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AASCO

Date: 01/01/2014

Company Profile

Name of Company: AASCO

Type of the Company: SOMALI LOCAL COMPANY

Summary of company areas of work:

 Agricultural Investment Company
 Integrated Dairy Farming
 Shipping, clearance and forwarding;
 Consultancy & Legal Business for industries

Headquarter: Mogadishu-Somalia
Branch Office: Bakaaro Market
Overseas Offices: Dubai and Mombasa

Contact Person
Abukar Mohamud Mohamed
Chairman
ALDC.
Tel: 0025215355646

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E-mail: abuukartuuryare@gmail.com and abukarturyare@yahoo.com

Table of Contents
1. Exclusive Summary Page 1
2. Introduction Page 2
3. HIGHLIGHTS ABOUT THE COMPANY Page 3
4. VISION Page 3
5. MISSION Page 3
6. OBJECTIVE Page 3
7. AASCO Resources Page 4
8. Environmental Analysis Page 5
9. Political Page 5
10. Economical Page 5
11. Social Page 6
12. Technological Page 7
13. Industrial analysis Page 7
14. Power of suppliers Page 8
15. Power of Buyers Page 8
16. Threat of new entrance Page 9
17. Trade of substitution products Page 9
18. Rivals Page 9

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Exclusive Summary

Rabarabo is a private profit making company based in Mogadishu, Somalia and is

nongovernmental based business.

The company provide complete import/export brokerage services including purchase contracts,
shipping, warehousing, and delivery scheduling to have better life to every person in everywhere.

To serve the affordable food stuff to the people in the society, by providing them cheap nutritional
and healthy food, diversifying food elements, giving people opportunity to get employment through
building infrastructure like farming, dairy industries and creating jobs for better live.

1.1 Mission

It is the mission of Rabarabo Imports to provide complete import/export consultation and brokerage
services including purchase contracts, shipping, warehousing, and delivery. The company will
concentrate on special and cultural imports from Somalia and UAE to the unique Abu Dubai
town .Rabarabo also plans to export Seism and lemon.

It is our long-term goal to become the preferred import company for the unique tourist town of Abu
Dubai.

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1.2 Vision

Visigoth Imports' keys to long-term and profitability are as follows:

 Differentiate our services to our niche clients so that they realize that we are better able to
serve their needs than a more generic competitor.

 Keeping close contact with clients and establishing a well functioning long-term relationship
with them to generate repeat business and create a top notch reputation.
 Establish a comprehensive service experience for our clients that include consultation,
product/client search, purchasing contracts, warehousing, shipping, delivery, and follow up
service analysis.

1.3 Objectives

The three year goals for Rabarabo Imports are the following:

 Achieve break-even by year 2.

 Retain our long-term contracts with local import shops through excellent customer service.

Environmental Analysis:
Political:
Qatar is a constitutional monarchy headed by Emir Sheikh Hamad bin Khalifa alThani.
The population is approximately 1.7 million, of whom approximately 225,000 are citizens. The
emir exercises full executive power. The 2005 constitution provides for hereditary rule by the emir's
male branch of the al-Thani family.
Economical:
Before the discovery of oil, the economy of the Qatari region focused on fishing and pearl hunting.
Report prepared by local governors of Ottoman Empire in 1892 states that total income from pearl
hunting in 1892 is 2,450,000 kran. After the introduction of the Japanese cultured pearl onto the

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world market in the 1920s and 1930s, Qatar's pearling industry crashed.

Social

Identification. Residents of Qatar can be divided into three groups: the Bedouin, Hadar, and
Abd. The Bedouin trace their descent from the nomads of the Arabian Peninsula

. The Hadar's ancestors were settled town dwellers. While some Hadar are descendants of Bedouin,
most descend from migrants from present-day Iran, Pakistan, and Afghanistan and occasionally are
referred to as lrani-Qataris. Alabd, which literally means "slaves," are the descendants of slaves
brought from east Africa.
Threat of new entrance:

We all know livestock and agriculture industries are big markets that able to absorb a large number
of companies because the need in these products is great and necessary both inside and outside the
country so that until this time can be said there are no a large number of new competitors which
erodes profitability and affect the prices are entering in our targeting markets.

INTRODUCTION
AASCO is a private profit making company based in Mogadishu, Somalia and is independent from
government and clans based business. AASCO aims to act as farming and related business
industries, and expands the business in all regions to improve basic needs of people in Somalia. A
group of professionals and local Businessmen came together and set up the company and named
AASCO on 14st February 2014 and registered it on 25th February 2014. It established its clear vision
and decision making structures for the purpose of supporting the Somali inhabitants and make
friends to the Somali population with other neighboring countries.
Geographically, AASCO carries its activities in all Somali regions as business entrepreneurships
whether are in Puntland, Somaliland or South Central of Somalia but our main office or headquarter
is located in Mogadishu with future plan for branches in other regions and aboard.

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The need of the company have been raised after haven realized the scarcity and diminishing
farming capacity of Somalia both technology and qualified people, and lack accountable institutions
and professional companies in Somalia which kept the 90% of the Somali population below the
poverty line, there is major action to be done in the livestock and farming industries of our country.
Somalia is being characterized to be one of the African, indeed east Africa nations to have most
quality materials though its utilization in terms of utilizing the current existing sea transportation
have also always bring questions to the Somali and communities. AASCO Company therefore,
stands for the provision of improving jobs to its people that demands the service through training
process. Thus, before it alters any activities AASCO will provide good opportunities that will
realize on the business empowerment which give guarantee on the transportation and housing
system. The company possesses qualified technical personnel of construction and supplies that will
provide their best effort and knowledge on this particular assignment that would be designated for.

The needs of the Somali communities are diverse and most of them gone unmet due to the limited
technology which inhibited the job opportunities available to the communities, thus company
introduce the knowledge and empower the nationals by providing trainings. Businessmen’s money
is never enough to address all the needs. The increasing food insecurity is a challenge to the people
who increasingly face challenges in national policy needs as operating space continue to be too
dangerous for international companies to operate. AASCO is one of the local companies,
established with the help of the local professionals to facilitate access to creating jobs to the most
desperate youths in Somalia. AASCO knows the situation very well and is concerned about the
lacking focus on the living conditions of the Somali people. Through a partnership with
international companies, AASCO is dedicated to ensuring that the most contracting area is able to
access much needed preparation. This is being achieved through the local knowledge and network
that the company has established with the local qualified design and its competent staff who have
local knowledge and acceptance.

HIGHLIGHTS ABOUT THE COMPANY

AASCO emerged from a partnership between Somali professionals entrepreneurship and local
Traders who after witnessing the difficulties of the people faced when the international companies
were not able to access those in need, established a local company that would partner with
international companies in clearance & forwarding, the delivery goods with systematic building for

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rehabilitation case and development of the country. Through this cooperation AASCO and other
companies hope and intend to join forces for the benefit of the homeless population in Somalia. Our
partnership companies are:
1. Dot com Consultants LTD
2. Shabelle Construction & General Service Company
3. Tawakal well drilling Company
4. NATIONWIDE Petroleum Group
5. ASAD Catering Service
6. Suez Educational Foundation

VISION
Our vision is to ensure availability of Agricultural and Livestock products, industrial business
and expending new farming technology in all Somalia that is rarely thing in new reviving for all
Somalia with authentically responsibility to have better life to every person in every person.

MISSION
To serve the affordable food stuff to the people in the society, by providing them cheap nutritional
and healthy food, diversifying food elements, giving people opportunity to get employment through
building infrastructure like farming, dairy industries and creating jobs for better live.

OBJECTIVE
To participate in the development of the country’s many sectors like industrial business and
expending new farming technology in all Somalia that is rarely thing in new reviving for all
Somalia with authentically responsibility to have better life to every person in every person with a
specific focus at helping the most jobless youth groups. AASCO is committed to giving
unconditional help to people in need without distinguishing which clan they belong to. AASCO and
its partners share these common challenges:

1. Committed entrepreneurships.
2. Security problems
3. Youth Jobless (unemployment)

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In the face of these common challenges, AASCO commits itself to join with other companies in
action, which promotes basic employment needs, which are aimed at changing the living conditions
of the poor people.

Our vision of the future is based on the following principles:

1. Create Job opportunities especially to youth;

2. Every person must have rights to get life, house and education.
3. The values of human beings and natural safeguard
4. Awareness of living in peace is promoted to all Somalis

The above principles are grounded on a two prong strategy: Consulting and good service company.

The aim of the company basically realize on better services thus,

1. To provide quality and provisional service to clients and make sure client are in high demand
our service through dealing with them gently and professional manner

2. To guarantee every Somali person to have good standard of living and met his needs

3. To provide jobs that guarantees their better income and living standard.

4. To set out goals in the development of the country and region as whole

5. To make sure the quality and standards of work we perform must provide same significance
and quality with that of international standards of quality work.

6. To create an environment where Somali businessmen would have envisage trust to AASCO
as company through provision of construction and service deliverance

7. To create a spirited situation where all Somali business companies have the right to step up in
competitive practice.

The key client that the company is targeting is included;

1. Somali local companies
2. Joining Somali private businessmen and other well wishers
3. International companies that have interest on business, transportation and shipping service to
be renders with

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4. Government or private buildings, and school rehabilitation as AASCO have qualified

personnel that can do efficient in better way of a given area
5. Foreign Companies related activities-AASCO is open to have direct discussion and
consultancy Service provided by company
1. Provide Legal Business consultancy
2. Provide and develop code of ethics in a given area transparent and good management,
3. Provide methodological advice on Mogadishu Port designated area before any studies and
desired are taken into consideration
4. Provide quality assurance supply using the genuine materials and equipment own by the
company
5. Deal with client with an agreement and job description before enter into any assignment

6. Areas of Work:
a) industrial livestock production
b) Agricultural and Livestock Investment Company (SALIC)
c) poultry farming business
d) Integrated Dairy Farming
e) Shipping, clearance and forwarding;
f) Bucher and Catering Service
g) Consultancy & Legal Business for industries

AASCO Resources

AASCO grew out of the thinking that the cooperation of idealistic professionals and experienced
might alleviate the world of Somali people through the responsible use of local contracting and
development. AASCO aims to act as a facilitator in organizing local and international contractors to
improve industrial livestock production in Somalia. We believe that through changes job placement
in basic Integrated Dairy Farming; we can improve the use of local employees, both men and
women. AASCO would like to be part of a development process that cooperates in partnership with
local businessmen in finding workable environment.

AASCO is specialized in the sectors of Agricultural and Livestock Investment Company

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(SALIC) Also; we provide all materials of livestock production industry projects.

Company values
1. Transparency
2. Integrity and equity
3. Respect of ethnic and diverse religion and opinion
4. Accountability and credibility
5. Commitment and client satisfactory
6. Provide quality service to client

Environmental Analysis:

Political:
Qatar is a constitutional monarchy headed by Emir Sheikh Hamad bin Khalifa alThani.
The population is approximately 1.7 million, of whom approximately 225,000 are citizens. The
emir exercises full executive power. The 2005 constitution provides for hereditary rule by the emir's
male branch of the al-Thani family. Sharia (Islamic law) is a primary source of legislation. The emir
approves or rejects legislation after consultation with the appointed 35-member Advisory Council
and cabinet. There are no elections for national leadership, and the law forbids political parties. In
2007 citizens elected the 29 members of the Central Municipal Council. Reports based on
monitoring by the government-appointed National Human Rights Committee (NHRC) and informal
observations by diplomatic missions noted no irregularities. Security forces reported to civilian
Authorities.
Citizens lacked the right to change the leadership of their government by election. There were
prolonged detentions in crowded facilities, often ending with deportation. The government placed
restrictions on civil liberties, including freedoms of speech, press (including the Internet), assembly,
association, and religion. Foreign laborers faced restrictions on travel abroad. Trafficking in
persons, primarily in the labor and domestic worker sectors, was a problem. Legal, institutional, and
cultural discrimination against women limited their participation in society. The unresolved legal
status of "Bidoons" (stateless persons with residency ties) resulted in discrimination against these
noncitizens. Authorities severely restricted worker rights, especially for foreign laborers and
domestic servants.

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Economical:
Before the discovery of oil, the economy of the Qatari region focused on fishing and pearl hunting.
Report prepared by local governors of Ottoman Empire in 1892 states that total income from pearl
hunting in 1892 is 2,450,000 kran. After the introduction of the Japanese cultured pearl onto the
world market in the 1920s and 1930s, Qatar's pearling industry crashed. Oil was discovered in Qatar
in 1940, in Dukhan Field. The discovery transformed the state's economy. Now, the country has a
high standard of living for its legal citizens. With no income tax, Qatar (along with Bahrain) is one
of the countries with the lowest tax rates in the world. The unemployment rate in June 2013 was
0.1%. Corporate law mandates that Qatari nationals must hold 51% of any venture in the Emirate.
In 2012, Qatar retained its title of richest country in the world (according to per capita income) for
the third time in a row, having first overtaken Luxembourg in 2010. According to the study
published by the Washington based Institute of International Finance, Qatar's per capita GDP at
purchasing power parity (PPP) was $106,000 (QR387,000) in 2012, helping the country retain its
ranking as the world's wealthiest nation. Luxembourg came a distant second with nearly $80,000
and Singapore third with per capita income of about $61,000. The research put Qatar's GDP at
$182bn in 2012 and said it had climbed to an all-time high due to soaring gas exports and high oil
prices. Its population stood at 1.8 million in 2012. The same study published that Qatar Investment
Authority (QIA), with assets of $115bn, was ranked 12th among the richest sovereign wealth funds
in the world

Social

Identification. Residents of Qatar can be divided into three groups: the Bedouin, Hadar, and Abd.
The Bedouin trace their descent from the nomads of the Arabian Peninsula. The Hadar's ancestors
were settled town dwellers. While some Hadar are descendants of Bedouin, most descend from
migrants from present-day Iran, Pakistan, and Afghanistan and occasionally are referred to as lrani-
Qataris. Alabd, which literally means "slaves," are the descendants of slaves brought from east
Africa. All three groups identify themselves as Qatari and their right to citizenship is not
challenged, but subtle sociocultural differences among them are recognized and acknowledged.
Classes and Castes. The primary axes of social stratification are the nationality and occupation. The
practice of hiring foreign workers has created a system in which certain nationalities are

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concentrated in particular jobs, and salaries differ depending on nationality. The broadest division is
between citizens and foreigners, with subdivisions based on region of origin, genealogy, and
cultural practices.

Despite this inequality, the atmosphere is one of comfortable and tolerant coresidence. Foreign
workers retain their national dress. Their children can attend school with instruction in their native
languages. Markets carry a broad range of international foods, music, and films. Foreigners are
permitted to practice their religion publicly, and many expatriate religious institutions sponsor
community activities and services.

Technological

Technology is an important force impacting animal agriculture. One measure of productivity in

animal agriculture is pounds of meat or milk produced per breeding animal. Although there are
other factors that can influence this productivity measure, over long periods of time it provides a
reasonable comparison of differing impacts of technology across sectors. And the differences in
productivity observed across sectors are striking. In the case of pork, annual pork production per
sow in the breeding herd inventory increased 30% just since 2000. This productivity increase is
adjusted for increased pig imports and is primarily attributable to improved reproductive
performance and increasing carcass weights driven by genetics and management. By comparison,
broiler meat per broiler hen increased 25% and milk production per cow increased more than 16%
over the same time period. Just as artificial insemination increased genetic potential a generation
ago, sexed-semen is expected to push milk productivity up in the future, partly by accelerating
genetic improvement and also by increasing the percentage of heifer calves born, which effectively
raises total herd production. The hog and milk industries in particular have seen firms more adept at
adopting new technology expand at the same time that existing firms are going out of business. In
contrast, the beef industry in recent years has focused more on improving product quality and has
not benefitted as much from rapid development and adoption of cost reducing production
technologies. As a result, commercial beef production per cow —adjusted for live cattle imports—
in 2010 changed little compared to a decade earlier, which is in sharp contrast to the large
productivity improvements observed elsewhere in the livestock sector.

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Industrial analysis:

Power of suppliers:
Power Supplier of Livestock and Agriculture are the most important sectors in the Somali economy.
Livestock sector contributes about 40% to GDP and more than 50% of export earnings, while
Agriculture sector contributes about 20% of the GDP and employs 30% of the workforce.
There are more suppliers in the market those provide the different Livestock and Agriculture
products such as:
Livestock (consisting primarily of camels, cattle, goats, and sheep)
Agriculture :Fruits (Banana,Mangoes,Melon,lemon etc.), Cereeals
( Rice,Corn,Sorghum,etc.), Industrial crops( Cotton, sugarcane etc.)
And the cost of switching from one supplier to another is not high.

Power of Buyers:

In our experience and assessment in the market of Livestock and Agriculture industries there
have not more buyers in the form of trading companies like our company, but there are only
a large number of end consumers who just buy small quantities of these products For the
purpose of consumption and this feature gives us the power to drive prices down.

Threat of new entrance:

We all know livestock and agriculture industries are big markets that able to absorb a large number
of companies because the need in these products is great and necessary both inside and outside the
country so that until this time can be said there are no a large number of new competitors which
erodes profitability and affect the prices are entering in our targeting markets.

Trade of substitution products:

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Somalia has good Livestock and agriculture products which is very unique in terms of quality,
competitive prices, As well as proximity to target markets compared to the products that may our
competitors companies will provide .
Therefore, due to the above, our products remain the favorite of customers on the long term. This
does not mean we stop the competition and improving the quality of our products continuously.

Rivals:

Rivalry among Existing Competitors

Although inter-firm rivalry is one of Porter’s key factors, it is not the primary force impacting
profitability in the pork, beef, and dairy production sectors. All three industries are still
characterized by a relatively large number of production firms and a relatively low compared to
nonagricultural industries in the Somalia. Consolidation has been occurring for a long time, but it
has mostly been the result of unprofitable, high cost firms exiting the industry. In a broader sense,
however, rivalry in the livestock sector can sometimes be viewed as taking place on a more regional
or structural basis, rather than firm level. For example, traditional small herd milk producers in the
upper Midwest may view large-scale dairies in the Somalia as rivals when market share shifted to
these regions. High Plains cattle feedlots considered cattle feeders in the “ethanol belt” as rivals
when energy policy supported higher corn prices and more abundant supplies of distillers’ grains
and solubles, an excellent corn substitute in cattle rations, near ethanol plants. Diversified crop-hog
farms in the Midwest viewed large scale specialized hog production companies as rivals when new
technology facilitated large scale production that was no longer tied to a land base led to a pork
industry restructuring. Specialized pork producers focused on adopting new, cost-reducing
technology and expanded while many diversified farms using older technology stagnated and found
themselves at a cost disadvantage. In periods when production margins turned negative, older assets
that were not well adapted to newer lower cost technology were often idled first. As the remaining
assets were more difficult to retire, regions and in some cases firms behaved more like rivals that
played out their response in the policy arena rather than the market place.

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