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摘要：目前，全球化经济的不断发展对科技创新提出了更高的要求，很多企业为了本文是关于绿色供应链（green supply chain）英国留学生论文。为适应时代的发展要求，我们需要不断改进生产技术，提高经营管理，以提企业的竞争力，促进企业的良性发展。本文通过绿色供应链的概念的提出，分析绿色供应链的存在价值和应用必要性，探索绿色供应链应用恰当所带来的运营效益和社会效益。

ring. Within the management literature, most of the current conceptualizations of organizational sustainability have focused on ecological sustainability (the natural environment), with little recognition of social and economic responsibilities (Jennings and Zandbergen, 1995; Shrivastava, 1995a; Starik and Rands, 1995). Sustainable refers to the triple bottom line, for economic, social and environmental.

An approach to competitive advantage.

A particular organization has competitive advantage when it achieves a higher return on investment than its competitors, or it is able to do so (Grant, 1996). Therefore, in order to have competitive advantage organizations must have the ability to obtain higher profit margins than other companies in the industry.

Organizations with competitive advantage, however, might show not the highest profit rate. For example, competitive organizations might prefer, for one or another reason, to sell their products and services at a lower price than the maximum price it could mark.

Two major types of competitive advantage can be enjoyed by organizations (Porter, 1985): cost advantage, which is the result of supplying similar products and/or services to low prices; and differentiation advantage, which comes from offering differentiated products and/or services to customers, who, in turn, are ready to pay an additional price which overcomes the additional differentiation costs. While the cost advantage position implies to have the lowest costs in the industry, differentiation advantage refers to offering something unique which is valued by customers.

Competitive advantage can derive from one or more factors or sources. Firstly, literature on strategic management suggests the following major sources of cost advantage (e.g., Porter, 1985; Grant, 1996): scale economies, learning economies, production capacity management, product design, cost of inputs, process technology, and management efficiency.

Secondly, sources of differentiation advantage include tangible and intangible aspects which are significantly valued by potential customers as to be ready to pay an additional price for them (e.g., Porter,1985; Grant, 1996); tangible aspects refer to observable characteristics of the products and services, their performance, and complementary products and services; intangible aspects, in turn, include social, emotional, psychological and aesthetic considerations which are present in any choice of products and services.

Recently, a major theoretical framework has been developed in strategic management literature which seems to be particularly appropriate for identifying the characteristics that a particular resource or capability must show in order to be a major source of competitive advantage. This theoretical framework is the resource based view of the firm theory.

Performance

Corporate performance measurement and its field application continues to grow. The diversity and level of performance measures are linked to the goal of the company or the individual strategic business unit’s features. For instance, when measuring performance, organizations have to think a本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。