AMD PURPOSE & VISION

AMD Purpose

To create an enabling environment for the SADI to ensure long-term sustainability in the local and international market place.

AMD Vision

AMD is the credible and legitimate representative of SADI that contributes optimally to national security, industrial and technology objectives.

STRATEGIC DRIVERS

1. Stakeholder engagement: The objective of stakeholder engagement is to achieve formal recognition of AMD as inclusive industry sector representative.
   • Internal communication with SADI members.
   • Government departments including DoD, Armscor, the dti, DST DIRCO, NCACC and DCAC with likely interfaces to security establishments like the SAPS, Correctional Services and NIA as prospective clients and/or review agencies.
   • Portfolio committees of Defence, Trade and Industries as well as Science and Technology and DIRCO.
   • Regional, continental and international organisations like the ISDSC, SARPCCO, AU (Regional Brigades), BRICS, IBSA, etc.
   • Professional bodies like BUSA, ECSA, AASA, AESA, etc.



2. SADI sustainability:
   • Garner growing political support for SADI.
   • Facilitate engagements on establishment of export support/financing models.
   • Facilitate engagements to establish a proactive RSA incorporated approach to industrial participation initiatives (NIP/DIP) linked to State procurement programmes in order to maximise industrial benefit, knowledge creation and related technology development.



3. Governance: To ensure compliance to applicable legislation and internal policies a sound governance framework must be ensured.



4. Marketing of AMD Value-add
   • Develop a position paper on the SADI as a valued contributor to national objectives.
   • Satisfaction of Members.
   • Alignment with Armscor to secure SADI gateway (Defence Export Support).



5. Branding of AMD
   • National research and technology development focus areas and related implementation plans as well as the creation of Centres of Competence under auspices of the DST.
   • Growing AMD membership and alliances with kindred industry associations.
   • Update the image of AMD.
   • Improve the image of the SADI.



6. B-BBEE/SMME Engagement
   • Generate common beneficial actions as per score card.
   • Engage with dti/Armscor to establish mechanisms to ensure that SMMEs established by NIP/DIP are sustainable to prevent high failure of past.
   • Establish links to ECSA, Voluntary Associations and SETAs on:
   • Training and Continued Professional Development (CPD) approved courses.
   • Availability of Mentors to assist SMME/BBBEE companies with engineers (technicians, technologists) in training.
   • Provide advisory service on.
   • How to maximise on mandatory grant payments.
   • Development of a WSP and ATR (annual training reports).
   • Registration of Skills Development Facilitator.
   • ISETT SETA model on the intake of bursars, interns and learnerships which uses 50:50 co-funding between the company and the SETA. Learners with disability would get 100% refund.



7. Participation in Policy Development
   • Defence Strategy 2030 and alignment of industrial potential to maximise RSA participation in revised acquisition priorities and optimised local through-life support.
   • White Paper on Defence Industry.
   • Arms control regulations.
   • IPAP 2/Industrial Participation/relevant Sector Development and implementation strategies.
   • Intellectual Property policy framework with associated procedures and compliance regimes.