Why US Outsourced its Global Leader Status to China in the 1980s

The outsourcing of manufacturing led to job losses, a decline in the manufacturing sector, and a loss of economic competitiveness. It also contributed to the growing inequality in the US, as the benefits of outsourcing went to the wealthy owners of capital, while the costs were borne by the working class.

Introduction:

In the 1980s, the United States was the world’s leading economic power. It had the strongest manufacturing sector, the most innovative companies, and the highest standard of living. However, a series of decisions made during this decade would ultimately lead to the US losing its global leader status to China.

One of the most important decisions was the decision to outsource manufacturing to China. At the time, China had a much lower cost of labor than the United States. This made it very attractive for American companies to outsource their manufacturing to China. As a result, millions of manufacturing jobs were lost in the United States.

The outsourcing of manufacturing had a number of negative consequences for the US economy. It led to job losses, a decline in the manufacturing sector, and a loss of economic competitiveness. It also contributed to the growing inequality in the US, as the benefits of outsourcing went to the wealthy owners of capital, while the costs were borne by the working class.

The decision to outsource manufacturing to China was a major turning point in US history. It led to the US losing its global leadership status and to the rise of China as a new economic superpower. The full consequences of this decision are still being felt today.

In this blog post, we’ll delve into the various reasons behind the decision to outsource, the potential control issues, and the evolving awareness surrounding these challenges.

Benefits of Outsourcing Manufacturing:

Lower Labor Costs: One of the primary drivers of outsourcing is the significant cost savings associated with lower labor expenses in countries like China and Taiwan. This financial advantage allows companies to allocate resources more efficiently and invest in other areas of their operations.

Access to Skilled Workers: China and Taiwan offer a vast pool of skilled workers who can deliver high-quality production at a fraction of the cost compared to the United States. This enables companies to maintain quality while simultaneously reducing manufacturing expenses.

Government Incentives: Both countries provide attractive incentives to foreign companies, such as tax breaks, subsidies, and access to essential infrastructure. These incentives further enhance the economic appeal of outsourcing.

Efficiency: The advanced technology and streamlined production processes in China and Taiwan often result in more efficient manufacturing operations. This efficiency can lead to faster production turnaround times and reduced operational costs.

Flexibility: Outsourcing to countries with efficient production processes allows companies to quickly adjust production levels based on market demands, providing a competitive advantage in a rapidly changing business environment.

Control Issues Associated with Outsourcing:

Loss of Intellectual Property: Outsourcing manufacturing to foreign countries can expose companies to the risk of intellectual property theft or infringement. Sensitive design, technology, and production methods may be compromised, affecting the company’s competitive edge.

Quality Control: Distant manufacturing partners may not uphold the same quality standards as the parent company. Ensuring consistent product quality and adherence to specifications can be challenging, potentially leading to reputation damage.

Communication Barriers: Language barriers and time zone differences can hinder effective communication between the parent company and the outsourced manufacturer, making it difficult to address issues promptly.

Regulatory Compliance: Countries may have varying regulatory frameworks and environmental standards. Failure to align with these regulations can result in legal issues and reputational damage.

Dependency on Partners: Relying heavily on outsourcing partners can reduce a company’s control over its supply chain, leaving it vulnerable to disruptions or sudden changes in partner priorities.

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Why US Outsourced, then?

The United States did think of these control issues, but they were often overshadowed by the other benefits of outsourcing manufacturing to China and Taiwan. The lower labor costs, access to a large pool of skilled workers, government incentives, efficiency, and flexibility were all very attractive to American companies, and they were willing to take a risk on the control issues.

In addition, many American companies were not aware of the control issues that could arise from outsourcing manufacturing. They did not have the experience or expertise to manage these risks, and they were often taken advantage of by their partners in China and Taiwan.

It is also important to note that the control issues associated with outsourcing manufacturing are not unique to China and Taiwan. They can arise from outsourcing to any country, even developed countries like the United States. However, the risks are often greater when outsourcing to countries with lower labor costs and less developed regulations.

In recent years, there has been a growing awareness of the control issues associated with outsourcing manufacturing. More American companies are now taking steps to mitigate these risks, such as choosing reputable partners, having clear contracts, and establishing regular communication. As a result, the risks of outsourcing manufacturing are declining, and more companies are now considering it as a viable option.

Here are some additional reasons why the United States may not have thought of these control issues:
  • Short-term thinking: Many companies focused on outsourcing manufacturing for its short-term benefits, such as lower costs and increased profit.s. They did not consider the long-term risks, such as loss of control and job losses.
  • Lack of experience: Many American companies did not have experience outsourcing manufacturing. They were not aware of the potential risks, and they did not have the expertise to manage them.
  • Government policies: The US government has policies that encourage outsourcing manufacturing. These policies make it easier for companies to outsource their manufacturing, and they reduce the risks associated with it.

As a result of these factors, many American companies did not think of the control issues associated with outsourcing manufacturing. They prioritized the short-term benefits and neglected to consider the long-term risks.However, in recent years, there has been a growing awareness of these risks, and more companies are now taking steps to mitigate them.

Also Read: How China Became a Foe of the United States?

Conclusion:


The decision to outsource manufacturing is a multifaceted one, with both advantages and control challenges. While companies can clearly see the initial appeal of lower costs and increased efficiency, they should not underestimate the potential loss of control over intellectual property, quality, and supply chain integrity.As awareness of these issues continues to grow, American companies are taking proactive measures to mitigate risks, enhance communication, and maintain a higher level of control over their outsourced manufacturing operations. The evolving landscape underscores the importance of a well-balanced approach that considers both short-term benefits and long-term sustainability.

Kumar Priyadarshi
Kumar Priyadarshi

Kumar Priyadarshi is a prominent figure in the world of technology and semiconductors. With a deep passion for innovation and a keen understanding of the intricacies of the semiconductor industry, Kumar has established himself as a thought leader and expert in the field. He is the founder of Techovedas, India’s first semiconductor and AI tech media company, where he shares insights, analysis, and trends related to the semiconductor and AI industries.

Kumar Joined IISER Pune after qualifying IIT-JEE in 2012. In his 5th year, he travelled to Singapore for his master’s thesis which yielded a Research Paper in ACS Nano. Kumar Joined Global Foundries as a process Engineer in Singapore working at 40 nm Process node. He couldn’t find joy working in the fab and moved to India. Working as a scientist at IIT Bombay as Senior Scientist, Kumar Led the team which built India’s 1st Memory Chip with Semiconductor Lab (SCL)

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