Today, it clearly depends what product segment you look at. Pharmaceuticals in my corner farmacia are between 10x cheaper to 1x vs the US pharmacy for the same quality ranges of the same products. Motorola android cell phones were about 60% more expensive here in BsAs than amazon tax free in the US when i looked six months ago. Tools made in China (electronic drills for example) are the same price here as in the US - or slightly cheaper here. A Pilates hard-wood refomer made in California priced at around 3k USD can be made and bought here for 1k, of almost identical quality.
Using a hybrid of private business and centralised economic government planning to capitalize and protect local markets for new industries is how Japan then Korea and Taiwan developed their electronics, shipbuilding, steel, and car manufacturing industries from nothing. Obviously they worked hard and it took 20 years from 1950 say to 1970 to have new industries in these segments. The same then happened in Malaysia, Indonesia and Thaliand. The later in China. There is a standard growth path from lower tech low quality manufacturing to higher tech manufacturing and from small industry to heavy industry then to tool manufacturing and R&D that each country can follow, but predicting what segments will flourish based on past cultural prejudices, political rhetoric, or natural resources clearly does not work. There is no real magic to enabling industrial growth. It requires capital, work and technology experience.
The main source of the large pricing differences at the retail level in a global supply chain in my experience is the restraint on competition among the importers/distributors. The restraint usually comes from non-compete agreements among manufacturers themselves (back in Korea by cell phone manufacturers for example in their distributor contracts) or from distributors. (My experience includes work writing manufacturing and distribution contracts for outsourced electronics in NICs.)
The government by moving parts of the supply chain in country, can begin to create competition among manufacturers and distributors in an open supply chain, which in turn contributes to an open, instead of a captive market. Pharmaceuticals here for example seem to have many competing manufacturers and suppliers at all levels, who can assemble and package, which means we have very competitive JIT inventories at farmacias.