美国农业食品供应链管理的创新与未来的导向 中文翻译

环境保护：初学者指南Paul Jepson和Richard Ladle 著3营造影响环境保护广义上的目标是保护物种、栖息地以及生态系统免予破坏，但要实现这个目标却困难重重：巨大的文化、经济和政治压力—从失控的人口增长、农村贫困和农业的拓展到狩猎和野生动植物的非法买卖—都在限制着它。

为了实现自己的目标，环境保护主义者需要增加他们对政府和市场的影响力，并在必要时直接采取行动以获得公众的支持。

一系列的策略和方法已经发展起来以构建环境保护作为在政府、企业、社区和个人复杂体系中的一股力量。

这些影响的构建活动正是本章的主题。

自20世纪70年代以来，社会发生变化的进程有了根本性的变化。

国家日益以权力至上，无论是超越国家的政治实体，如欧洲联盟和类似于世界贸易组织这样的政府间机构，或移交权力到地方政府。

曾经强大的部委不再直接实施其政策；相反，他们外包给私营公司和慈善机构提供公共服务。

这种变化反映了新自由主义的理念，即自由市场能够比政府更有效地传递物资给公众。

因此，更多的机构和个人都加入到政策的制定和发动之中。

从环境保护的角度来看，现在从国际组织到当地社区，关键的决策是在许多不同的层面做出的。

在某些方面，这对于环境保护是有好处的，那就是能给它更多的机会和渠道去营造影响。

但其他方面却并非如此：现代管理的无组织状态意味着没有单一的或集体性的实体对结果作出决断。

环境保护采取五种主要方法来影响政府和商业：构建关系—与那些有环境保护意识的，由于环境保护原因加入而看到利益的官员、官僚和公司的雇员发展关系。

专家建议—发电和通信专家，对于自然世界状态的初始建议和分析，有什么威胁到它，以及可能的解决方案。

创建标准—写作评估、分类和计量标准转让协议，法律和承诺转化为有形的、可评估的做法。

框架问题—塑造如何思考（架构）环境保护问题，并推进公众和媒体对最佳解决方案和行动的关注。

直接行动—获取和管理极度濒危物种的用地和圈养种群。

这并非一个详尽的列表，例如，它不包括如果政府不执行相关环境保护法律就将其告上法庭。

食品安全法英文版USDA美国农业部翻译Food Safety Law USDA Translation: Ensuring Safe and Healthy Food SupplyThe Food Safety Law is a crucial document that guides the regulatory framework for food production, processing, and distribution in the United States. It is a comprehensive law that outlines the responsibilities of the government, food producers, and consumers in ensuring that the food supply is safe, healthy, and reliable.The United States Department of Agriculture (USDA) is responsible for implementing and enforcing the Food Safety Law. As part of its duties, the USDA translates the law into various languages to ensure that it is accessible to a wider audience, including those whose first language is not English.The USDA's translation of the Food Safety Law into English is essential for several reasons. First, it ensures that all stakeholders are aware of their roles and responsibilities in the food production chain. By providing clear and concise information, the USDA translation helps to reduce the risk of foodborne illnesses and other health hazards caused by unsafe food practices.Second, the USDA translation is a valuable tool for food producers as it helps them to understand the regulations and standards they must comply with to ensure that their products are safe for consumption. This is particularly important forsmall-scale producers who may not have the resources to hire legal experts to help them navigate the complex regulations.Third, the USDA translation helps to address the language barrier that can prevent some consumers from accessing critical information regarding food safety. By making the Food Safety Law available in multiple languages, the USDA ensures that all consumers, regardless of their background, can make informed decisions about the food they eat.The Food Safety Law covers a wide range of areas that are critical to ensuring a safe food supply. These include food labeling, inspection, and testing, as well as standards for food additives and contaminants. The law also provides guidelines for the handling and storage of food, as well as regulations relating to food imports and exports.To enforce the Food Safety Law, the USDA works closely with other federal agencies, including the Food and Drug Administration (FDA) and the Centers for Disease Control and Prevention (CDC). The USDA also collaborates with state and local governments, as well as industry groups and consumer organizations, to develop and implement food safety policies and programs.In conclusion, the USDA translation of the Food Safety Law plays a crucial role in ensuring a safe and reliable food supply for all Americans. By providing clear and accessible information, the USDA helps food producers, regulators, and consumers to work together to ensure that the food we eat is healthy, nutritious, and free from harm. As the world continues to grapple with the challenges of food safety, the USDA's translation of the Food Safety Law will remain an indispensable tool in ensuring that our food supply is safe, healthy, and sustainable.。

【海外农业】国外生鲜农产品供应链模式参考生鲜电商一直是电商物流圈里关注的焦点之一，生鲜农产品电商也从诞生之日起一直在尝试，从模式的创新到供应链的构建，每一个点都存在着或多或少的风险和不可控的因素。

国内各大生鲜电商的动作也是不断，当我们把目光聚焦到国外，也不难发现Hellofresh，blueapron等新型农产品模式也先后完成了相应的融资。

下面，我们就来盘点一下国外10大生鲜农产品的模式与供应链的创新，希望给国内的企业带来借鉴。

一、LocalHarvest深度整合行业上下游上游：消费者的参与掌握需求提到国外农产品电商与供应链，就不得不提LocalHarvest，其成立于1998年。

其基本模式是建立连接本地中小型农场的网购平台，消费者进入网站之后搜索农产品同时网站利用GoogleMaps 定位消费者的地点找到其周边可提供相应农产品的农场进行在线购买。

这种模式得益于美国的中小型农场的形式，在这种模式下，消费者购买到的食物通过本地区宅配的形式即可实现运输，保证食品的新鲜。

同时提供了多种消费者参与农产品生产和销售方式，增强了农产品生产的透明度和信任度。

下游：CSA管理软件开发除了提供这种供售卖的在线交易市场，LocalHarvest还开发了农场管理软件CSAware，极大地提升了农场管理的效率，使农场管理者可以专心致力于农业生产。

CSAware功能主要有在线订单管理、会员管理、配送管理和财务管理。

CSAware是收费软件，在收货季节以后每月固定收取100美元使用费，另外还要收取配送食物交易额的2%作为佣金。

通过较低的费率，提高了农场使用CSAware的意愿。

更重要的是，通过其他渠道而不是LocalHarvest 网站销售出去的农产品，LocalHarvest同样也会获得收入。

LocalHarvest改变了以往销售型网站在售卖端进行收费的方式，而是从源头截流。

如今，Localharvest已经覆盖了美国的东部及大部分地区，其可挖掘的创新点实际上是其对供应链上下游的深度整合。

外文翻译原文Agri-Supply Chain ManagementMaterial Source:/en/Document.923.pdfAuthor: Jan van RoekelThis section describes three cases of cross-border supply chain development in the food industry. Each case highlights background, objectives, approach, and cooperation and the development process.The Ghanaian Processed Fruit Supply ChainBackground：Imports of vegetables, fruits, nuts and cereals from developing countries into the European Union amounted to more than €8 billion in 1999 (Buurma et al., 2001). Developing country producers face increasing difficulties in meeting international standards for quality and food safety. Moreover, many multinational food chains are creating and implementing their own standards for quality and safety. Smallholder producers, due to their limited resources, are at a disadvantage in accommodating such requirements for quality and safety guarantees and certification.Objectives：The company Blue Skies was formed in 1997 and started to produce processed tropical fruits for the international market in Ghana early 1998. Shortly thereafter, the company initiated a supply chain management project aimed at improving the quality of its processed fruit.One task was to take a hard look at the organization of the processed fruit supply chain. The result of this analysis was the company’s decision to move some processing activities to Ghana, to the benefit of both the enterprise and the local community (in the form of jobs). The move brought more value-added activities to the country, and the quality of the product was also improved, as the processing was brought closer to the growing area.Approach：Blue Skies initiated and guided the project development process, translating European market opportunities into a strategic business model for the Ghanaian supply chain partners. Quality of processed fruit and the entire production process is now guaranteed through an integrated approach to supply chain management ‘from farm to fork’. Some smallholders, large-scale producers and their out-growers supply fresh fruit to the processing factory.Noteworthy outputs of the project include the following:- development and implementation of a trusted third-party certification scheme by all chain partners within 24 months- added value to raw materials in the country of origin- substantial export flow to upper-end market segments in various European countries - signed agreement of fruit suppliers on farm audits and approved pesticides for each crop- staff of the processing factory (250 local employees) trained to assemble, prepare and dispatch fruit according to HACCP principles- development of a quality manual for certificationCooperation and the development process：The food processing company has developed close links with a broad range of public and private partners. Each makes its own contributions to the chain project: providing help and assistance to farmer-suppliers in the form of agricultural education and advice, developing a sound transport and logistics infrastructure, developing resilient and suitable packaging processes and implementing quality management systems.The public partners and international centers of expertise participated in the design of the project and implementation of the code of conduct on good agricultural practices with the fruit suppliers and the processing factory.South Africa–The Netherlands’ Fresh Fruit Supply ChainBackground：South Africa’s fresh fruit industry has experienced tough times recently due to the 1997 deregulation of the export system. Competition increased and prices dropped. These developments prompted the stakeholders of the sector to undertake a feasibility study on optimization of the cold fruit supply chain between South Africa and the Netherlands, a major trading partner. The study was conducted in 2000 with farmers, fruit cooperatives, private companies and knowledge institutes from both countries. It found that lack of accurate information on logistics flows and quality aspects of the fruit was a problem common among all the chain partners (from farmer to retailer). To address the problem, the partners initiated an information system development project to enable them to monitor product flow from country of origin to market.Objectives：The first objective was to assess the potential benefits and costs of an integrated supply chain information system. The South African information and communication technology provider Paltrack had already developed a system used bySouth African authorities to record the quantity of all fruit exported from the country. The aim of the fresh fruit supply chain pilot project was to extend this information system with logistics and quality data for fruit from South Africa destined for the Netherlands.Approach：Three existing distribution chains for fresh fruit exports from South Africa to the Netherlands served as models in the project. Participating research institutes gathered information from these private companies via interviews. Questions focused on how information on logistics and produce quality was exchanged from farmer to retailer and on specific requirements for additional information on these two aspects. The researchers analyzed the three distribution chains separately to ensure confidentially of chain information.A number of project outputs are worthy of note: World Bank PaperCross-Border Agri Supply Chain Management- Generic modeling of a supply chain information system for fruit which can be used or adapted by other supply chains- Ideas for improving information exchange between chain partners- Suggestions for farmer-level improvements concerning harvest and post-harvest activities- Suggestions for cooperative/exporter-level improvements regarding quality-control practices, feedback to farmers and standardization, for example, of shipping pallets- Suggestions for government-level improvements such as investments in fruit sector infrastructure (packing houses, transport, harbor), quality control and research facilities- Dissemination of results in workshops, conferences, publications and Web sites Cooperation and the development process：Both private and public parties participated in the project. Some of the private companies involved were motivated to participate because their competitor did so or to make sure that they did not miss out on market advantages or innovations. coordinator responded to information requests and solved problems such as misunderstandings and disagreements among project participants. The committee’s task was to approve project activities, monitor project performance and act on new developments within the supply chain. The participants apparently valued these meetings, since most were present at all. The atmosphere of the meetings was open and positive and even competitors chatted amicably before and after the official business. Because participants had signed clear agreements onconfidentiality, intellectual property rights and information dissemination to the ‘outside world’, no significant problems arose concerning thes e issues.Public sector contributions reflected the two countries’ commitment to private-sector development and, there with, to economic growth on both sides.Fresh Food Supply Chain in ThailandBackground: Thai consumers are spending an increasing proportion of their income on fresh fruits and vegetables, the percentage having risen from 19% in 1985 to 24% in 1993. Most produce is sold in traditional market outlets, in ambulant street trade and in the so-called ‘wet markets’. Overall, 5% of sales are made through supermarkets, although this proportion has already reached 50% in the capital Bangkok. In recent years, international retailers World Bank PaperCross-Border Agri Supply Chain Management like 7-Eleven, Royal A hold, Tesco, Makro, Carrefour and Sains burry have established supermarkets especially to serve Thailand’s urban conglomerates. In 1996, Royal A hold established a joint venture with the Thai Central Retail Corporation and started to operate more than 30 TOPS supermarkets (most of which are located in Bangkok and Chiangmai). From the start, TOPS proliferated itself as the supermarket chain for quality fresh food.Objectives: In 1998, TOPS began a supply chain project aimed at providing Thai consumers high-quality, safe, fresh produce with reliable availability at affordable prices. To achieve that goal, however, the supply chain faced a number of problems. For example, roughly 250 suppliers were delivering perishables directly to the backdoors of 35 stores at least three times a week. This meant high handling costs, significant post-harvest and shrinkage losses and low service levels (meaning that produce was often out of stock).TOPS enlisted public-sector assistance and started the project with four objectives: raising the level of service within the perishables supply chain; reducing lead times and post-harvest losses and shrinkage; improving quality and safety of produce by developing preferred supplier relationships and introducing good agricultural practices and a certification scheme; and raising the knowledge and awareness of employees and professionals in the local food industry through on-the-job training (e.g., in HACCP) and a mini-MBA program.Approach: The TOPS supply chain has thus far focused on delegating value-added activities and selecting preferred suppliers. Since at the start of the project none of the fresh-goods suppliers performed the value-added functions required (e.g., sorting, packaging), the project decided to build a fresh distributioncenter that would also perform productive functions like quality control, packaging and processing. This value-added center was a complete green-field operation located on the edge of Bangkok. The center served as the locus for the project’s work to improve supply chain performance for perishables.A number of noteworthy results were achieved:- Establishment of the fresh distribution center in Bangkok- Reduction of the number of preferred suppliers from 250 to 60 in the first half of 2001, with 40 out of the 60 certified by the Department of Agriculture (DOA) and carrying the DOA label- Provision of training to quality control managers at the TOPS distribution center and in the stores, with the service level increasing to 98%- Development of a value-chain analysis model- Development of a model for lead-time reduction- Reduction of the lead-time from farm-to-fork from 68 hours to less than 24 hours Cooperation and the development process: Between 1998 and 2002, the emphasis of the supply chain development strategy gradually changed from chain optimization to integral chain care. Chain partners established cross-border public-private alliances with international research institutes and ministries of agriculture to find ways to increase food safety assurance and improve certification, as well as to strengthen research and education capacity about and within the food chain. The project became affiliated with the Department of Agriculture’s certification program to increase public awareness and gain trust and to build the image of a reliable and responsible retailer. The main challenges the project encountered concerned intercultural barriers. For example, the preferred supplier program ran up against the traditional Thai system of personal networks in agricultural trade. Buyers and suppliers customarily maintain personal relationships to create stability and continuity in trade, despite the fact that this is not always economically efficient. Consequently there has been some resistance to optimization of the supplier network. However, the project has helped to convince many participants that the implementation of the preferred supplier program is required to improve the supply of perishables. Also, the chain partners sometimes experienced intercultural communication barriers. This resulted in delays and postponements but also contributed to a growing mutual understanding.译文农产品供应链管理资料来源: /en/Document.923.pdf作者：杰.范.洛克尔这部分描述了三个跨国的食品生产供应链的案例。

食品产业链英语食品产业链在英语中通常被称为"Food Industry Chain" 或"Food Supply Chain"。

以下是相关术语的英文表达：●生产阶段（Production Stage）:1.农业生产: Agricultural Production2.种植业: Crop Farming3.养殖业: Animal Husbandry4.渔业: Fisheries●加工与制造阶段（Processing and Manufacturing Stage）:1.食品加工: Food Processing2.食品制造: Food Manufacturing3.食品工业: Food Industry●分销与物流阶段（Distribution and Logistics Stage）:1.食品分销: Food Distribution2.物流与运输: Logistics and Transportation3.供应链管理: Supply Chain Management●零售与销售阶段（Retail and Sales Stage）:1.食品零售: Food Retail2.销售与营销: Sales and Marketing3.食品服务业: Food Service Industry●消费与消费者（Consumption and Consumers）:1.食品消费: Food Consumption2.消费者行为: Consumer Behavior3.食品安全: Food Safety●政府与监管（Government and Regulation）:1.食品监管: Food Regulation2.行业标准: Industry Standards3.政府政策: Government Policies技术与创新（Technology and Innovation）:1.食品科技: Food Technology2.创新研发: Innovation and Research Development3.数字化转型: Digital Transformation请注意，这些术语可能根据具体的上下文和国家/地区的说法有所不同。

绿色供应链管理的驱动力，实践和绩效外文文献翻译中英文本文档由凝脂烟霞独家提供（节选重点翻译）英文Green supply chain management drivers, practices and performance: Acomprehensive study on the moderatorsGuido Micheli，Enrico Cagno，Gianluca Mustillo，Andrea TrianniAbstractThe growing level of attention toward global warming, reduction of non-renewable resources and pollution calls manufacturing firms to implement sustainable, and specifically green initiatives into their supply chains (Green Supply Chain Management, GSCM). So far, too little studies have provided clear empirical evidence on the actual impact of these initiatives on firms’ performance, especially within the European manufacturing context, and on the actual impact of possible drivers on the implementation of the above-mentioned initiative. Thus, the aim of this study is to analyse possible moderation factors that affect the relationships between drivers-practices and practices-performance through a survey carried out in 169 Italian manufacturing firms belonging to a range of different sectors. The moderation analysis shows that some drivers strongly influence the relationships between drivers-practices andpractices-performance, and a few contributions from the existing literature are challenged and discussed. Our findings may be particularly interesting for managers and supply chain specialists, as well as for policymakers, who could be inspired by the role of particular drivers on the implementation of GSCM practices, and by the level of performance achievable thanks to the adoption of a set of green practices. As for the academic impact, the issue has been tackled for the first time in an attempt of a comprehensive view, which paves the way to a number of research lines to further investigate both the confirmed and unconfirmed moderations, so as to understand the related rationales in the comprehensive view proposed by the authors.Keywords：Green supply chain management，Driver，Practice，Performance，Moderator IntroductionSustainability in the operations, as a balance between the economic, environmental and social dimensions, has become more accepted knowledge as a crucial element for production and consumption (UN, 2019). Expanding sustainability understanding across the supply chain (SC) has been recognised not only as promising but also as an effective approach bringing innovation and practice into industrial operations (Silvestre and Tîrca, 2019; Jadhav et al., 2019; Taghikhah et al., 2019). This can be noted from recent research with customers and finalconsumers developing a growing environmental awareness pushing toward green products (Dubey et al., 2015a, Dubey et al., 2015b), while community and NGOs mobilize public opinion and the media in favour of or against a firm's environmental policies (Chien and Shih, 2007; Mathiyazhagan et al., 2015).With respect to the very crucial – and potentially even more crucial for the competitiveness and survival of companies and SCs – issue of the intersection between environmental and economic pillars for production and SCs (Sarkis and Zhu, 2018), green supply chain management (GSCM) has been acknowledged as an important business strategy to improve eco- sustainability, to respond to the already mentioned firm stakeholders' driver and to achieve corporate profit and market share objectives by reducing environmental risks and impacts (Zhu et al., 2008b). GSCM integrates environmental thinking (Srivastava, 2007) into SC management, ranging from product design (Kannan et al., 2014), material sourcing and selection (Govindan et al., 2013; Hashemi et al., 2015), manufacturing processes (Zhu and Geng, 2013), delivery of the final product (Sarkis, 2017) as well as end-of-life management of the product after its useful life (Cucchiella et al., 2015; Rehman and Shrivastava, 2011). A significant number of GSCM studies have focused their attention on the identification of key stakeholders’ drivers and their influence on GSCM initiatives adoption (Ahi and Searcy, 2013; Hassiniet al., 2012). Furthermore, in the literature, there is a number of contributions discussing whether the implementation of environmental SC practices leads to enhanced firm performance (for a recent review see, e.g., Tseng et al., 2019). Literature has also offered a variety of mathematical models and tools to address the sustainability issues in SC management, given the higher complexity involved (Bai and Sarkis, 2018; Sarkis et al., 2019).Nevertheless, so far there is too little consensus – mainly due to lack of empirical evidence – over the factors moderating relationships between drivers and practices, as well as between practices and performance, leading to vague and ambiguous conclusions. Indeed, the role of important moderators, such as, e.g., firm size, sector, in the relationships between pressures and GSCM practices and performance has received less attention from scholars, especially in regard to empirical investigations.Additionally, as recently observed by Koberg and Longoni (2019), who have analysed a rigorous systematic literature review of articles focused on sustainable supply chain management in global supply chains, there has been a growing interest on the topic starting from the seminal articles on sustainability in global supply chains (Gereffi et al., 2001; Humphrey and Schmitz, 2001). Nevertheless, the interest of those scholars seems to be more focused on the modes of sustainabilitygovernance, which attracted the interest of recent research as well (e.g., Bush et al., 2015). Then some authors, by taking inspiration from those pioneers, have highlighted that a silo perspective, when looking at green, lean and global value chains, impedes the scope needed to gain a holistic perspective over the topic, missing a strategic perspective (Mollenkopf et al., 2010).Yet, in order to improve the sustainability of the industrial sector, the interest of academia should equally be devoted to non-global value chains, in most cases characterised by local Small- and Medium-sized Enterprises (SMEs), since they may yield to additional insights (Morali and Searcy, 2013), and have been scarcely investigated (Aboelmaged and Hashem, 2019), with a few recent exceptions such as, e.g., UK manufacturing SMEs (Kumar et al., 2019). In fact, so far, no empirical studies have been conducted in this area in Italy, which represents the second-largest manufacturing European economy. Therefore, enhanced knowledge in this area could be beneficial also for industrial decision- makers and policy-makers aiming at fostering the transformation towards increased sustainability in the SC.Production strategyLooking at the moderation results of “Production strategy”, in firms adopting the ETO production approach, the effect of GSCM practices (GP, ECO, CC) on Environmental Performance and of IEM, GP, ECOand CC on Positive economic performance is higher. Thus, this research stimulates managers of ETO companies to implement GSCM practices at a higher level. Besides this improvement of both economic and environmental performance, this study shows that under an ETO strategy, the effects of ECO and GP on negative economic outcomes are the highest within all the strategies. If green purchasing does not show any correlation with negative economic performance in literature, the impact of eco-design on the financial budget is well known. Eco-Design requires significant initial capital investments (Zhu and Sarkis, 2007) and methodologies demanding further development and improvement (Green et al., 2012), but, at the same time, can result in cost reductions such as decreases in expenses for energy consumption (Zhu et al., 2013). Nevertheless, as this paper is one of the first exploratory studies specifically investigating the moderation role offered by the production strategy, further research is highly recommended.Manufacturing sector“Manufacturing sector” moderates both the relationships between drivers-practices and practices-performance. A specific manufacturing sector possesses its own characteristics and, for this reason, it is influenced in different ways by several drivers to implement, in its supply chain, certain green initiatives. Under high community pressure, textile enterprises show the greatest effect of the drivers on the practices'implementation. As depicted in Wu et al. (2012), who consider Taiwan's textile and apparel industry, communities strongly push this manufacturing sector to have a more corporate social responsibility (CSR) and to protect the environment from pollution. Under high regulatory pressure, the Petroleum sector undergoes higher GSCM implementation. Petrochemical firms are enterprises under the radar of regulatory entities due to their high level of pollution (Zhu et al., 2007a). This sector responds to the high pressure of regulations with the implementation of GP and ECO. Further, our findings look overall aligned with research conducted in French supply chains (Stekelorum et al., 2018), where the activity sector seems to affect the perception of internal barriers.ConclusionsRecently, the importance of GSCM has received considerable attention due to climate change issues, pollution and degradation of natural resources. Our research attempted to contribute to the discussion by investigating the role of several moderators in the relationships between GSCM drivers-practices and practices-performance within Italian manufacturing enterprises. Based on the elements emerged from this research, from a theoretical perspective, previous frameworks present in literature have been modified to account for the effect of several moderators affecting the aforementioned relationships. The main contribution of this work is the empirical exploration of the relationshipsbetween drivers-practices and practices-performance, which have shown mixed results in the literature or have just been formulated theoretically, by considering the effect of moderators in these relationships in a European manufacturing context, which so far has been almost neglected, yet being very significant at a worldwide level.In terms of results, the present research reveals that “Firm size”, “ISO 14001 certification”, “Past performance”, “Institutional requirement”, “Position of the firms within the supply chain”, “Production strategy”, “Organizational strategy”, “Trust, Colla boration and Information sharing between partners” and “Manufacturing sector” strongly influence the relationships between practices-performance and drivers-practices. As for the comparison against the extant literature, whilst in previous papers, internal environmental management was associated with a decrease in economic performance, our study has shown that smaller firms could achieve better economic performance from adopting internal environmental management. Moreover, an element of novelty of the present study is the improvement of the operational performance under higher competitive pressure, which resulted in statistically significant and quite original findings compared to previous research. Further, our findings interestingly note that practices such as information sharing and improved level of trust with partners may have a relevant role in improving environmental outcomes. Additionally, wenote a strong and significant relationship between intra-organizational environmental management and operational performance.In terms of impact, our findings may be particularly interesting for managers and supply chain specialists, as well as for policy makers, who could be inspired by the role of particular drivers on the implementation of GSCM practices, and by the level of performance achievable thanks to the adoption of a set of green practices. As for the academic impact, the issue has been tackled for the first time in an attempt of a comprehensive view, which paves the way to a number of research lines to further investigate both the confirmed and unconfirmed moderations, so as to understand the related rationales in the comprehensive view we proposed.In terms of limitations to this study, since data were collected from a single country (Italy), results might differ in other contexts, particularly when it comes to the institutional (regulatory) setting. Further, this study is based on the perception of respondents. Despite self-reported survey data are commonly used in literature to measure performance (thusmaking this study consistent with previous literature) we have not collected real economic data nor indexes. Therefore, this perception could exceed or underestimate the real performance achieved by the firm.In addition to the study limitations that naturally offer opportunities for further research, we want to conclude by sketching additional research directions. Firstly, we believe additional insights may come from theapplication of a similar approach in other industrial contexts, simultaneously testing all the possible hypotheses of moderation between drivers, GSCM practices and performance (instead of decoupling drivers- practices and practices-performance, as in this paper and the extant literature), together with the analysis of the adoption of GSCM practices (with drivers and performance) in production contexts with different environmental impact of single companies and supply chains. Secondly, as indicated by very recent research, the effect of additional moderators could prove interesting such as, e.g., the role of social control and environmental dynamism (Zhang et al., 2019), or that of supplier involvement (Chen et al., 2019). More generally, future study could more deeply delve into exploring the collaboration with supply chain partners (Tseng et al., 2019), given that a link between the implementation of GSCM practices and performance would be misleading without considering the specific position of a company in the SC, as revealed by our study and previous research (Cook et al., 2011). Similarly, by involving and leveraging on additional stakeholders such as, e.g., local communities, the diffusion of more sustainable SCM practices could be fostered (Golini et al., 2017). Further insights could also come by further exploring the moderating role of SC traceability in the relationships between GSCM and environmental performance that, so far, have brought results contrary to the expectations (Cousins et al., 2019). Thirdly,concerning the set of performance, further research could expand the set of indicators of sustainability by including the impact of GSCM practices also on social performance ones, as well as further exploring the connection between quality, lean and green practices for sustainable performance (Henao et al., 2019; Yu et al., 2019; Farias et al., 2019). Fourthly, further research could explore the relationship between GSCM and SSCM practices with SC dynamic capabilities. In this area, preliminary studies indicated a significant positive effect of SSCM practices on SC dynamic and innovative capabilities, and in turn a positive contribution to the three sustainability dimensions (Hong et al., 2018; Adebanjo et al., 2018), but more empirical research would be needed.中文绿色供应链管理的驱动力，实践和绩效摘要人们对全球变暖，减少不可再生资源和污染的关注日益增强，这要求制造企业在其供应链中实施可持续的，特别是绿色的举措（绿色供应链管理，GSCM）。

文献翻译（2010届本科）学院：专业：班级：姓名：学号：指导教师：20**年5月Sustainable agri-food supply chains and systemBY Maurizio MarianiIn order to govern globalization, countries need to reconcile natural resource management and concern for the environment with the need to have more growth and employment. This is particularly important in the case of food supply chain management, as environment pollution and climate change do threaten agriculture productivity.The food industry is the leading manufacturing sector in Europe, in terms of turnover, value added, employment and number of companies. Its turnover was 836 billion euros in 2005 and it employed nearly four million people. Although food industry has a major impact on our lives and economy, it is largely made up of small companies. Of the 283000 food companies in Europe, over 99% are SMEs (Small and Medium Enterprises). These SMEs generate almost half of the industry‟s food and drink turnov er and employ over 61% of the workforce.Besides strong environment challenges, the food sector must face very important changes related to demographics (ageing, migration) and also lifestyles. The increasing concentration of industries, including food production, transformation, distribution also is modifying economical activities at a local level and is responsible of people migrations towards the cities and rural areas alienation. The change of diet habits (more calories, saturated fatty acids, less fib res etcc…) is responsible of increased diet-related diseases such as diabetes, cardio-vascular diseases etc… Obesity is considered by OMS as a true epidemy all over the world, with high costs and large scale health problems. Moreover the extension of food supply chain, including fish and sea food supply chain, with more logistics, energy consumption for transport and risks for food safety.Food production chains can be organised in a variety of ways. Conventional …industrial‟ agricultural practices are based on advanced breeding techniques and major inputs of chemical fertilisers and pesticides. Food produced in this way is transport-intensive, requires high-energy processing, relies on modern retailing systems and demands high-tech kitchens.Many argue that the industrialised systems should be dismantled and replaced with alternative methods ofagriculture, food processing and distribution that emphasise social and environmental sustainability. This paper looks at the environmental and social sustainability of different strategies for food systems by analysing the whole chain of production, processing, distribution and consumption activities.To face, in a pro-active way, these challenges, a re-design of the whole food supply chain is needed, to improve sustainability. It has to be understood if:1、Could logistics represent a tool to modify, in a more sustainable way, the interactions between food production and food consumption?2、Could a shorter food supply chain contribute to the creation of new, healthy and sustainable consumption patterns?3、Could an improved knowledge about the relation between food and environment modify food consumption habits, towards the consumption of less processed food and changing the present food production trends (i.e. increasing production of functional food)?4、Which role could (or must) have Public Authorities, who buy each day hundreds thousands of meals for school catering, in influencing the above mentioned choices?The food industry is composed by transformation companies, using agricultural products to produce food and beverages, breeding and fishing activities. The term “food supply chain” refers to the strict correlation and the functional link existing between the primary sector (agriculture) and the industrial one (transformation industry).This link develops in a double direction, as agriculture has effects on food transformation and, vice versa, the food industry has a strong influence on food production. In the past, the agricultural component prevailed over food industry.Today, instead, several factors have pushed agriculture towards the adaptation of transformation industry requirements, as well as to the tastes and needs of the final consumers, target of aggressive marketing campaigns, aimed only at increasing the final product sales.Different causes have contributed to this change: the transport costs reduction, experienced until a few years ago, allowed a massive company delocalization and an increasing market internationalization; the consumption of organic products increased, on one hand, as well as fast foods diffusion, on the other; also new distribution systems, especially for major companies, were diffused. This evolution has happenedregardless of environmental issues, following Fordism ideas, with no interests in sustainable development.In this situation, a new and more sustainable approach to food production has been developing - organic food anic producers, due to their approach and organization, have both a social and environmental role of crucial importance, because:1、They obtain healthy and taste appealing products, in an environmental friendly way;2、They preserve vegetation and animal biodiversity, thanks to their ecological infrastructures;3、They promote the landscape values of rural areas;4、They have a direct effect in reducing greenhouse gas emissions, and in improving cropcapability of carbon sequestration;5、They could support energy production from renewable sources; water, wind, sun and natural gas;6、They promote social agricultural systems, supporting the employment of disadvantaged categories7、They apply and promote contractual relations shared by social parties, and based on ethical and social principles;8、They promote local food, and don‟t gener ate subsidized over-production, increasing dumping behaviour in Developing Countries;9、They promote a fair and sustainable economic system worldwide, a systems granting the food sovereignty of each people and community.The experiences and results obtained by organic food producers constitute a useful reference and good practice for the whole food industry.However, organic food production is not on its own enough to grant the whole food chain sustainability, which should be supported by integrated and efficient production systems, allowing the transformation of agricultural products and delivery to final consumers with a lower use of natural resources, and with lower pollution levels.In this perspective, the concepts of local food and sustainable logistics become two key issues in assuring the sustainability of the whole food supply chain.Logistics as a leverfor the sustainable management of the food supply chainThe concept of SUPPL YCHAIN is fundamental for the understanding of the food sector. The s upply chain is a kind of route “from farm to fork”: from the agriculture, throughout the agricultural products trading and transformation, up to the distribution (wholesaling or retailing). The supply chain indicates how economic activities are developed and integrated; usually it refers to sequential activities, one pre-ordered to the following, even if self-regulated.Within a logistic process, it is possible to highlight some methods and organizational functions that could deliver a product to the final consumer, in the way, time and costs required. With regards to food products, the logistics activities are carried out by different operators (manufacturers, distributors, service suppliers, consumers), and could be grouped in seven categories:1、Order Management (order receipt, elaboration, transmission, implementation and invoicing);2、Management and stock control (definition of supply timing and quantity, inventory upload and download, products and packaging codification);3、Warehousing (conservation of goods, qualitative and quantitative controls before shipment);4、Shipment (activities related to product movement and shipment receipt);5、Packaging (pallets);6、Delivery (products delivery from the starting point, to the destination);7、Sales returns management and waste disposal.The lack of coordination in carrying out these activities could generate inefficiencies: the storing up of too much stock, the rise of lead times, out of time supplying, increasing costs and decrease of the service quality.In the food sector, three different steps in the evolution of logistics services could be found. In the first step, logistics was intended as a part of the production system.In the second step, companies, in order to reduce costs, developed outsourcing strategies, also for logistic activities.Recently, as a third step, companies are attempting to achieve a better competitive positioning, and give logistics a new strategic role, within cooperative strategies.It is in this perspective that there could be an evaluation of the coordination and information spread efforts that try to create a stricter connection between production and sales activities,to satisfy the needs of customers interested in the food qualities and health, as well as in the environment.A consolidation of contractual relationships, durable and able to satisfy commercial and logistic needs, is necessary in order to establish a new partnership, especially in the promotion of local food diffusion (even if this doesn‟t necessarily correspond to a shorter supply chain).The possibility of giving a product value depends, quite often, on the efficiency of the supply chain and on the methods used to measure its performance.The final stage in granting the pursuit of the service goal (the “perfect order”) could only be an efficient Supply Chain Management, allowing the integration and the management of the supplies, the control of materials and information in a global perspective, aiming at granting value for the customer; this could be summarized as to obtain the right product, in the right quantity, at the right time.In view of the next challenges posed by globalization and EU enlargement, the competitiveness of Italian companies should be maintained thanks to logistics improvement processes, allowing the achievement of growth rate comparably good as in the past.However, at present, the Italian logistic supply chain has to face a series of problems, which decreases its efficiency:1、The extreme fragmentation of farms and transformation industries makes it difficult to reach a critical mass in logistics activities, as to set up a district logistics.2、The Modern Distribution is more and more engaged in directly controlling and managing the whole food supply chain3、The market doesn‟t offer logis tic solutions able to satisfy the requirements of the food sector, especially for the management of the chill supply chain, and for Door to Door delivery.4、The administrative fulfilments are several and rigid, while the delivery of fresh food requires a high efficiency.5、Customer price for fresh products have been stagnant for many years, while distribution and logistic costs are increasing.Nevertheless, there are several experiences and good practices that are to be spread in order to increase the efficiency of logistic activities and of the whole supply chain, with a potential costsreduction and the creation of new business opportunities on markets attracted to the “Italian Taste”.It is possible, thus, to start from the diffusion and good reception of Italian products on foreign markets, in particular for typical or DOP products. This property allows Italian export to grow regularly.The chill supply chain is essential to grant food conservation. Technology could help food producers: railway or maritime transport operators are starting to suggest shipments on refrigerated mobile bulks, allowing for perfect product conservation without breaking the chill supply chain, and also simplifying, where rendered possible by health and duty authorities, administrative procedures.For instance, Sicilian oranges are delivered from Sicily to the CeDi of COOP in Northern Italy on railways, using mobile bulk with passive refrigeration systems. At this moment the service involves three bulk delivery daily on Trenitalia trains, but if only 15% of all oranges delivered by road would use this service, 3 trains/day could be filled.Another example about how logistics could support food production comes from maritime transport: MAERSK has, for the first time, has delivered a refrigerated mobile bulk of Sicilian oranges to Japan, a rich market where Tarocco oranges cost 1€ a piece. In this winning case, logistics creates value for Italian agriculture.Also, the CPR System experience, a Consortium managing reusable green boxes for fruits and vegetables transport, is important: this system has evident environmental advantages (more than 90 million disposable packages per year are avoided), and has also allowed a reduction of 2/3 in packaging costs. CPR System estimations state that 50% of fresh food price comes from logistic costs; thus, possible gains are huge, and advantages are connected to an improvement of the whole logistics chain, with benefits for all operators (producers, distributors and customers).Therefore, some possible solutions to improve food logistics are available, regardless of all Italian production system weaknesses, caused by its fragmentation.Logistic providers have to “invent” innovative and affordable solutions as to make demand and offercollide.可持续发展的农业食品供应链和供应体系为了统筹全球化，各国都需要使自然资源管理和谐化，并且关注环境，以此来获得更多的增长和就业机会。

农业和食品供应链的可追踪性：基本概念，技术影响和前景预测的回顾外文翻译外文翻译原文Traceability in agriculture and food supply chain: a review of basic concepts, technological implications, and future prospects Material Source: Food, Agriculture & Environment Vol.11: 101-106. 2003 Auther: Linus U. Opara1、Definition and Concept of Agricultural Supply Chain ManagementThe conceptualization of consumer products and services a supply chains is now a common practice in most industries. From the farming of basic raw materials to delivery of final products to the consumer, each different step in the entire production process is viewed as link in the chain. Supply chain management SCM, therefore, represents the management of the entire set of production, manufacturing,transformations,distribution and marketing activities by which a consumer is supplied with a desired product. Some analysts refer to this as demand chain management to emphasize the focus on meeting consumer expectations. The practice of SCM encompasses the disciplines of economics, marketing, logistics and organizational behaviour to studyhow supply chains are organized and how institutional arrangements influence industry efficiency, competitions and profitability.Technological innovations in information sciences andengineering are increasingly playing vital roles in the vertical integration and coordination of supply chains through the application of hardware and software for measurements, data capture, analysis, storage and transmission. Two broad principal explanations can be advanced for the increasing interest in agricultural SCM: the industrialization of agriculture,and the uncertainty associated with variations in product quality and safety. The trend towards vertical coordination of agricultural supply chains ASC, reduction of government support subsidies for agriculture, globalization and competition among producers, processors and suppliers,explosion in technological progress applicable to the agri-food industry, changing consumer demand and consumption patterns, etc, are some of the factors related to the concentration and industrialization of agriculture. The high variability in quality and magnitude that is characteristic of the agriculturalenvironment both production, handling and processing and basic food raw materials creates uncertainty in the ability of the industry to assure a consistent supply of good quality and safe products to the consumer. As a result, the transaction cost information, negotiation and monitoring associated with market-driven industrialized agriculture and the uncertainty of productquality and safety has increased in recent times.As individual businesses and global markets become highly efficient and cost-effective, competition has therefore shifted from ‘between businesses’ to within entire value chains. The ever-increasing adoption of SCM principles in agribusiness is perhaps one of the profound and long-term developments in business management relevant to agricultural traceability.Agriculture is inherently a fragmented industry, involving a diverse range of distinct enterprises farmers, processors,marketers and distributors, and relies on inputs from various sources, often at distinct geographical locations. For instance, although some food products such as chicken and pork, have been subject to extensive vertical integration within the production and marketing chain, cattle on the other, may be produced on one farm, grown on another, finished on another, and between each stage, transported and sold through open markets, sometimes several times, before being purchased either in the open market or direct, deadweight, for slaughter.With respect to grains and fresh fruit and vegetables, most marketers and processors obtain their supply from diverse sources farmers, retailers, brokers in order to meet marketing and production targets. From the marketing and processing perspectives, SCM is an essential tool for integrating the activities of the various suppliers within the company’s operations in order to assure the consistent delivery of quality- assured products and services to the consumer. For the consumer and otherstakeholders, SCM focuses on improving the performance of the supply chain through the delivery of guaranteed safe, desirable and good quality food in a cost-effective manner.The increasing transaction costs of intensive agriculture and the need to reduce these costs, lies at the heart of interest in agricultural SCM. Based on experience from a broccoli SCM system in the UK, Grimsde,proposed six fundamental requirements for an efficient supply chain between vegetable growers and the major retail customers: scale of operation, strategic alliances, production flexibility, continuity of supply, quality control, and communication. The author concluded that the most difficult aspect of the project was“putting down on paper the complex processes” recording the quality and quantity of inputs, the tasks undertaken on the crops, etc to guarantee due diligence and traceability. This conclusion highlights the importance of information and communication technology for successful implementation of a traceable supply chain management system. Increasingly, agricultural SCM must be conducted between firms under strategic alliances since most enterprises often represent a link or set of links in the overall supply chain of a product..Optimizing the entire supply chain, therefore, requires a level of information sharing, teamwork, cooperation and collaboration among the participating enterprises. Given this scenario of interdependence, rapid interchange of data on products and activities among companies in a supply chain willreduce transaction costs. The implementation of supply chain traceability as part of the overall quality management system in agriculture facilitates such data/information exchange by providing a mechanism for recording, storing, analyzing and transmitting relevant data on products and activities to designated stakeholders.2、Technological Implications of Traceable Agricultural Supply ChainsModern agriculture is highly knowledge-intensive and increasingly information-driven. With declining terms of trade affecting agriculture vis-à-vis other industries, technological innovations are necessary to reduce transaction costs and facilitate the production and consistent supply of top quality, safe and traceable products to meet consumer demands.Farmers, processors, marketers, handlers, consumers, governments and the general public have stakeholder interests in the safety and cost-effectiveness of global agri-food supplychains.To implement traceable agricultural supply chains, technological innovations are needed for product identification, process and environmental characterization, information capture, analysis, storage and transmission, as well as overall system integration. These technologies include hardware such as measuring equipment, identification tags and labels and software computer programmes and information systems.Product identification technology: A major feature of any traceable supply chain is the ability to trace-back the history and consistently track the physical location of the products in the overall supply chain. To achieve these, accurate labeling is essential. The simplest technology to achieve this is to attach a tag to the basic raw material e.g. the animal, plant or its constituent parts and to transfer that data on the tag to the bar code of the food product. In the livestock industry, the ear-tag is commonly used and often contains a series of numbers and or alphabets, which codify specific information such as the breed, date of birth, farm, vaccinations, etc.The use of computers and other information technologies have spurred the development of electronic identification EID systems, which include electronic tags with chips and hand-held scanners for reading, storing and transmitting the data to PCs for analysis and long-term storage. An important attribute of tags is that the materials must be resistant to rough handling and inclement weather. Advancements in material science have led the development of tags that are resistant to tear and wear and which can withstand harsh environmental conditions.Innovations in geospatial science and technology such as radio frequency technology and mobile tracking devices have the potential for collecting and transmitting data from tags to distant locations for storage and analysis. The simplest label on a food product often storessuch information as the name of the product, batch/lot number, and price. Depending on the market sophistication and demand for information, other data that can be loaded are product origin, handling and storage conditions Quality and safety measurement technology: Ultimately, the success of traceability is measured by the consistent delivery of products to meet the expectations of the consumer and other stakeholders, as well the ability to ascertain the location of each product unit for effective recall in the event of a quality or safety breach. This requires accurate information on the maturity and quality attributes and safety status of the product, which must be measured and analyzed using appropriate instrument and procedures. Product specifications such as size mass, dimensions, firmness crispness, crunchiness soluble solids, acidity, flavour, etc, are some of the physical, mechanical and chemical properties that may require measurement. Laboratory and on-line instruments such as the penetrometer, firmometer, twist tester, Instron machine, and Kiwifirm can be used to measure the firmness of fleshy products. Non-destructive tests based on force sensing, infrared and magnetic resonance imaging can also be used to measure firmness and other internal quality attributes. They can also be used to assess the presence of hazardous physical objects inside products. Models of these instruments are commercially available from various manufacturers and are currently used in industry and research laboratories. Procedures and equipment are also available for chemicalanalysis of product samples, equipment surfaces and the air to ascertain the presence of hazardous microbial contaminants.Genetic analysis technology: The need to preserve the identity of product supply chains and the demand for genetic traceability have led to the development of procedures and measurement devices for the analysis of the genetic constitutions and contamination of foods and other biological products. DNA tests based on real-time PCR have been developed to detect and quantify GMOs and other transgenic materials. Giese provides a good summary of several laboratory exhibits at a recent Institute of Food Technology Meeting & Food Expo for measuring product traceability and safety.Environmental monitoring technology: Environmental conditions such as temperature and relative humidity, atmospheric composition of the air, including pollutants, impact on the quality stability and safety of food products. Instrumented environmental recording devices such as gas analysers and biosensors for monitoring these parameters are available and can be coupled to control systems.Developments in geospatial science and technology: The integration of geographic information systems GIS, remote sensing RS and global positioning systems GPS18 Offers considerable opportunity for site-specific agriculture and the derivation of data related to the agriculture products, on the farm and through the subsequent handlingoperations. Put together, these technologies enable data to be remotely collected on individual animals, plants, and blocks on a farm, which can be processed, transmitted and presented as visual spatial information on the bio-physical properties of the block, yield and selected product attributes. With respect to traceability, a vital feature of these technologies is the possibility to map the geospatial variability of selected attributes such as yield, product quality, animal movement, and disease epidemiology.Software technology for traceability system integration:An effective traceability chain is an integrated system made of distinct components involving data collection using standards measurement procedures, the analysis, storage and transmission of the recorded information, and full backward and forward control system that permits the tracking of the product history. Such an integration of technologies relies on the application of appropriate information and computer system, and which links the traceability chain to a central database at the company, national or international levelMany researchers and commercial companies have reported the development and availability of full traceability systems that have been adopted in industry. Calder and Marr described a trial traceability initiative based on electronic identification EID, which enabled full traceability of farm animals. Harvey recently reported an electronic data identification tag EDIT that includes a transponderas part of a typical ear tag, and a handheld, battery-powered electronic reader or terminal, which provides farmers with a fully integrated traceable livestock management tool. The electronic ear tag has the capacity to record all the details of an animal’s life from its genetic and birth details, to treatment and productions. Many countries such as Canada and New Zealand have implemented national cattle identification programmes using various technologies that are based on the above principles农业和食品供应链的可追踪性:基本概念,技术影响和前景预测的回顾资料来源:食品, 农业和环境1: 101-106. 2003作者:莱纳斯欧普拉1、供应链管理的定义和概念现在消费品和服务供应链的概念在很多工业上已经很普遍。

农产品产业链延伸的成果案例（中英文实用版）英文文档内容：The Extension of Agricultural Product Supply Chain: Case Studies of SuccessThe agricultural product supply chain plays a crucial role in ensuring food security and promoting economic development.The extension of the supply chain has led to significant achievements in various aspects.This article presents case studies of successful agricultural product supply chain extensions and their outcomes.Case 1: Dairy Industry in ChinaThe dairy industry in China has undergone significant transformation through the extension of the supply chain.Farmers have adopted modern farming techniques, leading to increased milk production and improved quality.The supply chain extension has also facilitated the establishment of processing plants and distribution networks, ensuring efficient delivery of dairy products to consumers.As a result, the dairy industry has become a major contributor to the rural economy, creating job opportunities and increasing farmers" incomes.Case 2: Horticulture in KenyaThe horticulture sector in Kenya has seen remarkable growth due to the extension of the supply chain.Producers have shifted to high-valuecrops, and the implementation of cold storage facilities and transportation networks has enabled the export of horticultural products to international markets.This has not only increased revenue for farmers but also promoted the development of related industries, such as packaging and logistics.Case 3: Poultry Industry in BrazilThe poultry industry in Brazil is a prime example of successful supply chain extension.Through the implementation of integrated systems, farmers have achieved efficient production, reduced costs, and increased productivity.The supply chain extension has facilitated the establishment of processing plants, packaging facilities, and distribution channels, ensuring the availability of affordable and high-quality poultry products to consumers.This has positioned Brazil as a major player in the global poultry market.In conclusion, the extension of agricultural product supply chains has led to significant achievements in improving food security, promoting economic development, and creating employment opportunities.The case studies presented above highlight the positive outcomes of successful supply chain extensions in the dairy, horticulture, and poultry industries.These examples serve as inspiration for other agricultural sectors to explore and adopt innovative approaches to enhance their supply chains.中文文档内容：农产品产业链延伸的成果案例农产品供应链在确保食品安全和促进经济发展方面发挥着重要作用。