Operational Approach to the Modified Reasoning, Based on the Concept of Repeated Proving an

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欧标 EC 4 教程02

欧标 EC 4 教程02

Structural Steelwork EurocodesDevelopment ofa Trans-National Approach Course: Eurocode 4Lecture 2 : Introduction to EC4Summary:Pre-requisites:Notes for Tutors:Objectives:References:Contents:1. Structure of Eurocode 4 Part 1.1The arrangement of sections within EC4-1-1 is based on a typical design sequence, starting withbasic data on material properties and safety factors, then considering issues related to methodsof analysis, before detailing the requirements for element design (at both ultimate and serviceability limit states).EC4 is organised into a number of Sections as follows:Section 1 GeneralOutlines the scope of EC4, defines specific terms, and provides a notation list.Section 2 Basis of DesignOutlines design principles and introduces partial safety factorsSection 3 MaterialsSpecifies characteristic strengths for concrete, steel (reinforcing and structural), and shear connectorsSection 4 DurabilitySpecifies particular requirements for corrosion protection of composite elements, in relation tothe interface between steel and concrete, and galvanising standards for profiled steel sheets for composite slabs.Section 5 Structural AnalysisThis outlines appropriate methods of global analysis and their potential application, and definesthe effective width and section classification.Section 6 Ultimate limit statesThis provides detailed rules regarding detailed sizing of individual structural elements (beamsand columns), including shear connectors. The design of composite slabs is covered in Section9.Section 7 Serviceability limit statesSets out limits on deflections and requirements to control crackingSection 8 Composite joints in frames for buildingsProvides detailed procedures for designing joints.Section 9 Composite slabs with profiled steel sheeting for buildingsProvides specific guidance for the use of composite decking, and sets out detailed proceduresfor verification at both ultimate and serviceability limit states for both shuttering and the composite slab.Section 10 ExecutionProvides guidance on the site construction process. This specifies minimum standards of workmanship as implicitly assumed in the rest of EC4.Section 11 Standard testsDescribes procedures for testing shear connectors and composite floor slabs where standarddesign data is not available.2. Terminologycl. 1.4.2 The Eurocodes define a number of terms which, although often used generally in a rather looseway, have more precise meanings in the context of EC4. These terms are clearly defined andinclude the following:‘Composite member’ refers to a structural member with components of concrete and structural or cold-formed steel, interconnected.by shear connection to limit relative slip.∙‘Shear connection’ refers to t he interconnection between steel and concrete components enabling them to be designed as a single member.∙‘Composite beam’ is a composite member subject mainly to bending.∙‘Composite column’ is a composite member subject mainly to compression or combin ed compression and bending.∙‘Composite slab’ is a slab in which profiled steel sheets act as permanent shuttering and subsequently act to provide tensile reinforcement to the concrete.∙‘Execution’ refers to the activity of creating a building, includin g both site work and fabrication.∙‘Type of building’ refers to its intended function (eg a dwelling house, industrial building)∙‘Form of structure’ describes the generic nature of structural elements (eg. beam, arch) or overall system (eg. Suspension bridge)∙‘Type of construction’ indicates the principal structural material (eg. steel construction)∙‘Method of construction’ describes how the construction is to be carried out (eg prefabricated)∙‘Composite frame’ is a framed structure in which some or all of the elements are composite.∙‘Composite joint’ is a joint between composite members in which reinforcement is intended to contribute to its resistance and stiffness.∙Type of framing:Simple joints do not resist momentsContinuous joints assumed to be rigidSemi-continuous connection characteristics need explicit consideration in analysis∙‘Propped structure or member’ is one in which the weight of concrete applied to the steel elements is carried independently, or the steel is supported in the span, until the concrete isable to resist stress.∙‘Unpropped structure or member’ is one in which the weight of concrete is applied to the steel elements which are unsupported in the span..3. Notation/SymbolsA complete list of symbols is included in EC4. The most common of these are listed below: cl. 1.6 Symbols of a general nature:L, l Length; span; system lengthN Number of shear connectors; axial forceR Resistance; reactionS Internal forces & moments; stiffnessδDeflection; steel contribution ratioλSlenderness ratioχ Reduction factor for bucklingγ Partial safety factorSymbols relating to cross-section properties:A Areab Widthd Depth; diameterh Heighti Radius of gyrationI Second moment of areaW Section modulusDiameter of a reinforcing barMember axesThe following convention is adopted for member axes:x-x along the length of the membery-y axis of the cross-section parallel to the flanges (major axis)z-z axis of the cross-section perpendicular to the flanges (minoraxis)Symbols relating to material properties:E Modulus of elasticityf Strengthn Modular ratioEC4 also makes extensive use of subscripts. These can be used to clarify the precise meaning ofa symbol. Some common subscripts are as follows:c Compression, composite cross-section, concreted Designel Elastick CharacteristicLT Lateral-torsionalpl PlasticNormal symbols may also be used as subscripts, for example:Rd Design resistanceSd Design values of internal force or momentSubscripts can be arranged in sequence as necessary, separated by a decimal point –for example:N pl.Rd Design plastic axial resistance.4. Material properties4.1 Concretecl. 3.1 Properties for both normal weight and lightweight concrete shall be determined according toEC2, but EC4 does not cover concrete grades less than C20/25 or greater than C60/75.4.2 Reinforcing steelProperties for reinforcing steel shall be determined according to EC2, but EC4 does not cover reinforcement grades with a characteristic strength greater than 550N/mm2..cl. 3.24.3 Structural steelProperties for structural steel shall be determined according to EC3, but EC4 does not coversteel grades with a characteristic strength greater than 460N/mm2..cl. 3.34.4 Profiled steel sheeting for composite slabsProperties for steel sheeting shall be determined according to EC3, but EC4 also restricts thetype of steel to those specified in certain ENs.cl. 3.4The recommended minimum (bare) thickness of steel is 0,7mm4.5 Shear connectorsReference is made to various ENs for the specification of materials for connectors. cl. 3.5 5. Structural analysisGeneral guidance is given on what methods of analysis are suitable for different circumstances. cl. 5.1.2 5.1 Ultimate Limit StateFor the Ultimate Limit State, both elastic and plastic global analysis may be used, althoughcertain conditions apply to the use of plastic analysis.When using elastic analysis the stages of construction may need to be considered. The stiffnessof the concrete may be based on the uncracked condition for braced structure. In other cases,some account may need to be taken of concrete cracking by using a reduced stiffness over a designated length of beam. The effect of creep is accounted for by using appropriate values forthe modular ratio, but shrinkage and temperature effects may be ignored.cl. 5.1.4 Some redistribution of elastic bending moments is allowed.Rigid-plastic global analysis is allowed for non-sway frames, and for unbraced frames of two storeys or less, with some restrictions on cross-sections. Cl. 5.1.5 Cl. 5.3.4A similar distinction is made between sway and non-sway frames, and between braced and unbraced frames as for steel frames, and reference is made to EC3 for definitions.5.2 Properties and classification of cross-sectionsThe effective width of the concrete flange of the composite beam is defined, although more rigorous methods of analysis are admitted.cl. 5.2 Cross-sections are classified in a similar manner to EC3 for non-composite steel sections. cl. 5.3 5.3 Serviceability Limit StateElastic analysis must be used for the serviceability limit state. The effective width is as definedfor the ultimate limit state, and appropriate allowances may be made for concrete cracking,creep and shrinkage.cl. 5.46. Ultimate Limit State cl. 6 The ultimate limit state is concerned with the resistance of the structure to collapse. This isgenerally checked by considering the strength of individual elements subject to forcesdetermined from a suitable analysis. In addition the overall stability of the structure must be checked.The ultimate limit state is examined under factored load conditions. In general, the effects on individual structural elements will be determined by analysis, and each element then treated asan isolated component for design. Details of individual design checks depend on the type ofmember (eg beam, column) and are described in other parts of this course.The ultimate limit state design for composite connections and composite slabs are dealt with in Sections 8 and 9 respectively.6.1 Beamscl. 6.3 For beams, guidance is given on the applicability of plastic, non-linear and elastic analysis for determining the bending resistance of the cross-section, with full or partial interaction.Procedures for calculating the vertical shear resistance, including the effects of shear bucklingand combined bending and shear.Beams with concrete infill between the flanges enclosing the web are defined as partiallycl. 6.4 encased, and separate considerations apply to the design for bending and shear for these.cl. 6.5 In general, the top flange of the steel beam in composite construction is laterally restrainedagainst buckling by the concrete slab. However, in the hogging bending zones of continuousbeams, the compression flange is not restrained in this way, and procedures for checking lateral-torsional buckling for such cases are given. If a continuous composite beam satisfies certain conditions defined in EC4, such checks are unnecessary.cl. 6.7 Detailed procedures are given for the design of the longitudinal shear connection, including the requirements for the slab and transverse reinforcement. A range of different connector types is considered.6.2 ColumnsVarious types of composite columns, including encased sections and concrete-filled tubes, arecl. 6.8 covered. Simplified procedures are given for columns of doubly symmetrical cross-section anduniform throughout their length. Guidance is given on the need for shear connection and howthis can be achieved.7. Serviceability Limit StateServiceability requirements are specified in relation to limiting deflections and concretecl. 7.1 cracking. Other less common serviceability conditions relating to control of vibrations andlimiting stresses are not included in EC4.7.1 Deflectionscl. 7.2 At the serviceability limit state, the calculated deflection of a member or of a structure is seldom meaningful in itself since the design assumptions are rarely realised. This is because, for example:∙the actual load may be quite unlike the assumed design load;∙beams are seldom "simply supported" or "fixed" and in reality a beam is usually in some intermediate condition;The calculated deflection can, however, provide an index of the stiffness of a member or structure, i.e. to assess whether adequate provision is made in relation to the limit state of deflection or local damage. Guidance is given on calculating deflections for composite beams, including allowances for partial interaction and concrete cracking. No guidance is given regarding simplified approaches based on limiting span/depth ratios.No reference is given to limiting values for deflections in EC4. It is therefore recommended that calculated deflections should be compared with specified maximum values in Eurocode 3, which tabulates limiting vertical deflections for beams in six categories as follows: EC3 Table 4.1∙roofs generally.∙roofs frequently carrying personnel other than for maintenance.∙floors generally.∙floors and roofs supporting plaster or other brittle finish or non-flexible partitions.∙floors supporting columns (unless the deflection has been included in the global analysis for the ultimate limit state).∙situations in which the deflection can impair the appearance of the building.The deflections due to loading applied to the steel member alone, for example those during the construction stage for unpropped conditions, should be based on the procedures of EC3 usingthe bare steel section properties.Deflections due to subsequent loading should be calculated using elastic analysis of thecomposite cross-section with a suitable transformed section. Where necessary, methods ofallowing for incomplete interaction and cracking of concrete are given7.2 Concrete CrackingConcrete in composite elements is subject to cracking for a number of reasons including direct loading and shrinkage. Excessive cracking of the concrete can affect durability and appearance,or otherwise impair the proper functioning of the building. In many cases these may not becritical issues, and simplified approaches based on minimum reinforcement ratios and maximumbar spacing or diameters can be adopted. Where special conditions apply, for example in thecase of members subject to sever exposure conditions, EC4 provides guidance on calculatingcrack widths due to applied loads. Limiting crack widths are specified in relation to exposure conditions.cl. 7.38. Composite Joints cl. 8 The guidance given applies principally to moment-resisting beam-column connections. It relatesto moment resistance, rotational stiffness, and rotation capacity. The inter-dependence of global analysis and connection design is described, but where the effects of joint behaviour on the distribution of internal forces and moments are small, they may be neglected. Guidance is givenon joint classification as rigid, nominally pinned, or semi-rigid for stiffness, and as full strength, nominally pinned or partial strength in relation to moment resistance.Detailed guidance is given in relation to design and detailing of the joint, including slab reinforcement.9. Composite Slabs cl. 9 Detailed guidance is given in relation to the design of composite slabs, for both ultimate and serviceability limit states. This includes construction stages when the steel sheeting is acting as permanent shuttering and, in an unpropped condition, must resist the applied actions due to wet concrete and construction loads. In this case reference is made to EC3 Part 1.3.Calculation procedures are given for determining the resistance of composite slabs in relation to flexure, longitudinal shear and vertical shear. Principles for determining stiffness for calculating deflections are stated, and conditions in which detailed calculations can be omitted are specifiedin relation to span:depth ratios.。

A meta-heuristic algorithm for heterogeneous fleet vehicle routing problems

A meta-heuristic algorithm for heterogeneous fleet vehicle routing problems

Discrete OptimizationA meta-heuristic algorithm for heterogeneous fleet vehicle routing problems with two-dimensional loading constraintsStephen C.H.Leung a ,Zhenzhen Zhang b ,Defu Zhang b ,⇑,Xian Hua b ,Ming K.Lim caDepartment of Management Sciences,City University of Hong Kong,Hong Kong bDepartment of Computer Science,Xiamen University,Xiamen 361005,China cDerby Business School,University of Derby,Derby,UKa r t i c l e i n f o Article history:Received 18October 2011Accepted 16September 2012Available online 3October 2012Keywords:Routing PackingSimulated annealing Heterogeneous fleeta b s t r a c tThe two-dimensional loading heterogeneous fleet vehicle routing problem (2L-HFVRP)is a variant of the classical vehicle routing problem in which customers are served by a heterogeneous fleet of vehicles.These vehicles have different capacities,fixed and variable operating costs,length and width in dimension,and two-dimensional loading constraints.The objective of this problem is to minimize transportation cost of designed routes,according to which vehicles are used,to satisfy the customer demand.In this study,we proposed a simulated annealing with heuristic local search (SA_HLS)to solve the problem and the search was then extended with a collection of packing heuristics to solve the loading constraints in 2L-HFVRP.To speed up the search process,a data structure was used to record the information related to loading feasi-bility.The effectiveness of SA_HLS was tested on benchmark instances derived from the two-dimensional loading vehicle routing problem (2L-CVRP).In addition,the performance of SA_HLS was also compared with three other 2L-CVRP models and four HFVRP methods found in the literature.Ó2012Elsevier B.V.All rights reserved.1.IntroductionThe vehicle routing problem (VRP)was firstly addressed by Dantzig and Ramser (1959),proposing the most cost-effective way to distribute items between customers and depots by a fleet of vehicles.Taking into account of the attribute of the fleet,the tra-ditional VRP has evolved to different variants.Amongst them in-clude CVRP (homogenous VRP)that only considers a constraint of vehicles having the same limited capacity (Rochat and Taillard,1995),HVRP (heterogeneous VRP)that serves customers with dif-ferent types of vehicles (Golden et al.,1984;Gendreau et al.,1999;Lima et al.,2004;Prins,2009;Brandao,2011),VRPTW (VRP with time windows)that requires the service of each customer to start within the time window subject to time windows constraints (Kolen et al.,1987);and SDVRP (split deliver VRP)that allows more than one vehicle serving a customer (Chen et al.,2007).Readers are to refer to Crainic and Laporte (1998)and Toth and Vigo (2002)for a detailed description of VRP and its variants.To solve the VPR variants above effectively,a number of metaheuristics have been applied,such as simulated annealing (Osman,1993),Tabu search (Brandao,2011;Gendreau et al.,1999),genetic algorithms (Lima et al.,2004),variable neighborhood search (Imran et al.,2009),and ant colony optimization (Rochat and Taillard,1995;Li et al.,2009).In the real world,logistics managers have to deal with routing and packing problems simultaneously.This results in another domain of VRP to be investigated.In the literature,there are a number of frameworks proposed to address these two problems simultaneously.Iori et al.(2007)addressed the VRP with two-dimensional packing constraints (2L-CVRP)with an algorithm based on branch-and-cut technique.Gendreau et al.(2008)proposed a Tabu search heuristic algorithm to solve large instances with up to 255customers and more than 700items in the 2L-CVRP.Zachariadis et al.(2009)developed a new meta-methodology guided Tabu search (GTS)which can obtain better results.In this work,a collection of packing heuristics was proposed to check the loading feasibility.Fuellerer et al.(2009)presented a new ant colony optimization algorithm deriving from saving-based ant colony opti-mization method and demonstrated its performance to successfully solve the 2L-CVRP.More recently,Leung et al.(2011)developed a new efficient method that consists of a series of algorithms for two-dimensional packing problems.The method has proven its capability to improve the results of most instances used by Zachariadis et al.(2009).Duhamel et al.(2011)proposed a GRASP ÂELS algorithm for 2L-CVRP,whereby the loading constraints were transformed into resource constrained project scheduling problem (RCPSP)constraints before a packing problem can be solved.However,only basic CVRP and Unrestricted version0377-2217/$-see front matter Ó2012Elsevier B.V.All rights reserved./10.1016/j.ejor.2012.09.023Corresponding author.Tel.:+865922582013;fax:+865922580258.E-mail address:dfzhang@ (D.Zhang).of2L-CVRP were solved with their algorithm.Some researchers have extended their heuristics to three-dimensional problems. Gendreau et al.(2006)proposed a multi-layer Tabu search algorithm that iteratively invokes an inner Tabu search procedure to search the optimal solutions of a three-dimensional loading sub-problem.Tarantilis et al.(2009)used a guided Tabu search (GTS)approach with a combination of six packing heuristics to solve 3L-CVRP.In their work,a manual unloading problem was also tested.Furthermore,Fuellerer et al.(2010)also proposed their methods to deal with three-dimensional loading constraints.In addition,Iori and Martello(2010)provided a review in regard to vehicle routing problems with two and three-dimensional loading constraints.Since most enterprises own a heterogeneousfleet of vehicles or hire different types of vehicles to serve their customers,it is there-fore crucial to study VRP with afleet of heterogeneous vehicles.The heterogeneousfleet VRP(HFVRP)addresses the VRP with a hetero-geneousfleet of vehicles which have various capacities,fixed costs and variable costs(Choi and Tcha,2007;Imran et al.,2009).In the literature,three versions of HFVRP have been studied.Golden et al. (1984)considered the variable costs to be uniformly spread across all vehicle types and the availability of each type of vehicle to be unlimited.Gendreau et al.(1999)considered the different variable costs for different types of vehicle.The third HFVRP was introduced by Taillard(1999)and Tarantilis et al.(2004),in which the number of available vehicles of each type is limited.Recently,Penna et al. (2011)introduced an Iterated Local Search,combined with a Vari-able Neighborhood Decent procedure and a random neighborhood ordering(ILS-RVND),to solve all variants of HFVRP.In this paper,we combined the HFVRP with two-dimensional loading constraints,called the heterogeneousfleet vehicle routing problems with two-dimensional loading constraints(2L-HFVRP). However,to the best of our knowledge,no work has been con-ducted to address such VRP although it is a practical problem in real-world transportation and logistics industries.In2L-HFVRP, there are different types of vehicles with different capacity,fixed cost,variable cost,length and width in vehicle dimension,andtwo-dimensional loading constraints.The demand of a customer is defined by a set of rectangular items with given width,length and weight.All the items belonging to one customer must be as-signed to the same route.The objective is to describe the minimum transportation costs with a function of the distance travelled,fixed and variable costs associated with the vehicles.This paper presents a simulated annealing(SA)algorithm for 2L-HFVRP.In the literature SA has been proven to be an effective method to solve combinatorial optimization problems and it has been successfully applied to2L-CVRP(Leung et al.,2010).In this paper,a heuristic local search is used to further improve the solu-tion of SA.In addition,six promising packing algorithms,whereby five were developed by Zachariadis et al.(2009)and one by Leung et al.(2010),are also used to solve the loading constraints in 2L-HFVRP.These algorithms are extensively tested on benchmark instances derived from the2L-CVRP test problems with vehicles of different capacity,fixed and variable costs,length,and width. The comparison with several effective methods of the2L-CVRP and pure HFVRP is also given.2.Problem descriptionThe2L-HFVRP is defined on an undirected connected graph G=(V,E),where V={0,1,...,n}is a vertex set corresponding to the depot(vertex0)and the customers(vertices1,2,...,n)and E={e ij:i,j2V}is an edge set.For each e ij2E,a distance d ij (d ii=0)is associated.Afleet of P different types of vehicles is lo-cated at the depot,and the number of vehicles of each type is unlimited.Capacity Q t,fixed cost F t,variable cost V t,length L t andwidth W t are associated to each type of vehicle t(t=1,2,...,P). The loading surface of vehicle of type t is A t=L tÃW t.On the basis that a vehicle with larger capacity usually has higher cost and greater fuel consumption,we assume that Q16Q26ÁÁÁ6Q P,F1-6F26ÁÁÁ6FPand V16V26ÁÁÁ6V P.The traveling cost of eachedge e ij2E by a vehicle type t is Cij t¼V tÃd ij.The transportation cost of a route for vehicle type t is C R¼F tþP i<j R ji¼1V tÃd RðiÞ;Rðiþ1Þ, where R is the route whose start point and end point are the depot. Each customer i(i=1,2,...,n)demands a set of m i rectangular items,denoted as IT i,and the total weight of IT i equals to D i.Each item I ir2IT i(r=1,2,...,m i)has a specific length l ir and width w ir.We also denote a i¼P m ir¼1w irÃl ir as the total area of the items of customer i.In2L-HFVRP,a feasible loading must satisfy the fol-lowing constraints:(i)All items of a given customer must be loaded on the samevehicle and split deliveries are not allowed.(ii)All items must have afixed orientation and must be loaded with their sides parallel to the sides of the loading surface. (iii)Each vehicle must start andfinish at the depot.(iv)Each customer can only be served once.(v)The capacity,length and width of the vehicle cannot be exceeded.(vi)No two items can overlap in the same route.The objective of2L-HFVRP is to assign customer i(i=1,2,...,n) to one of the routes,so that the total transportation cost is mini-mized and all the routes fulfill the constraints.In this paper,we200S.C.H.Leung et al./European Journal of Operational Research225(2013)199–210consider two versions of2L-HFVRP which is the same as2L-CVRP: the Unrestricted only deals with feasible loading of the items unto the vehicles,and the Sequential considers both loading and unload-ing constraints(e.g.when visiting a customer,his/her items can be unloaded without the need to move items that belong to other cus-tomers in the same route).Fig.1gives an example of the two versions.3.The optimization heuristics for two-dimensional loading problemsFor a given route,it is necessary to determine whether all the items required by the customers can be feasibly loaded onto the vehicle.In this paper,we willfirst investigate if the total weight of items demanded by the customers exceeds the capacity of the vehicle.Otherwise,six packing heuristics are used to solve the two-dimensional loading problem.As mentioned earlier,the load-ing position of an inserted item must be feasible,i.e.it must not lead to any overlaps(for both Unrestricted and Sequential prob-lems),or sequence constraint violations(for Sequential only).The firstfive heuristics Heur i(i=1,2,...,5)are based on the work by Zachariadis et al.(2009).Each heuristic loads an item in the most suitable position selected from the feasible ones according to the individual criterion as follows:Heur1:Bottom-leftfill(W-axis).The selected position is the one with the minimumW-axis coordinate,breaking ties by minimum L-axis coordinate.Heur2:Bottom-leftfill(L-axis).The selected position is the one with the minimumL-axis coordinate,breaking ties by minimum W-axis coordinate.Heur3:Max touching perimeter heuristic.The selected position is the one with the maximumsum of the common edges between the inserteditem,the loaded items in the vehicle,and the load-ing surface of the vehicle.Heur4:Max touching perimeter no walls heuristic.The selected position is the one with the maximumsum of the common edges between the inserteditem and the loaded items in the vehicle.Heur5:Min area heuristic.The selected position is the one with the minimumrectangular surface.The rectangular surface corre-sponding to the position at the circle point is shownon the left in Fig.2.More details of thesefive heuristics can be found inZachariadis et al.(2009).In order to handle a morecomplex system Heur6was also used,which wasproposed in Leung et al.(2010).Heur6:Maxfitness value heuristic.This heuristic gives a priority to a loading point if itcan decrease the number of corner positions whenwe place an item on the point.As a result,everytime an item is loaded,we will select the best load-ing point for the item,which would increase theprobability to obtain a better loading position.These six heuristics are called in sequence,which means if Heur1fails to produce a feasible loading solution,the more com-plex Heur i(i=2,...,6)will be called one at a time tofind the solu-tion.If a feasible solution is found,the loading process stops and the solution is stored.During the loading process,feasible loading positions are recorded.Atfirst,only the front left corner(0,0)is available.When an item is successfully inserted,four new positions are added onto the list,and the occupied and duplicated positions are removed.As shown in Fig.2,item D is inserted in the position shown by a circle and four new positions are created.The items are loaded one at a time according to a given sequence.Here,two orders(Ord1,Ord2)are generated.In a given route,each customer has a unique visit order.Ord1is produced by sorting all items by reverse customer visit order,and breaking ties by decreasing area.In Ord2,all items are simply sorted by decreasing area.Both orders will be evaluated by the six heuristics to search for feasible loading solutions.The pseudo-code for the packing heuristics is given in Table1.4.The simulated annealing meta-heuristics for2L-HFVRPSimulated annealing(SA)is a point-based stochastic optimiza-tion method,which explores iteratively from an initial solution to a better result(Cerny,1985;Kirkpatrick et al.,1983).The search mechanism of SA has a very good convergence,and it has been widely applied in solving various NP-hard problems.Each iterationTable1The pseudo-code for the packing heuristics.Is_Feasible(Route r)if total weight of all items exceeds the capacity thenreturn falseend ifsort the items to generate two orderings Ord1,Ord2for each ordering Ord i of the two orderings doif Heur1k Heur2k Heur3k Heur4k Heur5k Heur6thenreturn trueend ifend forreturn falseTable2The pseudo-code of SA_HLS for the2L-HFVRP.SA_HLS_2L-HFVRP(customer demands,vehicle information)Generate initial Order through sorting the customers by decreasing totalweightAssign_Vehicle(Order)to construct the initial solutionT k=T0,Iter=0//Iter is the number of iterationwhile stopping criteria not met dofor i=1to Len doif Iter<10thengenerate a new Order based on the old oneAssign_Vehicle(new Order)if the new solution is packing-feasible and better than the currentone thenaccept the new solution as current solutionend ifaccept the new Order based on the acceptance rule of SAend ifstochastically select NS from{NS1,NS2,NS3},then get a feasible solutionif new solution is better than the current one thenaccept the new solution as the current solutionelseaccept the new solution through the acceptance probability functionend ifLocal_Search(),and get a new feasible solutionif new solution is better than the best one thenreplace the current solution with this new oneend ifupdate the best solution when the solution is better than itend forT k=0.9ÃT k,Iter=Iter+1end whilereturn the best solutionS.C.H.Leung et al./European Journal of Operational Research225(2013)199–210201in SA generates a candidate solution using a neighborhood func-tion.This is a vital step to develop an efficient SA.However,in many cases,the neighborhood function alone is inadequate when seeking for a global optimum solution.In addition to the proposed SA,we also use heuristic local search algorithms to improve thesolutions.Therefore,our algorithm is denoted as SA_HLS.Some mechanisms are adopted to adjust the search trajectory.One important characteristic of SA is that it can accept a worse solution on a probabilistic manner,aiming to search for a better re-sult.With the initial temperature T 0,the temperature cooling sche-dule is T k =0.9ÃT k À1.For a specific temperature T k ,a sequence of moves are carried out,which is a Markov chain whose length is de-noted as Len .In every iteration,after applying the neighborhood function,if the new solution is better than the current solution (i.e.the cost is lower),then it is accepted.However,if the cost is higher,the new solution may be accepted subject to the accep-tance probability function p (T k ,S new ,S cur ),which depends on the difference between the corresponding cost values and the global parameter T k :p ðT k ;S new ;S cur Þ¼expcos t ðS cur ÞÀcos t ðS new Þkð1Þwhere S cur and S new represent the current solution and the new solu-tion respectively.Table 2provides a framework for the proposed SA_HLS methodology.4.1.Initial solutionGood initial solutions are often a key to the overall efficiency of the metaheuristic.We construct the initial solution focusing on the demand of the customers,so that the use of differenttypesTable 3The pseudo-code for assigning customers into vehicles.Assign _Vehicle (Order )iused [1,2,...,P ]={0}for each customer i in Order do while true doselect the vehicle k which is not tabu for i and has minimum (freeD k ÀD i )ÃF kinsert the customer i at the last position of route for vehicle k if !Is_Feasible (route )theniused [P ]=iused [P ]+1;//add a new vehicle with largest capacity Tabu this vehicle k for customer i elseif freeD k <MinD then //vehicle k cannot service any customeriused [t ]=iused [t ]+1//assuming the type of vehicle k is t ,add onenew vehicleend ifaccept the new route,and break the loop//start to assign successive customerend if end while end forreturn generated solutionTable 4The characteristics of items of Classes 2–5instances.Classm iVertical Homogeneous Horizontal LengthWidth Length Width Length Width 2[1,2][0.4L ,0.9L ][0.1W ,0.2W ][0.2L ,0.5L ][0.2W ,0.5W ][0.1L ,0.2L ][0.4W ,0.9W ]3[1,3][0.3L ,0.8L ][0.1W ,0.2W ][0.2L ,0.4L ][0.2W ,0.4W ][0.1L ,0.2L ][0.3W ,0.8W ]4[1,4][0.2L ,0.7L ][0.1W ,0.2W ][0.1L ,0.4L ][0.1W ,0.4W ][0.1L ,0.2L ][0.2W ,0.7W ]5[1,5][0.1L ,0.6L ][0.1W ,0.2W ][0.1L ,0.3L ][0.1W ,0.3W ][0.1L ,0.2L ][0.1W ,0.6W ]202S.C.H.Leung et al./European Journal of Operational Research 225(2013)199–210of vehicles can be maximized.Firstly,all of the n customers are sorted on decreasing value of D i(i=1,2,...,n),where D i is the total demand of customer i(i=1,2,...,n)and the sequence is re-corded as Order.Subsequently we assign the customers one at a time from the Order list to a vehicle.The decision of which vehi-cle is assigned to a given customer is based on the least value of (freeD kÀD i)ÃF k,where freeD k is the unused capacity and F k is the fixed cost of the current vehicle k(procedure Assign_Vehicle()). Because the number of each type of vehicle is unlimited,the pro-cedure alwaysfinds a feasible solution.Table3provides a pseu-do-code for the proposed Assign_Vehicle()algorithm.iused is an array presenting the number of used vehicles of different types.MinD is the minimal demand in all the customers.When assigning one customer i to vehicle k,the feasibility is examined to ensure the loading for the modified route is feasible.Other-wise,the assignment of customer i to vehicle k is forbidden and the procedure tries to assign the customer i to another vehicle.As shown in Table2,this procedure is used in SA.In each loop, a partial segment of Order is reversed to get a new Order.Then, we reassign the customers using this method.If a new solution is better than the current one,it becomes the new current solu-tion in order to adjust the search trajectory.This is assumed that previous solution does not have a good characteristic that can be improved easily.In order to obtain a better solution,the new Order is adopted based on the SA acceptance rule.After several steps of improvement by SA,the solution constructed is usually not comparable to the current one.So this method is only applied during thefirst ten iterations.Table5Dataset for different types of vehicle.Inst A B C DQ A L A W A F A V A Q B L C W C F C V C Q C L C W C F C V C Q D L D W D F D V D120101010 1.025151520 1.140252530 1.260402040 1.3 220101010 1.025151520 1.140252530 1.355402040 1.5 320101010 1.030151520 1.160402040 1.2420101010 1.040202020 1.160402030 1.251000101010 1.025******** 1.14000252530 1.36000402050 1.5 62000101010 1.025******** 1.14000402030 1.37200101010 1.0500151520 1.120002525120 6.0450040202508 8200101010 1.0500151520 1.120002525120 5.04500402025010 920101010 1.025151520 1.148402030 1.310200101010 1.0500151520 1.1200025251208.04500402025010 11200101010 1.0500151520 1.1200025251208.04500402025010 1220101010 1.025151520 1.140402030 1.3132000101010 1.05000151550 2.030,00040202001014500101010 1.01500151550 2.130002020400 3.2500040208005 155******** 1.01500151550 2.130002020400 3.2500040208005 1620101010 1.040202020 1.160402030 1.21720101010 1.025151520 1.140252530 1.360403040 1.4 182******** 1.0500202030 2.020********* 5.01920101010 1.040201020 1.160201530 1.2150402090 5.0 202000101010 1.04000201020 1.110,000301560 4.030,00040201508 2120101010 1.040201020 1.160201530 1.220040201208 2220101010 1.040201020 1.160201530 1.220040201208 2320101010 1.040201020 1.160201530 1.220040201208 2420101010 1.040201020 1.160201530 1.2100402060 3.2 2520101010 1.040201020 1.160201530 1.220040201208 2620101010 1.040201020 1.160201530 1.220040201208 2720101010 1.040201020 1.160201530 1.2100402060 3.2 2820101010 1.040201020 1.160201530 1.220040201208 29200101010 1.0500201030 2.0200040201208.03020101010 1.040201020 1.160201530 1.220040201208 3120101010 1.040201020 1.160201530 1.220040201208 3220101010 1.040201020 1.160201530 1.220040201208 3320101010 1.040201020 1.160201530 1.220040201208 3420101010 1.040201020 1.160201530 1.220040201208 35200101010 1.0400201020 1.51000402060 4.036100101010 1.020******* 1.1300302030 1.2400402040 1.3Table6Calibration experiment result for T0and Len.5152535S Sec tot S Sec tot S Sec tot S Sec totT0Unrest5266.65327.945159.32288.995094.74402.305111.83500.08 Seq5427.43461.795274.77510.395198.10580.955238.46680.853000500070009000LenUnrest5144.37383.375094.74402.305078.97779.145083.18968.25 Seq5328.87456.855198.10580.955206.401025.195191.071242.93S.C.H.Leung et al./European Journal of Operational Research225(2013)199–2102034.2.Neighborhood functionsIn our work,three types of move are used to step from the current solution to the subsequent solutions.They are noted as NS i(i=1,2,3).In each loop,one of them is selected ran-domly with equal probability.To explore a larger search space, a dummy empty vehicle is added for each type of vehicle.NS1is a type of customer relocation(Or-opt)(Waters,1987),which reassigns a customer from one route to another position on the same or different route(Fig.3).It is worth noting that relo-cation between two different routes can reduce the number of vehicles required.Waters(1987)introduced a‘‘swap’’type of route exchange which is represented by NS2(Fig.4).It is only applied to vehicles of the same type as swapping loads of heterogeneous vehicles could lead to an unfeasible route from a loading perspective. Therefore,customers’positions can only be exchanged in the cur-rent solution if they belong to vehicles of the same type.NS3is a variant of route interchange(2-opt)(Croes,1958;Lin, 1965).As for NS2,NS3only considers vehicles of the same type (Fig.5).If the selected customers are in the same route as depicted in Fig.5a,the positions of other customers between them (and including themselves)will be reversed.If they belong to dif-ferent routes as illustrated in Fig.5b,in each route from the se-lected customer to the last customer will be grouped as a block. Between the routes the blocks will be swapped.4.3.Heuristic local search mechanismIn order to improve the quality of the solution,we also apply a heuristic local search mechanism,which consists of three methods,to the proposed SA algorithm.It is worth noting that we only apply the mechanism to the best solution with a prob-ability of5%and this is aimed to obtain more efficient solutions within a shorter period of time.The local search methods adopt thefirst improvement criterion using the neighborhood func-tions mentioned in the previous section.Because this neighbor-hood is not operated on two randomly selected customers,we define this mechanism as heuristic local search.We denote the local search methods as LS i(i=1,2,3)according to the neighborhoods NS i(i=1,2,3).These three methods are ran-domly executed.Let us consider an instance with n customers and k vehicles.In LS1,the relocation move of one customer involves the reassign-ment of(n+k)positions.Hence,the complexity of examining NS1 neighborhood of a solution is O(n⁄(n+k)).For LS2,in the worst case whereby all customers are assigned to one type of vehicle, n2pairs of customers can be exchanged and therefore the complex-ity of NS2is O(n2).For LS3,as for LS2,the number of interchange points is(n+k),so the cardinality of pairs for interchange in NS3 is(n+k)2.As a result,examining NS3neighborhood requires O ((n+k)2)computational effort.In practice,the worst case hardly happened because the customers are usually spread out across dif-ferent types of vehicle.Table8Average computational results of Classes2–5for Sequential2L-HFVRP.Inst SA SA_HLS%Gap S Sec h Sec tot S Sec h Sec tot 1678.497.7323.43603.15 5.7331.0411.10 2753.70 6.4321.53705.03 6.0931.28 6.46 3866.5620.8941.05771.8110.3536.6110.93 4796.2822.9340.76704.878.7135.1911.48 5944.8734.6849.07802.569.3527.6215.06 6901.4425.3345.42834.769.9243.907.40 76634.1357.8694.405770.83 1.9531.4013.01 87064.9227.5274.115633.04 4.7737.4220.27 91181.8648.3956.421047.6015.7468.8411.36 108695.22114.15194.217730.73 5.8751.7811.09 119789.89171.07225.858491.9410.0758.8813.26 121707.9915.1123.731681.6132.90158.45 1.54 1335464.18183.90287.9326761.40 6.7165.3424.54 1412027.5546.68112.0511120.3011.2955.627.54 1512871.23118.99190.7211916.3024.53148.507.42 161437.7411.1545.811291.2425.73113.0210.19 172037.0124.8735.341775.4943.41198.8312.84 188364.54344.74600.495790.6230.50138.0330.77 196186.88369.25781.224303.2651.44233.9830.45 209586.34941.001534.626215.4898.14217.7335.16 2114457.73811.101613.928494.36124.15443.8541.25 2215677.581090.281798.928867.10110.40353.4043.44 2315533.281078.921615.038544.30130.44386.8244.99 246756.02595.331092.094714.08104.98287.0230.22 2522864.752937.973155.7411602.30186.28605.5349.26 2620622.13875.112351.0612380.30153.21392.2639.97 279652.102343.762607.825882.75240.04502.4039.05 2841547.502484.484178.8123585.60393.72737.3543.23 2942142.583444.275609.8122938.80486.551045.6945.57 3036243.783609.867783.7316489.70536.781033.7954.50 3149143.853493.4611927.0922033.001110.801531.2855.17 3249142.654755.4512121.4820982.701040.061487.7457.30 3350660.653911.4612173.2721906.601087.931326.9856.76 3425388.93780.5514154.5615005.001680.671887.4140.90 3512902.48160.3217513.849313.541722.961877.5627.82 366279.65256.3716302.744567.292035.082052.9927.27 Avg.27.46Table7Result comparison of SA_HLS and SA on Class1.Inst SA SA_HLS%GapS Sec h Sec tot S Sec h Sec tot1665.64 6.41162.40596.0729.7833.5910.452732.8539.30159.30679.18 5.0532.017.323813.87162.92182.44745.5112.3954.248.404745.50142.72184.50694.33 6.1518.36 6.865916.40214.52226.97761.19 5.6226.9916.946814.8520.02192.53809.56 4.7725.650.6573387.06159.89215.363211.53 3.6729.76 5.1883359.77212.59215.033184.45 3.2124.30 5.2291144.65120.11219.141029.957.3940.2810.02105400.74108.70274.945149.51 6.9725.88 4.65115465.11217.80279.005119.40 6.9726.47 6.33121699.5917.67261.111658.5635.8092.80 2.411319390.0056.72275.6714655.40 1.9332.1824.421410447.1039.97305.7710019.0013.5173.21 4.101510546.9042.11304.9210151.70 5.4955.29 3.75161391.84108.34297.561292.5817.9476.927.13171963.5853.33411.941770.8338.88225.599.82184055.02343.92363.923140.5513.5435.3522.55191980.40205.31445.781553.1132.56107.8121.58203244.47277.20719.061956.9756.0071.5739.68215330.48428.97703.952567.1875.00195.6651.84225934.32160.30699.752605.9076.39174.7256.09235811.71404.05711.092643.8493.99239.2954.51244257.31289.19696.342555.4163.98156.4139.98255960.19248.30908.832972.59129.04253.0950.13265515.4843.45804.554049.6488.09180.2326.58275093.65426.08905.033561.58159.20230.4930.08287944.7382.841103.066858.35125.60161.0513.672915643.10822.161222.339695.00139.73142.6338.023011320.50992.751500.935663.33242.15259.8349.973119297.801754.361946.538054.90325.51483.4458.263217767.80732.971965.678408.61379.53410.8652.683318325.90696.911962.118555.58368.50486.2553.31345713.851406.471998.505536.63323.50425.80 3.10354875.690.981793.804444.59324.64401.588.84364961.221723.82322.953669.89555.13605.3126.03Avg.23.07204S.C.H.Leung et al./European Journal of Operational Research225(2013)199–210。

two-stage stochastic programming

two-stage stochastic programming

two-stage stochastic programmingTwo-stage stochastic programming is a mathematical optimization approach used to solve decision-making problems under uncertainty. It is commonly applied in various fields such as operations research, finance, energy planning, and supply chain management. In this approach, decisions are made in two stages: the first stage involves decisions made before uncertainty is realized, and the second stage involves decisions made after observing the uncertain events.In two-stage stochastic programming, the decision-maker aims to optimize their decisions by considering both the expected value and the risk associated with different outcomes. The problem is typically formulated as a mathematical program with constraints and objective functions that capture the decision variables, uncertain parameters, and their probabilistic distributions.The first stage decisions are typically made with theknowledge of the uncertain parameters, but without knowing their actual realization. These decisions are usually strategic and long-term in nature, such as investment decisions, capacity planning, or resource allocation. The objective in the first stage is to minimize the expected cost or maximize the expected profit.The second stage decisions are made after observing the actual realization of the uncertain events. These decisions are typically tactical or operational in nature, such as production planning, inventory management, or scheduling. The objective in the second stage is to minimize the cost or maximize the profit given the realized values of the uncertain parameters.To solve two-stage stochastic programming problems, various solution methods can be employed. One common approach is to use scenario-based methods, where a set of scenarios representing different realizations of the uncertain events is generated. Each scenario is associated with a probability weight, and the problem is then transformed into a deterministic equivalent problem byreplacing the uncertain parameters with their corresponding scenario values. The deterministic problem can be solved using traditional optimization techniques such as linear programming or mixed-integer programming.Another approach is to use sample average approximation, where the expected value in the objective function is approximated by averaging the objective function valuesover a large number of randomly generated scenarios. This method can be computationally efficient but may introduce some approximation errors.Furthermore, there are also robust optimization techniques that aim to find solutions that are robust against the uncertainty, regardless of the actualrealization of the uncertain events. These methods focus on minimizing the worst-case cost or maximizing the worst-case profit.In summary, two-stage stochastic programming is a powerful approach for decision-making under uncertainty. It allows decision-makers to consider both the expected valueand the risk associated with uncertain events. By formulating the problem as a mathematical program and employing various solution methods, optimal or near-optimal solutions can be obtained to guide decision-making in a wide range of applications.。

专业自动化英语句子翻译

专业自动化英语句子翻译

专业英语翻译the case of a resistor(电阻), the voltage-current relationship is given by Ohm’s law, which states that the voltage across the resistor is equal to the current through the resistor multiplied by the value of the resistance.就电阻而言,电压—电流的关系由欧姆定律决定,欧姆定律指出:电阻两端的电压等于电阻上流过的电流乘以电阻值。

2. the fundamental law that is applied in(被应用) th is method is Kirchhoff’s first law, which states that the algebraic sum of the voltages(电压的代数和) around a closed loop is 0,or ,in any closed loop, the sum of the voltage rises must equal the sum of the voltage drops.这里用到的基本定理是基尔霍夫第一定理,这一定理指出:闭合回路电压代数和为0,在任何闭合回路中,电压增加总量与电压下降的总量相同。

analysis consists of assuming that currents—termed loop(回路)currents— flow in each loop of a network, algebraically summing(代数和)the voltage drops around each loop, and setting each sum equal to 0.网孔分析指的是:假设有一个电流—即所谓的回路电流—流过电路中的每一个回路,求每一个回路电压降的代数和,并令其为零。

管理学专业英语词汇

管理学专业英语词汇

ABC Classification ABC分类法Activity-Based Costing 业务量成本法/作业成本法ACRS (Accelerated cost recovery system) 快速成本回收制度Action Message 行为/措施信息AIS (Accounting information system) 会计信息系统Allocation 已分配量Anticipated Delay Report 拖期预报A/P (Accounts Payable) 应付帐款APICS (American Production & Inventory Control Society) 美国生产及库存控制协会AQL (Acceptable quality Level) 可接受质量水平A/R (Accounts Receivable) 应收帐款Automatic Rescheduling 自动重排产Available To Promise (APT) 可签约量Backflush 倒冲法Backlog 未完成订单/未结订单Back Scheduling 倒序排产BE analysis (Break-even analysis) 盈亏临界点分析,保本分析Bill of Material (BOM) 物料清单Business Plan 经营规划B/V (Book value) 帐面价值Capacity Requirements Planning (CRP) 能力需求计划CBA (Cost-benefit analysis) 成本效益分析CEO 首席执行官CFO (Chief Financial Officer) 财务总裁Closed Loop MRP 闭环物料需求计划CPM (Critical path method) 关键路线法CPP accounting (Constant purchasing power accounting) 不变购买力会计Cumulative Lead Time 累计提前期Cycle Counting 周期盘点Demand 需求Demand Management 需求管理Demonstrated Capacity 实际能力Dependent Demand 非独立需求DFL (Degree of financial leverage) 财务杠杆系数Direct-deduct Inventory Transaction Processing 直接增减库存法Dispatch List 派工单DOL (Degree of operating leverage) 经营杠杆系数ELS (Economic lot size) 经济批量EOQ (Economic order quantity) 经济订货批量FIFO (Fist-in,Fist-out) 先进先出法Firm Planned Order 确认计划订单FISH/LIFO (Fist-in,Still-here) 后进先出法Fixed Order Quantity 固定订货批量法Flow Shop 流水车间Focus Forecasting 集中预测Full Pegging 完全跟踪Generally Accepted Manufacturing Practices 公认生产管理原则Independent Demand 独立需求Inpu/Output Control 投入/产出控制Interplant Demand 厂际需求Inventory Turnover 库存周转次数Item 物料项目Item Record 项目记录Job Shop 加工车间Just-in-time (JIT) 准时制生产Lead Time 提前期前置期,指订单从收到具体明细到货到货仓收到落货纸这一段时间,可以用评估工厂的综合实力。

Operations Research

Operations Research

Operations ResearchGiorgio Gallo∗Operations Research(OR)is defined,according to the International Fed-eration of Operational Research Societies,as a scientific approach to the solution of problems in the management of complex systems.Unlike the nat-ural sciences,OR is a science of the artificial in that its object is not natural reality but rather man-made reality,the reality of complex human-machine systems.Furthermore OR involves not just theoretical study but also prac-tical application.Its purpose is not only to understand the world as it is,but also to develop guidelines about how to change it in order to achieve certain aims or to solve certain problems.Ethical considerations are thus crucial to almost all aspects of OR,research and practice.Operations Research,the originsAlthough no science has ever been born in a specific day,or year,it is com-monly acknowledged that Operations Research,as a specific scientific discip-line,dates back to the years immediately preceding World War II.First in the United Kingdom and later in the United States,interdisciplinary groups were constituted with the objective to improve the military operations by means of a scientific approach.A typical example is the British Anti-Aircraft Com-mand Research Group,better known as the Blacketts circus,which consisted of three physiologist,four physicists,two mathematicians,one army officer and one surveyor.After the end of the war,the experience made in the military context found challenging applications in the context of industrial organisations.The development of ever increasingly complex,large and decentralized industrial organisation,together with the introduction of computers and the mechan-isation of many functions,called for new and more scientific approaches to decision-making and management.That lead to the establishing,not only ∗University of Pisa,Centro Interdipartimentale Scienze per la Pace and Dipartimento di Informatica,Via F.Buonarroti,2,56127Pisa,gallo@di.unipi.it1in the industry but also in the academy,of the new discipline,called Op-erational Research in the U.K.,and Operations Research or Management Science in the US(these two terms are often considered as synonyms).Thefirst national O.R.scientific society was the British one,founded in 1948.The American ones(ORSA,the Operations Research Society of Amer-ica,and TIMS,the Institute of Management Science,today merged under the name of INFORMS)followed a few years later.In1959the International Federations of Operational Research Societies was established.Among the methodologies developed within Operations Research,a major role has been played by optimisation:problems are formulated by means of a set of constraints(equalities or inequalities)and an objective function. The maximisation or minimisation of the objective function subject to the constraints provides the problem’s solution.Codes vs.principlesAs with other applied sciences,ethics can be developed along two comple-mentary lines.One is to have scientific or professional codes of ethics.These are typically sets of rules,sometimes well defined,sometimes eful as they are,ethics codes remain external rather than coming from within the individual,and may lead to double standards.Some evidence suggests that the ethical standards of individuals at work are often different and signific-antly lower than those they follow in their private lives.Although no major national OR society has a formal ethics code,the codes of related scientific disciplines may apply to OR.A second is to develop a more personal ethical approach in which guidance is provided not by a set of rules that limit our freedom,but by principles and values that promote it.According to Hans Jonas,the following principle can be chosen as the basis of an ethical discourse:we have a responsibility toward the other,be it humankind(past,present,and future generations)or nature.This general principle of responsibility can be complemented by another:that knowledge, in all forms,must be shared and made available to everyone;cooperation rather than competition should be at the basis of research activity.This has been called the sharing and cooperation principle(Gallo2003).These prin-ciples might result fundamental in confronting two issues which are crucial to the very survival of our society:ever growing societal inequalities and sustainability.2Models and methodsOnce the principle of responsibility has been accepted it must then be applied to the specificfield of OR.Since model building is the fundamental activity in OR,we should start from models.Thefirst question is whether ethics has anything to say about model construction.In his excellent book on ethics and models,William A.Wallace(1994)reports a large consensus in the OR research community to the effect that“one of the ethical responsibilities[of modellers]is that the goal of any model building process is objectivity with clear assumptions,reproducible results,and no advocacy”(p.6),and on the “need for model builders to be honest,to represent reality as faithfully as possible in their models,to use accurate data,to represent the results of the models as clearly as possible,and to make clear to the model user what the model can do and what its limitations are”(p.8).But might responsibility arise also at an earlier stage,when choosing the methodology to be used?In other words,are methodologies(and hence mod-els)“value neutral”?This is a controversial issue.It might be argued that behind the large role of optimisation in OR,and behind the parallel devel-opment of optimality as a fundamental principle in the analysis of economic activities and in decision-making related to such activities,there are assump-tions with ethical implications:that self-interest is the only motivation for individual economic choices;that maximisation of the utility function is the best formal way to model individual behaviour;and that,by applying the proper rate of substitution,anything can be traded for anything else,with the consequence that everything can be assigned a monetary value.These considerations have lead some(Brans2002)to advocate the use of multi-criteria approaches in order to balance objective,subjective and ethical concerns in model building and problem solving.Here the different(often non-commensurable)criteria,among them those derived from ethical consid-erations,are not reduced,by weighting,to one single criterion,but maintain their individuality,leading to a solution that is considered acceptable to or appropriate for the parties,rather than objectively optimal.Another issue is that optimisation-based models are often solution ori-ented:thefinal goal of the model is the solution,i.e.the recommendation of action to be made to the client.Some argue that more importance should be given to the process rather than to the solution:a learning process in which all the parties involved acquire a better understanding of the problem they face,of the system in which the problem arises,with its structure and its dy-namics,and have a say in thefinal decision.These concerns,which call for a broader sense of responsibility,including not only the client but all stakehold-ers as well,have led to divisions in the OR community.The development of3alternative approaches such as systems thinking and soft operational research are one result.Clients and societyAnother important question concerns the kind of clients chosen.As pointed out by Jonathan Rosenhead(1994),OR practitioners“have worked almost exclusively for one type of client:the management of large,hierarchically structured work organisations in which employees are constrained to pur-sue interests external to their own”(p.195).Yet these are not the only possible clients.Other types of organisations exist,operating by consensus rather than chain-of-command,and representing various interests in society (health,education,housing,employment,environment).But such organisa-tions usually have only limited resources even though the problems they face are no less challenging for the OR profession.This fact has a strong ethical relevance.Since the use of models consti-tutes a source of power,the OR profession runs the risk of aiding the powerful and neglecting the weak,thus contributing to the imbalance of power in soci-ety.A positive but rather isolated example is the experience of a community operational research in the United Kingdom.This is an initiative that has lead many OR researchers and practitioners to work with community groups, such as associations,cooperatives and trades unions.Another way OR may contribute to power imbalances at international level is the strict enforcement of patents and intellectual property rights.A wider dissemination of methodologies and software,according to the shar-ing and cooperation principle mentioned above,might reduce the technology divide between rich and poor countries.4BibliographyJ.Pierre Brans.Ethics and Decisions.European Journal of Operational Research,136:340352,2002.Giorgio Gallo.Operations Research and Ethics:Responsibility,Shar-ing and Cooperation.European Journal of Operational Research,in press(2003)Jonathan Rosenhead.One sided practice-can we do better?In Wil-liam A.Wallace,editor,Ethics in Modeling.Pergamon,1994.William A.Wallace,editor.Ethics in Modelling.Pergamon,1994.5。

《高铁票价定价模型分析国内外文献综述3700字》

《高铁票价定价模型分析国内外文献综述3700字》

高铁票价定价模型研究国内外文献综述1国内研究现状国内有些学者聚焦对不同交通方式之间票价的影响因素开展研究。

刘莉文&张明[13]在梳理高速铁路和高速公路在各自因素条件下的经济运输距离,在此基础上制定不同经济运输距离条件下的运输资源优化策略;陶莉[14]比较分析交通运输行业不同运输方式的优劣势,并以京沪高速铁路为案例对象,结合高铁价格比较模型,得出了短途、中长途、长途等不同铁路运输方式之间的价格比较关系及相应的优势领域,指出高铁票价直接影响高速铁路作用的发挥和使命的实现。

王欢[15]在进行问卷调查的基础上,详细研究了不同收入群体在铁路交通运输客流高峰时期的弹性需求规律,进而制定了差异化的定价策略,并针对中长途客运范围内民航对高铁的影响制定合理的票价。

李旭峰,等[16]在统一计量企业以及社会属性等影响因素的条件下,制定了客运专线的客票定价体系,有助于缓解铁路客运压力。

张一腾、王小平[17]通过分析线路同一OD间的各次列车上座率,根据列车之间的相互替代性并结合交通出行乘客对于时间、价格的需求特点,在列车整体期望收益最大化为目标的约束条件下,建立了各次列车综合收益最大化的动态定价模型,从而最大限度地吸引客流,增加运输密度。

在铁路票价定价模型方面,邢泽邦,等[18]以京津城际铁路为案例对象,构建普速铁路,城际铁路以及高速铁路等运输方式的广义成本模型,并基于2012-2020年的数据对京津城际铁路各种运输方式的分担率和未来趋势进行计算和预测。

张睿, 马瑜, 赵冰茹,等[19]通过SP调查问卷的形式,详细梳理了交通出行乘客对高铁、民航的不同需求,利用Logit模型分析了高铁、民航两种交通出行方式在票价、发车频率、发车时刻等因子的变化规律,明确了高铁、民航两种交通出行方式分时段发车频率的确定方法,从而促进高铁、民航运能资源的最优配置,提高综合交通运输体系的资源利用率。

宋丹丹[20]利用系统动力学方法高铁票价的影响因素以及定价机制开展了详细研究。

管理学英语词汇【可编辑范本】

管理学英语词汇【可编辑范本】

管理学英语词汇(1)ﻫ目标mission/objectiveﻫ集体目标group objectiveﻫ内部环境internal environmentﻫ外部环境external environment计划planning组织organizing人事staffingﻫ领导leading控制controllingﻫ步骤process原理principleﻫ方法technique经理manager总经理general managerﻫ行政人员administratorﻫ主管人员supervisorﻫ企业enterpriseﻫ商业business产业industry公司company效果effectivenessﻫ效率efficiencyﻫ企业家entrepreneur权利power职权authorityﻫ职责responsibilityﻫ科学管理scientific management现代经营管理modern operational management行为科学behavior scienceﻫ生产率p roductivityﻫ激励motivate动机motive法律lawﻫ法规regulation经济体系economicsystemﻫ管理职能managerial functionﻫ产品productﻫ管理学必备英语词汇ﻫ服务serviceﻫ利润profit满意satisfactionﻫ归属affiliationﻫ尊敬esteem 自我实现self-actualizationﻫ人力投入humaninput盈余surplus收入income成本costﻫ资本货物capital goods机器machineryﻫ设备equipment 建筑building存货inventory(2)经验法the empiricalapproach人际行为法the interpersonalbehaviorapproachﻫ集体行为法thegroup behavior approachﻫ协作社会系统法th ecooperative socialsystems approachﻫ社会技术系统法thesocial—technical systems approach 决策理论法the decision theory approachﻫ数学法the mathematical approach系统法the systems approach随机制宜法thecontingency approach管理任务法the managerialroles approach经营法theoperational approach 人际关系human relation心理学psychology态度attitudeﻫ压力pressureﻫ冲突conflict招聘recruitﻫ鉴定appraisalﻫ选拔s electﻫ培训train报酬compensationﻫ授权delegation ofauthorityﻫ协调coordinateﻫ业绩performanceﻫ考绩制度meritsystemﻫ管理学必备英语词汇表现behavior下级subordinate偏差deviation检验记录inspection record误工记录recordof labor—hours lost销售量sales volumeﻫ产品质量quality of productsﻫ先进技术advanced technology顾客服务customerserviceﻫ策略strategy结构structure(3)领先性primacyﻫ普遍性pervasiveness忧虑fearﻫ忿恨resentmentﻫ士气moraleﻫ解雇layoff批发wholesale零售retail程序procedureﻫ规则rule规划program预算budget共同作用synergyﻫ大型联合企业conglomerate资源resource购买acquisition增长目标growth goalﻫ专利产品proprietaryproduct竞争对手rival晋升promotionﻫ管理决策managerialdecision 商业道德business ethics有竞争力的价格competitive price供货商supplierﻫ小贩vendor利益冲突conflict ofinterestsﻫ派生政策derivative policy开支帐户expenseaccount批准程序approval procedure病假sickleaveﻫ休假vacationﻫ工时labor—hourﻫ机时machine-hour资本支出capital outlay现金流量cash flowﻫ工资率wage ra te税收率tax rateﻫ股息dividend现金状况cash position资金短缺capitalshortageﻫ总预算overall budgetﻫ资产负债表balance sheetﻫ可行性feasibilityﻫ投入原则the commitmentprincipleﻫ投资回报return on investmentﻫ生产能力c apacity toproduceﻫ实际工作者practitionerﻫ最终结果endresultﻫ业绩performanceﻫ个人利益personal interest福利welfareﻫ市场占有率market share创新innovation生产率productivityﻫ利润率profitability 社会责任publicresponsibilityﻫ董事会board of directorﻫ组织规模sizeoftheorganization组织文化organizational culture目标管理managementby object ives评价工具appraisal tool激励方法motivational techniques控制手段control device个人价值personalworth优势strength弱点weaknessﻫ机会opportunityﻫ威胁threat个人责任personal responsibility顾问counselorﻫ定量目标quantitative objectiveﻫ定性目标qualitative objectiveﻫ可考核目标verifiable objective优先priority工资表payroll(4)策略strategyﻫ政策policyﻫ灵活性d iscretion多种经营diversificationﻫ评估assessmentﻫ一致性consistency应变策略consistency strategy公共关系public relation价值valueﻫ抱负aspiration偏见prejudiceﻫ审查reviewﻫ批准appr oval主要决定major decisionﻫ分公司总经理divisiongeneral manager资产组合距阵portfoliomatrix明星star问号questionmark现金牛cash cowﻫ赖狗dog采购procurement人口因素demographic factorﻫ地理因素geographic factorﻫ公司形象company imageﻫ产品系列prod uct line合资企业jointventureﻫ破产政策liquidation strategy紧缩政策retrenchmentstrategyﻫ战术tactics(5)ﻫ追随followershipﻫ个性individuality性格personalityﻫ安全safetyﻫ自主权latitudeﻫ悲观的pessimisticﻫ静止的staticﻫ乐观的optimistic动态的dynamic灵活的flexibleﻫ抵制resistance敌对antagonismﻫ折中eclectic(6)ﻫ激励motivationﻫ潜意识subconscious地位status情感affectionﻫ欲望desireﻫ压力pressure满足satisfactionﻫ自我实现的需要ne edsforself—actualizationﻫ尊敬的需要esteem needs归属的需要affiliationneedsﻫ安全的需要security needsﻫ生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcementtheoryﻫ反馈feedbackﻫ奖金bonusﻫ股票期权stock optionﻫ劳资纠纷labordisputeﻫ缺勤率absenteeismﻫ人员流动t urnover奖励reward(7)特许经营franchiseﻫ热诚zealﻫ信心confidenceﻫ鼓舞inspireﻫ要素ingredientﻫ忠诚loyaltyﻫ奉献devotion作风styleﻫ品质traitﻫ适应性adaptabilityﻫ进取性aggressiveness热情enthusiasm毅力persistenceﻫ人际交往能力interpersonal skillsﻫ行政管理能力administrative ability智力intelligenceﻫ专制式领导autocratic leaderﻫ民主式领导democr atic leaderﻫ自由放任式领导free—re in leader管理方格图themanagerialgridﻫ工作效率work efficiencyﻫ服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participativeleadership指导型领导instrumental leadershipﻫ成就取向型领导achievement—oriented leadership汉语新难词英译保险业the insurance indu stry保证重点指出ensure fundingforpr iorityareas补发拖欠的养老金clear uppension paymentsin arrearsﻫ不良贷款non—performing loanﻫ层层转包和违法分包multi—level contracting and illegalsubcontractingﻫ城乡信用社creditcooperative inboth urbanand rural areas城镇居民最低生活保障a minimum standardof living for city resid ents城镇职工医疗保障制度the system of medicalinsurance for urban workers出口信贷exportcredit贷款质量loan quality贷款质量五级分类办法the five-category assetsclassification forbank loansﻫ防范和化解金融风险t akeprecautions against andreduce financialrisks防洪工程flood-preventionproject 非法外汇交易illegal foreign exchan ge transaction非贸易收汇foreignexchangeearnings through nontrade channelsﻫ非银行金融机构non-bank financialinstitutionsﻫ费改税transform administrative fees into taxesﻫ跟踪审计follow—up auditing工程监理制度themonitoring system for projects国有资产安全the safety of state—owned assetsﻫ过度开垦excess reclamation合同管理制度thecontractsystemforgoverning projectsﻫ积极的财政政策pro-active fiscal policyﻫ基本生活费basic allowanceﻫ解除劳动关系sever labor relation金融监管责任制the responsibilitysystem for financialsupervisionﻫ经济安全economic securityﻫ靠扩大财政赤字搞建设to increasethe def icit tospendmoreon developm ent扩大国内需求the expansionof domestic demand拉动经济增长fuel economic growthﻫ粮食仓库grain depotﻫ粮食收购企业grain collection and stor age enterprise粮食收购资金实行封闭运行closedope ration of grain purchase fundsﻫ粮食销售市场grain sales market劣质工程shoddyengineering乱收费、乱摊派、乱罚款arbitrary charges, fund-raising,quotasand finesﻫ骗汇、逃汇、套汇obtain foreign currency under false pretenses, not turn overforeign owed to thegovernment and illegal arbitrageﻫ融资渠道financing channelsﻫ商业信贷原则the principles forcommercialcredit 社会保险机构social securityinstitution失业保险金unemploymentinsurance benefitsﻫ偷税、骗税、逃税、抗税tax evasion,tax fraud and refusal to paytaxesﻫ外汇收支foreign exchange revenue andspending安居工程housing project forlow-income urban residentsﻫ信息化information-based;informationization智力密集型concentration ofbrainpower;Knowledge-intensiveﻫ外资企业overseas-funded enterprises 下岗职工laid—off workersﻫ分流reposition of redundant personnel三角债chain debts素质教育education for all-round development豆腐渣工程jerry-built projects社会治安情况law—and—order situa tionﻫ民族国家nation stateﻫ“**” ”independenceof Taiwan"台湾当局Taiwan authorities台湾同胞Taiwancompatriots台湾是中国领土不可分割的一部分。

学术英语综合第二单元

学术英语综合第二单元

Corporate Social Responsibility
▪ Definitions ▪ Corporate social responsibility (CSR) is
about how companies manage the business processes to produce an overall positive impact on society ▪ Corporate social responsibility (CSR) refers to a business practice that involves participating in activities that benefit society.
Stakeholder VS Shareholder
▪ Stakeholder Perspective
▪ The phrase corporate social responsibility is often used in discussions of business ethics. The idea behind this concept is the belief that companies should consider the needs and interests of multiple stakeholder groups, not just those with a direct financial stake in the organization's profits and losses.
Text A Striking the Right Balance
▪ But the world has changed since 1776. Firms today are much larger, they operated globally, they have thousands of employees, and they are owned by millions of stockholders. This make us wonder if the “invisible hand” still provides reliable guidance. Should companies still try to maximize profits, or should they take broader view and take more balanced actions designed to benefit customers, employees, suppliers, and society as a whole?

全产业链价值创造英文说明书

全产业链价值创造英文说明书

全产业链价值创造英文说明书1The concept of full industrial chain value creation refers to the comprehensive and coordinated optimization and integration of all links within an industry chain, from the initial stage of research and development to the final stage of sales and after-sales service. This approach aims to maximize the overall value and competitive advantage of the entire chain.Take a well-known automotive brand as an example. They have achieved value maximization by integrating various aspects such as research and development, production, and sales. In the R&D stage, they invest heavily in technological innovation and design to create unique and appealing vehicle models. During the production process, they adopt advanced manufacturing techniques and strict quality control to ensure high-quality output. In the sales phase, they establish an extensive distribution network and provide excellent customer service to enhance brand image and customer satisfaction.Another case is an electronic enterprise that optimizes its full industrial chain layout to enhance competitiveness. They focus on enhancing the efficiency and flexibility of the supply chain to respond quickly to market changes. They also continuously improve the R&D capabilities to launch new products that meet the diverse needs ofconsumers. At the same time, they build a strong marketing and sales team to expand market share.The significance of full industrial chain value creation is profound. It helps enterprises reduce costs, improve product quality and service levels, and enhance their ability to respond to market fluctuations. Moreover, it promotes the efficient allocation of resources and the upgrading of the entire industry, leading to sustainable development and greater economic benefits.In conclusion, full industrial chain value creation is not only an important strategy for enterprises to succeed in the fierce market competition but also a driving force for the healthy development of the entire industry.2The whole industrial chain value creation is a complex and significant topic that involves multiple elements and challenges. To understand it thoroughly, let's take the example of an agricultural enterprise. In its pursuit of full industrial chain development, it often encounters the risk of market fluctuations. For instance, sudden changes in the demand and supply of agricultural products can lead to price instability. This not only affects the income of farmers but also poses challenges to the processing and sales links. To cope with this, the enterprise needs to establish a precise market monitoring mechanism and a flexible production adjustment strategy.Another example could be a clothing brand. Supply chain issues can have a significant impact on its value creation. Delays in raw material supply or problems in logistics can cause production delays and customer dissatisfaction. To address these problems, the brand should build a stable and efficient supply chain system, strengthen cooperation with suppliers, and improve inventory management.In conclusion, the key elements of whole industrial chain value creation include seamless coordination among various links, effective risk management, and continuous innovation. Only by paying attention to these aspects and taking corresponding measures can enterprises truly achieve sustainable value creation and development in the fierce market competition.3The entire industrial chain value creation represents a revolutionary concept that has reshaped the business landscape in the contemporary era. It involves integrating all stages of production, distribution, and consumption to maximize value and achieve sustainable growth. Take, for instance, a leading internet enterprise that harnessed the power of big data to drive an upgrade across the entire industrial chain. By collecting and analyzing vast amounts of data from various sources, this company was able to identify market trends, customer preferences, and potential operational bottlenecks with unprecedented accuracy. This enabled themto optimize their product offerings, streamline their supply chain, and enhance their marketing strategies, resulting in a significant increase in market share and customer satisfaction.Another compelling example is a traditional manufacturing firm that underwent an intelligent transformation to achieve a breakthrough in value creation. Through the adoption of advanced technologies such as robotics, artificial intelligence, and the Internet of Things, this company automated its production processes, improved product quality, reduced production costs, and shortened delivery times. Simultaneously, it leveraged digital platforms to establish closer connections with customers, providing personalized products and services, and thereby enhancing brand loyalty and competitiveness.In conclusion, the success of the entire industrial chain value creation lies in the seamless integration of resources, the application of innovative technologies, and a customer-centric approach. It requires businesses to have a forward-looking vision, a willingness to embrace change, and the ability to collaborate effectively across different sectors. Only by doing so can enterprises truly unlock the potential of the entire industrial chain and create long-term value in an increasingly competitive marketplace.4The concept of full industrial chain value creation has emerged as a driving force for businesses and society. Let's take a food enterprise as anexample. By implementing full industrial chain management, this enterprise can closely monitor every step from raw material sourcing to production, processing, and distribution. This not only ensures the safety and quality of food but also boosts consumers' trust. For instance, when it comes to the selection of agricultural products, strict standards are imposed to guarantee the freshness and non-pollution of the ingredients. During the production process, advanced technologies and strict quality control measures are adopted to eliminate any potential risks. As a result, consumers are more willing to purchase products from this enterprise, which leads to increased sales and a better reputation.Another example can be found in the energy sector. A certain energy enterprise has made remarkable contributions to promoting the popularization of green energy through the development of a full industrial chain. It starts from the research and development of new energy technologies, followed by the establishment of large-scale production facilities to reduce costs and improve efficiency. Moreover, efforts are made in the construction of energy storage and transmission systems to ensure a stable supply of green energy. This comprehensive approach not only helps reduce reliance on traditional energy sources but also plays a crucial role in protecting the environment and achieving sustainable development.In conclusion, full industrial chain value creation brings numerousbenefits to both enterprises and society. It enhances the competitiveness of enterprises, meets the demands of consumers for high-quality products and services, and contributes to the sustainable development of society as a whole.5The concept of full industrial chain value creation has emerged as a powerful force shaping the dynamics of various industries in today's highly competitive business landscape. It involves the seamless integration and optimization of all stages of a product or service's lifecycle, from raw materials sourcing to end-user consumption.In the financial sector, for instance, the construction of a full industrial chain financial service system has become increasingly crucial. This encompasses providing a comprehensive range of financial products and services, including financing for startups, supply chain finance for enterprises, and wealth management for individuals. By integrating these elements, financial institutions can better meet the diverse needs of clients and enhance their overall competitiveness.The healthcare industry has also witnessed significant improvements through full industrial chain integration. By integrating various components such as medical research and development, production of medical devices and drugs, hospital operations, and post-treatment rehabilitation, the allocation of medical resources can be optimized. Thisresults in improved accessibility and quality of healthcare services for patients.Looking forward, the trend of full industrial chain value creation is set to continue and intensify. Industries will need to focus on technological innovation, data analytics, and strategic partnerships to further enhance the efficiency and effectiveness of their value creation processes. Only by embracing this holistic approach can businesses thrive and contribute to sustainable economic growth and social development.。

(整理)审计与内部控制词汇英译.

(整理)审计与内部控制词汇英译.

审计与内部控制词汇英译1 ability to perform the work 能力履行工作2 acceptance procedures 承兑程序过程3 accountability 经管责任,问责性4 accounting estimate 会计估计5 accounts receivable listing 应收帐款挂牌6 accounts receivable 应收账款7 accruals listing 应计项目挂牌8 accruals 应计项目9 accuracy 准确性10 adverse opinion 否定意见11 aged analysis 年老的分析(法,学)研究12 agents 代理人13 agreed-upon procedures 约定审查业务14 analysis of errors 错误的分析(法,学)研究15 anomalous error 反常的错误16 appointment ethics 任命伦理学17 appointment 任命18 associated firms 联合的坚挺19 association of chartered certified accounts(ACCA)特计的证(经执业的结社(ACCA20 assurance engagement 保证债务21 assurance 保证22 audit 审计,审核,核数23 audit acceptance 审计承兑24 audit approach 审计靠近25 audit committee 审计委员会,审计小组26 ahudit engagement 审计业务约定书27 audit evaluation 审计评价28 audit evidence 审计证据29 audit plan 审计计划30 audit program 审计程序31 audit report as a means of communication 审计报告如一个通讯方法32 audit report 审计报告33 audit risk 审计风险34 audit sampling 审计抽样35 audit staffing 审计工作人员36 audit timing 审计定时37 audit trail 审计线索38 auditing standards 审计准则39 auditors duty of care 审计(查帐)员的抚养责任40 auditors report 审计报告41 authority attached to ISAs 代理权附上到国际砂糖协定42 automated working papers 自动化了工作文件43 bad debts 坏账44 bank 银行45 bank reconciliation 银行对账单,余额调节表46 beneficial interests 受益权47 best value 最好的价值48 business risk 经营风险49 cadbury committee cadbury 委员会50 cash count 现金盘点51 cash system 兑现系统52 changes in nature of engagement 改变债务的性质上53 charges and commitments 费用和评论54 charities 宽大55 tom walls tom 墙壁56 chronology of an audit 一审计的年代表57 CIS application controls CIS 申请控制58 CIS environments stand-alone microcomputers CIS 环境单机微型计算器59 client screening 委托人甄别60 closely connected 接近地连接61 clubs 俱乐部62 communications between auditors and management 通讯在审计(查帐)员和经营之间63 communications on internal control 内部控制上的通讯64 companies act 公司法65 comparative financial statements 比较财务报表66 comparatives 比较的67 competence 能力68 compilation engagement 编辑债务69 completeness 完整性70 completion of the audit 审计的结束71 compliance with accounting regulations 符合~的作法会计规则72 computers assisted audit techniques (CAATs)计算器援助的审计技术(CAATs)73 confidence 信任74 confidentiality 保密性75 confirmation of accounts receivable 应收帐款的查证76 conflict of interest 利益冲突77 constructive obligation 建设的待付款78 contingent asset 或有资产79 contingent liability 或有负债80 control environment 控制环境81 control procedures 控制程序82 control risk 控制风险83 controversy 论战84 corporate governance 公司治理,公司管制85 corresponding figures 相应的计算86 cost of conversion 转换成本,加工成本87 cost 成本88 courtesy 优待89 creditors 债权人90 current audit files 本期审计档案91 database management system (DBMS)数据库管理制度(数据管理系统)92 date of report 报告的日期93 depreciation 折旧,贬值94 design of the sample 样品的设计95 detection risk 检查风险96 direct verification approach 直接核查法97 directional testing 方向的抽查98 directors emoluments 董事酬金99 directors serve contracts 董事服务合约100 disagreement with management 与经营的不一致101 disclaimer of opinion 拒绝表示意见102 distributions 分销,分派103 documentation of understanding and assessment of control risk 控制风险的协商和评定的文件编集104 documenting the audit process 证明审计程序105 due care 应有关注106 due skill and care 到期的技能和谨慎107 economy 经济108 education 教育109 effectiveness 效用,效果110 efficiency 效益,效率111 eligibility / ineligibility 合格 / 无被选资格112 emphasis of matter 物质的强调113 engagement economics 债务经济学114 engagement letter 业务约定书115 error 差错116 evaluating of results of audit procedures 审计手序的结果评估117 examinations 检查118 existence 存在性119 expectations 期望差距120 expected error 预期的错误121 experience 经验122 expert 专家123 external audit 独立审计124 external review reports 外部的评论报告125 fair 公正126 fee negotiation 费谈判127 final assessment of control risk 控制风险的确定评定128 final audit 期末审计129 financial statement assertions 财政报告宣称130 financial 财务131 finished goods 产成品132 flowcharts 流程图133 fraud and error 舞弊134 fraud 欺诈135 fundamental principles 基本原理136 general CIS controls 一般的 CIS 控制137 general reports to mangement 对(牛犬等的)疥癣的一般报告138 going concern assumption 持续经营假设139 going concern 持续经营140 goods on sale or return 货物准许退货买卖141 goodwill 商誉142 governance 统治143 greenbury committee greenbury 委员会144 guidance for internal auditors 指导为内部审计员145 hampel committee hampel 委员会146 haphazard selection 随意选择147 hospitality 款待148 human resources 人力资源149 IAPS 1000 inter-bank confirmation procedures IAPS 1000 在中间- 银行查证程序过程150 IAPS 1001 CIS environments-stand-alone microcomputers IAPS 1001 CIS 环境-单机微型计算器151 IAPS 1002 CIS environments-on-line computer systems IAPS 1002 CIS 环境-(与主机)联机计算器系统152 IAPS 1003 CIS environments-database systems IAPS 1003 CIS 环境- 数据库系统153 IAPS 1005 the special considerations in the audit of small entities 在小的个体审计中的 IAPS 1005 特别的考虑154 IAS 2 inventories 信息家电 2 库存155 IAS 10 events after the balance sheet date 在平衡 sheeet 日期後面的信息家电 10 事件156 IFACs code of ethics for professional accountants IFACs 道德准则为职业会计师157 income tax 所得税158 incoming auditors 收入审计(查帐)员159 independent estimate 独立的估计160 ineligible for appointment 无被选资格的为任命161 information technology 信息技术162 inherent risk 固有风险163 initial communication 签署通讯164 insurance 保险165 intangibles 无形166 integrity 完整性167 interim audit 中期审计168 internal auditing 内部审计169 internal auditors 内部审计师170 internal control evaluation questionnaires (ICEQs)内部控制评价调查表171 internal control questionnaires (ICQs)内部控制调查表172 internal control system 内部控制系统173 internal review assignment 内部的评论转让174 international audit and assurance standards board (IAASB)国际的审计和保证标准登船(IAASB)175 international auditing practice statements (IAPSs)国际的审计实务声明(IAPSs)176 international federation of accountants (IFAC)国际会计师联合会(IFAC)177 inventory system 盘存制度178 inventory valuation 存货估价179 ISA 230 documentation 文件编制180 ISA 240 fraud and error 国际砂糖协定 240 欺诈和错误181 ISA 250 consideration of law and regulations 法和规则的国际砂糖协定 250 考虑182 Isa 260 communications of audit matters with those charge governance 审计物质的国际砂糖协定 260 通讯由于那些索价统治183 isa 300 planning isa 300 计划编制184 isa 310 knowledge of the business 企业的 isa 310 知识185 isa 320 audit materiality 审计重要性186 isa 400 accounting and internal control isa 400 会计和内部控制187 isa 402 audit considerations relating to entities using service organisations 与正在使用的个体有关的 isa 402个审计考虑服务组织188 isa 500 audit evidence 审计证据189 isa 501 audit evidence-additional considerations for specific items isa 501个审计证据- 补偿为特殊条款190 isa 510 external confirmations isa 510个外部的查证191 isa 520 analytical procedures 分析性程序192 isa 530 audit sampling 审计抽样193 isa 540 audit of accounting estimates 解释估计的 isa 540 审计194 isa 560 subsequent events 期后事项195 isa 580 management representations 管理当局声明书196 isa 610 considering the work of internal auditing isa 610 以内部审计的工作看来197 isa 620 using the work of an expert isa 620 使用专家的工作198 isa 700 auditors report on financial statements 财务报表上的 isa 700 审计(查帐)员的报告199 isa 710 comparatives isa 710个比较的200 isa 720 other information in documents containing audited financial statements isa 720 证券包含 audited 财务报表的其他信息201 isa 910 engagement to review financial statements isa 910 债务复阅财务报表202 isas and rss isas 和 rss203 joint monitoring unit 连接检验单位204 knowledge of the entitys business 个体的企业知识205 law and regulations 法和规则206 legal and regulations 法定权利和规则207 legal obligation 法定义务,法定责任208 levels of assurance 保险程度,保障水平209 liability 负债210 limitation on scope 审计范围限制211 limitation of audit 审计的提起诉讼的限期212 limitations of controls system 控制系统的提起诉讼的限期213 litigation and claims 诉讼和赔偿214 litigation 诉讼215 loans 借款,贷款216 long term liabilities 长期负债217 lowballing lowballing218 management 管理219 management integrity 经营完整220 management representation letter 管理当局声明书221 marketing 推销,营销,市场学222 material inconsistency 决定性的前后矛盾223 material misstatements of fact 重大误报224 materiality 重要性225 measurement 计量226 microcomputers 微型计算器227 modified reports 变更报告228 narrative notes 叙述证券229 nature 性质230 negative assurance 消极保证231 net realizable value 可实现净值232 non-current asset register 非本期的财产登记233 non-executive directors 非执行董事234 non-sampling risk 非抽样风险235 non-statutory audits 目标236 objectivity 客观性237 obligating event 负有责任事件238 obligatory disclosure 有拘束的揭示239 obtaining work 获得工作240 occurrence 出现241 on-line computer systems (与主机)联机计算器系统242 opening balances 期初余额243 operational audits 经营审计,作业审计244 operational work plans 操作上的工作计划245 opinion shopping 意见购物246 other information 其他的信息247 outsourcing internal audit 支援外包的内部核数248 overall review of financial statements 财务报表的包括一切的评论249 overdue fees 超储未付费250 overhead absorption 管理费用分配251 periodic plan 定期的计划252 permanent audit files 永久审计档案253 personal relationships 个人的亲属关系254 planning 计划编制255 population 抽样总体256 precision 精密257 preface to ISAs and RSs 国际砂糖协定的序文和债券附卖回交易258 preliminary assessment of control risk 控制风险的预备评定259 prepayments 预付款项260 presentation and disclosure 提示和揭示261 problems of accounting treatment 会计处理的问题262 procedural approach 程序上的靠近263 procedures 程序264 procedures after accepting nomination 程序过程在接受提名之后265 procurement 采购266 professional duty of confidentiality 保密的职业责任267 projection of errors 错误的规划268 provision 备抵,准备269 public duty 公共职责270 public interest 公众利益271 publicity 宣传272 purchase ledger 购货分类账273 purchases and expenses system 买和费用系统274 purchases cut-off 买截止275 put on enquiry 询价上的期货买卖276 qualified opinion 保留意见277 qualifying disclosure 合格揭示278 qualitative aspects of errors 错误的性质上的方面279 random selection 随机选择280 reasonable assurance 合理保证281 reassessing sampling risk 再评价抽样风险282 reliability 可靠性283 remuneration 报酬284 report to management 对经营的报告285 reporting 报告286 research and development costs 研究和开发成本287 reservation of title 保留288 reserves 准备,储备289 revenue and capital expenditure 岁入和资本支出290 review 评论291 review and capital expenditure 评论和资本支出292 review 评论293 review engagement 复阅债务294 rights 认股权295 rights and obligations 认股权和待付款296 rights to information 对信息的认股权297 risk and materiality 风险和重要性298 risk-based approach 以风险为基础的方式299 romalpa case romalpa 个案300 rotation of auditor appointments301 rules of professional conduct 职业道德守则302 sales cut-off 销售截止303 sales system 销售(货)制度304 sales tax 销售税,营业税305 sales 销售,销货306 sample size 样本量307 sampling risk 抽样风险308 sampling units 抽样单位309 schedule of unadjusted errors 未调整的错误表310 scope and objectives of internal audit 内部核数的范围和目标311 segregation of duties 职责划分312 service organization 服务组织313 significant fluctuations or unexpected relationships 可重视的(市价)波动或不能预料的亲属关系314 small entity 小的个体315 smaller entities 比较小的个体316 sole traders 个体营业者317 sources of knowledge 知识的根源318 specimen letter on internal control 内部控制上的样本证书319 stakeholders 赌款保存人320 standardised working papers 标准化工作文件321 statement 1:integrity,objectivity and independence 声明 1: 完整,客观性和独立322 statement 2:the professional duty of confidence 声明 2: 信任的职业责任323 statement 3: advertising ,publicity and obtaining professional work 声明 3: 广告法(学),宣传和获得专业性工作324 statement 5:changes in professional appointment 声明 5: 在职业上的任命中的改变325 statistical sampling 统计抽样326 statutory audit 法定审计327 statutory books 法定卷册328 statutory duty 法定责任329 stewardship 总管的职务330 strategic plan 战略性计划331 stratification 分层332 subsequent events 期后事项333 substantive procedures 实词程序过程334 substantive tests 实质性测试335 sufficient appropriate audit evidence 充分的适当审计证据336 summarising errors summarising 错误337 sundry accruals 杂的应计项目338 supervision 监督339 supervisory and monitoring roles 监督的和检验角色340 suppliers statements 供应商的声明341 system and internal controls 系统和内部的控制342 systematic selection 系统选择法343 systems-based approach 以系统为基础的方式344 tangible non-current assets 有形的非流动资产345 tendering 投标,清偿346 terms of the engagement 债务的条件347 tests of control 控制的证人348 the AGM 周年大会349 the board 委员会350 three Es 三 Es351 timing 定时352 tolerable error 可容忍误差353 trade accounts payable and purchases 贸易应付帐款和买354 trade accounts payable listing 贸易应付帐款挂牌355 training 培训356 treasury 国库,库房357 TRUE 真实358 turnbull committee turnbull 委员会359 ultra vires 越权360 uncertainty 不确定性361 undue dependence 未到(支付)期的未决362 unqualified audit report 无条件的审计报告363 unqualified report 无条件的报告364 using the knowledge 使用知识365 using the work of an expert 使用专家的工作366 valuation 计价,估价367 value for money 现金(交易)价格368 voluntary disclosure 自愿披露369 wages and salaries 工资,薪金370 wages system 工资系统371 work in progress 在产品372 working papers 工作底稿。

预计合同额的英语

预计合同额的英语

预计合同额的英语Estimating Contract AmountEstimating the contract amount is a critical step in the procurement process as it helps ensure that the project budget is realistic and that the selected contractor can successfully complete the work within the allocated funds. Accurate estimation of the contract amount requires a thorough understanding of the project scope, materials and labor costs, and any potential risks or contingencies that may arise during the project execution.One of the key factors in estimating the contract amount is the project scope. The scope should be clearly defined and communicated to all stakeholders to ensure that there are no misunderstandings or unexpected additions to the work. This includes a detailed breakdown of the tasks and deliverables required, as well as any specific requirements or constraints that may impact the cost of the project. For example, if the project requires specialized equipment or materials, or if it must be completed within a tight timeline, these factors would need to be accounted for in theestimation process.Another important consideration is the cost of materials and labor. Obtaining accurate and up-to-date pricing information from suppliers and contractors is essential for developing a realistic budget. This may involve researching current market prices, negotiating with vendors, and factoring in any potential fluctuations in material or labor costs over the course of the project. Additionally, it's important to consider any indirect costs, such as transportation, storage, or equipment rental, that may be required to complete the work.Risk and contingency planning are also critical components of the contract amount estimation process. Projects often face unexpected challenges or delays, and it's important to have a plan in place to address these issues without exceeding the budget. This may involve setting aside a contingency fund to cover unforeseen expenses, or developing alternative strategies for mitigating risks, such as securing backup suppliers or subcontractors.One effective approach to estimating the contract amount is to use a bottom-up estimating method. This involves breaking down the project into individual tasks or work packages, and then estimating the cost and duration of each component. This level of detail can provide a more accurate and comprehensive understanding of theproject's overall cost, and can help identify areas where cost savings or efficiencies may be possible.Another approach is to use historical data and industry benchmarks to inform the estimation process. By analyzing the costs and performance of similar projects in the past, organizations can develop a more informed understanding of the resources and budgets required for the current project. This can be particularly useful for projects that involve repetitive or well-established work processes, where past performance can be a reliable indicator of future costs.Regardless of the specific approach used, it's important to continuously monitor and update the contract amount estimation throughout the project lifecycle. As new information becomes available or as circumstances change, the budget may need to be adjusted to ensure that the project remains on track and within the allocated funds.In addition to the technical aspects of estimating the contract amount, there are also important strategic and organizational considerations to take into account. For example, the organization's procurement policies and procedures may dictate certain requirements or constraints that must be factored into the estimation process. Additionally, the organization's overall financialhealth and risk tolerance may influence the level of contingency or buffer that is built into the contract amount.Furthermore, the contract amount estimation process should be closely aligned with the organization's overall project management and risk management strategies. By integrating these elements, organizations can develop a more holistic and effective approach to managing the financial and operational aspects of their projects.In conclusion, estimating the contract amount is a complex and multifaceted process that requires a deep understanding of the project scope, costs, and risks. By using a systematic and data-driven approach, organizations can develop realistic and accurate budget estimates that support the successful delivery of their projects. Additionally, by continuously monitoring and updating the contract amount estimation throughout the project lifecycle, organizations can ensure that their projects remain on track and within the allocated funds.。

并购案例英文总结范文

并购案例英文总结范文

IntroductionIn the highly competitive business landscape, strategic acquisitions have become a common tool for companies to expand their market presence, diversify their product offerings, and enhance their competitive advantage. The acquisition of XYZ Corporation by ABC Corporation is a prime example of how a well-executed merger can lead to significant synergies and long-term growth. This summary outlines the key aspects of the acquisition, including the rationale behind the deal, the strategic benefits, and the challenges faced during the integration process.BackgroundXYZ Corporation, a leading player in the technology sector, had been experiencing stagnation in its growth trajectory. Despite its innovative products and a loyal customer base, the company was struggling to adapt to the rapidly evolving market dynamics. On the other hand, ABC Corporation, a multinational conglomerate with a diverse portfolio of businesses, was looking to enter the technology market to complement its existing offerings.Rationale for the AcquisitionThe decision to acquire XYZ Corporation was driven by several strategic considerations:1. Market Expansion: By acquiring XYZ, ABC Corporation aimed to enter a new market segment, leveraging the established brand and customer base of XYZ.2. Synergy: The combination of ABC Corporation's financial resources and operational expertise with XYZ's technological innovations was expected to create significant synergies, leading to enhanced product development and market competitiveness.3. Diversification: The acquisition was seen as a strategic move to diversify ABC Corporation's revenue streams, reducing its reliance onits existing markets and businesses.Strategic BenefitsThe acquisition of XYZ Corporation by ABC Corporation yielded several strategic benefits:1. Increased Market Share: The merged entity quickly became a dominant player in the technology sector, significantly increasing its market share and revenue.2. Enhanced Product Portfolio: The integration of XYZ's innovative products with ABC's existing offerings resulted in a more comprehensive and competitive product portfolio.3. Cost Savings: Through operational efficiencies and streamlined processes, the merged entity achieved substantial cost savings, improving its overall profitability.4. Innovation and R&D: The acquisition provided ABC Corporation with access to XYZ's cutting-edge research and development capabilities, fostering innovation and future growth.Challenges and Integration ProcessDespite the strategic benefits, the acquisition process was not without its challenges. Some of the key challenges faced included:1. Cultural Integration: Merging two distinct corporate cultures was a significant challenge. ABC Corporation had to ensure that XYZ's employees felt valued and integrated seamlessly into the new organization.2. Regulatory Approval: The acquisition had to navigate various regulatory hurdles, including antitrust approvals and compliance with local laws in both countries.3. Technology Integration: Integrating XYZ's technology infrastructure with ABC's existing systems required careful planning and execution to avoid disruptions.4. Employee Retention: Retaining key talent from XYZ was crucial to maintain the company's competitive edge and ensure a smooth transition.To address these challenges, ABC Corporation implemented a comprehensive integration plan that included:- A dedicated integration team to oversee the process.- Regular communication with employees to maintain transparency and address concerns.- Training programs to bridge cultural gaps and enhance collaboration.- A phased approach to technology integration to minimize disruptions.ConclusionThe acquisition of XYZ Corporation by ABC Corporation is a testament to the power of strategic partnerships and the benefits of a well-planned integration process. While the deal presented numerous challenges, the strategic benefits, including increased market share, a diversified product portfolio, and enhanced innovation capabilities, have made it a resounding success. This case study serves as a valuable lesson for businesses considering strategic acquisitions, highlighting the importance of careful planning, cultural sensitivity, and a commitment to long-term growth.。

Macroeconomic dynamics and credit risk:A global perspective

Macroeconomic dynamics and credit risk:A global perspective

Macroeconomic Dynamics and Credit Risk:A Global Perspective∗M.Hashem PesaranUniversity of Cambridge and USCTil Schuermann†Federal Reserve Bank of New York and Wharton Financial Institutions CenterBjörn-Jakob Treutler‡Mercer Oliver Wyman and Otto Beisheim Graduate School of Management,WHUScott M.WeinerBalliol College,University of OxfordApril12,2005AbstractThis paper presents a new approach to modeling conditional credit loss distributions.Asset value changes offirms in a credit portfolio are linked to a dynamic global macroeconometric model,allowingmacro effects to be isolated from idiosyncratic shocks from the perspective of default(and hence loss).Default probabilities are driven primarily by howfirms are tied to business cycles,both domestic andforeign,and how business cycles are linked across countries.We allow forfirm-specific business cycleeffects and the heterogeneity offirm default thresholds using credit ratings.The model can be used,forexample,to compute the effects of a hypothetical negative equity price shock in South East Asia on theloss distribution of a credit portfolio with global exposures over one or more quarters.We show that theeffects of such shocks on losses are asymmetric and non-proportional,reflecting the highly non-linearnature of the credit risk model.Keywords:Risk management,economic interlinkages,loss forecasting,default correlationJEL Codes:C32,E17,G20∗In preparing this version we have benefited greatly from comments and suggestions by Carlo Favero,Mark Flannery,Monika Piazzesi and three anonymous referees.We would also like to acknowledge helpful comments from Roland Demmel,Joshua Rosenberg,Jan-Hendrik Schmidt and Jim Wilcox,as well as participants at the C.R.E.D.I.T.conference,Venice,September 2003,the IGIER-PIER conference,Milan,October2003,and seminar participants at the Judge Institute of Management, Cambridge University,University of Southern California,the Federal Reserve Bank of San Francisco,Rutgers University and Baruch College.We would also like to thank Sam Hanson for his excellent research assistance with estimating the default thresholds.†Any views expressed represent those of the author only and not necessarily those of the Federal Reserve Bank of New York or the Federal Reserve System.‡Any views expressed represent those of the author only and not necessarily those of Mercer Oliver Wyman.1IntroductionRisk management in general and credit risk analysis in particular has been the focus of extensive research in the past several years.Credit risk is the dominant source of risk for banks and the subject of strict regulatory oversight and policy debate.More recently,the proposal by the Bank for International Settlements(BIS)to reform the regulation of bank capital for credit risk(known as the New Basel Accord,or BIS2)has initiated debates on a number of issues in the literature.1 One of the issues under discussion centers on the effects of business cycles,especially of severe economic downturns,on bank risk and value-at-risk capital requirements(Carpenter,Whitesell and Zakrajšek2001,Carey2002,Allen and Saunders2004).However,this discussion has been taking place largely without the benefit of an explicit model that links the loss distribution of a bank’s credit portfolio to the evolution of directly observable macroeconomic factors at national and global levels.Given the increasing interdependencies in the global economy,risk managers of commercial and central banks alike may well be interested in questions like“What would be the impact on the credit loss distribution of a given bank(or banks)in a given region if there were large unfavorable shocks to equity prices,GDP or interest rates in that or other regions?”The purpose of this paper is to show how global macroeconometric models can be linked to firm specific return processes which are an integral part of Merton-type credit risk models so that quantitative answers to such questions can be obtained.We propose a combined model of credit losses contingent on the macroeconomy that is able to distinguish between default(and loss)due to systematic versus idiosyncratic(orfirm specific)shocks,providing an explicit channel for modeling default correlations.This enables us to conduct simulation experiments on the effect of changes in observable macroeconomic dynamics on credit risk.In providing such a linkage,the main conceptual challenge is to allow forfirm-specific business cycle effects and the heterogeneity of default probabilities acrossfirms.Standard credit risk models pioneered by Vasicek(1987)and elaborated in Vasicek(1991,2002)and Gordy(2003),adapt the option-based approach of Merton(1974)and allow for business cycle effects generally via one or more unobserved systematic risk factors.They assume that the processes generating asset values and the default thresholds are homogeneous acrossfirms.The parameters of the loss distribution are then identified byfixing the cross-firm correlation of asset returns and the mean default rate of the credit portfolio.Operational versions of the Vasicek model,e.g.by KMV,allow forfirm heterogeneity by making use of balance sheets,income statements and other similar reports issued by thefirm.This process inevitably involves a certain degree of subjective evaluation,however, and the outcome is generally proprietary information.21For details of BIS2see BIS(2001,2004),and for an account of the debates see,for example,Jones and Mingo (1998),and Altman,Bharath and Saunders(2002).2Credit portfolio models also differ in the way they model changes to thefirms’value.Some models operate on a mark-to-market basis by looking at the change of market value of credit assets based on credit migration and the termExamples of credit risk portfolio models in the professional literature include Gupton,Finger and Bhatia’s(1997)CreditMetrics,KMV’s PortfolioManager,and the actuarial approach employed by CSFB’s CreditRisk+(Credit Suisse First Boston1997)where the key risk driver is the variable mean default rate in the economy.Wilson’s(1997a,b)model(CreditPortfolioView)is an exception. He allows for the macroeconomic variables to influence afirm’s probability of default using a pooled logit specification.However,because the defaults are grouped,typically by industry,and modeled at the(single country)national level,anyfirm-specific heterogeneity is lost in the estimation process. For detailed comparisons,see Koyluoglu and Hickman(1998),Crouhy,Galai and Mark(2000), Gordy(2000)and Saunders and Allen(2002).In this paper we depart from the literature in two important respects.First,we model individual firm returns(taken as proxies for changes in asset values)in terms of a number of directly observable contemporaneous risk factors,such as changes in equity indices,interest rates,inflation,real money balances,oil prices and output,both domestic and foreign.In this way we allow for the possible differential impacts of macroeconomic factors on the evolution offirm’s asset values,and as such their default probabilities.Second,using historical observations on mean returns,volatility and default frequencies offirms for a particular credit rating,we computefirm-specific default threshold-equity ratios under the assumption that twofirms with identical credit ratings are likely to have similar default threshold-equity ratios.Thus we are able to provide an empirical implementation of the Merton model using only two pieces of publicly available information for eachfirm,namely market returns and credit ratings,in a multi-country setting.The problem of obtaining accurate information about the health of afirm,while not new,is particularly relevant for modelingfirms’bankruptcy or default.Our approach has the advantage that it does not rely onfirm-specific accounting data which are at best noisy and at worst biased due to the information asymmetries between company managers(agents)and share/debt holders (principals).Rating agencies are likely to have access to private information about thefirm’s past performance and its current management,in addition to public information from balance sheets and company reports,in arriving at theirfirm-specific credit ratings.In the pursuit of better ratings, companies have more of an incentive to reveal(some of)their private information to the credit rating agencies than to their debt-holders,very much in the same spirit that second—hand car dealers have the incentive to reveal information about the cars they offer for sale by the duration of the guarantees and other after-sales services that they provide.Moreover,basing the analysis strictly on accounting data would make it difficult to harmonize information across different accounting standards and bankruptcy codes from different countries,a source of heterogeneity presumably addressed by rating agencies.structure of credit spreads(CreditMetrics).Others focus on predicting default losses(so-called default mode models such as CSFB’s CreditRisk+).Yet there are other approaches that allow for both(e.g.KMV’s PortfolioManager, Wilson’s CreditPortfolioView).In short,in our framework the portfolio loss distribution is driven byfirms’credit ratings and how their returns are tied to business cycles,both domestic and foreign,and how business cycles are linked across countries.This is in contrast to credit risk analyses that explicitly focus on modeling of individualfirm defaults,using panel probit or logit specifications(Altman and Saunders1997, Lennox1999).Since defaults are rare,to obtain sensible estimates these applications tend to impose strong homogeneity assumptions on the parameters,which could bias the estimates.For instance, it is impossible to allow for anyfirm-specific(e.g.fixed)effects.The probit/logit approach is also difficult to adapt for the analysis of multi-period credit loss distributions,whilst our approach can be readily extended for such purposes.3To link thefirm-specific returns to business cycle factors we shall make use of the global vector autoregressive(GVAR)macroeconometric model recently developed by Pesaran,Schuermann and Weiner(2004)—hereafter PSW.This model is composed of vector error-correcting models(VECM) estimated for individual countries(or regions),which are then combined into a global model that takes account of both intra-and inter-country/regional interactions.The model uses domestic macroeconomic variables such as GDP,inflation,the level of short term interest rates,exchange rate,equity prices(when applicable)and real money balances.These are related to corresponding foreign variables constructed exclusively to match the international trade pattern of the country under consideration.Because of the global nature of the model,we can analyze how a shock to one specific macroeconomic variable affects other macroeconomic variables,even(and especially) across countries,as well as shocks to risk factors,e.g.oil prices,affecting all regions.We examine the credit risk of afictitious corporate loan portfolio and its exposure to a wide range of observable risk factors in the global economy.We model afirm’s probability of default as a function of those risk factors but assume for simplicity that loss given default is an exogenously given random variable whose specific parameterization can vary by ing thefirm-specific return regressions and the GVAR model,single-and multi-period credit loss distributions of a given portfolio are then obtained through Monte Carlo simulations.Our baseline expected losses are quite reasonable when compared with actual industry loan charge-offs.For example,expected loss over the course of four quarters is about58bp(basis points)of exposure,compared with89bp,the average net charge-offs(loans charged offless amount recovered over total loans)for the U.S.banking industry from1987to2003.When compared with the actual industry charge-offs matched by our forecast horizon,namely2000Q1,the difference is even smaller:those were56bp(at an annual rate).Much of the fat-tailedness of our loss distribution is,however,due to the relatively small number offirms(119in our portfolio)which entails a substantial degree of diversifiable idiosyncratic risk.Once this is controlled for(by including‘copies’of the existingfirms within the portfolio),the EL to VaR multiples are in line with those obtained by others(e.g.Carey2002who has about500exposures).For instance,the tail values at99%and 3A recent exception is Duffie and Wang(2003)who forecast default intensities over multiple periods.99.5%are around three to four times expected losses.Moreover,when we impose extreme shocks such as those seen during the Great Depression,VaR is more than triple the baseline scenario, also consistent with Carey’s results.Wefind further that symmetric shocks to the observable risk factors do not result in correspondingly symmetric loss outcomes reflecting the nonlinear nature of the credit risk model.In attempting to provide a formal link between credit risk and the macro-economy we have been forced to make many difficult choices.First,we confined our analysis to publicly traded companies with a sufficiently long credit rating history.We assume that this credit rating is a sufficient summary statistic of unconditional default risk,meaning that we take credit ratings as the business cycle-neutral,‘common currency’of default risk across different geographies,legislations and accounting standards.But we allow forfirm-specific conditional default probabilities over the course of the business cycle.To do this we need three different tools:(i)a model of the systematic (macroeconomic)risk factors,(ii)firm returns and how they are linked to those factors,and(iii)firm default thresholds.The GVAR satisfies thefirst requirement,and the link tofirms is done throughfirm-level return regressions by allowing the loadings on the macro-variables to befirm specific.The default thresholds are identified by assuming that they are the same within a rating category.4Clearly,other modeling strategies and identification schemes can be adopted.The present paper demonstrates that such an approach to credit risk modeling is in fact feasible.Our model is particularly suited for an international and multi-factor interpretation of the standard corporatefinance view offirm risk:total risk is the sum of systematic and idiosyncratic (i.e.firm-specific)risk.The GVAR is ostensibly a global model of systematic risk and its dynamics. Having a model of those factor dynamics can go a long way to understandingfirm risk(and return)characteristics and to address specific risk management related questions.One which we find particularly valuable is the ability to rank-order possible shock scenarios.Given a particular portfolio of credit exposures,is a1σshock(one standard error shock)to Japanese money supply more damaging(or beneficial,depending on the sign of the shock)than a1σshock to South East Asian or U.S.equity markets?What will the portfolio loss distribution look like one year from now?What if the portfolio changes?Such counterfactual questions are central to policy analysis, be it by commercial or central bankers who might wish to investigate the impact on a representative bank portfolio in their country of various economic shocks in other countries.If the model is not compact enough,it cannot be practically used in this repetitive fashion.The remainder of the paper is as follows:Section2provides an overview of the alternative 4The bankruptcy models of Altman(1968),Lennox(1999)and Shumway(2001)generatefirm specific default forecasts,as does the industry model by KMV(Kealhofer and Kurbat(2002)).However,all of these studies impose more significant parameter homogeneity than we do,and they focus on just one country at a time(the U.S.and U.K in this list),and thus do not address the formidable challenges of point in time bankruptcy forecasting with a multi-country portfolio.approaches to credit portfolio modeling and puts forward our proposed approach.Section3briefly discusses the GVAR model and shows how it is linked to the credit risk model.Mathematical expressions for the conditional one-period and multi-period loss distributions of a given credit portfolio under various shock scenarios are also obtained.Section4provides an empirical analysis of the impact of the different types of shocks(to output,money supply,equity and oil prices)on the loss distribution.Section5offers some concluding remarks.2Credit Portfolio ModelingCredit risk modeling is concerned with the tail properties of the loss distribution for a given portfolio of credit assets such as loans or bonds,and attempts to provide quantitative analysis of the extent to which the loss distribution varies with changes tofirm/industry-specific,national and global risk factors.It can be approached from the perspective of the individual loans that make up the portfolio,or it could be addressed by considering the return on the loan portfolio directly.In this paper we follow the former approach and simulate the portfolio loss distribution from the bottom up by considering how individualfirms default.Broadly speaking,there are two important variables describing asset/firm level credit risk:the probability of default(P D)and the loss given default(LGD).5Most of the work on P D and LGD has been done without explicit conditioning on business cycle variables;exceptions include Carey(1998),Frye(2000)and Altman,Brady,Resti and Sironi(2002).These studiesfind,perhaps not surprisingly,that losses are indeed worse in recessions.Tapping into information contained in equity returns(as opposed to credit spreads from debt instruments),Vassalou and Xing(2004) show that default risk varies with the business cycle.6Carey(2002),using re-sampling techniques, shows that mean losses during a recession such as1990/91in the U.S.are about the same as losses in the0.5%tail during an expansion.Bangia et al.(2002),using a regime switching approach,find that capital held by banks over a one-year horizon needs to be25-30%higher in a recession that in an expansion.In this paper we shall consider the loss distribution of the credit portfolio of afinancial institution such as a bank by conditioning on observable macroeconomic variables or factors.The conditional loss distribution allows for the effect of business cycle variations and captures such effects at a global level by explicitly taking account of the heterogeneous interconnections and interdependencies that exist between national and international factors.5The New Basel Accord explicitly mentions two additional variables:exposure at default and maturity.As these affect credit risk only moderately(and are often taken to be non-stochastic),our discussion will focus on the P D and LGD which are the two dominant determinants of the credit loss distribution.6See also the survey by Allen and Saunders(2004).2.1A Merton-Based Model of DefaultFollowing Merton(1974),afirm is expected to default when the value of its assets falls below a threshold value determined by its callable liabilities.The lender is effectively writing a put option on the assets of the borrowingfirm.If the value of thefirm falls below a certain threshold,the owners will put thefirm to the debt-holders.7Default,as considered by the rating agencies and banks,typically constitutes non-payment of interest or a coupon.8Thus there are three aspects which require modeling:(i)the evolution offirm value,(ii)the default threshold,and in a portfolio context,(iii)return correlations acrossfirms in the portfolio. We discuss thefirst two aspects in this section,while modeling of return correlations is treated in Section3.2.In Merton-type portfolio models,such as KMV,asset value and asset volatility are typically derived from balance sheet data as well as observable equity returns and(estimated) return volatility(see Kealhofer and Kurbat2002).The default threshold in these models is typically taken to be short term debt plus a proportion of long term debt.Asset value,asset volatility and the default threshold are then used to determine the distance from default.In what follows we advance an alternative approach where instead of using balance sheet data we make use offirm credit ratings.Consider afirm j in country or region i having asset values V ji,t at time t,and an outstanding stock of debt,D ji,t.Under the Merton(1974)model default occurs at the maturity date of the debt,t+H,if thefirm’s assets,V ji,t+H,are less than the face value of the debt at that time, D ji,t+H.This is in contrast with thefirst-passage models where default would occur thefirst time that V ji,t falls below a default boundary(or threshold)over the period t to t+H.9The default probabilities are computed with respect to the probability distribution of asset values at the terminal date,t+H in the case of the Merton model,and over the period from t to t+H in the case of thefirst-passage model.The Merton approach may be thought of as a European option and thefirst-passage approach as an American option.Our approach can be adapted to both of these models,but in what follows we focus on Merton’s specification.The value of thefirm at time t is the sum of debt and equity,namelyV ji,t=D ji,t+E ji,t,with D ji,t>0,(1) 7For a discussion of the power of Merton default prediction models see Falkenstein and Boral(2001)and Gemmill (2002)whofind that the Merton model generally does well in predicting default(Falkenstein and Boral)and credit spreads(Gemmill).Duffee(1999)points out that due to the continuous time diffusion processes underlying the Black Scholes formula,short-term default probabilities may be underestimated.8A similar default condition is used by regulators,e.g.in the New Basel Accord.See Section III.F,§146in BIS (2001).9Thefirst-passage approach is discussed in Black and Cox(1976).For a review see,for example,Duffie and Singleton(2003,Section3.2).More recent modeling approaches also allow for strategic default considerations,as in Mella-Barral and Perraudin(1997).or alternatively,V ji,t ji,t =1+E ji,tji,t.(2)Conditional on time t information,default will take place at time t+H ifV ji,t+H≤D ji,t+H,or using(2)ifE ji,t+HD ji,t+H≤0.(3) Equation(3)is restrictive in that it requires equity values to be negative before default occurs.Aside from non-trivial practical considerations having to do with arriving at an independent estimate of V ji,t,there are several reasons behind relaxing this condition.Because default is costly and violations to the absolute priority rule in bankruptcy proceedings are so common,in practice shareholders have an incentive to put thefirm into receivership even before the equity value of thefirm hits zero.10In fact,several authors have found that in65%to80%of bankruptcies,even shareholders receive something without debt-holders necessarily having been fully paid off(see,for instance,Eberhart and Weiss1998,and references therein).Moreover,we see in practice that equity values remain positive for insolventfirms.Similarly,the bank might also have an incentive of forcing thefirm to default once thefirm’s equity falls below a non-zero threshold,as well as an incentive to bypass the costly proceedings by agreeing to terms that yield positive value to the shareholders themselves.11The value of equity incorporates not only the asset values,but an option value that afirm in default may in fact recover before creditors take control of these assets.Finally,default in a credit relationship is typically a weaker condition than outright bankruptcy.An obligor may meet the technical default condition,e.g.a missed coupon payment,without subsequently going into bankruptcy.This distinction is particularly relevant in the banking-borrower relationship we seek to characterize.12In what follows we assume that default takes place if0<E ji,t+H<C ji,t+H,(4) where C ji,t+H is a positive default threshold which could vary over time and with thefirm’s par-ticular characteristics(such as region or industry sector).Natural candidates include quantitative factors such as leverage,profitability,firm age and perhaps size(most of which appear in models of firm default),as well as more qualitative factors such as management quality.13Obviously some of 10See,for instance,Leland and Toft(1996)who develop a model where default is determined endogenously without imposing a positive net worth condition.11For a treatment of this scenario,see Garbade(2001).12An excellent example of the joint borrower-lender decision process is given by Lawrence and Arshadi(1995).13For models of bankruptcy and default at thefirm level,see,for instance,Altman(1968),Lennox(1999),Shumway (2001),Chava and Jarrow(2004),Hillegeist,Keating,Cram and Lundstedt(2004),as well as a survey by Altman and Saunders(1997).these factors will be easier to observe and measure than others.The observable accounting-based factors are at best noisy and at worst could be biased,highlighting the information asymmetry between managers(agents)and share/debt-holders(principals).14Although our objective is not to build a default model per se,we face the same measurement difficulties and information asymmetries.To overcome them,we make use of the credit rating of afirm which we denote by R.15This will help us specifically in estimating the default thresholds needed in the determination of the default probabilities.Naturally,rating agencies have access to,and presumably make use of,private information about thefirm to arrive at theirfirm-specific credit rating,in addition to incorporating public information such as balance sheet information and,of course,equity returns.Thus we make the assumption that rating agencies benchmark their ratings on past returns and volatilities of allfirms that have been rated R in the past.Consider then a particular R−ratedfirm at time t,and assume that in arriving at their rating the credit rating agency uses the following standard geometric random walk model of equity values:ln(E R,t+1)=ln(E R t)+µR+σRηR,t+1,ηR,t+1∼IIDN(0,1),(5) with a non-zero drift,µR,and idiosyncratic Gaussian innovations with a zero mean andfixed volatility,σR.16We assume that conditional on data at time t,afirm’s rating does not change over the horizon(t,t+H),namelyln(E R,t+H)=ln(E R t)+HµR+σRHX s=1ηR,t+s,and by(4)default occurs ifln(E R,t+H)=ln(E R t)+HµR+σRHX s=1ηR,t+s<ln(C R,t+H),(6)or if the H-period change in equity value or return falls below the log-threshold-equity ratio:lnµE R,t+H E R t¶<lnµC R,t+H E R t¶.(7) Equation(7)tells us that the relative(rather than absolute)decline infirm value must be large enough over the horizon H to result in default,meaning it is independent of the size of thefirm. Firm size is an input to the credit rating determination;a smallfirm would need a larger equity cushion to withstand a given shocks than a largefirm with the same rating.14With this in mind,Duffie and Lando(2001)allow for the possibility of imperfect information about thefirm’s assets and default threshold in the context of afirst-passage model.15R may take on values such as’Aaa’,’Aa’,’Baa’,...,’Caa’in Moody’s terminology,or’AAA’,’AA’,’BBB’,...,’CCC’in S&P’s terminology.16Clearly non-Gaussian innovations can also be considered.But for quarterly data that we shall be working with Gausssian innovations seems a goodfirst approximation.Under the assumption that the evolution offirm equity value follows(5),ln(E R,t+H/E R t)may be approximated by the cumulative returns so that(7)can be re-written asHµR+σRHX s=1ηR,t+s<lnµC R,t+H R t¶.Therefore,the default probability for the R−ratedfirms at the terminal date t+H is given byπR(t,H)=ΦR,t+H /E R t RσR√H,(8) whereΦ(·)is the standard normal cumulative distribution function.Denote the H-period forward log threshold-equity ratio to beλR(t,H)=ln(C R,t+H/E R t)so thatλR(t,H)=HµR+Q R(t,H)σR√whereQ R(t,H)=Φ−1[πR(t,H)]is the quantile associated with the default probabilityπR(t,H).An estimate ofλR(t,H)can now be obtained using past observations on returns,r R t= ln(E R,t/E R,t−1),and the empirical default frequencies,ˆπR(t,H),of R−ratedfirms over a given period of say t=1,2,...,T.17Denoting the estimates ofµR andσR byˆµR,andˆσR,respectively, we haveˆλR(t,H)=HˆµR+ˆQ R(t,H)ˆσR√H,(9) whereˆµR andˆσ2R are the mean and standard deviation of returns offirms with rating R over the sample period,and18ˆQR(t,H)=Φ−1[ˆπR(t,H)].(10) The estimates ofˆµR andˆσR can also be updated using a rolling window of size7-8years(the average length of the business cycle).In practice,ˆπR(t,H)might not provide a reliable estimate ofπR(t,H)as it is likely to be based on very few defaults over any particular period(t,t+H).One possibility would be to use an average estimate ofλR(t,H)obtained over a reasonably long period of10to20years(on a rolling basis).For example,based on the sample observations t=1,2,...,T,we would haveˆλR(H)=HˆµR+ˆQ R(H)ˆσR√H,(11) 17An important source of heterogeneity is likely the large variation in bankruptcy laws and regulation across countries.However,by using rating agency default data,we use their homogeneous definition of default and are thus not subject to these heterogeneities.18In practice where there are many R-ratedfirms in a given period,average returns across all R-ratedfirms can be used to estimateˆµR.The computation ofˆσ2R is more involved and is described in a note available from the authors on request.。

FlexibleWorking:灵活的工作

FlexibleWorking:灵活的工作

Flexible WorkingRevised August 2010This factsheet gives introductory guidance. It covers:•what is flexible working•the context of flexible working•the potential benefits of flexible working•implementing flexible working practices•the legal position•the CIPD viewpoint.What is flexible working?The term flexible working relates to an organisation’s working arrangements in terms of working time, working location and the pattern of working.A CIPD survey ‘Flexible working: impact and implementation’ explored the extent to which employers are making use of flexible working practices. These included (with descriptions based on Acas guidance):•Part-time working: work is generally considered part-time when employers are contracted to work anything less than full-time hours.•Term-time working: a worker remains on a permanent contract but can take paid/unpaid leave during school holidays.•Job-sharing: a form of part-time working where two (or occasionally more) people share the responsibility for a job between them.•Flexitime: allows employees to choose, within certain set limits, when to begin and end work.•Compressed hours: compressed working weeks (or fortnights) don't necessarily involve a reduction in total hours or any extension inindividual choice over which hours are worked. The central feature isreallocation of work into fewer and longer blocks during the week.•Annual hours: the period within which full-time employees must work is defined over a whole year.•Working from home on a regular basis: workers regularly spend time working from home.•Mobile working/teleworking: this permits employees to work all or part of their working week at a location remote from the employer'sworkplace.•Career breaks: career breaks, or sabbaticals, are extended periods of leave – normally unpaid – of up to five years or more.The list above is not exhaustive. The expression flexible working could also include practices such as employee self-rostering, shift swapping, or taking time off for training.Our research found that the most common forms of flexible working in organisations, in order of popularity, were:•part-time working•job-sharing•flexitime•term-time working.Flexible working arrangements can be made available to employees on a formal or informal basis. Working from home is the type of flexible working practice most likely to be offered on the basis of informal arrangements according to the survey. Evidence from Cranfield1 is that senior workers (who tend to be men) are more likely to make informal arrangements about where they work and that lower grade workers (who are mainly women) are more likely to seek formal arrangements in their working hours. This was confirmed by speakers from BT and HBOS at a CIPD Diversity Conference in May 2008.Flexible working is also an approach used in the management of workforce planning. According to our Workforce planning guide over half of organisations use flexible working as part of their approach to workforce planning.•Go to our guide on Workforce planningThe context of working flexiblyAccording to the 2009 report Flexible working: working for families, working for business by the Family Friendly Working Hours Taskforce 91% of employees have access to some form of flexible working. Of those who have access to flexible working 62% are working flexibly or have taken up at least one flexible working arrangement in the last twelve months. Women are more likely than men to work flexibly, although the number of men taking up the option of flexible working is increasing.•Go to the Family Friendly Working Hours Taskforce reportSome factors contributing to the increased interest in the use of flexible working include:•Its potential value as a recruitment and retention tool in a tight labour market.•The changing profile of the workforce (for example, with more women in the labour market and an ageing population it is increasingly commonfor workers to have caring responsibilities outside the workplace).•Advances in technology (facilitating, for example, remote working and hotdesking arrangements).•An increasing need for businesses to be able to deliver services to customers on a 24/7 basis•The economic situation - some organisations have offered part-time working or sabbaticals as a method of avoiding or minimisingredundancies.•The increased demand for an effective work-life balance.The potential benefits of flexible workingCIPD research on employee attitudes and the psychological contract demonstrates a correlation between a flexible working and positive contract - Go to our factsheet on the psychological contract (CIPD resource).An employee survey carried out for CIPD by Kingston University/Ipsos MORI found that 'workers on flexible contracts tend to be more emotionally engaged, more satisfied with their work, more likely to speak positively about their organisation and less likely to quit'2.Flexible working also enables employees to achieve a better work-life balance.•Go to our factsheet on work life balanceImplementing flexible working practicesEffectively communicating and implementing flexible working in an organisation is likely to require effort and energy. The kind of challenges employers might encounter include:•Overcoming concerns about operational pressures and meetingcustomer requirements.•Line managers’ current ability to manage flexible working effectively.•Line managers’ current attitudes toward flexible working.•The existing organisational culture.• A lack of support at senior levels.The following tips can help effective implementation of flexible working:•Establish a clear process for how flexible working operates in the organisation.•Ensure that there are clear roles and responsibilities for employees, line managers and HR.•Assess the current levels of support offered to line managers and ensure it is sufficient.•Invest in ongoing communication and awareness raising.•Assess how conducive the organisation culture is to flexible working – and take action accordingly.•Make use of pilots (when introducing new initiatives) and trial periods (for individual flexible working arrangements) in order to highlightpotential problems with flexible working arrangements.•Build in opportunities and mechanisms to monitor and evaluateprogress with flexible working.Supporting homeworking and teleworkingThere are some particular things to bear in mind with teleworking or working from home.Teleworkers and homeworkers are generally provided with a computer with an Internet connection, a printer, a mobile phone and office furniture. Employees need to be able to demonstrate (for example) time management skills, the ability to work without close supervision, self-motivation and flexibility.The nature of teleworking or working regularly from home means that often employees are invisible and work non-standard hours. Thus the emphasis is on task-oriented working - getting defined jobs done - and trust. Clear and effective communication channels are therefore vital, as is the need to keep in touch with colleagues and avoid isolation.For line managers (who may be office-based or teleworkers / homeworkers themselves) trust becomes more important than control. Some may have problems adjusting themselves to this and may need training - a primary barrier to change is managers not knowing how to manage workers at home.Individuals’ employment contracts will need to be amended, though not in any major way, to reflect teleworking / homeworking. If there is a trade union, it will need to be consulted because it will wish to be assured that teleworkers / homeworkers are treated the same as other employees. In any event, employees will need to be assured that they will be treated the same as office-based staff with equal access to development and promotion opportunities.A Focus section of our Labour Market Outlook has looked in more detail at the issues of homeworking.•Go to Focus: working from home in Labour Market OutlookThe same rules for health and safety apply to home offices as to conventional workplaces, so employers need to ensure that home office space and equipment are safe and that teleworkers / homeworkers are sufficiently knowledgeable about health and safety.The Health and Safety Executive has produced a guide to the health and safety issues involved in homeworking3.Further advice and practical examples of implementing flexible working can be found in our guide Flexible working: the implementation challenge.•Visit our guide on Flexible working (CIPD Resource)The legal positionIn April 2003 the government introduced the ‘right to request flexible working’. This originally gave parents with a child aged under six (or parents of a disabled child under the age of eighteen) the right to request flexible working arrangements from their employer.This right to request has been extended:•from April 2007 to the carers of certain categories of adults; and•from April 2009 to the parents of children aged under 17.In April 2010 similar procedures were introduced to enable employees to request some flexibility with time off work to enable them to undertake study or training.CIPD members can find out more from our FAQ on flexible working, parental rights and family friendly provisions. Recent developments in employment law can be found in the Employment Law at Work area of our website.The CIPD made a strong case to the flexible working review for the right to request to be extended to all workers, since CIPD research, reported in an issue of Labour Market Outlook, demonstrates that many of our members are already going well beyond the statutory requirements in areas such as flexible working, maternity and paternity provisions.•Go to Focus: family-friendly work legislation in Labour Market Outlook CIPD viewpointCIPD believes that flexible working arrangements can play a vital role in organisational performance. The role of HR should be to identify where and how the organisation can benefit from the great array of flexible working options and then to work with the business, and in particular line managers, to put them in place. This is evident in the use of flexible working as a means of avoiding redundancies. Flexibility is an issue that has become negatively associated with women. The modern HR manager can make a strong case for using flexibility as a strategic tool. Used effectively it can support improved individual and business performance through greater diversity and increased levels of engagement and commitment from workers. Useful contacts•Business Link: flexible working – the law and best practice•Working Families。

操作流程英文

操作流程英文

操作流程英文The operational process refers to the sequence of activities or steps that are performed to achieve a specific goal or objective. It describes the method or approach used to complete a task or to produce a desired outcome. In this article, we will discuss the typical operational process followed by most organizations.1. Planning: The first step in the operational process is planning. This involves defining the goals and objectives of the organization, as well as the strategies and tactics that will be used to achieve them. Planning also involves identifying the resources and tasks required to complete the project.2. Organizing: Once the planning phase is complete, the next step is organizing. This involves allocating resources such as people, equipment, and materials to specific tasks or projects. Organizing also involves creating a structure or hierarchy to ensure that tasks are assigned to the right people and that there is clear accountability.3. Staffing: Staffing is the process of identifying and hiring the right people for the job. This involves conducting job interviews, reviewing resumes, and selecting the best candidates for the position. It also involves providing training and support to new employees to ensure that they have the skills and knowledge required to perform the job.4. Directing: Directing refers to the process of guiding and supervising employees in order to ensure that they are working towards the organization's goals. This involves providing clearinstructions, setting performance objectives, and providing regular feedback and coaching to employees. It also involves addressing any issues or conflicts that may arise within the organization.5. Controlling: Controlling is the process of monitoring and evaluating the performance of employees and the organization as a whole. This involves setting performance standards, measuring progress, and identifying any areas that need improvement. Controlling also involves taking corrective action if performance is not meeting the desired standards.6. Reporting: Reporting is an important part of the operational process as it involves communicating information about the organization's progress and performance. This may involve preparing reports, making presentations, or sharing information through other means such as email or social media. Reporting is essential for keeping stakeholders informed and for making informed decisions.7. Evaluating: Evaluating is the final step in the operational process. This involves assessing the results of the project or task and determining whether the goals and objectives have been achieved. Evaluation may involve gathering feedback from employees and stakeholders, analyzing data, and making recommendations for future improvements.In conclusion, the operational process is a systematic approach used by organizations to achieve their goals and objectives. By following these steps, organizations can effectively plan, organize, staff, direct, control, report, and evaluate their operations. Thisallows them to optimize their resources, improve their performance, and achieve success.。

工程安保部管理制度的英文

工程安保部管理制度的英文

工程安保部管理制度的英文1. IntroductionThe Engineering Security Department is a critical component of any organization, responsible for ensuring the safety and security of the company's assets, employees, and visitors. To effectively manage the department, it is essential to establish a comprehensive management system that outlines the roles, responsibilities, procedures, and protocols that govern its operations. This document serves as a guide to the Engineering Security Department management system, detailing the key components and best practices for ensuring the department's effectiveness and efficiency.2. Organizational StructureThe Engineering Security Department is typically led by a Chief Security Officer (CSO) or Director of Security, who is responsible for overseeing all security operations within the organization. The CSO is supported by a team of security managers, supervisors, and officers, who are responsible for implementing security protocols, conducting patrols, monitoring surveillance systems, and responding to security incidents.The organizational structure of the Engineering Security Department should be clearly defined, outlining reporting lines, communication channels, and accountability measures. This ensures that all security personnel understand their roles and responsibilities within the department and can effectively collaborate to achieve common objectives.3. Roles and ResponsibilitiesEach member of the Engineering Security Department should have a clearly defined role and set of responsibilities that align with the department's mission and goals. Key roles within the department may include:- Chief Security Officer: Responsible for overseeing all security operations within the organization, including developing security policies, procedures, and protocols.- Security Manager: Responsible for managing security personnel, coordinating security operations, conducting risk assessments, and implementing security measures.- Security Supervisor: Responsible for supervising security officers, monitoring security systems, conducting patrols, and responding to security incidents.- Security Officer: Responsible for enforcing security policies, conducting patrols, monitoring surveillance systems, and responding to security incidents.Each role within the department should have specific responsibilities and objectives that contribute to the overall security and safety of the organization. Regular training and performance evaluations should be conducted to ensure that security personnel are well-equipped to fulfill their duties effectively.4. Security Policies and ProceduresThe Engineering Security Department should have a set of comprehensive security policies and procedures that outline the department's approach to security management, risk assessment, incident response, and emergency preparedness. These policies and procedures should be regularly reviewed and updated to reflect changing security threats and regulatory requirements.Key security policies and procedures that should be included in the department's management system may include:- Access Control Policy: Outlining procedures for managing access to company premises, facilities, and sensitive information.- Incident Response Policy: Providing guidelines for responding to security incidents, including reporting procedures and escalation protocols.- Security Training Policy: Establishing requirements for security training and continuing education for security personnel.- Emergency Preparedness Policy: Outlining procedures for responding to emergencies, such as natural disasters, fires, or active shooter incidents.By having clear and well-documented security policies and procedures, the Engineering Security Department can ensure that security personnel are well-prepared to respond to security threats and incidents effectively.5. Risk Assessment and MitigationOne of the primary responsibilities of the Engineering Security Department is to conduct regular risk assessments to identify potential security vulnerabilities and threats within the organization. Risk assessments should be conducted using a structured methodology that considers physical security, information security, and operational risk factors.Once security risks have been identified, the Engineering Security Department should develop a mitigation plan that outlines specific measures to address each risk. Mitigation measures may include implementing access controls, installing surveillance cameras, conducting security patrols, and enhancing employee training.Regular audits and assessments should be conducted to ensure that security measures are effective and that security risks are consistently monitored and managed. By conducting regular risk assessments and implementing appropriate mitigation measures, the Engineering Security Department can proactively address security threats and reduce the likelihood of security incidents.6. Security Technology and InfrastructureThe Engineering Security Department should leverage technology and infrastructure to enhance security operations and improve response times to security incidents. Security technology may include surveillance cameras, access control systems, alarm systems, and incident management software.The department should also have access to adequate security infrastructure, such as security checkpoints, guard stations, and emergency response equipment. By investing in modern security technology and infrastructure, the Engineering Security Department can improve its ability to monitor and respond to security threats effectively.It is essential to regularly maintain and upgrade security technology and infrastructure to ensure that security systems remain operational and effective. Regular training should be provided to security personnel to ensure that they are proficient in using security technology and responding to security incidents.7. Incident Response and Crisis ManagementThe Engineering Security Department should have a well-defined incident response and crisis management plan that outlines specific procedures for responding to security incidents and emergencies. The plan should include clear protocols for reporting incidents, escalating responses, coordinating with external authorities, and communicating with employees and stakeholders.Regular drills and simulations should be conducted to test the effectiveness of the incident response and crisis management plan. Lessons learned from drills should be used to improve procedures and identify areas for enhancement.In the event of a security incident or crisis, the Engineering Security Department should act swiftly to coordinate response efforts, ensure the safety of employees and visitors, and mitigate the impact of the incident. Effective communication and collaboration with internal stakeholders and external authorities are essential for managing security incidents effectively.8. Training and Professional DevelopmentThe Engineering Security Department should provide ongoing training and professional development opportunities for security personnel to enhance their skills and knowledge. Training programs may include security awareness training, emergency response training, first aid training, and communication skills training.By investing in training and professional development, the Engineering Security Department can improve the capabilities and effectiveness of its security personnel. Training programs should be tailored to the specific roles and responsibilities of security personnel and should be regularly updated to reflect changes in security threats and best practices.Performance evaluations should be conducted regularly to assess the competency and effectiveness of security personnel. Feedback from evaluations should be used to identify areas for improvement and provide opportunities for further training and development.9. Performance Monitoring and EvaluationThe Engineering Security Department should have a performance monitoring and evaluation system in place to assess the effectiveness of security operations and identify areas for improvement. Key performance indicators (KPIs) should be established to measure the department's performance against specific objectives and targets.Regular audits and assessments should be conducted to evaluate the department's compliance with security policies and procedures. Findings from audits should be used to identify areas for improvement and implement corrective actions.Feedback from employees, stakeholders, and external authorities should also be considered in performance evaluations. By soliciting feedback from various sources, the Engineering Security Department can gain valuable insights into the effectiveness of its security operations and identify opportunities for enhancement.10. ConclusionThe Engineering Security Department plays a critical role in maintaining the safety and security of an organization's assets, employees, and visitors. By establishing a comprehensive management system that outlines roles, responsibilities, policies, and procedures, the department can effectively manage security operations and respond to security threats proactively.Key components of the Engineering Security Department management system include organizational structure, roles and responsibilities, security policies and procedures, risk assessment and mitigation, security technology and infrastructure, incident response and crisis management, training and professional development, performance monitoring and evaluation.By implementing best practices for security management and continuously improving security operations, the Engineering Security Department can enhance its capabilities, reduce security risks, and safeguard the organization's critical assets effectively.。

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Operational Approach to the Modified Reasoning,Based on the Concept of Repeated Proving and Logical ActorsAlexei A.MorozovInstitute of Radio Engineering and Electronics RASMokhovaya11,Moscow,Russia,125009morozov@cplire.ruhttp://www.cplire.ru/Lab144/Abstract.The message of this paper is the following:there is one morebasic principle of operational semantics of logic programming(besidesbacktracking,recursion,etc.)that gives a solution of challenging prob-lem of combining strict declarative semantics of logic languages with thedynamic behavior(that includes destructive assignment operations andinteraction with dynamic environment).We have developed this princi-ple,named repeated proving,in the Actor Prolog logic language.In thispaper the repeated proving principle is explained with the help of anoperational semantics(abstract machine)for sequential logic programsenhanced with logical actors.The problems of soundness and complete-ness of the control strategy are considered.IntroductionWe address the problem of ensuring strict declarative semantics of logic lan-guages operating in dynamic environment[1,2,3,4].Our approach reminds of so-called perturbation model of constraint-based languages.In the perturbation model,unlike the standard(refinement)one,at the beginning of execution cycle variables have specific associated values satisfying the constraints.The value of one or more variables is perturbed by some outside influence,such as an edit request from the user,and the task of the prover is to adjust the values of the variables in such a way as to satisfy the constraints again[5,6].The problem is closely related to the problem of ensuring the declarative semantics of the destructive assignment operation in logic languages.One can consider the updates in the outer world as a kind of destructive assignment that violates the soundness of the logic program.In this article,this problem is solved using the principle of repeated proving of sub-goals.In section1,the ideas of repeated proving and logical actors are set forth. In section2,a special notation is introduced along with the architecture of an abstract machine implementing a sequential control strategy of logic programs enhanced with logical actors.In section3,transition diagrams of the abstract machine are defined.In section4,the problems of soundness and completeness of the operational semantics are discussed.2Alexei A.Morozov1The Idea of Repeated Proving and Logical ActorsLet us consider a logic program written in pure Prolog that has a classical model-theoretic semantics.The idea of repeated proving consists in dividing the AND-tree of the logic program into separate branches(sub-goals to be proved) called logical actors(α1,...,αn on the Fig.1)that should have the following operational properties:α3α1α2α5α4V1V4V3V2V5Fig.1.The idea of repeated proving of sub-goals.mon variables(V1,...,V m)are the single channel of data exchange be-tween the actors.2.Proving of separate actors can be fulfilled independently in arbitrary order.3.One can cancel the results of proving of some actors without logic programbacktracking while keeping all other sub-goals of the program.After cancel-ing results of proving of an actor,its proving is to be repeated.Thus,one can implement a modification of reasoning.The results and conse-cution of reasoning itself can be partially modified in the process and after the logical inference.This makes possible to eliminate contradictions between the results of logical reasoning and new information income from outer world.The best example of application of the idea is implementation of long-lived Web agents.Let us imagine a Web agent written in logic language.The purpose of the agent is to make a logical inference on the basis of several remote data sources and to check some assertions about the remote resources.Let us imagine also that the agent is long-lived,i.e.,it operates during a period of time that is longer than the period of information update.Thus the agent should react on any modification of remote resources and inform the user about the current state of the assertions to be checked.The problem is that one cannot repeat execution of the logic program from the beginning with any change in the outer world—the repeat of the whole process of data collection performed during the long period of time is inefficient and,in some cases,technically impossible.Therefore one must change some branches of logic inference that depend on the modified data and keep all other branches unchanged.This is the case of modification of reasoning and the challenge is to provide soundness and(if possible)completeness of logical reasoning under the modification.The Concept of Repeated Proving and Logical Actors3 Another area that is recognized as a prospective application of the perturba-tion model of constrain-based languages is graphic user interface management[6]. We have successfully applied the logical actors approach for both the logical programming of Web agents[7,8]and visual user interface management[9].An additional issue of our research is development of logic object-oriented model of asynchronous concurrent computations based on the logical actors approach[10].In the following sections a conservative extension of standard control strategy of(sequential)Prolog is developed that implements the repeated proving of logical actors.2The Architecture of Abstract MachineLet us consider an abstract machine that implements a sequential control strat-egy for logic programs enhanced with logical actors.The input language of this machine is the Horn subset of first order logic formulas enhanced with special means implementing logical actors.The abstract machine implements the following general principles:1.The standard control strategy(depth-first left-to-right search)is a part ofthe control strategy implemented by the abstract machine.2.The AND-tree of logic program is to be divided into separate logical actors,i.e.,any pending sub-goal of the program is a logical actor or a part of alogical actor.3.Any logical actor obtains its own(local)substantiation(local values of com-mon variables).4.The results of proving of logical actor can be cancelled.5.The logical actor can be proved once again after the canceling of results ofits previous proving.6.The states of logical actors are restored during the backtracking.Thus,the abstract machine implements the standard control strategy exactly if there is only one logical actor in the program(i.e.,all the branches of the AND-tree belong to the same actor).Each logical actor A of the program has its own(local)values of variables. Actor A unifies its values with the values that belong to other actors in the following cases only:1.The local values are compared in the course of successful termination ofproving of actor A.2.The local values are compared when actor A executes the’:=’built-in pred-icate(this predicate will be considered later).During the comparison of values that belong to different actors,abstract ma-chine can cancel results of proving of some actors to provide consistency between remaining actors of the program(to provide existence of the most general uni-fier for all the values of all the actors of the program that remain uncancelled). After that the abstract machine tries to prove the cancelled actors once again.4Alexei A.MorozovLet us name the operation of canceling of results of proving of the actor as neutralization of actor.Thus,the proving of actor A includes the following main stages(see Fig.2).Autonomous proving of the actor↓Interaction with other actors of the programChecking consistency between the actors→Neutralizationof some actors→Repeated proving ofneutralized actorsFig.2.The stages of execution of logical actor.There are three possible states of the actor:1.Let us name an actor active if the proving of this actor is performing at thismoment and is not ended yet.2.The actor that was successfully proved(and was not neutralized yet)isnamed proven.3.The actor is named neutral if the proving of this actor was cancelled and therepeated proving of it was not started yet.Neutralization of active actors is prohibited(see the formal rules of select-ing actors for neutralization in section3).Thus,sometimes the contradictions between the actors of the program cannot be eliminated with the help of actor neutralization.In this case standard backtracking occurs in the program,that returns actor A to the stage of autonomous proving.In the case if the abstract machine successfully eliminates contradictions between the actors with the help of neutralization of some set NA of actors, repeated proving of all the neutral actors occurs.If proving of all neutral actors terminates with success(or set NA is empty),the proving of actor A termi-nates with success.In another case backtracking occurs in the logic program, that returns actor A to the stage of autonomous proving.Thus,a failure of the repeated proving of any actor of the NA set will backtrack the program.Let us introduce some special notions to define the control strategy formally:–The state of abstract machine is a set of actors:Γ={A1,A2,...,A n},where A i,i=1...n,are the actors of the program.–Actor A i is a branch of AND-tree created as a result of execution of so-called actor call of a predicate@m(t1,...,t k):A i= α,m(t1,...,t k),R ,The Concept of Repeated Proving and Logical Actors5 whereαis an(unique)name of actor;m(t1,...,t k)is an atomic formula that corresponds to given actor;R is a list named the results of proving of the actor.–The result of proving of an actor is information obtained during the proving of the actor:instantiations of variables,backtrack points,etc.:E= β,F ,whereβis the name of actor that has invoked the proving under consider-ation;F is a stack of so-called failure continuations that is used for imple-mentation of backtracking.–The failure continuation is a stack containing sub-goals to be proved during investigation of one branch of OR-tree:C= G,σ,N,B ,where G is a list of sub-goals;σis an instantiation of variables used during investigation of the branch of the OR-tree under consideration;N is a list of actor names that were neutralized during investigation of given branch of the OR-tree;B is a list of actor names that were created during investigation of this branch.–The Subgoal can be a usual predicate call m(t1,...,t k),an actor predicate call@m(t1,...,t k),compositions of sub-goals S1and S2,S1or S2,etc.A special notation(@-language)necessary for definition of abstract machine states is given in tables1,2.The semantics of formulas of kindΓ.α{GL=S:G,Subst=σ}is the follow-ing:there is an actorαin theΓstate of abstract machine,that has the following properties:1.The GL cell situated on the top of the stack of failure continuations that issituated on the top of the stack of results of proving of theαactor has value S:G(a list).2.The Subst cell situated on the top of the stack of failure continuations thatis situated on the top of the stack of results of proving of theαactor has valueσ.In a similar manner,a formula of kindΓ.α= α,M,R has the following semantics:there is an actorαin stateΓof abstract machine.The value of this actor is equal to α,M,R .One can use given formulas in the following sense:“TheΓstate,such that there is an actorαthat has the following properties...”.We will use also formulas of the following kind in the transition diagrams:Γ =Γ:α{GL:=G}.The semantics of these formulas is“TheΓ state of abstract machine differs from theΓstate in that a new value G was assigned to the GL cell that is situated on the top of the stack of failure continuations that is situated on the top of the stack of results of proving of theαactor.”6Alexei A.MorozovTable1.The table of basic symbols of the@-language.Notion Symbol Definition Typicalelements Constant Const a,b,c Variable V ar X,Y,Z Functor F un fTerm T erm Const;V ar;f(t1,...,t k),k≥1t,v,uAtomic formula Atom m(t1,...,t k),k≥0MName of actor Name α,β,γ,...;τ;ξ,whereτandξare special namesSub-goal Subgoal true;fail;M;@M;S1and S2;S1or S2;del([α1,...,αn]);back([α1,...,αn]);wait(γ);redo(γ); neutralize({α1,...,αn}); restart({α1,...,αn})SProcedure P rocedure M:−S P Definition of proce-duresP rocedures Function Atom→Subgoal DTable2.Definition of the@-language.Notion Symbol Definition Typicalelements State of abstract ma-chineState{A1,A2,...,A n},n≥1ΓActor Actor α,M,R AList of results of prov-ing RLnil;E:R,is a list with head Eand rest R.RResults of one proving Result β,F ;neutralwhere neutral is a special symbolEStack of failure con-tinuations F Lnil;C:FFFailure continuation Cont G,σ,N,B C List of sub-goals(named also successcontinuation)GL nil;success;failure;S:G GSubstitution Substσ,θ,...;ε(εis the empty substitution) List of names of neu-tral actorsNeutr[α1,...,αn]NList of names of cre-ated actorsBuilt[α1,...,αn]BThe Concept of Repeated Proving and Logical Actors7A logic program is defined as a set D of procedures1(see designations of the @-language in table1)and an initial state of the program:Γ0(τ)= τ,m(t1,...,t k), ξ, m(t1,...,t k):nil,ε,[],[] :nil :nil ,whereτis the name of an actor(the target actor hereafter)that is active in the Γstate,andξis dummy name of an actor situated in outer world(the external actor)that has invoked the program under consideration.All the actors except for theτactor are proven2in theΓ0state of the abstract machine:∀α:Γ0.α{Name=τ}:is proven(Γ0,α)The abstract machine can reach one of two final states:1.The success state:ΓSUCCESS.τ{Cont= success,σ,N,B },whereτis thetarget actor introduced in theΓ0initial state.2.The failure state:ΓF AILURE.τ{F L= failure,ε,[],[] :nil}.Note,that the success and the failure states are alternative in accordance with given definitions.Deadlocks never occur in the abstract machine.3Transition SystemThe transition system of abstract machine is defined with the help of set of transition schemas and setΛof labels(let us denote the typical label by l).Let us consider the main stages of the proving of logical actor(Fig.2).3.1Autonomous Proving of ActorExecution of logic program is performed in accordance with the standard control strategy(depth-first left-to-right search)on this stage of proving of the actor. This strategy is implemented with the help of the transition schemas:T rue,Rec, Loc1,Seq,and Alt.Some auxiliary schemas implement creation,deletion,and modification of logical actors during the proving.T rue—elimination of the true sub-goal during the execution of actorα.−−−−−−−−→Γ.α{GL:=G}Γ.α{GL=true:G} T rue,αThe semantics of this transition schema is the following one:“If current stateΓof abstract machine is such that an actorαexists and current list of sub-goals of this actor GL=true:G,then stateΓcan be transformed into new one.In new state of abstract machine current list of sub-goals of actorαis modified: 1Let us do not use different procedures with the same functor(name and arity)of heading M to simplify the presentation.2The is proven predicate is defined in section3.2.8Alexei A.MorozovGL:=G.All other attributes of actorαand all other actors of the abstract machine will not changed during the transformation.”Rec—a call of predicate m during the execution of actorα.The rename: P→P function implements renaming of variables of given procedure in the standard manner.The mgu:(M1,M2)→σfunction computes the most general unifier of terms M1,M2(iff the unifier exists).Γ.α{GL=m(t1,...,t k):G,Subst=σ}∃P∈D:rename(P)=(m(u 1,...,u k):−S )∧∃θ=mgu(m(t1,...,t k)σ,m(u 1,...,u k))Γ =Γ:α{GL:=S :G,Subst:=σθ}−−−−−−−→ΓΓ Rec,αwhere Rec,α is the label of transition scheme under consideration.The state-ments over the line determine the conditions when the Rec schema can be per-formed.The statements under the line explain what is the difference between old stateΓand new stateΓ that can be obtained with the help of the Rec transition schema.Loc1—backtracking of given actorα.The‘−’function designates the dif-ference between lists:L−L =L ,if L =[α1,...,αn]and L=[α1,...,αn|L ]. The‘+’function designates concatenation of lists.Γ.α{F L= S:G,σ,N,B :( G ,σ ,N ,B :F )},S=fail∨(S=m(t1,...,t k)∧¬∃P∈D:rename(P)=(M :−S )∧∃θ=mgu(m(t1,...,t k)σ,M ))Γ =Γ:α{F L:= back(N +B ):(del(B ):G ),σ ,N ,B :F },N =N−N ,B =B−B−−−−−−−→ΓΓ Loc1,αLoc2—recognition of necessity to transmit backtracking from actorαto the actor that has invoked current proving of actorα.Γ.α{F L= S:G,σ,N,B :nil},S=fail∨(S=m(t1,...,t k)∧¬∃P∈D:rename(P)=(M :−S )∧∃θ=mgu(m(t1,...,t k)σ,M ))Γ =Γ:α{F L:= back(N+B):(del(B):failure),ε,[],[] :nil}−−−−−−−→ΓΓ Loc2,αGlo—transmission of backtracking from actorαto actorβ.Γ.α{Result= β, failure,ε,[],[] :nil }Γ.β{Subgoal=wait(α)}Γ =Γ:β{GL:=fail:nil}−−−−−−−−→ΓΓ Glo,β,αThe Concept of Repeated Proving and Logical Actors9 Back0—termination of process of recovering the states of actors during backtracking of the program.Γ.α{GL=back([]):G} Back0,α−−−−−−−−−→Γ.α{GL:=G} Back1—recovery of the active or the proven state of actorγduring back-tracking of actorα.Γ.α{GL=back([γ|BList]):Gα}Γ.γ{RL= β, Gγ,σγ,Nγ,Bγ :Fγ :Rγ}Γ =Γ:α{GL:=back(Nγ+Bγ+BList):(del(Bγ):Gα)},γ{RL:=Rγ}−−−−−−−−−−→ΓΓ Back1,α,γBack2—recovery of the neutral state of actorγduring backtracking ofα.Γ.α{GL=back([γ|BList]):Gα}Γ.γ{RL=neutral:Rγ}Γ =Γ:α{GL:=back(BList):Gα},γ{RL:=Rγ}−−−−−−−−−−→ΓΓ Back2,α,γDel0—termination of deletion of actors during backtracking of actorα.Γ.α{GL=del([]):G} Del0,α−−−−−−−→Γ.α{GL:=G} Del1—deletion of actorγduring backtracking of actorα.The‘/’function designates deletion of actor:Γ1/γ=Γ2,such that{ γ,Mγ,Rγ }∪Γ2=Γ1,Γ1=Γ2.Γ.α{Subgoal=del([γ|DList])}Γ =(Γ:α{Subgoal:=del(DList)})/γ−−−−−−−−−→ΓΓ Del1,α,γSeq—execution of conjunction of sub-goals of actorα.Γ.α{GL=(S1and S2):G} Seq,α−−−−−−−→Γ.α{GL:=S1:(S2:G)} Alt—execution of disjunction of sub-goals of actorα.Γ.α{F L= (S1or S2):G,σ,N,B :F}Alt,α−−−−−−→Γ.α{F L:= S1:G,σ,N,B :( S2:G,σ,N,B :F)} New1—execution of actor predicate call@m during execution of actorα.The code auxiliary function is used for preparation of arguments of actor predicate call.This function(see Fig.3)provides transfer of maximal quantity of information about the values of the arguments of predicate into theγactor10Alexei A.Morozovto be created.The code function transfers the values of the instantiated vari-ables and copies the variables that are unbound.The copy auxiliary function copies the values of variables.The new variable function creates new variables. The is variable function checks if the argument is an(unbound)variable.The not exists(Γ,γ)expression means γ,Mγ,Fγ /∈Γ.Γ.α{F L= @m(t1,...,t k):G,σ,N,B :F}not exists(Γ,γ)∃P∈D:rename(P)=(m(u 1,...,u k):−S )∧([v1,...,v k],σ ):=code([t1,...,t k],σ)∧∃θ=mgu(m(v1,...,v k),m(u 1,...,u k))Γ = Γ:α F L:= wait(γ):G,σ ,N,[γ|B]:( redo(γ):G,σ ,N,[γ|B] :F) ∪{ γ,m(v1,...,v k), α, S :nil,θ,[],[] :nil :nil }Γ New1,α,γ−−−−−−−−−−→Γcode:[{t i},σ]→[{t i},σ ],i=1...n σ :=σ;do i=1...nif t i=f({u j}),j=1...k[{v j},σ ]:=code({u j},σ);t i:=f({v j});σ:=σelsif is variable(t i)if is variable(t iσ)t i:=t ielse[t i,σ ]:=copy(t i,σ);σ:=σfielse t i:=t ifiod copy:[t,σ]→[t ,σ ]if tσ=f({u j}),j=1...kσ :=σ;do j=1...kif is variable(u j)u j:=new variable();σ :=σ∪ u j=u jelse u j,σ :=copy(u j,σ)fi;σ:=σod;t :=f({u j}),j=1...kelse t :=tσ;σ :=σfiFig.3.Definitions of coding and copying functions.New2—recognition of that an actor predicate@m call cannot be performed during the execution of actorα.Γ.α{Subgoal=@m(t1,...,t k),Subst=σ}¬∃P∈D:rename(P)=(m(u 1,...,u k):−S )∧([v1,...,v k],σ ):=code([t1,...,t k],σ)∧∃θ=mgu(m(v1,...,v k),m(u 1,...,u k))Γ =Γ:α{GL:=fail:nil}Γ New2,α−−−−−−−−→ΓThe Concept of Repeated Proving and Logical Actors 11Redo 1—backtracking of the γactor during backtracking of actor α.Γ.α{F L = redo (γ):G α,σα,N α,B α :F α}Γ.γ RL = α, G γ,σγ,N γ,B γ : C γ:F γ :R γΓ =Γ:α F L := wait (γ):G α,σα,N α,B α :( redo (γ):G α,σα,N α,B α :F α) ,γ RL := α, fail :nil,σγ,N γ,B γ : C γ:F γ :R γΓ Redo 1,α,γ −−−−−−−−−−→Γ Redo 2—recognition of that backtracking of actor γcannot be performed during execution of actor α.Γ.α{Subgoal =redo (γ)}Γ.γ{RL = α,C γ:nil :R γ}Γ =Γ:α{GL :=fail :nil }Γ Redo 2,α,γ−−−−−−−−−−→Γ3.2Interaction of Logical Actors The abstract machine implements the following operations on this stage:1.The comparison of substitutions that correspond to various actors of the program.2.Neutralization of some actors.3.Repeated proving of neutral actors.Check 1—checking if the actors of the program are consistent (during ter-mination of proving of actor α).Let us introduce some additional notions:–is neutral (Γ,γ)def=Γ.γ{Result =neutral };–is active (Γ,γ)def =¬is neutral (Γ,γ)∧Γ.γ{GL =success };–is proven (Γ,γ)def =¬is neutral (Γ,γ)∧Γ.γ{GL =success };–SUBST (Γ,γ)is substitution σγ,Γ.γ{Subst =σγ},or empty substitution ε,if is neutral (Γ,γ);–does exist (Γ,γ)def = γ,M γ,R γ ∈Γ;–Σ(Γ,{α1,...,αn })=n i =1SUBST (Γ,αi )—is a set of substitution assign-ments corresponding to all the actors α1,...,αn in state Γ.Definition 1.Set S of substitution assignments is conflicting one,if there are two subsets σ1and σ2and a variable X such that:1.σ1and σ2are substitutions.2.These substitutions gives values V 1and V 2to the X variable,that have no most general unifier.12Alexei A.Morozovinconsistent(S)def=∃σ1⊂S∧∃σ2⊂S∧∃X:¬∃mgu(Xσ1,Xσ2). Definition2.consistent(S)def=¬inconsistent(S)—is a consistent set of sub-stitution assignments.Definition3.A set of names NA of actors to be neutralized and proved repeat-edly may be neutralized(Γ,NA):1.∀β∈NA:does exist(Γ,β)∧is proven(Γ,β);2.∀β∈NA:∃set of actors{αi},i=1,...,k:does exist(Γ,αi):inconsistent(Σ({α1,...,αk,β}))∧consistent(Σ({α1,...,αk}));3.A set of substitution equations of actors of any subset ofΓthat has nocommon elements with the NA set should be consistent one.The condition(2)excludes any unnecessary neutralization of actors that are irrelevant to the contradictions that should be eliminated.Γ.α{GL=nil}∃NA:may be neutralized(Γ,NA)Γ =Γ:α{GL:=neutralize(NA):(restart(NA):success)}−−−−−−−−−→ΓΓ Check1,αCheck2—recognition of impossibility to eliminate contradictions between the actors with the help of neutralization of some actors(during termination of proving of actorα).Γ.α{GL=nil}¬∃NA:may be neutralized(Γ,NA)Γ =Γ:α{GL:=fail:nil}−−−−−−−−−→ΓΓ Check2,αNeut0—termination of neutralization of actors(during termination of prov-ing of actorα).Γ.α{GL=neutralize(∅):G} Neut0,α−−−−−−−−−→Γ.α{GL:=G} Neut1—neutralization of actorγduring execution of actorα:Γ.α{Cont= neutralize({γ}∪NA ):G,σ,N,B },γ/∈NAΓ.γ{RL=R}Γ =Γ:α{Cont:= neutralize(NA ):G,σ,[γ|N],B },γ{RL:=neutral:R}−−−−−−−−−−→ΓΓ Neut1,α,γSucc—termination of proving of actorαwith success.−−−−−−−→Γ.α{GL:=G}Γ.α{GL=restart(∅):G} Succ,αThe Concept of Repeated Proving and Logical Actors 13Call —invocation of repeated proving of actor γduring execution of α.Γ.α{F L = restart ({γ}∪RA ):G,σ,N,B :F },γ/∈RAΓ.γ= γ,m (v 1,...,v k ),R Γ =Γ:α F L := wait (γ):(restart (RA ):G ),σ,[γ|N ],B :( redo (γ):(restart (RA ):G ),σ,[γ|N ],B :F ),γ{RL := α, m (v 1,...,v k ):nil,ε,[],[] :nil :R }Γ Call,α,γ −−−−−−−−−→Γ Note that the Check 1,the Neut 1,and the Call schemas make abstract ma-chine nondeterministic one.Con —resumption of proving of actor βafter termination of proving of actor αthat was invoked by actor β.Γ.α{GL =success }Γ.β{GL =wait (α):G }Γ =Γ:β{GL :=G }Γ Con,β,α −−−−−−−−−→Γ Note that defined abstract machine provides a possibility for modeling de-structive assignment of variables with the help of logical actors.For instance,the X :=Y build-in predicate is implemented in the Actor Prolog language,that invokes the interaction between the actors of the program.The operational semantics of the ’:=’predicate is straightforward one:1.The predicate tries to unify the X and the Y terms.2.If the most general unifier exists,the interaction of actors of the program is performed in accordance with the rules described above.3.If neutralization and repeated proving of actors provides consistency between the actors of the program,the execution of the ’:=’predicate terminates with success.In another case backtracking occurs in the program.The model-theoretic semantics of this predicate is exactly the same as the se-mantics of the usual equality ’=’in pure Prolog and the operational semantics of the ’=’predicate is a special case of the ’:=’predicate operational semantics.4Operational SemanticsThe operational semantics of sequential logic program enhanced with logical actors is a map O that projects definition of procedures D and an initial state of program Γ0,Γ0.τ= τ,m (t 1,...,t k ),R τ ,into the set of finite and infinite chains of states obtained with the help of transition schemas defined above.Definition 4.Operational semantics O :O [D,Γ0]def = Γ0l 1−→Γ1l 2−→...l n −→ΓSUCCESS n ∪ Γ0l 1−→Γ1l 2−→...l n −→ΓF AILURE n ∪ Γ0l 1−→Γ1l 2−→... .14Alexei A.MorozovNote that the model-theoretic semantics of defined@-language strictly cor-responds to the model-theoretic semantics of pure Prolog without negation. Definition5.An initial set of actor constraints is a set of logical statements that corresponds to all the proven actors of initial stateΓ0:Init def= i M i for all αi,M i,R i ∈Γ0,such that is proven(Γ0,αi).Proposition1(on soundness of the operational semantics).The oper-ational semantics O is sound,i.e.,the success final state of the program can be obtained only if union of procedure definitions D with the negation of conjunction of initial set Init and goal statement m(t1,...,t k)is unsatisfiable:Γ0 −→ΓSUCCESS ⇒(D∪{¬(Init∧m(t1,...,t k))}|=⊥).Proposition2(on completeness of the operational semantics).The suc-cess final state of the program will be obtained if a substitutionθexists,such thatD|=(Init∧m(t1,...,t k))θ,and no infinite computations arise:Γ0 −→ΓSUCCESS.Thus,the program can fall into an infinite computation even if a success branch is present in the AND-OR tree,like the standard sequential Prolog.Nevertheless the additional operation of neutralization of actors cannot pro-voke looping of the program,because the neutralization of active actors is pro-hibited in schema Check1.The practical use of the control strategy under consideration requires that the abstract machine stops after the obtaining of the first success final state despite the fact that the abstract machine can implement the exhaustive search until all existed answers are computed or an infinite computation occurs.This restriction corresponds to the perturbation model of constraint-based languages, i.e.,the problem to be solved by the abstract machine is to fit given system of constraints to new information income from outer world only.After that,the abstract machine will wait for a new outside influence.ConclusionThe logical actors concept gives an alternative to the nonmonotonic approach in logic programming.It forms a basis for solving the problem of ensuring sound-ness and completeness of the destructive assignment operation as well as strict classical model-theoretic semantics of logic programs operating in dynamic en-vironment(such as graphical user interface and Internet).The repeated proving of sub-goals allows to modify the logical reasoning during the execution of a logic program.Following the principle of modifiable。

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