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Study and analysis of impact factors on the level of maturity of the Moroccan aerospace ecosystem and their effects on the local supply chain

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Our study made it possible to analyses the cumulative effect of foreign direct investments represented by the principals installed on the structure, the density of its actors and the integration of the new trades in the local aeronautical Supply chain.

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Nội dung Text: Study and analysis of impact factors on the level of maturity of the Moroccan aerospace ecosystem and their effects on the local supply chain

International Journal of Management (IJM) Volume 10, Issue 6, November-December 2019, pp. 114–123, Article ID: IJM_10_06_012 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=10&IType=6 Journal Impact Factor (2019): 9.6780 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication STUDY AND ANALYSIS OF IMPACT FACTORS ON THE LEVEL OF MATURITY OF THE MOROCCAN AEROSPACE ECOSYSTEM AND THEIR EFFECTS ON THE LOCAL SUPPLY CHAIN Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou Laboratory of Industrial Management and Energy and Technology of Plastics and Composites ENSEM - University Hassan II Casablanca Morocco ABSTRACT Our study made it possible to analyses the cumulative effect of foreign direct investments represented by the principals installed on the structure, the density of its actors and the integration of the new trades in the local aeronautical Supply chain. Indeed, we have seen the birth of an industrial platform made up of several capabilities and industrial capacities that have been able to respond to a first request for subcontracting at lower cost in the manufacture of the elementary part to complex subsets for the (OEM) Original Equipment Manufacturer tier 1 and tier 2. Through a benchmark model of the cluster performance that we had built, we are able to verify these influential parameters across a benchmark and define the level of maturity of an industrial ecosystem in a global supply chain compared to its competing countries. The goal is to deduce the success factors that would maximize the performance of an industrial cluster, in particular the technological and, the entrepreneurial spin-offs. Keywords: Global Aerospace Supply Chain, Industrial Maturity, Technology Transfer, Entrepreneurship, Measurement Model Cite this Article: Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou, Study And Analysis of Impact Factors on the Level of Maturity of the Moroccan Aerospace Ecosystem and Their Effects on the Local Supply Chain, International Journal of Management (IJM), 10 (6), 2019, pp. 114–123. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=10&IType=6 1. INTRODUCTION The global aerospace sector is very buoyant. Boeing and Airbus thus hold a 10-year loan order book. The needs for 2030 aircraft construction are more than 40,000 aircraft. After successfully attracting aircraft manufacturers, many tier 1 suppliers and subcontractors, generating an http://www.iaeme.com/IJM/index.asp 114 editor@iaeme.com
Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou average growth of the sector of nearly 18% per year, Morocco is now ideally placed to take advantage of this global dynamic. Morocco has benefited in return from a strong contribution of specific trades such as composite, wiring, or engine maintenance and many others. Not to mention the infrastructure on land, subsidies on investments in industrial means, training for employment or pre- employment through the assistance programs of its local institutions [1]. Yet several links are still missing where some still lack technical and research innovation. Indeed, despite the fact that certain industrial capabilities and know-how are existing, because of the demand which remains restrictive and well-targeted, we have not recorded new incoming technologies. Paradoxically to this dynamic and growth of the sector which is close to 20% annually, very few companies and initiatives mostly local have been able to "break through" and gain access to the aeronautical sector. The purpose of this article is to analyze the influence criteria or impact factors of ecosystem performance by measuring through our construction model the magnitude of the effects of training [2] and influences on the 3 studied ecosystems in emerging countries namely Morocco, Mexico and Malaysia. Indeed, in recent years, the strategic challenge of aircraft manufacturers, equipment manufacturers and system operators has been to relocate several multinational entities in order to multiply sources of supply at a low cost, to absorb the overload generated by the spectacular growth of order books due to the the prosperity of the aeronautical market and the explosion of air traffic in recent years. [3] 2. SWOT ANALYSIS OF THE AERONAUTICAL CLUSTER IN MOROCCO SINCE ITS GENESIS 2.1. Strengths Among the key success factors of the Moroccan aeronautics sector [1], we can retain the following:  Stability of the country (institutional, political and macro-economic)  A clear industrial vision (Moroccan World Trades identified and consolidated by target strategies "Emergence Program", "National Pact for Industrial Emergence" and "Industrial Acceleration Pact" - which refer to a strong will of the public authorities to accompany the growth of the aeronautical industry.  Protected investors (No investment restrictions / No repatriation of profits and capital on foreign investments / foreign investment protection with double taxation treaties with more than 60 countries)  A set of incentives offered to investors (investment grants and training, tax exemption, free zones, government support, etc.)  True competitiveness (positive feedback from investors on this theme)  Leading road, air and port logistics.  Cultural and geographical proximity to the world's leading aerospace markets (France, Canada...)  Targeted land supply  Well-trained Human Resources (cf Aggressive Training Plan to Support the Rapid Development of Industry (IMA - Institute of Aeronautic Professions)  To these elements, we can also add other elements "facilitators" and lessons:  The strong role of the dedicated professional association (GIMAS) which is responsible for: - Summary of grievances with political lobbying http://www.iaeme.com/IJM/index.asp 115 editor@iaeme.com
Study And Analysis of Impact Factors on the Level of Maturity of the Moroccan Aerospace Ecosystem and Their Effects on the Local Supply Chain - Board and relay, and feedback from investors - Promotes best practices  The overall growth of the sector (facilitating co-location ...)  The training effect of leaders (attracting other leaders and their network of subcontractors, generating a "virtuous circle" of diversification of the outsourcing network)  The exemplary and demanding leaders, not to mention the IMA Training, which allowed the construction of an aeronautical culture in line with international standards (industrial units that are true centres of competence and not remote workshops)  Acceptance and valorisation of the principle of "co-location" (fewer union and political obstacles )  Promotional actions of Morocco's international offer. 2.2. Weaknesses In order to allow the Moroccan aeronautics sector to consolidate and accelerate its development, according to the opinions gathered from investors present in Morocco and potential, it would be appropriate to continue efforts to improve the offer in the following direction:  Cost of land and supply. Insufficient and expensive industrial real estate offer. And services associated with Industrial Zones to develop.  Slow and complex procedures for obtaining and paying grants.  SMEs very / too "European". Few local initiatives to develop and the insufficient presence of Anglo-Saxon suppliers such as Bombardier or Boeing.  Necessary upgrade in technology to limit the risk of relocation accompanied by Robotization in strong development (industry 4.0)  Too many supplies entrusted.  Better work on the "missing links and trades" approach in the supply chain, slowing the development of some ecosystems (example engine).  Some improvements in the "human resources" system (middle management, CAD training for engineering, aircraft maintenance technicians - in the process of reflection and solutions)  Logistics to optimize and make even more competitive 2.3. Risk Factors and Threats In addition to a reversal of the aerospace cycle, not planned for the moment, and which would affect the world's players anyway, the risk factors for the Moroccan supply chain can be as follows:  Long investment return (curbing or slowing down the risk capital financing)  Rapid evolution of wages (because mainly export industry ...)  Pressure zones $ and "offset country" (India for example)  Changing policy of aircraft manufacturers  Need for consolidation of certain actors of the supply chain 2.4. Opportunities On the other hand, there are many opportunities to accelerate the Moroccan platform, including:  The tremendous demand for new aircraft around the world  The role of HUB African of Morocco, more and more recognized throughout the world The positive effect of the success of industrial sites on other sectors (automobile, Solar, railway.)  The leading agreement signed with BOEING http://www.iaeme.com/IJM/index.asp 116 editor@iaeme.com
Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou  The continuous search for best-cost offers (competitiveness and control of the technical and logistical complexity on the part of aircraft manufacturers and third parties  Moroccan demography (youth of the population) In summary, despite the obstacles and threats noted, the roadmap is thus ahead, as is the integration rate (34% in 2018 for 35% expected ... in 2020) or the annual growth rates of the sector (22% for 18% expected in 2018). In addition to a clear strategic vision and a focused ecosystem strategy. The Moroccan supply chain at the start was thus structured or formed around purely operational issues or expectations, or the winning trio "quality cost delay", which represented the priority needs of the major third-party contractors, 1 which makes the integration of new SME entrants into the more difficult developing countries. The criteria applied are summarized in a good understanding and adoption of requirements to aeronautical standards, experience in production and management of economies of scale, a trust relationship in the long term. Which brings us after a few years to activities that are gaining more and more in volume, but little in technicality or in a wider diversification of products (vertical integration) or product families (commodities). According to several authors and prospectivists, the dynamism of a sectoral system or a firm in a developing country depends on a cumulative effect and learning and absorption, through the diffusion of technology and evolutionary transfers. [4] Starting from the observed problem, the Supply chain of an ecosystem must not only gain volume of trade flow, a direct result of the effects of the aircraft manufacturers' rate of increase, but also must aim at the accumulation of valuable technological transfers. Which will have learning effects, and a solid capitalization of knowledge that will one day allow to fill in its own missing links, which would lead to a more significant increase in the local integration in the local value chain. 3. MODELING THE PERFORMANCE OF AN ECOSYSTEM Our approach is to propose a tool for measurement and decision support for the management of a cluster in a context of a developing country. In order to offer the operators of a supply network or an ecosystem, an estimate of its performance with regard to the decisions, tactical alliances they are led to take. We then retain the elements impacting the performance of a cluster from the identified limits of the main ecosystem concepts and new tendencies of the supply networks. Following our learning and experience on the theme, we will cite them as recommendations and foundations of our performance measurement model:  The concept of clusters may seem ambiguous if it is not delimited geographically, also with industrial classification standards and by measuring the intensity of interactions between its actors [5]  The transfer of innovative capabilities is a condition for late cluster growth in developing countries. [6] Avoiding the mimicry of European practices that can reduce the collective vision to the creativity of an innovation or its application, create a certain openness to not fall into intellectual consanguinity. [7]  Increase the adaptability of the foreign companies installed in the cultural specifics of the recipient country in their strategic vision of development in co-location in a win win logic.  Make these corporates less inert and inflexible compared to non-agglomerated firms, in the case of SMEs and VSEs, local start-ups not from the same sector. [8]  Creation of a national player or accelerator aware of local potential in terms of capabilities and industrial capabilities as added value, which would also represent this intercultural bridge with established corporates and local actors. http://www.iaeme.com/IJM/index.asp 117 editor@iaeme.com
Study And Analysis of Impact Factors on the Level of Maturity of the Moroccan Aerospace Ecosystem and Their Effects on the Local Supply Chain These actions in hypotheses delimit the domain of validity of the model. Here are the main ones:  Companies belong to a cluster in a developing country.  The companies are represented by foreign subsidiaries of rank 1 up to 3, of SME and TPE.  Companies in the chain or ecosystems are all working "to order"  Companies are located in the same geographical area  Products are referenced throughout the supply chain From these hypotheses or research questions cited in the form of proposals, we modeled the influence criteria of the performance of an industrial ecosystem or factors of impact: Table 1 Criteria for influencing the performance of an industrial ecosystem, impact factors in a developing country. Thematic Elements of measurement Impact factors The transfer of The transfer of innovative capabilities is a Degree of absorption during innovative capabilities condition for lagging cluster growth in technological transfers developing countries Technological spin-off The transfer of innovative capabilities is a technological contributions, on the ecosystem condition for lagging cluster growth in ability to exploit these developing countries technological capabilities No to intellectual Avoiding the mimicry of European practices Degree of diversity of consanguinity, that can reduce the collective vision to the innovation partnerships innovation creativity of an innovation or its application, create a certain openness to avoid falling into intellectual consanguinity Develop and exploit Increase the adaptability of foreign Degree of openness of a local potential companies installed in the cultural Player, national accelerator for specificities of the recipient country in their role of mediation and strategic vision of development in co- coordination, opening on the location win win. external and internal network of the cluster Boost local Make these corporates less inert and degree of local entrepreneurship inflexible compared to non-agglomerated entrepreneurship incentive firms, in the case of SMEs and small businesses, local start-ups not from the same sector. Value chain design, Measure the complementarity of the value Measure cluster profile: size of supply chain chain belonging to the same sector and its the cluster in terms of the dynamics number and density of actors, the similarity and complementarity of activities in the same value chain, growth rate, local integration rate http://www.iaeme.com/IJM/index.asp 118 editor@iaeme.com
Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou Figure 1 A model for multidimensional measuring the performance of one or more ecosystems in a supply chain. 4. CONSTRUCTION OF THE INDUSTRIAL MATURITY INDEX In the existing bibliography, it was not easy to find convergent readings on the subject of aeronautical industrial ecosystems, in order to study the key characteristics making the industrial maturity of the cluster or ecosystem in the broad sense. Several proposals have been studied because indeed the industrial maturity remains a rather subjective and relative notion from one context to another, so not easy to model or to measure in an operational way according to the different criteria existing in the aeronautical bibliography. In line with the work of Moore, Iansiti and Levien (2004) [9], they consider that there are three conditions that determine the success of ecosystems: productivity, "robustness" (the ability to withstand shocks, s adapt to a changing environment and the opportunity to create niches and opportunities for new firms. If one translates the reports of good practices of the development agencies or of industrial grouping, they would be almost all agreed on these good practices being able to describe the conditions of success or failure of the different local configurations. These measures are often based on criteria such as heliotropism through a set of incentives offered to investors (land, taxation, real estate, grants and others), knowledge, animation, cooperation, diversity, proximity. [10]. that being said, we tried to study and to define some criteria by analogy of the evolutionist approach of Moati [11] that of the prospective sectorial and in complement by the consultation of aeronautical experts, and former bosses of aeronautical subsidiaries installed in Morocco. The Prospectivist P.Moati described baseline conditions as one of the 3 focal points of sector dynamics or an ecosystem with strategies and the competition regime. This method consists in examining their evolution prospects then analysing how these evolutions might affect the functioning of the sector or several ecosystems. 4.1. Success Factors for Sector or Ecosystem Dynamics As a result of our bibliographic reading, and the sectorial prospectivist approach, we defined the key criteria for measuring the industrial maturity index. However, the difficulty of the exercise lies in its completeness, if certain elements or statistics would be difficult to obtain, the analyst must show flexibility and adaptation. http://www.iaeme.com/IJM/index.asp 119 editor@iaeme.com
Study And Analysis of Impact Factors on the Level of Maturity of the Moroccan Aerospace Ecosystem and Their Effects on the Local Supply Chain a) Systemic density: cluster profile data such as follows  Presence of actors (market) Aeronautical jobs  Annual growth rate Turnover  Presence of key actors / aeronautical contractors b) Technicality or complexity of the products - the nature of the product: characteristics, composition, technological intensity, nature of the technology ..., classification rank 1, 2, 3) - the nature of the production processes: factorial intensities, specificities of the cost function, or process technologies or Qualifications (EN, ISO, Nadcap, other certifications) - product integration rate c) Degree of innovation by exploration This depends on the basic nature of the knowledge, on the scope of the technological opportunity, as an example: this can be represented by the rate of investment of companies in research and innovation, or of order public by the R & D budget dedicated to the local aeronautical development program. The degree of cumulatively or learning of innovation and skill development, and the conditions of absorption [12]. After compiling this data, we could classify our study perimeter by categorization as follows: 1. Basic ecosystem 2. Mature ecosystem 3. Advanced Ecosystem This method of fine evaluation of industrial maturity makes possible to highlight the key parameters in a pragmatic way on the possible evolution of the studied ecosystem. This grid of criteria, could represent a basis of comparison which allows to position an ecosystem according to the degree of its maturity, to identify the existing strengths and weaknesses, but also the risks and points of vigilance that will be corrected through the development actions plan of decision- makers and local institutions of the studied ecosystem. 4.2. Adaptation of the Maturity Model to the 3 Ecosystems Studied We have tried to classify the 3 emerging ecosystems namely Morocco, Mexico, and Malaysia on the factors of success of dynamics of an ecosystem see below: As shown on the radar, the level of maturity on the 3 M varies from one factor to another, which proves that we do not yet have a complete maturity on all the indicators making the maturity of an eco-systemic structure. Morocco is actually advanced in growth of its sector with a rate exceeding 18%, mature on its integration rate but remains basic on its technological and innovative production through the quality of the opportunities they are presented to it. Paradoxically, Malaysia and Mexico have a better expertise in innovation and the creation of innovative products, even though the growth of the sector is not very strong at the moment and their integration is much weaker, except that create added value by giving birth to local companies, 18 and 15 companies for Malaysia and Mexico. http://www.iaeme.com/IJM/index.asp 120 editor@iaeme.com
Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou Figure 2 Measurement of the impact factors of aerospace cluster performance This leads us to the hypothesis that the systemic density, presence of actors and contractors, integration rate, growth rate do not directly induce by themselves the maturity of an ecosystem, which should be improved and clusters performance measures strengthened, at the level of local federations and institutions. 5. CONCLUSION Ecosystems have become the essential backbone for responding to rising global challenges, where on certain commodities, at the request of customers, elements are delivered directly to the end customer (aircraft manufacturer's FAL, Final Assembly Line) and mono source. Now the Moroccan aeronautical ecosystem is starting to organize itself better in order to present a more complete and competitive offer that covers not only the missing links, but also triggers an impetus for innovation and R & D favoring high value-added technology transfers. It is ahead of Mexico on the "intention to invest in the short term" for international contractors (last Germany, China, US, France) and is distinguished by a higher growth rate (20%), also a better integration rate 35% (2018). However, it is late on the issue of development and integration of local initiatives. Thus, beyond these factual elements, we had learned some lessons on how to measure ecosystem maturity beyond the training effects that Foreign Direct Investments can generate on a "volume" aspect, but rather on the acquisition of technological opportunities in a more strategic way. REFERENCES [1] Agence Marocaine de Développement des Investissements étrangers [en ligne], http://www.inves t.gov.ma/ (consulté le 04.09.2013). Amdie. Le Plan D'accélération Industrielle, [en ligne], http://www.invest.gov.ma/? lang=fr&Id=23 (consulté le 29.01.2019). [2] Hattab-Christmann, Malika. Mutations dans l'industrie aéronautique française et nouvelles localisations au Maroc. Vers l'émergence de nouveaux territoires de l'aéronautique ?, Géographie, économie, société, vol. vol. 11, no. 3, 2009, pp. 251-274. http://www.iaeme.com/IJM/index.asp 121 editor@iaeme.com
Study And Analysis of Impact Factors on the Level of Maturity of the Moroccan Aerospace Ecosystem and Their Effects on the Local Supply Chain [3] Usine nouvelle [en ligne] : article sur Le pilotage de la supply chain aéronautique, https://www.usinenouvelle.com/centre-de ressources/4184d5685fc65269c74275fecca38f79.163974, (consulté le 29.01.2019). [4] Une revue critique de la littérature récente Marc-Hubert Depret et Abdelillah Hamdouch, p. 21-52 [5] P. Anderson, M. Tuschman, "Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change", Administrative Science Quarterly, vol. 35, 1990, pp.604-633. [6] CLUSTERS MONDIAUX : Regards croisés sur la théorie et la réalité des clusters. Identification et cartographie des principaux clusters internationaux. Etude réalisée pour le compte du Conseil Régional d’Ile-de-France. ©IAURIF – 6.06.010 – Janvier 2008 [7] Martin R., and P. Sunley, “Deconstructing Clusters: Chaotic Concept or Policy Panacea?” Journal of Economic Geography 3, 2003, pp 5-35. [8] Revue d’économie industrielle, N° 152, 4ème Trimestre 2015. [9] André Torre, UMR SAD-APT, Université Paris-Saclay, INRA AgroParisTech Jean-Benoît Zimmermann, Aix-Marseille Université (Aix-Marseille School of Economics), GREQAM/CNRS et EHESS1 [10] Moore, Iansiti, M. & Levien, R, The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability. Harvard Business School Press., 2004, p 255 [11] Marc de LA VILLE FROMOITTPE-PME Cluster : à la Conquête d’un Nouvel Espace, 2015 [12] Philippe Moati, «La prospective sectorielle : les apports de l'approche évolutionniste». Dans Management & Avenir 2008/3 (n° 17), pages 205 à 233 [13] G. Dosi, L. Orsenigo, Coordination and Transformation : An Overview of Structures, Behaviors and Change in Evolutionary Environments , in Dosi G., Freeman C., Nelson R., Silverberg G., Soete L., Technical DOYLE [1998], Marketing, Management and Strategy, 2nd edition, Prentice Hall, Hemel Hampstead, 1988 [14] Moore J.F, “Business Ecosystem and the view from the firm”, The Antitrust Bulletin, fall, 2005, p.1-58. [15] Divya Leducq et Bruno Lusso, Le cluster innovant : conceptualisation et application territoriale, Cybergeo : European Journal of Geography [En ligne], Espace, Société, Territoire, document 521, mis en ligne le 07 mars 2011 [16] Daidj, N. (2011). Les écosystèmes d'affaires : une nouvelle forme d'organisation en réseau ?. Management & Avenir, 46(6), pp 105-130. doi:10.3917/mav.046.0105, 2011 [17] Kogut B. et Zander U. (1992), “Knowledge of the firm, combinative capabilities, and the replication of technology”, Organization Science, vol.3, n 3, pp.383-397. [18] Lavie D. (2006), “The competitive advantage of interconnected firms: an extension of the resource-based view”, Academy of Management Review, 31, 3, pp.638-658 [19] Pascal Brier Directeur Général d’Altran, en charge de l’innovation, https://www.altran.com/ma/fr/insight/industrie-4-0-pourquoi-lindustrie-aeronautique-doit- se- reinventer, (consulté le 27.01.2019). [20] Ecologie industrielle les bonnes pratiques, http://www.ecologie.industrielle.rhonealpes.fr/spip.php? rubrique24 (consulté le 27.01.2019). http://www.iaeme.com/IJM/index.asp 122 editor@iaeme.com
Asmaa Khamlach, Abdellah Haddout, Mariam Benhadou [21] Agence Marocaine de Développement des Investissements étrangers [en ligne], http://www.inves t.gov.ma/ (consulté le 04.09.2013). Amdie. Le Plan D'acceleration Industrielle, [en ligne], http://www.invest.gov.ma/? lang=fr&Id=23 (consulté le 29.01.2019). [22] Thomas Loilier, 2009. Genèse d’un écosystème d’affaires et approche par les capacités : les enseignements d’une étude de cas issue du secteur des télécommunications, page 8 [23] Joon Tae Lee, chap 21 « Déterminants des stratégies de diversification des groupes industriels coréens », Revue d'économie industrielle, 117 | 2007, pp 51-74. [24] Zollo M. & Winter S.G. (2002), “Deliberate learning and the evolution of dynamic capabilities”, Organization Science, vol.13, n 3, pp. 339-351 [25] Ajay Verma and Dr. Anshul Gangele, Green Supply Chain Management Empirical Study For ‘‘Closing The Loop’’, International Journal of Production Technology and Management (IJPTM), Volume 3, Issue 1, January- December (2012) [26] R.Ravikumar, M. Jawaharlal, N. Venkatesa Palanichamy and D. Sureshkumar, Improving The Supply Chain Efficiency of Marigold Through Contract Farming: An Empirical Evidence from Tamilnadu, Journal of Management (JOM), Volume 1, Issue 1, July- December (2013) [27] Ajay Verma and Dr. Anshul Gangele, Investigation Thought Decision-Making Trial and Evaluation Laboratory (Dematel) in Green Supply Chain Management Include Reducing and Recycling Pharmaceutical Waste for A Pharmaceutical Manufacturer in India, International Journal of Industrial Engineering Research and Development (IJIERD), Volume 3, Issue 2, July-December (2012) [28] Chidurala Srinivas, Strategies of Delay Delivery and Controllable Lead Time to Optimize the Total Cost in Supply Chain Consignment Inventory, International Journal of Production Technology and Management (IJPTM), 10(1), 2019, pp. 9–18. http://www.iaeme.com/IJM/index.asp 123 editor@iaeme.com

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