quality and reliability of the information, training workshops (International consultancies and law
provided methodology used, tools, etc.). on a quarterly basis TPD) firms
through
analysis and 3.2.2 Develop a strategy to improve the availability of information on third 2 Exporters Better access to third MoC UMFCCI, related 60 000
commentary. market requirements for exports, from information collection to dissemination. and emerging market requirements (International ministries and
The strategy would be based on best practices and would survey stakeholders exporters for current and TPD) commercial attachs
and experts in the field. potential exporters
These Centres would primarily aim at informing farmers about production in townships Department Federation, Myanmar
methods, pesticides and insecticides used, standards, market access of Agriculture Fruit and Vegetable
requirements, etc. They could be positioned in MoAI regional offices and Research Producers and
be Internet-based, or have CD-ROMs or printed materials. Exporters Association
29
30
Strategic objective 4: Increase coordination and collaboration among TSIs in Myanmar.
Operational Activities Priority Beneficiaries Targets Leading Supporting Existing programmes or Estimated
objective 1=high implementing implementing potential support costs (US$)
2=med partner partners
3=low
4.2 Once 4.2.1 Expand the scope of the information available on the web portal, 2 Enterprises Creation of the web TPD UMFCCI, foreign 60 000
operational including information on local production, associations, business and portal chambers of
objective 4.1 investment opportunities, certification and standards, etc. Information available commerce,
is achieved, and comprehensive commercial attachs,
strengthen the Myanmar embassies
TI network. and missions
4.2.2 Develop a trade enquiry support system for the TI network aimed at 2 Enterprises Development of a trade TPD UMFCCI, foreign 100 000
providing adapted and comprehensive responses to trade enquiries from enquiry support system chambers of
local and foreign sources. Evaluate the commerce,
effectiveness of support commercial attachs,
provided through Myanmar embassies
surveys and missions
4.3 Ensure the 4.3.1 Maintain active cooperation and coordination of key partners in the 3 TSIs Recruitment of at least MoC All ministries and 100 000
sustainability TI network by strengthening working relationships and communications one person per member associations
of the TI between stakeholders from various ministries and associations. This could of the TI network,
network. be secured through a memorandum of understanding or a more formal responsible for the
contract. network
4.3.2 Build sustainable partnerships with local and overseas TI agencies 2 TSIs Development of MoC UMFCCI, TI from 500 000
(through joint programmes, Memorandums of Understanding or formal partnerships with foreign United Kingdom Trade
contracts) and other relevant organizations to improve the networks TI agencies and transfer & Investment, ITC and
technical know-how and to benefit from their experience (data-collection of knowledge the Japan External
systems, network systems, market research systems, and/or training and Trade Organization,
TRADE INFORMATION CROSS-SECTOR STRATEGY 2015-2019
BIBLIOGRAPHY
APPENDIX 1 :
SECTOR TEAM MEMBERS