The rise of global production networks (GPNs) marks a significant transformation in the organization of production and labor markets worldwide. This phenomenon is characterized by the fragmentation of production processes across multiple countries, where different stages of manufacturing, assembly, and distribution are located in regions that offer comparative advantages in cost, skill, or technology. The evolution of GPNs has been driven by several interrelated economic, technological, and institutional factors, reshaping both the production process and labor markets in profound ways. One of the primary drivers of global production networks is globalization itself, which has facilitated increased trade and investment flows. Liberalization of trade policies, reduction of tariffs, and the establishment of free trade agreements have enabled firms to source inputs from multiple countries efficiently. The lowering of barriers to foreign direct investment (FDI) has encouraged multinational corporations to establish production facilities in low-cost locations, taking advantage of cheap labor, abundant resources, or favorable tax regimes. The search for efficiency and competitiveness has incentivized firms to disaggregate their production processes, allowing them to optimize costs and tap into specialized skills available in different regions. Technological advancements have also played a crucial role in the rise of GPNs. Innovations in information and communication technology (ICT) have enabled seamless coordination of production activities across geographically dispersed sites. Real-time data sharing, digital supply chain management systems, and advanced logistics solutions have made it possible to integrate operations that are physically separated by thousands of kilometers. Transportation improvements, such as containerization and the expansion of global shipping networks, have reduced the time and cost associated with moving goods internationally, further supporting the development of complex production networks. The organization of production within GPNs often follows a hub-and-spoke model, where lead firms control design, branding, and key technology, while production stages are outsourced to suppliers in different countries. These lead firms, typically multinational corporations in advanced economies, maintain control over high-value segments of production, while lower-value-added stages such as assembly and component manufacturing are located in developing economies. This hierarchical structure not only maximizes efficiency but also influences labor markets by creating a division between high-skill, well-compensated jobs in lead firms and low-skill, low-wage jobs in supplier firms.