先上原文：

Manufacturing is no longer simply about making physical products. Changes in consumer demand, the nature of products, the economics of production, and the economics of the supply chain have led to a fundamental shift in the way companies do business. Customers demand personalization and customization as the line between consumer and creator continues to blur. Added sensors and connectivity turn “dumb”products into “smart” ones, while products increasingly become platforms—and even move into the realm of services.

As technology continues to advance exponentially, barriers to entry, commercialization, and learning are eroding. New market entrants with access to new tools can operate at much smaller scale, enabling them to create offerings once the sole province of major incumbents. While large-scale production will always dominate some segments of the value chain, innovative manufacturing models—distributed small-scale local manufacturing, loosely coupled manufacturing ecosystems, and agile manufacturing—are arising to take advantage of these new opportunities.

Meanwhile, the boundary separating product makers from product sellers is increasingly permeable. Manufacturers are feeling the pressure—and gaining the ability—to increase both speed to market and customer engagement. And numerous factors are leading manufacturers to build to order rather than building to stock. In this environment, intermediaries that create value by holding inventory are becoming less and less necessary.

Together, these shifts have made it more difficult to create value in traditional ways. At the same time, as products become less objects of value in their own right and more the means for accessing information and experiences, creating and capturing value has moved from delivering physical objects to enabling that access.

Manufacturing is no longer simply about making physical products. Changes in consumer demand, the nature of products, the economics of production, and the economics of the supply chain have led to a fundamental shift in the way companies do business. Customers demand personalization and customization as the line between consumer and creator continues to blur. Added sensors and connectivity turn “dumb” products into “smart” ones, while products increasingly become platforms—and even move into the realm of services.

制造业不再只是制造实物产品。消费者需求的变化，产品的性质的改变，生产及供应链的变化已经导致了公司经营方式的根本转变。随着消费者和创作者之间的界限继续模糊，客户需要个性化和定制化。增加的感应和连接将“哑”产品变成“智能”产品，而产品越来越多地成为平台 - 甚至进入服务领域。

With the wider definition of manufacturing and changes in the way of doing business, customers require personalization and customization, and products become platforms or services.

As technology continues to advance exponentially, barriers to entry, commercialization, and learning are eroding. New market entrants with access to new tools can operate at much smaller scale, enabling them to create offerings once the sole province of major incumbents. While large-scale production will always dominate some segments of the value chain, innovative manufacturing models—distributed small-scale local manufacturing, loosely coupled manufacturing ecosystems, and agile manufacturing—are arising to take advantage of these new opportunities.

随着技术的快速提高，进入市场，商业化和学习的障碍正在逐渐消失。 获得新工具的新的进入者可以进行更小规模的运作，使他们能够在曾经是主要领导的单独领域提供产品。虽然大规模生产将始终主导价值链的某些部分，但创新的制造模式，那些分布式小规模本地制造，松散耦合的制造业生态系统和敏捷制造，正在利用这些新机遇。

Barriers to entry,commercialization and learning are eroding.

Meanwhile, the boundary separating product makers from product sellers is increasingly permeable. Manufacturers are feeling the pressure—and gaining the ability—to increase both speed to market and customer engagement. And numerous factors are leading manufacturers to build to order rather than building to stock. In this environment, intermediaries that create value by holding inventory are becoming less and less necessary.

同时，产品制造商与产品销售商之间的界限越来越分散。 制造商感受到了压力, 并且正在获得来提高市场速度和客户参与度的能力。许多因素导致制造商按订单建造而不是建造库存。 在这种环境下，通过持有库存创造价值的中介机构变得越来越不必要了。

The boundary separating product makers and sellers is permeable, so manufacturers tend to build order rather than stock, making holding inventory unnecessary.

Together, these shifts have made it more difficult to create value in traditional ways. At the same time, as products become less objects of value in their own right and more the means for accessing information and experiences, creating and capturing value has moved from delivering physical objects to enabling that access.

总之，这些转变使得以传统方式创造价值变得更加困难。同时，随着产品本身变得越来越没有价值，更多的是获取信息和体验的手段，创造和获取价值已经从提供物理对象转变为实现访问。

Creating and capturing value move from delivering physical objects to enabling assess.

With the wider definition of manufacturing and changes in the way of doing business, customers require personalization and customization, and products become platforms or services; when barriers to entry, commercialization and learning are eroding, the boundary separating product makers and sellers is permeable, so manufacturers tend to build order rather than stock and creating and capturing value move from delivering physical objects to enabling assess.

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