La estrategia de retorno de la industria española: El caso del sector calzado en Alicante, su importancia y determinantes

Mora, Carmen Martínez; Lucas, Fernando Merino de

doi:10.25115/eea.v35i3.2507

Cited by 3 publications

(5 citation statements)

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“…The effects of offshoring processes in home countries have been widely analyzed in the economic literature, with positive results on the competitiveness, productivity and exports of companies (Bogliano et al, 2018; Chiappini, 2012; Fuster & Martínez‐Mora, 2012; Gandoy et al, 2018; Lampón & González‐Benito, 2019; Lo Turco & Maggioni, 2013; Martínez‐Mora & Merino, 2017; Moser et al, 2015; Stentoft et al, 2018; Wagner, 2011). The offshoring processes lead to a reduction in certain production capacities related to low‐skilled jobs, which are transferred to host countries where there are cost advantages for this type of work.…”

Section: Impacts Of Backshoring Strategies On Sdgs In Home and Host C...mentioning

confidence: 99%

Manufacturing reshoring and sustainable development goals: A home versus host country perspective

Di Stefano,

Fratocchi,

Martínez‐Mora

et al. 2023

Sustainable Development

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After decades of offshoring their manufacturing activities, an increasing number of companies are revising their location strategies and implementing reshoring decisions, including backshoring (relocation in the home country) and nearshoring (relocation in the home region) alternatives. It has been recognized that reshoring strategies are consistent with the sustainable production approach, since they allow companies to produce goods in a manner that is socially beneficial, economically viable, and environmentally less harmful over the whole life cycle of those goods. Additionally, there are early indications that reshoring can also promote and support sustainable consumption approaches. Consequently, reshoring has a wide range of impacts in both the home and the host countries, also in terms of the Sustainable Development Goals (SDGs). However, this topic has received little attention in the extant reshoring literature. This paper seeks to contribute to the discussion by adopting a two‐step approach. Initially, we analyze the very few contributions available on this topic; then, we identify and discuss which of the 17 SDGs are impacted by reshoring decisions at both the home and the host country level. It emerges that reshoring decisions have several and differentiated impacts in terms of SDGs. In general, these impacts are positive for home countries and negative for host ones. For this reason, a trade‐off emerges when a single relocation decision is taken and implemented. Based on this evidence, implications for scholars, managers and policy makers are presented and discussed.

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Section: Impacts Of Backshoring Strategies On Sdgs In Home and Host C...mentioning

confidence: 99%

Manufacturing reshoring and sustainable development goals: A home versus host country perspective

Di Stefano,

Fratocchi,

Martínez‐Mora

et al. 2023

Sustainable Development

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“…La figura muestra las cifras de ranking de países latinoamericanos con mayor producción de calzado 2018 (en millones de pares). Fuente: Centro de Innovación Productiva y Transferencia Tecnológica del Cuero, Calzado e Industrias Conexas -CITEccal (2019) España implementó la estrategia de relocalización de sus líneas de fabricación de calzado a países asiáticos como China e India para lograr una industria productora de calzado importante y competitiva (Martínez y Merino, 2017). La producción de calzado en España creció un 2.6% en 2017, es decir, alcanzó los 2 045 millones de euros (Ver Figura 4), además del incremento en el consumo de calzado de la población española (Hernández y Ros, 2019).…”

Section: Figuraunclassified

Propuesta De Mejora En Gestión De Producción Y Logística Según Teorías Del SRM, CRM, MRP, Para Incrementar La Rentabilidad De Fábrica D’Cueros S.A.C. Trujillo, 2020

Jave¹,

Rodriguez²

2021

Proceedings of the 19th LACCEI International Multi-Conference for Engineering, Education, and Technology: “Prospective and Tren

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La presente investigación tuvo como objetivo determinar el impacto de la propuesta de mejora en Gestión de Producción y Logística según teorías del SRM, CRM, MRP, sobre la rentabilidad de fábrica D'Cueros S.A.C. Trujillo, 2020. Se realizó una investigación del tipo cuantitativapropositiva. El estudio determinó el uso de las herramientas: Ficha técnica, Estudio de tiempos, Kardex, Pronóstico de demanda, MRP, CRM y SRM. Asimismo, la investigación utilizó ProModel para modelar la situación actual de la empresa y después de la mejora. El diagrama de Pareto para el diagnóstico inicial en las áreas de producción y logística priorizó 3 causas raíz de 8, las cuales son, baja productividad, ventas pérdidas y productos no conformes, sin embargo, la propuesta dio solución a todas. En los resultados se estimó un incremento de la rentabilidad de 28.58% a un 35.39%, con un aumento de S/257,578.71, es decir, un 23.84%. La evaluación económica y financiera determinó un VAN de S/23,054.86, el TIR de 46.28%, significando que la propuesta devuelve el capital invertido y es viable. Finalmente, el indicador Beneficio costo (B/C) fue de S/4.32.

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“…The third category refers to the aspects related to the advantages of the home country in terms of infrastructures, machinery and automatisation, skilled labour or the availability of raw materials (Kinkel and Zanker, 2013; Bailey and De Propris, 2014; Simchi-Levi et al, 2012; Stentoft et al , 2016b; Shih, 2014; Tate, 2014; Fratocchi et al , 2016; Arlbjom and Mikkelsen, 2014; Dachs and Kinkel, 2013). Finally, the fourth category contains other issues unrelated to costs but connected to improvements in competitiveness derived from the achievement of improvements in customer service, such as the reduction of delivery times, flexibility, the introduction of new quality products, the “Made in effect” or the retention of know-how or improvements in intellectual property protection (Kinkel and Zanker, 2013; Ancarani et al , 2015; Fratocchi et al , 2016; Pearce, 2014; Tate et al , 2014; Martínez-Mora and Merino, 2017; Srai; Ané, 2016; Moradlou et al , 2017; McIvor, 2013; Shih, 2014; Stentoft et al , 2016a; Kinkel, 2014; Tate, 2014; Kinkel et al , 2007; Zhai et al , 2016; Grappi et al , 2015).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The offshoring strategy has been implemented for many years, generating the expected results for which there is abundant empirical evidence for many countries (Lo Turco and Maggioni, 2013, Martínez-Mora and Merino, 2017; Stentoft et al , 2018). However, in more recent years, an inverse process is beginning in all of the countries that have participated in offshoring processes.…”

Section: Introductionmentioning

confidence: 99%

“…Also, Fratocchi et al (2016) provide extensive empirical evidence regarding the reshoring drivers of the main manufacturing industries in Europe and the United States. Some recent studies, such as Martínez-Mora and Merino (2017), Stentoft et al (2018), Lampón and González-Benito (2019), have studied how it affects the results, competitiveness and technologies of companies in greater depth.…”

Section: Introductionmentioning

confidence: 99%

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Consequences of sustainable innovations on the reshoring drivers’ framework

Martínez-Mora

Lucas

2020

JMTM

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PurposeThe purpose of this paper is to illustrate how the introduction of new technologies can lead to reconsidering the division of the production process as well as the location of each stage, which may mean reshoring some of them.Design/methodology/approachThe research is based on the analysis of the consequences of new technologies developed and introduced in the market to be applied in the final stage of jeans manufacturing. The paper presents the relevance of this technology, based on an in-depth interview with the representatives of the firm as well as firm and press reports, specialised websites and so on. The information of the reshoring company has been confirmed by its press releases.FindingsThe results show that a new technology justifies the reconsideration of the stages in which the production process can be divided and, once this division is considered viable, the drivers for reshoring can become more/less important in the reshoring decision.Practical implicationsFirms that previously offshored should consider that new technological processes may lead them to slice their value chains differently, causing them to seek the optimal location for each of the stages.Originality/valueMost of the reshoring literature is based on a static framework where the production process is considered stable and the reasons for reshoring must reside in the change of relevant parameters (such as cost differentials, need to be more flexible, monitoring costs higher than expected, etc.). This paper reveals that changes in the production process, even in traditional sectors, may lead to reshoring/backshoring.

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La estrategia de retorno de la industria española: El caso del sector calzado en Alicante, su importancia y determinantes

Cited by 3 publications

References 13 publications

Manufacturing reshoring and sustainable development goals: A home versus host country perspective

Manufacturing reshoring and sustainable development goals: A home versus host country perspective

Propuesta De Mejora En Gestión De Producción Y Logística Según Teorías Del SRM, CRM, MRP, Para Incrementar La Rentabilidad De Fábrica D’Cueros S.A.C. Trujillo, 2020

Consequences of sustainable innovations on the reshoring drivers’ framework

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