# 捷普60周年：打造世界领先品牌背后的品牌 **P. J. Farrenkopf **: Senior Manager, Global Energy 在商业传奇中，许多最精彩的创业故事都始于地下室、车库或大学宿舍。这些看似不起眼的空间，象征着触手可及的机会、无限的可能性，以及一种信念------任何人、在任何地方，都有机会创建一家公司，并随着时间的推移，发展成超越最初雄心的事业。 对捷普而言，这个起点是一张位于底特律郊区的小小厨房餐桌。时间回到 1966 年，Bill Morean 邀请 James Golden 坐在这张桌前，带着一两把电烙铁，以及一份为美国领先计算机制造商之一维修电路板的合同。James 和 Bill 将彼此的名字融合，创造了公司的名称。六十年后的今天，这份由初心凝聚的纽带，依然坚固如初。 ## 捷普如今主要从事哪些业务？ 很可能，在今天的某个时刻，你已经使用过至少一款由捷普参与制造的产品：用于数字支付处理的终端设备，家中的智能家电，健身追踪器，用于血糖监测的医疗设备或自动注射给药装置。也许是你汽车中的摄像头帮助你安全驾驶，或是一台自主机器人在仓库中搬运包裹、最终送达你手中，又或者，是某个数据中心支撑着你刚刚打开、提出问题的那款应用程序。 几乎在全球经济的每一个行业和领域，捷普的团队都在为全球 400 多个最重要的品牌设计、工程开发并制造定义现代生活的产品。与此同时，捷普还为这些企业每日管理高度复杂的全球供应链网络，涵盖 38,000 家全球供应商，年度采购规模超过 250 亿美元。然而，数字只能讲述故事的一部分。 回顾捷普走过的 60 年发展历程，人们或许会好奇：最初由两个人在厨房餐桌前完成的一份合同，如何成长为一家拥有超过 14 万名员工、遍布全球 100 个运营基地的企业？但更值得探究的问题在于------是什么引导了这一路的成长？又为什么能够持续至今？ 答案可以归结为两点：捷普通过持续交付客户所期望、所需求的价值，塑造了今天的自己；同时，也不断进化，成为客户在不同阶段真正"需要"的合作伙伴。 [Watch: Watch video](https://play.vidyard.com/75HNbZ3oEuz5Ktva6Bbw1D) ## 捷普转型成为全球制造解决方案合作伙伴 多年来，行业和财经媒体常用一些简化的标签来描述像捷普这样的公司，例如：电子代工厂、合同制造商、合同制造组织（CMO）。 尽管合同制造仍然是捷普业务的核心组成部分，但随着客户需求的不断变化，捷普当今所承担的角色已扩展至更加丰富、多元的服务与解决方案体系。产品组合在技术层面日益复杂，客户所处的市场竞争也愈发激烈。在以创新驱动的行业中，保持并扩大市场份额，意味着必须以卓越的敏捷性、成本效率和全球化规模，同时推进多条工作流。 为帮助客户应对这些挑战，捷普不断成长，并突破了传统合同制造模式的边界。这一演进既体现在横向拓展，也体现在纵向深化。 在地域布局上，捷普从一家区域性的电子维修与 PCB 制造企业，发展成为覆盖美洲、欧洲和亚洲的全球化网络；在战略层面，捷普持续推进纵向整合，在基础装配与制造之外，扩展至产品设计、工程开发、供应链管理、生产后服务等领域，为客户提供贯穿产品全生命周期的端到端解决方案。 最终带来的结果是：如果客户只需要按图纸生产，捷普依然可以高效完成；但在更多情况下，客户期待的是更深层次的合作伙伴关系------不仅在工厂内部，更在生产之前与之后，提供专业洞察与战略指导，帮助应对复杂挑战。 对捷普的客户而言，捷普成长为能够统筹复杂系统、技术与物流，并将客户创意规模化为全球化产品的制造合作伙伴，意味着责任结构的根本转变。客户无需再将自身的资本、人才和精力投入到这些高度关联的运营挑战中，而是可以依托捷普承担这一重任，从而更专注于创新、市场拓展以及终端客户。 ## 六十年的技术变革如何重塑制造业 要全面理解捷普今天所扮演的角色，有必要回顾全球制造环境本身是如何随着时间发生变化的。自 20 世纪 60 年代中期以来，各类产品领域的技术复杂度已发生了惊人的演进。 从大型机时代的信息技术起步，到个人计算机革命；从移动设备、互联网和云计算的兴起，到万物互联的爆发式发展；再到如今由人工智能驱动的数据中心大规模建设------技术版图的变革可谓翻天覆地。如今，几乎所有产品中都嵌入了印刷电路板（PCB），与此同时，传感器、光学技术、通信协议以及移动电源管理方案也已成为不可或缺的组成部分。 诚然，产品架构变得日益复杂，但同样复杂的，还有原始设备制造商（OEM）在产品落地过程中必须应对的多重因素------从脆弱的全球供应链、不断变化的地缘政治环境，到日益提升的可持续发展期望。 传统模式------即 OEM 完成产品设计、锁定规格，然后交由合同制造商量产------对许多品牌而言仍然行之有效。然而，随着复杂性与风险的不断累积，尤其是在新冠疫情和地缘政治引发的重大供应链中断面前，越来越多的客户发现，仅靠这一模式已难以满足他们的全部需求。 更全面、更具响应能力的合作伙伴关系------例如"制造解决方案协调者"模式------能够帮助 OEM 抵御现代制造中不可避免的不确定性，同时以更敏捷、更高效的方式管理其产品组合。 对于捷普的客户而言，这种合作意味着：从产品的最初阶段起，就有来自光学、热管理、材料科学等领域的 10,000 多名工程师参与"面向可制造性的设计"；意味着对 38,000 家供应商进行前瞻性管理，每天运行成千上万个由 AI 驱动的情景模拟，在供应链风险影响交付前就提前识别并应对；也意味着依托为业务连续性而打造的制造布局，能够根据关税、成本结构或上市速度需求，在亚洲、美洲和欧洲之间灵活转移或按同一标准复制生产线。 这些能力并非一蹴而就，而是六十年来一系列循序渐进的战略选择所累积的成果。每一次选择，不仅扩展了捷普"能够制造什么"，更持续拓展了捷普"能够为客户实现什么"。 ## 捷普的全球制造版图：从点滴积累到世界布局 **捷普迈出关键第一步是在 1979 年**。当年，公司成功获得了一份来自通用汽车（General Motors）、价值 1,500 万美元的大规模 PCB 制造合同------这对一家在数年前年营收尚不足 5 万美元的企业而言，具有颠覆式的意义。 到 1982 年，捷普将总部迁至佛罗里达州圣彼得堡，以更好地支持 IBM 的个人电脑业务。短短一年内，公司销售额翻倍，达到 1 亿美元。此时，捷普的角色已从一家区域性的 PCB 制造商，转变为能够为复杂 OEM 需求提供高精度、可规模化电子制造服务的可信赖合作伙伴。 1993 年，捷普成功上市。此时，公司已启动国际化布局，在苏格兰设立工厂，专注服务欧洲电子客户；随后，又相继在马来西亚槟城和墨西哥瓜达拉哈拉建立关键制造基地。以客户为中心、面向全球交付解决方案，逐渐成为捷普不断扩展价值主张中的核心特征。 但最能清晰体现**捷普以客户为中心的发展战略**的举措，体现在一系列有针对性的并购与合作之中。这些战略行动持续补齐解决方案体系中的关键层级，使捷普能够不断响应并满足不断变化的世界和客户需求。 ## 前瞻布局：捷普的战略制造投资 对捷普的领导团队而言，时刻洞察影响客户的趋势与技术始终是首要任务。这既是一份关于机遇与挑战的"动态清单"，也是持续优化客户合作关系的重要管理工具。通过这一过程，捷普能够判断客户需求的演进方向，从而帮助团队制定前瞻性的战略，主动交付"下一步所需"的解决方案。 在过去数十年中，这一长期坚持的战略纪律推动捷普完成了一系列有针对性的投资布局。其中，一些并购为公司引入了在特定技术领域的深厚专业能力，包括先进光学、精密塑料注塑、硅光子技术、液冷解决方案，以及电力与能源管理等；另一些则进一步拓展了受监管市场的服务能力，例如医疗器械灭菌服务，以及 CDMO（合同开发与生产）能力，以更好地支持制药客户的需求。 这些投资背后呈现出高度一致的发展逻辑：识别制造流程中不断提高的复杂性，针对性投资构建相应能力，随后将这些能力整合并部署至捷普的全球运营平台。通过将多项关键能力整合于同一体系内，捷普帮助客户有效降低运营复杂度，加快产品上市速度，并减少同时管理多个合作伙伴所带来的风险。 捷普的成长不仅源于对"可能性"的坚定信念，也同样得益于对资源投入方向所做出的理性与克制的决策。在进入新市场方面所展现的战略进取，与适时退出部分业务领域的决断，同样重要。 例如，捷普于 2023 年完成对其移动业务的剥离，这一举措释放了资本与资源，使公司能够加大在医疗健康领域的投入，并加速北美地区人工智能和数据中心基础设施的建设，从而在行业层面和地域布局上实现更高程度的多元化发展。 ## 从多元到协同：捷普跨行业布局背后的客户价值 **捷普的多元化布局进一步强化了其纵向整合模式所创造的价值。** 为解决某一行业中的复杂挑战而构建的能力，往往可以直接应用于其他行业------因为无论是医疗健康、出行与移动、工业自动化，还是数据中心基础设施，许多现代产品在制造层面都具备高度相似的需求。 传感器、光学技术以及嵌入式计算正日益成为这些产品的核心组成部分，对产品的小型化、高精度、可靠性以及规模化质量提出了相似且严苛的要求。正因为捷普已在其全球制造网络中系统性地构建并整合了这些关键能力，客户无需再逐项分别采购或组合不同供应商的解决方案，从而显著降低了复杂度并提升了整体效率。 > 能够将成熟的解决方案应用于各个行业，是捷普制造模式隐形竞争力之一。 > 然而，整合并管理如此多元的能力与解决方案，本身也变得愈发复杂。那么，现代的"制造解决方案协调者"究竟是如何高效管理自身运营的？对捷普而言，规模化、标准化的流程是其工厂运营的核心基础。通过将人工智能、自动化以及先进数据分析深度融入运营体系，捷普正在将传统的生产车间持续转型为高度高效、灵活自适应的制造环境。 ## 数字化工厂：人工智能驱动的制造模式已投入运营 多年来，制造业的数字化转型一直被广泛讨论，往往被描绘为"未来形态"。而在捷普，它已成为正在运行的现实。 人工智能、自动化以及先进的数据分析，正将传统的工厂车间转变为智能化、自适应的制造环境，实现物理系统与数字系统的协同运作。当某条生产线上出现问题------无论是质量波动、流程效率下降，还是潜在缺陷------系统都会自动识别并标记，更重要的是，将这些关键洞察同步共享至捷普的全球网络。机器人承担重复性或高风险作业，使员工能够专注于更具创造性和更高价值的工作；AI 驱动的光学检测工具可识别人工肉眼难以发现的缺陷；预测性维护在设备故障导致停机之前便提前介入。最终带来的结果是：更高的良率、更快的产出节奏、更少的缺陷，以及更加安全的工作环境。 同样的数字化智能还延伸至工厂之外，深入到供应链管理领域。捷普的平台利用人工智能和数字孪生技术，对整个供应商网络中的物料流动、产能配置和风险进行实时监控。系统每天运行成千上万个"假设情景"分析：如果某个零部件在泰国延迟交付会怎样？如果客户需要调整生产区域又该如何应对？平台会对不同方案进行建模，权衡利弊，并以数据为依据向客户提供决策选项------往往在问题真正显现之前就已提前预判。 对于 OEM 而言，其价值是切实可见的：更快的产品上市速度、更精准的需求预测，以及更灵活的履约模式。但也许最重要的是，它让客户摆脱了自行维护前沿制造基础设施的重负。原本用于生产投入的资本和人才资源，可以重新聚焦于下一代产品设计、新市场拓展，以及持续保持竞争优势。 ## 回到那张厨房餐桌旁 对 James 和 Bill 而言，最初那一块块电路板的手工焊接，并不光鲜，也丝毫看不出他们的合作日后会孕育出怎样的规模与影响力。那只是工作本身------专注、严谨、力求一次就把事情做好。两个人，坐在一张桌前，用双手焊接那些最终会嵌入更大型设备中的元器件，而这些设备，又将技术的价值带给世界各地的企业。他们所做的，是一种服务------助力他人的突破与创新。近 60 年后的今天，这一核心关系几乎没有改变。 变化的，是规模。 如今，捷普已成为全球 400 多个最受尊敬、最具创新力品牌背后的"安静合作伙伴"------品牌背后的品牌。捷普的名字很少出现在产品外壳、包装，或新品发布的舞台上，而这正是有意为之。 世界的创新者走在前台，而他们的脚步，得以由捷普的合作关系所赋能------帮助这些创意以极高的可靠性与可重复性落地，并以极少有企业能够企及的速度与规模，走向全球。 Every year, greenhouse gas (GHG) emissions reduction becomes more urgent as the effects of human-induced climate change become more dangerous. This urgency is not only due to consumers taking a stand and demanding action, but also from investors and governments requiring more accountability from businesses in addressing this issue. According to the [EPA](https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions), electricity, industry and transportation make up the majority of total U.S. greenhouse gas emissions compared to other economic sectors. That's why many companies are focused on reducing Scope 1 and Scope 2 emissions. Since 1998, the Greenhouse Gas Protocol has worked toward creating internationally accepted accounting and reporting standards for emissions reduction. To address both indirect and direct emissions from a reporting organization, GHG Protocol offers developed guidance and standards that break down emissions into three scopes across the value chain. Scope 1, 2 and 3 Greenhouse Gas Emissions Standards --------------------------------------------------- The major contributors to corporate GHG emissions have been divided into three scopes. Each of these addresses emissions from manufacturing and materials all the way to a product's end-of-life, including disposal by the end user. The three scopes include: * Scope 1 --- direct emissions from company-owned facilities and company-owned vehicles. * Scope 2 --- indirect emissions from the purchase of electricity for the organization's own use. * Scope 3 --- indirect emissions from partners in the value chain. Scope 1 emissions are perhaps the most straightforward since they cover direct emissions from sources that the organization controls. These include on-site fuel combustion from stationary and mobile sources like boilers, furnaces and vehicles. While Scope 1 addresses emissions from industry and transportation, Scope 2 addresses emissions from purchased electricity and involves collaboration with utility companies and governments. According to the [World Resource Institute's](https://www.wri.org/research/ghg-protocol-scope-2-guidance) Scope 2 Guidance, "Scope 2 represents one of the largest sources of GHG emissions globally: the generation of electricity and heat now accounts for at least a third of global GHG emissions." [Scope 3 emissions](https://www.jabil.com/blog/scope-3-emissions.html) cover indirect emissions both upstream and downstream of the reporting organization. Accounting for Scope 3 is difficult because it involves collaboration with stakeholders along the value chain. As most organizations have yet to begin or are early on in their journey to measure these emissions --- and because Scope 1 and 2 emissions of organizations lower in the value chain contribute to Scope 3 emissions of organizations higher in the value chain - the reduction priorities for most manufacturers are instead those from Scopes 1 and 2. Scope 1 and 2 Emissions Categories ---------------------------------- Since they address different parts of the value chain and involve multiple organizations and energy companies, emissions reduction strategies vary by category and scope. They include a combination of efficiency, reducing consumption and switching to renewable energy. ### Scope 1 Direct Emissions: Stationary Combustion The first category of Scope 1 emissions covers all emissions from stationary combustion. This includes fuel combustion sources like: * Boilers/furnaces * Internal combustion engines * Turbines * Flares * Process heaters/ovens * Incinerators * Cooling systems In addition to combustion, this category also includes gases emitted from leaks and other business activities in organization-owned facilities. ### Scope 1 Direct Emissions: Mobile Combustion Transportation is addressed in Scope 1 and Scope 3. While Scope 3 accounts for mobile combustion from supply chain partners and employee vehicles both upstream and downstream, Scope 1 focuses on direct mobile combustion emissions from vehicles the company owns or controls. This does not include the full life cycle of greenhouse gas emissions related to the vehicle and its fuel. In their [guidance for Scope 1 vehicle emissions, the EPA notes](https://www.epa.gov/sites/default/files/2020-12/documents/mobileemissions.pdf) that "users of this guidance should be aware, however, that the choice of transportation modes and fuels can greatly influence GHG emissions from a life cycle perspective. A transportation mode may have relatively few GHG emissions from the vehicle itself, but emissions could be higher from the production of the fuel." ### Scope 2 Indirect Emissions: Purchased Energy Energy generation represents nearly 40% of global GHG emissions, an amount industry is responsible for half of according to the [World Resource Institute's](https://www.wri.org/research/ghg-protocol-scope-2-guidance) Scope 2 Guidance. To address these emissions, two standards have been created for reporting Scope 2 emissions: a location-based method and a market-based method. Location-based Scope 2 reporting is based on the average emissions intensity of the grids where the consumption occurs. The market-based method derives emissions factors from contracts for the sale or purchase of energy. Market-based contracts include energy attribute certificates, direct contracts and supplier-specific emission rates. This method also provides more specific energy and emissions data to supply chain partners who are measuring their own Scope 3 output (compared to location-based average emissions). Scope 1 and 2 Emissions Reduction Strategies -------------------------------------------- There are different strategies to reducing Scope 1 and 2 greenhouse gas emissions that organizations can use to reduce their carbon footprint. Choosing the appropriate strategy depends on factors like location, market and the type of industry and business activities involved. In most cases, a company can combine elements of each strategy to align with its unique circumstances and emissions reduction goals. ### Reducing Consumption and Energy Conservation Finding ways to 1) reduce energy consumption; 2) conserve energy onsite; and within 3) an organization's fleet is the most logical strategy for reducing GHG emissions from business activities. However, in most cases, operations depend on energy, so other strategies must be enacted to meet reduction goals. ### Power Purchase Agreements With a power purchase agreement (PPA), a third-party developer installs and operates an energy system on an organization's property, allowing the company to buy low-cost renewable energy from them. In turn, the owner of the energy system can benefit from tax credits and income from the sale of the energy. This solution is ideal for businesses operating in locations or industries that require increased energy consumption. ### Energy Efficiency and Transportation Optimization With the amount of data available to companies today, creating efficiencies with energy consumption is a strategy that can also benefit business operations. Optimizing transportation through specialized management systems and [supply chain network optimization technology](https://www.jabil.com/services/supply-chain/supply-chain-services/network-optimization.html) that identifies the most energy-efficient routes is another way to reduce Scope 1 emissions and contribute to overall operational efficiency. ### Carbon Offsets When reducing consumption is challenging and energy efficiency isn't enough to meet your Scope 1 and 2 emissions reduction targets, an organization can opt to offset their emissions by purchasing carbon offsets. In this exchange, the emissions reduction of one entity can be transferred to another to create a net climate benefit. A Four-Pillar Approach to Reducing Scope 1 and 2 GHG Emissions -------------------------------------------------------------- Every company will have its own combined approach to reducing Scope 1 and 2 GHG emissions. At Jabil, we take a four-pillar approach that combines the above reduction strategies with energy production and procurement practices that help us meet our sustainability goals. ### 1. Manage Scope 1 and 2 Greenhouse Gas Emissions Before taking steps to manage and reduce GHG emissions, you must first take an accurate measure of your organization's current emissions. Measuring emissions requires different types of data. Some of this data is primary data, like energy consumption at facilities, which is quantifiable and easily accessible by the company. However, most of the data used in measuring GHG emissions are secondary data, which is derived from estimations based on a region or industry's emission factor for a certain commodity or raw material. Once an accurate and standardized measurement is taken, a company is ready to begin creating emissions reduction goals. One of the ways to do this is by using automated tools like building management systems (BMS), which can ultimately reduce energy usage for a company's facilities. These systems can use weather data, energy costs, historical data, operational requirements and sometimes even regular regulatory requirements to detect patterns in energy use of a machine or production line. A BMS is a great tool to help build efficiencies over time and help with preventative maintenance detection. It also helps the company calculate the facility's carbon footprint and then share product-specific footprint data with customers. ### 2. Reduce Carbon Consumption and Footprint Once you accurately measure your carbon footprint, you can begin implementing emissions reduction strategies. This includes replacing capital equipment to increase energy efficiency. This is an important first step, especially if you plan to implement power purchase agreements. The less energy you consume during day-to-day operations, the less you will have to pay for energy down the line. Here are a few approaches to reducing energy consumption in manufacturing for some of the biggest drivers of electricity usage: * **Injection Molding Machines:** Legacy injection molding machines relying on hydraulic energy, consuming up to 70% more energy than machines that use electric energy. By replacing these machines with hybrid or electric machines, a company can reduce energy consumption. Another way to reduce energy consumption would be to use hot runner controllers to take the burden off the machine itself needing to heat the molds, heating them externally and pulling power at a lower voltage. * **Compressors and Chillers:** Compressors are one of the biggest energy consumers at a manufacturing facility, responsible for anywhere between 15% and 30% of a site's total energy use. One way to mitigate carbon emissions from compressors is by adding a variable speed drive (or a variable frequency drive) to vary the amount of air pushed out of the compressor. This ensures that it is only pushing out air when driving a process and also aids in air leak detection. Bringing new chillers online once equipment approaches its 18-year lifespan can also help reduce electricity consumption by up to 30%. ### 3. Produce Renewable Energy While reducing energy consumption is a great starting point, producing renewable energy onsite is another pillar that can help companies and third-party energy suppliers reach their Scope 2 GHG emissions reduction goals. Solar panels are a common way organizations choose to produce renewable energy onsite. However, since manufacturing requires substantial energy, this will only address a fraction of the energy needed for operations. The ownership of a facility may also be a roadblock to producing energy onsite; leased buildings may need to lean on alternative reduction strategies, including engaging with local utilities to incorporate green power. ### 4. Procure Clean Energy Since a company's ability to produce renewable energy for its own use can be limited due to factors like facility size, location and ownership, the next pillar in our approach is procurement. Tools like Direct PPAs, where renewable energy is delivered to the site from a renewable source, are an effective method for procuring clean energy. Some utility companies also offer solar, hydro and wind power to customers. It has become common for organizations to rely on procurement strategies like renewable energy certificates (RECs) or guarantees of origin (GOs) that involve little more from the company itself than signing a check to reach carbon neutrality. While this does reduce the emissions a company is reporting, it does not effectively address the need for all organizations to reduce their actual GHG emissions, which will help slow the climate change crisis. The Bottom Line of Scope 1 and 2 Emissions Reduction ---------------------------------------------------- Effective Scope 1 and 2 GHG emissions reduction strategies do more than just help us address the major causes of climate change. They also offer added business benefits like cost savings from operational efficiency, increased sales and customer loyalty, innovation, and improved relationships with stakeholders. With the majority of greenhouse gas emissions coming from industry, it is essential for companies to begin accounting for and reporting Scope 1 and 2 emissions. This is also the foundation for being able to calculate Scope 3 emissions, which are still being standardized today. Implementing sustainable business practices can be challenging given the lack of data in some areas and the upfront costs of some emissions reduction strategies. However, these challenges also present new leadership opportunities for companies that are willing to put in the work.