China‘s manufacturers now account for over 20% of manufacturing globally. A true powerhouse and one that’s not likely to slow down any time soon. However, there are rumblings and, to a large extent, it’s all about labour costs.
Chinese labour costs are rocketing to a level that means China is no longer the cheap manufacturing base that it used to be. Other costs too are increasing – including land and development costs, taxes and the financial cost of legislation and regulations.
Standard Chartered Bank, in a report earlier this month, reports that Chinese labour costs year to date have risen 10%. Some companies have seen substantially higher labour cost inflation – with Foxconn (manufacturer of the iPad) having raised salaries in February in the range of 16-25% on the back of global pressure on Apple.
China’s strength is its supply chain – and this is a key factor preventing entire manufacturing operations going offshore to lower cost economies. Companies are already starting to automate more – in an effort to reduce headcount.
Chinese manufacturers may move to a China +1 strategy – to move some, particularly price-sensitive manufacturing to other locations.
There are already signs of this happening – and Sri Lanka is well placed to take advantage.
Labour and other costs in Sri Lanka are significantly lower than in China. It is substantially closer to Europe and the Middle East – offering additional cost savings on shipping. These benefits will be tempered somewhat by lower productivity rates (which can be improved with training and management).
The Economist, in an article ‘The End of Cheap China’ which explores the Standard Chartered report, suggests that labour costs in Sri Lanka are in the region of 30-40% lower than in China. Cost savings on shipping and lower land costs are also attractive.
Sri Lanka already enjoys a close diplomatic and commercial relationship with China – and whilst it would be competing with other countries in the Region such as Vietnam – an aggressive strategy now might serve to accelerate decision-making in China that might otherwise not materialise speedily.
Sri Lanka needs to become an agile and strategic ‘poker in the fire’. It should be out in China knocking on the doors of all the major manufacturers, having conversations and encouraging Chinese companies to look to Sri Lanka as their preferred China +1 Partner.
The question is – who’s capable of leading such an initiative in Sri Lanka – and who is capable of knocking down the doors? If Sri Lanka fails to jump in early it will be left behind and will have little future opportunity to steer the train back towards its shores.
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