Why import boots when Ghana can make them?

The story of the Kumasi Shoe Factory is in many ways a microcosm of Ghana’s broader industrial journey.

Established in 1960 under President Kwame Nkrumah’s industrialisation drive, the factory once employed close to 1,000 workers and symbolised a nation determined to produce what it consumed.

Decades later, despite refurbishment, retooling and renewed ambition, the factory is again struggling for sustained relevance. (See page 3)

That this facility, with the capacity to produce up to 700,000 pairs of shoes annually, reportedly operates far below potential and employs only a fraction of the workforce it could absorb should concern anyone interested in Ghana’s economic transformation.

Even more troubling are reports that security agencies, which are a key target market, continue to import boots while a state-linked domestic manufacturer has idle capacity. 

Imports, while sometimes necessary, carry well-known consequences for developing economies.

Every pair of imported boots represents foreign exchange leaving the country, pressure on the cedi, and income and jobs created elsewhere instead of at home.

Over time, heavy reliance on imports undermines domestic industries, discourages private investment in manufacturing and weakens the country’s productive base.

When local factories collapse or operate below capacity, the nation loses skills, technology transfer opportunities and the multiplier effects that come from manufacturing value chains.

The Daily Graphic notes that the argument for imports is often framed around price, quality and reliability.

These are legitimate considerations.

We agree that security footwear, for example, must meet strict durability and safety standards.

However, if the Kumasi Shoe Factory truly possesses modern machinery and the ability to meet international standards, then the issue may be less about capability and more about procurement systems, cost structures, management efficiency and market strategy.

The government cannot preach industrialisation while public institutions bypass local producers that meet acceptable standards.

A deliberate local procurement policy is needed as strategic support.

Many countries that successfully industrialised used government purchasing power to nurture domestic firms until they became competitive.

Ghana can do the same within the framework of trade rules by setting clear quality benchmarks and giving local producers a fair shot when they meet them.

That said, viability cannot rest on government patronage alone.

The factory itself must be relentlessly competitive. Price discipline, quality consistency, modern design, branding and timely delivery are non-negotiable in today’s market.

The move into fashionable footwear, ladies’ shoes and specialised diabetic footwear, as was reported a few years back, is a step in the right direction because it diversifies demand beyond the limited security services market. But diversification must be matched with strong marketing, retail presence and customer trust.

Again, management autonomy and professionalism are equally critical.

State-linked enterprises often suffer when commercial decisions are entangled with bureaucracy.

The factory should operate on strict commercial principles, with performance targets, transparent accounts and the flexibility to respond quickly to market trends.

There is also room for deeper integration into regional markets. The AfCFTA presents a real opportunity.

If Ghana can build a reputable footwear brand known for durability and value, West Africa’s large population becomes a natural market.

Partnerships with fashion designers, online retail platforms and export promotion agencies could help position the factory as a regional player rather than a struggling domestic supplier.

We are, however, hopeful that the government’s 24-hour Economy agenda could provide fresh momentum if applied meaningfully.

Extended production shifts, incentives for local sourcing of raw materials and tax relief tied to job creation could all improve viability.

Access to affordable credit for working capital would also help the factory scale production when orders arise.

Ultimately, reviving the Kumasi Shoe Factory requires alignment between policy and practice, between patriotic rhetoric and procurement decisions, and between capacity and competitiveness.

All is indeed not lost. But hope must now be matched with decisive action.

If Ghana cannot support a factory it already has with proven history and installed capacity, then the dream of industrial transformation risks remaining a dream.