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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。

xisting financial measures such as return on investment, profitability, market share and revenue growth at a more competitive and strategic level. Other measures such as customer service and inventory performance (supply, turnover) are more operationally focused, but may necessarily be linked to strategic level measures and issues.

Overall, these difficulties in developing standards for performance measurement are traced to the various measurement taxonomies. Example taxonomic considerations include: management level to measure – strategic, tactical, or operational; tangible versus intangible measures; variations in collection and reporting; an organization’s location along the supply chain or functional differentiation within organizations (e.g. accounting, versus marketing or operations).

Similar to the performance measurement used, the performance measurement system may be unique to each individual organization, or unit within an organization, reflecting its fundamental purpose and its environment. Several studies have investigated the universal principles of performance measurement (Adams et al., 1995; Gunasekaran et al., 2001; Sink and Tuttle, 1990).

These studies arrived at a number of conclusions related to performance measurement and their systems including: performance measurement systems may have either tangible or intangible measures with a balance of both types used to measure performance; measures should be dynamic and present at multiple levels; products and processes need to be included; systems and measures are best developed with a team approach with derivation from and links to corporate strategy; systems must have effective internal and external communications; accountability for results must be clearly assigned and be understood; systems must provide intelligence for decision makers and not just compile data; and the system should be capable of linking compensation, rewards, and recognition to performance measurement.

Linking the supply chain and performance measurement

Even though significant work has been completed on performance measurement and management on internal organizational operations, the emphasis on supply chain performance measurement (especially with an inter-organizational focus), in either the practitioner or research community, has been relatively limited (Gunasekaran et al.,2004).

Supply chain models, especially those that consider multiple echelon inventory management, have typically focused on performance measures such as cost (Cohen and Lee, 1989; Cohen and Moon, 1990; Lee and Feitzinger, 1995; Tzafestas and Kapsiotis,1994) and a combination of cost and customer responsiveness (Arntzen et al., 1995;Altiok and Ranjan, 1995; Cook and Rogowski, 1996; Davis, 1993; Towill et al., 1992; Wikner et al., 1991; Lee and Billington, 1993; Christopher, 1994; Nicoll, 1994). Some of the existing literature does provide initial insights into broader supply chain performance measurement. Particular attention has been paid to supplier

Brewer and Speh (2001) posit a number of concerns in applying performance measurement tools and systems across the supply chain, including the following.

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