Zero concern about six factories and charges in China: WEG’s anti -crisis strategy

Some Brazilian companies grow in trade wars, in the world scenario that dominated the misleading and pressure chains With stability around the world. Was able to prepare less for this volatile Before It becomes a standard.

While multinational corporations are trying to change the product in the face of new rates and geographical political restrictions, Road It receives fruits from the decision taken over 20 years: Design a network of factories that do not rely on cross exports Between voltage zones.

The result? Six Factories in ChinaIt supplies Asia – there is no risk of restrictions for the United States. For the US market, the product comes from Mexico, taking advantage of the proximity and trade agreements.

In practice, each unit serves local markets or blocks with political and logistics arrangement. Mexico’s product supplies the United States; Operation works in Asia in China.

“We don’t care China from Brazil or in contrast. Each unit is built with regional supply. It protects us from any world disorder,” said CEO Alberto Kuba, during the panel, during the panel. Nix Road Show FloriaPolisAn event promoted by Exem to celebrate the founding of Santa Caterina.

The crisis is the international strategy of ATED

Internationalization of WEG Started in 2000.

The company has seen the need to bring production outside Brazil, under the influence of real and exports. The first movement is for similar linguistic countries: Mexico and Portugal. He also worked with theoretically overcome language barrier. The Mexican factory, at the time, became the largest operation of the company outside Brazil.

That is that China, The challenge is even higher. “We went to sell to the Chinese, not to export to Brazil or seek cost,” Kuba said. “We are facing over 3,000 local competitors and we will spend years loss until I find our path.”

Today, WEG has six factories in China and serves all Asia from this pole. Especially China.

The logic behind this expansion is not just accessing the markets, but also reducing the losses. “It is more important to maintain a long -term danger than to seek immediate opportunities,” Kuba said.

Home talent, around the world

Got part of internationalization success Internal Executive Training. Kuba was one example: He entered the trainee in 2001, returned to Brazil and went through China for almost 20 years with Uming the WEG presidency.

The company conducts structural training programs. Only in 2023, there were approximately 800 students in Technical School and over 500 trainees. Training is focused on the practical needs of the company with courses in IA, robotics and engineering.

“WEG directors including China come from these activities,” Kuba said. “It is very difficult to establish an international operation without qualified trusted people.”

Future Electric – and WEG is ready

During the panel, Kuba also talked about how to at the world of electrification in the world – and now surf this wave.

WEG has built its performance in four main boundaries to surf the electrification wave: high energy efficiency products, consumer operational efficiency solutions, renewable energy (solar, air, green hydrogen, water) and electrical consciousness (buses, trucks, recharge infrastructure).

Most of these are the old source. Since 2001, the company has promoted motor recycling programs. The turn came in 2015 with the Paris Agreement. “The reduction of carbon emissions is naturally happening. Whenever changes are not,” the CEO said.

For example, in China, the WEG Navy is already all electricity. The focus is on the vertical, heavy urban transport of electric mobility, which already works in many cities in Brazil and abroad.

Local structure, global scale

The greatest competition benefit of WEG today is the ability to work around the world with regional supply chains today. This structure guarantees elasticity during the epidemic and gives the flexibility to change the product according to tariffs, logistics costs or crises.

The column is also an important part: the company invests heavily in the central parts of its operation, such as electric motors, which have been guaranteed for decades.

“Now

This model – global, operating placement, setting people from inside – we have explained how the size of WEG has increased in the last five years, ranging from 13.5 billion to 38 billion in income. And why, it is also growing in the world of uncertainty.

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