Thank you very much for that question. It's a good one. It comes up all the time.
I think the key observation here is that it may be less about Canadian manufacturing and just doing pure exporting than about Canadian companies' engagement with international markets. If you are producing plastic stampings for the auto industry, for example, and you're reliant on a limited number of plants here in Canada or in North America and you're looking to grow your business and trying to export those same components to a growing auto industry like the one in Thailand, for example, parts of Africa or the Middle East, it may be less efficient for you to export the actual components than to do joint ventures—keep the engineering, research and development, finance, branding jobs here in Canada but build a supply chain or build a distribution chain where you can get access to those markets indirectly.
In many cases, there are lots of Canadian companies with technology, with client relationships and so on, that can be leveraged in these other markets. It's not just a matter of Canadian companies scaling up and then moving offshore all at once; it's actually building into their business plans the ability to take advantage of what they are best at here in Canada and finding a way of exporting that DNA to other markets.