Rather than quoting passages from Steve Clemons’s post at The Hill on the complexity of returning things to being “Made in America”. I’ll just suggest that you take a look at it and make a couple of more points.
My first point is that, although I do believe that we need an economy that does more primary and secondary production rather than relying as heavily as we do on tertiary production, I am less interested in “Made in America” than I am in having more resilient supply chains. In part that will necessarily mean more primary and secondary production in the U. S. but it will also mean not being completely dependent on any single country for strategic necessities, particularly China.
My second point, riffing off Mr. Clemons’s networking analogy is that the present problem with our supply chains for nearly everything from electronics to food and pharmaceuticals is that they aren’t enough like the Internet. I won’t dwell on the mechanics of it too much but the original purpose of the protocols that became the Internet was to provide resilient networking in the case of nuclear war and part of that technology is the ability to route around inoperative segments of the network. In theory a good supply chain will implement that sort of resilience but they rarely do. There are many reasons for that but one of them is that it can be darned hard to determine whether overseas second sources are actually second sources at all.
It doesn’t really matter whether 100% of the active ingredients in 10% of your pharmaceuticals or 10% of the active ingredients are only made in China. As long as it’s not 0% you still have a vulnerable supply chain.
If your calculations of efficiency don’t take that into account, you’re not calculating actual efficiency but speculating. Our problem is that CEOs are rewarded for just that kind of reckless behavior and rarely punished when their gambles don’t pay off.
Rather than say something snarky, I wonder if there is some way CEOs could be incentivized to prioritize safe/solid supply chains? Offhand I cant think of anything that the CEO class would be willing to accept.
Steve
“If your calculations of efficiency don’t take that into account, you’re not calculating actual efficiency but speculating. Our problem is that CEOs are rewarded for just that kind of reckless behavior and rarely punished when their gambles don’t pay off.â€
True, but I think you guys are painting with too broad a brush. In my world our CEOs would never even get the chance. Surety of supply is a routine discussion. Increased efficiency can enhance margins. Inability to procure can make you bankrupt.
Perhaps large corporate experience has shown you a significant number of alternative examples. I saw an interview with someone representing a pharmaceutical company a while back who was defending the China manufacturing footprint and resisting calls to repatriate a significant portion. I thought he should have been taken behind the barn and…..
There is a problem with corporate governance—boards of directors—which has been exacerbated in publicly held companies by institutional stock ownership.
The Boards have a lot of other CEOs or former CEOs. My perception, probably biased, is that incentives are set up so that if the CEO fails they still end up pretty well off. If they succeed the rewards are huge, so they swing for the fences. There may also be a bit of too big to fail going on.
Steve