全球价值生产的空间组织：以苹果手机供应链为例

doi:10.11821/dlyj020190903

地理研究 ›› 2020, Vol. 39 ›› Issue (12): 2743-2762.doi: 10.11821/dlyj020190903

全球价值生产的空间组织：以苹果手机供应链为例

刘清¹(), 杨永春¹^,²(), 蒋小荣³

1.兰州大学资源环境学院,兰州 730000
2.兰州大学西部环境教育部重点实验室,兰州 730000
3.湖北文理学院资源环境与旅游学院,襄阳 441053

收稿日期:2019-10-17 修回日期:2020-04-11 出版日期:2020-12-20 发布日期:2021-02-20
通讯作者: 杨永春
作者简介:刘清（1995-）,女,甘肃华亭人,硕士研究生,研究方向为城市与区域规划。 E-mail: liuqinglwz@163.com
基金资助:
国家自然科学基金项目(41971198);国家自然科学基金项目(41571155);教育部人文社会科学研究项目(18YJCZH246);教育部人文社会科学研究项目(20YJCZH057)

Spatial organization of global value production: A case study of supply chain of Apple's iPhone

LIU Qing¹(), YANG Yongchun¹^,²(), JIANG Xiaorong³

1. College of Earth and Environmental Sciences, Lanzhou University, Lanzhou 730000, China
2. Key Laboratory of Western China's Environmental Systems, Ministry of Education of the People's Republic of China, Lanzhou University, Lanzhou 730000, China
3. College of Resource Environmental and Tourism, Hubei University of Art and Science, Xiangyang 441053, Hubei, China

Received:2019-10-17 Revised:2020-04-11 Online:2020-12-20 Published:2021-02-20
Contact: YANG Yongchun

摘要/Abstract

摘要：

采用2012年与2019年苹果手机全球供应商数据,基于GPN 2.0的相关理论建立分析框架,探索苹果手机全球生产网络中主要行动者类型、行动者策略、进入与退出动态、地理分异性、网络动力机制和战略耦合机制。该网络主要行动者是美国、日本、韩国、中国大陆、中国台湾省,布局全球生产网络的热点地区在亚洲;网络中有六类行动者,行动者策略是企业间控制与企业间合作,网络产生和演化的动力机制为成本-能力比率、市场需要、金融约束和风险环境,主要行动者通过本土创新、国际合作关系和生产平台战略耦合机制嵌入苹果手机的全球生产网络。最后,从转型创新模式、孵化自主供应链角度对中国行动者产业升级提出对策建议。

关键词: GPN 2.0, 苹果手机供应链, 地理分异, 动力机制, 战略耦合, 中国

Abstract:

Globalization has been reshaping the way of local industries connecting with the global economy. With the rise of emerging economies and regional production networks in East Asia, the traditional division of labor in mobile phone manufacturing industry is changing. This paper uses the data of iPhone's global suppliers in 2012 and 2019, and establishes an analytical framework based on the relevant theories of GPN 2.0, and explores the geographic differentiation, the competitive dynamics strategy of network, strategic coupling, entry and exit dynamics and regional division and evolution in China of iPhone's global production network. The study found the following: (1) The main actors of the network are the United States, Japan, South Korea, Chinese mainland and China Taiwan province, and the hot spots in the global production network are located in Asia; (2) There are six types of actors in the global production network of iPhone, and their strategies of configuring the global production networks interfirm control and interfirm partnership; (3) The competitive dynamics strategy are cost-capability ratios, market development, financial discipline and managing risks, in addition, the main actors have embedded the global production network of the iPhone through three strategic coupling models (indigenous innovation, international partnership and production platforms), which are deeply embedded in differentiated national/regional industrial policies, corporate strategies, location advantages (proximity effects), industrial clusters, government-enterprise relations, and business institution (family group in home economies); (4) iPhone's supply chain in China is dominated by foreign-implanted supply chain. Furthermore, the core components supplied by China's actors are optical devices and display/touch modules, and their advantages are reflected in system integration, incremental innovation and production-related R&D capabilities. Finally, based on the impact of trade war between China and the United States on China's participation in global division of labor, this paper puts forward suggestions from the perspective of transforming innovation model and incubating independent and controllable supply chain: (1) Radical innovation is not the only way to achieve industrial upgrading, in other words, successful incremental innovation or integrated innovation is more suitable for China's small and medium-sized private enterprises in the mobile phone manufacturing; (2) China's actors should incubate independent and controllable supply chain system on the basis of resource integration at home and abroad to enhance the global competitiveness.

Key words: global production network, iPhone's supply chain, geographical differentiation, competitive dynamics strategy, strategic coupling, China

刘清, 杨永春, 蒋小荣. 全球价值生产的空间组织：以苹果手机供应链为例[J]. 地理研究, 2020, 39(12): 2743-2762.

LIU Qing, YANG Yongchun, JIANG Xiaorong. Spatial organization of global value production: A case study of supply chain of Apple's iPhone[J]. GEOGRAPHICAL RESEARCH, 2020, 39(12): 2743-2762.

图/表 7

图1

表1

苹果手机零部件组成与供应链分级"

供应链分级	一级分类	二级分类	产品应用领域	价格(美元)
核心零部件	半导体	应用处理器	APU、GPU、DRAM、操作系统、soC芯片	15~17
		无线通信芯片	基带芯片、收发模组、WLAN/BT/BB、GPS、蓝牙、NFC芯片、混合信号芯片	10~13
		综合类IC	加速度传感器、电子陀螺仪、射频芯片、模拟半导体	7~12
		分立器件	MOSFET、晶体二极管、三极管、特种器件	8~11
	内存/闪存	记忆芯片	闪存芯片(NAND)、动态存储芯片(DRAM)、Flash、存储器、SRAM	13~27
	光学元件	摄像头模组	光学镜头、图像处理芯片、照相模组、摄像头马达、CMOS/CCD图像传感器	9~10
	显示/触控	显示屏	背光模组、彩色滤光片、液晶面板、显示面板、玻璃基板、OLED、显示屏芯片	18~29
	显示/触控	触控模组	触控芯片、触控面板、指纹模组	7~10
专用零部件	被动元件	综合类组件	连接器、SMT类电感、电容、电阻、磁性元件、滤波器、结构件	2~15
	被动元件	射频组件	有限元法与其他射频、高性能射频连接器、天线、功率放大器	1~2
	功能元件	精密组件	振动器、线性马达、散热组件、陀螺和加速度计、电子罗盘、晶振	0.6~3
	PCB/FPC	印制电路板	单面板、双面板、多层板、HDI	3~5
	声学元件	电声器件	受话器、麦克风、扬声器、智能音响、蓝牙耳机AirPods、振膜	2~4
	电子组件	外设电子	电池模组、电芯、电源转换器、充电器、数据线、电源适配器	3~6
通用零部件	外置件	外观结构件	手机外壳、辅料、铰链、枢轴、塑胶件、前后面板支架、玻璃盖板	0.2~0.8
	内置件	内部材料	金属材料、塑胶、连接器、导电隔离条、PVB中间膜、中空Hinge	0.4~1
	包装/印刷	配件/包装	包装盒、说明书、保修卡、印刷材料/设备	1~2
代工服务	代工服务	合同制造商	芯片封装测试、芯片设计代工、包装解决方案、声学元件代工	0.1~2
代工服务	代工服务	组装/包装	零部件组装、整机组装、包装服务	0.3~0.9

表1

图2

表2

图3

表3

2012年和2019年苹果手机全球分支供应商演化统计表"

	供应商所属地	美国	墨西哥	巴西	中国大陆	中国台湾	日本	韩国	马来西亚	泰国	印尼	印度	菲律宾	越南	新加坡	以色列	德国	英国	法国	奥地利	比利时
核心零部件	美国	21/36	0/0	0/0	15/19	10/6	14/7	9/1	7/3	2/2	0/0	5/2	6/6	1/1	12/3	4/1	5/3	2/2	1/1	1/2	0/1
	日本	0/0	0/0	0/0	11/21	0/0	23/54	0/4	3/4	1/4	1/3	1/1	1/3	0/2	3/0	0/0	0/0	0/0	0/0	0/0	1/1
	韩国	1/1	0/0	0/0	4/12	0/0	0/0	3/17	0/0	0/0	0/0	0/0	0/1	0/2	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	0/9	0/0	0/0	0/0	0/1	0/0	0/0	0/0	0/0	0/0	0/1	0/0	0/0	0/0	0/0	0/0	0/0
	中国台湾省	0/0	0/0	0/0	21/12	4/4	5/2	0/0	1/0	0/0	0/0	1/0	0/0	0/1	4/1	0/0	0/0	0/0	0/0	0/0	0/0
	其他	0/0	0/0	0/1	0/1	1/1	0/0	0/0	2/3	0/0	0/0	2/1	2/2	0/0	3/4	0/0	2/4	0/0	2/3	2/2	0/0
专用零部件	美国	3/10	0/1	0/0	9/23	0/0	1/4	2/1	2/4	1/2	0/2	0/2	3/4	0/2	1/0	0/0	0/0	0/0	0/0	0/0	1/0
	日本	1/1	0/0	0/0	24/33	2/4	27/60	0/2	3/4	7/7	0/0	2/0	1/3	7/7	3/0	0/0	0/0	0/0	0/0	0/0	0/0
	韩国	0/0	0/0	0/0	3/5	0/0	0/0	4/6	0/0	1/1	0/0	0/0	1/1	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	18/60	0/1	0/0	0/0	0/0	0/0	0/0	0/1	0/0	0/2	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国台湾省	0/0	0/0	0/0	4/36	11/14	2/1	0/0	2/0	1/1	0/0	1/0	0/0	1/0	4/0	0/0	0/0	0/0	0/0	0/0	0/0
	其他	0/1	0/0	0/1	23/10	0/0	0/0	0/0	0/0	0/0	0/0	0/1	0/0	0/0	0/0	0/0	0/1	0/0	0/0	0/0	0/0
通用零部件	美国	2/4	0/0	0/0	18/17	1/2	2/1	0/1	1/0	0/0	1/0	0/0	0/0	1/0	0/0	0/0	0/0	1/0	0/0	0/0	0/0
	日本	0/0	0/0	0/0	10/5	0/0	6/3	0/0	1/0	1/0	0/0	0/0	1/0	1/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	韩国	0/0	0/0	0/0	0/0	0/0	0/0	0/2	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	8/22	1/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	1/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国台湾省	0/0	0/0	0/0	16/17	2/3	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	其他	0/4	0/0	0/0	3/7	1/0	0/0	0/0	0/0	0/0	0/0	1/0	1/0	0/0	1/0	0/0	0/0	0/0	0/0	0/0	0/1
代工 / 组装	美国	1/0	0/0	1/0	5/2	1/4	1/2	0/3	1/0	0/0	0/0	1/0	1/1	0/0	1/0	1/0	0/0	0/0	0/0	0/0	0/0
	日本	0/0	0/0	0/0	2/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	韩国	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	0/9	0/1	0/0	0/2	0/0	0/0	0/0	0/1	0/0	0/0	0/1	0/0	0/0	0/0	0/0	0/0	0/0
	中国台湾省	4/6	0/0	2/2	25/69	4/17	1/1	1/2	0/0	0/0	0/0	1/3	0/0	1/1	1/1	0/0	0/0	0/0	0/0	0/0	0/0
	其他	0/2	1/1	0/1	6/7	0/0	1/0	0/0	0/0	0/0	0/0	1/2	0/0	0/0	1/0	0/0	0/0	2/2	0/0	0/0	0/0

表3

图4

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全球价值生产的空间组织：以苹果手机供应链为例

Spatial organization of global value production: A case study of supply chain of Apple's iPhone

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供应商所属地		美国	墨西哥	巴西	中国	中国台湾省	日本	韩国	马来西亚	印度	菲律宾	新加坡	德国	英国	荷兰
核心零部件	美国	18/1	0/1	0/0	3/4	0/1	0/0	4/0	0/1	0/0	1/1	0/0	0/3	2/0	0/0
	日本	0/0	0/0	0/0	0/3	0/0	1/3	0/0	1/0	0/0	1/0	1/0	0/0	0/0	0/0
	韩国	0/0	0/0	0/0	0/3	0/0	0/0	7/5	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	0/15	0/0	0/0	0/0	1/0	0/0	0/0	1/0	0/0	0/0	0/0
	中国台湾省	0/0	0/0	0/0	1/3	2/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	其他国家	0/0	0/0	0/0	0/1	0/0	0/0	0/0	0/0	0/0	0/0	0/0	2/0	0/0	0/0
专业零部件	美国	4/1	0/0	0/0	1/4	0/0	2/2	0/0	1/1	0/0	0/0	1/1	0/0	0/0	0/0
	日本	0/0	0/0	0/0	0/3	0/0	9/7	0/0	1/0	0/0	1/0	1/2	0/0	0/0	0/0
	韩国	0/0	0/0	0/0	0/0	0/0	0/0	2/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	19/0	1/15	0/0	0/0	0/1	0/0	0/0	0/0	0/0	0/0	0/0
	中国台湾省	0/0	0/0	0/0	2/0	4/6	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
通用零部件	日本	0/0	0/0	0/0	0/1	0/0	0/7	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	10/2	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	中国台湾省	0/0	0/0	0/0	5/7	0/3	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	其他国家	0/0	0/0	0/0	1/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	1/0
代工组装	美国	2/0	0/0	1/0	1/1	0/1	0/0	0/0	0/1	1/0	0/0	0/1	0/0	0/0	0/0
	中国大陆	0/0	0/0	0/0	1/3	0/3	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0	0/0
	其他国家	0/2	1/0	0/1	1/1	0/1	0/0	0/0	0/0	1/1	0/0	0/0	0/0	2/0	0/0

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