Interview: Khalid bin Ahmad Al Obaidli, Chairman and CEO, Economic Zones Company, on how logistics infrastructure is driving long-term economic growth in Qatar
How are industrial and logistics zones being recalibrated to support Qatar’s target of attracting $100bn in foreign direct investment by 2030?
AL OBAIDLI: Qatar’s approach to industrial and logistics development has evolved from a land-centric model towards a more integrated investment-enablement model. Under the Third National Development Strategy, the objective of attracting $100bn in foreign direct investment by 2030 is being pursued through a coordinated national ecosystem, with different institutions playing defined and complementary roles. Within this framework, industrial and logistics zones are being developed to support the efficient deployment of investment attracted at the national level. The focus is on shortening time to market, improving capital efficiency, and aligning infrastructure with nationally prioritised manufacturing and logistics value chains.
What role do integrated warehousing, last-mile logistics and light-industrial clusters play in strengthening non-hydrocarbons exports?
AL OBAIDLI: In Qatar’s context, last-mile logistics is particularly important given the country’s role as a regional gateway. Co-locating light manufacturing with advanced warehousing and distribution infrastructure can shorten fulfilment cycles, improve inventory management and reduce unit logistics costs. These factors influence export competitiveness, particularly for time-sensitive and higher-value goods. The focus is on developing supply chain ecosystems rather than standalone facilities. A cluster-based model strengthens export resilience and supports Qatar’s positioning as a regional production and redistribution centre.
How is industrial land and logistics infrastructure being positioned to capitalise on the projected 7.1% annual growth in the logistics market through 2027?
AL OBAIDLI: Responding to logistics sector growth requires a balance between scale, efficiency and long-term competitiveness. Industrial land planning is being aligned with multimodal connectivity, ensuring integration with ports, airports and national transport corridors to minimise dwell times and logistics costs. Sustainability considerations are incorporated at the design stage through energy-efficient infrastructure, shared utilities and more efficient land utilisation. These measures are both environmental considerations and practical tools for managing long-term operating costs.
Which strategies are being adopted to ensure that local small and medium-sized enterprises (SMEs) can scale to regional and global markets?
AL OBAIDLI: SMEs are a core component of economic diversification but they often require a different entry pathway into industrial ecosystems. The main focus has been on lowering initial capital barriers while providing access to infrastructure that supports gradual expansion. Serviced plots, ready-built units, phased expansion options and shared facilities allow smaller firms to begin operations at a manageable scale, test market demand and expand capacity over time without relocation or operational disruption. Shared infrastructure can improve cost efficiency and operational reliability.
In what ways are operators of economic and industrial zones adapting in light of new global tax rules?
AL OBAIDLI: Global tax reforms have accelerated a shift that was already taking place in investment decision-making. Many investors now place greater emphasis on operational efficiency, regulatory predictability and the strength of the surrounding business ecosystem rather than fiscal incentives alone. In response, operators of economic and industrial zones are focusing more on governance frameworks, streamlined administrative processes, infrastructure quality and connectivity to regional markets. Access to skilled labour, ease of doing business and policy stability are also becoming increasingly important considerations.
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