@wale, I understand your point. In effect it confirms this song by Kelly Clarkson- "what doesn't kill you makes you stronger" Isn't? I suppose it's the right thing for Seagate to do - planning, streamlining and strategy to cope and forge ahead despite its challenges.
There will be challenges any where you go in the world. The thing is some of them will be foreseen and others will be unforeseen. The firms can mitigate risks that are foreseen while the unforeseen ones like floods, earthquakes etc cannot be mitigated unless they actually occur. Yes, you can plan for safety precautions and instill practices that will yield a minimum loss to the firm but there will be some kind of impact because of natural disasters. The key point is to get going again once you hit a roadblock!
There are many factors that are considered before actually setting up a manufacturing unit. Economic, political and infrastructural factors are always taken into consideration. Apart from these factors any other incentives from the Government like tax breaks etc further help to convince the manufacturer to come to a certain region.
Attitude is what matters the most for manufacturing concerns. You should be prepared and willing to move forward after a disaster and that is what differentiates good companies from the rest. Seagate is doing a great job in trying to expand business in this region and their attitude is commendable.
@ stochastic,I agree. This sort of strategy coupled with the government backing will sure aid Thailand's recovery and will economically benefit Seagate too.
It's apparent Seagate is undeterred by Thailand's flood disaster which affected the company last year. Seagate like many other technological and manufacturing industries has realized business potentials and growth in this region and are willing to forge ahead despite challenges. Good on them.
I recently read that western companies are planning to cut offshore manufacturing due to complex supply chain, increasing labor cost and political pressure. Tata's case is different as this is limited to one region only. I would rather see Tata's case as an example of how manufacturing will shift from one region to another if there is not enough policy and political support.
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.
Archived Dialogues
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.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
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.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
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.
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