【正文】 附錄二：外文文獻Good and Getting BetterContinuous improvement transforms the supply chain. The electronically powered supply chain of the 21st century is continually transforming business and continually being transformed itself. Examining the forces and elements that mold it, from within and from without, is critical to understanding how we can improve it. Taking that exhilarating leap into full supply chain optimization always begins with smaller steps. There are things we must do before we can address some of the more ambitious supply chain improvements. Ideally, the perfect supply chain boasts a streamlined flow of raw materials dynamically transformed into assets. The main processes falling within the realm of the supply chain? purchasing, inventory management, plant performance, logistics—are molded by forces both internal and external. On the inside looking out The internal forces that mold a supply chain spring from a pany’s mission. A responsive supply chain creates value and acplishes that mission by taking into account the business drivers of the organization. There are four that organizations follow?cost, quality, service, and flexibility. These lay the foundation on which the supply chain is built and they define its ultimate form. General Electric, for example, has long sold its services with a clear focus on quality and service. These business drivers dictate an infrastructure geared towards customer service and producing quality products. Therefore, this supply chain must address call centers, customer support, reverse logistics, quality vendor selection, and procurement practices such as vendor integration, purchasing, and product fulfillment. A corporation that follows flexibility and service as business drivers will have a supply chain that can quickly adapt to change and provide elite customer service. Organizations with quality and cost as business drivers may invest in improving quality standards, . ISO9000, and in decreasing operational, manufacturing, inventory, and procurement costs. A pany’s level of integration also molds its supply chain?is this integration functional, sectorial, or geographical? Organizations typically are functionally integrated. Marketing, payables, sales, purchasing, and other functions are integrated within the corporation. These panies have culturally and technically integrated information and product flow across the enterprise. Enterprise resources planning (ERP) systems are successful tools for attaining functional integration within the enterprise. Since major obstacles to functional integration are within the organizational culture, proper planning for a culture shift to a technologically enabled pany is essential to facilitate the transition. Sectorial integration moves beyond the corporation and into territories. An American pany that collaborates with American suppliers has attained a level of sectorial integration. Sectorial integration can also be called territorial and is at a national, not international, level. But it is the first step towards enterprisewide collaboration. With geographical integration, panies move into a global environment. A great example is HewlettPackard (HP), boasting several manufacturing locations and distribution centers throughout the world. This level of integration gives birth to new strategies of optimizing the supply chain that capitalize on geographical integration. Mass customization and postponement, for example, have proved successful in cost reduction and increased customer service. Once again, the business drivers are useful in shaping the level of integration and eventually in making an organization truly global. This new era emphasizes supplier collaboration. Companies such as i2 Technologies have facilitated sectorial integration by adding online modules that allow webenabled sharing of information vital to streamlining the supply chain. It is most effective in reducing spikes in supply and demand for continuous flow of manufacturing, forecasting, purchasing, and delivery of materials. Difficulties with this level of integration often involve improper supplier/distributor buyin and disparate levels of technology where upgrades are most likely required to enable effective data exchange. Truly global panies must integrate their international partners in order to achieve a pure level of geographical integration. Indeed, software and the Web have facilitated the information flow. However, there are always such obstacles as politics, infrastructure, economics of the international environment, and petition. An example is the current situation of pharmaceutical panies in regards to the AIDS epidemic in Africa. Some of those countries hardest hit by the epidemic pose a threat to pharmaceuticals, that of product duplication without regard to patents. The production of branded items has flourished overseas, but so has the prod。投資子公司/或是加強合作伙伴的關系，這可以降低但卻不能消除這些顧慮。例如，當前非洲的艾滋病形勢嚴峻，不少國家就研制出應對藥品，但由于沒有申請專利，目前市場上的仿制品很多，搶占市場占有率。真正的全球性公司，必須跟他們的合作伙伴形成一體，以達到空間上的一體化，實際上，軟件和網(wǎng)絡也有利于信息流的整合。它是減少制造業(yè)、預測、采購和貨物運輸?shù)仍诠┬璀h(huán)節(jié)中的有效手段。在這個新的時代，強調(diào)的是供應商之間的合作。例如，大規(guī)模的定制和推遲，就已經(jīng)證明了降低成本和提高客戶服務的舉措是成功的。一個最典型的例子，是惠普（HP）公司說它的制造產(chǎn)地跟配送中心已經(jīng)分布在世界各地。整體分化也可以說是區(qū)域性或地區(qū)性，而不是國際化的水平，但它是實現(xiàn)全企業(yè)協(xié)作的第一步。現(xiàn)在企業(yè)的綜合化已經(jīng)滲透到企業(yè)甚至是國外市場了。企業(yè)資源規(guī)劃（ERP）系統(tǒng)是企業(yè)機制成功整合的一個有效方式。營銷、應付款管理系統(tǒng)、銷售、采購和其他職能是息息相關的。作為組織的關鍵因素，質(zhì)量和成本可以改善質(zhì)量標準，即ISO9000標準，并減少銷售、制造、庫存和采購成本。因此，這種供應鏈體系必須成立客戶服務中心、客戶支持、逆向物流、優(yōu)質(zhì)的供應商選擇和好的采購方法，如供應商整合、采購和生產(chǎn)實踐。拿通用電器來說，早就出售其服務，把服務重點放在質(zhì)量和服務水平上。如何使快捷供應鏈創(chuàng)造價值，以此改善企業(yè)的組織結構呢？有如下四種：成本、質(zhì)量、服務和靈活性。在理想的情況下，在完善的供應鏈中，把還沒經(jīng)過加工的新型原材料動態(tài)地轉(zhuǎn)化為資產(chǎn)的一部分，這也屬于供應鏈的范疇嗎？采購、庫存管理、銷售、物流，這些都不斷地轉(zhuǎn)化為供應鏈中不可或缺的部分。令人振奮的是，供應鏈的優(yōu)化，有時反而是其中比較不起眼的環(huán)節(jié)。 Management 40(2002) [C][9] 、存在問題及發(fā)展前景[J].內(nèi)蒙古科技與經(jīng)濟,2007,(01)[10] 劉秋生,Ⅱ?qū)嵤┻^程中若干問題的研究[J].江蘇理工大學學報,2003,(3)[11] . 武漢交通職業(yè)學院學報，2006，4[12] 周玉清,劉伯瑩,—理論、方法、,2006[13] 蒲宇飛,劉波,盛磊,劉敏,打造經(jīng)典江門[J].財經(jīng)界,2005,(06)[14] [R],2005,6[15] [R].2005,(06)[16] —以江門為例[J].經(jīng)濟特區(qū),2006,(11)附錄一：中文譯文不斷地改善變換供應鏈21世紀，電子供應鏈的不斷發(fā)展，正在