Global Journal of Management and Business Research, B: Economics and Commerce, Volume 23 Issue 1

Building Sustainable and Stable Global Value Chains: Case Study of Morocco 8 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) B © 2023 Global Journals ii. Clustering the SMEs One of the major determinants of GVC performance remains access to markets, particularly local markets. The regions where a growing number of GVCs are in Morocco (Tangier and Kenitra, in particular) are territories where the activities of these GVCs represent an important weight in the local economy and national GDP. Although efforts are currently being made in this direction, local perception remains the predominance of foreign or sometimes domestic suppliers. A committed perspective in this direction should be undertaken with the following objectives: • The acceleration of "local content", either directly through an entrepreneurial and support process, or through a subcontracting strategy. • Support for the emergence of local champions in certain priority sectors. • Supporting local suppliers in their upgrade and consolidation process. One direction might be to encourage the development of shared workshops, based on SMEs participation and mutualizing tools and equipment dedicated to innovation and new technologies. The objectives would be to create a favorable environment to innovation, like Makerspaces, with a cluster effect along the value chain that could crystallize the integration of local companies, anchoring and interacting with the other GVC structuring projects, through a global service offer: • Entrepreneurial, digital, and financing support. • Access to high-tech machines (numerically controlled, 3D printing, etc.) and low-tech also to support the professions like the industrial maintenance, parts and components, service to industry, renewable energies, circular economy, recycling, metal creation, and wood, etc. • Manufacture of prototypes and innovations in the industrial exchanges within GVCs (parts and components, transfer of technologies). The role of such ecosystems, cluster, or makerspaces in each GVC would help for a backward and upgrading move of SMEs in an emerging country. The vision to be designed for a global deployment should above all consider the specificity explicit to each of the GVCs. It must also be part of the system of governance structures and structuring projects undertaken by multinational firms or their subsidiaries. A strategy for duplicating GVC "Integrator Makerspace" is based on different factors: Identification of strategic partners, skills transfer, specialized equipment, solution testing, feedback from the field and local learning, etc. Business Networks, Chambers of Commerce, and Industry, etc.). prioritizing the support of projects from the most structured parties (Professional Confederations, Table 2: From Subcontracting to SME Ramp-up: Moving up to a Better Control of Value Added? Learning Autonomy GVC Market Integration