Reborn in America, I'm serious about making money.

The fruit company ultimately placed an order with the factory recommended by Zhang San. It's not that the costs are higher elsewhere, but factories in mainland China are genuinely better.

There are plenty of cattle and horses on the mainland, and as long as they are managed well, the people here are hardworking and diligent, which makes people feel at ease.

More importantly, Zhang San had someone bring out a set of data and gave it to Kuger, which contained some health comparison charts.

Compared to mainland China, India, a country with comparable sanitation and lifestyle, has a much better environment and health index. Any normal person would find that the hygiene and health of people in mainland China are superior.

Moreover, what made Kug even more tempted, or perhaps unable to refuse, was that the OEM companies here were manufacturing for seven or eight brands. They had only gone to the OEM companies in Shenzhen; they hadn't gone to the others yet, but they didn't need to.

At the time, Kuger proposed to do contract manufacturing in Shenzhen. He wasn't a complete novice; Shenzhen is known as a first-tier city, so its economic and living environment is naturally better than that of the mainland. However, what he didn't know was that they were actually pretty much the same.

These processing workers were all recruited from inland China. However, if customers have requests, they are accommodated.

He decided to shift production capacity, transferring some of it from Shenzhen to other factories for contract manufacturing.

During this period, the largest OEM manufacturer was no longer Red Sea Precision; it was only this OEM cluster that manufactured all mobile phones, digital products, laptops, etc., essentially producing for its own use.

Although it may not be obvious on the surface, the fact that they rarely do OEM manufacturing for foreign companies reveals some things.

There's a reason for this. In order to eliminate other brands, if foreign brands need to outsource production to them, the outsourcing fees will naturally increase, thus raising their costs. Under such circumstances, they will lose the price war.

But who would investigate these things? It's just that their working and production environment is good and their scale is large, which is incomparable to other companies.

Kug is a supply chain expert. He noticed that dozens of companies would participate in each bidding process, which made him feel that the supply chain here was very complete.

Kug also stayed at the factory for a few days. Every morning, he would get up, stand upstairs, and see the workers changing shifts silently coming out of the production workshop and then quietly going to the canteen for lunch. They were very quick, and there was no noise along the way. This surprised him.

"A very good OEM company. How do they manage to have such disciplined workers?" Kuger asked the reception manager next to him, an executive from North America. Hearing Kuger's question, the manager shook his head and said, "I don't really know either. Maybe I'm just used to it."

"They don't seem to get tired, they only get one day off a month, and they're always eager to work overtime. I really don't know why."

"They don't even need holidays; they come whenever there's overtime. They're incredibly hardworking, which makes me think there are no better workers here."

"When I was in North America, I managed a company where there was a union and labor management. When we were rushing to meet deadlines, the union would come knocking, and the workers would even strike. They were truly unmotivated workers, only thinking about vacations and leisure. And guess what? They wanted bonuses on vacations too!"

"And then..." Kuger asked curiously.

"It went bankrupt. No profits, high labor costs—what else could it do but go bankrupt?"

"It's a sad story," Kuger sighed. Did he know all this? Of course he did. The fruit company had factories in North America. He was asking knowingly. The mainland was more reliable and wouldn't cause problems with their orders. Moreover, their production was very stable. If they wanted to increase orders, they could just hire more people.

"The order is yours now. Sign the contract immediately. I'll be waiting for you in North America."

These were the words Kuger said before he left; he had already decided to have the manufacturing done in mainland China.

Zhang San didn't know what to say about the current situation on the mainland. Most of the managers here were recruited from the mainland, some from Hong Kong, and of course, some were transferred from North America.

Executives in North America believe that working eight hours a day, with an hour for lunch and rest, can significantly increase productivity.

Hong Kong executives believe that working eight hours a day is too little; they should work at least ten hours, with an hour and a half for lunch and dinner, and work in two shifts.

The North American executive exclaimed, "My God, this is impossible! They won't accept it! This doesn't meet..." He was interrupted before he could finish speaking.

Mainland executives believe that this approach is not feasible. They suggest a 12-hour workday, with three meals a day (breakfast, lunch, and dinner), two-hour meal breaks, and three shifts to increase production capacity to a higher level.

Moreover, the machines never stop running even when people stop, and they proposed linking performance evaluations to salaries. This left the North American and Hong Kong executives stunned, wondering if people would be willing to work twelve hours a day.

The North American executive shouted again, "Are you crazy? They'll come after you. That's absolutely impossible."

The truth is, they are all willing to do it, and they enjoy it, especially when they get paid each month.

Although they didn't understand the reason, doing the most work for the least amount of money saved them a lot of time.

A North American executive told a mainland Chinese executive, "Your management style is really... even capitalists would bow down to you."

"There's no other way. Everyone has to make as much money as possible while they're young," the mainland executive said. "With elderly parents to support and young children to raise, naturally we have to work hard to earn money. You don't understand the situation in mainland China. There are too many people and not enough land, sigh!"

The North American executives naturally didn't understand these things, but they still nodded to show their understanding. Obviously, the executives from the mainland were more in line with the requirements from above, so... he could only do as the Romans do and integrate into the system. Otherwise, he would have to return to North America and resign.

Zhang San also knows this. If he doesn't do it this way, how can he compete with other regions in the world?

If technology fails, manpower can make up for it. Moreover, if there are a large number of intelligent robots in the future, the number of workers will decrease significantly, their income will decrease, their consumption will decrease, and with less consumption, some people in this society may lose their jobs.

Therefore, they should have work and be paid. Many companies may owe wages or delay payment, but this company won't. With such good business, they certainly can't be stingy with those wages.

Otherwise, why do so many people ask the same question when looking for a job: "Can you pay my salary? Are there any back wages?"

Therefore, reputation is very important.