nuevas tendencias en las cadenas de valor y el ... · the firm now has approximately 40,000m2 of...

$: NUEVAS TENDENCIAS EN LAS CADENAS DE VALOR Y EL ... · The firm now has approximately 40,000m2 of production space in the country. \爀屲Product and P\൲ocess Upgrading: The firm$
© 2013 Duke CGGC

NUEVAS TENDENCIAS EN LAS CADENAS DE VALOR Y EL ESCALAMIENTO INDUSTRIAL

Gary Gereffi Center on Globalization, Governance & Competitiveness (CGGC)

Duke University

10 de abril, 2014 UNAM/INEGI

Seminario en México, D.F., México

© 2013 Duke CGGC

AGENDA

1. Cadenas Globales de Valor: Tendencias Recientes

2. Escalamiento Industrial en las Cadenas de Valor

Perspectivas Diversas

3. Nuevos Estudios sobre Dos Cadenas de Valor:

Dispositivos Médicos

Servicios Offshoring

4. Propuesta de Investigación sobre las Cadenas de

Valor en México y Otros Paises

© 2013 Duke CGGC

CADENAS GLOBALES DE VALOR: NUEVAS TENDENCIAS

3

© 2013 Duke CGGC

GLOBALIZACION EN EL SIGLO XXI

• El mundo “Post-Washington Consensus”– Global economic recession of 2008-09 and rise of “middle powers” has changed export-oriented model

• Empresas líderes en las cadenas globales de valor are streamlining and consolidating their sourcing and production networks

• Grandes economías emergentes like BRICS + others are both export platforms and turning inward

• Economías pequeñas are seeking specialized niches in the global economy and regional economic blocs

• Cadenas de Valor – globales o regionales? 5

© 2013 Duke CGGC

CLUSTERS & CADENAS GLOBALES DE VALOR

5

© 2013 Duke CGGC

DIMENSIONES ANALITICAS DE LAS CADENAS GLOBALES DE VALOR

6

1. Mapeo de las cadenas de valor

2. Alcance geográfico (variada)

3. Gobernanza (empresas líderes y la organización industrial)

4. Contexto institucional local

5. Stakeholders de la industria

6. Escalamiento industrial (upgrading)

GLOBAL

LOCAL

© 2013 Duke CGGC

UPGRADING EN LAS CADENAS DE VALOR: PERSPECTIVAS DISTINCTAS

7

© 2013 Duke CGGC

ESCALAMIENTO INDUSTRIAL “FUNCIONAL”

El escalamiento industrial requiere estrategias consensuadas entre los stakeholders (empresas, sector publico, instituciones

educacionales, etc.) para mejorar la posición económica de los sectores industriales en la economía global.

Moderador

Notas de la presentación

Gereffi, Gary and Jennifer Bair. 2001. “Local Clusters in Global Chains: The Causes and Consequences of Export Dynamism in Torreon’s Blue Jeans Industry”. World Development. Vol. 29 No. 11\

© 2013 Duke CGGC

DONDE ESTAN LAS ACTIVIDADES DE MAYOR VALOR AGREGADO EN LAS CADENAS?

9

V

alor

eco

nóm

ico

agre

gad

o

Post-ProducciónIntangibles

Producción: ActividadesTangibles

Pre-ProducciónIntangibles

I&D

Diseño

Ensamblaje/Producción

Logística:Compra

Logística:Distribución

Marketing

Servicios

© 2013 Duke CGGC

The Smile Curve in GVCs: Variations

© 2013 Duke CGGC

COMPOSICION DE LAS EXPORTACIONES DE MEXICO A EEUU, 1990-2010

11

© 2013 Duke CGGC

12

COMPOSICION DE LAS EXPORTACIONES DE CHINA A EEUU, 1990-2010

© 2013 Duke CGGC

U.S. Bilateral Trade Balance with China for One Unit of iPhone 4 (US$)

13

Source: OECD (2011: 40)

© 2013 Duke CGGC

LA CADENA GLOBAL DE VALOR DE LOS DISPOSITIVOS MEDICOS

14

© 2013 Duke CGGC

Components Manufacturing

Plastics extrusion & molding

Precision metal works

Electronics development

Software Development

Weaving/Knitting Textiles

Assembly

Packaging

Sterilization

Assembly / Production

Distribution & Marketing

Resin Metals

Chemicals Textiles

Input Suppliers

Disposables US$575.5 million

Instruments US$270.5 million

Capital Equip. US$32.5 million

Therapeutics US$301 million

Main Segments: Exports

Post-Sales Services

Consulting

Maintenance, Repair

Training

Research & Product

Development

Regulatory Approval

Process Development

Sustaining Engineering

Prototype

Local firms are mainly in packaging & support services (12 of 19) versus 4 in limited role in plastics molding & metal finishing and 1 OEM with exports under $2 million.

Number of Firms

0 - 5

6 - 10

11 - 15

16 - 20

LA CADENA GLOBAL DE VALOR DE LOS DISPOSITIVOS MEDICOS EN COSTA RICA

Wholesale distributors

Individual Patients

Doctors & Nurses

Hospitals (Public/Private)

© 2013 Duke CGGC

0

200

400

600

800

1,000

1,200 19

98

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Expo

rt V

alue

s ($

US

Mili

on)

Year

Costa Rica's Medical Exports by Product Category: 1998-2011

Disposables Therapeutics Instruments Capital Equipment

LA EVOLUCION DE LAS EXPORTACIONES DE DISPOSITIVOS MEDICOS DE COSTA RICA

• Disposables still the largest product category exported, but no longer a strong growth area.

• Exports in surgical instruments have grown steadily since 2005. • Therapeutics has become 2nd largest category since 2008; likely to increase

as newly established firms complete transfer of new product lines. • Limited export of highest value capital equipment (eg. Electronic/software

devices)

Moderador


Costa Rica entered the Medical Device sector with the arrival of Baxter. Prior to 2000, no substantial exports in any other product category. In 2000, the Hospira production operations come on line, doubling exports in disposables. Steadily increase production through 2003/4. In 2004, firms start exporting surgical instruments, this is driven by Boston Scientific’s arrival and production of gastro-biopsy forceps. BS continues to expand its product line. In 2008, Allergan expands its production to include new products, and Costa Rican exports jump significantly in the therapeutics category. In 2010, St Jude Medical enters Costa Rica with more therapeutic devices, increasing therapeutics share of total exports further.

© 2013 Duke CGGC

Entry Year Firm Characteristics

Main Product Export Category

Core Market Segments

Product Examples

Select Firms

Up to 2000 24 firms: 8 US 15 CR 1 German

4 OEMs 8 Components 1 Input distributor 7 Packaging 1 Finishing 3 Support services

Disposables Drug delivery; Women’s health

Intravenous tubing (I) Mastectomy bra (I)

Hospira; Baxter; Amoena; Corbel

2001–2004 13 firms: 9 US 3 CR 1 Colombian

3 OEMS 6 Components 1 Finishing 1 Logistics provider 2 Support services

Instruments Endoscopic surgery Biopsy forceps (II) Arthrocare; Boston Scientific; Oberg Industries

2005–2008 8 firms: 7 US 1 Puerto Rico

2 OEM 4 Components 1 Packaging 1 Finishing

Therapeutics Cosmetic surgery; Women’s health & urology

Breast implants (III) Minimally invasive devices for uterine surgery (II)

Allergan; Tegra Medical; Specialty Coating Systems

2009–2012 21 firms: 16 US 1 CR 1 Ireland 1 Japan 2 Joint ventures (US-CR)

5 OEMS 7 Components 2 Non-OEM assemblers 1 Input Distributor 2 Sterilization 2 Packaging

Therapeutics Disposables Instruments

Cardiovascular Drug delivery

Heart valves (III) Dialysis catheters (III) Guide wires (III) Compression socks (I)

Abbott Vascular St. Jude Medical Covidien Moog Synergy Health Volcano Corp.

EMPRESAS EN EL SECTOR DE DISPOSITIVOS MEDICOS EN COSTA RICA

© 2013 Duke CGGC

2010

Reapetura de 1o planta

• 2004: Manufacturing functions • 2012: Engineering for process improvements Focused on

cardiology segment; strategy – to alleviate R&D costs in the US. Escalamiento Industrial

Funcional

• Biopsy forceps Labor intensive, basic metal works & extrusion. • Urethral stent Thermoforming, laser marking, coating capabilities. • Guide Wires Sophisticated Laser cutting & welding. • Today – CR facilities cover 42 manufacturing processes.

Escalamiento Industrial de Productos &

Procesos

• Gastroenterology segment Urology Cardiovascular Diversificación de Mercados

• Recent co-location of sterilization vendors will allow the firm to export directly to global distribution centers Encadenamientos

ESCALAMIENTO INDUSTRIAL: UN CASO EXITOSO EN LA INDUSTRIA COSTARICENSE

2004

1o planta productiva Costa Rica (10,000m2)

2008

2o planta productiva (32,000m2)

Restructuracion de 1o

planta

2005 2011

Exportaciones: <US$20 million

Exportaciones: >US$100 million

Moderador


Boston Scientific (BS) established its first operations in Costa Rica in Global Park, Heredia in 2004. The firm expanded its production space in Coyol Park in 2008, with the addition of almost 32,000m2 LEED certified space and then re-fitted its initial plant, which came online in 2010. The firm now has approximately 40,000m2 of production space in the country. Product and Process Upgrading: The firm initially manufactured gastro-biopsy forceps in Costa Rica. This labor-intensive product required basic metal works and extrusion, with minimal stamping and automation. The firm then transferred the production of urethral stents to Costa Rica. This product requires thermoforming, laser marking and coating capabilities. These new competencies were thus developed within the Costa Rican production facility. Soon, they became the only BS plant in the world that produces these product groups. Guide wires are the most recent products to be transferred to the Costa Rican facility. These products require more sophisticated laser cutting and welding processes. The newer products are less labor intensive that the original product group. The Costa Rica operations now cover 42 different manufacturing processes. Market segment diversification: The firm’s initial product falls into the gastroenterology segment, followed by products in the urology and finally the cardiovascular segment. Forward Linkages: The firm has been shipping its finished products back to Rhode Island for sterilization, adding time and cost to the final products. Recent co-location of its sterilization vendors in Costa Rica will allow the firm to export directly to its distribution centers around the world. Functional Upgrading: The production plant in Costa Rica was initially focused on manufacturing functions. Today, the locally based engineering team is beginning to do process based improvements. They work hand-in-hand with the R&D team in the US. This team is specifically focused on the cardiology segment. This shift in strategy has been to help alleviate R&D costs in the US.

© 2013 Duke CGGC

IRLANDA Y MEXICO: EXPORTACIONES DE DISPOSITIVOS MEDICOS 1998-2011

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

1998 2000 2002 2004 2006 2008 2010

Expo

rts

(US$

Mill

ion)

IRELAND

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

1998 2000 2002 2004 2006 2008 2010 Ex

port

Val

ue (U

S$ M

illio

n)

MEXICO

• Most mature of the three locations • 2005 shock forced upgrading strategy • Significant growth in therapeutics &

entry into capital equipment production

• Stabilizing disposables exports • Strong focus in instruments • Growing gains in capital equipment

participation in electronics value chains

© 2013 Duke CGGC

LA CADENA GLOBAL DE VALOR DE LOS SERVICIOS OFFSHORING

20

© 2013 Duke CGGC © 2013 Duke CGGC

LA CADENA GLOBAL DE VALOR DE LOS SERVICIOS OFFSHORING

Infrastructure

Software

Network Management

Applications Management

Applications Development

Applications Integration

Desktop management

CRM (Customer

Relationship Management)

HRM (Human Resource

Management)

ERM (Enterprise Resource

Management)

Marketing & Sales

Finance & Accounting

Procurement, Logistics and Supply Chain Management

Training

Payroll

Recruiting Contact Centers/Call

Centers

Talent Management

Content/ Document

Management

ITO

Information Technology Outsourcing

BPO Business Process Outsourcing

KPO Knowledge Process Outsourcing

Horizontal Activities Vertical Activities a

Industry specific b

Banking, Financial Services and

Insurance (BFSI) Ex. Investment research, private equity research, and risk management

analysis

Telecommunications

Ex. IP transformation, Interoperability testing and

DSP and multimedia

Manufacturing Ex. Industrial Engineering and sourcing and vendor

management

Retail eComerce and Planning,

merchandising and demand intelligence

Health/Pharma

Ex. R&D, clinical trials, medical transcript

Others

Travel & Transportation

Revenue management systems, customer loyalty

solutions

Business Consulting Business Analytics

Market Intelligence

Legal Services

Energy

Ex. Energy Trading and Risk Management , and Digital

oil field solutions

ERP (Enterprise Resource Planning): manufacturing/operations, supply chain

management, financials & project management

Infrastructure Management

IT Consulting

Software R&D

Va

lue

Ad

de

d

LOW

HIGH

21

© 2013 Duke CGGC

EMPRESAS LIDERES EN EL SECTOR DE SERVICIOS OFFSHORING EN COSTA RICA

ITO

General Business Activities Industry Specific Activities

Va

lue

Ad

de

d

Broad Spectrum

(ITO, BPO & KPO)

d

Call

& C

onta

ct

Cent

ers

Call

Cent

ers I

T Ba

ck O

ffic

e

BPO

KPO

22

© 2013 Duke CGGC

COSTA RICA EN LA CADENA GLOBAL DE VALOR DE LOS SERVICIOS OFFSHORING

KPO

General Business Activities Industry Specific Activities

Va

lue

Ad

de

d

Broad Spectrum

(ITO, BPO & KPO)

d

$638m

$223m

$186m

$141m

Call

& C

onta

ct

Cent

ers

Call

Cent

ers I

T Ba

ck O

ffic

e $51m

$66m

$85m

10,472 6,034

BPO

7,753

6,106

792

1,123

890

23

ITO

Moderador


Blue: number of workers Red: revenues

© 2013 Duke CGGC

COSTA RICA: EXPORTACIONES PROMEDIO POR EMPLEADO, 2011

$94,907

$83,522

$60,943

$45,671

$27,658

890 792

10,472

1,123

19,893

0

5000

10000

15000

20000

25000

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

$100,000

Num

ber o

f Em

ploy

ees

Expo

rts U

S$

Average exports per employee (LH) Number of employees (RH)

Moderador


Higher revenue per employee verticals (but only 890 employees) Lowest Revenue per employee BPO (almost 20,000 employess)

© 2013 Duke CGGC

TEMAS ESTRATEGICAS PARA APOYAR UPGRADING EN COSTA RICA

1. Revisar y seleccionar la Inversión Extranjera Directa mas apropiada al desarrollo tecnológico del sector

2. Apoyar la identificación y el upgrading de proveedores locales

3. Buscar los vínculos claves para cerrar brechas en la cadena productiva (e.g., la esterilización)

4. Desarrollar o encontrar el capital humano 5. Expandir la infraestructura de modalidades múltiples

(aereo, carreteras, y puertos) 6. Desarrollar alianzas regionales para promover el

upgrading functional (e.g., Costa Rica & México)

© 2013 Duke CGGC

PROPUESTA PARA EL ANALYSIS INTEGRADO DE LOS CLUSTERS Y CADENAS EN MEXICO Y LAS AMERICAS

1. Seleccionar clusters dinámicos de interés alto que se desarrollan simultáneamente en diferentes países del la región

CLUSTERS: Automotriz, electrónica, aeronáutica, y dispositivos médicos PAISES: México, Costa Rica, Brasil, EE.UU y Canadá.

2. Analizar su posición relativa en las cadenas productivas globales correspondientes (e.g., balance comercial, tecnología, trabajos)

3. Utilizar nuevos bases de datos complementarios a nivel de países, empresas y productos (e.g., INEGI, USITC, WTO-OECD)

4. Identificar los retos y oportunidades principales para aumentar el upgrading económico y social de la perspectiva no solo de países individuales, sino la competitividad regional entre países como un bloque (e.g., Asia Oriental; EU-27; NAFTA + CAFTA).

© 2013 Duke CGGC

Gary Gereffi [email protected]

Center on Globalization, Governance & Competitiveness (CGGC)

Grey Building, Suite 0010, Lower Level | 2020 W. Main St. | Durham, NC 27705

Moderador


1) Governance\\\ 2) Slide 14 - it is not clear what the blue shading means on the diagram 3) Slide 15 - there is quite a lot of text 4) Slide 17 - Its really difficult to read due to the large amount of information 5) Slide 21 - the message isn't immediately clear from the graphic 6) Slide 22 - circle the important data points in red 7) Slide 22, 23, & 24 - contains overwhelming amount of information 8) Slide 26 - 2nd point needs clarification 9) Slide 27 - 10) Slide 28 - Karina and I can work on this on the plane tomorrow to find a good way to present these methodologies on one slide.

© 2013 Duke CGGC

LA EVOLUCION DE LAS EXPORTACIONES DE DISPOSITIVOS MEDICOS DE BRASIL

• Disposables are both the largest product category exported and an area of growing exports.

• Medical equipment surpassed dental products as the second largest export category in 2002.

• Export statistics hide the sectors of greatest importance, since the main export items tend to be low-tech. Brazilian government and private sector actors are working to promote price-competitive, mid-tech exports.

0

100

200

300

400

500

600

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Expo

rt V

alue

(US$

Mill

ion)

Year

Brazils Medical Device Exports by Product Category, 1997-2011

Dental Disposable Equipment Implants Laboratory Radiological

Costa Rica 2x Mexico 10x Ireland 18x

© 2013 Duke CGGC

SIETE ECONOMIAS EMERGENTES, 2011

2011

GDP

Percent of GDP

Country Population

(Millions) Exports

($Billions) GDP

($Billions) GDP/capita

(USD) GDP/capita

(PPP) growth YoY (%)

Agriculture Industry Services

China

1,344 $1,899 $7,318 $5,445 $8,450 9.1

10 47 43

Brazil

197 $256 $2,476 $12,594 $11,500 2.7

5 28 67

Russia

142 $516 $1,858 $13,089 $19,940 4.3

4 37 59

India

1,241 $303 $1,848 $1,489 $3,620 6.9

17 26 56

South Korea

50 $557 $1,116 $22,424 $30,340 3.6

3 39 58

Mexico

115 $350 $1,115 $10,064 $15,060 3.9

4 34 62

South Africa

51 $97 $408 $8,070 $10,710 3.1

2 31 67

Total or Avg.

3,140 $3,978 $16,139 $10,454 $14,231 4.8

6.4 34.6 58.9

World Total

6,974 $17,979 $69,980 $9,511 -- 2.7

15.7* 31.8* 52.7*

% of World Total 45.0% 22.1% 23.1% 109.9% -- 177.8%

40.9% 108.7% 111.7%

Sources: World Bank: http://data.worldbank.org; UN Comtrade, International Trade Center.

*These world averages are taken from nations with existing data. Not all nations were consistent across categories. 29

© 2013 Duke CGGC

PERFILES DE EXPORTACION – ECONOMIAS EMERGENTES, 2011

Industrial Sector Export Change in Percentage Value 2000-2011

Export Value

Country Primary Products

Resource Based

Low-Tech

Med-Tech

High-Tech

Value ($Bil)

Primary Products

Resource Based

Low-Tech

Med-Tech

High-Tech

2000-2011 % Increase

China 3 9 30 24 33 1898 (4) (0) (11) 5 10 662% Brazil 32 37 5 19 4

256

11 10 (7) (6) (8) 365%

Russia# 45 27 2 8 1

478

(3) 8 (3) (4) (3) 364% India 11 39 21 17 8

301

(3) 10 (18) 6 3 617%

S. Korea 3 16 9 45 27

555

0 5 (7) 11 (9) 223% Mexico 20 8 9 38 22

350

7 3 (7) 0 (6)

111%

S. Africa 29 30 5 26 3 93 13 (0) (5) 0 (2) 254%

# Russia had more than 17% of uncategorized exports

Source: United Nations Comtrade, SITC Rev. 2.

30

nuevas tendencias en las cadenas de valor y el ... · the firm now has approximately 40,000m2 of...

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