Abdessamad Bendahhou Responsible for the Automotive working group within the DMK network.*
With more than 800,000 vehicles produced in 2025 and a claimed local integration rate of 65%, the Moroccan automotive industry has reached a milestone. However, this rise is met with persistent weaknesses. Insight.
How do you assess the maturity of the local automotive ecosystem? Morocco has become a credible industrial platform in the decisions of major automakers. Today, manufacturing in Morocco is a rational industrial decision. The country has quickly built a solid foundation, supported by efficient logistics with Tanger Med, reliable execution, and the presence of major players like Renault and Stellantis.
In this sense, the trajectory towards one million vehicles produced, or even more, confirms this momentum. But one must be realistic. Maturity remains asymmetrical. The country is currently very efficient in assembly, assembly, and industrialization. The real challenge now lies in higher value-added layers, where the competitiveness of tomorrow is at stake. I am referring specifically to power electronics, embedded software, system validation, special machines, battery chemistry, complex tooling, as well as the entire depth of tiers 2 and 3.
It is precisely on these dimensions that industrial sovereignty is built. Today, Morocco excels in execution. Tomorrow, it must excel in design, integration, and complexity. It already has the foundation of a major industrial hub and now needs to become a complete technological ecosystem.
What concrete levers should Morocco activate to address its shortcomings? Currently, this is the most structuring point. In the automotive industry, the strength of an ecosystem is not measured by its large factories, but by the depth of its supply chain. A vehicle consists of more than 10,000 parts. Dependence lies in the small details. I see five priority levers: first, structuring tiers 2 and 3 by consistent industrial sectors. It is necessary to move away from project-by-project logic and build complete ecosystems in technical plastics, fine metallurgy, connectors, simple electronics, machining, and tooling. Without this, imported dependence will remain structural. Secondly, raising supplier quality levels. A German OEM does not tolerate a line stoppage. Suppliers must be able to maintain high standards in quality, pace, traceability, and process robustness. Thirdly, developing a local base in tooling and industrial equipment. As long as molds, lines, and critical equipment remain imported, the ecosystem remains dependent.
Advanced industrialization must become a local competence. It is also necessary to align training with real industrial needs, focusing on highly targeted skills such as industrialization, automotive electronics, batteries, system validation, industrial data, and automated maintenance. Finally, it is essential to involve manufacturers more in implementing the ecosystem. OEMs must become co-architects of the local industrial fabric. Without long-term visibility, SMEs will not invest.
In 2025, 380,000 Chinese vehicles entered the European market, with 40% sold in Germany. Do German manufacturers have the means to respond to the agility and prices of Chinese manufacturers? The underlying trend is undeniable. What we see today is not just a competitive effect but a shift in the industrial model. Chinese manufacturers have gained a clear advantage in development speed, vertical integration, and software mastery. The Chinese advantage is no longer cost, but speed.
German manufacturers remain strong in engineering, quality, and brand image. However, they must accelerate in software and development cycles. The movement is partially reversible. The Chinese market will not return to what it was for Europeans who remain highly competitive in the premium segment and global markets.
After disruptions caused by the war in Ukraine on wiring harnesses, German manufacturers turned to Morocco. Is this nearshoring movement sustainable? This is clearly not a temporary trend. The supply chain has become a matter of industrial sovereignty. In this context, Morocco benefits from a unique positioning: proximity to Europe, political stability, and an existing industrial base. But there is an essential condition: it must not settle for being the “cheapest,” but become the “best industrial choice.” This means short deadlines, total reliability, and flexibility. If part of the production moves across the Atlantic, manufacturers will look to optimize their European base. In this scenario, Morocco becomes a logical option, provided it is no longer just a cost platform but a platform capable of absorbing complexity. Each global industrial reconfiguration creates new opportunities. However, one must be ready to seize them.
Can Morocco become a European auxiliary hub for batteries? The potential is real, and the timing is right. Today, the Kingdom is attracting significant investments in the battery chain. This is a strong signal. But it must be clear: a gigafactory does not make a hub. A battery hub relies on competitive and stable green energy, mastered chemical logistics, expertise in processes and materials, and integration into European chains. Morocco has the foundations; it must now build technical depth. If successful, it can become the natural bridge between Europe and African resources.
Morocco exports 80% of its automotive production to the EU, but the Industrial Accelerator Act now classifies it as a third-tier supplier. What is the future of this industrial partnership? Europe faces a dilemma: protect its industry or remain competitive. The most probable scenario is a hybrid model that combines Europe with its trusted partners. In this framework, Morocco has a natural position. However, it requires regulatory, industrial, and strategic alignment. This status will not be given; it must be built. In an open scenario, the Kingdom can become the natural industrial extension of Southern Europe. Ultimately, it has already earned its place as a competitive automotive platform. The next battle is no longer about volume but about value.
*Abdessamad Bendahhou is responsible for the Automotive working group within the DMK (Deutsch-Marokkanisches Kompetenznetzwerk), the German-Moroccan network of over a thousand experts of Moroccan origin established in Germany.
Ayoub Ibnoulfassih / Les Inspirations ÉCO
