外文翻译
原文
A framework for supply chain performance measurement
Material Source:International Journal of Production Economics
Author:A.Gunasekaran
Abstract: Supply chain management (SCM) has been a major component of competitive strategy to enhance organizational productivity and profitability. The literature on SCM that deals with strategies and technologies for effectively managing a supply chain is quite vast. In recent years, organizational performance measurement and metrics have received much attention from researchers and practitioners. The role of these measures and metrics in the success of an organization cannot be overstated because they affect strategic, tactical and operational planning and control. Performance measurement and metrics have an important role to play in setting objectives, evaluating performance, and determining future courses of actions. Performance measurement and metrics pertaining to SCM have not received adequate attention from researchers or practitioners. We developed a framework to promote a better understanding of the importance of SCM performance measurement and metrics. Using the current literature and the results of an empirical study of selected British companies, we developed the framework presented herein, in hopes that it would stimulate more interest in this important area.
（1）Introduction
There are number of conceptual frameworks and discussions on supply chain performance measurements in the literature; however, there is a lack of empirical analysis and case studies on performance metrics and measurements in a supply chain environment. We will discuss the background for the research, review the selected literature on supply chain performance metrics and measurements, develop a framework based on the literature and an empirical analysis, and finally, summarize the findings and conclusions.
（2）Background for research
In this section, the literature is used in describing the general context within which measurement of supply chain performance is undertaken. The works of various authors are used in establishing the need for supply chain performance
measurement and to describe in general terms how it should be addressed:emphasis is on measurement systems and approaches as opposed to specific measures.
The metrics that are used in performance measurement and improvement should be those that truly capture the essence of organizational performance. A measurement system should facilitate the assignment of metrics to where they would be most appropriate. For effective performance measurement and improvement, measurement goals must represent organisational goals and metrics selected should reflect a balance between financial and non-financial measures that can be related to strategic, tactical and operational levels of decision making and control.
（3）Empirical analysis
①Planning performance evaluation metrics
This section deals with financial and non-financial strategic level performance measures. The importance of these parameters was established by calculating the mean of all responses and ranking them accordingly. The ranks were converted to relative percentages by dividing each rank, by the total of all ranks for the group of measures/metrics. This approach is similar to the method used in Pareto analysis wherein problem frequencies are converted to percentages to show relative importance. The percentages better highlight differences in the importance of performance measures in each group (we used this approach in analysing performance measures in all groups discussed herein). We further categorized the measures based on importance (highly important, moderately important and less important).
②Supply link evaluation metrics
Due to the growing importance outsourcing, whereby firms outsource a major part of their products, evaluation of supply link performance is very important in managing the supply chain for peak efficiency and effectiveness. In this section, the importance of performance measures/metrics in a supply chain link (includes purchasing and supplier management activities) are rated in importance. Based on the literature, six key performance indicators (KPI) pertaining to the supplier link were included in the survey and ranked by participants. These measures include: supplier delivery performance, lead-time against industry norm, supplier pricing against market, efficiency of purchase order cycle time, efficiency of cash flow method, and supply booking procedures.
The main objective here is to identify the KPI in supply link performance evaluation. The KPI can be defined as the performance indicators that have
significant impact on the overall performance of an organization in the areas of strategic, tactical and operational planning and control.
As can be seen in Table 3, Most notable about the supplier metrics is that firms regard the supplier’s capability to reliably deliver goods in a timely fashion as more important than price. Price has increasing become an order qualifier rather than an order winner. Other aspects of supplier performance such as adherence to agreed upon schedules and terms of the order as well as prompt delivery of goods have become order winners. Firms would do well to not just use supplier metrics for selection of suppliers, but rather they should work closely with suppliers to see that they have in place within their organizations, measurement systems that will foster significant improvement in all of these areas. Such improvement contributes to the overall success of a supply chain.
③ Production performance evaluation metrics
In this section, supply chain production link metrics/measures are rated in importance. The literature provided the production link measures, and as with other metrics evaluated in this paper, the survey responses provided the basis for rating the importance of these measures. The performance measures for the production link included percentage of defects (a measure of product quality), cost per operation-hour, capacity utilization, range of product and services, and utilization of economic order quantity.
④Delivery performance evaluation metrics
After the orders are planned and goods sourced, produced and assembled, the remaining task is to deliver them to customer. Quality of delivered goods is first in importance, followed by on time delivery of goods and flexibility of service systems to meet customer needs. These three measures are highly important.
In the survey, companies were asked to express their views on reducing the cost of a delivery system. Their responses tended to emphasize techniques like JIT and the application of automation alternatives to reduce costs. Trade-offs between centralisation of the distribution system and decentralisation of the system were mentioned as was third party logistics.
（4）A framework for performance measurement in a supply chain
In this section, a framework for performance measures and metrics is presented (see Table 6), considering the four major supply chain activities processes (plan, source, make/assemble, and deliver). These metrics were classified at strategic, tactical and operational to clarify the appropriate level of management authority and
responsibility for performance. This framework is based in part of a theoretical fram- ework discussed by Gunase karanet al. (2001) and on the empirical analysis reported herein. Measures are grouped in cells at the intersection of the supply chain activity and planning level.
The approach we used in organizing the measures for the framework could be used by organizations in development of a performance measurement program for SCM. Managers and/or consultants could identify measurements (we recommended many such measurements herein), rate their importance using the methodology we used for rating importance, and construct a matrix like our own to identify the supply chain activity/process to be measured, the measurement, and level of management to which the measure should be applied. More detail could be added to fix personal responsibility for measures with individual managers, or management positions.
Readers should keep in mind that this framework is based largely on metrics discussed in the literature. Individual firms will certainly have performance measurement needs that reflect the unique operations of their business and of course not all supply chains are identical. Thus other measures may be desirable and should be developed by firms and supply chain participants to reflect their unique needs. This framework should be regarded as a starting point for an assessment of the need for supply chain performance measurement. It is likewise important to understand that the rated importance of metrics in this framework is based on a relatively small sample, and thus, care should be taken in generalizing results to all supply chains. The importance of individual metrics presented herein might not apply to all supply chains in all industries. Again, the framework is only a starting point. It is hoped that this framework will assist practitioners in their efforts to assess supply chain performance.
（5）Conclusions
In our survey participants were asked whether their return on investment had increased to expected levels after implementing contemporary supply chain management (SCM) practices. The 76% affirmative response to that question clearly showed that effort focused on carefully managing supply chains produced financial benefits for participating firms. From a financial perespective alone, a proactive approach to SCM is advisable for firms wanting to enhance competitiveness. The SCM literature suggests that effective SCM help to win customers and improve customer service. Some 66% of the respondents in our survey noted the positive
impact of SCM on market share, providing more evidence of the strategic importance of successful SCM. The potential benefits of SCM make it attractive, but improved performance is not automatic. As with any other organisational under taking, it must be done well to yield positive results. This is why we believe it is important to assess performance in SCM and the reason we developed the SCM performance measurement framework.
To bring about improved performance in a supply chain and move closer to attainment of the illusive goal of supply chain optimization, performance measurement and improvement studies must be done throughout the supply chain. All participants in the supply chain should be involved and committed to common goals, such as customer satisfaction throughout the supply chain and enhanced competitiveness. A performance measurement program for a supply chain should be complete—important aspects of performance in any link are not ignored—and they must be tailored to varying needs of participants. A good SCM program will bring about improved cross functional and intra-organisational process planning and control and more complete supply chain integration. A supply chain wide performance measurement initiative would seem most appropriate. This is not to suggest that one party dictate measurement programs for all supply chain participants, but rather that all participants take part in developing a well planned, well coordinated, supply chain-wide performance measurement initiative to which all can and will be committed. A comprehensive control system will be necessary in order to assure effective and efficient performance measurement all along the supply chain, but it must not be done in such a way as to unduly limit the decision making authority of managers in participating organizations. Care must be exercised in developing such a system in order that it promotes mutually advantageous exchange among participants, so that relationships endure the test of time.
Additional research and practitioner-driven initiatives are needed in the area of SCM performance measurement. Organisation,suppliers and customers should come together to discuss how they will address the measurement and improvement of SCM performance. Industry consortiums, consultants, and researchers could be helpful in promoting SCM performance measurement generally, and in developing measures and measurement techniques specifically. They could play a significant role in helping firms address the present and future challenges of managing supply chains.
中英文对照资料外文翻译文献 附件1：外文资料翻译译文 传感器新技术的发展 传感器是一种能将物理量、化学量、生物量等转换成电信号的器件。输出信号有不同形式，如电压、电流、频率、脉冲等，能满足信息传输、处理、记录、显示、控制要求，是自动检测系统和自动控制系统中不可缺少的元件。如果把计算机比作大脑，那么传感器则相当于五官，传感器能正确感受被测量并转换成相应输出量，对系统的质量起决定性作用。自动化程度越高，系统对传感器要求越高。在今天的信息时代里，信息产业包括信息采集、传输、处理三部分，即传感技术、通信技术、计算机技术。现代的计算机技术和通信技术由于超大规模集成电路的飞速发展，而已经充分发达后，不仅对传感器的精度、可靠性、响应速度、获取的信息量要求越来越高，还要求其成本低廉且使用方便。显然传统传感器因功能、特性、体积、成本等已难以满足而逐渐被淘汰。世界许多发达国家都在加快对传感器新技术的研究与开发，并且都已取得极大的突破。如今传感器新技术的发展，主要有以下几个方面： 利用物理现象、化学反应、生物效应作为传感器原理，所以研究发现新现象与新效应是传感器技术发展的重要工作，是研究开发新型传感器的基础。日本夏普公司利用超导技术研制成功高温超导磁性传感器，是传感器技术的重大突破，其灵敏度高，仅次于超导量子干涉器件。它的制造工艺远比超导量子干涉器件简单。可用于磁成像技术，有广泛推广价值。 利用抗体和抗原在电极表面上相遇复合时，会引起电极电位的变化，利用这一现象可制出免疫传感器。用这种抗体制成的免疫传感器可对某生物体内是否有这种抗原作检查。如用肝炎病毒抗体可检查某人是否患有肝炎，起到快速、准确作用。美国加州大学巳研制出这类传感器。 传感器材料是传感器技术的重要基础，由于材料科学进步，人们可制造出各种新型传感器。例如用高分子聚合物薄膜制成温度传感器；光导纤维能制成压力、流量、温度、位移等多种传感器；用陶瓷制成压力传感器。
1) A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。Answer: FALSE 2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TRUE 供应链由所有各方，直接或间接参与，满足客户要求。 3) A supply chain could be more accurately described as a supply network or supply web. Answer: TRUE 供应链可以更准确地描述为供应网络。 4) The objective of every supply chain is to maximize the overall value generated. TRUE 每一个供应链的目的是生成的整体价值最大化。 5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FALSE 每一个供应链的目标是最大化为供应链的制造组件生成价值。 6) Every supply chain must include all 5 stages.Answer: FALSE 每个供应链必须包括所有5 个阶段。 7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages.Answer: TRUE 供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。 8) The cycle view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: FALSE 供应链周期观点认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 9) The push/pull view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: TRUE 供应链推/拉认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 10) The push/pull view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. FALSE 供应链推/拉认为在供应链流程分为一系列的活动上演在连续阶段之间的接口。 11) The objective of the customer arrival process is to maximize the conversion of customer arrivals to customer orders.Answer: TRUE 客户到达过程的目标是最大化客户来港定居人士对客户订单的转换。 12) The objective of the customer arrival process is to ensure that orders are quickly and accurately
英文文献及翻译 文献题目An Overview of Servlet and JSP Technology 文献作者Nagle ,Wiegley 题目翻译Servlet和JSP技术简述 参考人 院 (系) 专业班级 学号
1 A Servlet's Job Servlets are Java programs that run on Web or application servers, acting as a middle layer between requests coming from Web browsers or other HTTP clients and databases or applications on the HTTP server. Their job is to perform the following tasks, as illustrated in Figure 1-1. Figure 1-1Web middleware role 1.1 Read the explicit data sent by the client. The end user normally enters this data in an HTML form on a Web page. However, the data could also come from an applet or a custom HTTP client program. 1.2 Read the implicit HTTP request data sent by the browser. Figure 1-1 shows a single arrow going from the client to the Web server (the layer where servlets and JSP execute), but there are really two varieties of data: the explicit data that the end user enters in a form and the behind-the-scenes HTTP information. Both varieties are critical. The HTTP information includes cookies, information about media types and compression schemes the browser understands, and so on. 1.3 Generate the results. This process may require talking to a database, executing an RMI or EJB call, invoking a Web service, or computing the response directly. Your real data may be in a relational database. Fine. But your database probably doesn't speak HTTP or return results in HTML, so the Web browser can't talk directly to the database. Even if it could, for security reasons, you probably would not want it to. The same argument applies to most other applications.You need the Web middle layer to extract the results inside a document.
本科毕业论文（设计） 外文翻译 原文： Performance Evaluation, Economic Value Added and Managerial Behaviour 1. Introduction For the past two decades many countries started transforming their economies from traditional protected ones to those of more liberalized, globalised and market driven. This period has also seen the economies becoming more knowledge oriented and Human Resources started assuming more prominence in the growth of the economies and businesses. But this has also posed a greater challenge for companies to acquire and retain talented workforce (especially at the strategic & managerial levels). The knowledge economy also started witnessing the rapid rise of the agency problem- conflict of interest between managers and owners. The managers – in their role as the agents–are expected to act in the best interests of the shareholders (principals). Managers will act in shareholders’ interests only if they have right incentives. So it is very essential to align the interests of the managers and shareholders or at least reduce the difference between them. So we need a measure that on one hand rightly measures the managerial performance so that he managers – with talent and greater mobility- can be suitably compensated (and hence retained) and on the other aligns the interests of the managers and shareholders. For some time now Stock Price was thought to be an ideal measure achieving the above objectives. However stock price has many limitations. We shall discuss the pitfalls of stock price as a performance measure before evaluating some of the traditional performance measures and then introduce Economic Value Added as the right measure of managerial performance 2. Traditional Measures of Managerial Performance
中英文资料对照外文翻译 基于网络共享的无线传感网络设计 摘要：无线传感器网络是近年来的一种新兴发展技术，它在环境监测、农业和公众健康等方面有着广泛的应用。在发展中国家，无线传感器网络技术是一种常用的技术模型。由于无线传感网络的在线监测和高效率的网络传送，使其具有很大的发展前景，然而无线传感网络的发展仍然面临着很大的挑战。其主要挑战包括传感器的可携性、快速性。我们首先讨论了传感器网络的可行性然后描述在解决各种技术性挑战时传感器应产生的便携性。我们还讨论了关于孟加拉国和加利 尼亚州基于无线传感网络的水质的开发和监测。 关键词：无线传感网络、在线监测 1.简介 无线传感器网络，是计算机设备和传感器之间的桥梁，在公共卫生、环境和农业等领域发挥着巨大的作用。一个单一的设备应该有一个处理器，一个无线电和多个传感器。当这些设备在一个领域部署时，传感装置测量这一领域的特殊环境。然后将监测到的数据通过无线电进行传输，再由计算机进行数据分析。这样，无线传感器网络可以对环境中各种变化进行详细的观察。无线传感器网络是能够测量各种现象如在水中的污染物含量，水灌溉流量。比如，最近发生的污染涌流进中国松花江，而松花江又是饮用水的主要来源。通过测定水流量和速度，通过传感器对江水进行实时监测，就能够确定污染桶的数量和流动方向。 不幸的是，人们只是在资源相对丰富这个条件下做文章，无线传感器网络的潜力在很大程度上仍未开发，费用对无线传感器网络是几个主要障碍之一，阻止了其更广阔的发展前景。许多无线传感器网络组件正在趋于便宜化（例如有关计算能力的组件），而传感器本身仍是最昂贵的。正如在在文献[5]中所指出的，成功的技术依赖于
互利共赢的供应商质量控制 前言 近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS0９000族标准以及QS 9０00标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。 1、质量与企业共存 质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同。如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起,而后从中选择零件重新组装成车，然后驾车绝尘而去。这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。显然在当时，汽车零件具有互换性是一种了不起的质量特性,这也是福特公司的Ｎ型车和T型车取得辉煌成功的重要原因.时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性.可见质量的内涵是不断变化的.那么究竟什么是质量呢？ （１)市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客"争夺战中，质量、价格、交付（交付日期、方式和手段）和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点.它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。 （2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。 众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新. ２、企业与供应商质量控制 随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。 ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。企业要贯彻这一原则,就必须
绩效管理外文翻译外文文献中英翻译____________________________________________________________________ ________________________ Performance management-how to appraise employee performance Abstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two Introduction Challenges of performance management Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means,
外文文献原稿和译文 原稿 Performance management - how to appraise employee performance Abstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two Introduction Challenges of performance management Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected
压力传感器 合理进行压力传感器的误差补偿是其应用的关键。压力传感器主要有偏移量误差、灵敏度误差、线性误差和滞后误差，本文将介绍这四种误差产生的机理和对测试结果的影响，同时将介绍为提高测量精度的压力标定方法以及应用实例。 目前市场上传感器种类丰富多样，这使得设计工程师可以选择系统所需的压力传感器。这些传感器既包括最基本的变换器，也包括更为复杂的带有片上电路的高集成度传感器。由于存在这些差异，设计工程师必须尽可能够补偿压力传感器的测量误差，这是保证传感器满足设计和应用要求的重要步骤。在某些情况下，补偿还能提高传感器在应用中的整体性能。 本文以摩托罗拉公司的压力传感器为例，所涉及的概念适用于各种压力传感器的设计应用。 摩托罗拉公司生产的主流压力传感器是一种单片压阻器件，该器件具有 3 类： 1.基本的或未加补偿标定； 2.有标定并进行温度补偿； 3.有标定、补偿和放大。 偏移量、范围标定以及温度补偿均可以通过薄膜电阻网络实现，这种薄膜电阻网络在封装过程中采用激光修正。 该传感器通常与微控制器结合使用，而微控制器的嵌入软件本身建立了传感器数学模型。微控制器读取了输出电压后，通过模数转换器的变换，该模型可以将电压量转换为压力测量值。传感器最简单的数学模型即为传递函数。该模型可在整个标定过程中进行优化，并且模型的成熟度将随标定点的增加而增加。 从计量学的角度看，测量误差具有相当严格的定义：它表征了测量压力与实际压力之间的差异。而通常无法直接得到实际压力，但可以通过采用适当的压力标准加以估计，计量人员通常采用那些精度比被测设备高出至少 10 倍的仪器作为测量标准。 由于未经标定的系统只能使用典型的灵敏度和偏移值将输出电压转换为压 力，测得的压力将产生如图 1 所示的误差。 这种未经标定的初始误差由以下几个部分组成： a.偏移量误差。由于在整个压力范围内垂直偏移保持恒定，因此变换器扩散和激光调节修正的变化将产生偏移量误差。 b.灵敏度误差，产生误差大小与压力成正比。如果设备的灵敏度高于典型值，灵敏度误差将是压力的递增函数（见图 1）。如果灵敏度低于典型值，那么灵敏度误差将是压力的递减函数。该误差的产生原因在于扩散过程的变化。
外文翻译 原文 Supply chain management for agricultural products Resource: MBA (IT), IIIT Allahabad Pulastya Roy Agriculture is a significant sector of most of the economy of world. Agriculture derives its importance from the fact that it provides any a country self reliance in terms of food for their people, providing huge direct and indirect employment and more over huge revenue by export of surplus food grain. Agriculture is backbone of the economy and infrastructure for many countries like India, Brazil and others. Due to technical advancement, improved irrigation system and several other reasons production in agriculture has increased several folds. To meet this increased production and business in agriculture sector an equally reliable supply chain support is imperative. Supply chain is basically-“a set of processes functioning synergistically to satisfy a customer’s demand”. Any supply chain trades off between two main attributes of supply chain, “Efficiency and Responsiveness”. Any supply chain is adopted or designed keeping only this two attributes in mind because it defines about which kind of customer the supply chain wants to cater and what is the scale of “return on investment” is being planned for. Agricultural industry uses bo th kind of supply chain as per the need. Designing supply chain for agricultural products: Most of the produce in agriculture can not be sold directly; as per their mode of consumption they can be categorized as follows.There are some products which are not highly perishable like cereals but needed to be processed like- rice is polished, and wheat has to be husked.Some products are highly perishable so they must be sent to market very fast or otherwise needed to be processed and packaged well. For designing a supply chain for any Agriculture product, it’s important to know which kind of agriculture products is that, and accordingly a responsive or efficient supply chain is designed. Supply chain for non perishable items: Most all the cereals like Wheat, Rice, Maize etc. and some vegetables like
绩效考核外文文献及翻译 外文文献 1.Performance appraisals - purpose and how to make it easier Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations. Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too. 2.Appraisals, social responsibility and whole-person development There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; c orporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then