The Reality and Practicality of Reshoring Manufacturing to the U.S.
Summary
TLDR在这段视频中,Smart Cube的创始人兼董事总经理Omar Abdullah讨论了将制造业重新迁回美国(即“回流”)所面临的现实和实际问题。他从组织内部和外部市场两个角度分析了这一问题,指出了供应链重构、生产成本、劳动力成本、制造技能差距等内部挑战,以及政治、市场存在和合规性等外部因素。Abdullah强调了在做出回流决策时需要考虑的复杂性和细微差别,包括供应商依赖、风险分散、合规性、税收和监管问题。他还提到了拜登政府的“购买美国货”倡议及其对企业决策的潜在影响,以及企业需要进行的全面成本所有权分析。最后,他提出企业需要根据自身的战略定位,考虑是否以成本或价值竞争,来决定是否回流。
Takeaways
- 🧐 公司在将制造业重新外包回美国时面临的主要问题包括供应链重组、生产成本、劳动力成本以及获取合适劳动力的挑战。
- 💰 美国的生产和劳动力成本高于中国、印尼、越南等东南亚国家,这需要企业在考虑重新外包时仔细权衡。
- 🔍 制造业技能缺口是一个现实问题,企业需要考虑是否能够获得所需的劳动力资源。
- 🌐 对于全球性公司如苹果,将所有制造业务从中国移回美国会对其市场存在和政治考量产生广泛影响。
- 📈 重新外包不仅仅是内部问题,还涉及到外部因素,如市场准入、地理位置、物流以及全球供应链的复杂性。
- 🚧 企业在考虑重新外包时,需要考虑外国退出规则、设施关闭的能力以及与非美国地区制造相关的抵消问题。
- 📊 遵守合规性是重新外包的关键,包括离开一个国家时的规则以及回到美国时的市场理解、劳动力差异和风险因素。
- ⚖️ 重新外包决策需要在集中供应商以加强伙伴关系和多元化供应商以降低风险之间找到平衡。
- 🔄 切换供应商并非易事,特别是在制药或复杂工程部件领域,需要时间来准备和认证新的供应商。
- 📉 过度多元化可能导致失去定价和能力上的杠杆作用,因此企业需要仔细考虑多元化策略。
- 🏢 拜登政府的“购买美国货”倡议可能会影响企业的重新外包决策,企业需要认真考虑这一政策的影响。
Q & A
什么是重振美国制造业所面临的主要问题?
-重振美国制造业面临的主要问题包括供应链的重组、生产成本、劳动力成本、劳动力技能差距、市场准入以及政治和监管因素。
为什么说重新思考全球复杂的供应链是一个重大挑战?
-因为多年来公司已经投入大量时间和资金构建了这些供应链,要完全重新思考并将其重新转移到美国,无论是从物流、成本还是操作复杂性来看,都是一项艰巨的任务。
劳动力成本在重振美国制造业中扮演什么角色?
-劳动力成本是重振美国制造业时必须考虑的关键因素之一,因为美国的生产和劳动力成本通常高于中国、印尼、越南等东南亚国家。
为什么说获取正确的劳动力对于重振美国制造业至关重要?
-获取正确的劳动力对于重振美国制造业至关重要,因为存在制造技能差距,且人们对工作类型的选择也会影响劳动力的可用性。
从外部市场角度来看,重振美国制造业会面临哪些挑战?
-外部市场角度的挑战包括公司在全球范围内的市场存在,如苹果公司需要考虑从中国转移所有制造业务回美国对其在中国及其它地区市场存在的影响。
拜登政府的“购买美国货”倡议如何影响重振美国制造业的决策?
-“购买美国货”倡议通过提高“美国制造”的门槛、要求更详细的披露以及联邦支出的权重,促使公司认真考虑重振美国制造业的决策。
在重振美国制造业时,公司如何平衡供应商集中和多元化的风险?
-公司需要在建立紧密的供应商伙伴关系和避免对单一供应商的依赖之间找到平衡。这涉及到考虑成本、风险、市场准入、物流和总拥有成本等因素。
为什么说重振美国制造业不是一个简单的决定?
-重振美国制造业不是一个简单的决定,因为它涉及到复杂的战略问题,如公司的竞争优势、成本与价值的权衡、劳动力和市场的可用性以及物流等。
公司在考虑重振美国制造业时需要进行哪些分析?
-公司需要进行总拥有成本分析,考虑劳动力成本、市场准入、物流,并根据这些因素决定最佳的制造地点。
为什么说对于某些公司来说,重振美国制造业可能在经济上是有意义的?
-如果公司在价值而非成本上竞争,或者能够通过提高效率和创新来抵消较高的生产成本,重振美国制造业在经济上可能是有意义的。
重振美国制造业的趋势是什么?
-重振美国制造业的趋势并不是非黑即白的,不同的公司会根据其特定的业务模式、成本结构、市场定位和战略目标来决定是否以及如何重振美国制造业。
Outlines
🧐 制造业回流美国面临的主要问题
在本段落中,Omar Abdullah讨论了公司在将制造业重新迁回美国时面临的一系列问题。这些问题从内部组织的角度和外部市场的角度进行了分析。内部问题包括重新思考和重组多年来建立的复杂全球供应链、生产成本以及劳动力成本的考量,尤其是与东南亚国家相比,美国的劳动力成本较高。此外,还提到了获取合适劳动力的挑战,以及制造业技能差距的问题。外部因素则包括政治考量以及公司在全球市场,特别是中国市场的存在和增长潜力。此外,还提到了供应商网络的搬迁问题,以及与重新迁回美国相关的法规和合规性问题。
🤔 供应商集中与多元化的决策平衡
第二段落进一步深入探讨了在供应链管理中如何平衡供应商集中与多元化的问题。Omar提到,与少数供应商建立紧密的合作关系有利于建立更好的伙伴关系和信息共享,但这也意味着依赖性增加,一旦供应商所在地区出现问题,就会对公司造成影响。因此,公司需要考虑分散供应基地以降低风险,但这又涉及到寻找新供应商的成本和时间。此外,过度多元化可能导致在定价和能力方面失去优势。Omar还提到了拜登政府的“购买美国货”倡议,强调公司需要认真考虑这一政策变动,尤其是在联邦支出和披露要求方面。
💡 制造业回流的经济合理性分析
在最后一段中,Omar讨论了制造业回流是否具有经济意义的可能性。他指出,没有绝对的对错答案,公司需要根据自身情况进行全面的成本所有权分析,考虑可用的技能、成本、市场准入和物流等因素。Omar强调,公司需要问自己一些战略性问题,比如它们是在成本上竞争还是在价值上竞争。对于那些能够作为高端或专业玩家竞争的公司,即使劳动力成本上升,也可能有更多机会将生产重新迁回美国。他还提到了苹果公司作为一个例外,能够保持高利润率,但即便是苹果,也可能会选择保持其利润率并管理其全球生产布局。
Mindmap
Keywords
💡供应链重构
💡生产成本
💡劳动力技能差距
💡市场存在
💡合规性
💡供应商依赖
💡供应基地多样化
💡拜登政府的购买美国货计划
💡总拥有成本
💡战略问题
💡市场准入和物流
Highlights
Omar Abdullah讨论了公司在将制造业重新外包回美国时面临的主要问题,包括内部组织视角和外部市场视角的考量。
全球复杂且相互连接的供应链的解构和再思考是一个巨大的挑战。
生产成本,尤其是劳动力成本,是美国比中国、印尼、越南等东南亚国家更高的一个关键考虑因素。
获取正确的劳动力类型和解决制造技能差距是内部考虑的另一个重要方面。
外部因素,如市场存在和政治考量,对于全球公司如苹果在考虑将生产从中国移回美国时非常重要。
提到了供应商园区的问题,整个供应链可能需要迁移。
讨论了外国退出规则、关闭设施的能力以及与非美国地区制造相关的抵消问题。
税收、监管和合规性是重新外包决策中需要考虑的重要因素。
公司需要了解市场、能力、技能的可用性以及地理和劳动力差异。
需求和供应方面的风险因素,以及产品生产的物流考虑是决策过程中的关键点。
供应商集中与多样化之间的平衡是一个长期的难题,涉及伙伴关系和依赖性。
拜登政府的“购买美国货”倡议对公司决策有重大影响,特别是对于联邦支出和披露要求。
公司需要认真考虑“购买美国货”倡议,并进行场景分析以评估总拥有成本。
重新外包的经济意义取决于对所有权成本、技能、劳动力成本、市场准入和物流等因素的综合分析。
公司需要问自己的关键战略问题是,他们是在成本上竞争还是在产品价值上竞争。
对于那些作为高端或专业玩家运营并能够收取更多费用的公司,重新外包可能是正确的决定。
Omar Abdullah强调,每个组织都必须进行分析,考虑总拥有成本,并决定最佳的重新外包位置。
Transcripts
[Music]
the reality and practicalities of
reshoring i'm joined by omar abdullah
founder and managing director of the
smart cube hello omer how are you
hi bob i'm doing well thank you so much
for taking the time to speak with me i
really appreciate it so what are some of
the major issues today that companies
face in reshoring manufacturing to the
u.s
sure there so there's a host of issues
and and i would look at them um from a
couple of different perspectives i've
looked at them from both an internal
point of view an organizational point of
view as well as a
external market perspective as well um
from an internal perspective you know
there's the obvious ones which is
you know companies have spent a lot of
time and a lot of money thinking through
these global complex
interconnected supply chains that
they've built up over the years over the
decades and undoing that and rethinking
uh that in an extreme sense if we're to
talk about pure re-shoring of all of
that
uh all of that work back to the us
that's a pretty monumental task if if
it's even at all possible uh in a
complete sense so that restructuring of
the supply chain is is a major challenge
that you have to think through all of
the different piece parts from sourcing
right the way through to manufacturing
right the way through the distribution
aspects
um of course uh a lot of this distills
down to
aspects around production costs which of
course leads to labor cost
considerations you know the us is a
higher priced market than say china
indonesia vietnam and countries
in southeast asia so certainly
production and labor costs have to get
considered um but also aspects around
access to the right kinds of labor right
in terms of what kind of work people
want to do uh we're all hearing about
the manufacturing skills gap that's uh
to play right now so are you even able
to get that so i think i mean those are
a few illustrative examples but those
are the internal considerations beyond
that
there'll be external factors as well if
you consider a company like you know
let's pick the most obvious example
apple right global player plays in
pretty much every country in the world
for them to say you know we're going to
move all of our manufacturing back from
china
over back to the u.s has a lot of
implications first and foremost the
internal aspects that i just talked
about but also uh political um well
political may not be the right word but
certainly
uh broader considerations about their
market presence in china as an example
i'm just picking china's one
example there but you know how does that
reflect on your presence in the space if
you look at china as a potential
consumer market which it is and it's
only growing how do you consider what
those implications are from a political
perspective in the region as well so
there's a host of factors that play into
this whole
re-shoring topic that i think add a lot
of complexity and nuance to that
consideration that is a lot of factors
and in the case of apple of course they
have an extremely complex supply chain
it's not just they make everything in
china and ship it here they source stuff
from all different countries right
uh and you also point interesting you
should mention about the need to bring
along your suppliers we talked about
these supplier campuses sometimes it
surround manufacturing plants that
that whole thing would have to come over
um so you talked about some of the
natural restrictions
the inherent restrictions that they face
what about regulations and things like
that compliance what are some of the
areas that they have to think about uh
when reshoring comes it comes into the
picture
yeah yeah so um
you know
there's a host of factors around
uh the restrictions and regulations that
are faced i mean there's certainly
foreign country exit rules that you
would have to think about and consider
there is the aspect of how do you shut
down facilities and are you even able to
do that you know some organizations when
they go into manufacturing in in uh in
non-us and let's say asian locations et
cetera have to deal with this issue of
offsets well now how do you how do you
deal with that and how do you sort of
manage around some of those aspects so
those sorts of requirements um from a
taxation perspective from a regulatory
perspective from a
uh some of the nuances of the companies
that you deal with all of those factors
play in and really
impact uh how you need to think about
this now from a compliance perspective
i guess from a compliance perspective
there's a compliance aspect of the
country leaving and the rules that you
have to observe and abide by there then
there's a the aspect of how you make the
right decisions in terms of when you're
coming over
to back to the us in this case since
we're talking about reshoring um you
know aspects of do you understand the
market and the availability of the
capabilities and skills that you need
do you understand some of the
geographic aspects in
labor variances that exist do you
understand some of the risk factors at
play demand and supply side
considerations again in terms of where
are you feeding the product that's being
produced is it coming back is it staying
here in which case logistics are
somewhat easier is it going to go back
out across the world all of those
aspects
all of those factors need to be
considered so how can you as an
organizer and then as an organization
do you have the capability to be able to
really make it work so that's a those
are some fundamental aspects that that
really
throw a wrench into
the simplicity of the idea of simply
re-shoring back yeah and when it comes
to making the decision as to where
you're sourcing generally on the one
hand you have the risk of concentrating
uh your supplier in one place
on the other hand you have the cost and
complexity of diversifying sourcing and
yet that mitigates the risk of losing
that single source so i'm interested in
just how you balance those
considerations and how you make those
decisions
yeah gosh i mean that's a
it's an age-old conundrum right i mean
it is
on the one hand you want close supplier
partnerships you want fewer uh suppliers
that you work with because you can have
better partnerships you can share data
more openly you can have
a
better timings from a from a whether
suggested time system or however you
want to set up your manufacturing to be
able to really partner closely and in
many situations you know uh uh take like
say for in the pharma industry uh or
other aspects you know where you license
technologies and you utilize their
capabilities they can be gain sharing
arrangements that are put in place
certainly happens in the cpg space as
well so
uh the the the beauty of supplier
concentration is it allows for a much
better partnership but of course
the problem then becomes now i'm
dependent right so so that's the flip
side where
if there's a problem and there's an
issue so for example everything that
happened last year or it can pick a
crisis that's taken place and how that's
disrupted a particular geography and
impacted your ability to then
move goods from that geography that
supplier dependence has a price that you
end up paying so
you know then you think about okay well
i need to diversify my supply base well
how straightforward and easy is that to
do if you're buying a commodity product
it's not really a problem because you've
got plenty of folks and you can you know
pick up and go from one to the other but
if you're
sourcing let's say apis in the
pharmaceutical space or other complex uh
engineered parts that you're you're
partnering with organizations for
there's a switching cost involved you
don't just find a new supplier even at
one who's capable
and pick up tomorrow there's a 6 12 18
24 month time frame to
get them ready to get them certified
have them at a point where they can
really fit in and tool right in to your
uh production process so uh
it's it's a tricky aspect right and then
if you diversify too much you don't have
the right leverage from a pricing point
of view from a capability point of view
so all the factors have to get really
thought through and carefully it's a
balance at the end of the day in terms
of how it plays out how does the biden
administration's buy american initiative
factor into this does it become a big
consideration in making the decision or
is it not that that major something that
companies should be thinking about
you know i i think companies need to uh
take it reasonably seriously and
consider it i mean if you look at the
you know there's a couple of things that
are quite interesting about it right so
uh one is obviously the threshold of
made in america going from 55 percent to
65 to 75 over the next gosh what is it
seven or eight years uh as being a
target there's the aspect of that you
now have to disclose uh the details you
can't just say yeah i mean the threshold
it's you know you have to provide more
of the detail as to to what extent
you're doing that um there's the factor
of 600 billion
dollars of federal spending that now has
that weight in power and a lot of
consumer goods they don't just buy
aerospace and defense they've got a lot
of stuff so so companies i think need to
begin to take that seriously in terms of
how that's going to factor in i think
they have to think hard and fast uh hard
certainly and as this evolved now we
don't know all of the details of the
policy right so for example they talk
about price preferences that are being
given so if i'm an organization and i'm
thinking you know there's an incentive
for me to reassure back here well what's
the magnitude of that incentive that i
that i get um
my labor let's say for example my
production costs will go up therefore
the cost of my product is higher now the
administration is saying as part of the
buy american program that they'll give
price preferences but we don't really
know what that is at this point in time
but hopefully we'll know more in you
know as time goes on but all of those
factors have to get considered so it
just points back to the thing so to
answer your
original question 100 we have to take it
seriously and i do think there is a
broader sense in the us that we need to
think about uh you know
offshoring shouldn't be a reflex action
right for many years there's a lot of
companies where
the reflex action that's what i'm going
to do
but there are trade-offs and there are
trade-offs i mean there's many
situations where it makes perfect sense
and there's many situations you know
where it doesn't make sense where the
service aspect you lose out on or the
the the the cost staff that you lose out
on so it's important to consider all of
those factors i think we have to take it
seriously i think you have to look at
and do scenario analysis in terms of
what the total cost of ownership
implications are
this should cost the
implications for your product if you
were to move from that threshold
depending on wherever you are today as
an organization from the 55 percent to
the 65 and 75 etc yeah it's really hard
to gauge omer as to what kind of move
we're actually seeing because i talked
to some people who say
reshoring is definitely happening and i
talk to others who say reshoring is
never going to happen to any great
degree so but you are saying are you not
the implication here is that there is a
possible scenario whereby it does make
economic sense if you consider all the
factors that we've talked about the last
few minutes is that correct
exactly right and look i don't think
there's an um extreme right or wrong
answer in any of this i mean it's kind
of like the worst of home conversation
we're having
where there's a school of thought that
says the office is dead and i'm in
downtown chicago that all of this is
going to go away and then there's a
school of thought that says it's all
going to come back i think the answer i
mean right now the answer i think
realistically is somewhere in between
for sure there's certain types of jobs
where you'll be remote and there's other
types where you've got to be back in the
office i think the long-term trend
personally on the work from home issues
we're coming back uh for the most part
to the office but that's a separate
topic on this particular issue i would
say i think you know companies have to
card they have to think about um
as i mentioned total cost of ownership
but they have to look at the skills that
are available let's look at the costs
that are available
they have to look actually a lot of
companies are going to get forced to ask
some pretty strategic questions which is
what are you competing on are you
competing on cost or are you competing
on value in terms of your product now
this is a broader strategic question
that we have to think about right and so
uh uh i think those who compete more on
value on
uh operating as a premium as a specialty
player who can charge more i think
they've got more opportunity to reassure
that may well be the right decision you
know
interestingly enough that apple example
apple is a premium player
uh that plays to a mass market and yet
has incredible margins much like a
luxury brand right
so they've kind of figured out but
apple's the exception in being able to
do that right um and even apple if you
ask them if they're going to fully
reshore i'm not speaking for apple i've
not talked to anybody at all yeah i
would imagine they're going to want to
preserve their margins and and and
manage a lot of what's going on so i
don't think it's a black and white
answer i think every organization has to
do an analysis from a total cost of
ownership they have to look at skills
they have to look at um labor costs look
at market access logistics all of those
factors
and then make a decision as to where the
right location is omer abdullah of the
smart cube thank you so much for sharing
with us the subtleties and complexities
of the decision involving reshoring of
manufacturing back to the united states
thank you very much for being with me
today i really appreciate it
thank you so much great being with you
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