OM in the News: It’s No Fun Making Toys in the USA

Raymond Beaver, Marshmallow's CEO, has not been able to move manufacturing from China to the U.S.
Raymond Beaver, Marshmallow’s CEO, has not been able to move manufacturing from China to the U.S.

Marshmallow Fun Co. designs and markets toy guns that shoot sweet, spongy projectiles 30 feet or more. So far, though, the Dallas-based company has been unable to hit one of its targets: Making at least some of its “blasters” in the U.S. rather than relying exclusively on contract manufacturers in China. “I salute anybody who’s making goods in the U.S.A.,” says the firm’s CEO in The Wall Street Journal (Feb. 10, 2015), “but it isn’t so easy.”   

American entrepreneurs eager to bring manufacturing back to the U.S. often run up against an obstacle: Unlike China, the U.S. has few contract manufacturers geared up to make consumer products on a large scale. Contract manufacturers make products for other companies that prefer to focus on product design and marketing. “In China, you can find a specialist in any product. You want a toaster oven? There are a dozen contract manufacturers that make toaster ovens. That kind of contract manufacturing just doesn’t exist anyplace else,” adds a China-based consultant.

A search for contract manufacturing services on the Chinese website Alibaba.com brings up more than 2,000 entries. China and Taiwan have huge contract manufacturers like Hon Hai Precision Industry, known as Foxconn, which makes iPhones for Apple Inc. China also has thousands of smaller ones bidding to make products for the likes of Mr. Raymond. In the U.S., contract manufacturers generally make parts, as opposed to finished products. Some make expensive items sold in fairly small volumes to industrial or military customers. In terms of expertise and production capacity, “we let so much leave the country that you can’t find what you need,” says a Rhode Island product designer.

Classroom discussion questions:

1. What are contract manufacturers and what do they do?

2. Why is it hard for many firms to “reshore” manufacturing?

OM in the News:Thinking About Foxconn

In describing Foxconn, China’s massive contract manufacturer, Fortune (Oct.29, 2012) writes that the firm “has become synonymous with emblematic 21st-century workplace misery.” In September, worker brawls triggered riots at its assembly plant in central China. From January – June, 2010, 14 workers at Foxconn’s massive operation in Shenzhe — a facility  puts together iPads and iPhones — committed suicide at the company dorms, while 4 others tried and failed. Apple responded by hiring the Fair Labor Association, a global monitoring group, to report on conditions at Foxconn. The findings (high rates of worker accidents and forced overtime) prompted Apple CEO Tim Cook to pledge he’d work with Foxconn to improve conditions.

No one disputes that Foxconn needs to make significant changes. But often lost in the criticism of Apple and Foxconn is some local context. Although Foxconn may run its plants in a way that appalls Westerners, it turns away nearly 3 workers for every one it hires in China every year. Nor is Foxconn simply a sweatshop doing low-tech assembly of devices. Ranked 43rd on the Fortune Global 500, the firm is an innovator too. It is “the only company on the planet that could mass-produce such an array of products so quickly on the same production lines,” says one China expert.

And while the central government in Beijing has tried to pressure the company to clean up its act, local officials are constantly wooing Foxconn to set up new operations in their provinces. Officials in Henan, for example, helped the company recruit thousands of young workers to a new iPhone 5 factory in the city of Zhengzhou.

Recently, the nonprofit China Labor Watch issued a report on HEG Electronics (a major Samsung supplier) that documented the use of child labor in its factories. The report concluded: “Working conditions at HEG are well below those general conditions in Apple’s supplier factories.”

Discussion questions:

1. Why is Apple tied to Foxconn?

2. What human resource issues discussed in Chapter 10 are violated at Foxconn?