China Shifts Away From Low-Cost Factories

Companies here in China’s industrial heartland are toiling to reinvent their businesses, fearing that the low-cost manufacturing that helped propel the nation’s economic ascent is fast becoming obsolete.

The TAL Group, which operates an immense garment-making plant in this coastal boom town, is moving beyond piecework by helping J. C. Penney

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[JCP  Loading...      ()   ] electronically manage its inventory of dress shirts, from factory floor to retail shelves as far away as Connecticut.

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Chicony, maker of a power device used in the Xbox from Microsoft

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[MSFT  Loading...      ()   ] and a major supplier of computer keyboards to Dell

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[DELL  Loading...      ()   ], is diversifying by opening department stores, with three so far around China and seven more planned.

And after years of assembling vacuum cleaners and rechargeable toothbrushes for Philips

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[PHG  Loading...      ()   ] and other Western companies, Kwonnie Electrical Products is planning its own line of home appliances.

“We want to do more original design and build our own brand,” Benjamin Kwok, a company founder, said during a recent tour of a sprawling factory complex that has 3,000 workers, a huge warehouse and labs for testing juice makers, vacuum cleaners and other appliances.

“Many customers won’t be happy with the decision to compete with them,” Mr. Kwok said. “But we have no choice.”

It is too soon to know whether such makeovers will succeed. But economists consider such efforts necessary — and overdue.

For years, factories here in the Pearl River Delta region have served as the low-cost workshops for global brands, turning this part of China into the nation’s biggest export zone. The city of Dongguan, about 35 miles northwest of Hong Kong, has long churned out toys, textiles, furniture and sports shoes — including hundreds of millions of sneakers a year for companies like Nike and Adidas.

But now, with manufacturing costs rising and China looking to create a consumer middle class, experts say the revamping of this region’s industries could help reduce the nation’s wide income gap and encourage more balanced and sustainable economic growth.

“It is my hope that China’s comparative advantage as a low-wage producer does disappear — the sooner the better,” Fan Gang, an economics professor at Peking University, wrote in a recent essay, adding that China needed to upgrade and embark on “the next stage of development.”

Manufacturing costs have risen rapidly here in response to nagging labor shortages and worker demands for higher wages to help offset soaring food and property prices.

Those pressures were evident a few months ago, when a series of big labor strikes in southern China disrupted several Japanese auto factories and resulted in hefty pay raises.

There is also the looming prospect that China’s currency, the renminbi, will strengthen against other world currencies in the coming years. That would make goods produced here even more expensive to export, and further erode what manufacturers say are already thin profit margins.

Seeking lower costs, some Pearl River Delta factories are relocating to poor inland regions of China where wages are as much as 30 percent lower than in coastal provinces. Other factories are moving to lower-wage countries like Bangladesh and Vietnam.

But for companies that have invested billions of dollars in factories here, simply packing up and pulling out is not always financially feasible. That is why many owners of Dongguan factories are experimenting with other solutions.

“We’ve decided that we’re not going to be on the low end,” says Roger Lee, the chief operating officer at TAL Apparel, part of the TAL Group.

TAL, which is based in Hong Kong and says it makes one of every six dress shirts sold in the United States, is expanding into supply-chain management for J. C. Penney, one of its big shirt-buyers. Through an extensive computerized system, TAL can stock and restock shirt shelves in all 1,100 of Penney’s retail stores in the United States, as demand warrants.

“Too much inventory kills retailers,” Mr. Lee said. “Now, we’re managing inventory in each store. We gets sales data. We know what’s in the warehouse, what’s on the boat. We help reduce inventory.”

TAL is a fortunate survivor. After the global financial crisis hit, Dongguan’s exports plummeted by about 25 percent. Thousands of factories simply closed. Now — even though exports have rebounded to 2008 levels — there are worries that regional growth is slowing drastically.

“Since 2008, the investment environment has worsened in Dongguan,” said Lin Jiang, a professor of finance at Sun Yat-sen University in Guangzhou. “A lot of companies don’t see a future in Dongguan. And they feel pressure from the government to upgrade.”

In Qingxi, an economic zone in the southeastern part of Dongguan, district government officials are trying to help desperate factories adjust to the new realities. If many companies are reluctant to leave, the local government is just as loath to lose the companies and their tax revenue.

The 56-square-mile Qingxi district is crowded with textile and electronics factories, mostly backed by companies from Hong Kong and Taiwan, that produce for global brands like Burberry, Hewlett-Packard

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[HPQ  Loading...      ()   ] and Sony

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