【正文】 eir reports. The benefits of sustainable strategic plans for SMEs are different from those offered to MNEs. With their large asset bases, MNEs can invest and spread the costs of product development over a large and diversified global market. For large firms, if a strategic plan or product introduction is not successful in one region, then perhaps, in some market half way around the globe, it will be. This realization of greater returns from R t D has generally been perceived as an advantage for larger firms, as they are incumbent in global markets. The limits and advantages of smaller firms are well described byA′ cs [37], in particular the limitations which are based on a historically defined, geographically limited market scope for nonworked SMEs。 99% of the European Union business [19]。 ? rapidly changing markets. A further important factor to bear in mind is the fact that at least 80% of all global enterprises are considered SMEs, having less than 250 employees [18]。 ? rapid globalization of worked munications。 ? bee sustainable suppliers in global supply chains. Through this exploration, there is a critical underlying question, which will require fuller investigations。 (3) being highly efficient suppliers in global supply chains through sustainable practices. While several successful models of the sustainable SME are evolving, it may be that works of SMEs will bee essential for addressing the systemic problems that underlie industrial ecology, enterprise resilience, and global supply chain sustainability. SMEs represent the majority of all enterprises, and rapidly evolving munication technologies allow for various routes of work formation. 12 1. Introduction Since the 1990s, environmental and social factors have bee increasingly important strategic considerations for enterprises of any size. Emerging 21st century market conditions are now creating truly new lenses through which the world must be viewed [1].By ignoring the ??hidden connection‘‘ between business and the environment, business is missing many new sustainable development(SD) opportunities that may prevent the threat of an inevitable collapse of society [2]. As more panies recognize our ??Common Journey‘‘ [3], which underscores the necessity of creating sustainable development, firms worldwide are intentionally developing strategic plans to make their panies petitive sustainably. Hart and Milstein have insisted that creating a sustainable enterprise should be viewed as just another factor in the modern business environment and should be addressed as such within the planning process by 21st century business strategists [4]. However, even this view may no longer be adequate. Modern business plans should include both ??the limits and opportunities‘‘ presented by changes in global social and environmental circumstances, as limitations of future growth may occur if the global and environmental perspectives for sustainable societies are ignored. Paradoxically, the global economy grows more rapidly as panies bee more resource efficient. Ecological footprint analysis indicates that with this ??rebound effect‘‘ [5], humanity‘s ecological demands already exceed what nature can supply [6]. This ??ecological overshoot‘‘ means that we are depleting the stock of natural environmental capital rather than ??living off the interest‘‘ [6]. In spite of limits to growth, just as is true for all living anisms, business enterprises need to grow at least enough to keep pace with the economy, but defining growth and the ways and means of ??growth‘‘ need to change [7]. Sustainable enterprise resilience is the ??capacity for an enterprise to survive, adapt, and grow in the face of turbulent change,‘‘ and at the same time, ??to increase shareholder value without increasing material throughput‘‘ [5]. Sustainable enterprise resilience within the framework of industrial ecology creates multiple business opportunities through green technologies, reduction of raw material and energy use, and ??discovering 13 innovative pathways for recovery and reuse of waste streams in place of virgin resources‘‘ [5]. This redefines growth in a more sustainable context, a context that is not foreign to SMEs, who have been operating for centuries within the context of limited local markets, and adapting to those conditions successfully [8]. The strategy of a sustainable enterprise has been defined as ??the process of aligning an enterprise with the business environment to maintain a dynamic balance‘‘ [9]. By adding a sustainability lens within the framework of SME strategic planning, SME development seeks to balance resilience and growth so as to align the creation of abundance: economically, environmentally, and socially, and to conserve that value for future generations [10]. Integrating sustainability into their petitive strategy, and thereby obtaining greater profitability for SMEs through adoption of intentional sustainable strategies, can help them to optimize their rate of sustainable change. ??It is being apparent that voluntary, incremental environmental improvements by individual panies will be inadequate to significantly offset the growth of the global economy, and that the rapid growth of China, India, and other Asian economies will likely exacerbate this problem‘‘ [5]. Sustainability strategies create many synergistic effects for SMEs working collaboratively, as well as systemic benefits for the mons. After setting forth the business case for sustainable SM