英语翻译developing better ways of dealing with supply chain disruptions is particularly imporeant since sustainable competitive advantages is often driven by speed,delivery and cost-reduction.whether intentional or due to natural catasrophe,these

英语翻译developing better ways of dealing with supply chain disruptions is particularly imporeant since sustainable competitive advantages is often driven by speed,delivery and cost-reduction.whether intentional or due to natural catasrophe,these
英语翻译
developing better ways of dealing with supply chain disruptions is particularly imporeant since sustainable competitive advantages is often driven by speed,delivery and cost-reduction.whether intentional or due to natural catasrophe,these disruptions for businesses usually go straight to the hottom line.
this ability to dynamically influence customer choices is particularly powerful in times of crisis,as is seen in the way Apple and Dell dealt with the Taiwan earthquake in 1999.thisearthquake cut power,damaged factory equipment and halted the supply of critical PC and laptop components for two weeks,in this case,the problem could not be resolved with alternative forms of transportaion or different sources of supplies.
building a flexible and responsive supply-chain service is a solid defense against inevitable catastrophe and is critical amid the growing uncertainties in today is business environment.however,the benefits are not just in risk-mitigation.this strategic approach incorporatas competitive guals such as anticipating and even influencing shifts in customer priorities and creating advantages over rivals that are rigid in procurement,transportation and poerations.
developing better ways of dealing with supply chain disruptions is particularly imporeant since sustainable competitive advantages is often driven by speed,delivery and cost-reduction.whether intentional or due to natural catasrophe,these disruptions for businesses usually go straight to the hottom line.
this ability to dynamically influence customer choices is particularly powerful in times of crisis,as is seen in the way Apple and Dell dealt with the Taiwan earthquake in 1999.thisearthquake cut power,damaged factory equipment and halted the supply of critical PC and laptop components for two weeks,in this case,the problem could not be resolved with alternative forms of transportaion or different sources of supplies.
building a flexible and responsive supply-chain service is a solid defense against inevitable catastrophe and is critical amid the growing uncertainties in today is business environment.however,the benefits are not just in risk-mitigation.this strategic approach incorporatas competitive guals such as anticipating and even influencing shifts in customer priorities and creating advantages over rivals that are rigid in procurement,transportation and poerations.

英语翻译developing better ways of dealing with supply chain disruptions is particularly imporeant since sustainable competitive advantages is often driven by speed,delivery and cost-reduction.whether intentional or due to natural catasrophe,these
由于足够的竞争优势往往由速度、交货和降低成本所驱动,所以对于供应链的突然崩溃,发展好的解决办法显得非常重要.无论是故意的还是自然的崩溃,对于经营上的这些灾难常常是致命的.
在危机时刻,此项能在动态上影响客户抉择的特点是十分强有力的.例如：1999年台湾地震时,苹果电脑和戴尔电脑处理的方式.这次地震切断了电力,摧毁了工厂设备,阻碍了重要的个人电脑和笔记本电脑零配件两周的供应.在这次事件中,仅仅改变运输方式或使用不同供应资源是不能够解决问题的.
建立一个灵活的、快速反应的供应链服务不仅是有效抵御不可避免的灾难的根本保障,而且是在当今经营环境中,应对不确定因素不断增长的重要手段.但是,受益的不仅仅是危机来临的时刻.这项战略途径能整合优化竞争目标,例如：预先影响客户的优先选择；在采购、运输和经营上,对于教条的竞争对手能够创造优势.

发展与供应链中断更好的处理方式是可持续的竞争优势，特别是因为通常由imporeant速度，交货和成本reduction.whether故意或由于自然catasrophe，这些干扰通常为企业直接进入hottom线驱动。
这种能力，动态地影响客户的选择，尤其在危机时刻的强大，这在苹果和戴尔的方式处理在1999.thisearthquake断电，台湾地震损坏的厂房设备，并停止在PC和笔记本电脑...

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发展与供应链中断更好的处理方式是可持续的竞争优势，特别是因为通常由imporeant速度，交货和成本reduction.whether故意或由于自然catasrophe，这些干扰通常为企业直接进入hottom线驱动。
这种能力，动态地影响客户的选择，尤其在危机时刻的强大，这在苹果和戴尔的方式处理在1999.thisearthquake断电，台湾地震损坏的厂房设备，并停止在PC和笔记本电脑的关键部件供应出现两个星期，在这种情况下，这个问题无法得到解决，与物资仓储运输或其他形式的不同来源。
建立一个灵活的，反应的供应链服务，是对必然的灾难中稳固的防守，并在今天的不确定因素增多的关键是业务environment.however，好处是没有风险mitigation.this战略方针只是incorporatas如预期的竞争guals甚至影响着客户优先次序的变化和创造超过竞争对手是在采购，运输和poerations刚性优势。
发展与供应链中断更好的处理方式是可持续的竞争优势，特别是因为通常由imporeant速度，交货和成本reduction.whether故意或由于自然catasrophe，这些干扰通常为企业直接进入hottom线驱动。
这种能力，动态地影响客户的选择，尤其在危机时期的强大，这在苹果和戴尔的方式处理在1999.thisearthquake停电，设备损坏factory台湾大地震，并停止PC和笔记本电脑的关键部件供应针对已看过两个星期，在这种情况下，这个问题无法得到解决，与物资仓储运输或其他形式的不同来源。
建立一个灵活的，反应的供应链服务，是对必然的灾难中稳固的防守，并在今天的不确定因素增多的关键是业务environment.however，好处是没有风险mitigation.this战略方针只是incorporatas如预期的竞争guals甚至影响着客户优先次序的变化和创造超过竞争对手是在采购，运输和poerations刚性优势。
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