By Jessica Wohl and James B. Kelleher — Wal-Mart Stores Inc, whose focus on low-cost sourcing helped to fuel the offshoring of US manufacturing, has been promoting a patriotic new image in recent months. The Bentonville, Arkansas-based company says it is “leading an American renewal in manufacturing” and “bringing jobs back to the US” with its pledge made in January to buy an additional $50 billion in US-made goods over the next 10 years. But an examination of the company’s “Made in America” campaign suggests Wal-Mart’s caught on to a reshoring phenomenon that was already underway. In many cases, Wal-Mart’s suppliers had already decided to produce in the United States, as rising wages in China and other emerging economies, along with increased labour productivity and flexibility back home, eroded the allure of offshore production.
Though wrapped in the stars and stripes, the world’s largest retailer’s push to bring jobs back to the United States also makes business sense both for suppliers and retailers. Some manufacturers are finding they can profitably produce certain goods at home that they once made offshore. And retailers like Wal-Mart benefit from being able to buy those goods closer to distribution centers and stores with lower shipping costs, while gaining goodwill by selling more US-made products. “This is not a public relations effort. This is an economic, financial, mathematical-driven effort. The economics are substantially different than they were in the 80s and 90s,” Bill Simon, chief executive of the Walmart US chain, said Global Consumer and Retail Summit earlier this month. The initiative is modest for now. For a company with $466.1 billion in annual sales, an additional $50 billion of spending over a decade will barely register. Also, the main Walmart US unit sells mostly groceries and already procures two-thirds of its goods — including a lot of food — from US sources.
Wal-Mart’s high-profile commitment is, though, an important symbolic shift. A retailer that for decades has prompted hundreds of US companies to move production overseas, thanks to its relentless insistence on cost-cutting, now is urging at least some production back. It will even offer longer-term purchasing guidance to some companies to encourage them. Hampton Products International did not need Wal-Mart to tell it about the changing cost structure of global commerce. Hampton, which supplies locks and door hardware to retailers including Wal-Mart, began “resurrecting manufacturing” at its Wisconsin plant back in 2008, said CEO H Kim Kelley. Wal-Mart’s push this year served mainly to speed its business decision, Kelley said. “We moved much more quickly and aggressively to ramp manufacturing to meet Wal-Mart’s timetable,” he said. But ultimately, Hampton’s decision to manufacture some products back in the United States was driven by simple but compelling math, Kelley said. Take the example of a door hardware part that Kelley declined — citing competitive issues — to define more precisely than that.
Over the past six years, the price of producing the part in China has risen 24 per cent to $2.20 from $1.77, because of the Chinese currency’s appreciation and increased labour costs. Throw in transport costs and US tariffs, and that product, delivered to the United States today, would cost about $2.53, Kelley said. By moving production back to the United States, Hampton can make the part today for just $2.16, a nearly 15 per cent saving even including the amortised investment in its new US plant. In addition, Hampton has reduced inventory sitting idle on a ship or in finished goods in its distribution centres. Relocating production to the United States also yields a number of soft but important benefits, Kelley said. These include better control of the manufacturing process, an ability to respond swiftly to customers, and a much smaller impact on the environment as the US plant uses less energy than its Chinese counterpart and is 7,500 miles closer to where the product is sold. “The benefits are obvious,” said Kelley. “We cut our costs, improve our sustainability, reduce the cost of finished goods inventory and create US jobs.”
Wal-Mart’s push is aimed at product categories that have been difficult to produce at a cost advantage in the United States for some time. The retailer plans to sell everything from General Electric Co light bulbs made in Ohio and Illinois to Element Electronics Corp televisions that will be assembled in South Carolina. The latest company to sign on is Korona S.A., a Polish candlemaker that will produce Walmart US’s Mainstays tea light candles in Virginia, a move that Wal-Mart said took more than a year to put together. Wal-Mart still declines to sign long-term contracts with suppliers, but its market power is so immense that companies will sometimes make investments based on expected demand from the retailer. Also, Wal-Mart has helped some suppliers make contact with state economic development officials who can offer tax breaks or other incentives. Renfro Corp began ramping up US sock production two years ago, said CEO Bud Kilby, sinking more than $10 million into two factories in Tennessee and Alabama and hiring nearly 250 new workers. It is ready to do more now that Wal-Mart has asked Renfro to further expand its US capacity.
Wal-Mart has not given Renfro firm orders associated with the request, but the sock maker is set to invest at least another $10 million and create another 195 jobs, Kilby said. “We trust them,” Kilby said. “They asked us to do it and they made a commitment to support it and to buy product. But there is no contractual agreement — no purchase orders or anything like that.” Wal-Mart’s US manufacturing summit in Orlando, Florida in August featured speakers such as Commerce Secretary Penny Pritzker and GE CEO Jeff Immelt. The meeting gave hundreds of suppliers the chance to meet with governors or economic development officials from 34 states, as well as two banks and one private equity firm.
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