罗兰贝格全球经营管理委员会联席总裁戴璞：中国展现了其在全球供应链中的韧性

和产出等方面，里面国人产出已越来越立足于里面国人商品。恰巧所谓：里面国人产出，为里面国人咨询服务。

里面国人的双碳敦促将借以慢速轻工业现代化进程。演变产出方式也的时间很紧迫，但和在世界上上的其他偏远海地区相比，这那时候的不断创新速度如此一来一降低，试行新系统设计的边际变为也会下降。这一方式也已在发电光伏组件和锂离子企业里面得到检验。

一直以来，通过价格优势的过境及售予，里面国人企业走向在世界上。这些企业的系统设计和商业方式也将带动国际基础商品的拓展，我们已经在电动汽车价值链上碰到了这一点。

这也意味着美国子公司将面临不够多的竞争性，但这将上升美国子公司的国际关注度，并建构不够多的客户端与共同，有利于充分利用平衡点，以建立联系一个共同的预见。

在里面国人慈善家和传统子公司追求不够多主动权的时时，外企的商品积极参与方式也可能会起因进化。这些企业可以有利于开发计划和销售IP（知识产权）、完变为从原始的设备产出商到供应商的演变，亦或是在“在里面国人为里面国人”的初衷下进行所设计和开发计划。这种在里面国人数据分析并拓展系统设计，并将系统设计带给在世界上的方式也将与在此之后的把系统设计和IP进口产品到里面国人的方式也共存。

这是我周内第七年参加里面国人拓展高层专题，每年我都翘首期待着这个坦诚且极具批判性的学术交流契机。2022初始，欧洲起因了悲惨的海地区冲突，这让我有利于意识到：里面国人与在世界上在拓展与共同方面建立联系认同至关重要。

我谨象征性罗兰贝格子公司对里面国人拓展数据分析该基金会主办此次专题表示感谢，并祝愿所有象征性的学术交流赢取丰硕变为果。

I am Denis Depoux and I am Global Managing Director of European consultancy Roland Berger． I have been living in China， working out of Roland Berger‘s Shanghai office， for the last 7 years． This is my second stay in China， after starting my professional life here 29 years ago in the Daya Bay nuclear power station in the Guangdong Province， where I stayed 3 years．

Over three decades， I have witnessed the deep transformation of this country， supported by gradual market opening and reform． Let me share some success factors： central planning， long term vision， with general interest in mind， pragmatic adaptation when conditions evolve， holistic approaches driven from central and rolling out to local levels， front loading of infrastructure as enablers to future development and growth．

China today is very different from the China I first experienced in 1993， and even in 2014 when I came back to work here． For a foreigner living in China for a long time， what is striking is the impact of such a transformation on people‘s lives， on business， on culture and of course on opportunities to develop new markets． A new China story is in the writing．

More than ever， China remains the factory of the world． The times of the pandemic saw exports from China surge for two consecutive years， in 2020 as Chinese manufacturing became an alternative to disrupted global supply chains， and in 2021 to absorb the surge in global demand． While the situation is likely to come back in 2022 to a more normal distribution of production across the world， something has changed in the last couple of years：

First， China has demonstrated the resilience of its role in the global supply chains， in spite of all difficulties．

Secondly， in two years of surging global demand， production investments have been made to expand and modernize Chinese plants， make them more automated， productive， competitive， and greener．

Third， the fourteenth five-year plan is starting with emphasis on China‘s industrial modernization． Productivity used to be driven by availability and affordability of labor， as well as lesser environmental constraints． Not anymore．

The new China story is different from the past． For multinational companies across many sectors， the Chinese market has become #1 or #2 in revenues and often is showing growth at a higher pace than other regions．

Yet new challenges arise： technology bans have to be circumvented， cybersecurity regulation require specific approaches， geopolitical tensions influence business through the uncertainty they create． Even more importantly， Chinese markets increasingly demonstrate singular features in consumption patterns， domestic technology and business model evolution． Decoupling is not so obvious from a supply chain perspective， but design， development and production in China is increasingly geared towards the Chinese market． Made in China， for China．

In more recently developed industrial sectors， Chinese companies are leapfrogging and gaining leadership positions in the world， for example in the whole electric mobility value chain， from chemicals and materials going into batteries， to electric motors． The same holds true in solar PV， wind turbines， nuclear and telecommunications equipment．

And more is to come with considerable R&D investment， that will still take some years to yield results in quantum simulation and computing， space exploration technologies， stationary energy storage or advanced materials， to name a few．

The double pledge to peak and to neutralize greenhouse gases emissions will drive further acceleration of this modernization effort． There is little time to shift the production model． This will accelerate innovation， and drive down marginal costs of new technologies here， compared to the rest of the world． This is not a new pattern： we have experienced it with solar PV modules or batteries．

In a context where Chinese entrepreneurs and legacy companies will claim more leadership， the engagement of foreign companies may evolve． Developing and selling IP， shifting from OEM to suppliers in various fields， and designing and developing in China for China are attractive models． Developing technology and know how here， acquiring Chinese technology to bring it to the world will co-exist with the previous pattern of imports and bringing IP to China．

Chinese companies used to go to the world through price-competitive exports and acquisitions． This will change to more grass-rooted development of foreign destination markets， through technology and business model advantage – We are already experiencing this with the electric mobility value chain．

This also means more competition for multinational companies， but it will increase their international engagement， and create even more ties and balance presence， to build a shared future．

This is the seventh consecutive year that I am participating in the China Development Forum and every year， I look forward to this inspiring and intense moment of exchanges and openness． This is even more true in these first few months of 2022， seeing a tragic conflict unfold in Europe： building consensus between China and the world on development and cooperation is crucial．

On behalf of Roland Berger， I would like to thank the China Development and Research Foundation for hosting the Forum， and I wish all delegates fruitful exchanges．

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