Cross Strait Opportunities Among Global Trade Markets 兩岸在全球貿易市場之新商機

1. Cross Strait OpportunitiesAmong Global Trade Markets兩岸在全球貿易市場之新商機 B.C. Huang 黃丙喜 Tulane EMBA 1995 GBG International Corp

2. Presentation Content簡報綱要 • World Trade on the fast changing Economy • Cross Strait Opportunities • OEM Requirements of Suppliers • New Auto Industry Business Trend • Supply Chain Application(GM Example) • A Greater China Configuration • Tactics • Strategy and wish

3. World Trade RelationshipInternational trade drove the growth of the developing countries • The rising share of imports and exports in gross domestic product for Southeast Asian and Latin American countries in the last two decades attests to a growing exposure to international trade. • The continuing reallocation of manufacturing activities from industrial to developing countries offers ample opportunity to expand trade not only in goods, but also in services. • The dynamic of cross-border production networks increased trade among cities, regions, and countries. • Throughout the early decades of the 21st century, trade will continue to drive global integration, especially among developing countries. • 國際貿易是開發中國家過去二、三十年間經濟成長的引擎。隨時全球的產銷同時日趨國際化，以及各國間對商品及服務流通管制的愈趨開放，二十一世紀的未來十年對於開發中國家也將是其推動國際產銷分工的關鍵時刻。

4. World Trade on the Fast Changing快速改變中的國際貿易型態 • Micro-Profit dominate the world of today’s international trade. The business philosophy of “every day is the lowest price” facilitating with the “Moore law” , “Metcalfe Curve” , and “Internet” will sharpen the price awareness of buyers and consumers • 摩爾與梅特卡夫定律所激發的激烈價格競爭，以及電子網路體系高度的商務透明，加速也提高了買方與消費大眾對價格的敏銳，國際貿易進入「以快吃慢」的世界 • Manufacturing trend shift from”just-in-time” to”modules and systems” to”subcontracting production” to”supplier park” to “build-to-order”, while trading trend change from “letter of credit” to “T/T” to “supplier cluster” to “total product program” to”product and service” • 國際貿易市場群聚效應日益興起，供應商如果不能加速供貨的速度，不能適切整合全套產品，不能有效掌控融資服務，就很難繼續生存 • Nobody would like to pay suppliers’ invisible service and solution. Which any exporter must regard it as the necessary and long-term investment, and then to get result from the expansion of contract time and trade scale • 買主無償要求提供產品相關技術等無形服務愈來愈多。供應商應將之視為貿易的必要投資，而設法從擴大交易數量及延長交易時間來創造利潤 • Liberalizing trade and foreign investment in service, fusing domestic firms into global production networks, and stimulating trade in agricultural products will permanently force every exporter to raise productivity and efficiency

7. Cross Strait Opportunities • More products can be provided • Cross Strait suppliers can be leveraged from the facility in China utilizing the competitive cost of labor and land, and the successful experience in Taiwan realizing the core value of supply chain and management • 全球先進工業國家對於大中華地區產銷的倚賴正在快速提昇，海峽兩岸間就許多工業本來就存在著強勁的產銷互補關係，大陸深具生產成本优勢，台灣深具國際代工及經營行銷經驗，兩相結合能創造更大的國際市場開拓空間 • Consolidate the design, manufacture, market, logistic and finance abilities to enhance the competition of cross strait opportunity for export • Both sides of the strait became members of WTO on Dec.2001 and Jan.2002, the trade policy opens, barriers decreases, and global industry focuses increases, speed up the industry and trade reform respectively. • 兩岸面對未來國際貿易市場更為激烈的競爭，都同時相對地遭遇到重大的資金短缺及無自有品牌的削價瓶頸，兩岸結合既能有效擴大其在全球供應鍵的價值，也能具體厚植亞洲企業建立自有品牌的能力

8. A Greater China Business Configuration • Opportunities 機會 • Share resources • Language and culture • Management know-how • Leverage expertise • Manufacturing technology • Low labor and operation cost • Greater china and regional market • Concerns 課題 • JV with China/Taiwan & Chinese • Partners are too complicated • Different environmental ideology • Difficult to each consensus • Cross strait communication • Post WTO trade policies • Purchase or contract form a Taiwan operation in China • JV with a Taiwan operation in China • Leverage Taiwan/HK subsidiary to set up a new branch in China • Establishing wholly owned operations in China and hire experienced Taiwan/HK • technical and management teams

9. OEM Requirement of Suppliers • Competitive price, zero-defect quality, on-time delivery, advanced technology • Frequent interface • Minimal time delay • Easy to communicate • Just-in-time delivery(sequential preferred) • Meet program timing all the time • Product change management • Supply chain management • 「要好又要快」是當前做OEM生意的要件，未來更是如此，接單生產後之存貨、物流、財物及運籌管理才是成功及獲利關鍵 --Marcus Chao 5-24-2002, Global Automotive Industry Trend

10. New Auto Industry Business Environment • Vehicle Brand Owners(VBO)—the 20 major OEMs worldwide will consolidate 50 5-7 VBOs • Supplier Rationalization—only 5,000 will remain by 2003 for the 30,000 1986 suppliers • Only 25-30 suppliers will reach mega-supplier status with minimum”critical mass” revenues in excess of $3B • Supplier chain supports vehicle development—driven by competitiveness,profitability, higher customer satisfaction, and regulation. OEMs expect Tier 1 suppliers to manage their supply chains and will increasingly give preference in awarding contracts to those who do it best. Source:”The Second Automotive Century” Pricewaterhouse Coopers,2000 “All Change in the Second Supply Chain Revolution” Mastering Management—Financial Times Supplement10/2/2000

11. 600 500 400 300 200 100 2000 2001 2002 2003 GM China Group Direct Material China group Purchase APV 採購金額 Taiwan Supplier grows in SGM台商逐年成長 14 12 10 8 6 4 2 0 1999 2000 2001 2002 全球最大汽車廠GM目前在中國大陸/台灣有七個合作產銷據點，預計其年對大陸銷售即將突破50萬台，而經其評估中國/台灣兩地零件產銷之合作分工將能提昇對其原廠之競爭力。 ---Source from台灣通用總裁劉小稚博士 ro

12. Supply Power Current ApplicationsGM Example當前國際原廠採購之應用實例 • Purchase Power Finance Power • E-contract GEP Remittance • Supplier Performance Metrics E-Dacor • Interactive Business Planning E-Disbursement • Machinery/Equipment Launch Credit Notes • Quality Power Material Power SPACE CLIPS Quality report Pre-production part schedule • Global Quality Tracking Logistic Power • Engineering Power Vector SCVC --P.L. Liu of PLL Group, May 25th,2002 24 Applications Currently Available

13. Gap between Taiwan Suppliers in China and OEM Requirements Suppliers’ barriers Solutions Requirements • High inventory • Non value-added cost • Financial support • Product change management • Communication skills • Knowledge in foreign markets • and business practice • Long term commitment • Close to market • Local contact • Local warehouse • Trade finance • Communication and • Integrated network • Experienced team • Capital • Finance • On time delivery • Build synergy • Easy to communicate Local presence is essential for doing business with OEMs in international market

14. e-Business = Business + Internet國際貿易電子交易系列流程 • E-source • MPV • Supplier 1 • Supplier 2 • Supplier 3 • Supplier 4 • Supplier 5 PDM ERP PCCR/DCR WEB ENGINEERING Warehouse Logistics Customer 1 Customer 2 SOURCE MAKE DELIVER Q2C=Quote to Cash C2C=Concept to Customer CRM=Customer Relation Management MPV=Material Price Variance PDM=Product Date Management PCCR=Product Cost Change Request DCR=Drawing Change Request Q2C C2C CRM • Company XYZ • People • System/facility • Technology • Products

15. The Tactics and Action Plan推動計劃與執行方案 • 台灣政府獎勵投資設立國際行銷公司之重點項目，包括紡織、製鞋、運動用品、五金、手工具、自行車、汽機車零配件、製茶及農漁等民生產業， 鼓勵合作投資、產銷分工與共創品牌 • 國際OEM與跨國企業重視該案進展，特別是具採購、物流及運籌管理体系者，台灣並己有十餘產業簽署投資意願 • 台灣兩岸及國際企業皆分別歡迎官股之投入，惟關切兩岸官股投入後之獎投优惠等資格認定 • 大陸與台灣勢必為未來本國際行銷公司營運範圍，將來營運總部設立地點擬設於第三地 • 歐美地區國際企業認為產品比較複雜多樣與中小企業眾多之產業適用採用此一產銷分工之國際拓銷模式，並擬以電子商務系統與國際財務金融機構作為合資關鍵對象

16. A Greater China Business Configuration兩岸全球貿易合作模式 • Capital • Lean manufacturing • Application engineering • R and D • Land & facility • Human resources • Domestic market • Material & components • Capital • Design • finance Taiwan • US Corp. • Capital • Logistics • warehouse • Management • Marketing • Product/technology China Finished & semi-finished products Market and technology Hong Kong

19. Strategy and Wish • Both sides of strait, their manufacturers and traders should catch the current opportunity of OEM/OPM Asia trend to consolidate the team effort joining the OEM/OPM global supply and integration system to expand the export market. • 兩岸應即刻掌握全球跨國企業紛至亞洲委託代工生產趨勢，善用彼此產銷營運优勢，整合分工，主動跨進或積極擴大國際母廠的合作分工体系 • The market volume of Asian is much big than a economic scale, and cross strait collaboration is the core, both sides should utilize their strengths to develop Asia market with its own brand names. • 亞洲市場足夠單獨構成經濟規模，兩岸分工合作正可有效促進自有品牌行銷的基礎，增強對國際市場削價的競爭力，建立大中華品牌行銷的新世紀

20. Strategy and Wish • Wish both side would speed up the development and implement the complementary manufacture and trade strategies to achieve the ‘Win- Win’ synergy. • Governments to facilitate industries and traders by opening the barriers of free trade and flow of capitals.They could encourage them jointly enter the great potential international trade markets with strategic incentives • 期待兩岸加速互補機能發展與落實，放眼全球經濟，移除自由貿易及資金障礙，提供戰略性優惠，掌握當前兩岸眾多產業在國際市場貿易合作契機，開創嶄新的華人國際經貿世紀。