Governance of Transport Corridors in OIC Member States:

Challenges, Cases and Policy Lessons

Results Case Studies: Africa Group

This chapter presents the three selected case studies of the Africa group, including the results of the

Maputo Corridor Logistics Initiative (Section 5.1), the Northern Corridor (Section 5.2), and the

Abidjan-Lagos Corridor (Section 5.3).

5.1

Case study Maputo Corridor Logistics Initiative

5.1.1

Introduction

The governance and management of the Maputo Corridor has undergone substantial changes over the

years. It started as a joint initiative of the Ministers of Transport of South Africa and Mozambique and

was initially more focused on strengthening of the infrastructure links between the Port of Maputo and

the South African industrial area around Johannesburg in Gauteng under the Spatial Development

Initiative (SDI). With the construction of the toll road N4 there was a shift of the governance and

management of the corridor towards the users of corridor. In 2004, the Maputo Corridor Logistics

Initiative (MCLI) was established as a non-profit organisationwith the industry, transport and logistics

service operators – the users of the corridor – as founding members. At a later stage, the public sector

of the countries also joined.

5.1.2 Objectives and political support

Objectives of transport corridors and main drivers

MCLI is the formation of a group of infrastructure investors, service providers and users focused on

the promotion and further development of the Maputo Corridor, as a contribution to the aims and

objectives of the Maputo Development Corridor, namely:



To rehabilitate, in partnership with the private sector, the primary infrastructure network along

the Corridor, including road and rail links between South Africa and Maputo, the border post

between the two neighbours, and the Port of Maputo;



To maximise investment in the potential of the Corridor area and in added opportunities that

infrastructure rehabilitation would create;



To maximise social development and employment opportunities, and increase participation of

historically disadvantaged communities;



To ensure sustainability by developing policy, strategies and frameworks that ensure holistic,

participatory and environmentally sustainable approached to development.

The strategic objectives of MCLI are:



To coordinate the views of the investors, service providers and the users of the Maputo

Development Corridor to promote development and change to make the Maputo Development

Corridor the first choice for the Maputo Corridor Region’s Stakeholders;



To inform the market about the Corridor and to market the strategic benefits and opportunities

offered by the Corridor.

Corridor founders

MCLI was founded in 2004 by eight parties: MPDC (Maputo Port Development Company), MIPS

(Mozambique International Port Services), TCM (Coal Terminal Matola), TRAC (Trans-Africa

Concessions), MMC (Manganese Metal Company), TSB (sugar), TAL (Trans Africa Logistics), and later

also the Department of Transport of South Africa, which joined MCLI in 2006. The majority of the

founders were private sector investors, service providers and cargo owners operating on the corridor.