2004年-世界发展银行全球_Investment_Climate_Assessment___Improving_Enterprise_Performance_and_Growth_in_Tanzania_134页_781kb

Investment Climate Assessment: Improving Enterprise Performance and Growth in Tanzania (November 2004)

Core Content Summary

This report provides an assessment of the investment climate in Tanzania, focusing on enterprise performance, productivity, and growth challenges. It compares Tanzania with Kenya, Uganda, India, and China using data from surveys, governance indicators, and the Doing Business database. The analysis highlights key constraints and offers policy implications for improving the business environment.

Main Findings

Macroeconomic Performance

• GNI per capita (PPP): Tanzania's GNI per capita was significantly lower than that of China, Kenya, and India.
• GDP Growth: Tanzania's GDP growth was modest, averaging 4.1% (2000/1), compared to Kenya's 1.78% and China's 8.2%.
• Openness: Tanzania's openness (Imports + Exports / GDP) was 48.6%, slightly lower than Kenya's 62.1% but higher than Uganda's 57.1%.
• FDI Inflows: FDI inflows were 3.8% of GDP in Tanzania, lower than Kenya's 1.1% and China's 5.1%.

Enterprise Productivity

• Labor Productivity: The median value added per worker in Tanzania was $2,028 in 2003, lower than Kenya ($3,551), India ($3,214), and China ($4,397).
• Capital Intensity: The median capital per worker in Tanzania was $6,853, lower than Kenya ($9,731) but higher than Uganda ($1,421).
• Total Factor Productivity (TFP): Tanzania's average TFP was 5.6% lower than Kenya's. However, higher capital intensity explains much of the productivity gap.
• Exporting Firms: Exporting firms in Tanzania had higher TFP than non-exporting firms, indicating the positive impact of international trade.

Human Capital

• Education Levels: Tanzanian workers had lower formal education levels than those in Kenya and Uganda (43% primary education vs. 20% in Kenya and Uganda).
• Manager Education: 68% of Tanzanian managers had university degrees, higher than Uganda (40%) and Kenya (60%), but lower than China (84%).
• Training Programs: Tanzanian firms with formal training programs had 11% higher TFP than those without, showing the value of training.

Technology Use

• Computer Usage: 68% of Tanzanian enterprises used computers, compared to 85% in Kenya and 96% in China.
• Email Usage: 58% of Tanzanian enterprises used email for communication, lower than Kenya (71%) and China (79%).
• Technology Impact: Enterprises using more technology were more productive and experienced faster sales and employment growth.

Exports

• Export Rates: Tanzanian manufacturing firms were less likely to export and exported less than Kenyan firms.
• Customs Delays: The median delay for exports in Tanzania was 7 days, compared to 3 days in Kenya. Import delays were 14 days in Tanzania, longer than in any comparator country.

Constraints on Enterprise Operations

• Tax Rates: 73% of enterprises rated tax rates as a major or very severe constraint. This was the most significant problem.
• Tax Administration: 58% of enterprises found tax administration burdensome, with an average of 7 days spent annually dealing with tax officials.
• Power Supply: 59% of enterprises rated the power sector as a serious problem, with 5% of production lost due to outages and surges.
• Access to Finance: 58% of enterprises cited high financing costs as a major constraint, and 48% cited limited access to credit.
• Corruption: Corruption was the fifth-greatest problem, with 33% of enterprises reporting unofficial payments for government contracts and 35% of managers reporting informal payments for services.

Macroeconomic Stability

• Inflation and Interest Rates: Tanzania's inflation and interest rates were slightly lower than Kenya and Uganda, but real interest rates were higher due to inflation.
• Fiscal Policy: Reducing tax rates without improving compliance and revenue collection could harm public finances and macroeconomic stability.

Regional Differences

• Constraint Perceptions: Tax rates were a major concern in Iringa/Mbeya, Kilimanjaro, and Dar es Salaam, while tax administration was a concern in Iringa/Mbeya, Arusha, and Dar es Salaam.
• Infrastructure: Paved roads in Tanzania were only 4.2% of total, compared to 22% in China and 13.8% in Kenya.
• Electricity Access: The median wait for an electricity connection in Tanzania was 30 days, twice as long as in comparator countries.

Key Policy Recommendations

• Reduce Tax Burden: Cut tax rates on formal enterprises, but ensure improved compliance and broader tax base.
• Improve Power Sector: Enhance power reliability and reduce costs through infrastructure investment and better management.
• Enhance Financial Services: Improve access to credit and reduce financing costs, particularly for small and micro enterprises.
• Combat Corruption: Strengthen anti-corruption measures and increase transparency in government services.
• Stabilize Macroeconomy: Continue efforts to control inflation and maintain fiscal stability.
• Enhance International Ties: Improve access to international markets and reduce trade and customs barriers.
• Boost Labor Productivity: Invest in education and training, especially for top managers and workers.
• Simplify Business Regulations: Reduce bureaucratic burdens and streamline procedures for business registration and operations.

Conclusion

Tanzania faces significant challenges in improving enterprise performance and growth, particularly in areas such as tax administration, power supply, and access to finance. While the country has made progress in developing its financial sector, structural and institutional weaknesses persist. Addressing these issues through targeted reforms and policies is essential for enhancing the investment climate and promoting sustainable economic growth.