Participation of portuguese manufacturing industry in global value chains

Portugal’s manufacturing sector has a significant importance both in national income and employment. As has been pointed out by several researchers, the traditional methods of analysis fail to grasp all the dimensions of economic competitiveness. This dissertation is then, at its core, an analysis of Portugal’s manufacturing industry in terms of the latter’s value added to production and impact to employment under the framework of global value chains. The current dissertation seeks to study in which way the Portuguese manufacturing industry, and its respective sectors, has a direct and indirect impact on the creation of value added and employment and how this impact can be measured. For development of this work the input-output approach for calculation of multipliers and the new framework proposed by Timmer et al. (2013) for calculation of GVC income and GVC jobs indicators were used, elaborated on the basis of the WIOD project dataset. Moreover, to illustrate the application of the provided methodology the Portuguese textile industry was used as an example. It was found that the changes in final demand of such sectors as Pulp, Paper, Printing and Publishing; Machinery, Nec and Textiles and Textile Products would have a larger impact on generated value added than other manufacturing sectors. At the same time, employment created by the changes in final demand would be more impacted by such sectors as Food, Beverages and Tobacco; Wood and Products of Wood and Cork and Textiles and Textile Products. In this regard, the number of low-skilled workers in Portugal seems to be more effected by changes in final demand, than those occupied by higher -skilled individuals. Moreover, it was found that the distribution of GVC income and GVC jobs for the Portuguese manufacturing industry shares a similar outlook. However, upon closer inspection of GVC labour distribution by skill levels there seems to exist a general progression in which low-skilled jobs requirements are met by local resources, while the need for higher skilled jobs require a greater “off-shoring” of work The results obtained through calculations of presented multipliers provide a powerful tool for policy makers in strategic planning of development of national economy. Using the provided methodology and obtained results, a government and supranational organizations could define which industry would have the greatest impact for an additional unit of output generated through the economy, and thus define the sectors for further investments.

2005-2006 Annual Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2006–2007 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2007–2008 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2008–2009 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2009–2010 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2010–2011 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2011–2012 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

2012–2013 State Accountability Report

York Technical College reports to the Office of State Budget its annual accountability report that includes a discussion and analysis of major accomplishments, organizational profile, elements of Malcolm Baldridge criteria, strategic planning and performance measurement.

The Citadel blueprint 2010 annual report

The Citadel conducted a campus-wide planning process that engaged the campus community in a discussion of the institution’s strategic goals and future vision, culminating in The Citadel’s 2009-2012 Strategic Plan. This annual planning document communicates The Citadel’s priorities and lays the foundation for a successful capital campaign that will take the institution to new heights of academic and leadership excellence. Building upon previous strategic planning processes, our mission, and core values, eight strategic initiatives will continue to form the foundation of the institution’s planning efforts and help define the college’s planning priorities.

The Citadel blueprint 2011 annual report

The Citadel conducted a campus-wide planning process that engaged the campus community in a discussion of the institution’s strategic goals and future vision, culminating in The Citadel’s 2009-2012 Strategic Plan. This annual planning document communicates The Citadel’s priorities and lays the foundation for a successful capital campaign that will take the institution to new heights of academic and leadership excellence. Building upon previous strategic planning processes, our mission, and core values, eight strategic initiatives will continue to form the foundation of the institution’s planning efforts and help define the college’s planning priorities.

Fiscal Year 2015-16 Accountability Report

Coastal Carolina University reports to the Office of State Budget its annual accountability report that includes a discussion and analysis, major accomplishments, strategic planning and performance measurement.

Fiscal Year 2015-16 Accountability Report

Clemson University reports to the Office of State Budget its annual accountability report that includes a discussion and analysis, major accomplishments, strategic planning and performance measurement.

Fiscal Year 2015-16 Accountability Report

Clemson University Public Service Activities reports to the Office of State Budget its annual accountability report that includes a discussion and analysis, major accomplishments, strategic planning and performance measurement.

Fiscal Year 2015-16 Accountability Report

The South Carolina Department of Archives and History reports to the Office of State Budget its annual accountability report that includes an executive summary, organization chart, statistics, strategic planning, HR information, and agency-specific results.