Costed Action Plan for SADC Industrialization Strategy and Roadmap of efficiency and maturity of economic setups; and (c) deeper regional integration as the wider context for collective industrialization, trade and development. (iii) The recognition that targeted outcomes will critically depend on the quality of the physical and human assets and the effectiveness of the policy and organizational instruments leveraged to create the desired enabling environment. (iv) Recognition of the different levels of development among SADC Member States and the need to ensure equity in the implementation of programmes. (v) Prioritization: The Action Plan will follow a set of priorities, embracing the three growth paths identified by the Strategy, namely: agro-processing, minerals beneficiation and manufacturing value chains (CVs) development. The Action Plan will also attach equally high priority to removing the three binding constraints identified by the Strategy – infrastructure, skills and finance. – The thrust of the two priority axes will be on their regional applications to ultimately achieve deeper regional integration. The interventions in these priority areas are expected to help further leverage national development efforts. This, naturally, is premised on far closer cooperation between Member States than has hitherto been experienced. (vi) A topic approach, rather than sector approach, will be followed, as it readily responds to the finite necessary interventions and measurement of performance. It is also amenable for suggesting specific ways of implementation of the Strategy and its components. A sector approach entails many overlaps and repetitions. (vii) Respect for and recognition of the interests of all stakeholders and regional development and trade commitments. (viii) While informed suggestions on future investments are strategically desirable, yet they are inadequate to rightly second-guess private initiatives, in particular as related to development of potential value chains. Upgrading and deepening of the operations of existing value chains however would benefit from deliberate extension of their operations increasingly in the direction of regional economic domain. (ix) The initiation and sustainability of regional value chains (RVCs) and their integration into global value chains (GVCs) – a strategic imperative – will depend on a number of parameters, notably: – The nature of value chain positioning – raw material, low-tech, high-tech etc; – The degree of value addition; – Sustainability in terms of upgrading potential; – Regional participation beyond current hub-and-spoke orientations; – Willingness of Member States to accept deeper regional integration so that such chains can prosper; and – Longer-term up-scaling from regional to global levels. In the earlier sections of the Action Plan, criteria have been developed to guide value chain identification. 70