Project Everest

Channels

CHANNELS: Start point for Supply Chain in Malawi

A major component of the Malawi energy team is endeavouring to figure out a supply chain for which we can cost effectively produce and distribute our ModSol product. We are currently speaking to some incumbents in the solar market, such as Gaftin Mkwaila (refer to Scott Jucius' recent crowdicity post for more)(pictured), to determine the major blocks that must be overcome to consolidate our supply chain.

1) Red tape
It is becoming very clear the amount of red tape that is apparent in Malawi. There are numerous governing bodies that we must attain licenses from, such as the Malawi Bureau of Standards (MBS), Malawi Energy Regulatory Authority (MERA), National Construction Industry Council (NCIC) and more. The provision of licenses by all these entities means more money required and also slows down our progress towards rolling out. Legal adherence is essential in Malawi, so it is essential that future teams are working towards attaining these.

2) Manufacturing
Manufacturing in Malawi, especially in the Blantyre area, is not established. So much so that when conducting surveys, a number of Malawians noted they would prefer purchasing products that weren't manufactured in Malawi, the implication being this is a signal for poor quality and fragility. There is much more research that is required, however the Malawi energy team know the importance of aligning the business processes with cultural perceptions. Thus, consideration of overseas manufacturing is required.

This bears the question, does Project Everest consider the opportunity cost for the Malawian economy if we are to manufacture overseas. We are here to sell a socially beneficial good or service, but should we disregard the potential positive impact we could have on the local Malawian economy and growth of the manufacturing sector here in order to achieve this?
I would love to hear your thoughts.

3) Existing networks
The question still remains as to whether we establish our own network, with new importers, distribution channels and point of sale(s), or if we attempt to partner with incumbents in order to use components of their existing networks. Reaching out to stakeholders with professional experience, such as Kudzi Kawale, in these markets has been key to understanding the networks that currently exist. 

Would love to hear any thoughts one might have on how we can properly analyse/ determine our supply chain in the context that I have provided.

 

edited on 2nd July 2018, 06:07 by Wade Tink

Wade Tink Jul 2, 2018

Status label added: Channels

This post needs detail. At the moment the energy team in Malawi does not have clear channels to customers. This post identifies some of the challenges only.

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