戰(zhàn)略柔性：一個世界級制造業(yè)新的現(xiàn)實外文翻譯(已修改)
2025-06-01 02:13 本頁面
【正文】 中文 3845 字 本科畢業(yè)論文（設(shè)計） 外 文 翻 譯 原文： Strategic flexibility: a new reality for worldclass manufacturing The development of the concept of flexibility has been slow in the manufacturing literature because of the relatively stable market structure and minimal petitive pressure prior to the 1960s. In fact, manufacturing was not considered particularly important in the formulation of business strategy. As the petitiveness problems increased, practitioners and academicians began to recognize that manufacturing strategy was vital in supporting changes of corporate strategy. Consequently, a number of analytical models and empirical studies were developed to enhance manufacturing flexibility. According to Suarez, Cusumano, and Fine (1995), most empirical studies on manufacturing flexibility serve one of the following purposes: (1) to develop taxonomies of flexibility。 (2) to investigate the relationship between flexibility and performance。 (3) to cover historical and economical analyses of flexibility。 and (4) to develop strategic frameworks for flexibility. Carlsson (1989), Sethi and Sethi (1990), Hyun and Ahn (1992), and Upton (1994) are just a few research works that provide further literature reviews on flexibility. Flexibility is often regarded as one of the petitive priorities, along with cost, quality, and innovation. Just as low cost and high quality have already bee a requirement for market entry, flexibility might ultimately be the key to enhancing a firm39。s petitive ability. While uncertainty can be a threat to some firms, it provides opportunity to those with higher degrees of flexibility, either marketoriented or resourcesoriented. Firms that are able to deal with uncertainties that their petitors cannot have marketoriented flexibility. By reducing market uncertainties or exerting influence on customer expectations, firms have more strategic choices and can adopt a more proactive approach to peting. Firms with highly flexible production systems have resourceoriented flexibility and can be more responsive to the changing market. By bining these two concepts, Figure 1 shows the dominant petitive priorities corresponding to the firm39。s ability to cope with uncertainties. Not only can worldclass manufacturing firms adapt to the changing environment swiftly, but they also can influence market demand (., by creating uncertainties or customer expectations that petitors cannot deal with). Both reactive and proactive approaches have proved to be equally important and require different types of flexibility. Instead of focusing on one particular dimension of flexibility, worldclass manufacturing firms need a strategic perspective of flexibility the ability to quickly adjust their petitive objectives to meet new business conditions. In a stable petitive environment like decades ago, a petitive strategy simply involved defining a petitive position and then defending it. Since the petitive environment has changed rapidly and unpredictably, however, new knowledge and capabilities are needed to support any strategy to create a sustainable petitive advantage. Therefore, the goal of the latest developments in manufacturing strategy is to attain strategic flexibility. Competitive advantage monly refers to the creation of a productiondistribution system that has a unique advantage over its petitors. Achieving petitive advantage does not imply that the pany must always do better than the petitors in all areas. The key is to do certain things better in most of the areas. Deciding which areas to target is the central issue of petitive priorities. Competitive advantages traditionally have been acplished through economies of scale and product and process technology, but these are no longer sufficient. Competitive advantage throug
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