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观点:印度下载苹果应用

全球供应链的结构性转变是不容易完成。激励提供需要制造商承诺加速投资生产在发展当地的供应链。其中一些是不可能没有开发中国供应商建立了规模。基础设施支出需要一个大的推动印度能够提供全球制造商他们习惯于在中国的时间。

苹果变成的海报男孩吗印度的努力开拓更大份额的全球制造业出口。合同制造商的iphone和他们的供应商培训创造了150000个工作岗位的手机在中国出口在2022 - 23走向90亿美元。苹果和三星主导这个空间是企业寻求供应链Covid中断后恢复。印度是与许多亚洲经济体竞争搬迁一些制造业从中国推出根据激励(刺),积极改革物流基础设施和竞争的税收环境。手机制造业正在带头转换和GoI希望其他部门中吸取教训。

全球供应链的结构性转变是不容易完成。激励提供需要制造商承诺加速投资生产在发展当地的供应链。其中一些是不可能没有开发中国供应商建立了规模。基础设施支出需要一个大的推动印度能够提供全球制造商他们习惯于在中国的时间。最后,印度进入游戏世界贸易迅速降温放缓,使制造业投资承诺难以实现。

这一切使苹果公司在印度的成就显著。印度市场的大小使它加强全球制造业的一个显而易见的选择。一个支持性的政策环境和劳动力是其他了。高端制造业的推动需要构建生态系统可能对像苹果这样的公司是值得的。与苹果作为品牌大使,在印度的音调变得更强。印度的刺倾斜支持当地价值之外,应该建立更深的向后和向前的联系。科技硬件生产基地在中国应该在软件服务补充其比较优势。苹果很可能正合我的心意。


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Apple<\/a> is turning into the poster boy for India<\/a>'s effort to carve out a bigger slice of global manufacturing exports. Contract manufacturers of iPhones<\/a> and their vendor trains have created 150,000 jobs in the country as mobile handset exports in 2022-23 are headed towards $9 billion. Apple and Samsung<\/a> are dominating this space as companies seek supply chain resilience following Covid disruptions. India is competing with a host of Asian economies to relocate some manufacturing away from China and has rolled out production-linked incentives (PLIs), an aggressive overhaul of logistics infrastructure and a competitive tax environment. Mobile handset manufacturing is spearheading the transformation and GoI<\/a> expects to draw lessons for other sectors from it.

The structural shift in global supply chains is not easily accomplished. Incentives offered require manufacturers to commit to accelerating investments in production while developing local supply chains. Some of this is not possible without tapping Chinese vendors that have built up scale. Infrastructure spending needs a big push for India to be able to offer global manufacturers the timelines they are accustomed to in China. Finally, India is entering the game as world trade cools off rapidly during a slowdown, making manufacturing investment commitments harder to fulfil.

All this makes Apple's accomplishments in India remarkable. The size of the Indian market makes it an obvious choice for reinforcing global manufacturing. A supportive policy environment and labour pool are its other draws. The push needed to build the ecosystem for high-end manufacturing may be worth it for companies like Apple. And, with Apple as a brand ambassador, the 'Make in India' pitch becomes stronger. India's PLIs are skewed in favour of local value addition, which should create deeper backward and forward linkages. A base for tech hardware manufacturing in the country should supplement its comparative advantage in software services. Apple could well be just what the doctor ordered.