Our technology industries are facing a globalized context, popularized by Anglo-Saxons with the concept of "hyper-competition":

  • changing the determinants of competitive advantage (increasingly technological products at decreasing costs, reduced delivery times, reactive global competition),
  • the emergence of new strategic models adapted to the unpredictability of markets: outsourcing of all kinds, just-in-time organisation,
  • growing needs for flexibility and responsiveness in a context of tailoring and innovation,
  • raising productive standards: safety, health, environmental, technological, societal.

Adapting to these constraints requires a broader vision of performance to train reactive employees who are aware of the mechanisms that create value for the company. For the E.S.P.R.I.T. Industries (CEI) Campus, this means educating all learners in initial or continuing education about the different dimensions of performance, financial or non-financial.

This orientation leads us to seek the development of field intelligence. This field intelligence translates into employees who are open to the uses and culture of the company, technological developments, diversity, the environment, the demands of performance and flexibility inherent in the very existence of entrepreneurship.

Industrial performance is based on various functions: Purchasing, Logistics, Production/Product, but also, upstream, Research and Development.
These different fields play a direct role in the performance of the products, services and services sold, particularly in terms of costs, security, peripheral services and, above all, innovation.
In the space of 20 years, companies have professionalized and optimized these functions.

Today, productivity and innovation gains lie in the interfaces between contractors and their various suppliers, between the company's various departments. The main performance levers are inter-functional and no longer functional (in silo).
For example, the inter-functional approach to performance allows companies to better control the various risks faced in the short, medium or long term. In the automotive sector, supplier chains directly or indirectly involved in market procurement account for an average of 75% of the selling price. This weight explains why supplier performance directly impacts the competitiveness of selling prices.

There is a consensus to give collaboration in the Logistics and Purchasing areas a strategic role, even if the level of maturity of companies in this direction varies greatly, depending on the size or sectors of activity in particular. In fact, the strategic position is seen when there is professionalization in these functions, when there is a direct link of functions with the Directorate General, and finally when there are collaborative policies for continuous improvement of long-term.
Industrial performance awareness is a particularly strong component of the E.S.P.R.I. Industries Campus strategic project. It concerns the frame levels but also the technical levels.
For example, electronic production technicians need to be fully aware of the challenges and the many consequences of stock proliferation for different families of electronic components.

Since its creation on 27 June 2014, under the leadership and presidency of the Regional Council of Brittany and its partners, the CIS has been assisting companies in the electronics sector in a phase of significant development and change in the face of markets and demand for increasingly complex subsets/systems. The implementation of this support is very collaborative, in accordance with the status of the Public Interest Group and the subject matter "Higher Education Professionalization Research Innovation and Technology" of the CIS.

For example, the collaboration with The UIMM Bretagne, the SNESE (National Union of Electronic Outsourcing Companies) and the Higher Education Institutions (IUT, Great Schools) in Brittany has enabled us to work on the evolution of trades and on responses to the needs of skills, techniques and management, and recruitment at the level of the national electronics sector.
This collaborative vision of the E.S.P.R.I.T. Industries Campus projects will continue to develop in the coming years, making the Vannes-Rennes-Nantes triangle a strong link in the industrial performance training ecosystem.

Thierry Sauvage, Director.