Starting from the 2000s Foxconn invested in Czechia, Slovakia, Hungary,
Russia and Turkey, implementing a territorial diversification strategy
aimed at getting nearer to its end markets. This chapter investigates the
development of Foxconn in Turkey where the multinational owns a plant
with about 400 workers. A few kilometres from the city of \uc7orlu and close
to highways, ports and international airports, the plant enables Foxconn
to implement an efficient global supply chain. We illustrate this process
by examining the company\u2019s localisation within a special economic zone,
underlining the economic advantages derived from such a tax regime,
bringing labour costs down to the Chinese level and obtaining proximity
to European, North African and Middle East customers, thus lowering
logistic costs. We also analyse the roles of labour flexibility and trade
unions. In order to impose far-reaching flexibility on its workers Foxconn
put in place a range of strategies, including an hours bank system, multitask
operators and the recruitment of apprentices thanks a special
programme funded by the state. We show how these have been crucial
for Foxconn\u2019s just-in-time production contrasting its labour turnover
problem. Finally, we highlight how the company has been able to
implement a flexible working pattern, weaken the trade unions and
undercut workers\u2019 opposition, thanks to favourable labour laws approved
by successive governments in the past thirty years