Talent Is The Key To China'S Clothing Industry.

Insiders have classified the development of Chinese manufacturing enterprises into three stages: the first stage is the introduction of technology, digestion and absorption, and the production of products; the second stage is massive.

The importance of industrial economy to a country is self-evident.

Manufacturing companies accounted for more than 50% of the list of top 500 Chinese companies over the years.

A few days ago, at the 2011 China manufacturing global operation Summit Forum, Professor Zhou Lin, Dean of Antai economic and Management College of Shanghai Jiaotong University, said in an interview with our reporter that at present, China's manufacturing industry can be described as both opportunities and challenges.

"We have industrious and hard-working front-line workers. We have a good chance to come back to the top." but to seize this opportunity, we need the awareness of enterprise and the sweat we have to pay for it.

In Zhou Lin's view, China's manufacturing enterprises have a gap in R & D capability compared with foreign advanced enterprises.

In addition, Zhou Lin also believes that the talent issue is the most important issue in the development of enterprises.

"China's manufacturing enterprises must follow the path of" globalization ".

However, some deficiencies in the traditional education system make the innovative talents extremely deficient.

As a business school to train managers and leaders in the future, and as a first-class educational institution in China, we have the responsibility to take the lead and strive for "innovation" first.

Zhou Lin said.

Innovation should be firm.

Although no authoritative statistics are available, it is predicted that the total revenue of China's construction machinery industry in 2010 will reach 400 billion yuan.

In terms of turnover, China has already entered the top ten enterprises of the world construction machinery company in 2009, with two major enterprises.

However, behind the outbreak of the traditional manufacturing market, a series of difficulties still limit the speed and space for the development of enterprises, and the most important thing is innovation.

According to the data of China Construction Machinery Industry Association, in 2009, Xugong Group and ZOOMLION were listed as ninth and tenth of the list of the top ten mechanical enterprises with the largest turnover in the world with revenues of US $3 billion 500 million and US $3 billion respectively.

However, sales of Caterpillar, Komatsu (Japan) and Hitachi construction machinery (Japan) in the top three are 18 billion 100 million US dollars, 13 billion 700 million US dollars and 6 billion US dollars respectively, that is to say, Caterpillar's global sales account for 39% of China's current sales.

Chinese enterprises and the former ones

"There are still opportunities for China to produce world-class enterprises, but still faces many challenges.

For example, the management mode and technology of enterprises need to be innovating.

Zhou Lin told our reporter that "in addition to innovation in strategy and mentality, innovation is also needed in all aspects of development, new product production and so on."

Zhou Lin believes that the level of R & D of Chinese manufacturing enterprises, especially in the "sophisticated" technology, is still quite different from that in foreign countries.

First of all, the core components and core technologies, which have always been in the hands of individual overseas enterprises, is always a problem that domestic enterprises bosses can not ignore. "For example, Baosteel Group has excellent capability in steel making and steelmaking, but after visiting the factory, it is easy to find that all of their boilers and other steelmaking equipments depend on imports."

In fact, most of the hydraulic parts and pmission systems in China's machinery industry need to be imported from abroad.

This is in sharp contrast to the rapid expansion of domestic enterprises' capacity, while overseas parts enterprises often delay the supply cycle and supply.

As for how to catch up, it is impossible.

Talent is the key.

Insiders have classified the development of Chinese manufacturing enterprises into three stages: the first stage is the introduction of technology, digestion and absorption, and production of products; the second stage is massive consumption and absorption, expansion of production and reduction of costs, so that the Chinese can afford this product; the third stage is that China's products go to the world market in large numbers.

More than 10 years ago, the Chinese media was concerned about how international enterprises entered China.

But today, what we see is not only the trend of Chinese companies going around the world, but also that Chinese companies are "going" abroad.

However, with the increasing aging of population and the trend of high technology in the future manufacturing industry, not only China, including the manufacturing industry in the United States, is facing a very critical problem -- shortage of talent.

For China's talent problem, Dr. Xiao ran, chief strategist of the Hui Hui network, believes that "from the perspective of economic supply and demand, China's talent supply can be imagined as a" flat "triangle, which represents the quality and level of talent.

However, the demand of foreign enterprises in China is a "higher" triangle, which means that the lower labor force may be oversupplied, while the middle and high-end part is in short supply.

In this regard, President Zhou Lin agreed.

He believes that, just as China's manufacturing industry badly needs innovation and technology, the reason why Chinese talents are facing bottlenecks is also directly related to the fact that the traditional system does not play a role in students' creativity to a certain extent.

"The examination oriented" education system makes most graduates focus only on examinations.

Endorsement and task become their main task, which makes creativity very discounted. "

Zhou Lin believes that this is why it is difficult for China to have an entrepreneur like Stephen Jobs (StevenJobs).

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However, Zhou Lin said, in fact, many colleges and universities in China have already realized the above problems.

Especially for business schools aimed at training the future leaders of Chinese enterprises, we should pay more attention to the cultivation and combination of creativity, innovation consciousness and practice.

"Antai has begun to encourage students to innovate and even entrepreneurship in the curriculum setting.

We hope that through learning in Antai, we hope that students will not only gain knowledge of management theory, but also master and apply these methods in simulation practice.

Zhou Lin said.

For Chinese manufacturing enterprises in the global process, how to realize the strategic pformation of local talents and overseas talents, Zhou Lin also expressed sympathy.

In the process of globalization, different values, different principles and different ways of management and leadership, especially in the eastern world and the western world, are different.

"In western society, a good economic manager may not be able to adapt to the East.

Such problems will be encountered when foreign enterprises enter the Chinese market.

The key is that Chinese enterprises should realize that "do in Rome as the Romans do", understand the different differences in different markets, and make adequate ideological and strategic preparations for this.

Zhou Lin pointed out.

The era of "low-cost strategy" has passed.

The status of China's "world factory" relies heavily on low cost.

Traditionally speaking, the cost advantage of China's manufacturing industry is mainly composed of three parts: the first part is a large number of cheap labor force; the second part is that reform and opening-up has sharply reduced the institutional cost of China's economy; the third part is that human capital has been growing rapidly, which is conducive to the wide spread of the concept, knowledge and information of production activities.

The most prominent thing is that the knowledge of large-scale manufacturing organization has been used in China, and the progress of this knowledge is an important source of China's cost advantage.

However, with the continuous changes in the internal and external environment of the economy, these advantages have gradually shown different changes.

Zhou Lin believes that, on the whole, there are three aspects that reflect the advantages of low cost.

"The first is the change in the labor market. In some places, the so-called" shortage of migrant workers "is in fact a change in the supply and demand situation of labor force on the local and stage.

These changes are of positive significance for improving the treatment of Chinese workers, especially migrant workers.

But from the point of view of competition, the rise of labor costs has to be digested; it can not digest, the competitive advantage will be weakened; the second is the shortage of energy, which is concentrated on the supply of oil, coal and electricity; the third is land and quantity control, and land price and rent do not fully reflect the shortage.

For example, a first-class enterprise like HUAWEI and CIMC, to expand production, land is also a big constraint. "

Zhou Lin believes that for modern manufacturing enterprises, the "low-cost strategy" is no longer feasible.

Zhou Lin said, research shows that Vietnam's production as an example, its labor cost is almost half of China, but if it is to produce a high technology product, coupled with research and development, production and other follow-up steps, Vietnam's overall production cost is 1.7 times higher than that in China.

"That is to say, the most effective strategy for enterprises now is to start from the whole industry chain."

Zhou Lin said that only by improving the efficiency and level of the entire production supply chain can we effectively reduce the overall cost.