1 / 26

FDI in Inland Provinces

FDI in Inland Provinces. Robert L.Wallack, World Bank Consultant and Robin C. Carruthers, Lead Transport Economist. China: Regional Comparison. China’s Westward Policy. Western Region Economic Development Strategy of PR China began in 1999

pascha
Download Presentation

FDI in Inland Provinces

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. FDI in Inland Provinces Robert L.Wallack, World Bank Consultant and Robin C. Carruthers, Lead Transport Economist

  2. China: Regional Comparison

  3. China’s Westward Policy • Western Region Economic Development Strategy of PR China began in 1999 • Managed by the Office of Leading Group for Western Region Development of the State Council • The Region Comprises 12 Provinces (autonomous regions and municipalities) which include: Chongqing, Gansu, Guangxi, Guizhou, Inner Mongolia, Ningxia, Qinghai, Shaanxi, Sichuan, Yunnan, Xinjiang and Tibet • A measure of success is that Jan-Jun 2004 GDP was up 12% and Fixed Asset Investment up 34% Over 2003

  4. ChinaInland Infrastructure Investment • U$9.6 billion investment by the end of 2004 in 10 key projects • Projects include: Electricity Transmission, Gas Pipelines, Highways, Water Supply and Control, and Railways

  5. What has been the geographic pattern of growth? • FDI and its associated export growth have been the engine of China’s economic development • But it has nearly all taken place in the coastal port cities. These now have high labor costs, traffic congestion, poor air quality and other symptoms of too rapid growth

  6. What is needed to address these negative growth impacts? • Three approaches to finding out: • Central planning would create and implement a Plan for new industries in the inland provinces. Tried in the 1950s and 1960s and failed • Create mathematical development models to indicate what factors would lead to inland growth • Ask the companies why they don’t move inland, and what changes might induce them

  7. Nine Multinational Company Case Studies • Agilent Technologies • APL • Tier One Auto Supplier • Caterpillar Logistics Services, A-P, Inc. • Coca-Cola (China) Beverages • Intel • Hewlett Packard • Li & Fung (IDS Logistics) • Cementhai Distribution Comp. (Siam Cement)

  8. Agilent Technologies • Manufacturer of test & measurement equipment (1999 spin-off from Hewlett Packard Company) • Net Revenue of U $7.2 billion in 2004 47% of all Business from Asia in 2003 • January, 2005 formed China Holding Co. in Shanghai for investments • Inland joint venture in Chengdu, Sichuan with Qiangfeng Electronics Ltd., Corporation, Jan 2005

  9. Agilent Technologies • Obstacles to Inland Expansion: - Domestic Airlines Lack Supply Chain knowledge and technical competencies - Quarantine and Inspection bureau - Administration of Regulations • Suggested Solutions: - Create logistics Industry Associations - Training in Supply Chain Management at all Levels - Guidance to provincial agencies for implementing national regulations

  10. American President Lines (APL) • APL and APL Logistics are now part of Neptune Orient Lines, Singapore • Total Revenues of U$5.5 billion in 2003 Employs 1,450 in China • Pioneer of intermodal transport and double stack trains (DSTs) for Inland Destinations • Is now using an Intermodal DST model in China to engage China Ministries of Communications and Railways to promote DSTs in China

  11. American President Lines (APL) • Obstacles to Inland Expansion: -Infrastructure Development of Railways and Roads -Lack of Integrated Logistics (supply chain management and intermodalism) -Administration of Customs • Suggested Solutions: -Regular Consulting with Users -US West Coast Ports Training Sessions -China Ministries Meet with Ocean Liners and World Customs Organization - facilitate DSTs in China, improve multimodal transport

  12. Tier One Automotive Supplier • Manufacturer of automotive components sold directly to automobile makers as original equipment • Worldwide revenues of U$7.7 billion • Eight Facilities in China (Central and Shanghai) --90% of sales are domestic • Plans to Invest U$10-20 million in China over next 3-5 years

  13. Tier One Automotive Supplier • Obstacles to Inland Expansion: - High logistics costs - Inadequate infrastructure development - Lack of integrated logistics services - Lack of Standards for Logistics Providers • Suggested Solutions: - Increase knowledge in China of rail services potential -Training of logistics providers -Central Registration/Certification of Logistics Providers

  14. Caterpillar Logistics Services Asia Pacific • Manufacturer of heavy equipment used in highways, ports, energy projects and dams • Worldwide Revenues of U$22.7b in 2003 • Dealer network in China supported by Caterpillar Logistics’ worldwide supply chain expertise • It is developing a Parts Facility near Shanghai port for regional East Asia distribution and has acquired coastal equipment manufacturer

  15. Caterpillar Logistics Services, Inc. Asia Pacific • Obstacles to Inland Expansion: -Supplier and Service Providers -IWW Barge Companies Cartel? -Poor Rail/Roads for transport of raw materials • Suggested Solutions: -All transport modes should consult with MNCs -High level Ministries training -Registration, Grading, Training of Suppliers - create understanding of multi modal transport

  16. Coca-Cola (China) Beverages • Branded Sodas and Carbonated drinks manufacturing. Bottling franchise system in China • Worldwide revenue of U$21b of which Asia was 24% in 2003 • “Domestic Company” with model of one plant in each of 31 provinces. Since 1979, U$1.2 b invested ($10-30m/plant) • Inland Strategies are long term based on consumer demand and income levels

  17. Coca-Cola (China) Beverages • Obstacles to Inland Expansion: -Poor roads inWestern region to serve local markets by trucks -Uneven Pattern of Economic Development • Suggested Solutions: -Upgrading and better maintenance of roads in West to cover more rural territories -Consult Leading Group for Western Region Development of the State Council to help stimulate demand through “Go West” policies

  18. Intel • Manufacturer of semiconductor products used in computers, printers, cellular phones • Total Revenues of U$30.b in 2003 China was 12%, or U$3.7b • Three Assembly&Test Facilities in China: • Shanghai • New A&T facility in Chengdu, • New facility in Sichuan Phase One of possibly four more of U$200-300 mn on 400,000 sq ft for 1,500

  19. Intel • Obstacles to Inland Expansion: -Administrative -Transportation and Logistics Providers Operate Nationwide-Barriers? - Too many problems in coastal locations to consider inland Suggested Solutions: -Monthly meet with foreign exchange, Ministry of Information Industry,Customs and WTO officials -Align Central and Provincial policies for smoother foreign and domestic services across national frontiers under WTO rules.

  20. Hewlett Packard • Manufacturer of computers and printers, outsourced to Contract Manufacturers • Total Revenues of U$73b in 2003 worldwide • All HP notebook computers made in Shanghai need delivery in 5 days but best from inland is 10 days

  21. Hewlett Packard • Obstacles to Inland Expansion: -Lack of understanding of concepts: Short Product Life Cycles and Just in Time Delivery Required by MNCs for all shipments -Slow Delivery to Seaports • Suggested Solutions: -Tuition based Supply Chain Management Training for Certification based on National Standards -Development of inter-modal transport and technology

  22. IDS Group • Contract Manufacturing, Logistics and Marketing for retail customers (part of Li & Fung Group) • Devises supply chain strategies from materials to delivery based on client specifications • Worldwide supplier with 7,500 clients and CM relationships to control information flows • Inland Hub Strategy to serve retail needs

  23. IDS Group • Obstacles to Inland Expansion: -Poor rail Infrastructure -Lack of intermodal transport -Lack of Track and Trace systems -High inter-provincial Truck Fees • Suggested Solutions: -Improve inland rail networks Introduce double stack trains -Introduce pilot tracking technologies for rail and truck -Ministry of Communications lead change in regulating inter-provincial truck fees

  24. Cementhai Distribution Company • Three activities: Trading and logistics, Sales and marketing, and seaport terminal operation • All are managed and operational functions are outsourced locally (part of Siam Cement Group) • Total Revenues of U$4 billion of which Cementhai Distribution is U$1b in 2003 • Inland strategy based on demand, competition, and ability to distribute using sea,rail and/or road) and level of taxation

  25. Cementhai Distribution Company • Obstacles to Inland Expansion: -Availability of Containers -Lack of Public-Private Cooperation in transport -International Trade Payments slow • Suggested Solutions: -World Bank and Thailand Ministries Meet to form Agreement -World Bank and National Logistics Council meet to improve standards, facilitate better private-public cooperation -World Bank provide logistics quality standards and measure performance against them

  26. Summary of Obstacles and Proposed Solutions Main obstacles to inland expansion • Poor infrastructure, particularly rail • Under developed multi-modal transport • Lack of understanding of what is feasible Proposed solutions • More investment in infrastructure, particular reference to double stack trains • Institutional development of multi-modal transport • More training at all levels • Creation of Logistics Institute

More Related