Tanzania is richly endowed with forest resources covering nearly half of its land area — approximately 48 million hectares. Yet much of this potential remains underutilised, as the country continues to export raw logs while importing finished furniture. By strategically harnessing its forest wealth, Tanzania can build a globally competitive furniture industry that generates employment, foreign exchange, and sustainable growth. Five key steps are needed.
First, sustainable forest management is the foundation upon which a strong furniture industry must be built. Tanzania must ensure that forest resources are exploited responsibly to prevent depletion and maintain ecological balance. Sustainable practices would guarantee a steady, long-term supply of high-quality timber for domestic industries while enhancing Tanzania’s image in international markets, where environmentally responsible products are increasingly demanded.
Second, value addition must replace the export of logs. According to the Forestry and Value Chain Development Programme (FORVAC) 2023–24, Tanzania uses only about 8–10% of its wood production for furniture manufacturing. Meanwhile, data from the National Bureau of Statistics and UN COMTRADE show that the country spent around US$250 million on imported furniture (HS 9403) in 2023. Ironically, one of the sources of these imports is the UAE — a country with no forests.
Instead of exporting unprocessed logs or sawn timber, Tanzania should promote value addition in wood processing. Iringa, Njombe, Kilimanjaro, and Arusha could be demarcated as cluster regions for furniture manufacturing, enabling efficient use of timber and fostering synergy between loggers, processors, and manufacturers.
Third, skills development and technical upgrading are vital for competitiveness. Selected Vocational Education and Training Authority (VETA) centres should offer specialised training in high-quality furniture production. Trainees should be equipped with computer-aided design (CAD) skills to enhance precision and productivity. A skilled and innovative workforce would enable Tanzanian furniture to compete successfully in both domestic and export markets.
Fourth, the government should establish supportive policies and financing mechanisms to promote industry growth. For example, public offices and institutions should prioritise locally made furniture instead of imports. The government must lead by example. Furthermore, incentives such as tax breaks on machinery imports and credit schemes for small and medium-sized enterprises (SMEs) should be introduced.
Finally, marketing and branding are critical to success. Tanzania can position itself as a source of high-quality, sustainably produced furniture — a niche increasingly valued in global markets. Establishing exclusive brands and participating in regional and international trade fairs would expose local products to wider audiences. In addition, exports to neighbouring countries, hotels, and the tourism sector could provide strategic market entry points.
In conclusion, Tanzania’s abundant forest resources offer a strong foundation for developing a vibrant, competitive furniture industry. With sustainable management, technological modernisation, skilled labour, supportive policies, and effective marketing, the country can move up the value chain — from exporting timber to exporting finely crafted furniture that reflects both quality and sustainability. Such transformation would not only diversify Tanzania’s industrial base but also create thousands of jobs, raise rural incomes, and drive the nation’s progress towards inclusive industrialisation.
