Global-scale production has become a dominant trend among major multinational corporations. As these companies continuously restructure and expand their competitive edge, they have also increased investment in core business areas, enhancing their overall system capabilities, personalization, and adaptability to diverse markets.
First, the status of the industry is fundamental. Developed countries place great emphasis on the development of the equipment manufacturing sector. Not only do they lead in terms of industry proportion, capital accumulation, employment, and contribution, but they also provide a solid material foundation for the development and production of new technologies and products. Even in industrialized nations that have entered the "information society," machinery manufacturing remains a strategically essential industry.
Second, development is highly uneven and regionally concentrated. For example, in 2003, the top 500 global companies were almost entirely located in North America, Asia, and Europe, accounting for nearly 99% of the total. This highlights the overwhelming dominance of these three continents in the world’s machinery industry.
Third, cross-border mergers and acquisitions are becoming increasingly common in the machinery manufacturing sector. Modern M&A strategies no longer focus solely on resisting competition or forming joint ventures to gain an advantage. Instead, large companies in the globalization process seek to survive and grow in saturated markets. With rising competition and higher risks in factory investments, more firms are turning to mergers and acquisitions. By optimizing product structures and building factories, companies aim to boost production capacity, expand market share, and achieve economies of scale. The high-tech nature of the industry also brings threats from technological innovation, pushing multinational corporations toward collaborative efforts to build strong innovation capabilities. Strategic M&A among large players in the machinery sector has led to resource reallocation, creating a more cooperative global competitive landscape.
Fourth, structural adjustments are deepening, and both production methods and management models are undergoing significant changes. Developed countries are accelerating industrial transfers, relocating low-value-added mechanical products to developing markets with growing demand. To meet changing consumer needs, leading manufacturers are shifting toward specialized production. “Large-volume†has become a key feature of many top 500 companies. At the same time, production models are moving from being producer-led to more consumer-driven, emphasizing customization. Personalized services have now become a crucial factor in determining competitive success.
Electrical Thermal Actuator
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