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Shanghai Centre, Suite 5681376 Nanjing Road West, Shanghai 200040
People's Republic of China中国上海市南京西路1376号,上海商城568室 200040
Tel: +86 21 6279 7119 Fax: +86 21 6279 7643www.amcham-shanghai.org
Booz & Company博斯公司
Suite 2511, One Corporate Ave.No. 222 Hubin Road, Shanghai 200021
People's Republic of China中国上海市湖滨路222号,企业天地25楼2511室 200021
Tel: +86 21 2327 9800 Fax: +86 21 2327 9833www.booz.com
China Manufacturing
Competitiveness
2009-20102009-2010
chinaManufacturingcompetitiveness中国制造业竞争力
2009-2010
Shanghai, March 2010
上海,2010年3月
AcknowledgementsWe dedicate this study to the memory of the late Dr. Christoph Alexander Bliss,
who inspired and led the team in our inaugural edition of
the China Manufacturing Competitiveness study in 2007-2008
AmCham Shanghai and Booz & Company would like to thank the following people and organizations for their support and participation in this year’s study:
AmCham South ChinaBritish Chamber of Commerce, Shanghai
Danish Chamber of Commerce, Shanghai (DCCC)French Chamber of Commerce and Industry, Shanghai (CCIFC)
China-Italy Chamber of Commerce, ShanghaiMexican Chamber of Commerce in China
Confederation of Indian Industries
AmCham Shanghai’s Manufacturers’ Business Council (MBC)T.T. Chen and Ted Hornbein
AmCham ShanghaiSiobhan Das Bachran, David Basmajian and Justin Chan
Booz & Company China
Joni Bessler, Stephen Li and Sophia Pan
Supported by Booz & Company’s global manufacturing team:Ronald Haddock, Kaj Grichnik, Conrad Winkler and Jeffrey Rothfeder
China Manufacturing Competitiveness 2009-2010 �
China Manufacturing Competitiveness 2009-2010
Executive Summary ............................................................................................................4内容提要
Introduction .......................................................................................................................11简介
Part I...................................................................................................................... 15The Duality Play双重角色
Part II..................................................................................................................... 19China’s Competitive Edge中国的竞争优势
Part III...................................................................................................................�5Company Performance: Challenges and Strategies in 2009公司绩效:2009年的挑战和战略
Part IV................................................................................................................... 44Manufacturing Best Practices and Global Standards制造业最佳实践和全球标准
Part V.....................................................................................................................47China’s Changing Labor Landscape中国变化的劳动力环境
Part VI...................................................................................................................52Green Initiatives绿色倡议
Part VII..................................................................................................................6�Compendium of Detailed Results详细结果汇总
Table of Contents
4 China Manufacturing Competitiveness 2009-2010
Executive Summary
Executive Summary:AmCham ShanghaiChina Manufacturing Competitiveness Study 2009–2010
The American Chamber of Commerce in Shanghai (AmCham Shanghai) is pleased to release the results
of the third annual China Manufacturing Competitiveness Study, conducted in cooperation with Booz & Company, a leading global management consulting firm that works with many of the world’s top businesses, governments and other institutions. This year’s study illustrates how multinational manufacturers perceive China’s evolution as a market and as an export platform.
Viewed broadly, the survey revealed a shift in the “duality strategy” in China, in which China serves as a hub for both domestic markets and exports to the Asia-Pacific region and beyond. While the number of survey respondents citing access to the growing China market as their primary strategy increased markedly, those planning to supply Asian markets from China declined.
In addition, there was a dramatic increase in this year’s survey in the number of companies planning to expand manufacturing operations to lower cost regions within China and also to other emerging Asian nations like India and Vietnam. In both instances, companies are seeking cost reductions in labor, land, logistics and taxation.
A BULLISH OUTLOOK WITH A FEW DARK CLOUDS
This survey of 202 foreign-invested manufacturing companies in China with nearly 1,500 plants was conducted in December 2009. The study demonstrated a clear desire by respondents to extend their Chinese operations to serve the nation’s vast market. Nearly 83 percent of the companies surveyed – up from 71 percent two years ago – said that their primary motive for locating manufacturing operations in China was to provide products or materials for the Chinese marketplace.
While positive overall, these responses were tinged with a degree of caution. In 2009, the costs of labor and logistics, as well as labor availability, were viewed as less competitive in China than they were in 2008. Mindful of rising costs in the more well-developed areas in Southern and Eastern China, 28 percent of companies
– compared to 17 percent in 2008 – indicated that they had concrete plans to move or expand manufacturing capacity within China in the next 5 years; another 14 percent of respondents, compared to only 3 percent the year before, said that they would move both within China and to other countries. Cities in Southwest and Central China, including Chongqing, Chengdu, Wuhan and Zhengzhou were among the favorites, chosen because they were seen as more cost competitive with better labor availability and tax benefits than other places in the country.
Although China has weathered the worldwide recession remarkably well, the overall average Earnings Before Interest and Tax (EBIT) margin shrank in 2009 among those surveyed to 8.3 percent from 15 percent the year before. Diminished demand, due to the economic downturn, along with wage and material price increases, surfaced as a top concern for companies doing business in China. Still, 61 percent of respondents said the business climate in 2009 could have been worse had the Chinese government not implemented a RMB4 trillion (US$586 billion) stimulus package in late 2008 designed to buttress areas critical to the economy such as rural infrastructure, transportation, health, education, environment and industry.
GREATER ATTENTION TO BEST PRACTICES
Given the global economic downturn, we asked companies about the strategies they used to address earnings shortfalls as well as the sharp drop in exports. Exploring opportunities in the Chinese domestic market was the number one strategy. However, we also learned that companies are increasingly interested in implementing sophisticated long-term strategies to enhance product competitiveness and supply chain efficiency. This is likely the result of a growing awareness that many Chinese companies, operating in their home environments, are nimble rivals with the potential to outpace less than lean competitors. Also high on the list of improvements preferred by surveyed companies were upgrading product design and building partnerships with key suppliers from a smaller supply base.
China Manufacturing Competitiveness 2009-2010 5
Executive Summary
In an attempt to delve more deeply into concerns about reduced profitability, we asked manufacturers to list the actions they were taking to alleviate the impact of rising costs in China. Once again, respondents indicated that they were turning to more sophisticated best practices. Nearly 22 percent of companies indicated that they were enhancing internal cost control systems, while slightly smaller groups said that they were improving productivity (17 percent); implementing lean manufacturing (17 percent); applying energy saving measures (16 percent); and switching to alternative, low-cost raw materials (15 percent).
LEAN MANUFACTURING TAKES HOLD
In last year ’s survey, we reported on initial signs that multinationals in China were upgrading their manufacturing processes to develop and capture economies of scale and scope and, in doing so, controlling costs. We applauded this trend and warned that to be in a strong position to profit from sales in China, manufacturers must view China less as a low-cost country and more as a competitive manufacturing and sales environment. The global recession punctuated the importance of this advice: China was one of the few profitable regions for many multinationals in 2009, clearly demonstrating the China market’s importance to company growth prospects.
Compared to last year’s survey results, there was even stronger evidence that companies are actively pursuing manufacturing improvement initiatives. Nearly 70 percent of respondents, up from 56 percent in 2008 said that they had begun efforts to upgrade purchasing and purchasing quality; 69 percent, up from 64 percent, have taken steps to modernize manufacturing process technology; and 62 percent, up from 47 percent, were realigning their manufacturing footprint. Moreover, lean manufacturing approaches, largely ignored by both multinationals and domestic Chinese manufacturers in the initial race to transform China into a manufacturing haven, are more and more in evidence. This year, more than 10 percent of the companies surveyed,
The third annual China Manufacturing Competitiveness Study was conducted by the American Chamber of Commerce in Shanghai (AmCham Shanghai) in cooperation with Booz & Company, a leading global management consulting firm. A total of 202 manufacturing companies with operations in China were surveyed in December 2009, on their perceptions of China as both a sales market and a production center for domestic distribution and exports as well as their plans for manufacturing improvements and sustainability initiatives. The 2008 study included the impact of the global recession on manufacturing in China. In this year’s survey, we attempted to gain a better understanding of how companies are managing the new and still changing business environment which has continued to expand, albeit at a slower pace, in the face of the global economic downturn.
Of the companies surveyed, 85 percent were wholly owned by foreigners, 9 percent were joint ventures between multinationals and Chinese partners, and 6 percent were categorized as “others.” Over 70 percent established their first China manufacturing operations after 1995. Manufacturing industries surveyed included consumer, industrial, healthcare and materials. About 40 percent of the respondents have an additional major presence in China beyond their manufacturing footprints, including representative offices, regional or global headquarters, regional or global procurement centers, and regional or global R&D centers. The study was conducted through an online survey combined with focus group discussions to validate data conclusions.
6 China Manufacturing Competitiveness 2009-2010
Executive Summary
compared to 8.5 percent in 2008, installed Enterprise Resource Planning (ERP) and Manufacturing Resource Planning (MRP) systems, while 9.6 percent, double from the year before, have adopted Six Sigma quality control and lean manufacturing methodologies.
Among those who have implemented lean manufacturing techniques in 2009, product flow and site layout optimization and ERP/MRP systems produced the most satisfactory results. Moreover, product flow and site layout optimization, as well as advanced demand/capacity planning, were the most popular options for accelerated adoption. Meanwhile, implementation of expensive and resource-intensive techniques such as ERP/MRP appears to have tapered this year, likely due to financial constraints as a result of the global economic crisis.
It is important to note that implementing sophisticated and modern manufacturing approaches require diligent management of the new processes and painstaking integration of the equipment and systems into the culture and operations of the organization.
LABOR CHALLENGES RETURN
2009 saw a temporary reprieve from the steadily increasing cost and limited availability of labor for manufacturers in China. The global economic crisis dramatically reduced export demand from the West resulting in layoffs and a softer labor market. By December of 2009, however, China's economy had returned to growth levels seen prior to the economic downturn and today, human capital challenges are as severe as they have ever been.
The Labor Contract Law, which took effect in January 2008, set forth the legal rights and responsibilities of employers, employees and labor unions, and strengthened the legal mechanisms for protecting employees’ rights. And while the longer term impact of the law on labor costs in China is yet to be seen, 78 percent of respondents in this year’s survey reported an increase in costs.
Whether due to evolving government policy or the rapid pace of China’s economic development, China’s labor market is changing. In the past 12 months, China has gone from having an excess of workers to a greatly tightened job market as the pace of economic growth in China and around the world picks up. However, survey results indicate that most companies appear to be adjusting well and are shifting strategies in an attempt to take advantage of the new labor landscape. Manufacturers are choosing to broaden their value propositions for workers,
which has the advantage of strengthening employee recruitment and retention – a major concern of surveyed companies. A strong majority, 79 percent of respondents, said that they are providing more training and career development assistance to employees rather than relying on compensation to attract and retain workers.
Other companies confronting labor challenges have focused on operational improvements. More than half of those surveyed said that they were simplifying processes and almost one-third are increasing automation to foster greater efficiency.
GREEN REVOLUTION
Much has been made of China’s environmental problems – air pollution, lack of clean water, minimal regulations and substantial carbon footprint, among other issues. Perhaps not enough has been said about the significant steps taken by China to address this issue such as higher factory emission standards, an emphasis on developing renewable energy technologies and stricter oversight of potential polluters.
Western multinationals have a strong record of bringing best-practice environmental standards to China and this year’s survey results bear this out. We asked companies to comment on their sustainability strategies and the resulting benefits. Three-quarters of respondents said that they were adopting green technology in their China operations and 60 percent anticipate savings to operations from their green investment. The number one priority was to increase energy efficiency (86 percent), followed by conserving or recycling water (83 percent). A majority of multinationals (58 percent) are selling services into the Chinese market that benefit the environment or that are produced and distributed in ways that are environmentally sound.
Still, despite their good intentions, companies have not yet shown that they are willing to take the appropriate steps to safeguard critical resources. While nearly 80 percent have analyzed their energy usage in order to improve efficiency, fewer than 50 percent of respondents said that they have defined their water footprint.
Unlike in other markets, it is difficult to price green products competitively in China. Only 30 percent of respondents said that they could demand higher prices for green products and services in China, compared to 46 percent of companies that said they do so in other markets around the world.
China Manufacturing Competitiveness 2009-2010 7
Executive Summary
NEW HORIZONS
While China, particularly East China, remains extremely attractive to foreign manufacturers as an investment destination, increasing costs and labor availability are driving companies to consider other options for their lower cost, export-driven operations.
In 2009, approximately twice the percentage of companies considered relocation or expansion plans for their manufacturing operations than in 2008 – both within and outside of China. For those considering plans to relocate or expand outside of China, more than half said they would stay within Asia, identifying India and Vietnam as their top choices on the continent. Latin America and Eastern Europe ranked a distant second and third.
However, companies must balance the savings in cost against forfeiting the advantages that China offers relative to other low-cost countries. These include increasingly strong supply chain and logistics capabilities, a growing consumer market, an improved operating and regulatory environment, and access to technology. In addition, although factories in China are generally still in the early stages of implementing innovative manufacturing practices, these lean techniques and processes are even less prevalent in surrounding low-cost countries.
CONCLUSION
China remains an extraordinarily attractive country in which to establish and expand manufacturing operations. However, in 2009 there was a definite shift in the duality strategy that so many multinationals have adopted as
companies increasingly viewed access to the local Chinese market as more important than sourcing from a low cost country.
This changing landscape offers substantial opportunities for multinationals but they must be proactive and diligent about taking advantage of them. To benefit most from China’s domestic market, companies must continue to improve their sales and marketing capabilities as well as transfer world-class manufacturing practices – lean techniques, footprint optimization, demand and capacity planning and the like – to their Chinese operations.
In addition, companies will need to revisit their talent acquisition development programs. The emphasis should be on creating a workforce that is loyal, productive and highly skilled. This could be difficult and costly in the early stages, but well worth the effort. In the end, investing in a company’s workforce in China will pay dividends in quality and output gains.
Most of all, companies must avoid complacency when addressing the global cost competitiveness of their operations. As labor and material costs rise, companies will increasingly seek options within and outside of China to cut operating costs. However, choosing the right site requires a careful analysis of local conditions to determine whether lower cost locations fit the company’s needs and strategies in terms of infrastructure, distance from markets, level of worker abilities and demographics.
We hope that this study offers a roadmap for foreign-invested manufacturers as they navigate China’s ever-changing commercial business environment.
Brenda Lei FosterPresidentThe American Chamber of Commerce in Shanghai
Joni BesslerVice PresidentBooz & Co.
8 China Manufacturing Competitiveness 2009-2010
内容提要
上海美国商会(AmCham. Shanghai)很荣幸地联手博斯公司(Booz.&.Company)开展了对中国制造业竞
争力的研究,特此公布第三年度的研究成果。博斯公司是全球顶尖的管理咨询公司,为世界领先的企业、政府和机构提供服务。此次研究揭示了跨国制造企业如何看待中国作为其市场及出口平台的发展情况。.
总的看来,此次调查揭示了跨国公司在中国“双重动机战略”(“duality. strategy”)的转变。该战略使中国作为一个中枢,为跨国公司同时提供了进入本土市场以及发展亚太地区乃至全球出口的双重角色。在将进入不断成长的中国市场视为主要战略的受访企业数量显著增长的同时,计划以中国作为其亚洲市场供应基地的受访企业的数量却在减少。.
此外,本年度调研显示,计划将制造业务迁往中国国内成本更低的地区或印度和越南等其它新兴亚洲国家的企业数量也在显著增长。从以上两种情况看来,企业正设法寻求劳动力、土地、物流和税收方面的成本削减。..
晴空下的些许阴霾
本次对拥有约1,500处制造基地的202家外商投资制造企业的调研开展于2009年12月。此次调研的受访企业明确地希望扩大其在华运营,以服务于中国巨大的市场。近83%的受访企业表示,其在华设立制造业务的主要动机是为中国市场提供产品或原材料。这一数字高于两年前的71%。.
尽管整体乐观,但这些企业也持一定的谨慎态度。与2008年相比,2009年中国在劳动力成本、物流成本以及劳动力可获得性等方面的竞争优势均有所下降。面对华南及华东等较发达地区不断上升的成本,有28%的受访企业表示,计划未来五年内在中国国内转移制造基地或扩大制造产能;而2008年中,这一比例为17%。此外,有14%的受访企业表示,可能将同时转移至中国其它地区和其它国家;而一年前这一比例仅为3%。重庆、成都、武汉和郑州等西南及华中地区则由于在劳动力可获得性及税收优惠方面相对于中国其它地区更有成本竞争力而备受青睐。.
尽管中国成功地抵御住了此次全球经济衰退,但受访企业在2009年中的整体平均息税前利润率从一年前的15%跌至8.3%。由于经济衰退所造成的需求减少,以及工资和原材料价格的上升,成为这些企业在华开展制造业务的首
要顾虑。此外,61%的受访对象表示,如果中国政府未在2008年底推出旨在对农村基础设施、交通运输、医疗、教育、环境和工业等与经济息息相关的领域予以支持的四万亿(约合5,860亿美元)元刺激计划,2009年的商业环境可能会更差。.
对最佳实践更为关注
考虑到此次全球经济衰退,我们就企业用于应对收入不足和出口锐减的战略开展了调查。挖掘中国国内市场中的机遇成为最受青睐的战略。然而,我们也注意到,企业日益关注于实施成熟的长期战略,以提升产品竞争力和供应链效率。究其原因,可能是由于认识到了许多在本土环境下运营的中国企业是行动迅速的对手,具备超越在精益制造方面有所欠缺的竞争者的潜力。此外,受访企业所青睐的改善措施还包括升级产品设计和减少供应商数量并和关键供应商发展和建立合作伙伴关系。
为了进一步探究企业盈利能力被削弱的问题,我们请制造企业列出它们采取了哪些措施以减轻中国成本上升所带来的影响。受访企业再一次表示,它们正在采取更为先进的最佳实践。近22%的受访企业正在改善内部成本控制体系,其它所采取的最佳实践包括:提高生产率(17%)、实施精益制造(17%)、采取节能措施(16%)和转为使用其它低成本原材料(15%)。.
精益制造深入人心
在去年的调研中,我们发现,在华跨国企业为完善并获得规模效应和范围效应而升级其制造流程以控制成本的这一趋势初见端倪。我们赞同这一趋势,但同时也提醒,如果制造企业想在华销售中获得稳固收益,就更应把中国看作是一个充满竞争的制造和销售市场,而不是一个简单的低成本国家。此次全球衰退强调了这一建议的重要性:2009年中,对许多跨国企业而言,中国是少数几个实现盈利的地区之一,这也明确地体现了中国市场对企业增长前景的重要性。.
与去年的调研结果相比,更为有力的证据显示,企业正积极地从事制造改善措施。近七成的受访对象表示开始升级采购方式并提高采购质量(去年为56%);69%的受访对象已采取行动实现制造加工工艺的现代化(去年为64%);62%的受访对象正在调整其制造分布(去年为47%)。.
China Manufacturing Competitiveness 2009-2010 9
内容提要
此外,采取精益制造这一趋势日益明显,这一点,在中国作为制造业天堂的初期发展阶段中,曾经或多或少地被跨国企业和中国本土制造企业所遗忘。今年,超过10%的受访企业安装了企业资源规划(ERP)或制造资源规划系统(MRP),去年该比例为8.5%;9.6%的受访企业实施了六西格玛质量控制和精益制造方法,该比例较去年增长一倍。.
在那些于2009年中采用了精益生产技术的企业中,优化产品流和工厂布局以及ERP或MRP系统等措施成为获得满意度最高的最佳实践工具。此外,优化产品流和工厂布局以及先进的需求和产能规划等措施将成为企业最可能加快实施步伐的改进方案。与此同时,在全球经济危机的大环境下,由于可能存在资金紧张等制约因素,有意实施ERP或MRP等高成本及资源密集型措施的企业比例在本年度有所下降。
需要注意的是,实施成熟和先进的制造方法需要对新流程加以细心地管理并使设备及系统能够真正地与企业文化及运营相融合。.
再次面临劳动力挑战
2009年中,对于在华制造商而言,稳步上升的成本和劳动力的不足曾有短暂的缓解。全球经济危机使得西方进口需求锐减,导致裁员和劳动力市场疲软。但截至2009年12月,中国经济重回经济衰退前的增长水平。目前,人力资源的挑战与往常同样严峻。.
2008年1月生效的《劳动合同法》规定了雇主、员工及工会的法律权益和责任,并强化了保护员工权益的法律机制。尽管新的劳动法对中国劳动力成本的长远影响尚未显现,但在本年度调研中,78%的受访对象认为成本将升高。.无论是出于变化的政府政策或是中国经济的快速发展,中国的劳动力市场正在发生变化。过去一年中,由于中国和全球经济复苏步伐加快,中国经历了从劳动力过剩到劳动力市场极度紧缺的这一过程。然而,调研结果显示,大多数企业表现出良好的适应,并转变战略以力图利用新的劳动力竞争情况。制造企业认为扩大对员工的价值主张以强化对员工的招聘和挽留.—.这一点也是受访企业的共识。绝大多数的受访对象(79%)表示,他们为员工提供更多的培训及职业发展方面的协助,而非仅仅依赖薪酬来吸引并挽留员工。.
上海美国商会(AmCham. Shanghai)联手
全球顶尖的战略管理咨询公司. —. 博斯公司
(Booz. &. Company)开展了第三次年度的
中国制造业竞争力研究。2009年12月,我
们就如何将中国视为销售市场及其本国销售
和出口的生产中心,以及如何规划制造改善
及可持续措施等议题,对202家在华开展业
务的制造企业进行了调查。2008年的竞争力
研究包含了全球经济衰退对在华制造业的影
响。而在今年的调研中,我们尝试更深入地
了解企业如何采取行动应对全新且不断变化
的业务环境。在全球经济衰退的大环境下,
尽管这一趋势的增长步伐放缓,但仍在不断
扩大。
调研的企业中,85%的企业为外商独资企
业、9%为跨国企业和中国企业组建的合资
公司、6%归为“其它”类别。逾七成的企
业在1995年后首次在华设立制造业务。所调
研的制造行业包括消费品、工业品、医疗及
材料等产业。约四成的受访企业在中国除了
建立工厂之外还设立有其它重要职能机构,
如:代表处、区域或全球总部、区域或全球
采购中心、以及区域或全球研发中心。研究
使用了网上问卷调查和焦点小组访谈相结合
的方式,以验证数据结论。
10 China Manufacturing Competitiveness 2009-2010
内容提要
企业所面临的其他劳动力挑战主要集中在运营改善方面。超过半数的受访对象表示正简化流程,近三分之一的受访对象正提高自动化程度,以提高效率。.
绿色革命
在所有其它问题中,中国所面临的环境问题更为严峻:空气污染、缺乏清洁的水资源、法规宽松和大量的碳足迹。对采取更高的工厂排放标准、强调发展可再生能源技术和更严格地监督可能的污染企业等重大措施以解决污染这一问题上,中国也许并不够重视。
西方跨国企业在将最佳环保标准引入中国方面有着良好的口碑,而本年度的调研结果也验证了这一点。我们要求受访企业就其可持续战略及所带来的益处发表意见。四分之三的受访对象表示在其中国业务中采用了绿色技术,六成的受访对象预计可以从环保投资中实现运营成本的节省。位于第一位的环保措施是提高能源效率(86%),紧随其后的是节约或循环使用水资源(83%)。大多数跨国企业(58%)向中国市场出售有益于环境的服务或以环保的方式进行制造和销售。
尽管企业有着良好的意愿,但并未显示出乐于采取合适的措施,以保护关键资源。尽管有近八成的受访对象已经对能源使用进行分析,从而提高效率;但确定水足迹战略的企业不足半数。.
与其他市场不同,在中国难以对绿色产品进行有竞争力的定价。仅有30%的受访对象表示其在中国的绿色产品及服务价格更高,与之相比,在全球其他市场中有46%的企业定出更高的价格。
新的视野
尽管在外资制造企业眼中,中国.—.特别是华东地区.—.仍是极度具有吸引力的投资区域,但是不断攀升的成本和紧迫的劳动力可获得性迫使企业为其低成本、出口导向型业务考虑其它的解决方案。.
在2009年中,考虑在中国境内外迁移制造基地或扩大制造
产能的企业所占比例与2008年相比约上升了一倍。在考虑迁出中国或在国外扩大产能的企业中,有超过一半的企业表示仍将选择亚洲,并且认为印度和越南将是他们优先考虑的区域。而分别位列第二和第三的拉美和东欧地区的吸引力与亚洲相比存在不小的差距。...
然而,企业必须平衡在其它国家获得的成本节省和搬出中国后所失去的中国优势之间的利弊。这其中就包括日益增强的供应链和物流能力、不断增长的消费市场、不断改善的运营和政策环境以及技术的可获得性。此外,尽管在华的制造工厂通常仍处于实施先进制造实践的初期阶段,但这些精益技术在周边低成本国家中的应用更为有限。. .结论
对于建立并扩大制造业务而言,中国仍是一个特别具有吸引力的国家。然而,“双重动机战略”在2009年发生了明确的转变,许多跨国企业已经越来越多地着眼于占领中国本土市场,而非仅仅是从一个低成本国家采购。
这一不断变化的竞争情况为跨国企业带来了实质性的机遇,但企业必须积极谨慎地利用这些机遇。为了从中国本土市场中实现利益的最大化,企业必须不断地提高销售及营销能力,并将精益制造技术、制造基地分布优化、需求及产能规划等一流的制造业实践植入其中国运营中。
此外,企业需要重新思考其人才获得及培养计划。致力于建立一个忠诚、高效并具备熟练技能的工作团队。尽管这在早期阶段有些困难且耗资巨大,但值得一试。最后,企业对在华劳动力的投资将在质量和产量方面都带来收益。
最为重要的是,企业在应对其业务的全球成本竞争力时,必须避免安于现状。由于劳动力和原材料成本上升,企业将愈发需要在中国境内外寻求方法,以削减运营成本。然而,选择正确的地点需要仔细分析当地情况,从而确定低成本地区是否符合企业在基础设施、与市场间的距离、工人能力水平及人群分布方面的要求和战略。.
我们希望此次研究能为在华的外商投资制造企业在面临中国不断变化的商业环境时指明方向。
傅丝德.(Brenda Lei Foster)
总裁
上海美国商会
贝思宁.(Joni Bessler)
副总裁
博斯公司
贝思宁.(Joni Bessler)
副总裁
博斯公司
Introduction简.介
12 China Manufacturing Competitiveness 2009-2010
Key Questions主要问题
What have been the major drivers that encouraged companies to establish their manufacturing operations in China? 使各国企业在中国建立生产运作的主要驱动因素有哪些?
How do companies view China’s competitiveness as a manufacturing location and to what degree are they considering relocating their operations to new sites – either within or outside China? 各国企业如何看待中国作为制造业基地的竞争力?他们在多大程度上有打算将目前在中国的生产运营迁址到其他国家或者转移到中国境内的其他地方?
Given the current global crisis, how did companies perform in 2009, what were their key challenges and what strategies did they employ? 鉴于此次全球经济危机,这些企业在2009年表现如何?他们面临着哪些重要挑战并采取了哪些应对战略?
What manufacturing best practices and global standards were companies looking into and how well were they adopted? 这些企业在中国的生产中运用了哪些制造业最佳实践和全球标准?运用的情况如何?
What has been the impact of China’s changing labor landscape?中国变化的劳动力环境带来了哪些影响?
What “green” efforts have companies undertaken in China?各国企业在中国采取了哪些“绿色”措施?
1
2
3
4
5
Introduction
6
China Manufacturing Competitiveness 2009-2010 1�
Mining & Building Products 矿业和建筑产品
Chemical / Petroleum 化工/石化
Container & Packaging 包装材料
Construction & Engineering 建筑工程
Paper & Forest Products 纸业及林产品
Healthcare Equipment & Supply 医疗设备及耗材
Industrial Machinery & Engineering Equipment 工业机械
Electrical Equipment 电子设备
Aerospace & Defense 航天国防
Communication Equipment 通信设备
Consumer Electronics 消费电子
Automotive 汽车
Food & Beverage 食品饮料
Textile, Apparel & Luxury Goods 纺织,服装和奢侈品
Other Consumer Goods 其他消费类产品
Industry.breakdown.of.survey.respondents受访公司行业分类
Total number of company respondents = 202 受访公司总数=202
Note: The “China Manufacturing Competitiveness Study” has been jointly conducted by AmCham Shanghai and Booz & Company for the past 3 years. The respondents were mainly CEOs, General Managers, COOs, and Plant and Logistics Managers who are members of AmCham Shanghai, AmCham South China, British Chamber, Danish Chamber, French Chamber, Italian Chamber, Mexican Chamber and the Confederation of Indian Industries 注:《中国制造业竞争力研究》是博斯公司和上海美国商会连续第三年共同发表的相关研究,受访对象来自上海美国商会、华南美国商会、英国商会、丹麦商会、法国商会、意大利商会、墨西哥商会及印度工业联合会成员公司的首席执行官、总经理、首席运营官、厂长及物流经理等Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Multiple Selection Allowed 一家公司可归于多类
No. of Survey Respondents受访公司数
162
180
160
140
120
100
80
60
40
20
0
91%
30%
18%
23%
146
40%
56%
17%
9%
24%
Industrial.工业品
16%
30%
10%
35%
20%
5%
116
17%
30
13% 19%
19
Consumer消费品
Material材料
Healthcare医疗
Others其他
Others 其他
Building Materials 建筑材料
Introduction
The 2009 survey included 1,430 plants of 202 member companies – from AmCham Shanghai and six other leading international chambers
来自上海美国商会以及六大国际商会拥有1,430处制造基地的
202家成员公司参与了2009年度调查
Biotechnology & Pharmaceutical生物技术和制药
14 China Manufacturing Competitiveness 2009-2010
Ownership Structure of Survey Respondents受访公司的所有权结构
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Time in China进入中国的时间
Question: In what year did you establish your first manufacturing operation in China?问题:贵公司何年于中国成立第一家制造工厂?
85%
9%
6%
26%24%
13%
10%11%
24%
Wholly Foreign Owned Enterprise (WFOE)外商独资
Equity JV合资
Others 其他
2005-2009
2000-2004
1995-1999
1990-1994
1985-1989
1980-1984
Introduction
Part I
The Duality Play双重角色
The key drivers for locating manufacturing operations in China have remained
relatively consistent over the past three years
. 在中国建立生产基地的主要动机在过去的三年中保持相对一致
The duality play strategy is defined as integrated operations that support both
local growth and global sourcing
双重动机战略定义为同时支持本土市场发展和全球供应的整合化运营
Companies increasingly view China as a duality play, with local market access
gaining in relative importance
. 企业日益重视中国的“双重角色”,但相对更为重视切入中国当地市场
The duality play is being pursued across industries – although the consumer
sector highlights labor and material cost savings as a major motive
. 各行业也追求这一“双重角色”,但消费品领域更重视节省劳动力和材料成本
16 China Manufacturing Competitiveness 2009-2010
2009 Study2009年研究数据
2008 Study2008年研究数据
2007 Study2007年研究数据
Source: China Manufacturing Competitiveness Study 2007-2008, 2008-2009 and 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力研究2007-2008,2008-2009及2009-2010,博斯公司分析
Part I The Duality Play
Key Drivers for Locating in China 在中国建立生产基地的主要动机
Question: What were your major motives for establishing a manufacturing base in China?问题:贵公司在中国设立制造基地的主要目的是什么?
100
80
60
40
20
0Access to
local Chinesemarket
切入中国当地市场
82.776.9
70.865.8 65.7 64.0
50.5 54.6 51.744.4 44.4
40.4 41.346.3
42.7
16.3 17.6
7.9 9.216.7
6.7
Labor cost savings
节约劳动力成本
Access to Asianmarket
切入亚洲市场
Material cost savings
节约材料成本
Strategic moveagainst key
globalcompetitors
针对全球主要竞争对手而采取的战略性举措
Access to talent /quality labor
招揽人才/优质劳动力
Utility cost savings节约公用事业成本
% of Respondents受访公司比例
China Manufacturing Competitiveness 2009-2010 17
The Duality Play Part I
Key Drivers for Locating in China 在中国建立生产基地的主要动机
Question: What were your major motives for establishing a manufacturing base in China?问题:贵公司在中国设立制造基地的主要目的是什么?
Both motives两者皆是
Labor or material cost savings as major motive主要为了节省劳动力和材料成本
Local market access as major motive主要为了进入当地市场
Neither motive两者都不是
Source: China Manufacturing Competitiveness Study 2007-2008, 2008-2009 and 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力研究2007-2008,2008-2009及2009-2010,博斯公司分析
Year 20072007 年
Year 20082008 年
47%
22%
23%
8%
57%
11%
20%
12%
Year 20092009 年
63%
7%
27%
3%
18 China Manufacturing Competitiveness 2009-2010
Key Drivers for Locating in China 在中国建立生产基地的主要动机
Question: What were your major motives of establishing a manufacturing base in China?问题:贵公司在中国设立制造基地的主要目的是什么?
4%
Note: Out of total 202 respondents, 70 cross-industry samples were not considered for industry analysis. Sample size: 132注:202家受访公司中,70家跨行业公司在行业分析时不予考虑,行业分析样本数:132Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Part I The Duality Play
50
Consumer消费品
59%
16%
20%
4%
51
Industrial工业品
71%
0%
27%
2%
6
Healthcare医疗
83%
0%
17%
0%
25
Materials材料
56%
0%
40%
4%
By Industry* 按行业*
# of Respondents受访公司数量
Both motives两者皆是
Labor or material cost savings as major motive主要为了节省劳动力和材料成本
Local market access as major motive主要为了进入当地市场
Neither motive两者都不是
Part II
China's Competitive Edge中国的竞争优势
While respondents continue to view China as a competitive manufacturing location, a sense of uncertainty prevails . 尽管受访公司仍将中国视为富有竞争力的制造基地,同时存在相当比例受访者对中国.优势持难以. 判断观点
However, there are notable differences across industries – the materials sector is under the most pressure . 然而,行业间的差异巨大—材料行业面临的压力最大
In 2009, labor and logistics costs, while still above neutral, were viewed as less competitive against the global footprint than in 2008 – while currency and market stability have strengthened 2009年中,尽管劳动力及物流成本的竞争力仍处于中上水平,但较2008年有所下降,.而在货币和. 市场稳定性方面的竞争力则得以增强
IP protection remains a top issue of concern for manufacturers in China . 知识产权保护仍是中国需要解决的首要问题
Overall, companies are more actively considering relocation or expansion plans – both within and outside China . 整体而言,许多企业正更为积极地考虑在中国境内外进行制造基地转移或产能扩张
Looking across industries, consumer and materials sectors are most actively considering relocation and/or expansion. 纵览各行业,消费品及材料领域最为积极地考虑制造基地转移及/或产能扩张
There has been a dramatic increase in the percentage of respondents that are considering relocation or expansion to other sites within China . 受访公司中,考虑在中国境内进行转移或扩张的比例显著上升
Within the 42 percent of respondents who plan to expand capacity within China, 70 percent of them plan to grow through incremental investments . 在42%的计划在中国境内扩张产能的受访公司中,70%计划通过一般投资实施扩张
For companies with plans to relocate or expand within China, Southwest China and the Yangtze River Delta remain the preferred location. This is consistent across industries. 对于想要在中国境内进行转移或扩张的公司来说,西南地区及长江三角洲是他们的首.选地点。不同. 行业的调研结果显示出相同的趋势
Top relocation candidates ouside China include India and Vietnam, with Latin America and Eastern Europe as distant choices. 中国之外的首选转移目的国包括印度和越南,其次为拉丁美洲以及东欧地区
Both motives两者皆是
Labor or material cost savings as major motive主要为了节省劳动力和材料成本
Local market access as major motive主要为了进入当地市场
Neither motive两者都不是
20 China Manufacturing Competitiveness 2009-2010
Question: Do you think manufacturing in China is losing its competitive edge to other low-cost countries?
问题:您认为中国的制造业同其它低成本国家相比是否正在丧失竞争优势?
Source: China Manufacturing Competitiveness Study 2007-2008, 2008-2009 and 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力研究2007-2008,2008-2009及2009-2010,博斯公司分析
Strongly disagree完全不同意
Disagree不同意
Neutral不置可否
Agree同意
Strongly agree完全同意
4%
2007 Study2007年研究数据
29%
13%
46%
8%
5%
2008 Study2008年研究数据
22%
28%
38%
8%
6%
2009 Study2009年研究数据
27%
27%
34%
7%
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 21
Question: Do you think manufacturing in China is losing its competitive edge to other low-cost countries?
问题:您认为中国的制造业同其它低成本国家相比是否正在丧失竞争优势?
Note: Out of total 202 respondents, 70 cross-industry samples were not considered for industry analysis. Sample size: 132注:202家受访公司中,70家跨行业公司在行业分析时不予考虑,行业分析样本数:132Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Consumer消费品
Industrial工业品
Healthcare医疗
Materials材料
50
4%
32%
24%
38%
2%
516%
29%
24%
29%
12%
6
33%
50%
17%
25
8%
8%
25%
46%
13%
By Industry* 按行业*
# of Respondents受访公司数量
Strongly disagree完全不同意
Disagree不同意
Neutral不置可否
Agree同意
Strongly agree完全同意
China’s Competitive Edge Part II
22 China Manufacturing Competitiveness 2009-2010
Question: How do you evaluate the following parameters in China vs. your existing footprint around the world?
问题:相对于贵公司在世界其他地区的制造基地,您如何评价中国在以下方面的竞争力?
Average Score of Parameters with Above-Standard Ratings
Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
2.012.00
2.022.01
2.032.24
2.082.25
2.082.24
2.092.20
2.092.17
2.092.16
2.232.09
2.272.16
2.312.38
2.311.84
2.402.13
2.462.15
2.632.78
2.712.46
2.782.79
1.00 2.00 3.00Worse较差
Neutral一般
Better较好
Local market growth地方市场增长
Size of local market地方市场规模
Labor costs劳动力成本
Political stability政治稳定性
Market stability市场稳定性
Currency stability货币稳定性
Labor availability劳动力可获得性
Raw material costs原材料成本
Availability of supply base供应商可得性
Utility costs公用事业成本
Tax benefits税务优惠
Labor quality劳动力质量
Logistics costs物流成本
Land costs土地成本
Readiness to adopt industry’s best practice采用业内最佳实务的能力
IT / Telecom infrastructureIT / 电信基础设施
International / cross-border logistics infrastructure国际 / 跨境物流基础设施
2009 2008
评分处于中上水平的因素
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 2�
Question: How do you evaluate these parameters in China vs. your existing footprint around the world?
问题:相对于贵公司在世界其他地区的制造基地,您如何评价中国
在以下方面的竞争力?
Average Score of Parameters with Below-Standard Ratings 评分处于中下水平的因素
Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
1.981.97
1.951.92
1.881.92
1.821.90
1.771.89
1.771.88
1.931.84
1.891.82
1.861.81
1.731.80
1.781.74
1.771.71
1.741.70
1.481.40IP protection
知识产权保护
Legal compliance合规性
Local protectionism地方保护主义
Quality of living environment生活环境质量
Price pressure from major customers来自主要客户的价格压力
Environmental sustainability环境可持续性
Management capabilities管理层能力
Flexible social & health regulation灵活的社会和卫生法规
Government efficiency政府效率
Access to technology技术可获得性
Access, ease and cost of financing融资可得性、便捷性和成本
Trade environment (e.g. hostile tariffs and quotas)贸易环境(如敌意的关税和配额制度)
Domestic logistics infrastructure国内物流基础设施
Local competitive landscape地方竞争形势
2009 2008
China’s Competitive Edge Part II
1.00 2.00 3.00Worse较差
Neutral一般
Better较好
24 China Manufacturing Competitiveness 2009-2010
Plans to Relocate or Expand Manufacturing Capacity 制造转移或扩张的具体计划
Question: Do you have concrete plans to relocate or expand manufacturing capacity within China or out of China in the next 5 years?
问题:针对今后五年的发展,贵公司是否已制订在中国境内或向
中国以外地点转移或扩张制造设施的具体计划?
Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
Year 20082008 年
Year 20092009 年
17%
27% of respondentswith relocation orexpansion plans
27%的受访公司有转移或扩张计划
3%
7%
50% ofrespondents with
relocation orexpansion plans
五成的受访公司有转移或扩张计划
50%
28%
14%
8%
73%
Plans to relocate or expand only within China只计划在中国境内转移或扩张
Plans to relocate or expand both within and outside China计划在中国境内及境外转移或扩张
Plans to relocate or expand only out of China只计划在中国境外转移或扩张
No concrete plans to relocate or expand并无具体的转移或扩张计划
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 25
Plans to Relocate or Expand Manufacturing Capacity 制造转移或扩张的具体计划
Question: Do you have concrete plans to relocate or expand manufacturing capacity within China or out of China in the next 5 years?
问题:针对今后五年的发展,贵公司是否已制订在中国境内或向
中国以外地点转移或扩张制造设施的具体计划
Note: Out of total 202 respondents,.70 cross-industry samples were not considered for industry analysis. Sample size: 132注:202家受访公司中,70家跨行业公司在行业分析时不予考虑,行业分析样本数:132Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Consumer消费品
Industrial工业品
Healthcare医疗
Materials材料
50
36%
16%
10%
38%
51
24%
8%4%
65%
6
17%
17%
0%
67%
25
32%
20%
12%
36%
By Industry* 按行业*
Plans to relocate or expand only within China只计划在中国境内转移或扩张
Plans to relocate or expand both within and outside China计划在中国境内及境外转移或扩张
Plans to relocate or expand only out of China只计划在中国境外转移或扩张
No concrete plans to relocate or expand并无具体的转移或扩张计划
# of Respondents受访公司数量
China’s Competitive Edge Part II
Plans to relocate or expand only within China只计划在中国境内转移或扩张
Plans to relocate or expand both within and outside China计划在中国境内及境外转移或扩张
Plans to relocate or expand only out of China只计划在中国境外转移或扩张
No concrete plans to relocate or expand并无具体的转移或扩张计划
26 China Manufacturing Competitiveness 2009-2010
Companies with Plans to Relocate or Expand Manufacturing Capacity Within China
在中国境内制造基地转移或产能扩张
Question: Do you have concrete plans to relocate or expand manufacturing capacity within China in the next 5 years?
问题:针对今后五年的发展,贵公司是否已制订在中国境内转移或
扩张制造设施的具体计划?
Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
17%
80%
28%
58%
Year 20082008 年
Year 20092009 年
3%
14%
Plans to relocate or expand only within China只计划在中国境内转移或扩张
Plans to relocate or expand both within and outside China计划在中国境内及境外转移或扩张
No concrete plans to relocate or expand 无具体的转移或扩张计划
20% of respondents haveplans to relocate or expand
within China20%的受访公司有在
中国境内的转移或扩张计划
42% of respondents haveplans to relocate or expand
within China42%的受访公司有在
中国境内的转移或扩张计划
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 27
Question: If you plan to expand capacity within China, will the investment be significant or incremental?
问题:如果贵公司计划拓展中国运营,会选择大额投资还是附加投资?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
42%
58%
30%
70%
China’s Competitive Edge Part II
Significant大额
Incremental附加
Yes是
No否
28 China Manufacturing Competitiveness 2009-2010
Preferred Expansion Locations within China 中国境内的首选转移 / 扩张地点
Question: What areas in China are your top � candidates for potential relocation or expansion?
问题:贵公司最可能开展制造转移或扩张的三大候选地点是哪些?
Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
# of Respondents受访公司数量
60
50
40
30
20
10
0Southwest
(Chongqing, Chengdu)西南地区(如重庆和成都)
57
20
14
23
Yangtze RiverDelta (e.g.Suzhou,
Changzhou)长江三角洲(如苏州及常州)
54
8
14
32
Central (e.g.Wuhan,
Zhengzhou)华中地区(如武汉及郑州)
34
12
15
7
Shanghai上海
283
7
18
Bohai Delta (e.g. Tianjin,
Baoding)渤海三角圈(如天津和保定)
214
13
4
Northeast (e.g.
Shenyang)东北地区(如沈阳)
1955
9
Northwest(e.g. Xi’an)西北地区(如西安)
17
10
43
Year 20092009年
Pearl River Delta (e.g. Dongguan
Foshan)珠江三角洲(如东莞及佛山)
13
6
70
Beijing北京
6
42
0Guangzhou
广州
5
32
Shenzhen深圳
32
0 1
Year 20082008年
40
30
20
10
0
YangtzeRiver Delta长江三角洲
38
9
27
2
Southwest西南地区
25
8
10
7
Shanghai上海
22
18
22
Bohai Delta渤海三角圈
18
62
10
Central华中地区
17
6
7
4
Pearl River Delta
珠江三角洲
15
2
11
2
Northeast东北地区
14
5
7
2
Shenzhen深圳
9
1
4
Beijing北京
8
1
3
Guangzhou广州
7
1
Northwest西北地区
7
054 4
42
2
# of Respondents受访公司数量
Third choice第三选择
Second choice第二选择
Top choice第一选择
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 29
Top Preferred Expansion Locations Within China 中国首选的制造转移或扩张地点
Question: What areas in China are your top � candidates for potential relocation or expansion?
问题:贵公司最可能开展制造转移或扩张的三大候选地点
Note: Out of total 202 respondents,.70 cross-industry samples were not considered for industry analysis. Sample size: 132注:202家受访公司中,70家跨行业公司在行业分析时不予考虑,行业分析样本数:132Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Third choice第三选择
Second choice第二选择
Top choice第一选择
15
10
5
0Yangtze
River Delta长江三角洲
14
Southwest西南地区
13
Central华中地区
9
Bohai Delta渤海三角圈
7
Northeast东北地区
6
Consumer 消费品# of Respondents受访公司数量
15
10
5
0Southwest西南地区
13
YangtzeRiver Delta长江三角洲
12
Central华中地区
8
Shanghai上海
7
Northwest西北地区
7
Industrial 工业# of Respondents受访公司数量
15
10
5
0Yangtze
River Delta长江三角洲
11
Southwest西南地区
8
Shanghai上海
4
Pearl RiverDelta
珠江三角圈
4
Northwest西北地区
4
Materials 材料# of Respondents受访公司数量
By Industry* 按行业*
China’s Competitive Edge Part II
�0 China Manufacturing Competitiveness 2009-2010
Question: Please evaluate your “Within-China” relocation candidates vs. overall China average
问题:请根据中国的平均水平评价贵公司的首选 “ 中国境内 ” 迁移地点
Average Score of Top 5 and Bottom 5 Parameters 5 项最高和最低标准的平均分数
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Labor costs劳动力成本
0.74 0.700.50 0.49 0.45
-0.03 -0.05 -0.10 -0.13 -0.15
Top 5 parameters in which the preferred region for“within-China” relocation is better than China avg.
首选“境内”迁移地点的水平高于中国平均水平的主要五项标准
Top 5 parameters in which China avg. is better than the preferred region for “within-China” relocation
首选“境内”迁移地点的水平低于中国平均水平的主要五项标准
SignificantlyBetter
远远高于平均水平
SomewhatBetter
略高于平均水平
Similar与平均水平接近
SomewhatWorse
低于平均水平
SignificantlyWorse
远远低于平均水平
2
1
0
-1
-2Land costs土地成本
Laboravailability劳动力可获得性
Tax benefits税务优惠
Utility costs公共事业成本
Readiness toadopt bestpractices
采用业内最佳实践的能力
Localprotectionism地方保护主义
Quality ofliving
environment生活环境质量
Internationallogistics
infrastructure国际物流基础
设施
Managementcapabilities管理层能力
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 �1
Plans to Relocate or Expand Manufacturing Capacity Outside China将制造设施转移或扩展至中国境外
Question: Do you have any concrete plans to relocate or expand manufacturing capacity out of China in the next 5 years?
问题:针对今后五年的发展,贵公司是否已制订向中国以外地点转移或
扩张制造设施的具体计划?
Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
90%
3%7%
78%
14%
8%
Year 20082008年
Year 20092009年
Plans to relocate or expand both within and outside China计划在中国境内及境外同时进行转移或扩张
Plans to relocate or expand only outside China 计划只在中国境外进行转移或扩张
No concrete plans to relocate or expand 尚无具体的转移或扩张计划
10% of respondents haveplans to relocate or expand
both within and outside China
10% 的受访公司计划在中国境内及境外同时进行
转移或扩张
22% of respondents haveplans to relocate or expand
both within and outside China
22% 的受访公司计划在中国境内及境外同时进行
转移或扩张
China’s Competitive Edge Part II
�2 China Manufacturing Competitiveness 2009-2010
Preferred Locations Outside of China 中国境外首选地点
Question: What countries are your top � candidates for potential relocation or expansion? 问题:贵公司最可能开展制造转移或扩张的三大候选国家和地区是哪些?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
65
60
55
50
45
40
35
30
25
20
15
10
5
0Asia (emerging)
亚洲(新兴国家)
65
15
Global.全球# of Respondents受访公司数量
# of Respondents受访公司数量
Asia (Emerging) 亚洲(新兴国家)
25
25
Latin America拉丁美洲
20
11
4
5
Asia (developed)亚洲(发达国家)
16
5
7
4
Eastern Europe东欧
133
5
5
25
20
15
10
5
0India印度
24
4
3
17
Third choice第三选择
Second choice第二选择
Top choice第一选择
Vietnam越南
Indonesia印度尼西亚
Thailand泰国
Others其他
Malaysia马来西亚
3
11
3
17
7
6
1
6
2
2
2
5
4
1
6
2
2
2
Part II China’s Competitive Edge
China Manufacturing Competitiveness 2009-2010 ��
Question: Please evaluate China vs. your preferred foreign relocation candidates
问题:贵公司最可能开展制造转移的三大境外候选国家是哪些?
Average Score of Top 5 and Bottom 5 Parameters 5 项最高和最低标准的平均分数
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Third choice第三选择
Second choice第二选择
Top choice第一选择
Labor availability劳动力可获得性
0.52 0.470.41 0.38 0.37
-0.14 -0.20 -0.21 -0.28 -0.29
Top 5 parameters in which the preferred countrycandidate for relocation is better than China
候选国家优于中国的主要五项标准
Top 5 parameters in which China is better than thepreferred country candidate for relocation
中国优于候选国家的主要五项标准
SignificantlyBetter
优于中国
SomewhatBetter
略优于中国
Similar与中国接近
SomewhatWorse
不及中国理想
SignificantlyWorse
远不及中国理想
2
1
0
-1
-2Labor costs劳动力成本
Tax benefits税务优惠
Land costs土地成本
IP protection知识产权保护
Currencystability
货币稳定性
Quality ofliving
environment生活环境质量
Availabilityof supply
base供应商可得性
Governmentefficiency政府效率
Size of localmarket
地方市场规模
China’s Competitive Edge Part II
�4 China Manufacturing Competitiveness 2009-2010
Year 20082008年
Top Reasons for NOT Relocating Outside of China 选择留在中国的主要原因
Question: If you choose NOT to relocate or expand your manufacturing capacity out of China, what would be the top � factors?
问题:如贵公司决定不向中国以外地点转移或扩张制造设施,以下哪三大因素决定了
贵公司的这一选择?
Source: China Manufacturing Competitiveness Study 2007-2008,.2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2007-2008,2008-2009及2009-2010,博斯公司分析
80
60
40
20
0Vast domestic
market in China
中国广阔的国内市场
78%
13%
14%
51%
Unwilling toestablish a new
supply chain不愿意建立新的供应链
39%
13%
14%
12%
CAPEXrestrictions
资本支出限制
28%
16%3%
10%
Unfamiliar withnew businessenvironment不熟悉当地商务环境
21%6%
10%5%
Country specific
risks各国存在的特定风险
16%3%8%5%
80
60
40
20
0Vast domestic
market in China
中国广阔的国内市场
77%
14%
10%
53%
Links to existing
supply base与现有供应商的基地有链接
38%
16%
10%
12%
CAPEXrestrictions
资本支出限制
27%
7%
7%
13%
Switching coststoo high to
train new team培训新团队的成本过高
26%
10%
13%
4%
Betterinfrastructure
in China中国的基础设施更好
25%
11%
10%
4%
3rd Most Important Factor第三重要因素
2nd Most Important Factor第二重要因素
Most Important Factor最重要因素
% of Respondents受访公司比例
% of Respondents受访公司比例
80
60
40
20
0Vast domestic
market in China
中国广阔的国内市场
65%
12%10%
43%
Links to existing
supply base与现有供应商的基地有链接
41%
23%
9%
10%
Switching coststoo high to
train new team培训新团队的成本过高
32%
13%
12%
6% 1%Better laborproductivity
in China中国的劳动生产率更高
24%
12%11% 2%
CAPEXrestrictions
资本支出限制
23%
16%
5%
% of Respondents受访公司比例
Year 20092009年
Year 20072007年
Part II China’s Competitive Edge
3rd Most Important Factor第三重要因素
2nd Most Important Factor第二重要因素
Most Important Factor最重要因素
Part III
Company Performance: Challenges and Strategies in 2009
公司绩效:2009年的挑战和战略
Although some respondents showed good Earnings Before Interest and Tax (EBIT) margin growth, the overall average EBIT margin for companies in China shrank in 2009 mainly due to the economic crisis. 受经济危机影响,尽管有些公司的息税前利润实现良好的增长,而受访公司整体2009年.在中国的. 息税前利润仍有所缩水
Most respondents credit the stimulus plan for a positive impact on their China operations 大多数受访公司认为中国政府的经济刺激计划对其在中国的业务造成了正面影响
Despite relatively strong financial results, reduced demand surfaced as a new top issue for China operations in 2009 中国的业务虽然取得了较好的经济业绩,然而需求量降低在2009年逐渐浮出水面成为新的主要问题
Companies are actively exploring strategic options to cope with the economic pressures with long-term strategies such as focusing on product competitiveness and their supply chain . 面对经济危机,各公司都在积极探索应对战略,其中提升产品竞争力及优化供应链等举措将会成为. 中国市场的长期战略
The days of controlling costs through labor pressure appear to be ending – companies increasingly are looking at adopting “best practices” in China 通过对员工施压进行成本控制的时代即将结束—越来越多的公司开始考虑将制造业”最佳实践”引入. 中国
Companies are also more actively pursuing manufacturing improvement initiatives 受访公司还在积极寻求改善制造运营的措施
In 2009, human capital was not seen as a major issue – however, this reprieve is not expected to last 人力资源在2009年并不是一项主要的问题,然而,这种暂时的稳定似乎不可持续
Leading companies are recognizing that attracting and retaining talent after the 2009 downturn will require refreshed value propositions incorporating growth and development opportunities 领先的公司认识到:在2009年以后的后经济危机时代,包含增长及发展机遇的全新价值主张将是. 吸引人才及保留人才的必要条件
�6 China Manufacturing Competitiveness 2009-2010
EBIT* Margin of China Manufacturing Operations 中国制造部门的息税前利润
Question: Financial performance and trend of your overall China manufacturing operations
问题:贵公司中国制造部门的财务业绩及增长趋势
Note: EBIT = Earnings Before Interest and Tax注:EBIT = 息税前利润Source: China Manufacturing Competitiveness Study 2008-2009 and 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力研究2008-2009及2009-2010,博斯公司分析
16
14
12
10
8
6
4
2
02008
14.9%
2009
8.3%
100
90
80
70
60
50
40
30
20
10
02008 China EBITMargin Growth
2008年中国业务的息税前利润增长率
5%
44%
31%
16%
5%
2009 China EBITMargin Growth
2009年中国业务的息税前利润增长率
14%
38%
20%
20%
9%
Avg. of Respondents受访公司平均数据
% of Respondents受访公司比例
x<-15%
-15%<x<-5%
-5%<x<+5%
+5%<x<+15%
x>+15%
Part III Company Performance: Challenges and Strategies in 2009
Average EBIT Margin in China中国业务的平均息税前利润
EBIT Margin Growth in China中国业务的息税前利润增长率
China Manufacturing Competitiveness 2009-2010 �7
Impact of China's Stimulus Plan中国实施的经济刺激计划造成的影响
Question: How has the Chinese government’s stimulus plan impacted your business in China?
问题:中国政府采取的刺激计划对贵公司中国业务有何影响?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
3%
61%
36%
New Question for 2009 Survey
2009年调研新问题
Company Performance: Challenges and Strategies in 2009 Part III
Positive正面影响
Neutral没有影响
Negative 负面影响
RMB4 trillion (US$586 billion) stimulus package announced by the central government of China on November 9, 2008中央政府在 2008 年 9 月公布了 4 万亿元 ( 约合 5860 亿美元 ) 的经济刺激计划
Designed to support key areas including:计划用于推动关键领域 , 包括 :– Housing 房地产– Rural infrastructure 农村基础设施– Transportation 交通– Health and education 卫生与教育– Environment 环境– Industry 工业– Disaster rebuilding 灾后重建
China's Stimulus Plan 中国实施的经济刺激计划
�8 China Manufacturing Competitiveness 2009-2010
Source: China Manufacturing Competitiveness Study 2007-2008,.2008-2009 and 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2007-2008,2008-2009及2009-2010,博斯公司分析
Top Challenges in China which have the Greatest Impact on Respondents, 2009 vs. 2008 / 2007
被受访公司视为中国的前三项最具决定性的挑战(2009 年与 2008 年 / 2007 年数据比较)
Question: Name the top � issues in terms of their impact on your business问题:请选出对贵公司业务影响最大的三项挑战
60
40
20
0Material price
increases材料价格上涨
42%
14%
10%
18%
Reduceddemand due to
economydownturn经济衰退导致需求萎缩
35%
6%
10%
19%
Wage increases工资上涨
35%
10%
14%
11%
RMB appreciation人民币升值
30%
9%
5%
16%
Shortages ofqualified
personnel合格人才短缺
27%
13%
7%
7%
% of Respondents受访公司比例
0 5 10 15 20 25
24.9%3.4%21.5%
22.0%2.9%19.1%
18.9%2.2%16.7%
14.0%4.8%9.2%
12.1%1.9%10.2%
8.0%2.9%5.1%
Exploring China domesticmarket opportunities
挖掘中国国内市场机会
Increasing productcompetitiveness*提升产品竞争力*
Labor reduction减少劳动力
Building partnerships with keysuppliers from a smaller supply base
与来自小规模供应基地的主要供应商建立合作关系
Shutting down a line关闭生产线
Idling a plant闲置工厂
80
60
40
20
0Material price
increases材料价格上涨
65%
20%
8%
37%
RMB appreciation人民币升值
63%
21%
11%
31%
Wage increases工资上涨
35%
10%
19%
6%Poor employee
retention员工保留率低
19%
10%3%
6%
Risinglogistics costs物流成本增加
19%
8%2%
9%
% of Respondents受访公司比例
Year 20082008年
Year 20092009年
% of Respondents受访公司比例
80
60
40
20
0RMB
appreciation人民币升值
71%
Inflation / priceincreases
通货膨胀/物价上涨
71%
Wage increases工资上涨
52%
Poor employeeretention
员工保留率低
34%
Sluggishproduct launch
readiness新产品推出上动作迟缓
19%
Year 20072007年
26%
15%
30%
19%
26%
26%
11%
26%
15%
11%
19%
4%
11 %4% 4%
3rd Issue第三问题
2nd Issue第二问题
1nd Issue第一问题
Part III Company Performance: Challenges and Strategies in 2009
China Manufacturing Competitiveness 2009-2010 �9
Actions to Mitigate Impact of Rising Cost针对全球危机造成的消极影响所制定的应对战略
Question: What actions have you taken to mitigate the impact of rising cost in China? Are these strategies temporary or long-term?问题:贵公司针对全球经济危机和出口业务下降采取了哪些战略?
这些战略是临时战略还是长期战略?
Note: *Product competitiveness – e.g. upgrading product design,.transferring production to China,.etc. 注:*产品竞争力,即改善产品设计,将生产转移至中国等等Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co.Analysis信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
0 5 10 15 20 25
24.9%3.4%21.5%
22.0%2.9%19.1%
18.9%2.2%16.7%
14.0%4.8%9.2%
12.1%1.9%10.2%
8.0%2.9%5.1%
Exploring China domesticmarket opportunities
挖掘中国国内市场机会
Increasing productcompetitiveness*提升产品竞争力*
Labor reduction减少劳动力
Building partnerships with keysuppliers from a smaller supply base
与来自小规模供应基地的主要供应商建立合作关系
Shutting down a line关闭生产线
Idling a plant闲置工厂
New Question for 2009 Survey
2009年调研新问题
Strategies Taken vs. Considered to Take已实施的战略与正在考虑实施的战略
Temporary vs. Long-term Strategies临时性战略与长期战略
Temporary临时 Long-term长期
95%
91%
9%
89%
4%
11%
Strategies that have been taken已实施的战略
Strategies considered but not yet taken正在考虑但未实施的战略
3rd Issue第三问题
2nd Issue第二问题
1nd Issue第一问题
Company Performance: Challenges and Strategies in 2009 Part III
40 China Manufacturing Competitiveness 2009-2010
Actions to Mitigate Impact of Rising Cost为减缓成本上升带来的副作用而采取的措施
Question: What actions have you taken to mitigate the impact of rising cost in China?问题:贵公司采取了哪些措施减缓中国成本不断上涨对业务造成的影响?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
22
20
18
16
14
12
10
8
6
4
2
0Enhance internal
cost controlmeasures
强化内部成本控制措施
21.7%
Improveproductivity and reduce
relianceon labor
改进生产率和减少对劳动力的依赖
17.1%
Implement lean
manufacturing实施精益制造
16.7%
Apply energysaving
measures采用节能措施
15.7%
Switch toalternative
low cost rawmaterials
改用其它低成本原材料
14.8%
Use financialinstruments
to hedge currency
exchange risk使用金融工具规避值和货币变化风险
4.1%
Use resourcefinancial
instruments to hedge raw
material costs
使用资源类金融工具规避原材料价格风险
3.1%
Movemanufacturingfacilities from
coastal toinland China沿海制造设施转移至国内内
陆地区
3.0%
Switch to hiringlow-wage less
skilledlabor to
reduce labor costs
聘用低工资、不熟练劳动力,以减少劳动力成本
2.2%
Reducemanufacturing
capabilitiesand move
outside China降低制造产能并将制造设施迁往中国以外地区
1.6%
% of Respondents受访公司比例
Part III Company Performance: Challenges and Strategies in 2009
China Manufacturing Competitiveness 2009-2010 41
Improvement Initiatives in the Last 5 Years过去五年中实施的改善措施
Question: In the last five years, where in your manufacturing process have you undertaken improvement initiatives?
问题:过去五年中,贵公司对制造运营的哪些方面实施了改进?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
80
60
40
20
0Hiring, training, and retention of people
员工招聘、培训和保留
76.2%
65.9%
69.9%
56.3%
68.9%
63.5% 62.2%
46.8%
60.6%62.7%
54.4%
41.3%
Purchasing / purchasing quality采购/采购质量
Manufacturingprocess technology
制造工艺技术
Manufacturing footprint
在华工厂设点
Logistics improvement
物流
Supplier consolidation供应商整合
% of Respondents受访公司比例
2009 2008
Company Performance: Challenges and Strategies in 2009 Part III
42 China Manufacturing Competitiveness 2009-2010
Ease of Attracting and Retaining High Quality Staff, by Category吸引及保留高素质人才的难易度(按领域划分)
Question: We have been able to attract and retain high quality staff in the following categories问题:我公司能在下述领域吸引高素质人才
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
4241
23
Floor Operator操作工
34%
33%
19%
33%
42%
18%
26%
41%
23%
21%
42%
22%
22%
39%
28%
QA Engineer质保工程师
Manufacturing Engineer
制造工程师
Procurement Manager采购经理
Operation Supervisor
主管
100
80
60
40
20
0
Floor Operator操作工
100
80
60
40
20
0
26%
46%
19%
QA Engineer质保工程师
Manufacturing Engineer
制造工程师
Procurement Manager采购经理
Operation Supervisor
主管
21%
49%
22%
22%
48%
24%
21%
47%
24%
16%
51%
26%
Year 20082008年
Year 20092009年
Strongly Disagree完全不同意
Somewhat Disagree不同意
Neutral不置可否
Somewhat Agree同意
Strongly Agree 完全同意
1%
13%
2%5%
3%
8%
3%
12%
2%
8%
1%8%
1%6%
1%6%
2%6%
0%6%
% of Respondents受访公司比例
% of Respondents受访公司比例
Part III Company Performance: Challenges and Strategies in 2009
China Manufacturing Competitiveness 2009-2010 4�
Strongly Disagree完全不同意
Somewhat Disagree不同意
Neutral不置可否
Somewhat Agree同意
Strongly Agree 完全同意
Actions Taken to Improve Employee Retention 为提高员工保留率而采取的措施
Question: Which actions has your organization taken, if any, to improve employee retention?问题:贵公司在提高员工保留率上采取了哪些措施?
90
75
60
45
30
15
0Create opportunities
for employees to learn and grow
为员工创造学习和成长的机会
86%
62%66%
86%
53%
60%
50%
57%
48%
12% 12%
57%
Offer pay-for-performance
compensation incentives
提供绩效奖励
Pay employees at or above market rates员工薪酬高于市场
水平
Involve employees in plans and decisions促进员工参与制订计划和决策,特别是影响到员工的计划和决策
Actively address employees’concerns积极解决员工在工作和个人生活
中的问题
Offer flexible work arrangements 灵活安排工作
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
% of Respondents受访公司比例
2009 2008
Company Performance: Challenges and Strategies in 2009 Part III
Part IV
Manufacturing Best Practices and Global Standards
制造业最佳实践和全球标准
Integrated ERP/MRP*, Lean Six Sigma, and optimized product flows remain the most adopted manufacturing best practices in China . 在中国,一体化ERP/MRP、精益制造六西格玛和优化产品流仍然是最常被采用的制造
. 业最佳实践
Respondents see optimized product flows as having delivered strong results but still offering further opportunity – while ERP/MRP is no longer prioritized to be further adopted . 受访公司认为优化产品流带来的成效显著,然而其中仍存在巨大的机遇—ERP/MRP则.
. 不再被各公司视作加速采用的最佳实践首选
Note: ERP/MRP = Enterprise Resource Planning / Material Requirements Planning注:ERP/MRP =一体化企业资源规划./.制造资源规划
China Manufacturing Competitiveness 2009-2010 45
Application of Manufacturing Best Practices in China 中国业务采用的制造业最佳实践
Question: To what extent did you apply the following best practices to your existing operations in China?
问题:贵公司在何种程度上针对现有的中国业务采取了以下最佳实践?
Best Practices Applied 所采用的最佳实务践
Manufacturing Best Practices and Global Standards Part IV
Note: TPM = Total Productive Maintainence注:TPM=全面生产维护Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
12
10
8
6
4
2
0Fully
integrated ERP / MRP
systems 一体化企业资源规划(ERP)/ 制造资源规划
(MRP)系统
10.3
8.5
9.6
4.8
8.9
10.0
7.8
7.17.4
7.1 7.1 7.2 6.97.2 6.8 7.2
6.2
4.8
6.1
4.6
5.3
6.5
5.2 5.4
4.5
6.5
3.1
4.8
2.5
4.1
2.4
4.1
% of Respondents受访公司比例
Optimized product flows and
site layout 优化产品流和工厂布局
Differentiated production
planning system /
Balanced mix of push vs. pull methodologies 差异化生产规划系统/推动和拉动方法( 看板与物料需求规划)的协调
使用
Analytical inventory
calculation with safety
stocks based on forecast error and supplier
reliability分析式库存计算,根据预测错误和供应商可靠性制定安
全库存
Design for manufacturing
/ Design for assembling
制造设计/组装设计
Optimized cycle scheduling
优化周期排产
Differentiation and
segmentation of production and logistics around variability and
volume 根据可变性和流量大小对生产和物流实行差异化
和细分化
Advanced network
modeling of the manufacturing
and distribution footprint in
China针对中国的制造和分销布局采用先进的网络模型
方法
Lean Six Sigma / TPM* concept for improving
manufacturing and business processes精益制造六西格
玛/改进制造和业务流程的“全面生产维护”(TPM)概念
Advanced demand & capacity planning
with integrated planning, forecasting
and scheduling processes across all
major functions 先进的需求和产能规划,在所有主要职能部门(如制造、销售、采购、财务)中使用一体化规划、预测和
排产流程
Single piece flow
单件流水作业
Multi-skilled / Empowered
shop-floor workforce
conducting formerly “indirect
functions” 掌握多种技能并获得授权的车间员工执行“间接职能”(如计划材料、常规维护
等)
“Supply Chain Risk
Management” with
identification and
quantification of all major supply
chain risks “供应链风险管理”,识别和量化所有主要的供应链风险(如主要供应商的工厂
发生停工
Advanced shop-floor
integration of suppliers point
of use (POU) shipping and
receiving 先进的使用点
补料整合技术
Late stage customization / Postponement for regionally differentiated
products 最后阶段定制/地区差异化产品延迟
Advanced statistical
forecasting methodologies 先进的统计预测方法
2009 2008
46 China Manufacturing Competitiveness 2009-2010
% of Respondents受访公司比例
Application of Manufacturing Best Practices in China 针对中国业务采用的制造业最佳实践
Part IV Manufacturing Best Practices and Global Standards
Question: Please check if you are satisfied with the results问题:请问贵公司是否对结果感到满意?
Question: Please check if you will accelerate adoption under global economy crisis问题:请勾出贵公司在全球经济危机形势下计划加快采用的最佳实务
Note: TPM = Total Productive Maintainence注:TPM=全面生产维护Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
10.9%
Optimized product flows and site layout优化产品流和工厂布局
11
10
9
8
7
6
5
4
3
2
1
0
9.8%
8.1% 7.9% 7.7%
Fully integrated ERP/MRP
一体化企业资源规划
(ERP)/.制造资源规划
(MRP)系统
Advanced demand & capacity planning
先进的需求和产能规划
Lean Six Sigma / TPM*
精益制造六西格玛/“全面生产维护”(TPM)
Single piece flow
单件流水作业
Optimized product flows and site layout优化产品流和工厂布局
10.3%
9.3%8.6%
8.0%7.4%
Advanced demand
& capacity planning
先进的需求和产能规划
Lean Six Sigma / TPM*精益制造六西格玛./.“全面生产维护”(TPM)
Analytical inventory
calculation分析式库存计算
Differentiated production plannning
system差异化生产规划系统
11
10
9
8
7
6
5
4
3
2
1
0
% of Respondents受访公司比例
Part V
China's Changing Labor Landscape中国变化的劳动力环境
The China labor law – the Labor Contract Law – took effect on January 1, 2008 with significant impact to businesses in China. 中国的新劳动法,即劳动合同法从2008年1月1日起生效,对中国的业务产生了巨大影响
78 percent of respondents reported that the Labor Contract Law increased their labor costs 78%的受访公司由于劳动合同法的实施而增加了劳动成本
30 percent of respondents have an increased number of labor arbitration cases under the Labor Contract Law – reasonably consistent across industries . 受劳动合同法的影响,30%的受访公司处理的劳动仲裁案件有所增加—这一点很合理
. 地体现在了各个行业中
At the same time, 57 percent of respondents reported that they have more arbitration losses than wins – most significant in the materials and healthcare sectors . 同时,据调查显示,57%的受访公司败诉的次数多于胜诉次数—这种现象在材料及保
. 健行业尤为明显
Companies are shifting how they manage their workforces – and are choosing to provide more training rather than employee turnover . 各公司正在努力转变管理劳动力的方式—并决定为员工提供更多培训而非进行频繁的
. 人员更换
48 China Manufacturing Competitiveness 2009-2010
Impact of China's Labor Contract Law新劳动法的影响
Question: Is the Labor Contract Law increasing or decreasing costs?问题:劳动合同法是否增加或降低了成本?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
New Question for 2009 Survey
2009年调研新问题
22%
78%
Increasing Costs 增加成本
No Change 无变化
Decreasing Costs 降低成本
Part V China's Changing Labor Landscape
1%
China Manufacturing Competitiveness 2009-2010 49
Increasing Costs 增加成本
No Change 无变化
Decreasing Costs 降低成本
Increase of Labor Arbitration Cases 劳动仲裁案件增加
Question: Have your labor arbitration cases increased since the Labor Contract Law was implemented?
问题:自劳动合同法实施以来,贵公司的劳动仲裁案例是否有所增加?
Note: Out of total 202 respondents,.70 cross-industry samples were not considered for industry analysis. Sample size: 132注:202家受访公司中,70家跨行业公司在行业分析时不予考虑,行业分析样本数:132Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
New Question for 2009 Survey
2009年调研新问题
30%
70%
Overall 总体
By Industry* 按行业划分*
100
90
80
70
60
50
40
30
20
10
0
29%
71%
33%
67%
25%
75%
27%
73%
Consumer消费品
Industrial工业
Healthcare保健
Materials材料
% of Respondents受访公司比例
China's Changing Labor Landscape Part V
Yes 是
No 否
Yes 是
No 否
50 China Manufacturing Competitiveness 2009-2010
Result of Labor Arbitration Cases 劳动仲裁案件的结果
Question: For all arbitrations, are you winning more than losing?问题:在这些仲裁案例中,贵公司胜诉的案例是否多于败诉的案例
New Question for 2009 Survey
2009年调研新问题
43%
57%
Note: Out of total 202 respondents,70 cross-industry samples were not considered for industry analysis. Sample size: 132注:202家受访公司中,70家跨行业公司在行业分析时不予考虑,行业分析样本数:132Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
100
90
80
70
60
50
40
30
20
10
0Consumer消费品
50%
50%
53%
47%
25%
75%
23%
77%
Industrial工业
Healthcare医疗
Materials材料
% of Respondents受访公司比例
By Industry* 按行业划分*
Win.胜诉
Lose 败诉
Overall 总体
90
75
60
45
30
15
0Providing more training to
increase labor productivity
增加培训,提高劳动力生产率
78.6%
54.3%
30.0%
10.0%7.9%
Simplifying operation processes to reduce
labor content简化业务流程,减少劳动力工作内容
Increasing automation提高自动化
Moving operation to other labor markets向其它劳动力市场
转移业务
Others其他
Win.胜诉
Lose 败诉
Part V China's Changing Labor Landscape
China Manufacturing Competitiveness 2009-2010 51
Win.胜诉
Lose 败诉
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Actions to Avoid More Rigid Labor Market 针对规定更为严格的劳动力市场所采取的行动
Question: What actions have you taken to avoid a more rigid labor market? 问题:针对规定更为严格的劳动力市场,贵公司采取了哪些行动?
New Question for 2009 Survey
2009年调研新问题
90
75
60
45
30
15
0Providing more training to
increase labor productivity
增加培训,提高劳动力生产率
78.6%
54.3%
30.0%
10.0%7.9%
Simplifying operation processes to reduce
labor content简化业务流程,减少劳动力工作内容
Increasing automation提高自动化
Moving operation to other labor markets向其它劳动力市场
转移业务
Others其他
% of Respondents受访公司比例
Win.胜诉
Lose 败诉
China's Changing Labor Landscape Part V
Part VI
Green Initiatives绿色倡议
Companies are actively “going green” in 2009 and are expecting savings from these green investments 受访公司在2009年积极提倡“绿色”环保措施,并希望通过“绿色”投资实现成本节省
To varying degrees, respondents have defined their green footprints and taken ... a range of steps to go green 受访公司在不同程度上确定了绿色足迹,并采取了一系列的绿色措施
58% of respondents sell green products or services into the Chinese market, often at a higher price point 受访公司中有58%的企业在中国市场中销售绿色产品或服务,而且其价格通常更高
Half of respondents also have taken energy trends – risks and opportunities – into consideration as they develop their business strategies 半数的受访公司在制定其业务战略时,将能源趋势(风险及机遇)考虑在内
And, roughly one-third of the respondents have progressed to using quantitative metrics with half of those developing proactive risk management measures 此外,约三分之一的受访公司已逐渐采用量化标准,其中近半数的企业正在制定积极
. 的风险管理措施
Achieving Clean Development Mechanism (CDM) credits through investments in CO2 reduction does not appear to be a motivating force for going green 通过对二氧化碳减排进行投资,从而获得清洁发展机制的资金援助,似乎并未成为
. 绿色环保的主要推动因素
China Manufacturing Competitiveness 2009-2010 5�
Green Technology Adaptation, Planning, and Saving 绿色科技的应用、规划及节约
Question: What are your “green” efforts in your China operations? 问题:贵公司中国运营采取了哪些 “ 绿色 ” 环保措施?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
100
80
60
40
20
0
Adopted green technology in China operation针对中国部门采取
绿色科技
26%
74%
37%
63%
40%
60%
Products to the green technology market in
China向中国的绿色技术市
场提供产品
Expect savings to operations from green
investment希望通过绿色投资实现
业务成本节省
% of Respondents受访公司比例
No 否
Yes 是
New Question for 2009 Survey
2009年调研新问题
Green Initiatives Part VI
54 China Manufacturing Competitiveness 2009-2010
Green Footprints and Plans绿色足迹战略及计划
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
Question: What have you defined for your business?问题:贵公司的业务确定了哪些绿色足迹战略?
No 否
Yes 是
No 否
Yes 是
100
75
50
25
0Carbon footprint
碳足迹
65%
35%
52%
48%
22%
78%
Water footprint水足迹
Energy usage/Efficiency能源使用/效率
% of Respondents受访公司比例
Question: What active plan have you taken in your business?问题:贵公司的业务采取了哪些行动计划?
100
75
50
25
0Increasing energy
efficiency提高能源效率
14%
86%
17%
83%
36%
64%
63%
37%
Conserving or recycling water
水资源保护或循环利用
Recycling of waste废物循环利用
Reduction of carbon emissions减少碳排放
% of Respondents受访公司比例
Part VI Green Initiatives
New Question for 2009 Survey2009年调研新问题
China Manufacturing Competitiveness 2009-2010 55
“Greener” Products or Services in the China Market中国市场中 “ 更为绿色 ” 的产品或服务
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
New Question for 2009 Survey2009年调研新问题
Question: Are you selling products or services into the Chinese market that reduce or enable, carbon, water or other environmental benefits?
问题:贵公司是否在中国市场中出售能减少污染或能实现碳、水或其他环保效益的产品或服务?
Question: Are you achieving higher prices for "greener" products and services?问题:贵公司“更为绿色”的产品或服务的价格是否更高?
58%
42%
No 否
Yes 是
100
75
50
25
0
In the China market
中国市场
70%
30%
54%
46%
In other markets其他市场
% of Respondents受访公司比例
No 否
Yes 是
Green Initiatives Part VI
56 China Manufacturing Competitiveness 2009-2010
Building Resource Trends into Strategy 将资源趋势纳入战略
Question: Have you built carbon, water, energy and other resource trends into the risks and opportunities being considered in your business strategies? 问题:贵公司业务战略在考虑机遇及风险时,是否考虑到碳、水
及其他资源趋势?
53%
47%
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
New Question for 2009 Survey
2009年调研新问题
No 否
Yes 是
Part VI Green Initiatives
China Manufacturing Competitiveness 2009-2010 57
Impact and Management of “Green” Constraints“ 绿色 ” 约束的影响和管理
New Question for 2009 Survey
2009年调研新问题
Question: Do you have a pro-active risk management approach in place to
manage the impacts identified? 问题:贵公司是否具备积极的风险管理措
施,从而对所确定的影响
加以控制?
Question: Do you quantify the magnitude of potential impacts on
your business from carbon, water or other environmental constraints?
问题:贵公司是否从碳、水或其他环境约束方面对业务所受的可能影响
进行量化?
38%
62%
45%
55%
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
No 否 Yes 是
Green Initiatives Part VI
58 China Manufacturing Competitiveness 2009-2010
Credits Achieved from “Green” Efforts通过 “ 绿色 ” 措施获得资金援助
Question: Are you achieving Clean Development Mechanism (CDM) credits through investments in CO2 reducing technologies?
问题:贵公司是否通过对二氧化碳减排技术的投资而获得
清洁发展机制的资金援助?
Note: *CDM - The Clean Development Mechanism (CDM) is an arrangement under the Kyoto Protocol allowing industrialized countries with a greenhouse gas reduction commitment to invest in ventures that reduce emissions in developing countries as an alternative to more expensive emission reductions in their own countries.Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis注:*CDM —清洁发展机制是《京都议定书》中的一项协议,允许承诺温室气体减排的工业化国家对发展中国家的减排提供资金援助,作为本国减排的替代方案”信息来源:中国制造业竞争力研究2009-2010,博斯公司分析
New Question for 2009 Survey
2009年调研新问题
11%
89%
No 否
Yes 是
Part VI Green Initiatives
China Manufacturing Competitiveness 2009-2010 59
In summary综.述
Highlights要.点
In 2009, the survey revealed a shift in the “duality strategy” in China, in which China serves as a hub for both domestic markets and exports to the Asia-Pacific region and beyond. 83 percent of respondents, a significant increase from 2008, said accessing the China market was their primary motive for locating manufacturing operations in China, while the number of respondents planning to supply Asian markets from China declined. . 2009年的调查揭示了.“双重动机战略”(“duality.strategy”)在中国的转变。该战
. 略使中国作为一个中枢,同时提供了进入本土市场以及发展亚太地区乃至全球出口的
. 双重角色。83%的受访企业表示,其在华设立制造业务的主要动机是获得中国市场,
. 这一数字远高于2008年。而计划以中国作为其亚洲市场供应基地的受访企业的数量却
. 在减少。
The costs of labor and logistics, as well as labor availability, were viewed as less competitive in China than they were in 2008. 50 percent of companies – almost twice as many as the year before – indicated that they had concrete plans to move or expand manufacturing capacity to lower-cost locations within or outside China in the next 5 years.. 与2008年相比,2009年中国在劳动力成本、物流成本以及劳动力可获得性等方面的
. 竞争优势均有所下降。一半的受访企业表示,考虑在未来五年内向中国境内或国外的
. 低成本地区迁移制造基地或扩大制造产能,这一比例大约比2008年上升了一倍。
As the average EBIT of respondents in 2009 shrank by one-half from a year ago, and diminished demand surfaced as a top concern, companies have focused on product design, supplier base integration and other sophisticated long-term strategies to enhance product competitiveness and supply chain efficiency. . 由于受访企业在2009年中的整体平均息税前利润率相比一年前下降一半,且中国市场
. 的需求减少成为这些企业的首要担忧,因此这些企业已经开始致力于新产品设计和供
. 应基地整合等志向高远的、成熟的长期战略,以提升产品竞争力和供应链效率。
60 China Manufacturing Competitiveness 2009-2010
Highlights (continued)要.点(接上页)
In 2009, there was a significant increase in the number of companies actively pursuing manufacturing improvement initiatives from the year before. Priorities included upgrading purchasing and purchasing quality; modernizing manufacturing process technology; and aligning the manufacturing footprint. . 2009年中,积极从事制造改善举措的企业数量比一年前有了显著的增长。受青睐的举
. 措包括:升级采购方式并提高采购质量、实现制造加工工艺的现代化、调整制造分布。
Whether due to evolving government policy or the rapid pace of China’s economic development, human capital challenges in China are as severe as they have ever been. However, most companies appear to be adjusting well to the changing labor landscape by broadening their value propositions for workers to strengthen recruitment and retention – with a particular focus on more training and career development assistance.. 无论是出于变化的政府政策或是中国经济的快速发展,中国人力资本的挑战与历年相
. 比仍然同样严峻。然而,大多数企业表现出良好的适应:它们扩大与提升对员工的价
. 值主张以强化对员工的招聘和挽留 — 尤其是提供更多的培训和与职业发展相关的协助。
Western multinationals have a strong record of bringing best-practice environmental standards to China and this year’s survey results bear this out. Three-quarters of respondents said they were adopting green technology in their Chinese operations and 60 percent of them anticipate operational savings from the investment. Top priority was given to increasing energy efficiency.. 西方跨国企业在将最佳环保标准引入中国方面有着良好的口碑,而本年度的调研结果
. 也验证了这一点。四分之三的受访对象表示在其中国业务中采用了绿色技术,六成的
. 受访对象预计可以从环保投资中实现运营成本的节省。列入首要考虑和实施范围的环
. 保措施是提高能源效率。
China Manufacturing Competitiveness 2009-2010 61
conclusions结.论
China remains an extraordinarily attractive country in which to establish and expand manufacturing operations. . 对于建立并扩大制造业务而言,中国仍是一个特别具有吸引力的国家。
However, in 2009 there was a definite shift in the duality strategy that so many multinationals have adopted as companies increasingly viewed access to the local Chinese market as more important than sourcing from a low cost country. . 然而,“双重动机战略”在2009年发生了明确的转变,许多跨国企业已经越来越多地.
. 着眼于占领中国本土市场,而非仅仅将中国视为低成本采购国家。
This changing landscape offers substantial opportunities for multinationals but they must be proactive and diligent about taking advantage of them. To benefit most from China’s domestic market, companies must continue to improve their sales and marketing capabilities as well as transfer world-class manufacturing practices – lean techniques, footprint optimization, demand and capacity planning and the like – to their Chinese operations. . 这一不断变化的竞争情况为跨国企业带来了实质性的机遇,但企业必须积极谨慎地利
. 用这些机遇。为了从中国本土市场中实现利益的最大化,企业必须不断地提高销售及..
. 营销能力,并将精益制造技术、制造基地分布优化、需求及产能规划等一流的制造业
. 实践植入其中国运营中。
As labor costs increase and labor availability continues to challenge, companies will need to revisit their talent acquisition development programs. The emphasis should be on creating a workforce that is loyal, productive and highly skilled. This could be difficult and costly in the early stages, but well worth the effort. In the end, investing in a company’s workforce in China will pay dividends in quality and output gains. . 随着不断攀升的劳动力成本和紧迫的劳动力可获得性,企业需要重新思考其人才获得
. 及培养计划。致力于建立一个忠诚、高效并具备熟练技能的工作团队。尽管这在早期
. 阶段比较难以实施且需要大量投资,但值得一试。在长期来看,企业对在华劳动力的
. 投资将在质量和产量方面都带来收益。
62 China Manufacturing Competitiveness 2009-2010
Conclusions (continued)结.论(接上页)
As labor and material costs rise, companies will increasingly seek options both within and outside China to cut operating costs. However, choosing the right site requires a careful analysis of local conditions to determine whether lower cost locations fit the company’s needs and strategies in terms of infrastructure, distance from markets, level of worker abilities and demographics. . 由于劳动力和原材料成本上升,企业将愈发需要在中国境内外寻求方法,以削减运营
. 成本。然而,选择正确的地点需要仔细分析当地情况,从而确定低成本地区是否符合
. 企业在基础设施、与市场间的距离、工人能力水平及人群分布方面的要求和战略。
part VII
Compendium of Detailed results
详细结果汇总
64 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
I. Question: What were your major motives for establishing a manufacturing base in China?
问题:贵公司在中国设立制造基地的主要目的是什么?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
85
80
75
70
65
60
55
50
45
40
35
30
25
20
15
10
5
0
83
66
51
4441
29
16
97 6
Access to local Chinese market
切入中国当地市场
Labor cost savings
节约劳动力成本
Access to Asian market
切入亚洲市场
Materialcost savings节约材料
成本
Strategic (preemptive/
reactive) move against
key global competitors针对全球主要竞争对手而采取的战略性举措
(主动或被动性举措)
Access to attractive Chinese
suppliers挖掘优秀的本地供应商
Access to talent /
quality labor招揽人才/
优质劳动力
Utility cost savings
节约公用事业成本
Avoidance of overly restrictive
western manufacturing environment
中国对制造业的政策性限制较少
Others其它
No. of Votes投票数
China Manufacturing Competitiveness 2009-2010 65
Compendium of Detailed results part VII
II.a. Question: How do you evaluate the importance of the criteria to your choice of manufacturing site location?
问题:贵公司如何看待下述标准对工厂选址的重要性?
average Score of parameters with above-Standard ratings 平均分数:高于平均水准的标准
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
1Unimportant
不重要
2Neutral
一般
3Important
重要
Management capabilities管理能力
Labor quality 劳动力质量
Labor availability 劳动力可获得性
Raw material costs 原材料成本
Local market growth 地方市场增长
Size of local market 地方市场规模
Availability of supply base 供应商可获得性
Labor costs 劳动力成本
IP protection 知识产权保护
Legal compliance 合规性
Tax benefits 税务优惠
Price pressure from major customers 来自主要客户的价格压力
Readiness to adopt industry’s best practice
采用业内最佳实践的能力
International / cross-border logistics infrastructure
国际/跨境物流基础设施
Political stability 政治稳定性
2.8
2.8
2.8
2.8
2.7
2.7
2.6
2.6
2.6
2.5
2.5
2.5
2.5
2.5
2.5
66 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
II.b. Question: How do you evaluate the importance of the criteria to your choice of manufacturing site location?
问题:贵公司如何看待下述标准对工厂选址的重要性?
average Score of parameters with Below-Standard ratings 平均分数:低于平均水准的标准
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Access, ease and cost of financing 融资可获得性、便捷性和成本
2.5
2.5
2.5
2.5
2.4
2.4
2.4
2.3
2.3
2.3
2.3
2.3
2.2
2.2
2.1
2.1
2.0
Access to technology 技术可获得性
Flexible social & health regulation 灵活的社会和健康法规
Land costs 土地成本
Local protectionism 地方保护主义
Utility costs 公用事业成本
IT/Telecom infrastructure IT/电信基础设施
Quality of living environment 生活环境质量
Government efficiency 政府效率
Environmental sustainability 环境可持续性
Trade environment(e.g. hostile tariffs and quotas)
贸易环境 (如敌意的关税和配额制度)
Domestic logistics infrastructure 国内物流基础设施
Local competitive landscape 地方竞争形势
Logistics costs 物流成本
Market stability 市场稳定性
Currency stability 货币稳定性
Political stability 政治稳定性
1Unimportant
不重要
2Neutral
一般
3Important
重要
China Manufacturing Competitiveness 2009-2010 67
Compendium of Detailed results part VII
II.c. Question: How do you evaluate these parameters in China vs. your existing footprint around the world?
问题:贵公司如何看待下述标准在中国业务及全球业务中的表现?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Land Costs土地成本
19%
55%
27%
Logistics Cost 物流成本
13%
65%
22%
Quality of Living Environment 生活环境质量
35%
56%
9%
Local Protectionism 地方保护主义
33%
62%
4%
Worse差
Neutral一般
Better 好
68 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
II.d. Question: How do you evaluate these parameters in China vs. your existing footprint around the world?
问题:贵公司如何看待下述标准在中国业务及全球业务中的表现?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
4%
21%
75%
Size of Local Market地方市场规模
27%
48%
25%
Local Competitive Landscape地方竞争形势
Worse差
Neutral一般
Better 好
18%
2%
80%
Local Market Growth地方市场增长
18%
China Manufacturing Competitiveness 2009-2010 69
Compendium of Detailed results part VII
II.d. (Continued)
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
46%
7%
47%
Market Stability市场稳定性
6%
41%52%
Political Stability政治稳定性
9%
51%
40%
Currency Stability货币稳定性
Worse差
Neutral一般
Better 好
46%
70 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
II.e. Question: How do you evaluate these parameters in China vs.your existing footprint around the world?
问题:贵公司如何看待下述标准在中国业务及全球业务中的表现?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Domestic Logistics Infrastructure国内物流基础设施
28%
48%
24%
Cross-border Logistics Infrastructure跨境物流基础设施
20%
58%
21%
IT / Telecom InfrastructureIT / 电信基础设施
20%
58%
22%
Worse差
Neutral一般
Better 好
China Manufacturing Competitiveness 2009-2010 71
Compendium of Detailed results part VII
Access, Ease & Cost of Financing融资可获得性、便捷性和成本
22%
67%
11%
Access to Technology技术可获得性
20%
71%
9%
Readiness to adopt Best Practices采用业内最佳实践的能力
22%
53%
25%
II.e. (Continued)
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Worse差
Neutral一般
Better 好
Management Capabilities管理能力
42%
20%
38%
72 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
II.f. Question: How do you evaluate these parameters in China vs. your existing footprint around the world?
问题:贵公司如何看待下述标准在中国业务及全球业务中的表现?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
37%
Flexible Social & Health Regulation灵活的社会和健康法规
27%
63%
10%
Worse差
Neutral一般
Better 好
32%
Government Efficiency政府效率
49%
19%
32%
Legal Compliance合规性
55%
7%
37%
China Manufacturing Competitiveness 2009-2010 73
Compendium of Detailed results part VII
II.f. (Continued)
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Tax Benefits税务优惠
15%
61%
24%
Trade Environment (e.g. tariffs & quotas)贸易环境(如敌意的关税和配额制度)
20%
67%
12%
Worse差
Neutral一般
Better 好
Environmental Sustainability环境可持续性
29%
62%
10%
IP Protection知识产权保护
4%
64%
32%
64%
4%
74 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
III. Question: If you choose NOt to relocate or expand your manufacturing capacity out of China, what would be the top 3 factors?
问题:不迁址或不扩大中国以外的海外生产的前三大主要原因是什么?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
3rd Most Important Factor 第三重要因素
2rd Most Important Factor 第二重要因素
Most Important Factor 最重要因素
Vast domestic market in
China中国广阔的国内市场
CAPEX restrictions
资本支出限制
Links to existing
supply base与现有供应商的基地有
链接
77
38
27 2625
No. of Votes投票数
80
75
70
65
60
55
50
45
40
35
30
25
20
15
10
5
0
10
14
53
10
16
12
7
7
13
13
10
4
10
11
4
23
8
10
5
22
10
8
4
22
10
11
11
5
5 7
5
7
36
442
42
Switching costs too
high to train new team培训新团队的成本
过高
Better infrastructure
in China中国的基础设施更好
Country-specific
risks and uncertainty
各国存在的特定风险和不确定性
Better labor productivity
in China中国的劳动力生产率更高
Stable political and government situation in
China中国的政治和政府较为
稳定
Unfamiliarity of local
business environment不熟悉当地商务环境
Attractive cost of capital in
China中国的资本成本富有吸引力
Ongoing favorable
government policies in
China中国政府持续提供优惠
政策
Back-firing effect in
the Chinese marketplace
中国市场的“回火”
效应
Current risks/challenges of operating in China only
中国当前的运营风险/挑战
为暂时性风险/挑战
Ongoing attractive tax
benefits in China
中国不断推出富有吸引力的税务
优惠
1 1 11
13
11
11
11
China Manufacturing Competitiveness 2009-2010 75
Compendium of Detailed results part VII
2 3 410Existing China footprint
much better than preferred region
现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred
region 现有厂点稍稍优于
首选迁址地点
Preferred region similar to existing China footprint
现有厂点与首选迁址地点相似
Preferred region somewhat better
than existing China footprint
首选迁址地点稍稍优于现有厂点
Preferred region much better than
existing China footprint
首选迁址地点大大优于现有厂点
5
IV.a. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
3.74
3.70
3.50
3.49
3.45
3.37
3.32
3.28
3.22
3.21
3.21
3.20
3.16
3.13
3.11
Labor costs劳动力成本
Land costs土地成本
Labor availability劳动力可获得性
Tax benefits税务优惠
Utility costs公用事业成本
Local market growth地方市场增长
Raw material costs原材料成本
Local competitive landscape
地方竞争形势
Market stability市场稳定性
Size of local market地方市场规模
Availability of supply base
供应商可获得性
Logistics costs物流成本
Government efficiency政府效率
Price pressure from major customers
来自主要客户的价格压力
Political stability政治稳定性
76 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
2 3 410Existing China footprint
much better than preferred region
现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred
region 现有厂点稍稍优于
首选迁址地点
Preferred region similar to existing China footprint
现有厂点与首选迁址地点相似
Preferred region somewhat better
than existing China footprint
首选迁址地点稍稍优于现有厂点
Preferred region much better than
existing China footprint
首选迁址地点大大优于现有厂点
5
IV.b. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
2.85
2.88
2.90
2.95
2.97
3.02
3.02
3.03
3.05
3.05
3.07
3.08
3.08
3.09
3.11
Management capabilities管理能力
International logistics infrastructure
国际物流基础设施
Quality of living environment生活环境质量
Local protectionism地方保护主义
Readiness to adopt industry’s best practice
采用业内最佳实务的能力
Legal compliance合规性
Access to technology技术可获得性
IP protection知识产权保护
Domestic logistics infrastructure国内物流基础设施
Flexible social & health regulation
灵活的社会和卫生法规
Environmental sustainability环境可持续性
IT/Telecom infrastructureIT/电信基础设施
Access, ease and cost of financing
融资可获得性、便捷性和成本
Trade environment贸易环境
Labor quality劳动力质量
China Manufacturing Competitiveness 2009-2010 77
Compendium of Detailed results part VII
IV.c. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
33%
Labor Costs劳动力成本
1%
2%
48%
15%
Labor Quality劳动力质量
14%
63%
21%
2%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
0%
40%
Labor Availability劳动力可获得性
10%6%
47%
8%
0%
40%
33%
78 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
IV.c. (Continued)
37%
Utility Cost公用事业成本
Availability Of Supply Base供应商可获得性
Raw Material Cost原材料成本
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
3% 13%
55%
28%
9%6%
66%
20%
8%6%
52%
35%
0%
0%
0%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
China Manufacturing Competitiveness 2009-2010 79
Compendium of Detailed results part VII
IV.d. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Land Costs 土地成本
3%
51%
28%
15%3%
Quality of Living Environment 生活环境质量
25%
13%
50%
7% 6%
Local Protectionism 地方保护主义
14%9%
72%
2%2%
Logistics Cost 物流成本
19%
26%
48%
7%
0%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
80 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
IV.e. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Size of Local Market 地方市场规模
8%
13%
71%
8%
0%
Local Market Growth 地方市场增长
5%
25%
60%
9%
0%
Local Competitive Landscape 地方竞争形势
4%
23%
68%
4%
0%
Political Stability 政治稳定性
3%6%
86%
5%
0%
Market Stability 市场稳定性
8%
9%
71%
7%
0%
1%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
China Manufacturing Competitiveness 2009-2010 81
Compendium of Detailed results part VII
IV.f. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Domestic Logistics Infrastructure 国内物流基础设施
17%
15%
63%
5%
1%
Cross-border Logistics Infrastructure 跨境物流基础设施
25%
10%
61%
2%
1%
IT / Telecom Infrastructure IT / 电信基础设施
10%14%
72%
3%
1%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
82 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
IV.f. (Continued)
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Access, Ease & Cost of Financing 融资可获得性、便捷性和成本
8%12%
78%
0%
2%
Access to Technology 技术可获得性
9%12%
77%
1%
1%
Management Capabilities 管理能力
35%
15%
45%
3%
1%
Readiness to Adopt Best Practices 采用最佳实践的能力
14%13%
70%
2%
1%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
China Manufacturing Competitiveness 2009-2010 83
Compendium of Detailed results part VII
IV.g. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint
问题:请贵公司就国内首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Government Efficiency 政府效率
17%
19%
53%
9%
2%
Legal Compliance 合规性
19%8%
64%
8%
1%
Flexible Social & Health Regulation 灵活的社会和健康法规
11%11%
75%
0%
2%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
84 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
IV.g. (Continued)
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis 信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Tax Benefits 税务优惠
IP Protection 知识产权保护
11%10%
72%
5%
2%
Trade Environment (e.g. tariffs & quotas) 贸易环境(如敌意的关税和配额制度)
11%5%
90%
3%
0%
2%
Environmental Sustainability 环境可持续性
11%11%
74%
3%
0%
47%
8%
33%
12%
0%
47%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
China Manufacturing Competitiveness 2009-2010 85
Compendium of Detailed results part VII
2 3 410Existing China footprint
much better than preferred region
现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred
region 现有厂点稍稍优于
首选迁址地点
Preferred region similar to existing China footprint
现有厂点与首选迁址地点相似
Preferred region somewhat better
than existing China footprint
首选迁址地点稍稍优于现有厂点
Preferred region much better than
existing China footprint
首选迁址地点大大优于现有厂点
5
V.a. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
3.52
3.47
3.41
3.38
3.37
3.25
3.23
3.19
3.18
3.16
3.16
3.14
3.14
3.11
3.11
Labor availability劳动力可获得性
Labor costs劳动力成本
Tax benefits税务优惠
IP protection知识产权保护
Land costs土地成本
Utility costs公用事业成本
Local competitive landscape地方竞争形势
Management capabilities管理能力
Price pressure from major customers
来自主要客户的价格压力
Readiness to adopt industry’s best practice
采用最佳实践的能力
Legal compliance合规性
Trade environment贸易环境
Raw material costs原材料成本
Logistics costs物流成本
Environmental sustainability环境可持续性
86 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
2 3 410Existing China footprint
much better than preferred region
现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred
region 现有厂点稍稍优于
首选迁址地点
Preferred region similar to existing China footprint
现有厂点与首选迁址地点相似
Preferred region somewhat better
than existing China footprint
首选迁址地点稍稍优于现有厂点
Preferred region much better than
existing China footprint
首选迁址地点大大优于现有厂点
5
2.71
2.72
2.79
2.80
2.86
2.89
2.89
2.98
2.98
3.02
3.02
3.04
3.05
3.07
3.07
3.09
Size of local market地方市场规模
Government efficiency政府效率
Availability of supply base供应群可得性
Quality of living environment生活环境质量
Currency stability货币稳定性
International logistics infrastructure
国际物流基础设施
Domestic logistics infrastructure
国内物流基础设施
Political stability政治稳定性
Flexible social & health regulation
灵活的社会和卫生法规
Local market growth地方市场增长
Access, ease and cost of financing
融资可获得性、便捷性和成本
IT/Telecom infrastructureIT/电信基础设施
Access to technology科技可获得性
Labor quality劳动力质量
Local protectionism地方保护主义
Market stability市场稳定性
V.b. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
China Manufacturing Competitiveness 2009-2010 87
Compendium of Detailed results part VII
3rd choice votes 第三选择
2nd choice votes 次选
1st choice votes 首选
20
15
10
5
0India 印度
Thailand 泰国
Malaysia 马来西亚
Indonesia 印度尼 西亚
Cambodia 柬埔寨
North Korea 朝鲜
Laos 老挝
Philippines菲律宾
24
17
7 6
5
21
0
No. of Votes投票数
25
0
Vietnam 越南
5
0
7
1
0
No. of Votes投票数
10
0000
1 1
V.c. Location preferences for Foreign relocation 境外迁址的首选地点
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
asia (emerging)
亚洲(新兴国家)
Eastern Europe
东欧
Russia 俄罗斯
Czech Republic
捷克
Hungary 匈牙利
Romania 罗马尼亚
Ukraine 乌拉圭
Bulgaria 保加利亚
Croatia 克罗地亚
Poland 波兰
Slovakia 斯洛文尼亚
88 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
V.c. (Continued)
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
3rd choice votes 第三选择
2nd choice votes 次选
1st choice votes 首选
5
No. of Votes投票数
asia (developed)
亚洲(发达国家)
Latin america
拉丁美洲
0
4
Taiwan (China) 中国台湾
Singapore 新加坡
Hong Kong 中国香港
South Korea 韩国
Japan 日本
3 3
2 2
10
0
No. of Votes投票数
5
Brazil 巴西
Mexico 墨西哥
Argentina 阿根廷
Dominican Republic 多米尼加
Costa Rica 哥斯达黎加
10
6
3
10
15
China Manufacturing Competitiveness 2009-2010 89
Compendium of Detailed results part VII
V.d. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Labor Availability 劳动力可获得性
11%
45%
36%
9%
0%
Labor Quality 劳动力质量
26%
42%
0%
2%
30%
29%
Labor Costs 劳动力成本
12%
53%
5%
2%
29%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
90 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.d. (Continued)
Raw Material Cost 原材料成本
18%
21%
56%
5%
0%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
30%
Availability Of Supply Base 供应商可获得性
45%
5%
53% 0%
30%
Utility Cost 公用事业成本
11%
57%
4%
0%
29%
China Manufacturing Competitiveness 2009-2010 91
Compendium of Detailed results part VII
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.e. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
Land Costs 土地成本
12%
39%
40%
7% 2%
Quality of Living Environment 生活环境质量
27%
7%
52%
7% 7%
Logistics Cost 物流成本
20%
20%
55%
5%
0%
Local Protectionism 地方保护主义
9%9%
79%
4%
0%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
92 China Manufacturing Competitiveness 2009-2010
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Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.f. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
34%
Size of Local Market 地方市场规模
13%
39%
5% 9%
34%
Local Market Growth 地方市场增长
22%
43%
5%
2%
28%
Local Competitive Landscape 地方市场竞争形势
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
28%
64%
7%
0%
2%
27%
China Manufacturing Competitiveness 2009-2010 93
Compendium of Detailed results part VII
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.f. (Continued)
Market Stability 市场稳定性
13%
7%
73%
7%
0%
Currency Stability 货币稳定性
27%
66%
5%
0%2%
21%
Political Stability 政治稳定性
5%
63%
9%
2% 21%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
94 China Manufacturing Competitiveness 2009-2010
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Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.g. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
Domestic Logistics Infrastructure 国内物流基础设施
32%
11%
49%
7%
2%
Cross-border Logistics Infrastructure 跨境物流基础设施
31%
9%
51%
7%
2%
IT / Telecom Infrastructure IT / 电信基础设施
21%18%
57%
4%
0%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
China Manufacturing Competitiveness 2009-2010 95
Compendium of Detailed results part VII
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.g. (Continued)
68%
Access, Ease & Cost of Financing 融资可获得性、便捷性和成本
Management Capabilities 管理能力
19%
28%
45%
7%
2%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
18%9%
5%
0%
68%
14%
Access to Technology 科技可获得性
16%
4%
0%
66%
14%
66%
Readiness to Adopt Best Practice 采用最佳实践的能力
18%
51%
4%
0%
27 %
96 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.h. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint
问题:请贵公司就境外首选迁址地点与当前中国厂点进行比较
35%
Government Efficiency 政府效率
14%
44%
5%2%
35%
Legal Compliance 合规性
16%
5%2%
25%
53%
Flexible Social & Health Regulation 灵活的社会和健康法规
22%14%
3%
0%
60%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
China Manufacturing Competitiveness 2009-2010 97
Compendium of Detailed results part VII
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
V.h. (Continued)
Tax Benefits 税务优惠
5%
29%
54%
11%2%
IP Protection 知识产权保护
7%
57%
9%0%
27%
Trade Environment (e.g. tariffs & quotas) 贸易环境(如敌意的关税和配额制度)
14%
14%
64%
7%
0%
Environmental Sustainability环境可持续性
14%
66%
5%
0%14%
Existing China footprint much better than preferred region现有厂点大大优于首选迁址地点
Existing China footprint somewhat better than preferred region现有厂点稍稍优于首选迁址地点
Preferred region similar to existing China footprint 现有厂点与首选迁址地点相似
Preferred region somewhat better than existing China footprint首选迁址地点稍稍优于现有厂点
Preferred region much better than existing China footprint 首选迁址地点大大优于现有厂点
98 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
VI. Question: Name the top 3 issues in terms of their impact to your business
问题 : 请选出对贵公司业务影响最大的三大挑战
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Issue with the third highest impact影响力第三的挑战
Issue with the second highest impact影响力其次的挑战
Issue with the highest impact影响力最大的挑战
Wage increases工资上涨
Reduced demand due to
economy downturn
经济衰退导致需求萎缩
No. of Votes投票数
45,0
42,5
40,0
37,5
35,0
32,5
30,0
27,5
25,0
22,5
20,0
17,5
15,0
12,5
10,0
7,5
5,0
2,5
0,0RMB
appreciation人民币升值
Shortages of
qualified personnel合格人才
短缺
Ongoing concerns
over intellectual property
protection知识产权保护力度
不够
Poor employee retention员工保留
率低
Sluggish product launch
readiness新产品推出上动作缓慢
Recall of Chinese
products / debate over
product quality
中国制造的产品召回/产品质量和安全性引发
争议
Difficulties to find
adequate suppliers难以找到
合适供应商
Rising logistics
costs due to fuel price increases
由于燃油价格上涨导
致物流成本增加
Poor delivery reliability of local supply base
当地供应商交货欠缺
稳定
Utility price increases,
e.g. electricity, water, gas,
fuel, etc包括电费、水费、气费和燃油等
在内的公用事业价格
上涨
Hostile trade
policies of the US and EU against
China美国和欧盟针对中国实行的敌意贸
易政策
35
14
10
11
31
5
16
9
4310
14
18
43
35
10
19
6
27
7
13
7
21
6
7
8 17
5
10
3
17
6
6
5
14
2
6
6
14
7
4
3
12
6
5
11
7
4
9
5
3
7
5
2
41
3 1 1
Material price
increases材料价格
上涨
Potential financial market
instability金融市场潜在的
不稳定性
Potential property market
instability房地产市场潜在的不稳
定性
Social compliance (e.g. child
labor) 企业社会
责任(如童工)
11 111211
China Manufacturing Competitiveness 2009-2010 99
Compendium of Detailed results part VII
VII.a. Question: What is the state of the production technology in your Chinese manufacturing facilities?
问题:贵公司在中国的制造工厂使用了何种生产技术水平?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
72%
18%
7%3%
Same technology采用与国外业务相同的技术
New technology采用新技术
Moved old production将西方的陈旧设备运至国内工厂继续使用
Took over Chinese operation接管国内工厂并留下过时设备
100 China Manufacturing Competitiveness 2009-2010
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VII.b. Question: Is the production technology you have in China a source of global differentiation for your business?
问题:贵公司在中国使用的生产技术能否为贵公司的全球业务创造差异化优势?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
16%
32%
52%
Strong differentiator强有力的差异化优势
Somewhat of a differentiator一定程度的差异化优势
Not a differentiator不能提供差异化优势
China Manufacturing Competitiveness 2009-2010 101
Compendium of Detailed results part VII
VII.c. Question: Which type of forecasting methodology does your company use for demand and capacity planning?
问题:贵公司在规划需求和产能时采用了何种预测方法?
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
40%
0
No. of Votes投票数
20%
Combination of subjective &
simple statistical approach
主观方法结合简单的统计方法
Combination of subjective & advanced
statistical approach
主观方法结合先进的统计方法
Simple statistical approach
简单的统计方法
Advanced statistical approach
先进的统计方法
Subjective approach (applying no computer tools)主观方法(未使用
电脑工具)
47.2
24.4
14.513.0
8.3
60%
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part VII Compendium of Detailed results
VIII.a. Question: please comment on the quality of the following supply bases
问题:请对下列地区的供应商质量和能力做出评价
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
51%
26% 20%
2%
42%
12%
44%
1%
China 中国
Japan日本
Other North Asia其他北亚国家
48%
9% 8%
35%
0%
0%
0%
Strongly negative很差
Negative差
Neutral一般
Positive好
Strongly positive很好
China Manufacturing Competitiveness 2009-2010 103
Compendium of Detailed results part VII
VIII.b. Question: please comment on the quality of the following supply bases
问题:请对下列地区的供应商质量和能力做出评价
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Strongly negative很差
Negative差
Neutral一般
Positive好
Strongly positive很好
56%
23%
5%
16%
1%60%
21% 18%2%
47%
38%
6%2%
6%
North America北美
Europe欧洲
Australia and New Zealand澳大利亚与新西兰
0%
104 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
VIII.c. Question: please comment on the quality of the following supply bases
问题:请对下列地区的供应商质量和能力做出评价
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
Southeast Asia 东南亚
Latin and South America拉丁美洲与南美洲
Africa非洲
3%
33%
3%
1%
6%
57%
58%
24%
10%
4%4%
48%
19%
16%16%0%
Strongly negative很差
Negative差
Neutral一般
Positive好
Strongly positive很好
China Manufacturing Competitiveness 2009-2010 105
Compendium of Detailed results part VII
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
VIII.d. Question: please comment on the logistics capability of the following supply bases
问题:请对下列地区的供应商物流能力做出评价
49%
14%9%
28%
49%
13%
31%
6%
49%41%
4%6%
China 中国
Japan日本
Other North Asia其他北亚国家
0%
0%
0%
Strongly negative很差
Negative差
Neutral一般
Positive好
Strongly positive很好
106 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
VIII.e. Question: please comment on the logistics capability of the following supply bases
问题:请对下列地区的供应商物流能力做出评价
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
North America北美
Europe欧洲
Australia and New Zealand澳大利亚与新西兰
47%
9%
1%22%
21%
45%
8%
16%
31%
34%
4%13%
49%
0%
0%
Strongly negative很差
Negative差
Neutral一般
Positive好
Strongly positive很好
China Manufacturing Competitiveness 2009-2010 107
Compendium of Detailed results part VII
VIII.f. Question: please comment on the logistics capability of the following supply bases
问题:请对下列地区的供应商物流能力做出评价
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
42%
5%
44%
9%
11%2%
23%
59%
5%
50%
10%
23%
13%3%
Southeast Asia 东南亚
Latin and South America拉丁美洲与南美洲
Africa非洲
0%
Strongly negative很差
Negative差
Neutral一般
Positive好
Strongly positive很好
108 China Manufacturing Competitiveness 2009-2010
part VII Compendium of Detailed results
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
IX.a. Question: to what extent did you apply the following best practice levers to your existing operations in China?
问题:贵公司为目前的中国业务采用了何种最佳实践?
Satisfied with results 结果满意度
10%
25%
310%
11
415%
Optimized product flows and site layout优化产品流和工厂布局
Fully integrated ERP/MRP systems一体化企业资源规划(ERP)/制造资源规划(MRP)系统
Advanced demand & capacity planning先进的需求和产能规划
Lean Six Sigma / TPM concept精益制造六西格玛/
“全面生产维护”(TPM)概念
Single piece flow 单件流水作业
Analytical inventory calculation with safety stocks
分析式库存计算及安全库存
Multi-skilled / Empowered shop-floor workforce
掌握多种技能并由获得授权的车间员工执行“间接职能”
Differentiated production planning system差异化生产规划系统
Optimized cycle scheduling优化周期排产
Advanced shop-floor integration先进的使用点补料整合技术
Differentiation & segmentation of production and logistic
对生产和物流实行差异化和细分化
Design for manufacturing / Design for assembling
制造设计/组装设计
Supply Chain Risk Management供应链风险管理
Advanced network modeling先进的网络建模
Last stage customization / Postponement最后阶段定制/地区差异化产品延迟
Advanced statistical forecasting methodologies先进的统计预测方法
10
8
8
8
6
6
6
6
6
6
6
5
4
3
3
% of Votes
占投票数比例
China Manufacturing Competitiveness 2009-2010 109
Compendium of Detailed results part VII
IX.b. Question: to what extent did you apply the following best practice levers to your existing operations in China?
问题:贵公司为目前的中国业务采用了何种最佳实践?
adoptions Will Be accelerated 计划加快采用的最佳实践
Source: China Manufacturing Competitiveness Study 2009-2010; Booz & Co. Analysis信息来源:中国制造业竞争力调研2009-2010,博斯公司分析
10%
25%
310%
10
415%
Optimized product flows and site layout优化产品流和工厂布局
Advanced demand & capacity planning先进的需求和产能规划
Lean Six Sigma / TPM concept精益制造六西格玛/
“全面生产维护”(TPM)概念
Analytical inventory calculation with safety stocks
分析式库存计算及安全库存
Differentiated production planning system差异化生产规划系统
Fully integrated ERP/MRP systems一体化企业资源规划(ERP)/制造资源规划(MRP)系统
Supply Chain Risk Management供应链风险管理
Design for manufacturing / Design for assembling
制造设计/组装设计
Single piece flow 单件流水作业
Multi-skilled / Empowered shop-floor workforce
掌握多种技能并由获得授权的车间员工执行“间接职能”
Optimized cycle scheduling优化周期排产
Advanced shop-floor integration先进的使用点补料整合技术
Advanced statistical forecasting methodologies先进的统计预测方法
Differentiation & segmentation of production and logistic
对生产和物流实行差异化和细分化
Advanced network modeling of the manufacturing and distributionfootprint
in China针对中国的制造和分销布局采用先进的
网络模型方法Last stage customization / Postponement
最后阶段定制/地区差异化产品延迟
9
8
7
5
4
9
7
7
6
6
6
5
5
4
4
% of Votes
占投票数比例
about amCham Shanghai关于上海美国商会
The American Chamber of Commerce in Shanghai (AmCham Shanghai) is the largest and fastest growing American Chamber in the Asia Pacific
region. Founded in 1915 as the third American Chamber abroad, today it has over 4,000 members. As a non-profit, non-partisan business organization, AmCham Shanghai is committed to the principals of free trade, open markets, private enterprise and the unrestricted flow of information.
AmCham Shanghai’s mission is to support the success of our members by promoting a healthy business environment in China, strengthening U.S.-China commercial ties and providing high-quality business information and resources.
For more information about AmCham Shanghai, please visit www.amcham-shanghai.org.
上海美国商会是亚太地区规模最大、发展最快的美国商会。商会成立于1915年,
现拥有4,000名会员。作为非赢利、非政党的商业联合会,上海美国商会秉承自由
贸易、开发市场、繁荣商业和信息交流的原则。
商会致力于改善中国商业环境,加强中美商业联系并提供高质量的商业资讯,以促
进会员的成功。
需了解更多关于上海美国商会的信息,欢迎登录网站
www.amcham-shanghai.org
about Booz & Company博斯公司简介
Booz & Company is a leading global management consulting firm, helping the world’s top businesses, governments, and organizations.
Our founder, Edwin Booz, defined the profession when he established the first management consulting firm in 1914.
Today, with more than 3,300 people in 58 offices around the world, we bring foresight and knowledge, deep functional expertise, and a practical approach to building capabilities and delivering real impact. We work closely with our clients to create and deliver essential advantage.
For our management magazine strategy+business, visit www.strategy-business.com.
Visit www.booz.com to learn more about Booz & Company.
作为全球顶尖的管理咨询公司,博斯公司(Booz & Company)为世界领先的企业、政
府及机构提供协助。
我们的创办人 — 艾德文•博斯(Edwin Booz)先生在1914年成立全球第一家管理咨询公
司的时候就对这个职业作出了定义。
今天,通过3,300名优秀员工和在全球设立的58家办事处,我们运用独特的远见和知识、
精湛的专业技能和有效的方法来为客户增强能力并作出深远的影响。我们与客户紧密合
作,以创造并实现核心优势。
如果希望阅读我们的管理杂志《战略与经营》(strategy+business),请浏览
www.strategy-business.com
如果希望了解公司的更多信息,请浏览博斯公司大中华区网站:www.booz.com/cn
Shanghai Centre, Suite 5681376 Nanjing Road West, Shanghai 200040
People's Republic of China中国上海市南京西路1376号,上海商城568室 200040
Tel: +86 21 6279 7119 Fax: +86 21 6279 7643www.amcham-shanghai.org
Booz & Company博斯公司
Suite 2511, One Corporate Ave.No. 222 Hubin Road, Shanghai 200021
People's Republic of China中国上海市湖滨路222号,企业天地25楼2511室 200021
Tel: +86 21 2327 9800 Fax: +86 21 2327 9833www.booz.com
China Manufacturing
Competitiveness
2009-2010
2009-2010