2. Globalization of Manufacturing

3. Changing distribution of Manufacturing Percentage of more economic developed countries decreases Decentralize to less developed countries especially to East Asia and China Globalization of manufacturing

4. Reasons for TNCs To reduce costs and increase efficiency Avoid trade barriers To exploit new market Seek for cheap land and labour Avoid strict control on pollution Improvement in transportation and decrease in transport cost Improvement in information technology

5. Benefits brought by TNCs Provide employment and income Bring tax and foreign exchange Bring capital and technology Associated development and snow- balling effect Improve infrastructure

6. Problems brought by TNCs Pollution and environmental problems Most of the revenue goes to the TNCs which means flow out of capital Inflation and rising cost of living TNCs will leave and seek for other location of lower cost after a period of time

7. Fordist industries Mass production for mass consumption Long production runs Large workforce Standardised products Flexible products (customised) Flexible production (product types and quantities can be altered at short notice.) Flexible industries

8. Fordist industries Assembly-line production with workers given single with workers given single task for the sake of productive efficiency Flexible labour (use a smaller workforce by promoting ‘multi- tasking’, ‘Just in time learning) Flexible machines (intelligent computerised machines) Flexible industries

9. Fordist industries All or most of the components needed to assemble the final product made within the factory (i.e. vertical integration) Flexible suppliers (rely on several different parts suppliers on whom they can draw according to circumstances (i.e. horizontal organisation) Flexible industries

10. Problems of Fordist System Low flexibility Large amount of uniform products cannot meet the various needs of customers High cost and risk in large storage in parts and finished products Cannot meet the rapid change of the market and taste of customers

11. Lean production & just-in time Closer cooperation between assemblers and parts suppliers Assemblers held very small stocks of parts Parts are delivered to assembly plants just-in-time (short time before assembly) Assemblers can cut costs significantly

12. Lean production & just-in time Reliable delivery / logistics and zero defects are important Close collaboration and good communications between supplier and consumer is required.

13. Rise of Lean production & just-in time Customization becomes more important Rapid improvement in technology Life cycle of products become shorter and shorter e.g. Morse’s Law : price of CPU decreases 50% every 18 months Improvement in transportation Improvement in information technology

14. Implication on Location manufacturing industries may be shifting away from sites closed to raw materials and power resources or nodal points of transportation as the influence of transport cost is diminishing with the ease of making foreign investment, it may become more and more popular to set up new factories in other countries, especially in the less developed countries, for the sake of lowering the production cost with cheaper land and labour

15. Implication on Location the location pattern of transnational corporation will be broken into a triple combination of cross-border production: administration and R&D will stay in MDCs

16. Implication on Location regional head office are typical in core regions, usually capital cities or ports in LDCs which give access to good infrastructure and highly qualified workforce, e.g. Hong Kong and Shanghai branch plants, by comparison, are more flexible. Periperal regions with plentiful semi-skilled or unskilled labour are attractive

17. Implication on Location clustering of industries at regions with good information and communication infrastructure and logistics, such as Pearl River Delta and Changjiang Delta in world scale, a more disperse pattern of industrial location

18. Location decision at different scales Global scale Location of the market to be served Decentralize to LEDCs National scale Government subsidies, quality and cost of workforce, location of component suppliers, language/culture Local scale Available of extensive cheap land, access to suitable workforce, good transport link, attitude of local authority

19. Clustering of Hi-tech Industry Electronics – strong tendency for agglomeration High technology in MEDCs Concentration of headquarters and R&D departments Technology infrastructure Concentration of universities and research institutes

20. Clustering of Hi-tech Industry Government support and encouragement e.g. grants Raw materials for hi-tech industry is knowledge High quality labour Environmental quality Suburb location Links with suppliers and services

21. Clustering of Bio-tech Industry Tendency for agglomeration is not significant Weaker links to other factories More footloose Skilled workers are brought in form outside at environmentally attractive locations. Newly established locations Psychic income

22. Distribution of Hi-tech in H.K.

23. Re-industrialisation & Tertiarisation Foreign direct investment On knowledge-based, high-technology industries Output per worker increases as employment declines Producer services – advertising, legal services, management consultancy. Market research