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 10 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) B © 2023 Global Journals finally change the rules of the game. The objectives vary from encouraging the emergence of local players to attracting international investment with new value-added tasks and functions, to stimulate the development of local clusters around industrial ecosystems and finally to encourage the development of other activities attracted by the industrial critical mass of large national firms or MNEs. Overall, the Kingdom must have a concern for the sustainability of the GVC and strategic independence and it has the means to do so. It would also be necessary to avoid overly dominant positions on GVC that would hinder national private initiatives. GVC must consist mainly of a network of small and medium- sized enterprises capable of offering innovative services and supplying the domestic and African markets. In a few years, explore export market niches towards the USA and Asia. III. C onclusion Morocco will have to be very vigilant about the quality of the GVC projects that will be presented to it and be wary of GVC that are only attracted by the tax system or who can leave before the change of the tax system. At the same time, in a context of increased competition, when investment commitments are made, they will have to be enforced, which is not always the case. As for investors and multinationals, Morocco will need trusted foreign partners to transfer technology and markets to the country, but some priority should be given to domestic entrepreneurial investors to limit the risks of large international firms that do not hesitate to cut ties if they run into trouble. The emergence of Morocco in the GVCs must create sustainable value while respecting the environment. The skills and resources of multinational firms and large groups must be put at the service of local industry. The new framework for Morocco's participation in GVCs should guarantee customers and suppliers the best value for money for products and services, ensure maximum collective welfare (stakeholders and local communities), and guarantee the most efficient use of resources. The challenge of participating in sophisticated GVCs offers Morocco the opportunity to trigger all the potential initiatives and to co-build innovative ecosystems over time. Morocco needs to expand its current participation framework to include all stakeholders. The OCP experience offers the first elements of broad and sustained governance. It also seems relevant to us to question the projection of these experiences to Africa by OCP Group on the dimensions of governance and societal contribution (well-being of stakeholders and local communities)”. Ultimately, there is no shortage of solutions to such global challenges. But a country's economic emergence in the GVC, i.e., the process that leads it to tasks and functions at both ends of the value chain, is not just a matter of a favorable environment or infrastructure alone. Other prerequisites are essential, precisely the quality of human capital, R&D, innovation, support for SMEs, acceleration of energy and ecological transitions, the integration of strategic industries at national and regional level and investment in rare metals and batteries. Our study opens up doors for future research in two themes. The first one is to look at how to strengthen the positive and sustainable impact of global value chains on local territories and actors, essential elements of the stability of GVCs. The second one is how synergies and strategic linkages among different GVCs can help all stakeholders evolve their business model towards more sustainability and shared value. The strategic rapprochement between the automotive industry and the mining industry to integrate rare metals and batteries or the growing role of fertilizer players in the structuring of the cereal value chain reinforce our orientation. R eferences R éférences R eferencias 1. Amachraa, A., and Quélin, B. (2022). Morocco Emergence in Global Value Chains: Four exemplary industries. Policy Center for the New South, April 7/22. 2. Arndt, S. W. (1997). Globalization and the open economy. The North American Journal of Economics and Finance, 8(1), 71-79. 3. Bair, J., & Palpacuer, F. (2015). CSR beyond the corporation: Contested governance in global value chains. Global networks, 15(s1), S1-S19. 4. Baldwin, R., & Tomiura, E. (2020). Thinking ahead about the trade impact of COVID-19. Economics in the Time of COVID-19, 59, 59-71. 5. CNUCD, 2013. Global value chains and development: Investment and value added trade in the global economy, UNCTAD/DIAE/2013/1 (New York and Geneva). 6. Coe, N. M., Dicken, P., & Hess, M. (2008). Introduction: global production networks—debates and challenges. Journal of Economic Geography, 8(3), 267-269. 7. Coe NM & Yeung HWC, 2019. "Global production networks: mapping recent conceptual developments," Journal of Economic Geography, Oxford University Press, vol. 19(4), pages 775-801. 8. Gereffi, G. (2021). Increasing resilience of medical supply chains during the COVID-19 pandemic. UNIDO Industrial Analytics Platform.