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Apple has always been a company with an upstart brand. Yet it has
become more of a cautionary tale in recent years. Multiple incidences of
suicide in Apple manufacturing facilities caused outrage and feelings of
betrayal in those who bought into its idea. Apples solutions have not
worked. The best option for fixing this is an unconventional one; reverse the
tide of offshoring and relocate production of some products back to the USA.
A combination of rising costs in China, increasing productivity in the US,
stronger synergies with design studios, and solving its moral issues all tip the
balance in favor of this policy. This will create strong benefits for all of its
stakeholders, including those in China.
Apples problems in China comes from a need for high turnaround. The
company likes to have a very short turnaround between product
announcement and sales, which puts pressure on the production process. For
example, when Steve Jobs decided that the original I-Phone should have a
glass screen (just weeks before it was due on shelves) American factories
told him it was impossible. But a Chinese factory had already built the
dormitory to house its workers before negotiations even finished, and woke
them up when they were, allowing them to finish the impossible order. i These
short turnarounds are to please both their customers and to minimise leaks.ii
There are no free rides in the economy however, and the give in this
situation has been the Chinese workers who are put under such
psychological pressure from the strict working conditions to ensure the
efficiency required for turnaround, that many are seriously imapcted from a
Cycle 3 Essay
well-being point of view and some have even been driven to suicide.
iii
This
vii
However, all other evidence seems to point away from success. In October
2014, 1000 workers at Foxconns SW manufacturing plant went on strike to
protest low pay
viii
ix
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came to office, found 182,000 officials in contempt in 2013 alone. xi The real
solution is for Apple to fix the incentives in this situation so that it doesnt
cause a situation in which workers abuse is the natural outcome, The best
way for it to do this is to shift part of its production to the US, so that its
production is spread more evenly and there is less time pressure on its
Chinese factories. Not all production would, nor should, move to the US in
such a move. 35% of Apples 2013 I-Phone production ended up in the US, a
figure that has probably lowered since then.xii
xiii
to the US, such that it would help to take off the pressure from Chinese
factories to fulfill the entire order.
The biggest objection that is likely to be raised is that this too
expensive a solution, yet a combination of the dynamics of off-shore cash
reserves and a hidden structure of costs and benefits make this the right
choice. Apples manufacturing strategy in China has led to huge dividends in
terms of cash. With more than $175 bn in cash to spend, Apple has one of
the largest concentrations of cash in the world. xiv They have enough cash, in
fact, to run their own Apollo program, get to the moon and still have change
left over.
xv
of US tax rules that allow foreign cash to not be taxed until repatriation.
xvi
xvii
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displayed a willingness to go this direction with its cash as Apple CEO Tim
Cook, a longtime supply management expert at Apple, has been using its
cash to buy up the supply chain.
xviii
Why does it make sense to do this in the US? For one thing, the wage
cost difference between the US and China is not as large as it used to be.
Salaries in Shanghai, where Apple has multiple suppliers xix, grew by 125%
between 2006 and 2011 vs a tiny 2% growth in the US.xxxxi Estimates for the
total extra cost of I-Phone production in the US are around $4 per unit,xxii or
an increase of only 2% on the cost of an IPhone 6.xxiii And to look at a real
world case that has proven this, the Moto X was completely assembled in the
US (the first smartphone to do so). Its cost? At $226, it was in the middle of
the Iphone 5c (at $207) and the Samsung Galaxy SIII ($237).
xxiv
And there is
Cycle 3 Essay
Cycle 3 Essay
his product.
xxx
held industrial secrets, but also allow for more cooperation. A production
facility in the US would be able to communicate in real time, in the same
language with its engineers. This has done wonders for GEs battery
production division, where managers can push revisions on the fly to their
production teams from Ipads.xxxi Apples production in the US would benefit
enormously from these types of effects, when considering just how important
engineering and design are to it as a company.
This strategy will, without doubt, be supported by any of the politicians
and so could be arranged with even more tax breaks. There is already
evidence of this cooperation in the case of Boeing which secured $8.7 bn in
tax breaks for re-shoring 777X assembly to Puget Sound, WA.xxxii And there
are already rumours of a plan by the Obama admninistration to impose a
14% tax on cash held offshore, with a minimum of 19% for future profits. The
same rumours hold that investments in the US might be tax-free, and
bipartisan support for such a plan is demonstrable.xxxiii
On the whole, this plan appears to be a strong solution. It is certainly
executable, as seen by a combination of Apples ability to undertake it and
the precedent. It would generate higher value for shareholders and
customers in the long run from increased innovation. The government of the
US and its local stakeholdes would benefit from icnreased tax revenue and
investment into the community. But how would it solve the negative
Cycle 3 Essay
Cycle 3 Essay
wrongs, but actually gain profit from its solution. All it needs to do is Think
Differently.
Cycle 3 Essay
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Round Two for Reshoring: Meeting the ChallengeHarry Moser 660 words
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Cycle 3 Essay
AppleandtheTrendofReshoringManufacturingJobs|MITTechnology
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Cycle 3 Essay
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Cycle 2 Essay
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xv
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xvi
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xvii
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xviii
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xix
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xxi
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xxiii
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xxv
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xxvi
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xxvii
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xxviii
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xxix
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xxx
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xxxi
The Looming Challenge to U.S. Competitiveness by Michael E. Porter and Jan W. Rivkin
xxxii
Reshoring intitiative
xxxiii