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Global Value Chains and Upgrading: China and Mexico Compared

Global Value Chains and Upgrading: China and Mexico Compared. Gary Gereffi Duke University ggere@soc.duke.edu “Globalización, Conocimiento y Desarrollo desde la perspectiva mexicana” Universidad Nacional Autónoma de México (UNAM), México, DF, M é xico 15-17 de marzo, 2006 . 5 Themes.

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Global Value Chains and Upgrading: China and Mexico Compared

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  1. Global Value Chains and Upgrading: China and Mexico Compared Gary Gereffi Duke University ggere@soc.duke.edu “Globalización, Conocimiento y Desarrollo desde la perspectiva mexicana” Universidad Nacional Autónoma de México (UNAM), México, DF, México 15-17 de marzo, 2006

  2. 5 Themes • Global value chains & industrial upgrading • Industrial diversification in Mexico & China • Comparing industrial upgrading trajectories in Mexico and China • Why is Mexico losing U.S. market share to China? • Can Mexico be competitive with China?

  3. Global Value Chains • Industrialization takes place in a global context (“national” industries outmoded) • GVCs focus on the organization of entire industries: raw materials-production-retail • GVCs can be fragmented or consolidated • Who drives the chain? (power of lead firms – producer-driven vs. buyer-driven) • Upgrading by countries within GVCs is possible, but not guaranteed

  4. Forms of industrial upgrading • Product upgrading (new, better products) • Process upgrading (more efficient, cheaper) • Functional upgrading (new roles in GVCs) • assembly • “full package” (OEM) • original design manufacturing (ODM) • original brand manufacturing (OBM) • Inter-sectoral upgrading (new industries) • Primary products to manufacturing to services • Labor-intensive to capital- & knowledge-intensive

  5. Comparing Industrial Upgrading Trajectories: Mexico vs. China

  6. Mexico’s Industrialization since 1985 • Export oriented (mainly to U.S. market) • Highly diversified • Shifting emphasis from primary product exports & intermediate goods to manufactures • Within manufacturing, medium-tech and high-tech exports are displacing low-tech exports

  7. Table 1: Mexico’s Top 10 Exports to the U.S. Market, 1985-2004

  8. Graph 1: Composition of Mexico’s Exports to the U.S. Market, 1985-2003 Source: World Trade Analyzer.

  9. China’s Industrialization since 1995 • Sustained & diversified export dynamism • Decline of low-tech manufactured exports • Increase in medium-tech and high technology manufactured exports • China’s science & education policy emphasizes high-tech parks & ICTs • Business services weak outside of big firms

  10. Graph 2: Composition of China’s Exports to the U.S. Market, 1985-2003 Source: World Trade Analyzer.

  11. Mexico vs. China • Head-to-head competition in U.S. market • China is world’s leading exporter of many manufactures, esp. consumer goods • China and Mexico are typically among the top three exporters to the U.S. market in many product categories • China is moving ahead of Mexico with dominant market shares in the United States, especially in 2000-2005 period

  12. Table 2. Top 50 US Imports in which Mexico and/or China hold 20% or more of the US market, 2004

  13. Table 3. Mexico's and China's Competing Exports to the United States, 2000-2005

  14. Why is China gaining U.S. market share over Mexico? • China is a lower-cost producer overall (labor costs lower, but not transport & tariffs) • China has huge scale economies • China has a coherent and multidimensional upgrading strategy – diversify and add high value activities • China is using direct foreign investment to promote “fast learning” in new industries • China uses access to its domestic market to attract TNCs and promote knowledge spillovers

  15. China’s Supply Chain Cities in Apparel Source: David Barboza, “In roaring China, sweaters are west of socks city,” New York Times, Dec. 24, 2004.

  16. How can Mexico compete with China? • Take advantage of proximity to U.S. market (e.g., quicker time to market; large & heavy goods; made-to-order customized products) • Eliminate comparative disadvantages (bureaucracy; low productivity; poor utilities & transport infrastructure; education) • Move into high-value activities within GVCs (e.g., R&D, design, engineering, business services) • Use domestic market as an asset

  17. Conclusions • There is a globalization paradox • The dramatic expansion of production capabilities reflected in global outsourcing creates heightened anxieties in both developed and developing countries regarding sustainable development • The global economy is concentrated at the top and fragmented at the bottom • Thus, the real opportunities to move up in value chains are concentrated in a small number of developing economies

  18. Development strategies need to be more balanced and decentralized • “Free trade” is not a development strategy • Industrial policies are being implemented at subnational level • Regional markets supplement national ones, and can reduce the pressures from global competition • Labor and environmental standards matter • As much of the world’s apparel production becomes concentrated in China, pressures to follow “ethical sourcing” procedures will intensify • China will need to upgrade its labor standards and working conditions, or it will be embroiled in continuous battles with NGOs and social activists

  19. Thank you for your attention!

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