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1、Beyond Cost:Country Readiness for the Future of Manufacturing and Supply ChainsW H I T E P A P E RD E C E M B E R 2 0 2 4In collaboration withKearneyCover:Getty ImagesDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The find

2、ings,interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.2024

3、World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.ContentsForeword 3Executive summary 4Introduction 51 Country archetypes and macro-

4、dynamic trends 61.1 Mapping manufacturings role in economic growth:four country archetypes 61.2 Macro-dynamic and foreign direct investment confidence shifts 72 A proactive approach to balancing readiness factors 92.1 Infrastructure 102.2 Resources and energy 122.3 Technology 142.4 Labour and skills

5、 162.5 Fiscal and regulatory 182.6 Geopolitical landscape 202.7 Environmental,social and governance 223 The role of public sectorinvestment 24Conclusion 25Appendices 26A1 Indices underpinning the seven readiness factors 26A2 Methodology for country readiness factor analysis 30Contributors 31Endnotes

6、 34Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains2ForewordIn the wake of recent elections,which promise to accelerate a sweeping range of policies aimed at resetting global trade through tariffs and export controls,supply chain leaders are adapting to significant cha

7、nges.At the same time,they are navigating multiple global conflicts across Europe and the Middle East alongside the rapid advancement of future technologies like AI.In response,leaders are prioritizing a holistic range of actions to bridge the gaps between strategic intent and operational delivery.A

8、s manufacturers are reassessing their footprints and network strategies,making location decisions based on cost alone is evolving into a more complex process that considers a countrys ability to create environment change in line with strategic priorities.Building upon the World Economic Forums white

9、 paper FromDisruption to Opportunity:Strategies from Rewiring Global Value Chains,this report highlights seven country-level readiness factors beyond cost considerations that foreign investors are increasingly scrutinizing.The interventions highlighted in this paper can help public and private secto

10、r stakeholders inform decision-making processes and identify appropriate conditions and policies to ensure the manufacturing sector delivers responsible growth.To be recognized as a favourable destination for manufacturing and supply chain operations,governments can strengthen their industrial agend

11、as by developing strategic policy frameworks in collaboration with the private sector.Ultimately,this will aid corporations that are now balancing trade-offs between cost,performance,resilience and sustainability along their rewiring journey.Amid the global rewiring and a new emerging chapter of glo

12、bal trade,we hope this paper can help structure how to answer these questions with more clarity and ensure that future global value rewiring changes work for all including developed and developing countries and companies of all sizes for the decade to come.Kiva Allgood Head,Centre for Advanced Manuf

13、acturing and Supply Chains;Member,ExecutiveCommitteePer Kristian Hong Partner and Americas Co-Lead,Operations andPerformanceBeyond Cost:Country Readiness for Manufacturing and Supply ChainsDecember 2024Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains3Executive summaryO

14、ngoing global supply chain disruptions are pushing manufacturers to rethink their operations.Rather than solely focusing on cost,they are now balancing cost considerations with factors including performance,resilience and sustainability.For many,this means a renewed focus on regionalization,with ove

15、r 90%of manufacturers prioritizing this approach according to a survey by the World Economic Forum and Kearney involving over 300 global operations executives and 60 consultations.Findings from this survey(captured inthe previous white paper From Disruption to Opportunity:Strategies from Rewiring Gl

16、obal Value Chains),show that close to two-thirds of manufacturers are adopting a“power-of-two”geographical approach,ensuring the majority of their direct spending is sourced from two separateregions.Analysis of macro-dynamic shifts from the early 2000s financial crisis to the present day,together wi

17、th national strategies aimed at expanding the manufacturing sector,reveals four distinct country archetypes defined by two key dimensions:the contribution of manufacturing to gross domestic product(GDP)and the level of GDP per capita:Adapter:limited contribution of the manufacturing sector to GDP,an

18、d a GDP per capita level that sits below the global average Converger:limited contribution of the manufacturing sector to GDP,and a GDP per capita level that sits above the global average Connector:strong contribution of the manufacturing sector to GDP,together with a GDP per capita level below the

19、global average Scaler:strong contribution of the manufacturing sector to GDP,together with a GDP per capita level above the global averageAs countries prepare their systems for the future of manufacturing,foreign investment is increasingly favouring nations that proactively invest in and adopt polic

20、ies across a holistic array of readiness factors,marking a striking paradigm shift beyond the cost advantage,which used to be the primary factor in the past few decades.These readiness factors are:Infrastructure physical and intelligent infrastructure Energy and resources natural resources andthe en

21、ergy mix Technology the innovation system,technology adoption and intellectual property Labour and skills skill levels,labour flexibilityand retention,and workforce costs andavailability Fiscal and regulatory policies tax policies,the regulatory environment and the availability ofcapital Geopolitica

22、l landscape trade policies,international relations and political developments Environmental,social and governance sustainability,net zero,social responsibility andgovernanceEach of these readiness factors is underpinned by an array of indices(see Appendix 1).While these factors are instrumental in s

23、haping a favourable environment,they alone do not guarantee a countrys status as a preferred manufacturing destination.Additional drivers,including cost,market access and political priorities,play significant roles in determining manufacturing attractiveness.While the weight of these factors will va

24、ry by company,industry and position along the value chain,creating a favourable environment for investment and policy innovation is becoming a crucial differentiator for countries aiming to broaden their industrial agendas.This paper provides examples of best-practice policy interventions and public

25、-private partnerships to help guide decision-makers in the design and implementation of next-generation industrial strategies.Creating a favourable environment for the manufacturing and supply chains sector to flourish will require continuous discourse.Going forward,the World Economic Forum will con

26、tinue to provide a neutral space and network for manufacturers across industries,the public sector,civil society and academia to successfully navigate these evolving market conditions to facilitate positive economic,environmental and societal impact.Beyond cost,seven readiness factors are crucial fo

27、r countries aiming to become attractive destinations for foreign investment.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains4IntroductionAccording to a World Economic Forum and Kearney survey involving over 300 global operations executives and 60 consultations(included

28、 in From Disruption to Opportunity:Strategies for Rewiring Global Value Chains),over 90%of leaders are prioritizing regionalization,while close to two-thirds are planning to have a majority of their direct spending qualified from a second source in a second region.With the global operating environme

29、nt projected to become increasingly volatile,safeguarding operations now involves strengthening the resilience of ones geographical footprint.Where in the past,an organizations footprint was primarily driven by cost,it now reflects a more holistic approach that addresses five key trends shaping the

30、future of global value chains.These trends include:a shift to more regionalized hubs,a transition to a digital-first model of operations,the adoption of more innovative approaches to sustainability and a deeper focus on skills and customer value.Such developments continue to influence significant sh

31、ifts in global value chains,prompting companies to explore new geographies,rethink network designs and balance trade-offs between cost,performance,resilience andsustainability.To successfully navigate these five trends,its crucial for manufacturers and policy-makers to work together at a country and

32、 regional level.As such,the insights from this white paper are intended to elicit deeper exploration into the characteristics that make a country a favourable destination for next-generation manufacturing and supply chains over the next decade.In the next chapters,the paper will delve into country-l

33、evel readiness factors underpinned by a set of indices from globally recognized data sources,as well as the role of public-sector investment and industrial policies.Five key trends are prompting industrial companies to holistically rethink their network design and geographical footprint.Beyond Cost:

34、Country Readiness for the Future of Manufacturing and Supply Chains51Macro-dynamic shifts since the financialcrisis of the early 2000s have highlighted fourdistinct archetypes for country-level approachesfacilitating thegrowth of the manufacturing sector(seeFigure1).Thesearchetypes are based on two

35、dimensions:thecontribution of the manufacturing sector to gross domestic product(GDP),and the level of GDPper capita.1.1 Mapping manufacturings role in economic growth:four country archetypesCountry archetypes and macro-dynamic trendsMacro-dynamic shifts and rising emphasis on resilience and sustain

36、ability have resulted in a fluctuation in foreign investment acrosscountries.Country archetypesFIGURE 1051015202530350102030405060708090100110AustraliaBangladeshBrazilCanadaChileChinaDenmarkEstoniaFranceGermanyHungaryIndiaItalyNew ZealandPhilippinesIrelandPolandRomaniaJapanIndonesiaSouth KoreaSingap

37、oreSouth AfricaMalaysiaSpainSwitzerlandSaudi ArabiaTurkeyFinlandUnited Arab EmiratesMexicoUnited KingdomUnited StatesThailandGDP4GDP per capita2 ($,thousands)Manufacturing contribution to GDP3(%of GDP)Country archetypes1ConvergerLimited contribution of the manufacturing sector to GDP,and a GDP per c

38、apita level that sits above the global averageScalerStrong contribution of the manufacturing sector to GDP,together with a GDP per capita level above the global averageAdapterLimited contribution of the manufacturing sector to GDP,and a GDP per capita level that sits below the global averageConnecto

39、rStrong contribution of the manufacturing sector to GDP,together with a GDP per capita level below the global averageNotes:Non-exhaustive.1.Data sourced from the World Bank.Latest data point available was taken for each country.No data point is older than 2022.2.Y axis partition drawn at the global

40、GDP per capita($12,688).3.X axis partition drawn at the average manufacturing value added of countries within cohort(16%).4.Circle size indicates total GDP.Source:World Bank;World Economic Forum;Kearney.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains6In Figure 1,“adap

41、ters”are characterized by the limited contribution of their manufacturing sector to GDP and a GDP per capita level that sits below the global average.This quadrant includes countries like Brazil and India.Brazils economy is driven by natural resources,agriculture,commodities production and exports.1

42、 Indias sizeable industrial sector is driven primarily by the service sector,which is the main contributor to the countrys overall GDP.2 India is also making significant strides in manufacturing,with some states positioning themselves as key manufacturing hubs for industries such as automotive,elect

43、ronics and textiles.3On the opposite bottom right side of the graph,“connectors”are distinguished by the strong contribution of the manufacturing sector to GDP,together with a GDP per capita level below the global average.Countries such as Bangladesh and Mexico exemplify these characteristics.Bangla

44、deshs rapid industrialization,particularly in the textile and garment sectors,has made manufacturing a critical part of its economy.Mexico has developed a strong manufacturing base in sectors such as automotive and electronics,partly due to trade agreements such as the North American Free Trade Agre

45、ement(NAFTA)now known as the US-Mexico-Canada Agreement(USMCA)and its proximity to the US.On the upper left segment of the graph are“convergers”,whose GDP is above the global average but for whom the contribution of manufacturing to GDP is limited.The US and Denmark are prominent examples of these c

46、ountries.The US remains a global leader in high-technology and innovation-driven manufacturing industries.Recent initiatives,such as the Inflation Reduction Act,the Creating Helpful Incentives to Produce Semiconductors(CHIPS)and the Science Act,highlight the countrysstrategic reinvestment in advance

47、d manufacturing.Denmark has a manufacturing industry centred on specialized and high-quality products,particularly in pharmaceuticals,clean technology and food processing.Finally,on the top right side of the graph sit“scalers”,which have a GDP above the global average and whose manufacturing sectors

48、 contribute strongly to overall GDP.Ireland and Singapore exemplify these characteristics.Ireland has successfully harnessed favourable tax policies,its skilled workforce and strategic location to attract multinational corporations,particularly in pharmaceuticals and technology.Singapore,with its st

49、rategic location,pro-business government and advanced infrastructure,has developed a highly sophisticated manufacturing sector,particularly in electronics and chemicals.As foreign direct investment(FDI)flows shift,understanding the nuances of the four archetypes and their impact on investment confid

50、ence is critical.In this vein,since 1998,the Kearney ForeignDirect Investment Confidence Index(FDICI)has surveyed over 500 global business executives annually to ascertain which markets are likely to attract the most investment over the following three years.The index provides a forward-looking rank

51、ing on the attractiveness of certain markets in light of different investments and policies adopted over the past decade.By identifying these top-ranked markets,the report effectively signals whereinvestment capital is most likely to be directed,reflecting investor confidence and strategic economic

52、positioning.4The historical progression of this ranking has seen a significant shift in the past decade,which is illustrated within the context of the country archetypes outlined in Figure 2.On average,adapters,who have typically relied on their best-cost status to attract FDI,have experienced a 15%

53、decline in attractiveness for inward investment.Connectors,who(like adapters)have historically traded on their best-cost status but whose contribution of manufacturing to GDP is higher,have seen the appeal of their inward investment improve by 14%.Scalers show a relatively stable investment favourab

54、ility.Similarly,convergers have maintained a relatively stable trajectory,with an increase of 2%.These trends align with the paradigm shift of foreign investment increasingly favouring nations that proactively invest in and adopt policies across a holistic array of factors.1.2 Macro-dynamic and fore

55、ign direct investment confidence shiftsBeyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains7Changes in Foreign Direct Investment Confidence Index between 2013 and 2023Average percentage change in Foreign Direct Investment between 2013 and 2023FIGURE 2FIGURE 3GDP per capita

56、 ($,thousands)HighHighLowLowManufacturing contribution to GDP(%of GDP)ConvergerScalerAdapterConnectorStable investment favourability+2%Reducing inward investment-15%Stable investment favourability+1%Gaining inward investment+14%GDP per capita ($,thousands)HighHighLowLowManufacturing contribution to

57、GDP(%of GDP)ConvergerScalerAdapterConnector+295%+74%+215%+144%Source:World Bank;Global Business Policy Council(GBPC);World Economic Forum in collaboration with Kearney.Source:World Bank;Global Business Policy Council(GBPC);World Economic Forum in collaboration with Kearney.The shift in FDI confidenc

58、e is also aligned with actual changes in FDI5 over the same period(see Figure 3).This graph shows that countries with higher GDP per capita have experienced a more significant increase in FDI,regardless of the contribution of manufacturing to GDP.On the bottom half of the graph,connectors stand out

59、as more attractive destinations for manufacturing,with FDI growth levels that are double that of adapters.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains82A proactive approach to balancing readiness factorsSeven readiness factors can make a country a favourable destin

60、ation for next-generation manufacturing in the next 10 years.The survey conducted by the World Economic Forum and Kearney has identified seven production readiness factors that undergird a countrys ability to attract manufacturing and supply chain investment in the next 10 years(see Figure 4).Thisse

61、ction provides an overview of the factors andhow they have been integrated by the public and private sector.Using the indices that underpin each readiness factor(see Appendix 1)and a consistent methodology(see Appendix 2),it also highlights the top 3 countries based on current readiness,while not ta

62、king recent investments or time lags intoaccount.Readiness factorsFIGURE 4 Sustainability and net zero Social responsibility Governance Trade policies International relations Political developments Tax policies Regulatory environment Capital availability Physical infrastructure Intelligent infrastru

63、cture Natural resources Energy mix Innovation ecosystem Technology adoption Intellectual property Skill levels Labour flexibility and retention Workforce costs and availabilityReadinessfactorsEnvironmental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscape

64、Fiscal andLabourand energySource:World Economic Forum in collaboration with Kearney.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains9.2.1 InfrastructureInfrastructureFIGURE 5Source:World Economic Forum in collaboration with Kearney.Traditionally,infrastructure investme

65、nt has focused on tangible assets such as transport networks,utilities and other physical facilities.Roads,ports,railways and logistics capabilities remain a key priority for stakeholders.Such physical infrastructure is essential to ensuring the smooth movement of goods,people and resources.As globa

66、l value chains evolve,however,consultations reveal that the importance of intelligent infrastructure is growing.This shift does not diminish the necessity of physical infrastructure but rather underscores the need for an integrated approach that integrates the two.The challenge for some countries is

67、 not merely upgrading their physical infrastructure but developing and implementing policies that facilitate the integration of these advanced technologies.A symbiotic relationship exists between tangible upgrades and the enhancement of intangible components such as data security,connectivity anddig

68、ital governance.Using the indices described in the production readiness model(see Appendix 1),the top three strongest-performing markets for the quality of their physical and digital infrastructure were Denmark(converger),the Netherlands(converger)and Singapore(scaler).While not yet appearing in the

69、 top 3 countries,China stands out as a global leader in infrastructure investment,underscoring its commitment to enhancing this readiness factor.6Connectivity extends beyond physical infrastructure.We prepare and develop industrial parks with“plug-and-play”facilities with last-mile connection to uti

70、lities,research institutes and academia located close by,to enable companies to pilot products and kick-start production in a seamless manner.This is complemented by Singapores trade connectivity.We are the largest air cargo hub in South-East Asia and the worlds busiest transhipment seaport with an

71、extensive network of 27 Free Trade Agreements,which provides ease of access for our goods and services to reach global markets.Cindy Koh,Executive Vice-President,Singapore Economic Development BoardSub-factorsPhysical infrastructureAvailability and quality of transportation networks(roads,ports,rail

72、ways),utilities(electricity,water)andlogistics capabilities.Intelligent infrastructurePenetration and reliability of high-speed internet,data centres and communication networks,integration of advanced technologies e.g.internet of things(IoT),artificial intelligence(AI)and big data analytics and meas

73、ure of cybersecurity.IndicesQuality of transport networks and logistics capabilitiesAccess to high-speed internetSecure data centresEnvironmental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energyBeyond Cost:Country Readiness for

74、the Future of Manufacturing and Supply Chains10The Partnership for Global Investment and Infrastructure(PGI)is a collaborative initiative between Group of Seven(G7)nations,led by the US,to help fund the infrastructure needs of low-and middle-income countries worldwide.PUBLIC SECTOR INTERVENTION 1Par

75、tnership for Global Investment and Infrastructure,United States of AmericaThe strategy is a comprehensive initiative designed to develop and expand the countrys semiconductor system,focusing on infrastructure,talent and industry partnerships.PUBLIC SECTOR INTERVENTION 2National Semiconductor Strateg

76、y(NSS),MalaysiaPUBLIC-PRIVATE PARTNERSHIP 1Port expansion,DP World and Dominican RepublicThe Dominican Republic partnered with DP World in 2003 to harness its strategic position in Caribbean trade,creating DP World Dominicana a$700 million project responsible for building the islands most modern por

77、t.Since President Abinader inaugurated its expansion in 2020,the port has managed 68%of DRs maritime cargo,created over 2,000 jobs and led to a projected 5-6%growth in GDP,outpacing the regions 2-3%.With an investment exceeding$100million,DP World has developed 112,000 square metres(m2)of warehouses

78、 and 3 million m2 on the Caucedo peninsula,doubling its footprint to attract nearshoring for the US.Through innovations like CARGOES TOS+and electric vehicles,DP World supports sustainable,paperless customs and single-window port processes,boosting security,efficiency and customs revenue.This public

79、-private partnership enhances DRs competitiveness and trade resilience,aligning with its 2030 Agenda for a sustainable,prosperous future.Source:DP WorldSource:The White House.(2024).FACT SHEET:Partnership for Global Infrastructure and Investment at the G7 Summit.ImpactFinancialRegulatoryOperationalS

80、trategicOver the past three years,the USand its partners have mobilized over$60billion in investments through federal and private funding,and are on course to hit the G7starget of$600billion by 2027.Ease of doing business through memorandums of understanding,like that of the ports of Rotterdam and A

81、ntwerp with Namibian Port Authority,aim to increase trade and investment to support renewable energy and hydrogen infrastructure.PGI has aimed to empower women in sustainable sectors,promoting the Women in the Sustainable Economy Initiative(WISE)to advance women in the green and blue workforces of t

82、he future.PGIs key strategic initiative,the Lobito Economic Corridor,focuses on critical transport infrastructure across Angola,Zambia and the Democratic Republic of the Congo,with the first transcontinental open-access rail network across the continent.Source:Ministry of International Trade and Ind

83、ustry,Malaysia.ImpactFinancialRegulatoryOperationalStrategicOver MYR 25 billion(Malaysian ringgit)has been allocated to the semiconductor sector through the NSS over the next decade.The strategyhasattracted MYR 33 billion in FDI thus far,boosting GDP and creating high-value jobs.The strategy support

84、s business growth with fiscal incentives,streamlined regulations and advanced facilities.Semiconductor firms can now deduct up to 60%of machinery and upgrade costs over five years,while incentivized organizations must fund training programmes to help upskill 60,000 engineers under NSS goals.The stra

85、tegy bolsters domestic expertise in semiconductor design,which attracts investors and local enterprises.It plans to train 60,000 engineers,establish 10 design firms and a dedicated research and development(R&D)hub,and spur the creation of over 100 high-revenue semiconductor-related businesses.The NS

86、S aims to position Malaysia as a global leader in semiconductor production,covering integrated circuit design,wafer fabrication,outsourced semiconductor assembly and testing,advanced packaging,and high-technology manufacturing.Industrial parks like Batu Kawan and Kerian Integrated Green Industrial P

87、arks will play vital roles in R&D,training and deployment.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains11Sub-factorsNatural resourcesAccess to essential raw materials needed for manufacturing and supply chain operationsEnergy mixAccess to diverse and sustainable ene

88、rgy resources critical for production processesIndicesQuality of energy infrastructure and supplyTotal natural resourcesEnergy security,equity and sustainabilityEnvironmental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energy2.2 R

89、esources and energyResources and energyFIGURE 6Source:World Economic Forum in collaboration with Kearney.As natural resources continue to dwindle,operations and supply chain executives are identifying environments that prioritize sustainable practices whether through renewable energy,efficient resou

90、rce use or adoption of circular economy principles.This requires countries to commit to sustainable policies and implement the innovation and technological advancement needed to operate efficiently with finite resources.Using the indices described in the production readiness model(see Appendix 1),th

91、e top three strongest-performing markets for the quality of their energy infrastructure,natural resources,and energy security,equity and sustainability were Chile,Australia and Canada(all convergers).We have a need to focus on how to promote adequate nationwide infrastructure,from roads and bridges,

92、including the electric grid,by securing sustainable energy sources and increasing the reliability of emissions data.Ongoing federal support through grants and aid to companies helps balance between competitiveness and regulation for energy.Larry Bucshon,US Representative,8th Congressional District,I

93、ndianaBeyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains12A suite of demand-side policies focused on energy efficiency in the industrial sector seek to position the United Arab Emirates as a leader in sustainable manufacturing.PUBLIC SECTOR INTERVENTION 3Demand Side Mana

94、gement Programme,United Arab EmiratesPUBLIC-PRIVATE PARTNERSHIP 2Driving sustainable manufacturing,Siemens and SingaporeSiemens partnership with Singapores Economic Development Board(EDB)is advancing sustainable manufacturing through renewable energy integration.Siemens aims to achieve carbon neutra

95、lity in its own operations by 2030 and across its supply chain by 2050.In Singapore,the governments commitment to achieving net-zero emissions by 2050 and its Green Plan 2030 which includes a target to source all energy from renewables align with Siemens sustainability goals,leading to the establish

96、ment of a factory there.While Siemens estimated that on-site renewable energy could only provide up to 40%of the energy needed,the Singaporean government assured that the remaining energy would come from renewable sources.This partnership exemplifies how public-private collaboration can drive long-t

97、erm sustainability in manufacturing.Source:SiemensSource:Ministry of Industry and Advanced Technology,United Arab Emirates.ImpactFinancialRegulatoryOperationalStrategicShort-term costs of compliance among industries will be offset by a reduction in energy demandand usage,forecasted to unlock an esti

98、mated AED 14billion(dirhams)in financial savingsby2050.Stricter regulatory and transparency requirements promote greater energy efficiency and meet energy and water reduction targets of 40%and 50%,respectively,by 2050.Businesses will have to adhere to energy efficiency and reporting requirements on

99、a voluntary basis,but those that embark on the transformation will put themselves at a long-term competitive advantage.Businesses across all sectors(e.g.steel,cement,chemicals,water desalination)must develop long-term energy efficiency strategies that align with the demands of the programme,putting

100、the United Arab Emirates industry on a path to becoming a leader in sustainablemanufacturing.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains132.3 TechnologyTechnologyFIGURE 7Technology is increasingly being viewed as a key driver of global power,affecting everything f

101、rom labour markets to international competitiveness.7 Cultivating a robust technology network through innovation hubs,intellectual property protection and a forward-looking regulatory environment willtherefore be a key differentiating factor.Countries that support the integration of advanced technol

102、ogies for companies of all sizes including small and medium-sized enterprises and across industries can not only boost productivity but alsoenhance their strategic positions in global valuechains.Using the indices described in the production readiness model(see Appendix 1),the top threestrongest-per

103、forming markets for technologyreadiness,innovation systems and cybersecurity capability,among other factors,were the US(converger),Switzerland(scaler)andSingapore(scaler).Technology,and particularly AI,makes data the new gold,acting as the gateway to knowledge management and amplifying the power of

104、information.As nations,from the US and China to tech hubs like Israel,fiercely compete for dominance in this arena,technology emerges not only as a critical driver of global competitive capability but also as a key enabler of national growth,despite the geopolitical tensions.Bart Talloen,Former Vice

105、-President,Supply Chain Innovation,Johnson&Johnson(1996-2023)Sub-factorsInnovation ecosystemPresence of research and development institutions,innovation hubs and start-upsTechnology adoptionRate of adoption of advanced manufacturing technologies,automation and digital transformationIntellectual prop

106、ertyStrength of intellectual property laws and enforcement toprotect innovationsIndicesDigital technology readinessPresence of innovation hubs and startupsInnovation ecosystemAccess to capital for technology projectsHigh-technology exportsDigital competitivenessAdvanced technologies adoptionInformat

107、ion and communication technology(ICT)infrastructure developmentIntellectual property regimeCybersecurityEnvironmental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energySource:World Economic Forum in collaboration with Kearney.Beyo

108、nd Cost:Country Readiness for the Future of Manufacturing and Supply Chains14South Koreas National Research and Development Innovation Act helps streamline governanceof research and development(R&D)between government departments,enhancingthe countrys competitive edge.PUBLIC SECTOR INTERVENTION 4Nati

109、onal Research and Development Innovation Act,2022,South Korea PUBLIC-PRIVATE PARTNERSHIP 3Incentives for R&D,Intel and IsraelThe Israeli government has provided extensive support for US component manufacturer Intel to expand its research and development capability in Israel in recent years.The most

110、recent example was the provision of a$3.2 billion grant provided in December 2023 for the construction of a$25billion computer chip plant in Kiryat Gat,Southern Israel.The government has also supported Intel on several of its investment plans in the country,which total over$50 billion to date,and in

111、clude four development centres and two fabrication plants.Intel has grown to become Israels largest private-sector employer,with around 11,700 employees,and its operations have made a significant contribution to the national economy.In total,Intel was responsible for around 5.5%of the countrys high-

112、technology exports(worth$8.7billion)and 1.75%of the countrys GDP in 2022.8 Source:Astute Group.(2023).Intel will receive$3.2 billion in Israeli funding to build chip factories.ImpactFinancialRegulatoryOperationalStrategicThis act increases R&D funding,particularly around innovative and challenging a

113、reas such as defence.Government departments can also collect royalties and specific sums for reinvestment,dependent on research outcomes.The act streamlines governance of R&D across government departments,mandates the open sharing of data,establishes standards regarding R&D outcomes and intellectual

114、 property rights,and promotes ethical researchpractices.It creates an autonomous and responsible research environment,reduces the administrative burden and facilitates greater collaboration between the public sector,private sector,research organizations and academia.It enhances domestic capability t

115、o develop and implement innovative next-generation technologies.It also serves as a template for best practices,and global excellence and cooperation on R&D.Source:Korea Legislation Research Institute.(2020).National Research and Development Innovation Act.Beyond Cost:Country Readiness for the Futur

116、e of Manufacturing and Supply Chains152.4 Labour and skillsLabour and skillsFIGURE 8The traditional focus on best-cost labour as a competitive advantage is diminishing.In its place,the availability and quality of skilled labour are becoming paramount.As automation and advanced manufacturing technolo

117、gies evolve,the demand for a highly skilled workforce capable of working alongside these innovations is increasing.Competitive countries are therefore investing in education,vocational training and lifelong learning programmes to address growing skills gaps.The ability to attract and retain a skille

118、d labour force will be a critical factor in a countrys attractiveness to global industrial companies.Using the indices described in the production readiness model(see Appendix 1),the top three strongest-performing markets for the availability of technologically skilled workers,labor costs,STEM(scien

119、ce,technology,engineering and mathematics)graduates,and trade union density were Australia(converger),Ireland(scaler)and Saudi Arabia(converger).Countries must focus on cultivating a workforce skilled in new manufacturing technologies such as AI and digitalization.As industries transition from elect

120、romechanical to digital systems,the competition for these highly sought-after skills intensifies,making it increasingly challenging not just to hire but to retain top talent.Thierry Mabru,Senior Vice-President,Integrated Supply Chain,Garrett MotionSub-factorsSkill levelsAvailability of skilled worke

121、rsLabour flexibility and retentionLaws on temporary workers,power of unions andincentives to retain talentWorkforce costs and availabilityCost of labour and demographics of the labor forceIndicesAvailability of technology-skilled workersScience,technology,engineering and mathematicsgraduatesTrade un

122、ion densityLabour costEnvironmental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energySource:World Economic Forum in collaboration with Kearney.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains16An up

123、date to Mexicos Federal Labor Law,establishing stricter employer obligations enhanced penalties for non-compliance,and expanded protections to improve workplace conditions and combat labour exploitation.PUBLIC SECTOR INTERVENTION 5Labour Law Amendment,2024,MexicoPUBLIC-PRIVATE PARTNERSHIP 4SkillsFut

124、ure Initiative,SingaporeSkillsFuture is a national initiative aiming to enhance workforce capabilities through a public-private partnership model.Through the SkillsFuture Singapore(SSG)agency,the Singaporean government provides financial incentives such as credits and subsidies for training programm

125、es.Designed in collaboration with the private sector,universities,polytechnics and business associations,SkillsFuture offers over 25,000 courses for Singaporeans to access training in emerging technical topics.To better expand offerings to meet specific organizational needs,SkillsFutures Company Tra

126、ining Committees(CTCs)were expanded in 2023.CTCs are co-created with employers,employees and unions todevelop in-house training programmes.9Additionally,in June 2024,the government announced a$2,225 million investment in SkillsFuture as part of the nations five-year plan targeting skills in high-gro

127、wth sectors like AI and the green economy.Source:SkillsFuture.(2024).About SkillsFuture Singapore.ImpactFinancialRegulatoryOperationalStrategicThe 2024 Amendment increased Mexicos national minimum wage by 20%,with wages rising to 248.93 pesos per day from 207.44 pesos,and from 312.41-374.89 pesos pe

128、r day in the North Border Zone.The wage increase was an agreed-upon figure negotiated by employers,unions and the government.Targeting unions,the amendment altered union law to increase transparency and the ability of workers to both form and dissolve unions.Additionally,health and safety standards,

129、working hours and employee contract formalities have benefited from new compliance requirements.Operational impacts to the workforce may be seen in the form of needed updates for safety and health regulations.Additionally,workforce changes such as maximum working hours and shift regulation may alter

130、 traditional production schedules and operator planning.Labour relations will continue to evolve and be a pertinent factor for manufacturers as workers gain the potential to be more organized and empowered in their decisions.Source:Myexperience.(2023).Mexicos Minimum Wage Increased by 20%for 2024;Co

131、-Production International.(2023).Major Boost for Workers:Minimum Wage in Mexico to Rise by 20%in 2024.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains172.5 Fiscal and regulatoryFiscal and regulatoryFIGURE 9Global economic and political volatility is on the rise,with th

132、e prospect of tariffs and a rise in protectionist policies adding to inflationary pressures,hampering growth prospects and potentially disrupting global trade flows.As a result,manufacturers are increasingly seeking environments with transparent,predictable regulatory frameworks that are conducive t

133、o business growth.Using the indices described in the production readiness model(see Appendix 1),the top three strongest-performing markets for ease of business,regulatoryquality and stability(among other factors)were Singapore(scaler),Switzerland(scaler)and Qatar(converger).Fiscal and regulatory fra

134、meworks are essential for establishing the rules of the road for industries,while governments should be guided by data regulation that promotes open data to enable all partners to more clearly identify trends and spot risks and opportunities.The way countries shape these policies will significantly

135、influence their participation in global value chains and their attractiveness for foreign investment.Lorenz Noe,Research Manager,Open Data WatchSub-factorsTax policiesCorporate tax rates,incentives for investment and the overall tax burdenRegulatory environmentEase of doing business,regulatory trans

136、parency and efficiency of legal systemsCapital availabilityAccess to credit to support and incentivize transformation projectsIndicesInternational tax competitivenessIncentives for investmentEase of doing businessRegulatory quality and stabilityAccess to capital for transformation projectsEnvironmen

137、tal,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energySource:World Economic Forum in collaboration with Kearney.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains18The Knowledge Development Box(KDB)is

138、a tax incentive policy tool aimed at reducing the corporate tax rate to attract multinational corporations to IrelandPUBLIC SECTOR INTERVENTION 6Knowledge Development Box,IrelandPUBLIC-PRIVATE PARTNERSHIP 5Tax incentives for automotive manufacturing,Audi and MexicoA range of tax incentives and a str

139、eamlined regulatory framework has prompted car manufacturer Audi to establish and expand its production capacity in Mexico.The Mexican government provided tax incentives and streamlined regulatory processes to encourage German carmaker Audi to establish a manufacturing plant in San Jos Chiapa.The pl

140、ant went into operation in 2016 and produced 175,626 vehicles last year.With over 5,300 employees,the manufacturing facility has been a major generator of local jobs and has contributed to the growth of Mexicos automotive industry.Several premium and sports models are produced at the plant.In June 2

141、024,Audi announced plans to invest an additional 1 billion in its San Jos Chiapa facility to begin production of electric vehicles,including the newer Q8 E-tron.The decision is likely to create over 500 new jobs at the plant,which is located next to its just-in-sequence supplier network.The facility

142、 is said to be a prime example of an Audi Smart Factory model,having been entirely planned and designed for computer-simulated operations.Source:Audi.(n.d.).Audi in Mexico;Automotive Logistics.(2016).Smooth logistics underpins assembly at Audis Mexican plant.ImpactFinancialRegulatoryOperationalStrat

143、egicThe rate of reduction has generated substantial tax savings and boosted after-tax profits for firms across several industries,particularly those in innovative fields that carry out extensive R&D.The governments introduction of a reduced 10%corporation tax rate on profits from intellectual proper

144、ty assets contrasts with the standard 12.5%corporate rate,incentivizing companies to carry out R&D activities in Ireland.Companies must devote an increased amount of resources to comply with the tax incentive,such as tracking and documenting R&D activities,qualifying assets and tracking income.New s

145、ystems and process may be required to monitor R&D activity and accurately track expenditure and income streams.Companies are encouraged to take a long-term perspective on R&D investment and commercialize new innovations in Ireland before scaling to other regions.The policy also aligns with Irelands

146、aim of becoming a more advanced knowledge-based economy.Source:Deloitte.(n.d.).Knowledge Development Box(KDB);KPMG.(n.d.).Knowledge Development Box.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains192.6 Geopolitical landscapeGeopolitical landscapeFIGURE 10Navigating the

147、 current geopolitical environment requires a strategic approach to international relations that balances national interests with global collaboration.Countries looking to strengthen their industrial ecosystems should build resilient diplomatic relations and alliances that can adapt and respond to th

148、e shifting tides of global politics.The ability to engage with diverse markets,mitigate geopolitical risks,protect staff in geographically risky environments and preserve economic collaboration will be key differentiators in attracting investment in the coming years.Using the indices described in th

149、e production readiness model(see Appendix 1),the top three strongest-performing markets for trade policies,international relations,political stability and other factors were Ireland(scaler),Finland(converger)andDenmark(converger).Geopolitics will increasingly shape global value chains,with countries

150、 falling into three broad categories:those closely aligned with the US,those closely aligned with China,and those maintaining an agnostic or equidistant stance,like Mexico and Vietnam.The latter group may hold significant advantages in supply chain dynamics,leveraging their neutrality and scale to b

151、uild and serve diverse markets effectively.Rajesh Achanta,Former Vice-President,Supply Chain,Consumer Packaged Goods,Asia(2020-2023)Sub-factorsTrade policiesTrade agreements,tariffs and regulations affecting cross-border trade and investmentInternational relationsDiplomatic relations and alliances t

152、hat impact economic collaboration and securityPolitical developmentsGeopolitical stability and personnel safety within the countrys operating environmentIndicesPerception of safetyTrade agreementsTariffs affecting cross-border trade and investmentDiplomatic relations and alliancesRule of lawEnvironm

153、ental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energySource:World Economic Forum in collaboration with Kearney.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains20The EU-Viet Nam Free Trade Agreemen

154、t(EVFTA)is a comprehensive trade deal that eliminates tariffs on nearly all goods between the European Union and Viet NamPUBLIC SECTOR INTERVENTION 7EU-Viet Nam Free Trade AgreementPUBLIC-PRIVATE PARTNERSHIP 6Production Linked Incentive Scheme,IndiaEmerging in 2020 as an inter-agency effort by the I

155、ndian Government to provide industry incentives for sales from domestically manufactured products,the Production LinkedIncentive(PLI)Scheme has aided in providing India with a more stable and investment-friendly trade manufacturing environment.Guaranteed financial incentives based on in-country manu

156、facturing production volumes represent a major component of the PLI.For example,the programme pledges up to 6%incentives on incremental sales of manufacturing goods over a five-year time horizon.This has spurred companies like Apple and its suppliers,including Foxconn,to work closely with the Indian

157、 government to increase in-country operations and expand product assembly portfolios.As a result,a greater reliance on domestic sourcing components has taken hold,reducing imports and benefiting the countrys manufacturingcapabilities.Source:World Economic Forum.(2023).World Economic Forum and ISSB P

158、artner to Compile Learnings on Early Sustainability Reporting Effect;The National Law Review.(2024).ISSB Takes The Lead on Global Sustainability Disclosure Standards Will The U.S.Follow?.ImpactFinancialRegulatoryOperationalStrategicVietnamese exports to the EU have grown by 50%since the agreement,wi

159、th a focus on key sectors like apparel,food and beverages,and textiles.Consequently,the EU has risen to the top of the list of contributors to Vietnamese FDI,particularly in high-technology sectors.The EVFTA has eliminated 99%of customs duties between Viet Nam and the EU however,strict regulation on

160、 rules of origin have been put in place to aid a reduction in tariffs,including geographical indications across the food and beverage industry.The EVFTA seeks to reduce customs procedures and should allow for ease of business.However,supply chain visibility is crucial to meet origin requirements,as

161、numerous materials originate from non-EU partners,which would limit tariff benefits.The EVFTA benefits both the EU,byallowing for greater value chain diversification as Viet Nam takes on a greater manufacturing role,and Viet Nam,which benefits from EU investment in renewable energy industries,helpin

162、g both parties meet their energy transition goals.Source:VCI Legal.(n.d.).The EU-Vietnam Free Trade Agreement(EVFTA);Vietnam Briefing.(2024).The EU-Vietnam Free Trade Agreement:Key Provisions and Implications for FDI.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains21So

163、urce:World Economic Forum in collaboration with Kearney.2.7 Environmental,social and governanceEnvironmental,social and governanceFIGURE 11The increasing significance of environmental,social and governance(ESG)factors means that aligning policies and practices with ESG principles is now seen as esse

164、ntial for sustainable development and long-term economic resilience.ESG considerations are becoming increasingly relevant across all aspects of economic activity,and countries that successfully bridge the gap between government initiatives and corporate responsibility will stand out as value chain l

165、eaders.This alignment benefits from close cooperation between governments,businesses and civil society to craft ESG policies that are consistent and applicable across borders.Using the indices described in the production readiness model(see Appendix 1),the top three strongest-performing markets for

166、sustainability competitiveness,stable climate and renewable energy production,among other factors,were Norway,Denmark and Sweden(all convergers).While all seven readiness factors are crucial,each company will have different thresholds and priorities for each.With the growing number of companies comm

167、itting to carbon neutrality,a countrys sustainability performance is becoming an increasingly important factor.Gunter Beitinger,Senior Vice-President,Manufacturing;Head,Factory Digitalization,SiemensSub-factorsSustainability and net zeroPolicies for environmental protection,renewable energy,carbon f

168、ootprint management and achieving net-zero emissionsSocial responsibilityLabour standards and corporate social responsibilityinitiativesGovernanceCorporate governance standards,ethical practices andtransparency in business operationsIndicesRenewable energy productionAlignment with net-zero emissions

169、 goalsWorkers rightsSustainability competitivenessStable climate conditionsControl of corruptionEnvironmental,socialGeopoliticalregulatoryand skillsResourcesInfrastructureTechnologyand governancelandscapeFiscal andLabourand energyBeyond Cost:Country Readiness for the Future of Manufacturing and Supp

170、ly Chains22An initiative requiring companies to redesign production processes for reuse,repair and recycling,with strict waste management and resource-reporting standards to reduce raw material use by 50%by 2030 and become fully circular by 2050.PUBLIC SECTOR INTERVENTION 8Circular Economy 2050,2016

171、,the NetherlandsPUBLIC-PRIVATE PARTNERSHIP 7Advancing sustainability,NEOM and the Kingdom of Saudi ArabiaIn alignment with national strategies like Vision 2030 and the Saudi Green Initiative(SGI)and global sustainability goals,the Saudi Ministry of Economy and Planning(MEP)is spearheading the develo

172、pment of a National Corporate Sustainability Strategy.This strategy includes six strategic programmes and over 20 initiatives to enable and incentivize corporate sustainability adoption by the private sector.A key initiative is the development of a unified National Corporate Sustainability Reporting

173、 Guideline,aligned with national objectives and guided by international best practices.To ensure effective guidelines development,MEP has partnered with other key ministries,regulatory bodies and Saudi corporations,including NEOM,engaging them in technical committees and working groups.NEOM has cont

174、ributed expertise and representatives to support the initiatives development and alignment.This collaboration emphasizes transparency,accountability and improved decision-making based on sustainability considerations.Guided by global standards and engaging diverse stakeholders,the strategy ensures p

175、ractical,relevant outcomes that meet the needs of businesses operating in Saudi Arabia.Source:NEOM and Ministry of Economy and Planning,Saudi ArabiaImpactFinancialRegulatoryOperationalStrategicInitial investments are needed for adapting processes,but reduced raw material and waste disposal costs off

176、er long-term savings.Potential new revenue streams from resale,repair and recycling may offset costs,with government incentives available for support.Businesses must meet high standards in resource management and waste reporting,with strict compliance requirements and potential penalties.Industry-sp

177、ecific guidelines ensure all sectors align with circular economy objectives.Companies must revamp production lines and supply chains to prioritize reuse,recycling and repair.Reverse logistics and waste recovery become crucial,requiring new processes and technologies for resource efficiency.The circu

178、lar economy policy enhances reputations,reduces resource dependency and improves resilience.Companies can gain a competitive edge through innovation and align with consumer and investor sustainability expectations,positioning themselves for long-term industry leadership.Source:Government of the Neth

179、erlands.(n.d.).A Circular Economy in the Netherlands by 2050.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains233The role of public sectorinvestmentGovernment policies and investments have a key role to play in supporting a manufacturing-driven growth trajectory for cou

180、ntries.While the seven readiness factors outlined in this paper and the sub-indices that underpin them(seeAppendix 1)play a crucial role in attracting foreign investment,domestic government investment also helps shape a countrys long-term economic trajectory.A countrys position within the four disti

181、nct country archetypes identified in this paper adapters,connectors,convergers and scalers is not static.Government policies and investments play a key role in future archetype shifts.There is,however,no one-size-fits-all standard around identifying target archetype,as this will depend on a countrys

182、 priorities as well as various other factors.Brazil and India are good examples of countries making concerted efforts to increase the manufacturing contribution to GDP.Both are adapters,but this status conceals a concerted effort from both countries to enhance their value-driven industrial capabilit

183、ies.Brazils government has introduced the Nova Indstria Brasil industrial policy to stimulate technological advancement,boost productivity and enhance competitiveness over the coming decade.Similarly,Indias focus on improving infrastructure and regulatory frameworks,alongside initiatives such as Mak

184、e in India,reflects an ambition to elevate the role of the manufacturing sector in the economy.Saudi Arabia and the United Arab Emirates have traditionally relied on oil and natural resources,but they too are actively investing in diversifying their economies.Through initiatives such as Saudi Arabia

185、s Vision 2030 and the United Arab Emirates Operation 300 Billion,these nations are channelling significant resources into advanced manufacturing,technology adoption and sustainability.In contrast,scalers such as the US and certain EU nations continue to harness government investment to maintain thei

186、r advantageous position.The US is reinforcing its leadership in high-tech and innovation-driven manufacturing industries through initiatives such as the CHIPS Act and the Inflation Reduction Act and is boosting supply chain resilience through the Promoting Resilient Supply Chains Act.The EUs Next Ge

187、neration EU plan,which emphasizes a green transition and digital transformation,seeks to sustain and enhance the regions competitive edge in global value chains.These examples illustrate how government investment,while often taking longer to play out in the real economy,remains a critical component

188、in enabling countries to become attractive destinations for manufacturing.As government investments mature,they contribute to a countrys overall economic resilience and attractiveness.This reinforces the notion that a proactive approach to sustained industrial growth can,in many cases,create a favou

189、rable environment for the manufacturing and supply chains sector,though some countries may pursue other paths to economic resilience.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains24ConclusionThe continued pressure exerted by global megatrends will increasingly requir

190、e manufacturers to rethink their value chain configurations and geographical footprints.According to the survey by the World Economic Forum and Kearney,over 90%of leaders say they are prioritizing regionalization,while close to two-thirds plan to source the majority of their direct spending from a s

191、econd source in a second region.Over 10 years ago,best-cost was the key factor in determining which countries played a significant role in global value chains.Now,according to senior operations and supply chain executives,a full range of country-level production readiness factors are becoming key di

192、fferentiators in attracting investment in global value chains(see Appendix 1).These factors include:Infrastructure Resources and energy Technology Labour and skills Fiscal and regulatory conditions The geopolitical landscape Environmental,social and governanceThis new manufacturing paradigm is a cru

193、cial evolution for the industry,underscoring the need for private and public stakeholders to work together to advance technology infrastructure,improve educational access and enhance regulatory agility.It is important to note,however,that these readiness factors alone do not guarantee a countrys sta

194、tus as a manufacturing destination.Other considerations,including cost,market access and political priorities,remain critical drivers in determining manufacturing attractiveness.Furthermore,the relevance and weight of these readiness factors can vary significantly depending on the unique goals,indus

195、try contexts and strategicpriorities of individual companies,highlighting that no single factor holds universal significance across all situations.Reaping these rewards takes time.Achieving this goal will depend on much deeper collaboration between the public and private sectors,perhaps through tech

196、nical committees,working groups and regulatory collaborations on capacity building and standards.In addition,countries that implement industrial policies and programmes that are synchronized with the production readiness factors outlined in this paper will have the potential to reinforce their posit

197、ions as manufacturing leaders or establish themselves as new manufacturing hubs.Going forward,the World Economic Forum will continue to provide a neutral space and network for manufacturers from industry,the public sector,civil society and academia to successfully navigate these evolving market cond

198、itions and help showcase best practice industrial strategies.Together,this collaborative approach will enable manufacturing and supply chains to flourish well into the future,marking the sector as the driving force behind a new wave of global societal,economic and environmental prosperity.Beyond Cos

199、t:Country Readiness for the Future of Manufacturing and Supply Chains25AppendicesThe data included in the report represents the best available values from various sources at the time the report was prepared.Some data may have been revised or updated by the sources after publication.The following not

200、es provide descriptions and sources for all the indicators used to inform each of the seven production readiness factors.InfrastructureQuality of transport networks andlogisticscapabilities The Logistics Performance Index is a benchmarking tool to help countries identify the challenges and opportuni

201、ties they face when evaluating their trade logistics performance,and is based on several key dimensions.These dimensions include customs efficiency,the quality of trade and transport infrastructure,the ease of arranging shipments and the quality of logistics services.10 Unit:Score 1-5(best)Access to

202、 high-speed internet Fixed broadband subscriptions(per 100 people)measure the penetration and reliability of high-speed internet access through fixed broadband subscriptions,including cable modem,digital subscriber line(DSL),fibre-to-the-home/building and satellite broadband services.11 Unit:Nominal

203、 value,countSecure data centres Secure Internet Servers(per 1 million people)measures penetration and reliability of data centres through the number of distinct,publicly trusted Transport Layer Security(TLS)/Secure Sockets Layer(SSL)certificates found in the Netcraft Secure Server Survey.12 Unit:Nom

204、inal value,countResources and energyQuality of energy infrastructure and supply Quality of electricity supply measures the quality and availability of electricity and telephone infrastructure,as well as the reliability of energy supply.13 Unit:Score 1-7(best)Total natural resources Total natural res

205、ources rents(percentage of GDP)represents the sum of oil rents,natural gas rents,coal rents(hard and soft),mineral rents and forest rents.14 Unit:Percentage of GDPEnergy security,equity and sustainability World Energy Trilemma Framework measures the performance of countries energy systems across thr

206、ee dimensions:energy security,energy equity and environmental sustainability.15 Unit:0-1(best)TechnologyDigital technology readiness Technology readiness:Technology readiness measures the number of publications and patents filed on the 11 frontier technologies inacountry.16 Unit:Score 0-1(best)Prese

207、nce of innovation hubs and startups Valuation of unicorns:Valuation of unicorns measures the total valuation of private companies with a valuation of over$1 billion.17 Unit:Nominal value,$A1 Indices underpinning the seven readiness factorsBeyond Cost:Country Readiness for the Future of Manufacturing

208、 and Supply Chains26Innovation ecosystem Global Innovation Index uses 80 indicators to track innovation trends across over 130 economies,covering various economic and venture capital landscapes.18 Unit:Score 0-100(best)Access to capital for technology projects Frontier technology readiness Access to

209、 finance measures availability of finance to the private sector.This indicator measures resources provided by financial corporations such as finance and leasing companies,money lenders,insurance corporations,pension funds and foreign exchange companies.19 Unit:Score 0-100(best)High technology export

210、s High technology exports(percentage of manufactured exports)are the percentage of products with high R&D intensity,such as in aerospace,computers,pharmaceuticals,scientific instruments and electrical machinery.20 Unit:Percentage of manufactured exportsDigital competitiveness The Digital Competitive

211、ness Ranking evaluates countries based on how they adopt and explore digital technologies,transforming government practices,business models and society.21Advanced technology adoption Frontier technology readiness Industry activity measures ongoing activities in an industry related to the use,adoptio

212、n and adaption of frontier technologies.It considers three sectors that stand out as early adopters:manufacturing,finance and information,communication and technology(ICT).22 Unit:Score 0-100(best)ICT infrastructure development Frontier technology readiness ICT deployment measures the development le

213、vel ofICT infrastructure.23 Unit:Score 0-100(best)Intellectual property regime The International Property Rights Index scores the underlining institutions of a strong property rights regime,the legal and political environment,physical property rights and intellectual property rights.24 Unit:Score 0-

214、10(best)Cybersecurity The Global Cybersecurity Index(GCI)measures the commitment of countries to cybersecurity at a global level.Each countrys level of development or engagement is assessed along five pillars:1)legal measures,2)technical measures,3)organizational measures,4)capacity development,and

215、5)cooperation and then aggregated into an overall score.25 Unit:Score 0-100(best)Labour and skillsAvailability of technology-skilled workers Frontier technology readiness Skills measures how using,adopting and adapting frontier technologies requires skilled workers,particularly those trained in tech

216、nology through education and practical workplace training.26 Unit:Score 0-100(best)STEM graduates New tertiary graduates in STEM outline data on graduates by field in STEM adjusted by country population.27 Unit:Percentage of all new graduatesTrade union density Trade union density rate(percentage of

217、 total employees):A trade union is defined as a workers organization aiming to advance and defend the interests of workers.This trade union density rate conveys the number of union members who are employees as a percentage of the total number of employees.28 Unit:Percentage of all employeesLabour co

218、st Mean nominal hourly labour cost per employee by economic activity measures the cost incurred by the employer in the employment of labour in a specified reference period.29 Unit:Nominal value,$Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains27Fiscal policy and regula

219、tionInternational tax competitiveness International Tax Competitiveness Index measures the competitiveness and neutrality of tax systems by evaluating over 40 tax policyvariables.30 Unit:Score 0-100(best)Incentives for investment Government expenditure on economic affairs(percentage of GDP)measures

220、expenditures focused on economic development and improving the investment climate.31 Unit:Percentage of GDPEase of doing business Index of Economic Freedom measures the degree of economic freedom available to individuals and businesses,considering two quantitative and qualitative factors,grouped int

221、o four broad categories,or pillars,of economic freedom:rule of law(property rights,government integrity,judicial effectiveness);government size(government spending,tax burden,fiscal health);regulatory efficiency(business freedom,labour freedom,monetary freedom)and open markets(trade freedom,investme

222、nt freedom,financial freedom).32 Unit:Score 0-100(best)Regulatory quality and stability Regulatory quality measures perceptions of the governments ability to implement sound policies and regulations.33 Unit:Score-2.5-2.5(best)Access to capital for transformation projects Domestic credit to the priva

223、te sector refers to the financial resources provided to the private sector by financial institutions,expressed as a percentage of a countrys GDP.It is an indicator of the financial sectors role in supporting the private economy by supplying loans and other credit forms.34 Unit:Percentage of GDPGeopo

224、litical landscapePerception of safety Perception of safety measures the likelihood of political instability or politically motivated violence,including terrorism.35 Unit:Score-2.5-2.5(best)Trade agreements Regional trade agreements are tracked in accordance with the General Agreement on Tariffs and

225、Trade(GATT)and the World Trade Organization(WTO).This analysis shows the number of trade agreements a country is part of and measures how this affects cross-border trade and investment.36 Unit:Numeric,countTariffs affecting cross-border trade andinvestment The tariffs affecting cross-border trade an

226、d investment indicator measures the average weighted tariff rates imposed on imported goods and services.Higher tariffs typically create barriers to trade and can discourage foreign investment by increasing the cost of imported inputs and goods.37 Unit:Score 0-100(best)Diplomatic relations and allia

227、nces The Global Diplomacy Index assesses the strength and effectiveness of a countrys diplomatic relationships,strategic alliances and international partnerships.This includes bilateral and multilateral agreements that facilitate economic cooperation,trade,security and defence collaboration.38 Unit:

228、Score 0-100(best)Rule of law Rule of law captures perceptions of the extent to which agents have confidence in and abide by the rules of society,including the quality of contract enforcement,property rights,the police and the courts.39 Unit:Score-2.5-2.5(best)Beyond Cost:Country Readiness for the Fu

229、ture of Manufacturing and Supply Chains28Environmental,social and governance(ESG)Renewable energy production Share of primary energy consumption that comes from renewables measures the amountof modern renewable energy generation by country.40 Unit:Nominal,terawatt-hours(TWh)Net Zero Sovereign Index

230、The Net Zero Sovereign Index is a benchmarking tool that helps investors assess how well countries align with 2050 net-zero emissions goals.It considers several key dimensions,including emissions reduction policies,renewable energy use,vulnerability to climate impacts,economic capacity for transitio

231、n and social factors impacting transition fairness.By scoring countries across these dimensions,it highlights strengths and challenges,aiming to encourage a balanced and equitable approach to climate goals,especially between developed and emerging markets.41 Unit:Very high to very low alignmentWorke

232、rs rights Global Rights Index rates countries on respect for workers rights based on annual data.42 Unit:Score 1-5(best)Sustainability competitiveness The Global Sustainability Competitiveness Index model is developed with a view of the fundamentals that shape the current and the future state(petiti

233、veness level)of a nation-economy.It is based on a competitiveness model that incorporates all relevant pillars of sustained growth and wealth generation of a nation natural capital availability,resource efficiency,social cohesion,government-led development direction and innovation and business capab

234、ilities.43 Unit:Score 0-60(best)Stable climate conditions Global Climate Risk Index(CRI)identifies the extent to which countries have been affected by extreme weather events.These can be meteorological events such as tropical storms or tornados,hydrological events such as storm surges or flash flood

235、s,or climatological events such as wildfires or droughts.44 Unit:Score 1-125(lowest risk)Control of corruption The Corruption Perceptions Index(CPI)scores and ranks countries/territories based on how corrupt their public sector is perceived to be by experts and business executives.The CPI draws on d

236、ata from 13 surveys and assessments of corruption collected by a variety of reputable institutions.45 Unit:0-100(very clean)Country dataGDP per capita GDP per capita describes a nations GDP divided by its midyear population.GDP is the sum of gross value added by all resident producers in the economy

237、 and any product taxes,minus any subsidies not included in the value of the products.46 Unit:Nominal value,$Manufacturing value added Manufacturing value added(percentage of GDP)outlines industries belonging to International Standards Industrial Classification(ISIC)divisions 15-37.Value added is the

238、 net output of a sector after adding up all outputs and subtracting intermediate inputs.47 Unit:Percentage of GDPBeyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains29A2 Methodology for country readiness factor analysisFor each of the seven readiness factors,a consistent m

239、ethodology was applied to aggregate the index data,enabling identification of the top three countries for each factor.Generalized approachData preparation1.Data collection Gather the relevant data for each country(please see Appendix 1 for specific indices used).2.Selection of latest values Use the

240、most up-to-date data available for each country(considering no data from before 2022).3.Scaling indices Normalize the data to ensure comparability across countries.Apply a minimum-maximum scaling approach to bring all the indices values into 0-100(best)range.Indexscaled=Indexcountry IndexminIndexmax

241、 IndexminIndexscaledThe scaled indexIndexcountryThe original value of the index for a given countryIndexminThe minimum value of the index across all countriesIndexmaxThe maximum value of an index across all countries 4.Control for inverted relationships Adjust for cases where higher values represent

242、 worse performance to maintain consistency in interpretation.In that case,the value of 100 after scaling does not indicate the most positive influence which it should.The adjustment isasfollows:Indexscale-adjusted=100 IndexscaledModelling1.Calculate the raw score of a given country foreach of the se

243、ven readiness factors.RawScorecountry=Index1,country+Index2,country+Indexn,countryNumberOfIndices2.Final scoring Rescale the raw score of a given country for each readiness factor to a standardized 0-100 range,where 0 indicates the least prepared and 100 indicates the most prepared.FinalScorecountry

244、_scaled=RawScorecountry RawScoreminRawScoremax RawScoreminBeyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains30ContributorsAcknowledgementsThe World Economic Forum and Kearney thank thefollowing individuals for their input and participation in the consultations and commun

245、ity discussions,which contributed to the development of this white paper.Tamer AbuaitaSenior Vice-President,Operations;Chief Supply Chain Officer,Stanley Black&DeckerRajesh AchantaFormer Vice-President,Supply Chain,ConsumerPackaged Goods,Asia(2020-2023)Maryam Al BastakiActing Head,Technology Develop

246、ment,Ministry of Industry and Advanced Technology,United Arab EmiratesAndrew AlcortaSenior Advisor,US Department of EnergyAbdullah AlmahriDirector,Investments&Stakeholder Management,Ministry of Industry&Advanced Technology,UnitedArab EmiratesFatma Essa AlmheiriActing Director,Technology Adoption and

247、 Development,Ministry of Industry and Advanced Technology,United Arab EmiratesOmar Ahmed Suwaina AlsuwaidiUnder-Secretary,Ministry of Industry&Advanced Technology,United Arab EmiratesDirk BackhausExecutive Vice-President,Product Supply;Memberof the Board,Crop Science Division,BayerKonrad BauerSenior

248、 Vice-President,Global Business Services,Thermo Fisher ScientificGunter BeitingerSenior Vice-President,Manufacturing;Head,Factory Digitalization;Head,Product Carbon Footprint,SiemensEmily BensonSenior Policy Advisor,Supply Chain Center,USDepartment of CommerceParesh BhaktaSenior Vice-President,Opera

249、tions;Chief Integrated Supply Chain Officer,NouryonMartin BrownChief Supply Chain Officer,KnaufLarry BucshonCongressman;House of Representatives,USCongressAntonio CapoManaging Director and Partner;Head,Global Portfolio Solutions,EMEA,The Carlyle GroupEarl L.“Buddy”CarterCongressman,House of Represen

250、tatives,USCongressMohammad ChoucairChief Executive Officer,Archer MaterialsJennifer CooperVice-President of Global Supply Chain,The AES CorporationWorld Economic ForumMemia FendriLead,Content Curation and Operational Excellence,Centre for Advanced Manufacturing andSupply ChainsAnny MarcusProject Fel

251、low,Centre for Advanced Manufacturing and Supply ChainsKyle WintersSpecialist,Initiatives and Community,Centre for Advanced Manufacturing and Supply ChainsKearneyGrzegorz KrochmalSenior Data Scientist Nigel PekencPartnerBeyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains3

252、1Mike DuijserExecutive Vice-President and Chief Supply Chain Officer,EcolabValentina EricsonVice-President,Procurement;Head,Packaging,SignifyJacqueline FaselerGlobal Director,Supply Chain Sustainability,EHS&Public Policy Advocacy,The Dow Chemical CompanyPatrick FoelckHead,Strategy and Transformation

253、;Head,Insightsand Enablement Procurement,RocheChristian Folsgaard-BakSenior Advisor to the Scowcroft Strategy Initiative,Atlantic CouncilVarun GopakumarSenior Officer,Partnerships Activation,DP WorldJan HoffmannHead,Trade Logistics Branch,United Nations Conference on Trade and Development(UNCTAD)Amy

254、 HolmanActing Assistant Secretary,US Department of StateMark IrvinChief Supply Chain Officer,Best BuyMaggie JacksonSenior Counsellor for Policy,US Department ofCommerceSebastian JaegerManaging Director,CinvenPeter KnauerHead,Supply Chain,SKF GroupCindy Koh Executive Vice-President Singapore Economic

255、 Development BoardRachel KutzVice-President,Mass Market Supply Chain and Operational Efficiencies,AT&TDerek LemkeSenior Vice-President,Product Intelligence,ExigerNatan LinderCo-Founder and Chief Executive Officer,TulipInterfacesThierry MabruSenior Vice-President,Integrated Supply Chain,Garrett Motio

256、nJohn Manners-BellFounder and Chief Executive Officer,TransportIntelligenceAlan McKinnonProfessor of Logistics,Khne Logistics UniversityFarzana MohomedSenior Manager,ESG Program,NEOMErnest NicolasChief Supply Chain Officer,HPLorenz NoeResearch Manager,Open Data WatchAbijah NyongGlobal Director,Integ

257、rated Supply Chain Risk&Resilience,The Dow Chemical CompanyStephanie OBrienVice-President,Demand and Supply Planning,NestlPriyadarshi PandaChief Executive Officer,International Battery CompanyPeter PuypeGlobal Head,Supply Chain,BiogenMarisa RagsdaleVice-President,IT,Supply Chain,EcolabYves RossierDi

258、stinguished Fellow,Advanced Manufacturing and Supply Chains,World Economic ForumIbtisam Al SaadiDirector,Industrial Policies and Legislation,Ministryof Industry and Advanced Technology,United Arab EmiratesLisa SchroeterGlobal Director,Trade and Investment Policy,TheDow Chemical CompanyLuca SenisDire

259、ctor,Supply Chain Logistics,The Dow ChemicalCompanyMagne SetnesChief Supply Chain Officer,HeinekenRiyan SherifPublic Affairs and Global Engagement Manager,DPWorldJagjit Singh SraiDirector,Research;Head,Centre for International Manufacturing,Institute for Manufacturing,University of CambridgeChris Sm

260、ithPresident,McLane GroceryStefan SmolikChief Procurement Officer,Premium AEROTECHMarsya Saniah Binti SyukurAssistant Director,Industry Development Division,Ministry of International Trade and Industry,MalaysiaBeyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains32Bart Tall

261、oenExecutive Fellow,Advanced Manufacturing and Supply Chains,World Economic ForumMourad TamoudChief Supply Chain Officer,Schneider ElectricJeffrey TazelaarGlobal Director,Integrated Supply Chain Innovation,The Dow Chemical CompanyBruno TurchetVice-President,Industrialization,Home&Distribution Europe

262、,Schneider ElectricDan TurneyPresident and Global Head,Operations,OfiPaul VegaPartner,CinvenSithra Devi VellasamySenior Principal Assistant Director,Industry Development Division,Ministry of International Tradeand Industry,MalaysiaRoeland VertriestChief Transformation Officer,DuPontHolger WeintrittE

263、xecutive Vice-President;Head,Pharmaceuticals Product Supply;Member of the Executive Committee,BayerKathy WengelExecutive Vice-President;Chief Technical Operations and Risk Officer;Member of the Executive Committee,Johnson&JohnsonJohn(J.R.)WiseDirector,Global Supply Chain and Planning,InfineumIan Woo

264、dChief Supply Chain OfficerJorge ZarateHead,Operations,Grupo BimboIn addition,the World Economic Forum and Kearney acknowledge and thank the following individuals for their support throughout the project:Alberto FumoPartner;Global and Europe Lead,Private Equity and Principal Investors,KearneySuketu

265、GandhiPartner and Chair,Strategic Operations,KearneyMarc LaknerPartner and Managing Director,Germany,Austria and Switzerland,KearneySteven G.MehltretterPartner,KearneyXavier MesnardPartner,KearneyErik PetersonPartner and Managing Director,Global Business Policy Council,KearneyHemanth PeyyetiPartner,

266、KearneyIngo SchrterPartner,KearneyMichael F.StrohmerPartner,Global Co-Lead and Europe Lead,Operations and Performance,KearneyTerence TolandPrincipal,Global Business Policy Council,KearneyPatrick Van den BosschePartner,KearneyMarkus VejvarPrincipal,KearneyProductionPhoebe BarkerDesigner,Studio MikoLo

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289、S$).https:/data.worldbank.org/indicator/NY.GDP.PCAP.CD.47.World Bank.(2023).Manufacturing,value added(%of GDP).https:/data.worldbank.org/indicator/NV.IND.MANF.CD.Beyond Cost:Country Readiness for the Future of Manufacturing and Supply Chains35World Economic Forum9193 route de la CapiteCH-1223 Cologn

290、y/GenevaSwitzerland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.