2009-2010 shanghai’s manufacturers’ business council (mbc) t.t. chen and ted hornbein amcham...

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.


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.


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.


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%）。.


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。


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


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


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


2009 Study2009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


The Duality Play Part 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？

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


Year 20072007 年

Year 20082008 年

47%

22%

23%

8%

57%

11%

20%

12%

Year 20092009 年

63%

7%

27%

3%



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





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






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？


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%


29%

13%

46%

8%

5%


22%

28%

38%

8%

6%


27%

27%

34%

7%

Part II China’s Competitive Edge


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%



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


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



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


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


1.00 2.00 3.00Worse较差

Neutral一般

Better较好


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？


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



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%













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？


17%

80%

28%

58%

Year 20082008 年

Year 20092009 年

3%

14%



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


within China42%的受访公司有在

中国境内的转移或扩张计划



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？


42%

58%

30%

70%


Significant大额

Incremental附加

Yes是

No否


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？



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


Third choice第三选择

Second choice第二选择

Top choice第一选择



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





15

10

5

0Yangtze

River Delta长江三角洲

14


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


7

Industrial 工业# of Respondents受访公司数量

15

10

5

0Yangtze

River Delta长江三角洲

11


8

Shanghai上海

4

Pearl RiverDelta

珠江三角圈

4


4

Materials 材料# of Respondents受访公司数量



�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



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


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


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


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


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



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？


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


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




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


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






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



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



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


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



80

60

40

20

0Vast domestic

market in China


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%


Year 20092009年

Year 20072007年


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


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


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


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


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%


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%


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%


Year 20082008年

Year 20092009年


80

60

40

20

0RMB

appreciation人民币升值

71%

Inflation / priceincreases

通货膨胀/物价上涨

71%


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



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



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



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？


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%




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？


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


2009 2008



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


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%





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



2009 2008


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


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


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



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


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


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


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？




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%


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？




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


China's Changing Labor Landscape Part V

Yes 是

No 否

Yes 是

No 否


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



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


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


Win.胜诉

Lose 败诉


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？



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

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


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？


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


No 否

Yes 是



Green Initiatives Part VI


Green Footprints and Plans绿色足迹战略及计划


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


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


Part VI Green Initiatives

New Question for 2009 Survey2009年调研新问题


“Greener” Products or Services in the China Market中国市场中 “ 更为绿色 ” 的产品或服务


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


No 否

Yes 是



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%




No 否

Yes 是



Impact and Management of “Green” Constraints“ 绿色 ” 约束的影响和管理



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%


No 否 Yes 是



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



11%

89%

No 否

Yes 是



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。


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。


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。


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


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


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



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


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



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？


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



II.d. Question: How do you evaluate these parameters in China vs. your existing footprint around the world?



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%



II.d. (Continued)


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%



II.e. Question: How do you evaluate these parameters in China vs.your existing footprint around the world?



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



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)


Worse差

Neutral一般

Better 好

Management Capabilities管理能力

42%

20%

38%



II.f. Question: How do you evaluate these parameters in China vs. your existing footprint around the world?



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%



II.f. (Continued)


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%



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？


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


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



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


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








Local competitive landscape

地方竞争形势



Availability of supply base

供应商可获得性



Price pressure from major customers

来自主要客户的价格压力









首选迁址地点









5

IV.b. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint



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


International logistics infrastructure

国际物流基础设施




采用业内最佳实务的能力


Access to technology技术可获得性


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


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




IV.c. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint


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


0%

40%

Labor Availability劳动力可获得性

10%6%

47%

8%

0%

40%

33%



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


3% 13%

55%

28%

9%6%

66%

20%

8%6%

52%

35%

0%

0%

0%








IV.d. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint



Land Costs 土地成本

3%

51%

28%

15%3%


25%

13%

50%

7% 6%


14%9%

72%

2%2%


19%

26%

48%

7%

0%








IV.e. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint



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%








IV.f. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint



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%













IV.f. (Continued)


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%








IV.g. Question: please evaluate your most preferred candidate for “Within-China” relocation vs. your existing China footprint



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%













IV.g. (Continued)


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%













首选迁址地点









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







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







Local competitive landscape地方竞争形势


Price pressure from major customers

来自主要客户的价格压力


采用最佳实践的能力


Trade environment贸易环境











首选迁址地点









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



Availability of supply base供应群可得性


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


Flexible social & health regulation

灵活的社会和卫生法规


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




V.b. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint





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


25

0

Vietnam 越南

5

0

7

1

0


10

0000

1 1

V.c. Location preferences for Foreign relocation 境外迁址的首选地点


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



V.c. (Continued)


3rd choice votes 第三选择

2nd choice votes 次选

1st choice votes 首选

5


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


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



V.d. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint



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%









V.d. (Continued)

Raw Material Cost 原材料成本

18%

21%

56%

5%

0%






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%




V.e. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint


Land Costs 土地成本

12%

39%

40%

7% 2%


27%

7%

52%

7% 7%


20%

20%

55%

5%

0%


9%9%

79%

4%

0%









V.f. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint


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






28%

64%

7%

0%

2%

27%




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%









V.g. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint


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%









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%






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 %




V.h. Question: please evaluate your most preferred country candidate for foreign relocation vs. your existing China footprint


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%









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%








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


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


Reduced demand due to

economy downturn

经济衰退导致需求萎缩


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



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？


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



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？


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



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？


40%

0


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%



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


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



VIII.b. Question: please comment on the quality of the following supply bases




Negative差

Neutral一般

Positive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%



VIII.c. Question: please comment on the quality of the following supply bases



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%


Negative差

Neutral一般

Positive好





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%


Negative差

Neutral一般

Positive好




VIII.e. Question: please comment on the logistics capability of the following supply bases



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%


Negative差

Neutral一般

Positive好




VIII.f. Question: please comment on the logistics capability of the following supply bases



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%


Negative差

Neutral一般

Positive好





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%


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


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



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


10%

25%

310%

10

415%


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


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

2009-2010 shanghai’s manufacturers’ business council (mbc) t.t. chen and ted hornbein amcham...

Documents