Nagarro, a technology solutions provider headquartered in Hanover, Germany, announced this week that is has accessed into a new partnership with Nokia for ‘Factory in a Box 2.0’.
 
First revealed in 2017, Nokia’s ‘Factory in a Box’ solution is a disruptive new project to provide modular and flexible production in a mobile, demand-centric way. According to the company, “ The idea is to support Industry 4.0 / Supply Chain 4.0 agile, modular and flexible production wherever required.” Housed in a shipping container, the ‘Factory in a Box’ can provide manufacturing solutions such as 3D advanced manufacturing, robotics and augmented reality. The underlying communication infrastructure also leverages Nokia's 5G network capabilities.
 
Nagarro's AR solution will enable workers inside 'Factory in a Box 2.0' to create defect free parts and seamlessly use advanced manufacturing machines. This AR solution for the upcoming generation of similar workers provides capabilities such as: step-by-step instructions, hands-free navigation, remote connect with experts and the ability to take notes.
 
The augmented reality application – which has been made using Skylight, Upskill's multi-experience AR software platform - allows the worker to learn and adapt to individualized production on highly sophisticated machines in a very short distance of time. At Hannover Messe, the solution would be confirmed on three smart glasses – Glass Enterprise Edition, Realwear HMT-1 and Vuzix M300.
 
Nokia is currently showcasing the factory at the 5G Arena in hall 16 at Hannover Messe 2019. Grant Marshall, VP Supply Network & Engineering at Nokia said: 'We could tell from the positive feedback we received on the Factory in a Box last year that there is a lot of potential for this principle in the manufacturing industry. This year, we have raised the bar again, and Factory in a Box 2.0 is now related to Nokia WING and has Nokia DAC on board, making it even more flexible, secure and efficient.'



This article is originally posted on Tronserve.com

Exterran, discusses how his company is beginning to digitize its services in the oil and gas sector
For manufacturers today, digitization is essential if they want to remain one step ahead of the competition and perhaps nowhere can this be seen better than in the oil and gas industry.
 
Regarded as a proactive solutions provider to a range of global and regional oil and gas customers, Exterran is now embarking on the first phase of its digital transformation plan. Suraj Devadiga, Director of Supply Chain of Middle East & Asia at Exterran, highlights how the company’s procurement function has become a key part of Exterran’s operations. “In the past, procurement used to be where purchase orders were made. The company would say ‘I need this, go and buy it’ and it would be the job of purchasing to buy and provide it,” details Devadiga. “What’s different now is that we ask lots of questions to drive value. Are we buying at the best price and is it in our plan? If so, are we buying it from suppliers who are certified? Is this supplier consistent? Are we going to generate a museum of suppliers and then end up having to spend more on maintaining parts and services? It’s necessary to figure out completely what we’re enabling.”
 
Having previously worked in India at General Electric Oil & Gas in a variety of different roles such as Senior Product Manager, Business Manager and then Head of Supply Chain Integration, Devadiga is well-positioned to oversee the beginning of Exterran’s digital transformation as it begins to digitise its operations. “We’re in the process of digitizing our supply chain operations in order to implement the same ERP globally and we’re also introducing the necessary digitisation platforms to enable engineering teams to work seamlessly across our locations in Houston, the UAE and Singapore. It also allows us to connect with the supply chain team which, similarly, is on a platform that allows us to collaborate as a global supply chain organization,” he clarifies. “We’re very much in the nascent stages of digitization and I feel our approach of low investment, high return is essential.”
 
“At our current stage of digitisation, we have invested in two key things. Firstly, we have remote monitoring and diagnostics equipment that allows us to accumulate, collate, synthesise and then analyze information from equipment across various sites worldwide. Once we have enhanced our operations in one area, we can then implement this approach across our various locations which have the same operating dataset,” he says. “ Digitization is also enabling to us reduce our operating expenditure and better manage our finances.”
 
Devadiga believes the transition of three enterprise resource planning (ERP) systems to two has been key to his company as it looks to implement phase one of its digital transformation. “In the third quarter, we’re targeting for all our pilots to be completed and launched to the platforms. We must be very judicious, take the feedback and refine it because you need a strategically significant dataset,” says Devadiga. “One of the big hurdles has been that we don't have a contract operations site in the US where we just sell products. However, in terms of the rest of the world, we have more of a 360- degree solution approach because we don’t just sell products but we also build, own, operate, and maintain them over five to 10 years. Ultimately, it’s the big global sites in Argentina, Oman and Thailand where the first phase of our digital transformation plan will be launched.”
 
Forming key partnerships
 
Exterran has begun to work with Oracle across all its sites in North America and Latin America. Through the company’s collaboration with Oracle, Devadiga believes his company has utilized ERP to introduce pilots successfully. “In the western hemisphere, all our sites in places such as North America and Latin America with the exception of Peru are on Oracle. During the past year, our Middle East operations in Oman and Bahrain as well as our manufacturing facility in the UAE and Dubai are all on Oracle. But, Pakistan, Nigeria, Thailand, Indonesia and the entire Asia-Pacific region still use Sage Accpac as an ERP. That's why we’re rolling out these pilots only in the Oracle ERP areas.”
 
The benefits of establishing and maintaining key partnerships is fundamental to all successful businesses. Exterran has collaborated with industry leaders such as General Electric, Ariel Compressors, Caterpillar Engines and Atlas Copco. Devadiga affirms that a good working relationship with partners is vital to success. “ Our partners are exceptionally important,” he says. “ From our perspective, there’s a very high degree of dependency on these authentic equipment manufacturers (OEMs). We need them to value our association as a delivery model for their products into the oil and gas industry because we’re packagers of their machines and we buy the engine and compressor from the engine manufacturer. Nevertheless, these two units don't do anything by themselves. The engine and compressor must be together and installed with the associated piping and other components in a manner that meets the purpose for which that compressor has been created. That capability exists with us because we create the solution in order to process and treat that gas. It’s up to us to select the compressor that Ariel may be manufacturing and marry it to the engine that Caterpillar might be manufacturing.”
 
Looking to the future
 
Looking forward, Exterran is set to remain acutely focused on its digital transformation strategy. Valuing a mentality of “ knowledge is power ”, Devadiga believes it’s important to stay vigilant when gathering data in the digital space. “ We can’t improve when we don't know what we need improve on. The journey to knowledge starts with three simple words which are extremely difficult for most people to say: ‘I don't know ’. But the moment we admit that we don't know, that’s when we can start our journey,” explains Devadiga. “We’re in the first stage of collecting data and transforming that data into information. But if we can implement tools where the information can be gleaned from the data and made available to managers both at a high and mid-level, it will create a knowledge base that will allow us to scale up from being this $1-3bn company and hit the $5bn mark. That has to be the goal.”



This article is originally posted on Tronserve.com

Many economists and industry specialists believe there are signs of delaying growth of the U.S. economy and many foreign economies are dealing with recessionary or declining economic activity. In fact, according to the RSM US Middle Market Business Index, the middle market economy tumbled dramatically in the first quarter of 2019. Moreover, the J.P. Morgan Global Manufacturing PMI™ registered 50.7 in January, down from 51.4 in December, signaling the slowest growth rate since August 2016.
 
Looking for Signs of a Slowdown
 
There is no way to know exactly when the economy will turn downwards or a recession will occur. But some trends might be signals of challenges ahead that require action, such as:
 
•             Customers’ industries are experiencing challenges, in the United States and abroad.
•             Company’s orders or backlog are trending downward month over month or year over year.
•             Accounts receivable aging trend is negative.
•             Increasing inventory quantities and decreasing inventory turnover in discrete areas of the business.
•             Overall operating margins are decreasing.
 
Actions Manufacturers Should Consider
 
Too often, companies wait until results have declined for several months before taking action. When there are signs of a slowdown, the best strategy is to pay attention and be proactive. Manufacturing companies should dig deeper for specific industry data, talk with customers and competitors, convene a management meeting to evaluate options and develop alternative actions the company can take.
 
Companies that weather slowdowns effectively typically have thoughtful plans or options that may include:
•             Improve the quality of the balance sheet. Companies should reduce spending on discretionary goods or services, boost collections on accounts receivable, and properly control investments in new equipment.
•             Reduce finished goods stock levels. It doesn’t make sense to put hard-earned cash into slow-moving stock. Instead, closely evaluate supply at all levels of the production and sales cycle and ensure the fast sellers and high-profit items are in plentiful supply.
•             Reduce raw material levels. By reducing the time from the receipt of goods through the production process, companies can free up cash and ensure the right raw materials are in inventory.
•             examine flexibility in staffing. It’s difficult to find skilled workers in today’s environment, but manufacturers must have a plan to address their workforce needs during a slowdown.
•             Build Up an acquisition strategy. A slowdown can create opportunities, such as buying a competitor or adding a subservient product. Market multiples have been strong for the last five years and a slowdown may lead to more attractive valuations or bargain pricing. 
•             Enhance the sales strategy. Companies cannot rely on the same sales strategies with the same customers. If signs of a slowdown are showing, it’s a good time to evaluate the company’s sales approach and if it is serving the changing needs of the company and its customers. A downturn might be an opportunity to grab market share.
•             Invest in new technologies that provide instant returns. Like other industries, manufacturing is undergoing a digital transformation. Investing in technology now can help ensure that efficiency and productivity remain high during a downturn.
•             Reduce costs. Evaluate discretionary spending in selling, general and administrative expense areas, making cuts where appropriate, but do not eliminate marketing and other costs that support long-term customer development.
•             Evaluate production processes. Processes such as Lean, Six Sigma and Kaizen work because they require a company to make improvements in their systems and processes, which usually leads to cost reductions. Every company is capable of discovering improvements.
•             Evaluate the supply chain. Companies should consider where they source products, both locally and globally, to make sure costs are appropriate and competitive or new sources can provide efficiencies and savings.
•             Save cash. Building up a small war chest allows manufacturers to steer a slowdown and make important investments that competitors might not or even buy competitors at attractive prices.
 
It is probably not possible to pinpoint exactly when a slowdown will occur, but signs are hinting at slower economic growth, and quick actions are needed. It’s important that companies don’t wait until challenges already exist to make appropriate plans.
 
This article is originally posted on tronserve.com

The gap between B2B and B2C buyers is narrowing, especially online. If you’re still attempting to silo your initiatives and are not looking for sales practices from the consumer market, you could be missing out.
 
Today’s customers are exploring more, checking out digital avenues, and looking for a personal purchase process that is as simple as their favorite app. To make the most of your active customers and even land a few new ones, here are five considerations to deliver a much better experience no matter where you fall in the B2B and manufacturing landscape.
 
No. 1 - Get Your Foot in the Door
 
B2B sales funnels and customer journeys are long and winding roads. They’ve got multiple steps and exchanges long before any money changes hands because the purchase process is usually a lot less spur-of-the-moment. That’s starting to turn with e-commerce and its dramatic surge in the U.S.
 
The American customer audience has moved from a few people willing to buy things immediately via infomercials to the majority who can fire up a PC or phone, find a product, and make a purchase that’ll get to them in two days.
 
Comfort has won over the masses. And, those are the same procurement officers who are buying your B2B goods.
 
So, it’s time to jump into the beautiful world of impulse shopping and direct sales to fill needs. What this means for your business is that you’ll would like to promote offers that have a low cost or barrier to entry. Something simple and easy that’s ready to go.
 
For manufacturers, this can often be small tools, parts, or components. You can also provide or sell eBooks and other materials about how to utilize your goods. One candle manufacturer could get their foot in the door by selling wicks at cost and then turned those buyers into companies who wanted oils, waxes, and more.
 
No. 2 - Focus on Benefits
 
The B2B world often highlights the features of a service or product. We take a look at what it can do for the customer, typically how it makes work better and more effective. On the contrary, B2C marketers often concentrate on the benefits of a product.
 
B2C doesn’t sell a great mop based on it’s the bristles. It sells based on how easily and effortlessly it cleans so that you can get back to something more fun. B2C marketing aims at the emotional side of a product and the benefits. Keeping the message simple and direct makes the pitch more persuasive.
 
A robust B2B campaign needs to bridge features and benefits. Highlight the technical elements and features of your products in light of the benefits they provide. Talk about the reasons why they’re a smart financial investment with the gains they could make in things like efficiency, workforce, or inventory optimization, and reduced stress.
 
No. 3 - Reach out to the Individual
 
The B2B purchasing process often requires several stakeholders, from the person who’ll use your product to acquisition teams and management holding the purse strings. Committees can be a big customer for any B2B sale. The B2C market focuses on the individual decision-maker who is often doing all of the research and final buy on their own.
 
The essential lesson from B2C here is that they provide the individual with everything that they need to make an educated purchase.
 
Your objective is to arm your key target with everything they’ll need to manage the decision process. Give them the talking points that can use for each step in their purchase process. Treat the reader and ad target like an individual, and you’ll be primed for a more important connection even if it reaches different stakeholders.
 
No. 4 - List Your Prices
 
Buying a B2C product is straightforward. You can see the price, taxes, shipping, and just about everything else with a few clicks. In B2B, not really much. Many companies hide their pricing behind accounts and paywalls and phone calls.
 
In the manufacturing space, there’s seldom a need for secretive pricing beyond custom efforts. Your purchasers are getting used to having detailed information available to them at every purchase decision in their daily lives, so the same expectation is bleeding over into work lives as well.
 
While B2B pricing is often a little more complex, it still requires a baseline and shouldn’t require significant heavy lifting from the customer to get started. When final elements have a negotiation aspect, then you would like to give a baseline at least to help consumers start their planning.
 
No. 5 - Go Mobile-Friendly
 
Younger consumers are driving e-commerce, and they’re starting to move into the B2B purchasing space too. They’re bringing many of the same expectations to your website, catalogs, and more. Even as far back as 2015, 42 percent of B2B buyers were using mobile devices somewhere during the purchase process.
 
Your marketing and website need to focus on the mobile customer and draw them in—and mobile-only customers even often close the deal much faster.
 
Unfortunately, many leading websites from manufacturers aren’t mobile-friendly. They have not adopted responsive design to adapt to smaller screens. If you need a little help, consider firing up some B2B e-commerce tech that is mobile-optimized and reviews what they offer for customers on their cell phones as well as PCs.
 
Look into how their tech support and chat works on mobile, the different landing page techniques used, and how they assist the buying process. You like to be able to reach someone on their phone on the way to the office and connect this to the experience they have when they get into the office and browse on their main PC too.
 
B2B platforms are a great place to review all of your options and capabilities. E-commerce systems can help you get a feel for the way consumers expect information on delivery, replenishment, customer service, and far more. A physical product will always have robust logistics backing and fulfillment, but your customers are initially going to expect a more Amazon-like approach.
 
Today’s B2B business is transferring more in line with B2C efforts. Find your favorite brands and review their hooks, marketing, targeting, and site information to see what you can do to start attracting your best customers.
 
This article is originally posted on tronserve.com

ASI Drives, a major manufacturer of custom engineered gear drives since 1985, has announced a major rebranding, the development of towing functionality with its breakout FRED2500 AGV, and an upcoming opportunity to meet FRED in person.
 
After almost 35 years, ASI Technologies recently rebranded itself as ASI Drives. The change captures the company's emphasis on delivering world-class gear drive solutions to its target markets and providing excellent product value for customers.
 
ASI doesn't simply design and manufacture battery-powered gear drives for machines up to one ton; ASI Drives solutions, value, and gear technology.
 
'ASI has developed an industry-leading ability to solve issues and offer value to our customers,' said Doug Fastuca, CEO. 'We continue to innovate our gear and motor technologies with AGMA Standards, and with the introduction of our FRED AGV, we're driving new areas of performance and automation.'
 
The change further establishes ASI within the AGV and warehouse automation markets, as does the introduction of FRED, ASI's innovative, self-driving, material-handling vehicle.
 
FRED is not your typical AGV. It's simple to set up, effective, flexible, safe, and budget friendly. And with the addition of new towing capabilities, there are a a number of methods and opportunities to move material around your facility. Using empty dollies, a detachable handle, and a quick-release tongue, FRED can conveniently move between several pickup locations with ease.
 
This article is originally posted on tronserve.com

The new bot is founded on the Handle, a robot revealed in 2017. It was the first departure from Boston Dynamics’ four-legged models, and sported two wheels and an upright posture instead. But about all that is left of that design is the torso and the wheels. The new Handle features a weighted counterbalance for a “tail” and a long neck.
 
The company says the new Handle can pick up boxes up to 33 pounds using vacuum suction cups on its “ head.” If your warehouse uses matrix barcodes, it can also fulfill orders. Although the robots are shown in the video working in an open space, it seems unlikely that companies will leap to have tall, counterbalanced, free-roaming bots on the same floor as humans. The Handles are also much bigger and has a broader turning radius than comparable autonomous lifts or inventory bots like the square box-movers used by Alibaba. But hey, Boston Dynamics gamely goes on to try to find some marketable use for their weirdly organic machines.
 



This article is originally posted on Tronserve.com

Developed primarily by engineers from NASA and MIT, the wing is made from thousands of triangular components with matchstick-like struts, bolted together in a lattice framework. This lattice is then covered in a thin layer of polymer material similar to the struts. The resulting wing structure is comprised mostly of empty space, forming a mechanical meta-material that integrates the stiffness of a rubber-like polymer with the lightness and low density of an aerogel. According to the analysis, the wing has a density of just 5.6kg per cubic metre.
 
What’s more, the form of the wing behaves passively to its environmental forces, with the stiffness in different struts carefully calibrated to achieve the ideal effect. Sections of the wing bend in response to the different phases of flight, providing a more best performance at take-off, cruise and landing. The research is presented in the journal Smart Materials and Structures.
 
“ We’re able to build efficiency by matching the shape to the loads at separate aspects of attack,” said lead author Nicholas Cramer, a research engineer at NASA Ames in California. “ We’re able to produce the exact same behaviour you would do actually, but we did it passively.”
 
A 1m version of the wing was developed a few years ago to verify the underlying principle, with a waterjet used to fabricate the individual components. This present research saw the team create a 5m prototype, using injection moulding to greatly speed up the manufacturing process. The struts still had to be put together by hand, but the team believes this step could be automated using assembly robots, and this is the subject of an upcoming research project. As the wing is made from thousands of sub-units, it also opens up the possibility of entirely new aircraft designs.
 
“You can make any geometry you want,” said Benjamin Jenett, a graduate student in MIT’s Centre for Bits and Atoms. “The fact that most aircraft are the same shape” — a tube with wings — “is because of expense. It’s not always the most efficient shape.”
 
During testing at NASA’s high-speed wind tunnel at Langley Research Centre, the wing performed slightly better than predicted, according to Jenett. He also claims the same fabrication system for the wing structure could be used to build blades for wind turbines, facilitating on-site assembly and avoiding the problems associated with transporting ever-longer blades.



This article is originally posted on Tronserve.com

NASA has granted a $5.2mn contract to Auburn University’s Samuel Ginn College of Engineering for Auburn’s National Centre for Additive Manufacturing Excellence, according to The Plainsman.
 
As part of the three-year contract, the expansion will allow the long-standing partnership between Auburn and NASA’s Marshall Space Flight Centre to continue to improve. Mike Ogles, director of NASA programmes in the College of Engineering, arranged to serve as project manager, commented: “ This contract is a giant leap toward making Alabama the go-to state for additive manufacturing. We look forth to growing our partnership with NASA, industry and academia as we encourage the development of our nation's next rocket engines.”
 
It is anticipated that the contract will aim to boost additive manufacturing processes and practices in order to improve the development of liquid-rocket engines.
 
Christopher Roberts, head of Auburn's Samuel Ginn College of Engineering, said: “ For decades, Auburn engineers have been instrumental in helping the U.S, attain its space-exploration goals. This new cooperation between NASA and our additive-manufacturing researchers will play a great role in establishing advanced rockets that will drive long-duration space flight, helping our nation attain its strong vision for the future of space.”



This article is originally posted on Tronserve.com

Geek+ Robotics will soon be showcasing their latest and most high-tech robotic solutions at ProMat 2019, the largest supply-chain trade show in the Americas, at Booth N6327, in Chicago, April 8th to 11th.
 
Lit Fung, Managing Director and Michael Hao, President, will be available for interviews. New products include the C200 Bin-Carrying Robot Shuttle System, Autonomous Forklifts, and the OpenBox System.
 
Geek Moving System
The Geek Moving System for bins, pallets, cartons or single pieces - from goods receipt, unloading and storage, to picking, packing and order shipment, substitutes traditional AGVs and minimizes labor intensity. Features consist of simple installation, elegant industrial design, high-precision navigation and long-lasting battery life, and its compatibility with cage trolley towing, conveyor roller systems, lifting, and human-machine interaction.
 
Geek Autonomous Forklift
These two new forklifts recognize self-driving through SLAM navigation and are capable of automated storage and retrieval. Its sensors can find the measurement and position of the goods on the shelves, locate the pallet slots effectively and carry the products to the selected area under the instruction from the scheduling system.
 
Geek Robot Shuttle System
This new system recognizes and picks standard-sized boxes and carries them to work stations for picking and packing. The system includes smart scheduling and precise navigation. It is suitable for multi-SKU storage and picking applications and is designed to work on single layer rack and multi-layer mezzanine racks, fits within existing warehouses. Carton or shoe boxes can also be picked by the C200 with single box weights up to 40 Kg.
 
Geek OpenBox Platform
OpenBox leverages SLAM navigation technology and learns from each task it performs to maximize route guidance, manage traffic and minimize waiting times at packing stations. The system makes it possible for rapid deployment, efficient point-to-point transportation and smooth docking, free from modification of environments. The OpenBox system can be combined with a variety of robots and top modules to meet various handling situations.
 
About Geek+ Robotics
Explosive growth in global e-commerce along with rising labor costs and high rates of turnover have created serious demand for automation. Geek+ is at the forefront of solving these challenges with an ever increasing line of products. Geek+ has supplied more than 5,000 robots across 100+ robotics warehouse projects in China, Hong Kong, Taiwan, Japan, Australia, Singapore, Europe, and the United States. Last year Geek+ raised $150M and plans to start a U.S. office and training facility.

This article is originally posted on tronserve.com

By 2025, over 4 million commercial robots will be installed in over 50,000 warehouses, up from just under 4,000 robotic storage warehouse in 2018, according to ABI Research, a market-foresight advisory firm providing strategic guidance on the most convincing transformative technologies. The rapid rate of use will be driven by the need for flexible, reliable, and automated e-commerce fulfillment as same-day delivery becomes the norm. Global adoption of warehouse robotics will also be spurred by the raising affordability and Return on Investment (ROI) of a growing variety of infrastructure-light robots as they are an attractive and convenient alternative to customary fixed mechanical automation or manual operations.
 
“Flexibility and productivity have become biggest differentiators in the e-commerce fulfillment marketplace as retailers and Third-Party Logistics (3PLs) struggle to deal with volatile product demand, seasonal peaks, and rising consumer delivery expectations,” said Nick Finill, Senior Analyst at ABI Research. “Robots enable warehouses to scale operations up or down as required while providing great efficiency gains and mitigating inherent obstacles connected with labor and staffing.”
 
Automated Guided Vehicles (AGV) and Autonomous Mobile Robots (AMR) Goods-to-Person systems can directly replace heavier mechanized automation that typically will require massive upfront investment and rigid physical infrastructure. Robots enable the optimisation of space in expensive warehouse facilities and can lessen the need for new and expensive greenfield fulfillment centers. Mobile robotic systems also offering major flexibility advantages. Robot vendors, such as Fetch, Geek+, and Invia, enable additional robots to be added to or removed from a fleet as operational demands require. They also allow easy and relatively fast reconfiguration of overall workflows and operations if product lines or fundamental operational requirements change. This is a big advantage in the unknown and dynamic e-commerce market.
 
Thanks to impressive development in computer vision, Artificial Intelligence (AI), deep learning, and robotic mechanics, robots are also growing to be more and more proficient at performing traditionally harder-to-automate tasks. Economically viable mobile manipulation robots from the likes of RightHand Robotics and Kindred Systems are now enabling a wider range of individual items to be automatically picked and placed within a fulfillment operation. By combining mobile robots, picking robots, and even autonomous forklifts, fulfillment centers can achieve greater levels of automation in an efficient and cost-effective way.
 
Many robot technology sellers are providing additional value by offering flexible pricing options. Robotics-as-a-Service models mean that large CapEx costs can be changed with more accessible OpEx costs that are exclusively proportional to the consumption of technologies or services, improving the affordability of robotics systems among the mid-market, further driving adoption.
 
“By decreasing the barriers to adoption for robots in the warehouse, vendors are disrupting the wider logistics value chain,” explained Finill. “If advanced automation becomes possible for mid-size e-retailers, they will be able to fight back against the dominant players and also bring fulfillment operations back in-house, disrupting the relationship between retailers and 3PLs.”
 
These findings are from ABI Research’s report Robotics in E-commerce Fulfillment application analysis report. This report is part of the company’s Intelligent Supply Chain service, which contains research, data, and Executive Foresights. Based on extensive primary interviews, Application Analysis reports present in-depth analysis on key market trends and aspects for a specific application, which could focus on an individual market or geography.

This article is originally posted on tronserve.com

Automate, April 8-11, 2019, Chicago, Illinois, USA. Booth #7729.
 
04/01/19, 12:39 PM | Industrial Robotics, Factory Automation | Elmo Motion Control INC.
March 10, 2019, Elmo Motion Control a leading provider of motion control technology, will be showcasing its current innovation during the 2019 Automate tradeshow from April 8-11, 2019 in Chicago, IL. Amongst Elmo's state-of-the-art products, visitors will find the award-winning Double Gold Twitter servo drive, the Platinum Maestro multi-axis motion controller, and for the first time the 4-in-1 fully integrated motion control system. With an helpful look to the future, Elmo has been creating products and solutions for more than 30 years, aiming to answer the ever-growing criteria and demanding applications of Industry 4.0.
 
The Double Gold Twitter stands out as one of the smallest STO-certified (SIL-3) servo drives in the market, providing over 10kW of qualitative power, and providing continuous current of up to 160A (80V) and 140A (100V). Thanks to its compressed size, this miniature drive can be placed on a moving load, within a motor, or in-between robotic joints, helping engineers to save space, improve machine performance, reduce the amount of cables, and expel electrical cabinets, while still offering unprecedented power capabilities.
 
The 4-in-1 complete motion control solution is Elmo's current innovation to reply the market needs for a highly integrated all in one solution taking care of both high-power servo capability as well as enhanced multi-axis control. The greatest servo technology with the best of safety As safety takes the forefront of many process, Elmo ensures products comply with the highest viable standards (IEC 61800-5-2 SIL-3, Cat4 PL-e), by integrating safety over EhterCAT - FSoE (Fail/Safe over EtherCAT), and advanced functional safety. Elmo equips manufacturers with top of the line foolproof products that increase their operation's productivity, lowers operational expenses, and improves safety practices to create truly smart and efficient operations.



This article is originally posted on Tronserve.com

A gauge of Chinese manufacturing increased in March in a possible sign government efforts to reverse an economic slowdown amid a tariff war with Washington might be gaining traction.
 
The statistics bureau and an industry group said Sunday their monthly purchasing managers' index rose to 50.5 on a 100-point scale on which numbers above 50 show activity increasing. That was up 1.3 points from February.
 
Chinese production diminished last year as the fight with President Donald Trump over Beijing's technology ambitions weighed on exports and domestic consumer demand weakened.
 
The government loosened lending controls and increased spending to reverse the slowdown, but authorities moved gradually to avoid igniting a rise in debt. The ruling Communist Party also has promised to give entrepreneurs who generate China's new jobs and wealth a bigger role in the economy.
 
Private sector forecasters expect the downturn to bottom out by mid-year say any growth rebound will be modest. Chinese leaders warned previously that a recovery would be 'L-shaped,' meaning the decline would end but there would be no return to the previous decade's double-digit growth.
 
Last year's growth in the world's second-largest economy sank to a three-decade low of 6.6 percent. The ruling party set this year's official target at 6 to 6.5 percent as part of efforts to steer the economy to a more sustainable expansion based on domestic consumption and reduce reliance on exports and investment.
 
Exports in the first two months of 2019 fell 4.6 percent from a year earlier.
 
U.S. and Chinese negotiators met last week in Beijing for talks aimed at ending the tariff war that has weighed on sales of goods from soybeans to medical equipment. They ended Friday with no formal agreement but the two sides said they would contact again in Washington.
 
'The confidence of enterprises, production and operation activities are demonstrating a recovery trend,' said the National Bureau of Statistics and the China Federation of Logistics & Purchasing in a statement.
 
Sub-indexes for exports, employment and new orders all improved.
 
An index that shows expectations by companies of future new business rose 0.6 points to 56.8.



This article is originally posted on Tronserve.com

The manufacturing business in China has experienced a surprise development following the government’s efforts to enhance the economy, according to BBC News.
 
After the Caixin/Markit Manufacturing Purchasing Managers’ Index (PMI) survey circulated on Monday (1 April), it was launched that the sector has escalated to 50.8 up from 49.9 the previous month.
 
The results posted an eight-month high and beat the 49.9 predicted forecast in Reuters poll of economists. The consequences is similar to China’s official PMI data that was announced on Sunday (31 March), it showed manufacturing activity boosting to 50.5 in March up from 49.2 the previous month in February.
 
China’s official PMI data reviews activity at bigger manufacturers and the Caixin and Markit survey zones in on smaller and medium-sized firms in the industry.
 
Following the results, the stronger-than-expected data sent Asian stocks higher while Hong Kong’s Hang Seng index increased 1.7% and the Shanghai Composite rose 2.3%.



This article is originally posted on Tronserve.com

UK-based finance giant Nationwide has planned to partner with Jaywing, experts in AI and credit risk, as part of the business’ digital modification journey.
 
Nationwide, the premier building society in the UK, will work with Jaywing’s analytical team to investigate the use of artificial intelligence for risk modelling. The company will investigate how machine learning can be practiced to application scoring.
 
Jaywing’s AI software, Archetype, will be used by Nationwide to make prophecies with the goal of lowering bad debt and boosting validation rates.
 
The program was chosen following an assessment process which contrasted it to other AI based solutions. It was found that Archetype would allow lenders to deploy better, compliant models more usually and with less effort.
 
Matthew Jones, Head of Retail Modelling, Nationwide, said: “Jaywing’s approach and depth of knowledge has made us confident that the use of neural networks and similar technologies has reached a level of maturity where it can be deployed safely in the credit risk arena.”
 
Nevan McBride, Risk Practice Director at Jaywing, added: “Across the whole credit lifecycle, from application and behavioural scoring through to debt collecting, we’ve seen Archetype make significant score improvements every time.”
 
It was found through the assessment process that Archetype could match up to other AI based techniques.



This article is originally posted on Tronserve.com

UAE-based hospitality firm Gourmet Gulf has partnered with Finesse and Salesforce in a bid to transform the diner experience.
The firm says that the association will help it increase its guest beginning and brand portfolio as well as advance customer loyalty. Partnering with software systems integrator Finesse and CRM expert Salesforce, Gourmet Gulf aims to create electronic business features that drive higher customer engagement.
 
“To be successful in the fourth industrial revolution, businesses must implement agile, scalable platforms that can adapt easily to growth and changing business and customer needs,” said Thierry Nicault, Regional Vice-President Enterprise Business Unit (EBU) for Middle East, Africa and Central Europe Salesforce.
“Gourmet Gulf is an occasion of being a regional innovator in the food and beverage retail industry with its omni-channel strategy that will break through the limitations to customer satisfaction.” Elsewhere, Sunil Paul, Co-Founder & COO of Finesse said that the firm will support Gourmet Gulf to become the “best-in-class when it comes to the Diner Success Platform, customer service and ensuring loyalty.”
 
“We will always continue to invest our best in this association with them and navigate Gourmet Gulf in its digital transformation,” he added.
Gourmet Gulf Company is a UAE-based food and beverage retail firm which runs brands such as  Yo! Sushi, Morelli's Gelato, Panda Express and California Pizza Kitchen.
CEO of Gourmet Gulf, Joe Teixeira, said that after an elaborate evaluation process, the firm chose Finesse and Salesforce to instigate the proposed solution as it “resonates with our vision and will help to leave a distinctive experience with our customers.”
 
“By embracing the solution, we expect to change the restaurant industry with a technology that shall enable Gourmet Gulf to be the leader in providing a seamless dining experience.”



This article is originally posted on Tronserve.com

While it was once usual for the bulk of facility supervisors to purchase standard storage racks that could be “quick-shipped” from rack manufacturers’ stocked supply, this is happening not so often as racking is more unique and regulations more harsh.
 
In modern times, storage tray techniques are generally speaking regarded as a building-like ingredient, so are many times dependent to a wide array of national, state, and local regulations. These ordinances are constant to develop — potentially none even more so than seismic criteria — and can become a pitfall for store managers different with them. 
 
As a consequence, warehouse managers should seek professional guidelines from a skilled designing specialist when the racking, foundation, or warehouse base must contain different concerns, loading time, objective, or other non-standard elements.
 
“Ordering quick-ship board racks is useful, but should be confined to use with non-flammable, non-hazardous supplement stored inside properties in low-risk seismic places,” says Arlin Keck, an engineer at Steel King Industries, a creator and manufacturer of warehouse storage shelves, board shelves and product maneuvering/security products. The company is a registered fabricator in Los Angeles County, which has some of the strictest seismic codes in the country.
 
Usually, with quick-ship racks, there is a maximum platform bunch restriction that the wrenching can treat and a best bay load limit that the racking and the existing warehouse floor can handle.  There is also usually a six-to-one height-to-depth ratio placed on the racking,” adds Keck. “Any rack external of these types of issues typically requires a competent planning professional review.”
 
Uniform any time the quick-ship stand is right for a warehouse, there may be a need for expert input if there are special conditions —for illustration, if rack setting up occurs on a inclining base.
 
Regardless of better warehouse difficulty and advancing restrictions, considering a couple of key contrasts about wrenching can allow facility owners to keep their features cost effectively safe, certified, and profitable.
 
Amongst the important distinctions to realize are seismic standards and environmental issues for rack-supported buildings.  Engineered systems such as pick modules, elevated platforms, and programmed storage and retrieval systems (AS/RS) also have their own engineering issues like move distance, means-of-egress and means-of-access requirements, as well as protection protection and guarding.
Seismic and Environmental Issues
 
Because storage racks are planned building-like structures in accordance to the International Building Code, and are represented as like in the Rack Manufacturer’s Institute (RMI) Standard, racks need to be designed to the local seismic needs just like a building.
 
Since the RMI is the acknowledged U.S. specification for the design, testing and utilization of manufacturing steel storage racks, responsible for warehouse managers will want their racks to meet this recognized standard for seismic design.
 
RMI produced the R-Mark Certification Program as a way for storage rack users to clearly identify those rack manufacturers whose factors and design are in compliance with the RMI Specifications. There are a select number of rack manufacturers that hold an active R-Mark License.
 
While all U.S. states have some capacity for earthquakes, 42 of the 50 states have a practical chance of experiencing damaging ground shaking from an earthquake in 50 years, which is generally regarded the lifetime of a premises.
 
Another reason for depot managers to seek a design professional's insight is the fact that seismic zone designations are changing. The United States Geological Survey (USGS) uses ground acceleration ideals, referred to as Seismic Design Categories (SDC) from A to F.
 
With seismic demands growing in many parts of the country and with a better understanding of structural performance during an earthquake event, these standards will continue to evolve, placing more requirements on the rack design.
 
“Seismic split is different needs for racks put inside an present warehouse,” says Keck. “This implies the shelf demands to be a particular space away from the building columns so they will not collide during an earthquake.  In high seismic regions, special inspection is commonly required.  An individual examiner might watch the installations and verify proper bolt tightening, specifically the anchor bolt, along with checking out for rack damage and missing or poor welds.”
 
Outdoor racking as well as rack-supported frameworks must also be prepared to account for wind, rain, and snow loads.
 
In hurricane-prone regions, for example, outdoor rack and rack-supported structures must be manufactured to withstand the power of high-speed winds in addition to standard product and dead loads.
 
When heavy snowfall is predominant, the exterior tray and rack-supported structures must accommodate the accumulated weight of both snow and snow drifts, which happen when wind pushes snow up against higher buildings or towers.
 
In all such special environmental conditions, of course, it is important to approach with a specialist about incorporating necessary safety factors into the rack design.
 
By definition, an designed system is any non-standard space tray that need special design criteria. This can include a variety of rack types and safety merchandise that is semi-customized or really custom-designed particularly to the warehouse application.
 
Safety
 
In terms of safety, racking of course must be designed for any unique stresses, loads, or functions placed upon it. It must also fulfill relevant fire codes and insurance requirements.  As an example, racking loaded with flammable goods would require particular rooms to assure appropriate fire recognition, containment, and suppression.
 
Some of the most highly engineered systems actually involve pick modules, increased platforms, and work platforms. In such engineered systems, a number of key points must also be addressed to ensure safety, compliance, and permitting, according to Keck.
 
In order to give safe access and fall protection, the placement of suitable stairs, ladders and guarding should also be implemented throughout the engineered system.
 
Because reducing off pallets or equipment at elevated levels may be needed as well in such engineered systems, supplying for safe drop zones, through an opening in the side railing to permit easy receipt, should be properly organized too.
 
Serviceability
 
Providing that the engineered system features as designed and that the workers working on an engineered rack structure feel comfortable is another consideration. Generally, this is referred to as serviceability.  The term denote to how certain constructive elements like elevated walkways must provide the desired support and rigidity for walking or cart use without not acceptable flex (bounce) or sway.
 
While such engineered systems demand significant input from a design professional, AS/RS structures—which can be over 100 feet tall and bear loads better than 100,000 lbs. per storage bay—require even more preparation and integration.
 
In today’s warehouse environment, AS/RS systems are increasingly popular in big box store circulation centers and big freezer companies for their ability to provide very high volume, high turnaround storage with minimal labor.
 
“Since the machines stop at precise regions, each opening has to be at the exact location,” adds Keck. “So, the wrenching must be very stiff and the rack must be straight and plumb.”
 
While there is no denying that purchasing quick-ship racking is convenient for many standard applications, the truth is that many larger, more complex warehouse applications today require expert input from a design professional. This is almost always the case when it is necessary to align with integrators as well as various safety and trade professionals under deadline.  Troubles often occur when someone chooses that it is quicker and cheaper to buy quick-ship racking when the application really normally requires an engineered system.
 
So, when optimal storage space, material flow, safety and compliance is needed in a warehouse, proactive managers will get the help they need at the start to stay clear of costly surprises, slow downs, or retrofits.

This article is originally posted on tronserve.com

They say life is a journey, not a destination. That’s also truthful when it comes to attaining a truly digitized supply chain.
 
While many businesses view a fully digital supply chain as a pipe dream, they can start their journey through a small and non-intimidating step: utilizing work-flow automation. Initiating small with workflow automation allows organizations to streamline simple manual process like contract signatures and work right up up to more complex tasks, such as supplier performance management.
 
Those who take the first step see the organizational payoff quickly. For instance, IBM and Maersk have automated inefficient processes to the point of using blockchain technology to reduce documentation mistakes. Shippers used to waste countless hours delivering documentation from side to side across the supply chain, creating a complicated paper trail ridden with errors and miscommunication. In switching to automation and the blockchain, their supply chain friction is significantly eased.
 
It’s not simply giant enterprises like IBM and Maersk. The potential for supply chain automation goes on to enlarge to meet increased demands for transparency, speed and conformity from across the business world. With automation, service providers have the ability to support zero-defect logistics processes and empower new levels of productivity.
 
Challenges within the Supply Chain Process
 
Supply chain management neckties with each other many siloed processes and departments. However, managing the supply chain is troubled with challenges in merging so many coordinated entities and processes.
 
Corporations get overwhelmed by massive amounts of information coming from suppliers and customers in varying places, from pricing to labor agreements to tax documents and more. There are simply not sufficient hours or people to complete carry out the processes quickly and error-free.
 
With plenty time dedicated to marrying countless processes together into one supply chain, customer interactions don’t get nearly as much attention and time as they should. Consumers expect to get their packages when they want them. They also have the option to buy through numerous channels at any time on any device. Companies also have to increase or maintain fast delivery lead times to customers who want to receive their products on schedule regardless of the increased complexity in the manufacturer’s supply chains. So where is the happy medium? How can a company meet all deadlines while also give customers service matter the attention they demand? They do so through starting their process automation journey.
 
Supply Chain Automation Empowers Shippers to Meet Increasing Demands
 
Automated technology is able to work constantly to fulfill orders, assisting shippers meet heavy customer demands and reducing operational costs in the long run. For instance, a warehouse worker loading a truck for delivery can scan a package barcode. This triggers a workflow starting with a notification in that shipper’s purchase management system. That then spurs an email to the customer alerting them their package has shipped. In a similar vein, UPS has implemented warehouse automation technologies to identify the speediest route for delivery vans as it works to reduce the cost of home deliveries and carry on with with record demand.
 
But your supply chain doesn’t have to perform at UPS’s advanced level to obtain the benefits of automated processes. Mitchells & Butlers, like for example, operates managed pubs and restaurants in the U.K. Previously, it used paper-based forms for just about all of its processes — pre-opening and closure checks, wellness and safety checks, cleaning up schedules, the general manager responsibilities, and more. All in all, their manual processes yielded 3 million pieces of paper per year — that’s a lot of room for error and wasted time. In turning to a process automation, the business was able to save over 20,000 hours of employee labor per year and permit much earlier awareness of errors in the procedure.
 
Finding an Optimal Automated Workflow Tool
 
Small to mid-sized shipping operations can’t expect to keep pace with industry giants like Amazon. But by leveraging supply chain automation solutions, they can take a critical step toward minimizing working expenses and improving bottom-line efficiency. Nevertheless, that ultimate success depends on finding an effective supply chain automation solution. Here are some of the factors shippers should prioritize when looking for an optimal solution:
 
● Incremental deployment: Implementing automated workflow tools can be a big shift for shippers, and it’s important for people and processes to keep pace. For this reason, shippers should look to solutions that can be rolled out incrementally and on an as-needed basis.
 
● Integration with active solutions: Adopting a cloud-based workflow automation tool shouldn’t come at the expense of jettisoning existing processes that don’t need repairing. In order to facilitate the most seamless adoption possible, shippers should identify solution providers that easily integrate within the company’s existing infrastructure, rather than requiring total overhaul.
 
● Navigable interface: Finally, shippers need to ensure that whatever supply chain automation solution they settle on, it highlights a user-friendly and highly navigable interface. Shippers out in the field can’t frequently rely on IT teams alone to manage the solution long-term. That means settling on a solution that’s built with line-of-business workers and intuitive functionality in mind.
 
Workflow automation has the energy to stitch together disparate sub-processes into one cohesive end-to-end journey. It can also automate the variety interactions that happen in between the separate enterprise systems. In the end, the errors happen in manual spaces at process hand-off points in between steps.
 
Finally, workflow automation provides unambiguous, hi-fidelity documentation of the full end-to-end process and encoded corporate policies. Anybody with authority can peek in to see correctly the process progresses and, if needed, easily make changes that are reliably enforced and executed.
 
Moving to a digital platform for supply chain processes should render an agile solution to change processes, strategies and strategy as you navigate the transformation journey. The substitution of manual processes with a fully digital workflow starts small by addressing the most critical areas each time. From there, workflow automation enables for the streamlining of processes comprising the whole supply chain, relieving logistics pros to depend upon a smooth transporting journey while they focus on the human elements of their jobs.

Advanced production planning and scheduling (APS) is an a must part of manufacturing if efficiencies are to be enhanced where there are competing priorities on resources. The process considers raw materials, equipment availableness and production capacity and allocates them in the best way to reach consumer requirements. There are several different tools that may be used to implement APS to deliver excellent scheduling results—but what is different about ‘native’ scheduling and why should you be paying attention to it?
 
What Is ‘Native Scheduling’?
 
Native and non-native scheduling are separate because of where the application resides. Native scheduling exists within the production execution systems (MES), whereas non-native arranging works using a tool that runs alongside the MES. Non-native scheduling solutions can come in many different forms. They may be provided by specialist companies in the area of scheduling, be a module within the enterprise resource planning (ERP) system or third-party scheduling module integrated into the MES, or as a bolt-on provided by the MES company. While all of these can and frequently do offer great scheduling, they do not totally and wholly work within the MES, fully sharing master data with integrating and synchronization at the deepest level. Indeed, native scheduling within the MES is not the usual or customary providing and is it is in fact quite rare to find a true native scheduling option within a system.
 
Why Do You Need Native Scheduling?
 
So why should you concern whether a system offers traditional APS or native scheduling? The response lays in efficiency. While historically, the efficiency of a separate APS module has sufficed, the change to Industry 4.0 manufacturing models with dynamic rather than linear process flows, means that the difference in efficiency is reducing the full understanding of benefits of a smart shop floor. This is because a organizing application which uses its own database requires to integrate with the MES for data including calendars, maintenance schedules, information on equipment status and setup matrices and synchronize this information with materials and perform in advances (WIP). This all demands modification of data into an ideal form, convert to the APS application and then transformation and transfer back again to the MES for execution. The work and time required means the MES and APS cannot react rapidly to dynamic changes on the shop floor. The systems can get out of step and schedules cannot always be implemented as planned, disrupting the flow and productivity of the business.
 
Alternatively, the shared master data of an MES with native scheduling implies the scheduling runs flawlessly. Latest data is always ready as manufacturing advances and new schedules are published better business outcomes. the need for XML or file transfer activity.  The streamlined native system further reduces implementation time, better optimizes operations and helps with maintenance exercises to minimize total cost of ownership and overall risk to production. In a practical and intelligent way, the system will respond more quickly than traditional APS to changes in business priorities, demand and unexpected disrupt to normal operation, improving on-time deliveries and business margins. As a native part of the MES, schedules will be optimized for total plant performance as well as being validated and enforced with complete visibility to the operator for total peace of mind.
 
Cleaner data, lower risk and happier IT
 
From an IT point of view, natively integrated scheduling means there are no difficulties, risks or slows down from system integrating activities. One data set removes the need for any duplication and any chance for discrepancies between systems. As there is also no need for further user interfaces, the system requires reduced stages of assist and presents a lower cybersecurity risk. When any changes, upgrades or servicing to the system is required, these are immediately synchronized without the need for new modification, integration testing, and separate deployment, reducing the ongoing maintenance cost of the system.
 
Bag the lot: Faster, better and cheaper
 
Obviously, the benefits of native scheduling: increased efficiency, reduced risk, easier maintenance, and improvised operations; reflect back into clear general business rewards. Having a single system with a single license equates to reduced setup costs, less training overhead, and better optimized maintenance using a lot fewer assets. This significantly lowers the total cost of ownership compared with an MES with non-native scheduling.
 
Advantages are also not restricted to operations and IT. Supply chain, logistics, support services, finance, and sales are all most likely to profit from the more robust and responsive scheduling. The added agility and responsiveness native scheduling adds to a business means customers are more likely to get what they choose, when they want it. Fewer costly delays, improved on-time delivering and better optimization of operations all boost brand name, enhance customer loyalty, and add to the in a nutshell of the business.
 
Preparing for the Future
 
There has been much talk around Industry 4.0 and the changes that are happening in production businesses, particularly for the production of more fancy and elaborate product lines. Benefits of changing to a smart factory with distributed intelligence and powerful steps throughout the shop floor include greatly increased efficiency; economic production of low-volume, high-mix batches, and faster response to changing customer demands. Finally, the industrial revolution we are seeing today is about business agility. Without native preparation, the full importance offered through Industry 4.0 cannot be realized. With native scheduling, companies will enrich their agility and better respond to customer needs without any problems from complex middleware system integrating. They will be prepared for the unexpected and lessen the risk of disruptions – whether they be from competitors, new product introductions or supply and demand shifts due to natural disasters.
 
Clear Benefits – but How Do You Get Native Scheduling?
 
Having native scheduling as part the MES has very clear benefits in terms of efficiency, agility, and reliability—but how can a company capture the rewards it offers? Of course, the right thing for a business will depend on the return on investment.
 
For ventures looking for a new MES, it just is sensible to find one that has been built from the ground-up with scheduling. For those looking simply at scheduling software, however, the very nature of native scheduling means it cannot be bolted on. To gain the benefits requires a shift to invest in an MES with scheduling, which may seem a tall order to sell to the management team. But the benefits are strong and, although on the surface it may seem a big undertaking, there are many new advantages to a complete review the whole manufacturing system with a view to ensure the business in the future with full Industry 4.0 capability.
 
A Future With Better Business Outcomes
 
The technologies to make Industry 4.0 a reality is with us today. Disregarding the benefits of even more efficient and agile manufacturing puts firms at the mercy of their competitors. Although changes will not happen instantly, they will come and, mostly for more elaborate production systems, companies need to look at a pathway to Industry 4.0 to avoid being left behind.
 
Native scheduling is very much a part of achieving the full agility, clarity, and efficiency offered by Industry 4.0. Pulling the primary factor of smart supply chain executing in as a deep synchronization of activities in the plant allows the vision of Industry 4.0 to speed toward reality with much more confidence and better business outcomes.

This article is originally posted on tronserve.com

The Germany-based automotive manufacturer, Daimler, is set to formulate its next generation of Smart electric cars in China following a mutual venture with Geely, according to Reuters.
 
On Thursday (28 March), Daimler verified it would develop the next generation of Smart-branded city cars at a purpose-built factory in China as it planned to share its expertise in manufacturing, engineering and design with Geely. Under the agreement, the next generation of Smart cars are set to be assembled at a Chinese plant, with sales expected to begin in 2022.
 
According to CNN Business, CEO Dieter Zetsche wrote in a blog: “Our smallest vehicle still has huge potential – in China and beyond. Geely is the right partner to take advantage of these opportunities.” It is supposed that Daimler and Geely will each own 50% of the global joint venture with economic terms of the deal left undisclosed.
 
Due to the high cost of electric car batteries making it more difficult for automakers to develop affordable zero-emission vehicles, it has led to a number of them forming alliances with Chinese partners. The news follows Daimler’s competitors BMW unveiling plans to create Minis in China with low production costs and the demand in small electric cars increasing.



This article is originally posted on Tronserve.com