1 / 35

Globalization of Major Manufacturing Sectors

Globalization of Major Manufacturing Sectors. Textiles & Garments: classic case of labor-cost deviation Figure 7.8 Steel – Movement to rapidly industrializing countries (Figure 7.10) Automobiles (Figure 7.13, 7.14) Electronics (Figure 7.16, 7.17)

jerry
Download Presentation

Globalization of Major Manufacturing Sectors

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. Globalization of Major Manufacturing Sectors • Textiles & Garments: classic case of labor-cost deviation Figure 7.8 • Steel – Movement to rapidly industrializing countries (Figure 7.10) • Automobiles (Figure 7.13, 7.14) • Electronics (Figure 7.16, 7.17) • S-Curves – Figure 7.15 – the concept is drawn from the industrial design literature – File on line is from MIT Opencourseware site – www.ocw.mit.edu

  2. Changing Geography of U.S. Manufacturing

  3. 1990-2000 % Change Manufacturing Employment U.S. Total -3%

  4. Date of Maximum Employment in Manufacturing

  5. Urban-Rural Manufacturing Trend 1991-2004

  6. International Movement of U.S. Manufacturing • Rise of F.D.I. • Shifting locations of F.D.I. • 1945-1960 Canada & Latin America • 1950’s Western Europe • 1960’s onward – a global reach • Cumulative employment abroad of 500 largest U.S. corporations equaled domestic employment • Most investment in advanced economies

  7. Global Employment of U.S. MNC’s China?

  8. Key Trends for U.S. Manufacturers • Large overseas markets pull U.S. manufacturers into them • The growth of nontariff barriers are forcing localization of production abroad • Regional trading blocs push investment strategies and pull firms into these organizations to get benefits • Shifting exchange rates are pushing firms to be flexible as to where they have capacity • New manufacturing methods are reshaping the distribution of manufacturing capacity • Large factories in low-skill labor regions are not sustainable

  9. The Rise of Flexible Production Systems • The historic development of manufacturing moving from fragmented small-scale facilities to vertically integrated corporations – The Fordist Paradigm • The contemporary development of other paradigms – just-in-time; total-quality-control; flexible manufacturing systems – Fig. 7.21 • Consequences of these new developments on plant size and labor force skills

  10. From Fordist to Flexible Production

  11. The End of Fordism? The Flexibility Debate Are we not only entering a new long-wave, where IT is the driving force, but also a new long-wave in which the basic structure of productive relations is in massive shift? The Fordist paradigm - implicit in the oligoplistic model - but also linked to consumption and the regulation of society/consumption Limits to the flexibility argument – can all industry move in this direction? NO!

  12. A new regime of accumulation? (1) The emergence of clusters of small firms, including co-ops (2) Flexibility related to new machines (3) Labor’s new position - functional flexibility (multiskilling) - numeric flexibility - financial flexibility - more part-time, flex time, telecommuting (4) Changes in market place conditions - mass markets break down - rise of niche (craft) markets

  13. Emergence of Flexible Specialization Fragmentation of the Fordist firm - vertical disintegration (shedding non-central functions; outsourcing) and Market fragmentation (niche) Adoption of new technologies, especially those dependent upon computers and telecommunications (CAD/CAM/FMS) Labor force adjustments functional flexibility (multiskilling) numeric flexibility (adjusting quantities by task) financial flexibility (wage rate adjustment) more part time, short-term, temporary work

  14. Flexible specialization & new industrial spaces Piore & Sabel - The Second Industrial Divide - craft-based districts in Italy, Germany, Denmark Clusters of high tech industry - Silicon Valley; Route 128; Austin Wooden boats in Pt. Townsend WA; Log homes in Bitterroot Valley MT The movie industry  Debates over aspects of the flexibility thesis

  15. Flexible Specialization and Regional Industrial Agglomerations: The Case of the U.S. Motion Picture Industry by Michael Storper & Susan Christopherson Historically, an oligopoly of theaters studio production facilities actors/production specialists spatially clustered in Southern California Vertical disintegration: 1950’s - 1970’s, with consequences in the 1980’s

  16. Productions by Organization Type Number of productions per year 151 190 207 243 222

  17. The Proliferation of Establishments

  18. Establishments in the Entertainment Industry 1968-1997 1997 8916 6343 15259 1997 data from U.S. County Business Patterns; in the 1987 revision of the SIC code motion pictures was combined into a single industry

  19. The Decreasing Size Per Establishment Combined Motion Pictures and TV

  20. California’s domination of the industry - measured by jobs

  21. Structural Trends – Motion Pictures & Television Retention of core activities: TV & Major films & channels of distribution Forced divestiture of theater chains Development of generic specialists subcontracting with specific producers for a given film & narrow scope; linked to major studios; many part-time workers; “project orientation,” FLEXIBILITY Product diversification: TV, Video, Film Establishments clustered in California, while filming locations have dispersed

  22. The Post-Fordist System is also more efficient Role of IT within and between firms; logistics revolution

  23. Business Process Reengineering • Division of labor rationalized • Employees are empowered to a greater degree • Tasks are harmonized in other than a linear sequence • Processed batches have multiple versions, allowing scale economies simultaneous with custom producton • Work is undertaken where it makes most sense geographically (recall the 787 production system) • Internal structures are simplified / more coordinated and more decentralized

  24. Downsizing as a consequence • The growing angst over outsourcing • The debate over its magnitude • The debate over what to do for workers impacted • The debate over public policy towards it • The expectation that IT will fuel dramatic restructuring, accompanied by logistical sophistication: Friedman’s “flatteners”

  25. Friedman’s Ten Flatteners: • Outsourcing • Offshoring • Open- Sourcing • Insourcing • Supply Chaining • In-forming (search engines) • The Internet • Fall of the Berlin Wall • Netscape’s Public Offering • Work Flow Software • The Steroids (Digital, • Mobile, Personal and • Virtual) • He argues together they have • allowed unparalleled • collaboration

  26. The “New Economy” • Rising productivity compared to recent years • The growing importance of IT producing industries • The growing productivity in IT using industries • Finally, investment in IT appears to be having an economy-wide impact

  27. Labor Productivity and IT Intensity All Less IT Intensive GDP/FTE Growth Error in Legend! Source: Digital Economy 2003

  28. A Common Outcome of this Turbulence: The Product Life Cycle Sales Volume Initial GrowthMaturity Decline Obsolescence development

  29. Examples of the Product Life Cycle Fashion clothes Automobiles Generations of Boeing airplanes …….but not all products follow this trajectory: Levi 501 shrink-to-fit jeans “Coke” & name brands that play off product stability: Tiffany; L.L Bean; Campbell’s Soup

  30. Spatial Reorganization within Large Business Organizations Dynamism in firm activities: their size, number, function, and geographic configuration Inherent flexibility of multiplant firms - either in-situ change or locational shift IN SITU CHANGE LOCATIONAL SHIFTS Reduction of existing capital stock - partial divestiture Investment at new location(s) opening of branch plant(s) Divestment of existing plant(s) closure or disposal Relocation of entire plant and equipment Replacement of existing capital stock Expansion of existing capital stock Acquisition of plant(s) owned by another firm

  31. Healey’s adjustment framework 1 2 Operating Plant O Plant Shut Down + Transfer of Production Product A Product B Product C 3 4 Initial Conditions +2 2 +1 +2 2 1 1 1 + +3 +4 +3 3 4 3 4 Mixed Partial concentration at an existing site Complete concentration at a new site Specialization

  32. Evolution of Global Corporations Stage II Stage I • • • • 2  o  + • • 1 4 1 2 3 3  Headquarters •Production plant o Sales subsidiary + Licensing arrangement  Acquisition Exports Stage III 5 • •  • +  •  4 2 1  3

  33. Evolution of Global Corporations Stage IV   •  6 7 5 •   • • Stage V • •  • • •  • 4 • 2 1 • • o 5 7 6 • • 9 • 3 8  •  Headquarters •Production plant o Sales subsidiary + Licensing arrangement  Acquisition Exports 2 1 4 • • 9 8 3

  34. Summary • Global concentrations of manufacturing, but they are not static • Capital moves from place to place in the search for profit • Multinational corporations and processes of FDI have reshaped the geography of manufacturing • Today Schumpeter’s process of “creative destruction” is fueled by IT, logistics, and the rise of new production regimes built around more flexible manufacturing systems

More Related