The Role of Global Value Chains for German Manufacturing

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Godart and Görg industries. Policy makers should be skeptical about claims of pervasive and large adverse effects resulting from global value chains in Germany. While, as expected, some negative effects appear for some groups of workers in empirical evidence; those are far less adverse than generally claimed in public discussions. Also, losers could be supported through appropriate policy measures, which need to be seriously debated. A sensible approach for policy is to make sure that global value chains are not hampered in order to ensure that competitiveness and overall benefits of global value chains are fully exploited. Conclusions and Summary This paper examined the role of global value chains in German manufacturing. Global value chains have clearly expanded in recent years and while the bulk of outsourcing continues to be materials outsourcing, services outsourcing is growing and catching up quickly. Not all German firms participate in global value chains but, there is strong evidence that those that do are among the most efficient in Germany. Close by Central and Eastern European countries and new European Union member states are attractive locations for German firms, and not only for low wage manufacturing activities. However, the value generated in these countries and flowing to German firms is still small, albeit growing rapidly compared to other European Union members. Furthermore, these countries seem often to be chosen in an overall global value chain strategy which includes other more distant locations. Among more distant trading partners, China has not only become an important source of many inputs but also a large customer of German exports of products and services and which accounted for about 5 percent of total German exports in 2009. The reasoning for this follows that of traditional comparative advantages and patterns of specialization; China demands goods like capital-intensive and research-intensive machinery and equipment in which Germany has a comparative advantage. There is evidence that workers in Germany are indeed affected by outsourcing decisions by German firms. However, empirical research does not support net employment destruction following relocation decisions of firms. Instead, German firms adjust and specialize into more skill intensive activities which demand relatively more skilled workers. Another related finding is that some wage decrease is observed among workers employed in activities prone to be outsourced. It appears however that the magnitude of this is economically small and far from the popular myth of disruptive consequences of global value chains for employment and wages. More recent empirical research shows economic benefits for German firms from their involvements in global value chains. Reductions in total factor costs induced by increased outsourcing of goods and services permit firms to achieve gains in production efficiency and competitiveness. 362
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The Role of Global Value Chains for German Manufacturing

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