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Striking differences

机译：惊人的差异

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Many manufacturers would love to be where Boeing and Airbus are: both have orders stretching years into the future, with exciting new products in demand and vigorous customers in Asia to take up the slack in Europe and America. Both aircraft-makers have been changing their business models to cut costs with much more outsourcing, bring in new risk-sharing partners and get closer to growing markets such as China.rnBut here their fortunes diverge: this time Boeing is going down, while Airbus is bouncing back from a prolonged crisis. Boeing has shut down production of commercial jets because of a strike by assembly workers that seems to be as much about job security as about pay and benefits, whereas Airbus is pressing ahead with outsourcing work, this week selling a factory near Bristol to gkn, a British engineering group, and announcing plans to open a factory in Tunisia. Airbus workers accepted a measly pay rise of 1.5% this year and swallowed the loss of 10,000 jobs-but Boeing workers havernrejected a pay offer of n% over three years, plus bonuses.
机译：许多制造商都希望成为波音和空中客车公司的所在地：它们的订单都可以延至未来数年，新产品的需求令人振奋，亚洲强劲的客户也可以弥补欧美的疲软。两家飞机制造商都在改变其业务模式，以通过更多的外包来削减成本，引入新的风险分担合作伙伴，并与日益发展的市场（例如中国）保持更近的距离。正在从长期危机中反弹。由于组装工人的罢工，波音公司已经关闭了商用飞机的生产，这似乎与工作安全和薪酬与福利息息相关，而空中客车公司正在推进外包工作，本周将布里斯托尔附近的一家工厂卖给了gkn，英国工程集团宣布了在突尼斯开设工厂的计划。空中客车公司的员工今年接受了微不足道的1.5％的加薪，吞下了10,000个工作岗位，但波音公司的员工拒绝了三年内n％的薪水，以及奖金。

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    《The economist》 |2008年第8597期|8082|共2页
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