Je ne corrige en effet que la forme actuelle de ces trads vu qu'il m'en manque la version française originale.
1 – The West’s traditional manufacturing base decline the last ten years because new emergent country as China offer a more competitive labour and this happen more rapidly last five year because manufacturing really took off in the East.
The traditional manufacturing base in the West has declined over the past 10 years due to a new emergent nation which offers a more competitive labour force, namely China. Manufacturing has really taken off in the East, particularly during the last 5 years.
2 – Apple illustrates this new world of manufacturing by designing their products in California and made them in China.
The Apple Coporation illustrates the practices of this new world of manufacturing by designing their products in California, but having them made in China.
3 – More organisations are looking for local partners for manufacturing their products and supply chain partner using technologies to built collaborative network.
An increasing number of organisations are looking for local partners to manufacture their products and to supply chain partners (?) with technologies that will form a collaborative network.
4 – The financial advantage decreases so it’s not worth as before to manufacture in emergent country. In same time, new technology has offer a different way to communicate with partner.
Manufacturing in emergent countries isn't as financially advantageous as it used to be, yet new technologies have provided for effective means of communication between partners.
5 – Before it was almost impossible for small organisation to do business with large organisation because it was unprofitable for large organisation. Technology breaks this barrier of business between small and large organisation.
Once, it was almost impossible for small organisations to do business with large ones because large organisations considered such transactions unprofitable. Now, technology has torn down the business barrier between large and small organisations.
6 – Instead of a supply chain, big companies produce a value chain (service provision and maintenance contracts).
Big companies have substituted value chains for supply chains (i.e., service provisions and maintenance contracts).
7- The new technology has broken the barrier of distance. Smartphone, tablet etc allow moving every where. You just can’t continue to produce in regular place of work. These movements need new collaborator near you no matter where you are. Great organisation needs reactivity so they care about whom can give the best service nearest the place their customers are. Small organisations can provide this reactivity and specialized services.
The new technology has also removed the distance barrier. Devices such as Smartphone, tablets, etc. can be used anywhere and everywhere. Production which is limited to one locality is no longer feasible. The freedom of movement offered by the new technology requires a new paradigm of collaboration. Optimal models of organisation must be responsive to the needs of their customers, so they are careful to provide the best service to their customer base wherever it is located and provide that service to those locations closest to their customers. Small organizations in particular are capable of providing such a level of reponsiveness and specialization.
New technology cut the cost, complexity and administration burden. Another profitable of new technology is to make a value chain. You produce near you so it’s form of sustainable development and adaptive geo-specific ecosystem.
New technology has eliminated the burdens imposed by cost, complexity, and administration. It also has the advantage of forming a value chain. Production is close at hand; and therefore, is an adpative geo-specific ecosystem capable of a form of sustainable development.
8 – The companies need to monitor production and projects costs because they can be easily amplified into an expensive mistake or unexpected delay. Providers are diversified so it’s necessary to have a view on the line of production. New technologies require assessing cost and profitability of the supply chain at any stage.
Companies need to monitor production and project costs because they can easily escalate and result in expensive mistakes or unexpected delays. Because providers are so diversified, it is necessary to carefully supervise the line of production. Technological innovations require cost assessment and profitability appraisals of the supply chain at any stage of produciton.
9 – Manufactures collaborating collaborate with partner and customer with collaborating tools. For instance Social media are not only use for communicate but for have a work collaboration with partner and customer.
Manufacturers can now make use of specific tools that allow for collaboration between their partners and their customers. For instance, social media is no longer restricted to communication, but can be used for collaboration between partner and customer.
10 – The information collecting by manufacturers is a feedback on product design, development and support logistic. This information is important in global value chain for the successful business of the future.
The information thus collected by manufacturers serves as feedback on the logistics of product design, development, and support. Such information is important to the global value chain for the successful business of the future.
The decision-making in the heart of logistical management at Gefco.
Decision making at the heart of Gefco's management logistics.
The carrier has unified these tools for handle the logistical flows in the only one web interface. The marketing and accounting data aggregation from the production base is possible now.
The carrier has unified these tools to handle the logistical flaws of its only web interface. The aggregation of marketing and accounting data in its production base is now possible
Specialised in logistical flow management, transport vehicles and goods for car industry, Gefco has 10 000 collaborator in the world. The PSA Peugeot Citroën subsidiary, founded in 1949, is in charge to deliver some mark vehicle (PSA, Renault, Honda, General Motors…) from manufacturing area to transit area and concessionaire.
Specialists in logistical flaw management, transport, and goods for the automotive industry, Gefco has 10,000 collaborators worldwide. The PSA Peugeot Citroën subsidiary, founded in 1949, is in charge of delivering different car models (PSA, Renault, Honda, General Motors, etc.) from the manufacturing area to the transit area and the dealer.
Since 2000 Gefco has acquired specialized software which allows to track and trace the logistical flows. But in early of 2007 Gefco faced the limit of this software.
Since the year 2000, Gefco has acquired specialized software which allows for the tracking and tracing of logistical flaws; but early in 2007, Gefco was confronted with the limitations of this software.
“The weakness of our historical tool has been a prohibitive issue in time processing to give back information” say Guillaume Rabier, the project manager and study at Gefco.
"The weakness of our historic tool has involved an issue of time processing to retrieve information which is prohibitive," says Guillaume Rabier, the project manager and person in charge of information technology.
“The CloudView plateform powered by Exaled solved our issues. The platform allowed not only to search in list result but allow a deep segmentation to output new operational indicator” note Guillaume Rabier.
The CloudView platform, powered by Exalead, has resolved our issues. The platform has allowed us not only to search list results, but to perform exhaustive segmentations whereby we can output new operational indicators.
Only few minute is necessary to get data now which enabled huge cost effective in term of quality and financial. The information in production takes around fifteen minutes now when twenty four hour was necessary before and the cost has been divided by two for each user.
Thus, only a few minutes are required to get data now, which has resulted in a huge degree of cost effectiveness in terms of quality and finance. Retrieval of production information now takes around fifteen minutes compared to the twenty-four hours that was necessary before CloudView, and the cost has been cut in half for each user.
The future evolution at Gefco provide for open decision-making in other activity fields, not only in vehicle transport, for instance in spare part. This contribution has without any doubt give a plus value in operational efficiency.
The future evolution of Gefco will include open decision-making in other areas of industrial activity, not only those which involve vehicle transport, but in spare parts for instance. This contribution is without any doubt a plus where operational efficiency is concerned.