When considering how to optimize labor costs and economic benefits on a global scale, it is necessary to weigh multiple factors, not just the single indicator of "wage costs". The following points can be used as a reference, but the actual decision needs to be based on the comprehensive consideration of multiple levels such as the legal policies, production process requirements, technical content and management capabilities of the country where the factory is located: 1. Cost and benefit balance: a. Low wage costs are not the only indicator, and factors such as labor quality, work attitude, training and management costs need to be considered. b. Low wages in some regions may be accompanied by higher turnover rates or additional management difficulties, which may also offset the wage advantage. 2. Potential target areas: a. Southeast Asian and South Asian countries: For example, Vietnam, India, Bangladesh and Indonesia generally have low average labor costs, and these countries have growing labor markets in manufacturing, assembly and other fields. Many multinational companies have established production bases in these regions, which partially proves the potential of these markets. b. Latin American countries: For example, Mexico, Central American countries, etc., have relatively low labor costs, and their geographical location may have advantages when linked to the North American market. However, cultural and language adaptability issues need to be considered. c. Some Eastern European countries: Although the wage level in some parts of Eastern Europe is rising, it is still somewhat lower than that in Western Europe. In addition, the EU has a relatively complete set of laws and social security systems, which may also be a reliable choice. However, the specific situation should be determined in combination with the local labor market conditions and technical requirements. 3. Other factors that must be considered: a. Regulations and labor protection: Cross-border recruitment must comply with the laws and regulations of the host country and the intended recruitment country to ensure that it does not violate labor protection, work visas, immigration policies and other issues. b. Culture and management communication: Hiring workers from different countries may face challenges in language, culture and management methods, so it is necessary to reserve space for training, communication and adaptation costs. c. Long-term sustainability: Low-cost recruitment can reduce labor costs in the short term, but in the long run, employee stability, skill training investment and production efficiency also determine the overall economic benefits. Conclusion: If the main production line jobs in your factory have low skill requirements, you can consider targeting Southeast Asia (such as Vietnam, Indonesia) and South Asia (such as India, Bangladesh) and other countries with low labor costs; of course, Latin America or some Eastern European countries may also be alternative options. However, it should be noted that low wages are only one dimension, and a comprehensive assessment should be conducted in combination with the local labor quality, stability, cultural adaptation and legal regulations to ensure that production progress and corporate social responsibility are not affected while pursuing economic advantages. Finally, it is recommended to consult local legal, labor and management experts before any cross-border recruitment and labor market decision-making to ensure that all measures comply with legal and ethical requirements, so as to achieve real economic benefits and sustainable development.