罗兰贝格全球管理委员会联席总裁戴璞：中国展示出了其在全球供应链中的韧性

越发朝向欧美零售商。正是非：欧美研发，为欧美服务。

欧美的双碳承诺将有助于加速的工业的转型进程。转变投入生产的系统的时间很迫切，但和世界性上的其他地方相比，这中都的新颖速度将就会降低，推行新核心技术的边际成也就会下降。这一的系统已在太阳能光伏组件和充电电池从业人员之中得到验。

以后以来，通过价格优势的入口及收购，欧美之中小企业走向世界性。这些之中小企业的核心技术和商业化的系统将带动世界性性框架零售商的转型，我们从未在车也价值链上看到了这一点。

这也假定跨国之中小企业将陷入越发多的竞争，但这将降低跨国之中小企业的世界性性参与度，并孕育越发多的链接与共同，实质性借助平衡，以确立一个共同完成的未来会。

在欧美工业家和传统公司生活态度越发多先机的当下，外企的零售商参与的系统可能就会发生进化。这些之中小企业可以实质性开发设计和销售IP（著作权）、完成从原始设备投入生产商到供应商的转变，亦或是在“在欧美为欧美”的理念下完成的设计和开发设计。这种在欧美分析并转型核心技术，并将核心技术感觉到世界性的的系统将与以后的把核心技术和IP进口到欧美的的系统共存。

这是我周内第七年举办欧美转型高层交流会，每年我都翘首期待着这个诚实且极具启发性的学术交流契机。2022初始，欧洲地区发生了悲惨的地区冲突，这让我实质性意识到：欧美与世界性在转型与共同层面确立共识至关关键。

我谨推选罗兰贝格公司对欧美转型分析基金就会主办此次交流会表示感谢，并祝愿所有推选的学术交流取得丰硕成果。

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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