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UNIVERSITY OF MAURITIUS RESEARCH JOURNAL – Volume 21 – 2015
University of Mauritius, Réduit, Mauritius
1
University - SMEs Collaboration to Support the Economic Growth: A
Mauritian Case Study
Paper accepted on 05 March 2015
Abstract
Small and medium sized enterprises (SMEs) make a substantial contribution to
economic growth and employment in most countries around the world including
the Small Island Developing States (SIDS). Most countries have set up schemes
to encourage creation of new SMEs as well as expansion of existing businesses.
Many of the SMEs are family businesses and are managed by the
owners/entrepreneurs. The SMEs usually face great difficulty when it comes to
expansion as they lack the technical know-how to support the expansion plan
and very often the cost of the equipment coupled with lack of financial support
prevent many of these companies to even think of new investment. They are also
not willing to share too much information about their companies due to
competition and tax evasion purposes. In many Small Island Developing States
(SIDS) the market is very limited and it may be difficult for the SMEs to export
D S Callychurn*
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: d.callychurn@uom.ac.mu
V Cheemontoo
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: v.cheemontoo@rht.mu
A R Jeewooth
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: jeeronax@yahoo.com
S Venkannah
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: sv@uom.ac.mu
University of Mauritius, Réduit, Mauritius
1
University - SMEs Collaboration to Support the Economic Growth: A
Mauritian Case Study
Paper accepted on 05 March 2015
Abstract
Small and medium sized enterprises (SMEs) make a substantial contribution to
economic growth and employment in most countries around the world including
the Small Island Developing States (SIDS). Most countries have set up schemes
to encourage creation of new SMEs as well as expansion of existing businesses.
Many of the SMEs are family businesses and are managed by the
owners/entrepreneurs. The SMEs usually face great difficulty when it comes to
expansion as they lack the technical know-how to support the expansion plan
and very often the cost of the equipment coupled with lack of financial support
prevent many of these companies to even think of new investment. They are also
not willing to share too much information about their companies due to
competition and tax evasion purposes. In many Small Island Developing States
(SIDS) the market is very limited and it may be difficult for the SMEs to export
D S Callychurn*
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: d.callychurn@uom.ac.mu
V Cheemontoo
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: v.cheemontoo@rht.mu
A R Jeewooth
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: jeeronax@yahoo.com
S Venkannah
Mechanical and Production Engineering
Faculty of Engineering,
University of Mauritius
E-mail: sv@uom.ac.mu
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University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
2
their products, hence further limiting investment. The cost of state of the art
equipment available off the shelf are usually very high and very often they are
loaded with lots of functions that may not be required by the specific SMEs.
Local Universities can support SMEs by designing low cost equipment to meet
their needs. There must be a proper coordination and support between University,
SMEs, an appropriate institution doing the link between University and SMEs
and the funding institutions. The government, through the funding institutions,
can provide a fraction of the funds to develop the prototype. Many small projects
have already been considered by the University of Mauritius and two such
projects are discussed in this paper. The design and implementation (in some
cases) clearly show that there is a possibility of collaboration between
Universities and SMEs together with the help of appropriate institutions in SIDS
to support the sector.
Keywords: Small and Medium Enterprises, University Collaboration, Small
Island Developing States.
*For correspondences and reprints
1. INTRODUCTION
Small and Medium Enterprises (SMEs) play an important role in the
development and employment creation in many countries. It has been recognized
as a major force to help countries to grow especially during the recent economic
downturn. Many of the Small Island Developing States (SIDS) depend on the
SMEs for GDP growth and even encourage creation as well as expansion of the
SMEs through funding and other types of support. Many of the SMEs start as
family businesses using their house as the main premises and also other personal
properties such as transport, computer etc. The SMEs which are family
businesses usually face great difficulty when it comes to expansion as they lack
the technical know-how to support the expansion plan and very often the cost of
the equipment coupled with lack of financial support prevent many of these
companies to consider investing in new equipment or even optimizing their
businesses. They are also not willing to share too much information about their
Study
2
their products, hence further limiting investment. The cost of state of the art
equipment available off the shelf are usually very high and very often they are
loaded with lots of functions that may not be required by the specific SMEs.
Local Universities can support SMEs by designing low cost equipment to meet
their needs. There must be a proper coordination and support between University,
SMEs, an appropriate institution doing the link between University and SMEs
and the funding institutions. The government, through the funding institutions,
can provide a fraction of the funds to develop the prototype. Many small projects
have already been considered by the University of Mauritius and two such
projects are discussed in this paper. The design and implementation (in some
cases) clearly show that there is a possibility of collaboration between
Universities and SMEs together with the help of appropriate institutions in SIDS
to support the sector.
Keywords: Small and Medium Enterprises, University Collaboration, Small
Island Developing States.
*For correspondences and reprints
1. INTRODUCTION
Small and Medium Enterprises (SMEs) play an important role in the
development and employment creation in many countries. It has been recognized
as a major force to help countries to grow especially during the recent economic
downturn. Many of the Small Island Developing States (SIDS) depend on the
SMEs for GDP growth and even encourage creation as well as expansion of the
SMEs through funding and other types of support. Many of the SMEs start as
family businesses using their house as the main premises and also other personal
properties such as transport, computer etc. The SMEs which are family
businesses usually face great difficulty when it comes to expansion as they lack
the technical know-how to support the expansion plan and very often the cost of
the equipment coupled with lack of financial support prevent many of these
companies to consider investing in new equipment or even optimizing their
businesses. They are also not willing to share too much information about their
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
3
companies due to competition and tax purposes. The personnel are usually
selected amongst trustworthy relatives who may not have the necessary
qualifications and /or expertise in the field (e.g. Financial Manager) that they are
working.
There is a variety of high technology equipment which have been developed and
may be available off the shelf but the high cost of these equipment may restrict
the investment only to large units with mass production. In many SIDS the
market is very limited and it may be difficult to export their products which are
not competitive on the world market due to various factors such as cost of
production and freight. The best option is to be economically viable on the local
market itself and then consider exports. In case, of heavy competition from
companies from other countries, the local SMEs can still rely on the local market
to survive.
The University which is responsible for the training of engineers and technicians
to support the local industry can help the SMEs to identify or even design
equipment that are customized to meet the needs of specific company. The cost
of custom made equipment is usually very high and may end up being higher
than the price available off the shelf. But very often the equipment available off
the shelf are loaded with lots of functions many of which may not be required by
the specific SMEs. The custom design will focus on the needs of the company
and the design and implementation cost may be reduced considerably if the
project is done in collaboration with existing Universities.
In many universities, the students have to do a final year project in partial
fulfillment for the award of the degree. Students may end up doing interesting
projects but not directly relevant to the industry. The Universities together with
the SMEs may identify specific projects where the students will help in the
design and implementation with no or minimal cost. The components will be
provided by the companies through appropriate funding institutions and the final
machine design or machine becomes the property of the company. The
University will continue to provide support as and when required.
3
companies due to competition and tax purposes. The personnel are usually
selected amongst trustworthy relatives who may not have the necessary
qualifications and /or expertise in the field (e.g. Financial Manager) that they are
working.
There is a variety of high technology equipment which have been developed and
may be available off the shelf but the high cost of these equipment may restrict
the investment only to large units with mass production. In many SIDS the
market is very limited and it may be difficult to export their products which are
not competitive on the world market due to various factors such as cost of
production and freight. The best option is to be economically viable on the local
market itself and then consider exports. In case, of heavy competition from
companies from other countries, the local SMEs can still rely on the local market
to survive.
The University which is responsible for the training of engineers and technicians
to support the local industry can help the SMEs to identify or even design
equipment that are customized to meet the needs of specific company. The cost
of custom made equipment is usually very high and may end up being higher
than the price available off the shelf. But very often the equipment available off
the shelf are loaded with lots of functions many of which may not be required by
the specific SMEs. The custom design will focus on the needs of the company
and the design and implementation cost may be reduced considerably if the
project is done in collaboration with existing Universities.
In many universities, the students have to do a final year project in partial
fulfillment for the award of the degree. Students may end up doing interesting
projects but not directly relevant to the industry. The Universities together with
the SMEs may identify specific projects where the students will help in the
design and implementation with no or minimal cost. The components will be
provided by the companies through appropriate funding institutions and the final
machine design or machine becomes the property of the company. The
University will continue to provide support as and when required.
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
4
Many small projects have already been considered by the University of Mauritius
and two such projects are described in this report. These projects are developed
through the University and SME collaboration and very often once the projects
are completed there is no follow up. Initially companies are reluctant to invest in
the components required to build the prototype and the University has to provide
most of the components. Given the fund constraints there is a tendency to go for
low performance items which limits the functionalities of the equipment further.
The prototype is partly completed and remains the property of the University of
Mauritius.
The design and implementation (in some cases) of custom designed equipment
clearly show that there is a possibility of collaboration between Universities and
SMEs together with the help of appropriate institutions in SIDS to support the
sector. In many of the schemes available to SMEs, the government, through the
funding institutions, takes a certain fraction of the expenses e.g. training of
personnel or purchase of new equipment or even feasibility study. There must be
a proper coordination and support between University, SMEs, an appropriate
institution doing the link between University and SMEs and the funding
institutions. It must be understood that the machines may still need fine tuning
after designs and testing. Much of the cost of developing new machines is
already being borne by the University and a proper scheme will only allow the
companies to take advantage of these custom designed equipment.
2. SMEs IN MAURITIUS
The SMIDO Act in 1993, which was itself part of the Industrial Expansion Act of
the same year, was the key pointer in the promotion of SMEs in Mauritius. The
SMIDO, being a parastatal body, aimed at expanding, enhancing the
competitiveness, and developing further the modern SME sector in Mauritius. It
helped in job and wealth creation, innovation, economic growth, poverty
alleviation, and social achievement. However, in December 2003, the
Government created a new Ministry to cater for the promotion of the SME
sector, and, in 2005, the SMIDO merged with the National Handicraft
Promotion Agency (NHPA) to become the Small Enterprises & Handicraft
Study
4
Many small projects have already been considered by the University of Mauritius
and two such projects are described in this report. These projects are developed
through the University and SME collaboration and very often once the projects
are completed there is no follow up. Initially companies are reluctant to invest in
the components required to build the prototype and the University has to provide
most of the components. Given the fund constraints there is a tendency to go for
low performance items which limits the functionalities of the equipment further.
The prototype is partly completed and remains the property of the University of
Mauritius.
The design and implementation (in some cases) of custom designed equipment
clearly show that there is a possibility of collaboration between Universities and
SMEs together with the help of appropriate institutions in SIDS to support the
sector. In many of the schemes available to SMEs, the government, through the
funding institutions, takes a certain fraction of the expenses e.g. training of
personnel or purchase of new equipment or even feasibility study. There must be
a proper coordination and support between University, SMEs, an appropriate
institution doing the link between University and SMEs and the funding
institutions. It must be understood that the machines may still need fine tuning
after designs and testing. Much of the cost of developing new machines is
already being borne by the University and a proper scheme will only allow the
companies to take advantage of these custom designed equipment.
2. SMEs IN MAURITIUS
The SMIDO Act in 1993, which was itself part of the Industrial Expansion Act of
the same year, was the key pointer in the promotion of SMEs in Mauritius. The
SMIDO, being a parastatal body, aimed at expanding, enhancing the
competitiveness, and developing further the modern SME sector in Mauritius. It
helped in job and wealth creation, innovation, economic growth, poverty
alleviation, and social achievement. However, in December 2003, the
Government created a new Ministry to cater for the promotion of the SME
sector, and, in 2005, the SMIDO merged with the National Handicraft
Promotion Agency (NHPA) to become the Small Enterprises & Handicraft
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D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
5
Development Authority (SEHDA), which aimed at rationalising and optimising
the use of resources dedicated to the small businesses in Mauritius. Moreover, in
2010, the SEHDA Act was replaced by the SMEDA Act, which caters for
medium enterprises and the latest development with regards to SME policy
framework in Mauritius.
There seems to be a lack of consensus and considerable variations in how to
define an SME, as this definition differs from country to country. A discussion
on how to define SME is beyond the scope of this work. The SME includes
enterprises in all economic sectors. In order to avoid detailed sector-specific
criteria, turnover criteria is used across sectors and for the purpose of this work,
the official definition of SME in Mauritius as given by the SMEDA ( Small and
Medium Enterprise Development Association) has been adopted.
For Small Enterprises:
No differentiation between services and manufacturing sectors has been made for
small enterprises, and the thresholds for small manufacturing firms also reflect
small service firms. Small enterprises are usually characterised by their more
‘developmental’ level of operations. A Small Enterprise is defined as an
enterprise which has an annual turnover of not more than 10 million MUR.
Medium Enterprises
Medium-sized enterprises needs are defined separately from small-sized
enterprises as those enterprises require different support measures and have other
objectives. Medium Enterprises are generally more sophisticated by nature and
level of technology. A Medium Enterprise is defined as an enterprise which has
an annual turnover of more than 10 million MUR but not more than 50 million
MUR
5
Development Authority (SEHDA), which aimed at rationalising and optimising
the use of resources dedicated to the small businesses in Mauritius. Moreover, in
2010, the SEHDA Act was replaced by the SMEDA Act, which caters for
medium enterprises and the latest development with regards to SME policy
framework in Mauritius.
There seems to be a lack of consensus and considerable variations in how to
define an SME, as this definition differs from country to country. A discussion
on how to define SME is beyond the scope of this work. The SME includes
enterprises in all economic sectors. In order to avoid detailed sector-specific
criteria, turnover criteria is used across sectors and for the purpose of this work,
the official definition of SME in Mauritius as given by the SMEDA ( Small and
Medium Enterprise Development Association) has been adopted.
For Small Enterprises:
No differentiation between services and manufacturing sectors has been made for
small enterprises, and the thresholds for small manufacturing firms also reflect
small service firms. Small enterprises are usually characterised by their more
‘developmental’ level of operations. A Small Enterprise is defined as an
enterprise which has an annual turnover of not more than 10 million MUR.
Medium Enterprises
Medium-sized enterprises needs are defined separately from small-sized
enterprises as those enterprises require different support measures and have other
objectives. Medium Enterprises are generally more sophisticated by nature and
level of technology. A Medium Enterprise is defined as an enterprise which has
an annual turnover of more than 10 million MUR but not more than 50 million
MUR
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
6
Employment in SMEs
The number of registered enterprises has doubled from 2004 to 2012. A total of
7,068 enterprises were registered at the SMEDA in 2012. New sectors of
activities have emerged from trade and commerce, professional vocation,
handicraft, and business support services. According to Statistics Mauritius
(2013) for year 2013, the total number of employed persons, including foreign
workers, was estimated at 552,000 (348,300 males and 203,700 females) as
compared to 535,700 (343,000 males and 192,700 females) in 2012. The number
of persons employed in large establishments in 2013 stood at 297, 000. This
number has considerably increased as compared to previous years. The Small and
Medium Enterprises in Mauritius employed up to 47% of the workforce in 2013,
accounting to 255,000 employees, hence showing the importance of SME’s in
creating jobs in the country.
3. PROBLEMS FACED BY SMEs
A common basis for examining the problems faced by small firms is to provide
a taxonomy of growth constraints which distinguishes between problems
associated with, respectively, general management, operations/production,
finance and marketing (Vozikis, 1984; Poutziouris 1995). General managerial
problems relate to a diverse range of factors, including poor time management,
failure to realize the benefits of specialization, resistance to modern
management practices, human resource management limitations and poor
assembly and analysis of information, as a basis for effective strategic planning
( Poutziouris, 1993).
Internal constraints (Khisto, 2014; Ramsurrun et al., 2001). are mainly concerned
with unavailability of skilled labour and raw materials, scarcity of technical
skill, small domestic market, and competition with large industries. Ligthelm
and Cant (2002) argued that, in SMEs, there is a lack of trained and skilled
labour. Owners are unable to keep and encourage their staff and they often lose
potential employees, which results in low productivity. Moreover, Hew and Loi
Study
6
Employment in SMEs
The number of registered enterprises has doubled from 2004 to 2012. A total of
7,068 enterprises were registered at the SMEDA in 2012. New sectors of
activities have emerged from trade and commerce, professional vocation,
handicraft, and business support services. According to Statistics Mauritius
(2013) for year 2013, the total number of employed persons, including foreign
workers, was estimated at 552,000 (348,300 males and 203,700 females) as
compared to 535,700 (343,000 males and 192,700 females) in 2012. The number
of persons employed in large establishments in 2013 stood at 297, 000. This
number has considerably increased as compared to previous years. The Small and
Medium Enterprises in Mauritius employed up to 47% of the workforce in 2013,
accounting to 255,000 employees, hence showing the importance of SME’s in
creating jobs in the country.
3. PROBLEMS FACED BY SMEs
A common basis for examining the problems faced by small firms is to provide
a taxonomy of growth constraints which distinguishes between problems
associated with, respectively, general management, operations/production,
finance and marketing (Vozikis, 1984; Poutziouris 1995). General managerial
problems relate to a diverse range of factors, including poor time management,
failure to realize the benefits of specialization, resistance to modern
management practices, human resource management limitations and poor
assembly and analysis of information, as a basis for effective strategic planning
( Poutziouris, 1993).
Internal constraints (Khisto, 2014; Ramsurrun et al., 2001). are mainly concerned
with unavailability of skilled labour and raw materials, scarcity of technical
skill, small domestic market, and competition with large industries. Ligthelm
and Cant (2002) argued that, in SMEs, there is a lack of trained and skilled
labour. Owners are unable to keep and encourage their staff and they often lose
potential employees, which results in low productivity. Moreover, Hew and Loi
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
7
(2004) found that it is difficult for SMEs to find well- educated and experienced
labour, consequently leading to the problem of mismatch on the labour market.
Thus, recruitment of potential workers is the major problem of SMEs (Pansiri
and Temtine, 2008).
SMEs also lack in terms of managerial skills and experience. The lack of
planning and reluctance in setting goals and taking advices may have a negative
effect on the progress of small businesses. Due to poor time management and
insularity, they bypass training and development opportunities (Westhead and
Storey, 1997). Poor labour management may also hinder SMEs
development, according to Ligthelm and Cant (2002). SMEs were found to be
more concerned with their survival on the market rather than focusing on
development, innovative methods of production, technology adoption, and
marketing skills to enhance the growth of their businesses [OECD (2010),
Curran (1999), Gray (1998)].
The particular problems faced by small firms in relation to finance are well
documented ( Binks et al.,1991; Mason and Harrison,1994; Scott, 1992). The
finance gap literature details a range of problems faced by small firms in their
experience of capital markets. Important issues here include the typically narrow
( and hence comparatively risky) product orientation of the small firms and the
frequent absence of a ‘track record’. The lack of significant collateral or expertise
in articulating financial needs or offering credible financial forecasts also
disadvantages small firms in their dealings with potential financiers. Such
limitations are important in explaining equity gaps, loan gaps and working capital
problems and are reinforced by their conflict between realizing growth and
retaining effective control of the firm, which is a central concern for many
family-owned enterprises. Limitations in the internal management of company
finance, perhaps due to the non-existence of specialist financial managers,
compound the problem.
Levy (1993) reported that financial constraints are the biggest problem
faced by SMEs when competing with larger competitors. Gurmeet and
7
(2004) found that it is difficult for SMEs to find well- educated and experienced
labour, consequently leading to the problem of mismatch on the labour market.
Thus, recruitment of potential workers is the major problem of SMEs (Pansiri
and Temtine, 2008).
SMEs also lack in terms of managerial skills and experience. The lack of
planning and reluctance in setting goals and taking advices may have a negative
effect on the progress of small businesses. Due to poor time management and
insularity, they bypass training and development opportunities (Westhead and
Storey, 1997). Poor labour management may also hinder SMEs
development, according to Ligthelm and Cant (2002). SMEs were found to be
more concerned with their survival on the market rather than focusing on
development, innovative methods of production, technology adoption, and
marketing skills to enhance the growth of their businesses [OECD (2010),
Curran (1999), Gray (1998)].
The particular problems faced by small firms in relation to finance are well
documented ( Binks et al.,1991; Mason and Harrison,1994; Scott, 1992). The
finance gap literature details a range of problems faced by small firms in their
experience of capital markets. Important issues here include the typically narrow
( and hence comparatively risky) product orientation of the small firms and the
frequent absence of a ‘track record’. The lack of significant collateral or expertise
in articulating financial needs or offering credible financial forecasts also
disadvantages small firms in their dealings with potential financiers. Such
limitations are important in explaining equity gaps, loan gaps and working capital
problems and are reinforced by their conflict between realizing growth and
retaining effective control of the firm, which is a central concern for many
family-owned enterprises. Limitations in the internal management of company
finance, perhaps due to the non-existence of specialist financial managers,
compound the problem.
Levy (1993) reported that financial constraints are the biggest problem
faced by SMEs when competing with larger competitors. Gurmeet and
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University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
8
Belwal (2008) found that it is difficult for SMEs to secure finance for the
establishment and running of the business.The unavailability of financing,
lengthy procedure, collateral requirement, and the high cost of raw materials and
equipment are the major disadvantage of SMEs, and thus, they are as such
reluctant to invest in R&D, innovation, and technology (Hossain, 1998).
Moreover, it is also found that female entrepreneurs have more difficulty to get
access to finance (Carter and Rosa, 1998). Furthermore, Roper and Scott
(2009) described women as “discouraged borrowers”. Besides, OECD (2010)
found out that less than 3% of SMEs keep accounting records. According to
Marlow (1998), poor finance results in managerial shortcomings.
One of the main constraints of associated with the marketing of small firms is the
fact that they frequently develop from a craft-based set of skills ( Watkins and
Blackburn,1986) , where the natural focus attention is day-to-day survival and
where longer-term strategic considerations may consequently be neglected. The
penetration of market information systems, market research and forecasting
techniques is typically highly limited in the small enterprises, while there is often
a limited awareness of, or capacity to fund, advertising and promotional activity.
4. INSTITUTIONAL SUPPORT AND INCENTIVES TO SMEs
The Government of Mauritius through many institutions has set up schemes to
support the SMEs to allow them to invest in new equipment and for exports. In
his budget speech of November 2012, the Finance Minister of Mauritius, has
come up with several schemes and faculties to boost the SME sector. The
schemes, since then are still available for SMEs to tap in, provided they know
where to go and how to proceed, hence avoiding bureaucratic burdens and
hurdles. The schemes were as follows:
To further democratize the economy:
Banks will loan an additional amount of Rs 250m (USD 8.4m) annually
and small enterprises with turnover less than Rs 10m (USD 0.35m).
Interest rates will be capped at repo rate +3% ( currently 7.9%).
Study
8
Belwal (2008) found that it is difficult for SMEs to secure finance for the
establishment and running of the business.The unavailability of financing,
lengthy procedure, collateral requirement, and the high cost of raw materials and
equipment are the major disadvantage of SMEs, and thus, they are as such
reluctant to invest in R&D, innovation, and technology (Hossain, 1998).
Moreover, it is also found that female entrepreneurs have more difficulty to get
access to finance (Carter and Rosa, 1998). Furthermore, Roper and Scott
(2009) described women as “discouraged borrowers”. Besides, OECD (2010)
found out that less than 3% of SMEs keep accounting records. According to
Marlow (1998), poor finance results in managerial shortcomings.
One of the main constraints of associated with the marketing of small firms is the
fact that they frequently develop from a craft-based set of skills ( Watkins and
Blackburn,1986) , where the natural focus attention is day-to-day survival and
where longer-term strategic considerations may consequently be neglected. The
penetration of market information systems, market research and forecasting
techniques is typically highly limited in the small enterprises, while there is often
a limited awareness of, or capacity to fund, advertising and promotional activity.
4. INSTITUTIONAL SUPPORT AND INCENTIVES TO SMEs
The Government of Mauritius through many institutions has set up schemes to
support the SMEs to allow them to invest in new equipment and for exports. In
his budget speech of November 2012, the Finance Minister of Mauritius, has
come up with several schemes and faculties to boost the SME sector. The
schemes, since then are still available for SMEs to tap in, provided they know
where to go and how to proceed, hence avoiding bureaucratic burdens and
hurdles. The schemes were as follows:
To further democratize the economy:
Banks will loan an additional amount of Rs 250m (USD 8.4m) annually
and small enterprises with turnover less than Rs 10m (USD 0.35m).
Interest rates will be capped at repo rate +3% ( currently 7.9%).
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
9
All processing fees and related bank charges will be waived.
To help SMEs reducing their financial cost , the following measures are being
offered to SMEs:
Interest rate for leasing equipment under a scheme known as LEMS (
Leasing Equipment Modernisation Scheme) will be reduced from 8.5%
to 7.25% on all new leasing facilities.
With a view to reducing administrative costs, VAT registration threshold
will be doubled from Rs 2m to Rs 4m (USD 60 000. to USD 140 000.)
The development Bank of Mauritius Ltd will waive all loans for which
the capital outstanding does not exceed Rs 20,000 (USD 650.) and which
has remained unpaid for 3 years.
Regrouping and rationalizing of schemes for SMEs:
Performance bonds will not be required for contracts of up to Rs 5m.
Requirement to provide Advance Payment Guarantees will be
considerably overhauled.
Outcomes of tender exercises will now be displayed on the procurement
portal for the contracts of Rs 5m (USD 170 000.) and above instead of
Rs 15m. (USD 350 000.)
Doubling the amount of refund to SMEs for participation in international
fairs from Rs 100,000 to Rs 200,000. (USD 3 300. to USD 7 000.)
Providing a grant for freight expenses of up to Rs 20,000. (USD 650.)
The Government of Mauritius has set up the Small and Medium Enterprises
Development Authority (SMEDA) and the main objective of this new institution
is to support SMEs to enhance their competitiveness.
The Small and Medium Enterprises Development Authority (SMEDA) is a
parastatal body established under the Small and Medium Enterprises
Development Authority Act 2009. This Act repealed and replaced the Small
Enterprises and Handicraft Development Act 2005 under which the Small
Enterprises and Handicraft Development Authority (SEHDA) was created
following the merger of the Small and Medium Industries Development
9
All processing fees and related bank charges will be waived.
To help SMEs reducing their financial cost , the following measures are being
offered to SMEs:
Interest rate for leasing equipment under a scheme known as LEMS (
Leasing Equipment Modernisation Scheme) will be reduced from 8.5%
to 7.25% on all new leasing facilities.
With a view to reducing administrative costs, VAT registration threshold
will be doubled from Rs 2m to Rs 4m (USD 60 000. to USD 140 000.)
The development Bank of Mauritius Ltd will waive all loans for which
the capital outstanding does not exceed Rs 20,000 (USD 650.) and which
has remained unpaid for 3 years.
Regrouping and rationalizing of schemes for SMEs:
Performance bonds will not be required for contracts of up to Rs 5m.
Requirement to provide Advance Payment Guarantees will be
considerably overhauled.
Outcomes of tender exercises will now be displayed on the procurement
portal for the contracts of Rs 5m (USD 170 000.) and above instead of
Rs 15m. (USD 350 000.)
Doubling the amount of refund to SMEs for participation in international
fairs from Rs 100,000 to Rs 200,000. (USD 3 300. to USD 7 000.)
Providing a grant for freight expenses of up to Rs 20,000. (USD 650.)
The Government of Mauritius has set up the Small and Medium Enterprises
Development Authority (SMEDA) and the main objective of this new institution
is to support SMEs to enhance their competitiveness.
The Small and Medium Enterprises Development Authority (SMEDA) is a
parastatal body established under the Small and Medium Enterprises
Development Authority Act 2009. This Act repealed and replaced the Small
Enterprises and Handicraft Development Act 2005 under which the Small
Enterprises and Handicraft Development Authority (SEHDA) was created
following the merger of the Small and Medium Industries Development
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
10
Organisation (SMIDO) and the National Handicraft Promotion Agency (NHPA).
The Small and Medium Enterprises Development Authority (SMEDA) operates
under the aegis of the Ministry of Business, Enterprise and Cooperatives and is
committed to support and facilitate the development of entrepreneurship and
SMEs in Mauritius.
The objects of the Authority shall be to:
Promote a conducive business environment and empower SME’s to
emerge and grow;
Promote a service delivery network which increases the contribution of
SMEs in the national economy and enhances economic growth;
Enhances the competitiveness of SMEs;
Devise and implement development support programmes and schemes
for SMEs;
Facilitate, assist and provide the necessary support to SMEs to gain
market access and business opportunities and to compete successfully in
the national and international markets;
Promote and develop entrepreneurship;
Advise the Minister on policy issues regarding the development of
SMEs.
Functions of Authority:
The Authority shall have such functions as are necessary to attain its objects most
effectively and shall, in particular-
Provide core support services, particularly entrepreneurship
development, business facilities, counselling and mentoring services ;
Implement and operate a registration scheme for SMEs;
Facilitate access to industrial space, finance and other productive
resources;
Empower product specific and sector specific SMEs to enhance their
delivery capabilities;
Coordinate with other support organisations and stakeholders in the
fulfilment of its objectives;
Study
10
Organisation (SMIDO) and the National Handicraft Promotion Agency (NHPA).
The Small and Medium Enterprises Development Authority (SMEDA) operates
under the aegis of the Ministry of Business, Enterprise and Cooperatives and is
committed to support and facilitate the development of entrepreneurship and
SMEs in Mauritius.
The objects of the Authority shall be to:
Promote a conducive business environment and empower SME’s to
emerge and grow;
Promote a service delivery network which increases the contribution of
SMEs in the national economy and enhances economic growth;
Enhances the competitiveness of SMEs;
Devise and implement development support programmes and schemes
for SMEs;
Facilitate, assist and provide the necessary support to SMEs to gain
market access and business opportunities and to compete successfully in
the national and international markets;
Promote and develop entrepreneurship;
Advise the Minister on policy issues regarding the development of
SMEs.
Functions of Authority:
The Authority shall have such functions as are necessary to attain its objects most
effectively and shall, in particular-
Provide core support services, particularly entrepreneurship
development, business facilities, counselling and mentoring services ;
Implement and operate a registration scheme for SMEs;
Facilitate access to industrial space, finance and other productive
resources;
Empower product specific and sector specific SMEs to enhance their
delivery capabilities;
Coordinate with other support organisations and stakeholders in the
fulfilment of its objectives;
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D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
11
Facilitate networking among SMEs and the development of linkages
between large enterprises and SMEs;
Promote technological and managerial capabilities of SMEs;
Ensure that SMEs; in respect of which a registration certificate is issued,
benefit from every incentive which the government grants to them, and
assist them to obtain the incentives;
Identify best practices and disseminate them to SMEs;
Organise and encourage participation of SMEs in fairs;
Conduct surveys in the SMEs sector and provide market intelligence for
those enterprises, including providing reports on various economic
indicators;
Implement, coordinate and monitor assistance programmes provided to
SMEs;
Collaborate with other local and international agencies dealing with
SMEs, to develop the local SMEs through-
Skills enhancement programmes for their officers; and
Participation in seminars, workshop and capacity building programmes;
Identify projects for the development and promotion of SMEs;
Facilitate and coordinate research relating to the development of SMEs;
Sensitise the public at large on entrepreneurship;
Provide incubator facilities for SMEs;
Devise and review policies relating to SMEs;
Coordinate initiative of public sector agencies and of the private sector
relating to SMEs;
Coordinate entrepreneurship activities carried out by public sector
agencies and the private sector.
5. UNIVERSITY PROGRAMMES
The University of Mauritius has been set up in the late 1960’s to support the local
industry by producing graduates in relevant fields. The full time undergraduate
programmes are free and the University is committed to offer a quality
programme to meet the requirements of the local industries. The students
studying for a B.Eng (Hons.) programme in engineering have to complete a final
11
Facilitate networking among SMEs and the development of linkages
between large enterprises and SMEs;
Promote technological and managerial capabilities of SMEs;
Ensure that SMEs; in respect of which a registration certificate is issued,
benefit from every incentive which the government grants to them, and
assist them to obtain the incentives;
Identify best practices and disseminate them to SMEs;
Organise and encourage participation of SMEs in fairs;
Conduct surveys in the SMEs sector and provide market intelligence for
those enterprises, including providing reports on various economic
indicators;
Implement, coordinate and monitor assistance programmes provided to
SMEs;
Collaborate with other local and international agencies dealing with
SMEs, to develop the local SMEs through-
Skills enhancement programmes for their officers; and
Participation in seminars, workshop and capacity building programmes;
Identify projects for the development and promotion of SMEs;
Facilitate and coordinate research relating to the development of SMEs;
Sensitise the public at large on entrepreneurship;
Provide incubator facilities for SMEs;
Devise and review policies relating to SMEs;
Coordinate initiative of public sector agencies and of the private sector
relating to SMEs;
Coordinate entrepreneurship activities carried out by public sector
agencies and the private sector.
5. UNIVERSITY PROGRAMMES
The University of Mauritius has been set up in the late 1960’s to support the local
industry by producing graduates in relevant fields. The full time undergraduate
programmes are free and the University is committed to offer a quality
programme to meet the requirements of the local industries. The students
studying for a B.Eng (Hons.) programme in engineering have to complete a final
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
12
year project in level 4 of the programme related to their field of study. The
University has encouraged industry based projects to give the students the most
appropriate training to suit the local requirements.
The B.Eng (Hons.) Mechatronics programme was launched in 1997 and has been
very popular among fresh school leavers. The students have been working on
many projects with local companies and many of which have been implemented.
The major problems encountered by the students is to find a potential
organization where they could do their final year project. In many cases, the
company refuses as they do not have staff with relevant expertise in the required
field or their staff are too busy to discuss or follow up on the matter. The big
companies do not often require the input from the University as they usually have
the necessary funds and rely on international suppliers for their equipment. They
can easily raise funds from funding institutions in a relatively short span and
purchase required equipment urgently.
Despite the increased competition and decrease in profitability, the SMEs are
reluctant to bring their problems to the attention of the University, probably due
to lack of information. They do not have a R&D Department to consider
possible enhancements to the machines or processes to make the system more
efficient. University usually makes the first step towards the SMEs to assess
their requirements and propose potential research area. Companies often agree to
provide the set up for the case study but they make it clear right at the beginning
that they are not ready to provide funds for the proposed project. There has
been cases where the University has agreed to work in close collaboration with
them and at the end of the project the machine remains the property of the
University. If the student or University does have any commitment with the
company , the prototype is not transferred to the company due to lack of a formal
link.
There is a widespread acceptance that the SMEs represent the future of the nation
but it must not be limited to traditional local products relying heavily on manual
workers. The competitiveness must be enhanced to allow the long term survival
Study
12
year project in level 4 of the programme related to their field of study. The
University has encouraged industry based projects to give the students the most
appropriate training to suit the local requirements.
The B.Eng (Hons.) Mechatronics programme was launched in 1997 and has been
very popular among fresh school leavers. The students have been working on
many projects with local companies and many of which have been implemented.
The major problems encountered by the students is to find a potential
organization where they could do their final year project. In many cases, the
company refuses as they do not have staff with relevant expertise in the required
field or their staff are too busy to discuss or follow up on the matter. The big
companies do not often require the input from the University as they usually have
the necessary funds and rely on international suppliers for their equipment. They
can easily raise funds from funding institutions in a relatively short span and
purchase required equipment urgently.
Despite the increased competition and decrease in profitability, the SMEs are
reluctant to bring their problems to the attention of the University, probably due
to lack of information. They do not have a R&D Department to consider
possible enhancements to the machines or processes to make the system more
efficient. University usually makes the first step towards the SMEs to assess
their requirements and propose potential research area. Companies often agree to
provide the set up for the case study but they make it clear right at the beginning
that they are not ready to provide funds for the proposed project. There has
been cases where the University has agreed to work in close collaboration with
them and at the end of the project the machine remains the property of the
University. If the student or University does have any commitment with the
company , the prototype is not transferred to the company due to lack of a formal
link.
There is a widespread acceptance that the SMEs represent the future of the nation
but it must not be limited to traditional local products relying heavily on manual
workers. The competitiveness must be enhanced to allow the long term survival
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
13
of the SMEs which has to adopt new technological reality. Government has
supported the local SMEs by providing funds at low interest rate but there is a
need to provide the necessary expertise not available in these companies. This is
one issue where the local Universities can intervene as they have multi-
disciplinary expertise as well as the facilities needed to effectively support the
companies. The University will be able to help the SMEs to face the emerging
challenges with the support of the Government and the funding institutions. The
University of Mauritius must be a formal link in the chain and must be
recognized as a prime partner for the development of the SMEs. The cost
associated with the design, consultancy and development of proposed systems
are already being borne by the University. If the projects already designed are
implemented, it is a recognition of the University’s effort to support the
economic growth of the country and this ensures that all the effort of the students
have not been wasted.
6. UNIVERSITY –SMEs COLLABORATION
University of Mauritius has cooperated with many SMEs on projects requiring
the design of equipment. Two specific projects are discussed in this paper to
show that University – SMEs collaboration can be very fruitful in even difficult
areas and the cost of implementation need not be extremely high. The two
companies have agreed to provide basic information to allow their system to be
used as a case study to design an automated system to solve a real problem. The
first project deals with the design of a computer numerically controlled (CNC)
Machine for a ship model manufacturing plant and the second one deals with the
automation of some of the tasks in poultry farming.
6.1 Project 1 – CNC Machine for Manufacturing of Ship Models
This project has been performed in a ship model plant which requires skilled
workers. This is a highly value added industry and the products represent one of
the few real local handicraft. The products are very much fancied by visitors and
cheap copies from other countries are not available. The ship models
13
of the SMEs which has to adopt new technological reality. Government has
supported the local SMEs by providing funds at low interest rate but there is a
need to provide the necessary expertise not available in these companies. This is
one issue where the local Universities can intervene as they have multi-
disciplinary expertise as well as the facilities needed to effectively support the
companies. The University will be able to help the SMEs to face the emerging
challenges with the support of the Government and the funding institutions. The
University of Mauritius must be a formal link in the chain and must be
recognized as a prime partner for the development of the SMEs. The cost
associated with the design, consultancy and development of proposed systems
are already being borne by the University. If the projects already designed are
implemented, it is a recognition of the University’s effort to support the
economic growth of the country and this ensures that all the effort of the students
have not been wasted.
6. UNIVERSITY –SMEs COLLABORATION
University of Mauritius has cooperated with many SMEs on projects requiring
the design of equipment. Two specific projects are discussed in this paper to
show that University – SMEs collaboration can be very fruitful in even difficult
areas and the cost of implementation need not be extremely high. The two
companies have agreed to provide basic information to allow their system to be
used as a case study to design an automated system to solve a real problem. The
first project deals with the design of a computer numerically controlled (CNC)
Machine for a ship model manufacturing plant and the second one deals with the
automation of some of the tasks in poultry farming.
6.1 Project 1 – CNC Machine for Manufacturing of Ship Models
This project has been performed in a ship model plant which requires skilled
workers. This is a highly value added industry and the products represent one of
the few real local handicraft. The products are very much fancied by visitors and
cheap copies from other countries are not available. The ship models
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University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
14
manufacturing process starts with the preparation of the different shapes from
sheets and wood followed by assembly of the individual parts to give the final
model. The task that can be automated is the cutting of the different parts of the
ship models from thin sheets of plywood. Fig. 1 shows one of the parts of a
specific ship model. The actual manual process is listed below and can take up to
one working day to be completed;
Search the required plans (available in printed form on A1 paper) in the
set of plans
Scale them to the desired dimensions using an A4 scanner
Reprint them on paper at the new scale.
Transfer the scaled hard copies on plywood by the method of manual
tracing.
Link the series of dots obtained on the plywood using a pencil to obtain
the complete outlines of the plans on plywood.
Cut the profiles to have the templates of the different parts in plywood,
using a small hand- saw.
Use the templates to trace and cut the parts whenever a new copy of the
ship model is required.
Fig 1: A typical ship model part
Many of the tasks mentioned above can be simplified and will not be required if
the process is automated. The proposed model should be able to
Draw or import plans (e.g. from the scanner) of the models on a
computer
Save, retrieve and modify the plans
Study
14
manufacturing process starts with the preparation of the different shapes from
sheets and wood followed by assembly of the individual parts to give the final
model. The task that can be automated is the cutting of the different parts of the
ship models from thin sheets of plywood. Fig. 1 shows one of the parts of a
specific ship model. The actual manual process is listed below and can take up to
one working day to be completed;
Search the required plans (available in printed form on A1 paper) in the
set of plans
Scale them to the desired dimensions using an A4 scanner
Reprint them on paper at the new scale.
Transfer the scaled hard copies on plywood by the method of manual
tracing.
Link the series of dots obtained on the plywood using a pencil to obtain
the complete outlines of the plans on plywood.
Cut the profiles to have the templates of the different parts in plywood,
using a small hand- saw.
Use the templates to trace and cut the parts whenever a new copy of the
ship model is required.
Fig 1: A typical ship model part
Many of the tasks mentioned above can be simplified and will not be required if
the process is automated. The proposed model should be able to
Draw or import plans (e.g. from the scanner) of the models on a
computer
Save, retrieve and modify the plans
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
15
Send the plans to a CNC software which will convert them into machine
codes
Initialize the cutting process of the parts on a 3-axis CNC cutting
machine.
Control and monitor the cutting processes
User friendly graphical user interface.
6.1.1 Designs
After considering the requirements of the workshop, the main specification and
characteristics of the CNC machine have been identified. The machine will have
a gantry configuration and will make use of the bit cutting technique. The
worktable must be 750 mm x 500 mm and the thickness of plywood that can be
cut is 3 mm with a resolution of at least 1 mm.
The new system uses a computer as the controller and it will control the machine
through its parallel port. The plans can be scanned or drawn using a computer
aided drafting software. The drawings are then scaled to the desired dimension.
An interface has been designed to allow the user to do the required set up and
initialization of the machine. Once the set up is completed the process can be
started. The main advantage of the system, is that once the drawing has been
created it can be saved and used indefinitely.
The overall concept of the project is depicted in Fig 2. The CNC machine has
been designed and optimized on Solidworks® to reduce the size as well as the
cost of the machine. Simulations have been carried out to check for any possible
malfunctions or problems. Changes have been made based on the results and the
components then have been sized and/or modified. The motors and other
important components have then been selected.
15
Send the plans to a CNC software which will convert them into machine
codes
Initialize the cutting process of the parts on a 3-axis CNC cutting
machine.
Control and monitor the cutting processes
User friendly graphical user interface.
6.1.1 Designs
After considering the requirements of the workshop, the main specification and
characteristics of the CNC machine have been identified. The machine will have
a gantry configuration and will make use of the bit cutting technique. The
worktable must be 750 mm x 500 mm and the thickness of plywood that can be
cut is 3 mm with a resolution of at least 1 mm.
The new system uses a computer as the controller and it will control the machine
through its parallel port. The plans can be scanned or drawn using a computer
aided drafting software. The drawings are then scaled to the desired dimension.
An interface has been designed to allow the user to do the required set up and
initialization of the machine. Once the set up is completed the process can be
started. The main advantage of the system, is that once the drawing has been
created it can be saved and used indefinitely.
The overall concept of the project is depicted in Fig 2. The CNC machine has
been designed and optimized on Solidworks® to reduce the size as well as the
cost of the machine. Simulations have been carried out to check for any possible
malfunctions or problems. Changes have been made based on the results and the
components then have been sized and/or modified. The motors and other
important components have then been selected.
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
16
Fig 2: Concept of Project
Component selection was a major issue and one of the main objective is to
achieve sustainable design by using components available from scrap machines.
Raw aluminum from piston heads (from automobiles) , electronic components,
limit switches and power supply from old PCs were collected. They were first
tested and ensured that they meet the requirements of the machine. Some of the
structural members of the machine have been manufactured using aluminum to
reduce the weight of the system hence allowing smaller motors to be used.
Wooden models of the parts of the machine were made which were used to
manufacture the components by the sand casting process using scrap aluminum
obtained from local companies. The components have been provided by the
University of Mauritius and machining and manufacturing of different structural
parts have been done at the University workshop. The 3D model and the
completed prototype are shown in Fig 3.
Study
16
Fig 2: Concept of Project
Component selection was a major issue and one of the main objective is to
achieve sustainable design by using components available from scrap machines.
Raw aluminum from piston heads (from automobiles) , electronic components,
limit switches and power supply from old PCs were collected. They were first
tested and ensured that they meet the requirements of the machine. Some of the
structural members of the machine have been manufactured using aluminum to
reduce the weight of the system hence allowing smaller motors to be used.
Wooden models of the parts of the machine were made which were used to
manufacture the components by the sand casting process using scrap aluminum
obtained from local companies. The components have been provided by the
University of Mauritius and machining and manufacturing of different structural
parts have been done at the University workshop. The 3D model and the
completed prototype are shown in Fig 3.
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D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
17
Fig 3 (a) 3D model of the Machine (b) Actual Machine
Given that the machine will be operated by technicians not necessarily having
experience in information technology, the graphical user interface should be
simple and easy to understand. The graphical user interface has been designed
(Fig. 4) so that the operator can set the parameters and start the machine with
minimum effort. The drawing is imported from file or scanned from an existing
copy, and modified or scaled as required. The user can do do some settings and
then start the machine. During the manufacturing process, the software monitor
the machine can also provide feedback on the status of the job.
17
Fig 3 (a) 3D model of the Machine (b) Actual Machine
Given that the machine will be operated by technicians not necessarily having
experience in information technology, the graphical user interface should be
simple and easy to understand. The graphical user interface has been designed
(Fig. 4) so that the operator can set the parameters and start the machine with
minimum effort. The drawing is imported from file or scanned from an existing
copy, and modified or scaled as required. The user can do do some settings and
then start the machine. During the manufacturing process, the software monitor
the machine can also provide feedback on the status of the job.
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
18
Fig 4: Parallel port testing using manual jog keys, port monitoring
6.1.2 Costing and implementation
The total cost of the machine is USD 5500.00 including design, development and
manufacturing costs which amounts to USD 4500. This amount can be waived
as it represents the contribution of the local University to the scheme. The
structure of the machine has been manufactured using metal, steel and aluminum,
obtained from scrap at reduced cost. The cost of the computer and scanner are
not included as these are already available at the company.
The system is currently being used by the University for labworks for students of
the undergraduate programmes. Given that all investment has been made by the
University, the final design remains the property of the University as there is no
proper mechanism to transfer or sell the equipment to the private company.
Study
18
Fig 4: Parallel port testing using manual jog keys, port monitoring
6.1.2 Costing and implementation
The total cost of the machine is USD 5500.00 including design, development and
manufacturing costs which amounts to USD 4500. This amount can be waived
as it represents the contribution of the local University to the scheme. The
structure of the machine has been manufactured using metal, steel and aluminum,
obtained from scrap at reduced cost. The cost of the computer and scanner are
not included as these are already available at the company.
The system is currently being used by the University for labworks for students of
the undergraduate programmes. Given that all investment has been made by the
University, the final design remains the property of the University as there is no
proper mechanism to transfer or sell the equipment to the private company.
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
19
6.2 Project 2 – Automation of Poultry Farming System
Many small scale poultry were set up at the beginning of the 1980’s to support
the local industry. Mauritius went through a rapid industrialization during that
period causing in a rapid increase in poultry products. The small companies were
encouraged as they could easily start production with small investment usually in
partly completed buildings in isolated fields. With time the cost of production
has increased drastically and labor is becoming a major problem as there is a shift
from basic manufacturing industry to financial services and ICT sector. Many
companies are looking forward to increase their efficiency and productivity while
decreasing cost of production. There are many automated systems/equipment
available off the shelf. These are not designed for small systems and are
relatively expensive especially for small markets like Mauritius. The layout and
building may have to be modified to allow the equipment to be installed.
Recently, the Small and Medium Enterprise Development Authority (SMEDA)
together with the Agricultural Research and Extension Unit (AREU) have set up
strategic plan for the crop diversification and livestock sector. A situational
analysis carried out by the Ministry of Agro-Industry and Fisheries (2007)
showed that significant opportunities exists in the poultry industry and hence
they have taken great initiatives to boost up this sector.
One local company decided to consider the feasibility of automating some of the
tasks in its poultry farm to reduce the variabilities introduced by human operators
as well as reducing the cost of energy in the factory by appropriate controls. The
automation must be designed to operate in the existing building. The company
purchases one day old chicks which are then bred until they reach their point of
lay called layers. The layers are then transferred to the Laying Department for
egg production. The company started with 100 layers in 1983 and has reached
7000 layers in 2010.
All operations are manual and regular intervention of operators are required to
ensure that the water is still clean and has not been soiled with feed residues.
The breeding temperature of the pullets is a very important factor because it
proves to give excellent performances in production. Heating is provided by
19
6.2 Project 2 – Automation of Poultry Farming System
Many small scale poultry were set up at the beginning of the 1980’s to support
the local industry. Mauritius went through a rapid industrialization during that
period causing in a rapid increase in poultry products. The small companies were
encouraged as they could easily start production with small investment usually in
partly completed buildings in isolated fields. With time the cost of production
has increased drastically and labor is becoming a major problem as there is a shift
from basic manufacturing industry to financial services and ICT sector. Many
companies are looking forward to increase their efficiency and productivity while
decreasing cost of production. There are many automated systems/equipment
available off the shelf. These are not designed for small systems and are
relatively expensive especially for small markets like Mauritius. The layout and
building may have to be modified to allow the equipment to be installed.
Recently, the Small and Medium Enterprise Development Authority (SMEDA)
together with the Agricultural Research and Extension Unit (AREU) have set up
strategic plan for the crop diversification and livestock sector. A situational
analysis carried out by the Ministry of Agro-Industry and Fisheries (2007)
showed that significant opportunities exists in the poultry industry and hence
they have taken great initiatives to boost up this sector.
One local company decided to consider the feasibility of automating some of the
tasks in its poultry farm to reduce the variabilities introduced by human operators
as well as reducing the cost of energy in the factory by appropriate controls. The
automation must be designed to operate in the existing building. The company
purchases one day old chicks which are then bred until they reach their point of
lay called layers. The layers are then transferred to the Laying Department for
egg production. The company started with 100 layers in 1983 and has reached
7000 layers in 2010.
All operations are manual and regular intervention of operators are required to
ensure that the water is still clean and has not been soiled with feed residues.
The breeding temperature of the pullets is a very important factor because it
proves to give excellent performances in production. Heating is provided by
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University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
20
incandescent bulb of 50 Watts each but there is no temperature monitoring in the
shed. According to ISA Poultry (2009) the interior of the building should be in
the range 310C to 330C and the temperature should be reduced by 30C every week
until a temperature of 22 0C is attained after 28 days. The failure to provide the
correct temperature for the day old pullets leads to high mortality rate and hence
to ensure a good breeding environment, the automated system will consist of
appropriate actuators to regulate and maintain the correct temperature. The
incandescent lamps remain on even when the ambient temperature is within the
desired range. Given the small size of the company, there are no proper records
as to the death rate of pullets during the breeding. Although a constant
temperature is required, it can be seen (Fig. 5) that the temperature varies
continuously being in the desired range only a few hours during the day.
Fig 5: Temperature Variation on a Specific Day
The company employs three full time and two part time workers. The routine
tasks of the workers are to feed the pullets, provide them with clean water for
drinking and ensure proper lightings to control the breeding environment
temperature, clean and remove the manure from the pullet cage.
20
22
24
26
28
30
32
34
36
0600 0800 1000 1200 1400 1600 1800 2000 2200
Temperature (0C)
Time of the Day
Building
Brooder
Outside
Study
20
incandescent bulb of 50 Watts each but there is no temperature monitoring in the
shed. According to ISA Poultry (2009) the interior of the building should be in
the range 310C to 330C and the temperature should be reduced by 30C every week
until a temperature of 22 0C is attained after 28 days. The failure to provide the
correct temperature for the day old pullets leads to high mortality rate and hence
to ensure a good breeding environment, the automated system will consist of
appropriate actuators to regulate and maintain the correct temperature. The
incandescent lamps remain on even when the ambient temperature is within the
desired range. Given the small size of the company, there are no proper records
as to the death rate of pullets during the breeding. Although a constant
temperature is required, it can be seen (Fig. 5) that the temperature varies
continuously being in the desired range only a few hours during the day.
Fig 5: Temperature Variation on a Specific Day
The company employs three full time and two part time workers. The routine
tasks of the workers are to feed the pullets, provide them with clean water for
drinking and ensure proper lightings to control the breeding environment
temperature, clean and remove the manure from the pullet cage.
20
22
24
26
28
30
32
34
36
0600 0800 1000 1200 1400 1600 1800 2000 2200
Temperature (0C)
Time of the Day
Building
Brooder
Outside
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
21
At present, the amount of feed is monitored visually by looking into the feeders
and any faults occurring during the absence of the workers are not instantly
acknowledged. Hence, during this period, there might be several problems which
could decrease the effectiveness and efficiency of the whole breeding process.
Some of the main problems that are frequently encountered are discussed below:
Manual feeding does not provide any control over the amount of feed to
be supplied and the build up of fine residues leads to high feed wastage.
Water often becomes soiled with feed residues and need to be cleaned at
least thrice per day.
Time consuming manual processes and unavailability of labour
Pullets are sensitive to temperature change and these influence their feed
consumption.
Tedious manure cleaning procedure eventually this leads to a high rate of
mortality and low feed consumption among the pullets.
6.2.1 Proposed design for the feeding system
A survey was carried out to identify tasks that can be considered for automation.
The issues that need to be considered as well as other implications were
discussed with the management and the final consensus was to automate some of
the tasks and to leave those that require high investment. Some tasks can still be
performed manually as a minimum number of operators will still be required.
The tasks that will be automated are:
1. Design an automatic chain feeding system where the chain drive will
specifically be designed to provide constant, accurate and rapid feed flow
with correct sprocket engagement.
2. Design of an automated system to transport feed from silo to hopper
3. Design of an automated system to select the feed type and to monitor the
feed level in the silos.
4. Design of a temperature monitoring and control system for the breeding
area.
21
At present, the amount of feed is monitored visually by looking into the feeders
and any faults occurring during the absence of the workers are not instantly
acknowledged. Hence, during this period, there might be several problems which
could decrease the effectiveness and efficiency of the whole breeding process.
Some of the main problems that are frequently encountered are discussed below:
Manual feeding does not provide any control over the amount of feed to
be supplied and the build up of fine residues leads to high feed wastage.
Water often becomes soiled with feed residues and need to be cleaned at
least thrice per day.
Time consuming manual processes and unavailability of labour
Pullets are sensitive to temperature change and these influence their feed
consumption.
Tedious manure cleaning procedure eventually this leads to a high rate of
mortality and low feed consumption among the pullets.
6.2.1 Proposed design for the feeding system
A survey was carried out to identify tasks that can be considered for automation.
The issues that need to be considered as well as other implications were
discussed with the management and the final consensus was to automate some of
the tasks and to leave those that require high investment. Some tasks can still be
performed manually as a minimum number of operators will still be required.
The tasks that will be automated are:
1. Design an automatic chain feeding system where the chain drive will
specifically be designed to provide constant, accurate and rapid feed flow
with correct sprocket engagement.
2. Design of an automated system to transport feed from silo to hopper
3. Design of an automated system to select the feed type and to monitor the
feed level in the silos.
4. Design of a temperature monitoring and control system for the breeding
area.
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
22
The following tasks are considered to be too expensive to implement and not
critical;
1. Automation of the manure removal system will not considered because
major modifications to foundation of the existing shed will be required.
2. Cooling of shed to low temperatures will not be provided as an air
conditioning system will be required which is too expensive. The
Journal of applied Poultry Research (2008) recommends that appropriate
ventilation be provided to mitigate the effect of high summer
temperatures and humidities in the brooding area.
6.2.2 Designs
The high cost of labor and the complexity of the tasks involved in manual
operations are limiting the production to 1500 pullets per 16 week period. The
area available in the poultry is not being used efficiently and automation will
allow a more judicious use of the floor area. Based on static and dynamic
anthropometric data ( Sanders & Mc Cormick, 1993 ) for human operators and
the stocking density and housing conditions for the pullets (ISA Poultry, 2009),
new pullet cages and poultry layout were proposed. With the new cages and with
the help of automation, the production capacity is expected to reach 6000 pullets
per 16 week period. The pullets will be transferred to the laying section of the
same company and extra pullets may even be sold to other SMEs.
The farm has been divided into sub systems and each has been considered
separately before integration at the end. The different components to be
automated have been designed and sized. All electric motors, sensors, controller
and mechanical parts have been designed/ sized and they have been integrated
together. The designs for the different sections of the automated mechanisms are
shown in Fig. 6 below.
Study
22
The following tasks are considered to be too expensive to implement and not
critical;
1. Automation of the manure removal system will not considered because
major modifications to foundation of the existing shed will be required.
2. Cooling of shed to low temperatures will not be provided as an air
conditioning system will be required which is too expensive. The
Journal of applied Poultry Research (2008) recommends that appropriate
ventilation be provided to mitigate the effect of high summer
temperatures and humidities in the brooding area.
6.2.2 Designs
The high cost of labor and the complexity of the tasks involved in manual
operations are limiting the production to 1500 pullets per 16 week period. The
area available in the poultry is not being used efficiently and automation will
allow a more judicious use of the floor area. Based on static and dynamic
anthropometric data ( Sanders & Mc Cormick, 1993 ) for human operators and
the stocking density and housing conditions for the pullets (ISA Poultry, 2009),
new pullet cages and poultry layout were proposed. With the new cages and with
the help of automation, the production capacity is expected to reach 6000 pullets
per 16 week period. The pullets will be transferred to the laying section of the
same company and extra pullets may even be sold to other SMEs.
The farm has been divided into sub systems and each has been considered
separately before integration at the end. The different components to be
automated have been designed and sized. All electric motors, sensors, controller
and mechanical parts have been designed/ sized and they have been integrated
together. The designs for the different sections of the automated mechanisms are
shown in Fig. 6 below.
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D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
23
Fig 6: Designs of the individual components required for the automated plant
23
Fig 6: Designs of the individual components required for the automated plant
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
24
System was not available for implementation due to cost implications and the
different sections of the plant had to be simulated. Fine tuning will still be
required when the actual system will be implemented. The overall proposed
design is shown in Fig 7. The numbers of pullets that can be bred at one go will
increase due to automation and a more efficient use of the existing facilities and
this will help to reduce the payback period. The additional pullets can be
transferred to the laying section or sold to other small companies or individuals.
Fig 7: 3-D Layout of Proposed System
6.2.3 Implementation and Testing
The company forms part of the Small and Medium Enterprises and as discussed
with the management, the company may not be able to implement this project at
one go due to its financial constraint. Therefore, the company will be using this
Study
24
System was not available for implementation due to cost implications and the
different sections of the plant had to be simulated. Fine tuning will still be
required when the actual system will be implemented. The overall proposed
design is shown in Fig 7. The numbers of pullets that can be bred at one go will
increase due to automation and a more efficient use of the existing facilities and
this will help to reduce the payback period. The additional pullets can be
transferred to the laying section or sold to other small companies or individuals.
Fig 7: 3-D Layout of Proposed System
6.2.3 Implementation and Testing
The company forms part of the Small and Medium Enterprises and as discussed
with the management, the company may not be able to implement this project at
one go due to its financial constraint. Therefore, the company will be using this
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
25
project as a guide for future implementation of the automated system. The
project has been designed as independent modules which can be integrated
together in stages. This is a very good opportunity for the company to expand
the laying section further as the breeding section will have an increased capacity
due to the new cages and layout designs.
Table 1: Cost Benefit Analysis of Proposed System
Item Actual (USD) Proposed (USD)
Output per cycle (16
weeks)
1500 pullets 6000 pullets
Equipment Cost Not Applicable 64750.
Feed 5690. 19285.
Labour 3440. 775.
Water 80. 80.
Electricity 604. 1675.
Maintenance 170. 670.
Revenue 10000. 40000.
Profit 16. 4565.
The cost of the proposed system is compared to the cost of the actual system
(Table 1) and it is clear that the company will benefit if it adopts new
technologies. The consultancy, design and development fees are USD 7200,
which consists of the use of University facilities and is not included in Table 1.
This cost is the contribution of the University of Mauritius to the SME support
scheme. The equipment cost includes the rate of interest for the system over five
years and the break even is slightly less than 4 years. The amount of the loan is
Rs. 1.7m (USD 56 000.) with an interest rate of 6% per year over 5 years.
The pullets are not sold but are rather transferred to the laying section where they
will be producing eggs. The cost of one pullet if purchased from the regular
supplier is USD 6.7 and this price has been used to determine the revenue of the
company if all pullets were sold. The most appropriate means to measure the
effectiveness of the system is using the cost of producing one breeder which is
decreasing from USD 6.7 to USD 5.9. This represents a considerable saving
25
project as a guide for future implementation of the automated system. The
project has been designed as independent modules which can be integrated
together in stages. This is a very good opportunity for the company to expand
the laying section further as the breeding section will have an increased capacity
due to the new cages and layout designs.
Table 1: Cost Benefit Analysis of Proposed System
Item Actual (USD) Proposed (USD)
Output per cycle (16
weeks)
1500 pullets 6000 pullets
Equipment Cost Not Applicable 64750.
Feed 5690. 19285.
Labour 3440. 775.
Water 80. 80.
Electricity 604. 1675.
Maintenance 170. 670.
Revenue 10000. 40000.
Profit 16. 4565.
The cost of the proposed system is compared to the cost of the actual system
(Table 1) and it is clear that the company will benefit if it adopts new
technologies. The consultancy, design and development fees are USD 7200,
which consists of the use of University facilities and is not included in Table 1.
This cost is the contribution of the University of Mauritius to the SME support
scheme. The equipment cost includes the rate of interest for the system over five
years and the break even is slightly less than 4 years. The amount of the loan is
Rs. 1.7m (USD 56 000.) with an interest rate of 6% per year over 5 years.
The pullets are not sold but are rather transferred to the laying section where they
will be producing eggs. The cost of one pullet if purchased from the regular
supplier is USD 6.7 and this price has been used to determine the revenue of the
company if all pullets were sold. The most appropriate means to measure the
effectiveness of the system is using the cost of producing one breeder which is
decreasing from USD 6.7 to USD 5.9. This represents a considerable saving
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University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
26
(given the increase in production) and confirms that there are plenty of scopes
with custom designed automation.
7. DISCUSSION
The main objective of the project was to automate the existing system in order to
increase productivity and provide a safe and healthy breeding environment for
the pullets. The newly automated system was successfully designed to ensure
that the feeding, drinking and temperature control process of the pullets are
carried out efficiently and allow rapid fault detection by using appropriate alarms
in case of any failure.
The design of the nipple drinker line and the chain feeding system will reduce the
water and feed wastage respectively. Hence, this will decrease the operating cost
of the breeding farm. The temperature set points of the breeding area will be
changing automatically as the pullet grow and this will thus provide a good
breeding temperature and reduce the pullet mortality rate.
A financial analysis has been performed and the cost of producing one pullet for
the breeding section is being reduced from USD 6.7 to USD 5.9 and the savings
achieved will enable a payback period of about 4 years. The breeding capacity is
being increased fourfold from 1500 to 6000 (per cycle) and excess layers can be
sold to other egg producers. Hence, this shows that small and Medium
Enterprises can still upgrade their system to improve their efficiency by
implementing such designs.
8. CONCLUSION AND FUTURE RECOMMENDATION
The Government wants Mauritius to be a knowledge hub which is not working as
planned. The cost of education is relatively high and the field studies proposed
do not meet the expectations of the students. The new fields mentioned are
aeronautical engineering, light engineering, medical schools etc.. but there is no
rush to set up such institutions as these sectors are virtually non-existent in the
country. The sector that has shown rapid growth up to now and is still showing
enormous potential for growth in Mauritius is the small and medium enterprises.
Study
26
(given the increase in production) and confirms that there are plenty of scopes
with custom designed automation.
7. DISCUSSION
The main objective of the project was to automate the existing system in order to
increase productivity and provide a safe and healthy breeding environment for
the pullets. The newly automated system was successfully designed to ensure
that the feeding, drinking and temperature control process of the pullets are
carried out efficiently and allow rapid fault detection by using appropriate alarms
in case of any failure.
The design of the nipple drinker line and the chain feeding system will reduce the
water and feed wastage respectively. Hence, this will decrease the operating cost
of the breeding farm. The temperature set points of the breeding area will be
changing automatically as the pullet grow and this will thus provide a good
breeding temperature and reduce the pullet mortality rate.
A financial analysis has been performed and the cost of producing one pullet for
the breeding section is being reduced from USD 6.7 to USD 5.9 and the savings
achieved will enable a payback period of about 4 years. The breeding capacity is
being increased fourfold from 1500 to 6000 (per cycle) and excess layers can be
sold to other egg producers. Hence, this shows that small and Medium
Enterprises can still upgrade their system to improve their efficiency by
implementing such designs.
8. CONCLUSION AND FUTURE RECOMMENDATION
The Government wants Mauritius to be a knowledge hub which is not working as
planned. The cost of education is relatively high and the field studies proposed
do not meet the expectations of the students. The new fields mentioned are
aeronautical engineering, light engineering, medical schools etc.. but there is no
rush to set up such institutions as these sectors are virtually non-existent in the
country. The sector that has shown rapid growth up to now and is still showing
enormous potential for growth in Mauritius is the small and medium enterprises.
D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
27
There must be a major shift from traditional products to high technology sectors.
The SMEs must only not come from the young unemployed with no tertiary
education background but also from the young graduates with new start ups in
technologically advanced fields. The graduates must be involved in the process
right at the start of their tertiary education and not at the end. Innovation must be
inculcated in their minds as a means of survival for them and the nation. With
the setting up of an appropriate technological park or centre, all projects and mini
projects can be related to the local industry.
The University – SMEs collaboration can help in reducing the investment cost on
new machines by a substantial amount. The proposal is to include the university
as a full fledge member of the program which may result in the setting up of a
innovation & SME support center to provide the necessary support services to the
sector. The consultancy, design and development costs borne by the University
in the projects discussed above are in the range USD 4500-7200. The cost will
depend on the complexity of the problem but it does represent a major share of
the project for services usually not available to the SMEs. This can be the
contribution of the tertiary institution to the support the SME development
scheme. The costs of components and manufacturing will have to be borne by
the company with the support of the government through appropriate
mechanisms. But a proper channel must be set up to formalize the link to include
funding organizations to support the research and development which can lead to
the design and manufacture of more efficient systems. The companies benefit
from low cost custom made machines and the students of the University of
Mauritius benefit in terms of appropriate Engineering project related to their
trade.
The automation system proposed can be used by the company to prepare their
business plan for loan applications as well as planning for further expansion. As
can be seen, from the Poultry case, the automation will have to be followed by an
expansion of the laying section or sale of layers to other companies.
27
There must be a major shift from traditional products to high technology sectors.
The SMEs must only not come from the young unemployed with no tertiary
education background but also from the young graduates with new start ups in
technologically advanced fields. The graduates must be involved in the process
right at the start of their tertiary education and not at the end. Innovation must be
inculcated in their minds as a means of survival for them and the nation. With
the setting up of an appropriate technological park or centre, all projects and mini
projects can be related to the local industry.
The University – SMEs collaboration can help in reducing the investment cost on
new machines by a substantial amount. The proposal is to include the university
as a full fledge member of the program which may result in the setting up of a
innovation & SME support center to provide the necessary support services to the
sector. The consultancy, design and development costs borne by the University
in the projects discussed above are in the range USD 4500-7200. The cost will
depend on the complexity of the problem but it does represent a major share of
the project for services usually not available to the SMEs. This can be the
contribution of the tertiary institution to the support the SME development
scheme. The costs of components and manufacturing will have to be borne by
the company with the support of the government through appropriate
mechanisms. But a proper channel must be set up to formalize the link to include
funding organizations to support the research and development which can lead to
the design and manufacture of more efficient systems. The companies benefit
from low cost custom made machines and the students of the University of
Mauritius benefit in terms of appropriate Engineering project related to their
trade.
The automation system proposed can be used by the company to prepare their
business plan for loan applications as well as planning for further expansion. As
can be seen, from the Poultry case, the automation will have to be followed by an
expansion of the laying section or sale of layers to other companies.
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
28
Successful implementation of automated systems or machines can be transferred
to the companies if they have secured the loans but this has to be a win-win
situation. The companies have to invest in the basic components during the
design stage to allow the satisfactory completion of the project/s.
On an ending note, the University of Mauritius can also take the lead with the
support of the Government to create an independent entity that roof all the
projects related to innovation and technology. Funds can initially be provided by
the Government and if this works out properly, the center can be become self-
funding manage its own projects. Those students having worked on a project
leading to the development of an innovative design can choose either to continue
to work in that entity to fine tune the design and hence help in implementing
same in the SMEs. This will help in creating and building working
links/relationships with the SMEs. This will also help in fostering a research and
innovation culture among the youngsters in Mauritius.
9. REFERENCES
BINKS, M. & ENNEW, C.T. (1991), Bank Finance to Small Businesses, Bolton
Twenty Years On: The Small Firm in the 1990s, J. Stanworth & C. Gray
(eds), Chapman, London.
CARTER, S. & ROSA, P. (1998). The Financing of Male- and Female-
Owned Businesses. Entrepreneurship and Regional Development, 10,
225–241.
CURRAN, J. (1999). The role of the small firm in the UK economy: hot
stereotypes and cool assessments. Small Business Research Trust, Milton
Keynes: Open University.
GRAY, C. (1998). Enterprise and Culture, Routledge, London.
Study
28
Successful implementation of automated systems or machines can be transferred
to the companies if they have secured the loans but this has to be a win-win
situation. The companies have to invest in the basic components during the
design stage to allow the satisfactory completion of the project/s.
On an ending note, the University of Mauritius can also take the lead with the
support of the Government to create an independent entity that roof all the
projects related to innovation and technology. Funds can initially be provided by
the Government and if this works out properly, the center can be become self-
funding manage its own projects. Those students having worked on a project
leading to the development of an innovative design can choose either to continue
to work in that entity to fine tune the design and hence help in implementing
same in the SMEs. This will help in creating and building working
links/relationships with the SMEs. This will also help in fostering a research and
innovation culture among the youngsters in Mauritius.
9. REFERENCES
BINKS, M. & ENNEW, C.T. (1991), Bank Finance to Small Businesses, Bolton
Twenty Years On: The Small Firm in the 1990s, J. Stanworth & C. Gray
(eds), Chapman, London.
CARTER, S. & ROSA, P. (1998). The Financing of Male- and Female-
Owned Businesses. Entrepreneurship and Regional Development, 10,
225–241.
CURRAN, J. (1999). The role of the small firm in the UK economy: hot
stereotypes and cool assessments. Small Business Research Trust, Milton
Keynes: Open University.
GRAY, C. (1998). Enterprise and Culture, Routledge, London.
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D S Callychurn, V Cheemontoo, A R Jeewooth & S Venkannah
29
GURMEET SINGH, RAKESH BELWAL, (2008) "Entrepreneurship and SMEs
in Ethiopia: Evaluating the role, prospects and problems faced by women
in this emergent sector", Gender in Management: An International
Journal, Vol. 23 Iss: 2, pp.120 – 136.
HEW, D. & LOI, N. W. (2004). Entrepreneurship and SMEs in Southeast
Asia, Singapore: Institute of Southeast Asian Studies.
HOSSAIN, N. (1998). Constraints to SME Development in Bangladesh,
Paper Prepared for Job Opportunities and Business Support (Jobs)
Program, mimeo.
ISA POULTRY (2009). General Management Guide for ISA Brown
Commercial Layer.
KHISTO M. (2014). Barriers to Growth in SME – The Case of Mauritius.
Research Journal of Economics and Business Studies,Volume 9.
LEVY, B. (1993). Obstacles to Developing Indigenous Small and Medium
Enterprises: An Empirical Assessment. The World Bank Economic
Review, Vol. 7, No 1, 65-83.
LIGTHELM, A. A. & CANT, M. C. (2002). Business success factor of
SMEs in Gauteng: A proactive Entrepreneurial Approach. Bureau of
Market Research.
MARLOW, S. (1998). Self employed women- Do they mean business?
Entrepreneurship and Regional Development, Vol. 9, No 3, 199–210.
MASON, C. & HARRISON, R. T. (1994) The Informal Venture Capital Market
in the U.K. in Financing Small Firms, A. Hughes & D. J. Storey (Eds),
pp. 64-111, Routledge, London.
29
GURMEET SINGH, RAKESH BELWAL, (2008) "Entrepreneurship and SMEs
in Ethiopia: Evaluating the role, prospects and problems faced by women
in this emergent sector", Gender in Management: An International
Journal, Vol. 23 Iss: 2, pp.120 – 136.
HEW, D. & LOI, N. W. (2004). Entrepreneurship and SMEs in Southeast
Asia, Singapore: Institute of Southeast Asian Studies.
HOSSAIN, N. (1998). Constraints to SME Development in Bangladesh,
Paper Prepared for Job Opportunities and Business Support (Jobs)
Program, mimeo.
ISA POULTRY (2009). General Management Guide for ISA Brown
Commercial Layer.
KHISTO M. (2014). Barriers to Growth in SME – The Case of Mauritius.
Research Journal of Economics and Business Studies,Volume 9.
LEVY, B. (1993). Obstacles to Developing Indigenous Small and Medium
Enterprises: An Empirical Assessment. The World Bank Economic
Review, Vol. 7, No 1, 65-83.
LIGTHELM, A. A. & CANT, M. C. (2002). Business success factor of
SMEs in Gauteng: A proactive Entrepreneurial Approach. Bureau of
Market Research.
MARLOW, S. (1998). Self employed women- Do they mean business?
Entrepreneurship and Regional Development, Vol. 9, No 3, 199–210.
MASON, C. & HARRISON, R. T. (1994) The Informal Venture Capital Market
in the U.K. in Financing Small Firms, A. Hughes & D. J. Storey (Eds),
pp. 64-111, Routledge, London.
University - SMEs Collaboration to Support the Economic Growth: A Mauritian Case
Study
30
MINISTRY OF AGRO INDUSTRIES AND FISHERIES, Strategic Options in
Crop Diversification and Livestock Sector (2007-2015. Viewed on 10
September 2011, http://www.areu.mu/files/pub/areunssp.pdf.
MINISTRY OF FINANCE, MAURITIUS (2012) National Budget Speech.
OECD. (2010). Globalisation, Entrepreneurship and SMEs, Report by
the Working Party on SMEs and Entrepreneurship, OECD, Paris.
POUTZIOURIS, P. (1995).The entrepreneurialprofile of small-scale
manufacturingin Cyprus’, 25th European Small Business
Seminar: Excellence in Small Business Management, Limassol,
Cyprus, 20–22 September 1995.
POUTZIOURIS, P. (1993). A growth model of small manufacturing firms in
Cyprus, unpublished PhD thesis, Department of Economics, School of
Management and Finance, Nottingham University.
PANSIRI, J. & TEMTIME, Z.T. (2008). Assessing managerial skills in SMEs
for capacity building, Journal of Management Development. Vol. 27
No. 2, pp. 251-260.
RAMSURRUN B. & DALRYMPLE J. F. (2001). Global Competitiveness
within Small & Medium Manufacturing Enterprises in Mauritius.
Centre for Management Quality Research at RMIT University.
SANDERS & MC CORMICK, (1993) Human Factors In Engineering And
Design, Seventh Edition, McGraw Hill, New York.
SCOTT, A. J. (1992), The Collective Order of Flexible Production
Agglomerations: Lessons for Local Economic Development Policy and
Strategic Choice, Economic Geography, Vol. 68, pp.219-233.
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20 April 2014).
Study
30
MINISTRY OF AGRO INDUSTRIES AND FISHERIES, Strategic Options in
Crop Diversification and Livestock Sector (2007-2015. Viewed on 10
September 2011, http://www.areu.mu/files/pub/areunssp.pdf.
MINISTRY OF FINANCE, MAURITIUS (2012) National Budget Speech.
OECD. (2010). Globalisation, Entrepreneurship and SMEs, Report by
the Working Party on SMEs and Entrepreneurship, OECD, Paris.
POUTZIOURIS, P. (1995).The entrepreneurialprofile of small-scale
manufacturingin Cyprus’, 25th European Small Business
Seminar: Excellence in Small Business Management, Limassol,
Cyprus, 20–22 September 1995.
POUTZIOURIS, P. (1993). A growth model of small manufacturing firms in
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