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China and the shift from make to buy

China and the shift from make to buy. Mike Woods. Mike Woods Supply Solutions Limited Partner with Plymouth for the delivery of corporate vocational programmes at diploma and degree BSc (hons) level in International Supply Chain Management. The shift from make to buy.

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China and the shift from make to buy

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  1. China and the shift from make to buy • Mike Woods

  2. Mike WoodsSupply Solutions LimitedPartner with Plymouth for the delivery of corporate vocational programmes at diploma and degree BSc (hons) level inInternational Supply Chain Management

  3. The shift from make to buy • Manufacturing as a percent of UK GDP • 1960. 55% • 1980. 45% • 2012. 20% • Ford Motor Company • Purchase as a percent of cost of sales • 1980. 55% • 2012. 70% and rising • Where has all the working gone? Gone to China • everyone, when will we ever learn? Pete Seeger Where have all the flowers gone

  4. Technical push and the move to China • Hardware to software • Analog to digital • Discrete to converged

  5. Convergence the iphone 5 and an annoying slide Screen Technology Radio Internet Music Player Signal Processing Better than missile Systems Email Camera GPS Video Player Apps Phone

  6. Consumer pull • Wait till it wears out or change it when the fancy takes • We are all unique and are entitled to self actuate • Keeping up with the Jones' • How many fridges do we really need?

  7. Consequences of technical push and consumer pull • Product life cycle shortensTechnical challenge increasesTime to recover investment reducesManagement challenges in all areas accelerate

  8. Technical risk and consumer pull • It's all too risky • Cost to design and test a car still £500M but model only good for 5 years • Toyota - The machine that changed the world 'Womack and Jones' • Needs a relaunch with additional styles after 12 months • Needs a midlife update after three

  9. Solution • Share risk • Move business model from make to buy • Means we can flex our business to the changes in market • Seek world class technology partners where it matters • Seek world class cost partners where cost matters • We're off to China!

  10. China -A supply chain perspective

  11. Working in China - A supply chain perspective • Logistics issues • Slow boats to China, slower back to save fuel! • Typical lead time 6 weeks • Cost of movement • Fuel now 30% of cost of running a ship, was 15%, • Speed of response to changes in demand • Last year Marks and Spencers undersold one style of tee shirt by 80000 units because of speed of response of supply chain

  12. Working in China - A supply chain perspective • Labour laws differ • Language and cultural issues abound • Environmental conditions and consequences evident • Reputational risk management is key for western brands • Geo-political considerations not too be ignored • Is outsourcing to China a polite form of economic suicide? • Discuss - later • BUT IT IS SO CHEAP!

  13. Chinese labour rates 2008 - beware dodgy data China’s hourly manufacturing labor rates are far below rates in Japan ($27.80) and Taiwan ($8.68) but roughly on par with nations like the Philippines ($1.68). China manufacturing compensation costs slightly higher than those in India. Many EMS / ODM companies in China, especially those making PCs, are moving operations inland. Though manufacturing workers in China are earning more than ever before, average hourly compensation costs were only $1.36 in 2008. Consider that, from 2002 to 2008, hourly labor costs in the manufacturing sector in the United States increased by 19%, while the corresponding figure in China grew 100%.

  14. How many Chinese workers do you get for one German? Anywhere from 5 to 20 depending on the job style and complexity BUT You also get Higher productivity, longer working hours, and some ethical issues

  15. iPhone supply chain

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