How To Understand And Understand The Economic Situation In Finnish Manufacturing

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1 Background info on Vesa Education PhD. cand. on Economics at University of Jyväskylä (JYU), Finland - Dynamic Capabilities in a Case of Stock-Listed Finnish Manufacturing Companies MBA (JYU), Dipl.-Kfm. at Technische Universität Berlin (TUB) - Controlling and Organization + Industrial Manufacturing Career CEO, Teknikum Group Managing Director, Teknikum Ltd CEO, Efore USA, Inc., Texas Managing Director, Muuntolaite Ltd., Finland Managing Director, Lundia Ltd., Finland CEO, Czech-Plandent S.R.O., Czech Rep Sales Manager, Planmeca GmbH, Germany Family Married, 4 children, and a dog Blog

2 2010 T.OY-TEK TEK GmbH OOO Teknikum Suzhou Technology

3 Teknikum in a Brief Founded: In 1989 (roots back to 1898 at Suomen Gummitehdas) Ownership: By three families Locations: Mühlheim (Germany), Sastamala (Finland), Suzhou (China), Vyborg (Russia) Head Quarters: Sastamala, Finland Sales est. 2010: 40 Million Employees: 400 Production Lines: Rubber Compounding, Rubber hoses, Moulded rubber products, LSR, TPE & Plastics, PU, Linings, and trading

4 Ydinosaamisalueet - Key Competence Areas Wear and Corrosion Protection Kulutukselta ja korroosiolta suojaaminen Fluid Handling Solutions Nesteiden käsittely Customized Polymer Solutions Asiakaskohtaiset Polymeeriratkaisut

5 Mission Teknikum offers innovative and customer specific solutions based on modern polymer technology Pitkäkestoisilla kumppanuuksilla Asiakaskohtaisilla ratkaisuilla Joustavalla tuotanto- ja tuoteteknologialla Kannattavasti Verkostoja hyödyntäen

6 NET SALES ( million )

7 Case Kiinan taustaa Customer Quality Technology Material Marketing Product Pick 2/4 Strategy Best Product Teknikumilla: - Samat tuotteeet Suomessa ja Kiinassa Cost Process Price Best Cost -Halvempi hinta Kiinassa Time Logistics Place Best Delivery - Nopeampi toimitus Kiinassa Relationship Information Promotion Best Contact - Asiakassuhde ja tuotekehitys Suomessa Be Different Be Better Do More BRAND Vesa Vihavainen, 2010

8 Labor costs in relation to the USA Country or Area Americas United States Argentina Brazil Canada Mexico Asia and Oceania Australia Israel Japan Korea, Republic of New Zealand Philippines Singapore Taiwan Europe Austria Belgium Czech Republic Denmark Finland France Germany Hungary Ireland Italy Netherlands Norway Poland Portugal Slovakia Spain Sweden Switzerland United Kingdom OECD (3) Europe Euro Area (4) Eastern Europe (5) East Asia ex-japan (6) Source: U.S. Department of Labor, Bureau of Labor Statistics, March 2009.

9 Annual Total Labor Costs in per Employee in Rubber & Plastics China Germany Finland USA Source: KLEMS, Chinese statistics, ETLA Finland China in relation to Finland in 2007 = 4,4 %

10 Vuosiansiot Kiinassa Average annual wages US$ , , , , , , , , Source: National Bureau of Statistics

11 Työväestö Kiinassa 1,000 China Japan US (1) (2) (1) (2) (1) (2) , , , , , , , , , , , , , , , (1):Workforce population (2):% of total population Source: World Competitiveness Center

12 Glocal Metals Consortium Program Goals to strengthen the subcontractors competitiveness by supporting their business presence in Chinese market. Purchasing/sourcing models OEM interaction Delivery and distribution channel development to develop new models for the Finnish metal industry companies to success in global networks. Challenges Chinese market is an arena of global competition and growth Competition in the global market increasingly happens between the ecosystems. Enterprises (orchestrators, system integrators and component manufacturers) are looking for ways to strengthen their ecosystems in order to symbiotically grow and prosper. Way of working The goals were reached by conducting cooperation activities with Tsinghua University and an intensive action learning program on innovativeness with companies in Finnish metal industry. 12

13 Increasing the competitiveness Increasing the Competitiveness of Subcontractors Chinese purchases Valves Understanding of the company s competition situation: Competitors Potential customers and their strategies Local market conditions The role of authorities and organizations Beijing Shenyang Dust monitors Access to networked business culture influenced by Confucianism: End customers Branch organizations Universities Authorities Analyzing of distribution alternatives and choices: Distribution models Distribution channels Dealer canditates Offering development for OEM customers Xi an Tianjin Suzhou Shanghai Shanghai Shanghai Hydraulic assemblies Rubber hoses OEM NEEDS Global partnerships Less purchase interfaces larger purchasing entities, more service elements Capability and knowhow synergies Developing market position Synocus Group

14 Transfer price regulation Any enterprise that meets one of the following conditions: Related Related-party purchases and sales totalling less than RMB million 200 million (around 19.8 million) and other related-party party transactions totalling less than RMB 40 million (around 3.96 million) -Toll manufacturing - based on declared value of imports and exports Related Related-party transactions covered by APA Foreign Foreign-owned shares account for less than 50 percent underline related-party transactions are conducted with domestic related parties only is exempt.

15 Missä nyt mennään? Hankintatoimi: Asiakkaat: - oma ostaja - oma sourcing henkilö - toimistossa tilaa - ostopalvelua aletaan tarjoamaan muillekin Suomalaisille yrityksille syksyllä 2010 Letkujen jälleenmyyjien kanssa neuvottelut vielä käynnissä Yhteistä brändiä mietitään yhden toimijan kanssa.

16 Kiitos!