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At a meeting early in his tenure, Cook was told of a problem with one of Apple's Chinese suppliers.
在任職初期的一次會議上，庫克聽說蘋果公司的某一家中國供應商出了問題。
"This is really bad," he said. "Someone should be in China driving this."
“這太糟糕了。”他說，“應該有人馬上去中國處理這件事。”
Thirty minutes later he looked at an operations executive sitting at the table and unemotionally asked, "Why are you still here?"
30分鐘后，他看著還在桌前坐著的一位運營主管，面無表情地說：“你怎么還沒走？”
The executive stood up, drove directly to the San Francisco airport, and bought a ticket to China.
那位主管站起來，沒帶任何行李，直接開車去了舊金山機場，買了機票飛往中國。
He became one of Cook's top deputies.
他后來成了庫克的第一副手。
Cook reduced the number of Apple's key suppliers from a hundred to twenty-four,
庫克把蘋果的主要供應商從100家減少到24家，
forced them to cut better deals to keep the business,
并要求他們減少其他公司的訂單，
convinced many to locate next to Apple's plants, and closed ten of the company's nineteen warehouses.
還說服許多家供應商遷到蘋果工廠旁邊，此外，他還把公司的19個庫房關閉了10個。
By reducing the places where inventory could pile up, he reduced inventory.
庫房減少了，存貨就無處堆放，于是他又減少了庫存。
Jobs had cut inventory from two months' worth of product down to one by early 1998.
到1998年初，喬布斯把兩個月的庫存期縮短到一個月。
By September of that year, Cook had gotten it down to six days.
然而到同年9月底，庫克已經把庫存期縮短到6天。
By the following September, it was down to an amazing two days' worth.
下一年的9月，這個數字已經達到驚人的兩天。
In addition, he cut the production process for making an Apple computer from four months to two.
另外，庫克還把制造蘋果計算機的生產周期從4個月壓縮到兩個月。
All of this not only saved money, it also allowed each new computer to have the very latest components available.
所有這些改革不僅降低了成本，而且也保證了每一臺新計算機都安裝了最新的組件。
