Guangdong Manufacturing 2.0 – if you’re low-tech, don’t get too comfy

This China Daily article quotes Guangdong governor Huang HuaHua and Guangdong Party Chief, Wang Yang making it very clear that the pre-downturn initiatives aimed at moving the province’s manufacturing base up the value chain will continue.

With the outline of the reform plan for the Pearl River Delta formally approved by the central government at the end of last year, the delta scheme has now been adopted as part of the nation’s overall development strategy. This will see the nine cities in southern China’s Guangdong province transformed into advanced manufacturing and modern service centers.

The article doesn’t talk about what they plan to do about the low-value exporting factories currently operating here, but Huang was quoted by People Daily in April saying:

…the province will step up efforts to achieve a change in development pattern by evolving self-innovative industry and upgrading industrial structure, while boosting the transfer of labor-intensive industries in the delta region to less developed regions and transferring labor forces from the agricultural to the manufacturing sector as well as from the rural area to the delta region.  [italics mine]

For me it raises the following questions:

  • How will they encourage/force the transfer of labor-intensive industries out of the province?
  • How will they define “labor intensive”?
  • How fast will they move?
  • How will they deal with the most local government and semi government bureaucracies who are still benefiting from those labor-intensive industries operating in their villages and industrial zones?


Comments: Leave a Comment

Leave a Reply

You must be logged in to post a comment.

The Change Junkie

...left the USA for Taiwan and China in 1987. After more than 10 years in Taiwan working in business intelligence, international trade and quality consulting, he fell into a China-based position requiring a significant manufacturing turnaround in 2000.

The first Chinese manufacturing operation that he turned-around went through several transformations. First as a non-productive, unmanaged tenant in squalor, to a functioning plant with greatly improved output, to an ISO certified facility, to a LEAN/JIT manufacturing operation led almost entirely by local talent.

His second turnaround produced similar results. David has found a personal formula that brings the value out of a Chinese manufacturing operation where others were prepared to shut the operation down

SEO Powered by Platinum SEO from Techblissonline