Reshoring is delivering wide-ranging benefits for an increasing number of U.S. manufacturers, who see it as a way to maintain (or regain) global competitiveness. According to the Reshoring Initiative, in 2003 about 140,000 jobs were lost to offshoring. In 2014, for the first time in two decades, the U.S. realized a net gain of 10,000 reshored jobs.
Manufacturers typically evaluate seven critical areas when it comes to operational decision making: transportation and energy costs; market demand for their products; rising labor costs in China and other developing nations; access to talent, tax and regulatory policies; availability of capital; and currency trends.
A push to reshore apparel manufacturing and technical skills is steadily taking hold in the United States. Industry organizations, as well as academe and suppliers, are identifying areas for job creation, inventing new ways to think about apparel production and building incubators that nurture a budding apparel workforce via expert tutelage and business advice.
Relocation of manufacturing and product sourcing to emerging economies is no longer the gold standard for global businesses, according to a study from the University of Tennessee, Knoxville's, Global Supply Chain Institute.
Major shifts in cost competitiveness around the world over the past decade are starting to spur a number of companies to change their global sourcing and manufacturing investment strategies, according to The Boston Consulting Group's report, The Shifting Economics of Global Manufacturing: How Cost Competitiveness Is Changing Worldwide.
Over the past few decades, the electronics components industry has seen countless companies pursue production overseas in an effort to reduce costs. OEMs have gone abroad to find the best value-added locations for building boards via offshoring: mainland China, Southeast Asia, and more recently Eastern Europe. However, this trend is shifting.