international organisation and sourcing of business ... · international organisation and sourcing...
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International organisation and sourcing of business functions An innovative approach to meet data needs - combining surveys, statistical registers and micro data linking
Peter Bøegh Nielsen Co-ordinator of the ESSnet on Measuring Global Value Chains Statistics Denmark
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Today’s Presentation
Survey on International Organisation and Sourcing Background and design
Definitions
Survey results
Business Functions Definitions
Survey results
Micro Data Linking Background and design
Linking results
Mirroring FATS statistics Background and results
2
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Measurement of Globalisation: Challenges
Official statistical production systems mainly designed to measure
domestic activities
The dynamics of globalisation requires introduction of new concepts
Changed framework conditions focusing on diminishing respondent
burden on enterprises
Addressing the measurement issue:
•Which globalisation elements should be included in future business statistics ?
•How should these elements be collected or produced?
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1. Globalisation indicators
2. International Organisation and Sourcing of Business
Functions survey
3. Micro Data Linking project
4. Linking of FATS statistics with Business Registers
Participating NSIs: Statistics Denmark (co-ordinator),
INE Portugal, INSEE, Statistics Netherlands, Statistics
Norway, Statistics Romania and Statistics Sweden
ESSnet Measuring Global Value Chains
4
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The starting point 2006: Anecdotal evidence… This is the 8.15 to Mumbai… It is carrying Indian commuters, on the way to do YOUR JOB
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Policy issues addressed
How many jobs are moved across borders? Which type of jobs and in which
sectors?
Who are the receiving countries?
What are the overall employment impacts – in terms of job losses or gains?
What is the impact of international sourcing on the competitiveness of European
firms?
Is there a risk of “hollowing out“ skill based activities?
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The total or partial movement of
business functions (core or support
business functions) currently
performed in-house or currently
domestically sourced by the resident
enterprise to either non-affiliated
(external suppliers) or affiliated
enterprises located abroad.
Definitions of International Sourcing
7
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International Sourcing dimensions
8
ORGANIZATION LOCATION
DOMESTIC INTERNATIONAL
INTERNAL: function within the
enterprise or enterprise group
EU terminology: Domestic insourced
US terminology: Domestic in-house
Function performed within the enterprise or enterprise group within the compiling
country
EU terminology: International insourced
US terminology: Offshore in-house
Function performed within the enterprise or enterprise group outside the compiling
country (by affiliated enterprises)
EXTERNAL: function outside the
enterprise or enterprise group
EU terminology: Domestic outsourced
US terminology: Domestic outsourced
Function performed outside the enterprise or enterprise group by non-affiliated enterprises
and within the compiling country
EU terminology: International outsourced
US terminology: Offshore outsourced
Production outside the enterprise or group and outside the compiling country (by non-affiliated enterprise, e.g., suppliers, service
providers, contractors, etc.)
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Modules in the IS/GVC survey 2012
General information
Domestic activities in the enterprises
International sourcing and relocation of business functions
International organisation of activities in the enterprises’ foreign affiliates
Activities contracted to supplying enterprises abroad
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Participating countries 2012
0
10
20
30
40
50
60
70
80
90
100
DK
(1244)
RO
(3008)
NO
(1431)
LV
(600)
SK
(1295)
PT
(976)
LT
(946)
FI
(1198)
EE
(514)
FR
(6662)
NL
(2182)
SE
(1016)
EI
(1259)
BE
(2216)
Per cent of sampled enterprises
Response rates (number of responding enterprises)
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Enterprises sourcing internationally 2009-2011
(% of enterprises with 100+ employees)
11
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Mainly manufacturing enterprises sourcing internationally
12
Enterprises sourcing internationally 2009-2011 by main sector. Share of total no. of enterprises with 100 or more employees
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Job losses due to international sourcing 2009 - 2011
13
(% of number of persons employed in enterprises with 100+ employees)
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Insourcing and outsourcing 2009-2011
14
(% of enterprises sourcing internationally*)
* Enterprises may be both insourcing and outsourcing.
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Strategic decisions taken by the group head a very important reason for international sourcing
2009-2011
(% of enterprises sourcing internationally)
15
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Today’s Presentation
Survey on International Organisation and Sourcing Background and design
Definitions
Survey results
Business Functions Definitions
Survey results
Micro Data Linking Background and design
Linking results
Mirroring FATS statistics Background and results
16
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What are Business Functions?
Unbundling of the total
activity of enterprises
into tasks constituting
the necessary inputs for
final outputs, including
production and
supporting tasks
Aggregation of specific
tasks performed within
the enterprise to
functions to a specific
level of grouping of
products (CPA)
The level is less
aggregated than the
activity (NACE) but more
aggregated than
products or tasks
Business Functions can
mainly be seen as a tool
to capture services
elements in the
production processes
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Core business function Production of final goods or services intended for the market/for third parties carried out by the enterprise and yielding income.
Support business functions Support business functions (ancillary activities) are carried out in order to permit or facilitate production of goods or services intended for the market/for third parties by the enterprise.
Distribution and logistics
Marketing, sales and after sales services
ICT services
Administrative and management functions
Engineering and related technical services
Research & Development
Other support functions
Opening the black box of the enterprise by introducing Business Functions
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Flows of Business Functions
19
Production
Sales
ICT Support
services
Final
products
Research
and
Development
Production
Intermediate
goods
(insourcing)
Market exchange
Internal process
Research and
Development
Production
Intermediate
goods
(outsourcing)
Affiliates
External
Suppliers
ITC Support
services
Components
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Share of core business function employment in total employment in domestic enterprises, by sector. 2011
20
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Support functions sourced most frequently
21
(% of enterprises sourcing internationally*, 2009-2011)
* Enterprises may source both core and support functions.
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China main non-EU destination for sourcing of core business functions
(% of enterprises sourcing internationally*, 2009-2011)
22
* Enterprises may source to more than one destination.
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Enterprises mainly sourcing support business functions to
old EU member states
(% of enterprises sourcing internationally*, 2009-2011)
23
* Enterprises may source to more than one destination.
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Destination shares of Danish enterprises sourcing internationally*, 2009-2011. Selected functions
Type of Business Function influences choice of destination
24
China
India
New EU MS
Old EU MS
0
10
20
30
40
50
60
Core activityICT and
telecomm. Admin.,management
functions
R&D,engineering
* Enterprises may source more than one function and to more than one destination.
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Have we got the list of Business Functions right?
25
Business functions sourced internationally. Share of all functions sourced
Core
function
Distribution & logistics
support
functions
Sales & marketing
support
functions
ICT services support
functions
Admini-strative support
functions
R&D, engineering
support
functions
Other support
functions
Per cent
All activities 28 10 11 21 18 6 6
All activities > 1 instance of
IS 29 10 11 18 18 7 6
Top 20 activities with
International Sourcing 35 11 9 15 15 10 5
Top 10 activities with
International Sourcing 34 9 7 17 16 11 5
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The survey on International Sourcing and Organisation of Business Functions has worked well
reflected by high response rates
The survey has added valuable new information to our knowledge about international
sourcing and its impacts
It could be considered to also cover the job creation effects of international sourcing and
globalisation more broadly
The module on external suppliers has resulted in less valuable information and should be
redesigned
Business Functions as a reporting unit is well taken by enterprises and a consolidated list
should be developed – e.g. should R&D and engineering still be aggregated into one category
or should ICT or Administrative support functions unfolded further?
Conclusions
26
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Today’s Presentation
Survey on International Organisation and Sourcing Background and design
Definitions
Survey results
Business Functions Definitions
Survey results
Micro Data Linking Background and design
Linking results
Mirroring FATS statistics Background and results
27
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Need for breaking down the stove pipe approach to get a more holistic view
Increased demand for micro data linking from researchers and policy makers
Increasing value of existing, already collected data – without raising respondent burden
MDL the (only?) method to address the current most addressed research questions such as
•Question is not “what do countries trade?” but “what kind of enterprises trade?” (size, activity, ownership
etc.)
•Firm heterogenity: Enterprises are not homogeneous but heterogeneous
•Better understand Global Value Chains and the involvement of domestic enterprises in GVCs
Positive feed-back loop
•Micro linking of data reveals that globalised enterprises are the sort of enterprises policy makers want to
promote more detailed knowledge needed demand for more micro data linking
Reasons for Micro Data Linking
28
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Data sources used in the project
29
OUTWARD FATS2008-2011
Unique enterprise IDUnique enterprise group ID
International Trade in Goods 2008-2011
Unique enterprise ID
INTERNATIONALORGANIZATION AND
OUTSOURCING SURVEY (GVC)
2009-2011
BR variables 2008-2011
Unique enterprise IDUnique enterprise group ID
STRUCTURALBUSINESS
STATISTICS2008-2011
Unique enterprise ID
INWARD FATS2008-2011
Unique enterprise ID
Dataset from MDL 2011 project;
IS Survey, SBS, ITGS variables* 2000-2007
Unique enterprise ID
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30
GVC Survey
Inward FATS Statistics
Outward FATSStatistics
Structural Business StatisticsNational
Business Register
Unique Enterprise ID
Unique Enterprise Group IDInternational Trade in
Goods Statistics
(IS Survey)
Data Assembly by Unique Enterprise
ID/Enterprise Group ID
(Selected Variables from
GVC, SBS, IFATS, OFATS, ITGS
(and IS))
Calculation of Weights for the Control Group
(Enterprises without International Sourcing 2009-2011)
Execution of Standardized SAS Code in
Each MS Standardized Output 1:Descriptive Analysis
Standardized Output 3: Regression Analysis
Standardized Output 2: Longitudinal Analysis
Internal Validation Controls Across Different Data Sources
Controls for Demographic Events in Data
Cross Country Analysis, Statistics Explained
MDL Database
PHASE 1
d
PHASE 2
PHASE 3
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Analytical output
31
Descriptive
Analysis
Statistical
Analysis
Survey based indicators
(GVC/IS survey) SNAPSHOT OF SURVEY
POPULATION
Register b ased indicators
(GVC+SBS+FATS)
LONGITUDINAL DATA 2008 - 2011
MDL based indicators
(GVC+SBS+FATS (+IS))
REGRESSION ANALYSIS
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Foreign owned enterprises source more frequently
32
0
5
10
15
20
25
30
35
40
BG DK FI FR IE LT NL NO SE SK
Int.Sourcing,Domesticallyowned
Int.Sourcing,Foreignowned
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Productivity (VAL/FTE) 2011 and international sourcing, manufacturing enterprises
Sourcing enterprises showing increased productivity
33
0
20
40
60
80
100
120
140
DK FI FR NL NO SE
Ind
ex 2
00
8 =
10
0
No Sourcing
Sourcing
Core
Function
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Conclusions
Micro Data Linking is an efficient way to produce new
statistical information without surveying
Relative high matching rates indicate that micro data
linking is feasible
But never total match due to demographic events such
as deaths, change in type of ownership, etc.
The set-up with identical data sets stored in the NSIs
has worked well
The approach of sharing common and centrally
developed SAS programmes worked excellently
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Today’s Presentation
Survey on International Organisation and Sourcing Background and design
Definitions
Survey results
Business Functions Definitions
Survey results
Micro Data Linking Background and design
Linking results
Mirroring FATS statistics Background and results
35
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FATS Statistics: Do we observe asymmetries across countries?
36
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Employed persons in the OFATS
are always less than in the IFATS
The differences in employed
persons are mainly due to missing
affiliates (red parts of the bar)
Where both O/I FATS cover the
same affiliates (the blue part)
figures are fairly equal
Looking in the mirror: Employing same amount of persons?
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Need for increased measurement of economic globalisation: Introduce a ”globalisation module ” in FRIBS
The survey on International Sourcing and Organisation of Business Functions worked well and should be an
important element in the monitoring as a multi- annual survey (every 3-5 years?)
Introduction of a revised international classification of Business Functions
Establish Micro-Data Linking as an integrated tool in the statistical toolbox within the ESS to create new
information without increasing the respondent burden Development of more advanced imputation methods
This highlights a possible positive co-ordination of samples (respondent burden?)
Fundament for MDL: Identical enterprise across statistical domains
Longitudinal analysis: Demographic events a challenge (M&A vs. organic growth)
Carry-overs from the ESSnet to the future work on measuring globalisation (1)
38
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Carry-overs from the ESSnet to the future work on measuring globalisation (2)
Measuring Trade by Enterprise Characteristics AND characteristics
of trading/non-trading enterprises
Introduction of enterprise group as a statistical unit
A potential tool to overcome cross border asymmetries: Exchange
of micro data
Measuring Global Value Chains is a puzzle containing many
different pieces and statistical domains – not a one-shot exercise
39