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 9 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) B © 2023 Global Journals iii. Favoring the MNEs Involvement in Sustainability Policies In addition, to strengthen the sensitivity of the makerspace to sustainable development, it is possible to create sustainability challenges among leading companies and suppliers, either to submit technical problems encountered at the GVC manufacturing or assembly site, or problems related to sustainability such as product recycling, fighting against pollution, and lowering energy consumption. Examples of such challenges from the simplest to the more complex are related to recycling of obsolete production equipment, the second life of objects for sustainability, repairing parts and components by 3D printing, objects with very low energy consumption, or technical improvement to a machine currently in use. Overall, the strategy for integration into GVCs must consider the ecosystem approach. Several stakeholders are currently operating at the level of GVC installed in Morocco. They have overall sectoral and functional orientations, and primarily address activities such as services, manufacturing, assembly, export, and even research and development. It is not a question for Morocco to replace these subsidiaries and suppliers. In a context of uncertainty, multinational firms express more needs in terms of subsidiarity and coordination to have a close follow-up at territorial and local levels. Thus, Morocco and firms should consider this need for interrelationships: • At the level of the choice of sector offers/tasks to be developed within the GVC. • In terms of providing the necessary expertise, technology, and know-how. • At the level of information to be offered to the target of local and foreign suppliers. As suggested, it is time to implement innovation to create a national economy capable of overcoming GVC challenges and transitioning toward quality upgrading and sustainable development. iv. Public-Private Collaborations Moroccan State was at the origin of the major strategic choices of integration into the global economy. It is through superior comparative advantages and strong SMEs that the Moroccan economy should face the industrial, social, and environmental challenges of tomorrow. In this paper, we can bring some new elements likely to add to the reflection of the articulation between the GVCs and the national economy. We observe how Morocco’s participation has progressively evolved in advancing GVCs. The automotive ecosystem in Morocco is a good example. We also identified how the OCP Group has successfully innovated in implementing an agile ecosystem around phosphates and fertilizers. In cooperation with public entities, OCP also created the Mohamed VI Polytechnic University to become the new growth engine of the phosphate and derivatives industry. By extension, this modern university welcomes laboratories that can train future employees of some other GVCs. Based on the analysis of previous experiences and practices of four different industries, we present and discuss what occurred by revealing the “why” and “how”. We map all global level actors involved in the four GVCs that appeared at the key moments in the process of GVCs’ development, but we also elaborate typologies of integration to show the diversity of positive interactions between the government, companies, and society around these processes. Our approach allows us to analyze the integration of Morocco in the GVCs out of the four experiences (Agri-food, phosphates, automotive, and textiles) and to identify the favorable and unfavorable factors of local and global dynamics (and their social, economic, and environmental consequences) (Amachraa and Quélin, 2022). Thanks to our analysis, we show how mobilizing international and national actors around a long-term vision was favorable in Morocco’s case. Strategic-leading government, responsiveness of companies, diversity of clients and suppliers, national solidarity, and collaboration of Moroccan industrialists made Morocco a resilient and innovative country during the pandemic lockdown period. v. An Ambitious National Program The four industries study helps to identify that creative human capital, participatory governance, technology, water, and energy are the key components of a more sustainable and inclusive GVC integration strategy. The success of this strategy depends on the mobilization of all driving forces of the territories where the GVCs are located and the creation of an agile ecosystem of suppliers able to offer innovative proposals and services. The challenge for Moroccan integration policy is therefore to be as close as possible to local actors, their needs, and their expectations in getting the most from the GVCs, to act and work mutually on the challenges of governance, ESG, value sharing and innovation. More recently, the impact of the Covid-19 pandemic and the interdependencies within the GVCs have made it more than necessary to change the rules of the game involving government, business associations, communities, businesses, and citizen initiatives. The Sustainable Development Goals (SDG) and the New Development Model (NDM) of Morocco set up in 2021 have put local actors at the heart of their recommendations. The systemic GVC approach can also be materialized through the building of a new industrial collaboration model among the different stakeholders whose purpose is to improve the value chain, develop new integration models, offer sustainable growth, and