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NEW DEVELOPMENTS IN LEADING MARKETS
Some of our historical customers are still diversifying their requests by entrusting us with new projects, and new customers find at STI the complete range of products and services they need.
Our clients thus demonstrate their confidence in our strategic model:
MANUFACTURING MADE IN FRANCE, PERFORMANCE AND AGILITY, OPTIMUM GLOBAL COST.
Despite the global pandemic, and thanks to our historical customers and new customers who trust us, the activity of STI GENLIS is growing again.
The economic model of STI GENLIS demonstrates its robustness: HEAD OFFICE AND FACTORY IN FRANCE, PERFORMANCE, AGILITY, OPTIMUM GLOBAL COST.
INCREASE IN THE SHARE OF TURNOVER IN PRODUCTS WITH COMPLEX ELECTRICAL INTEGRATION
Once again, the presence of STI GENLIS is being strengthened in very high electrical technology markets with new
plates and cable sets customers.
At the same time, STI GENLIS is making historic investments with new automatic machines and new MES APS software.
DOUBLE TURNOVER COMPARED TO 2014
The presence of STI Genlis is growing in new markets and for new customers. 2018 turnover reached 5 million euros. Simultaneously STI Genlis is deepening its ties with its historical and loyal customers.
This growth testifies to the great confidence that STI Genlis customers have, both old and new. The entire STI Genlis team thanks them and is committed to serving them by aiming for excellence.
95% OF TURNOVER IN ELECTRICAL PRODUCTS
STI Genlis increases its achievements in the field
electrics with new electrical harness products,
boxes and electrical accessories.
CHANGE OF DIRECTION and ACCELERATION OF ORGANIC GROWTH
Denis BOULINIER, the current manager, buys the company and develops a policy of organic growth in the products of electrical harnesses, electrical assemblies and electrical cabinets, for all industries. 2016 turnover reached 3 million euros. STI GENLIS invests in new equipment and in the digitization of the company with the very powerful EPLAN software (electrical diagrams, 2D and 3D representations of electrical harnesses and electrical cabinets) and strengthens its design office.
50% EXPANSION AND WIRING OF UNITARY CABINETS
During the first half of 2013, STI GENLIS is pushing back its walls to exploit an additional 1,800 m² of its infrastructure, bringing the total to 5,500 m².
800 m² more are allocated to the store and 1,000 m² are dedicated to the installation of the new cabling workshop for single cabinets.
ERP & UNITARY ELECTRICAL CABINETS
In 2011, STI GENLIS marked two new impulses. On the one hand, with the implementation of a powerful ERP, covering all the industrial and organizational activity of the company. On the other hand, with the launch of a new activity “study and production of unitary electrical cabinets“, thus responding to the many requests from its customers in industry and the tertiary sector. Thanks to its industrial culture, this complementary activity is developing significantly.
ACQUISITION OF A NEW SITE, THREE TIMES BIGGER
At the beginning of 2010, on the strength of significant growth, STI GENLIS installed its production tool in the former premises of THOMSON, still in Genlis, thus tripling its floor space. Equipped with a technical platform of 4,000 m², the company now has optimal logistical conditions to pursue its development.
BUYOUT OF THE COMPANY AND DIVERSIFICATION-REORIENTATION
It is in a difficult context that Didier CONTREPOIS buys the company and initiates a policy of diversification-reorientation towards the manufacture of electrical assemblies in recurring series, however small they may be, for all industries. A relevant choice which ten years later translates into 80% of turnover in this field of activity.
HISTORICAL ACTIVITY
During its first fifteen years (from 1988, date of its creation, to 2003), STI GENLIS assembled automotive locks on behalf of a world tier 1 automotive supplier. The industrial requirements of this principal would forge the positioning and the corporate culture of STI GENLIS: flexibility, responsiveness, efficiency in industrial organization (5S, Kanban, lean manufacturing, etc.), permanent search for productivity leads, organization of the continuous improvement system (ISO certification), etc.
In the mid-1990s, the industrial policy of the automotive sector evolved towards the establishment of new factories in low-cost countries, generating a sharp and continuous drop in the volumes entrusted to subcontractors such as STI GENLIS.
