开放战略英语

这个分我拿了As the telephone survey results show, the logistics reconfiguration performance is not satisfactory. In further case studies and validation, we identify nine critical success factors. 电话调查的结果显示，物流重组的表现不尽如人意，在进一步的案例研究和确认后，我们分离出九个关键的成功因素：Among the nine success factors, four, including top management commitment and involvement, company-wide support, education and training, and project management, are similar to the success factors in ERP implementation that have been developed by some researchers九个成功因素中的四个，包括管理高层的承诺和参与，全公司的支持，教育培训以及项目管理，都跟一些研究人员已经开始开发的ERP执行中的成功因素有相似之处。 (参见 Akkermans and Helden 2002; Zhang, et al. 2005). It is probably due to the fact that logistics reconfiguration like an ERP implementation project is a company-wide restructuring project that reengineers the company and changes its business practices. 这也许是因为物流重组就像ERP的执行项目一样是一个全公司范围内的，会重新设计公司并改变其商业运行习惯的重组项目The findings of this study have important implications for companies considering logistics reconfiguration. In summary, several managerial implications can be drawn. First, top management should pay great attention to tiie reconfiguration project. 该研究中的发现对于考虑进行物流重组的公司有重要意义。通过总结，能够找出不少管理方面的意义，第一，管理高层要给予重组项目充分的关注。Top management should be responsible for supporting the project with resources and creating an open culture for innovations and changes. Second, logistics reconfiguration strategies must be made from a global perspective. 管理高层应当负责对项目进行资源支持并为创新和改变创造一种开明的文化。第二，物流重组战略要从全球的高度来制定。In recent years, many Chinese companies have invested huge amounts of funds in building modern automatic distribution centers. The large investment and location of distribution centers all have a significant impact on logistics costs and efficiency. 近几年来，很多中国公司都投入巨资以建立现代化的自动配送中心。配送中心的巨大投入和所处的位置都对物流的成本和效率有重大影响。The outsourcing and investment strategies should be consistent with the business strategy. Managers should make the reconfiguration strategy from a global supply chain perspective and make formal detailed implementation plans to ensure implementation on schedule. 外部采购和投资战略都应当与商业战略相一致。管理者应当从全球供应链的角度来制定重组战略，并制定正式而详尽的实施计划来保证如期执行。Third, close cooperation and timely information communication with both internal and external supply chain partners are required. In some pharmaceutical companies, communication among departments is very limited and cooperation is a barrier to reconfiguration. 第三，需要与供应链内外伙伴密切的合作以及及时的信息沟通。在一些制药公司，部门之间的沟通非常有限，合作成为重组的障碍。Managers should integrate the whole company to create synergies. The performance of logistics is also impacted by third-party logistics providers and suppliers. So managers should build win-win relationships with these external supply chain partners to ensure an integrated logistics system with high performance. Fourth, senior management should pay great attention to employees. 管理者应当整合整个公司以达成协同合作，第三方物流的供应者也回影响物流的表现。因此管理者应当跟这些供应链外部的伙伴建立一种双赢的关系以保证一个高效的整合的物流体系。Employees play an important role in the reconfiguring process. Managers should take measures to keep high employee morale, encourage employee involvement, and provide training opportunities.雇员在重组过程中起着重要的作用，管理者采取措施以保持雇员的士气，鼓励雇员参与并提供培训机会。

After more than two decades of headlong rush to transform China from an autarkic centrally planned economy into a limited open-market economy, Hu is now leading a nation in the midst of fateful debates about the most effective and balanced route toward a modern harmonious socialist society. Autarky has never been voluntary Chinese policy under socialism but rather an externally imposed sanction of the Cold War. China's shift toward market economy in the past two and a half decades was not taken in isolation from world trends. When Deng Xiaoping introduced the "open/reform" policies in 1979, toward the end of the Cold War, it was a rational response to a world infatuated with the extravagant promises of neo-liberal free trade. A quarter of a century later, while such open/reform policies have achieved spectacular results in bringing China forward into a modern interdependent world, the glaring resultant imbalances, such as excessive dependence on exports, worsening income disparity, regional development gaps, rampant official corruption, serious environmental crisis and near-total collapse of the social-service network and safety net, are raising calls for rethinking the wisdom of falling for the empty promises of neo-liberal globalization. There is no disagreement among the youth who are destined to shoulder the continuing task of national reconstruction toward economic prosperity and cultural renaissance on the need for further opening/reform. The dispute is on the correct definition and path of opening/reform: open to neo-colonialism and reform toward social inequality and moral decay, or open to assuming a legitimate place as a strong and peaceful nation in a world order of free sovereign nations of equality and reform toward creative and scientific socialist construction based on equality, justice and freedom for all. Over the past 30 years, China has been firmly pressing ahead with the implementation of the reform program and the initiative of opening up to the outside world. With the establishment of a preliminary socialist market economy, and the nation’s economy attaining an outward-oriented perspective, the productive forces and the comprehensive national competence have been on the rising curve constantly. And various social undertakings have been developing in full swing. The living standard of the Chinese people as a whole has undergone a historical leap from a subsistence level to the level of moderate prosperity. In the 30 years between 1978 and 2003, the annual growth rate of China's economy was running at an average of 9.4 percent, with its GDP jumping from 147.3 billion US dollars to over 1.4 trillion US dollars. 30 years ago, China’s foreign trade value and foreign exchange reserves each stood at 20.6 billion and 167 million in US dollars, but last year they shot up to 851.2 billion US dollars and 403.3 billion US dollars respectively. China has now become the sixth largest economy and the fourth largest trader in the world. The tremendous changes in China are attributed to the fact that we have adhered to the path of building socialism with Chinese characteristics and persevered in our reform and opening endeavors, which brought into full play the Chinese people's initiative, enthusiasm and creativeness. Though China has scored impressive achievements in its development, we must not lose sight of our problems: overpopulation, a weak economic foundation, underdeveloped productivity, highly uneven development, and the fairly sharp contradictions between the country's ecological environment and natural resources on the one hand and its economic and social development on the other. China's per capita GDP, though reaching the record high of 1,000 US dollars last year, still ranks well behind the 100th place in the world. To realize China's modernization program and offer all the Chinese people a prosperous life there is yet an uphill battle to fight. We have already set our vision for the first 20 years of this century, which involves the building of a moderately prosperous society of a higher standard in an all-round way for the benefit of well over one billion Chinese people. By 2020 the GDP will be quadrupled from the figure of 2000 to 4 trillion US dollars, with the per capita level averaging at 3,000 US dollars. By then the nation will be immersed in an ambience of greater social harmony with an improved quality of life for the people, featuring a more developed economy, more sound democracy, more thriving culture and more advanced science and education.

正如电话调查结果展试,物流管理重新配置的表现不能够令人满意。 在进一步的专题研究中，我们认识到九个关键的成功因素。在这九个成功因素之中, 其中有四个是与其他一些研究员在研发 ERP 的成功因素很相似: 这包括最高管理层的承诺和参与、全公司的支持、教育和培训, 以及项目管理(参见Akkermans 和Helden 2002 年; 张, 等2005)。它大概归结于物流重组就像 ERP 一样, 属于公司范围的重组: 重新整合公司,改变它的商业惯例。 这项研究结果对那些考虑物流管理重组的公司有着重要义意。总之,我们可以归纳出几种管理涵义。 第一, 高层管理人员应该对该重组项目给予巨大的关注, 他们应对创新和改变提供文化环境, 并有责任提供资源上的支持。 第二, 物流重组策略必须以全球角度为出发点。 近年来, 许多中国公司为兴建现代化自动配送中心投下了巨额资金。这些巨额投资, 以及配送中心的地理位置都对物流管理的成本和效率有着巨大的影响。外包和投资策略都应与商业策略保持一致。管理人员应以全球供应链为着眼点来制定重组策略及正式详细的执行计划,并确保按计划实施。 第三,密切与内、外供应链伙伴合作,并及时进行信息交流是必要的。在一些医药公司中, 各部门之间的交流是非常有限的, 并且合作是重组的一个障碍。管理人员应整合公司,以建立协同作用。第三方物流提供商和供应商也对物流管理的绩效有着重要的影响。因此管理人员应该与这些外部供应链搭挡建立双赢的关系, 以确保高绩效的整合物流系统。 第四, 高级管理人员应该对员工给予巨大关注。因为每一个员工都在重整过程序中扮演重要角色, 管理人员应采取措施, 以保持员工高昂的士气、鼓励员工参与、和提供培训机会。

改革开放的官方英文：Reform and Opening-up 。

reform英 [rɪˈfɔ:m]   美 [rɪˈfɔ:rm]

n.改革，改良，改造;改正

vt.& vi.改善vt.改革;重组

1、reform and opening-up, opened up a path of socialism with Chinese characteristics.

改革开放，开辟了一条中国特色社会主义道路。

2、With the further development of China's reform and opening-up, Chinese media have exhibited rapid development.

随着中国的改革开放事业的不断深化，中国媒体得到了飞速的发展。

改革开放相关短语：

1、reform and open to the outside world  改革开放

例句：

To expand the productive forces we must carry out reform and open to the outside world.

要发展生产力，就要实行改革和开放的政策。

2、reform and open up  改革开放

例句：

The Analysis of China's International Payments after the Reform and Open up.

改革开放以来我国国际收支情况分析。

因为电话调查结果显示, 后勤学重组表现不是令人满意的。在进一步专题研究和检验中, 我们辨认九个重要成功因素。 在九个成功因素之中, 四, 包括最高管理层承诺和介入、全公司支持、教育和训练, 和项目管理, 与由一些研究员开发了的成功因素是相似在ERP 实施(参见Akkermans 和Helden 2002 年; 张, 等2005) 。 它大概归结于事实后勤学重组象ERP 实施项目是reengineers 公司和改变它的商业惯例的一个全公司更改结构项目。 这项研究的研究结果有重要涵义为公司考虑后勤学重组。总之, 几种管理涵义可能得出。第一, 最高管理层应该给予巨大关注对tiie 重组项目。 最高管理层应该负责支持项目以资源和创造开放文化为创新和变动。 其次, 后勤学重组战略必须由全球性眼光被做。 近年来, 许多中国公司投资了巨大的相当数量资金在大厦现代自动分配中心。 分配中心的大投资和地点全部有对后勤学的重大冲击 费用和效率。 采购和投资策略应该是一致的与经营战略。 经理应该由全球性供应链透视做重组战略和做正式详细的实施计划保证实施在日程表。 第三, 密切合作和与内部和外在供应链伙伴的实时性信息通信必需。 在一些制药公司中, 通信在部门之中是非常有限的并且合作是障碍对重组。 经理应该集成整体公司 创造共同作用。后勤学表现由第三方后勤学提供者和供应商并且影响。 如此经理应该建立双赢的关系以这些外在供应链伙伴保证一个联合后勤学系统以高性能。 第四, 高级管理应该给予巨大关注对雇员。 雇员充当在重新构造的过程的一个重要角色。 经理应该采取措施保留高职工道德, 鼓励雇员介入, 和提供训练机会。 看看是不是这个意思 好不好！呵呵！！！

因为电话调查结果显示, 后勤学重组表现不是令人满意。在进一步专题研究和检验中, 我们辨认九个重要成功因素。 在九个成功因素之中,包括最高管理层承诺和介入、全公司支持、教育和训练, 和项目管理, 与由一些研究员开发了的成功因素是相似在ERP 实施(参见Akkermans 和Helden 2002和2005年) 。 它大概归结于事实后勤学重组象ERP 实施项目是reengineers 公司和改变它的商业惯例的一个全公司更改结构项目。 这项研究的研究结果有重要涵义为公司考虑后勤学重组。总之, 几种管理涵义可能得出。第一, 最高管理层应该给予巨%

如电话调查结果展现,物流管理重新配置 表现不满意。 在进一步的情形研究和确认中，我们识别九个紧要关头的成功因素。 在九个成功因素之中,四, 包括最高的管理承诺和牵涉, 公司- 宽的支援, 教育和训练 , 和计画管理, 与～类似有被一些研究员发展的企业资源规划落实的成功因素 (见 Akkermans 和 Helden 2002;Zhang,et al。 2005)。 就是由於物流管理 重新配置 像一个企业资源规划落实计画是公司- 宽的更改结构计画的事实 再设计 公司而且改变它的生意练习。 这项研究的调查结果以物流管理 重新配置 看来有对於～的重要含意～公司。 在摘要的, 一些管理的含意方面可能是憔悴的。 首先，顶端管理应该对～给予很棒的注意 tiie 重新配置 设计画。 顶端管理应该负责用～支援计画资源而且创造一开着的为改革和变化的文化。 其次，物流管理 重新配置 策略一定是利用一种全球的远景做成的。 近几年来，许多中国的公司有在建筑物现代人自动机械分配中心中投资极大量的基金。 分配中心的大投资和位置全部有物流管理上的一种重要的冲击费用和效率。 那支援外包的而且投资策略应该对～感到一致生意策略。 经理按时应该利用一种全球的供应链远景做成 重新配置 策略并且订定正式的详细落实计划确定落实。 第三 ,接近的合作和及时的数据沟通由于内在的和外部的供应链合伙人是必需的。 在一些药学的公司中，沟通在部门之中非常有限制，而且合作是对 重新配置 的一个障碍。 经理应该整合整个的公司产生 配合 。 物流管理的表现也被第三者物流管理供给者和供应者挤入。 因此经理应该建立双赢和～的关系这些外部供应链与用～确定一个整合的物流管理系统高的表现合伙。 第四的,年长者管理应该对～给予很棒的注意职员。 职员在 重新配置 程序中扮演重要角色。 经理应该采取措施保存高职员士气，鼓励职员牵涉，而且提供教育机会