" First, outsourcing that is based only on labor costs is yesterday’s model."...
"In today’s economy, you can’t just compete on cost in a lot of businesses and ask “Where is the market? What is our superior customer-value proposition?”"Eu tento não ser anjinho, é claro que são palavras de alguém que vive também suportado pelos estímulos e apoios estaduais e federais. No entanto, são um pequeno sintoma da mudança em curso por todo o lado.
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A história do mundo económico nos últimos 30 anos em dois parágrafos:
"About 30 years ago, as the business became less profitable, GE began moving manufacturing out of Appliance Park to low-cost countries in a combination of joint ventures and outsourcing. The decision was relatively simple. We had strong brand recognition and customer loyalty—two things we believed would continue whether our products said “made in Kentucky” or “made in Korea.” We reasoned that if we could lower our costs enough, we would quickly reverse the slide in profitability. We weren’t alone: Many other businesses saw outsourcing in emerging markets as a solution.
But for our appliances business, emerging markets eventually offered something else: competition from former suppliers of whole products, particularly in Asia. As these competitors improved their lines and lowered their prices, even customers who had grown up with and knew only GE refrigerators and dryers began to explore alternatives. Other forces were at play as well. Shipping and materials costs were rising; wages were increasing in China and elsewhere; and we didn’t have control of the supply chain. The currencies of emerging markets added complexity. Finally, core competency was an issue. Engineering and manufacturing are hands-on and iterative, and our most innovative appliance-design work is done in the United States. At a time when speed to market is everything, separating design and development from manufacturing didn’t make sense."Trechos retirados de "The CEO of General Electric on Sparking an American Manufacturing Renewal"
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