I hear that over there when it comes to products, they only provide citizens with Chinese-made supplies. For example, McDonald's in China are only allowed to use Chinese-made food 'products'. Interesting shift.
My personal take is that to date, companies have largely focused on the sales side of the equation when it comes to being locally relevant. Marketing and product differentiation have become increasingly attuned to local tastes and needs. Part of what I was getting at in my post was that we are now seeing the same sort of attention to location and differentiation being made on the manufacturing side. One could argue that the growing success of offshore production and the commensurate rise of those economies (and the cost to operate there) is another factor that has made a broader based conversation on manufacturing location more possible.
It has definitely has come back to haunt the US market in general. China is already refusing to accept US exports and has been able to do this with impunity because of China's new found economic advantage.
Striking the right balance is the key. For perspective's sake, we can look at the China-US currnecy imbroglio, and the deeper roots behind it. The fact that a lot of manufacturing has made China its base gives it an advantage in global economics that might come back to haunt the parent nations of such companies. Oh wait, is there any such thing as a parent nation for an MNC?
No doubt globalization is the future of commerce in general. But like you I do not want my food coming from a world away were the agricultural practices are not monitored and the produce are proped up with chemicals to keep them "market fresh". In terms of technolgies and other none agricultural products, I am open to the off shore production. I agree a balance has to be struck to ensure fair trade and reduced cost of production.
Going "Glocal" also means adapting the products and selling to suit the customer base. Not only the manufactring but the Sales operations have to be suited both for the local market as well as the global vendor.
Craigh, I like the word glocal, which can sense a lot about the local product which goes to global. As a part of globalization all most all the countries had opened their internal markets for foreign investment with red carpets & soap facilities. In some way, it’s not at all favoring the small and medium scale industries. The normal way of globalization is migration of manpower to other nations, where Labour cost is less. I think instead of only migrating the man power the companies have to focus on the availability of resources. I mean they have to build up the production line, where resources are cheaply available and then the tech power comes automatically. So they can explore both the resources and Labour power in economic way and can sell the product globally.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.