AMD PURPOSE & VISION

AMD Purpose

To create an enabling environment for SADI to ensure long-term sustainability.

AMD Vision

To be the credible and legitimate representative of SADI;
To facilitated and coordinated SADIs' contributions to national security, industrial and technology objectives.

SADI COMMON INTEREST

Profitability & sustainability;
Certainty of planning (content & horizon); Home market advantages (incl. R&D, preferential access);
Government Support for Export (Political support);
Responsible corporate citizenship.

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.