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供应链管理的绩效评估体系

供应链管理的绩效评估体系摘要：在供应链管理中，如何科学、客观、全面地分析和评价供应链的运营绩效已成为一个研究热点问题。

从供应链绩效评价的指标体系、评价指标、评价方法等方面，对供应链绩效评价的研究现状进行回顾和评述，指出供应链绩效评价存在供应链绩效评价应该包含哪些内容没有明确界定等问题，井对今后供应链绩效评价研究的发展趋势进行了展望。

关键词：供应链；绩效；评价当前企业的外部环境正经历一个巨变的时代，经济全球化趋势席卷全球，客户的需求不断增长，产品生命周期日趋缩短，市场变化呈现不确定性。

为了增强竞争，迫使企业和上游、下游合作者(如供应商、客户、物流公司等)更加重视相互间的协调，共同为最终用户创造新价值，这就使原来企业与企业之间的竞争已演化成供应链与供应链之间的竞争。

越来越多的企业意识到，要有效地管理供应链就必须对供应链绩效进行评估，因此如何科学、客观、全面地分析和评价供应链的运营绩效，是一个迫切需要解决的问题。

一、供应链绩效评价研究现状(一)供应链绩效评价指标体系目前，为了评价供应链整体运营绩效，许多学者从不同角度考察供应链并提出了相应的评价指标体系，总体上可以将这些评价体系划分为基于供应链运作参考模型的评价体系、基于供应链平衡记分卡的评价体系和Beamon提出的ROF(资源、输出及柔性，Resourc－es，Output，Flexibility)体系三大类。

1．基于供应链运作参考模型的评价体系供应链运作参考模型(SupplyChainOperationRefer-enee—modd简称SCOR)是目前影响最大应用面最广的参考模型，它能测评和改善企业内、外部业务流程，使战略性的进行企业管理(Strategic Enterprise Manage-merit简称SEM)成为可能。

Bullinger等人用SCOR框架对供应链进行了“自底向上”的绩效评价。

高萍等人运用SCOR模型从供应链的可靠性、响应能力、灵活性、成本以及资产五个方面衡量和测评供应链绩效并给出相应的评价指标。

Unit 2

Unit 2 Chain Operation
Reading
Oral Practice
MiniProject
Phrases & Terms
Surfing the Internet
Video Clip
Words & Phrases
distribution center 配送中心 in accordance with 根据，与…一致 mechanism // n. 机制；机械装置 warehousing /„/ n. 仓储，仓库贮存 sort processing 分拣处理
Unit 2 Chain Operation
Reading
Oral Practice
MiniProject
Phrases & Terms
Surfing the Internet
Video Clip
Chinese Version
连锁商店的经营连锁商店是一系列零售商店，共享一个品牌并进行集中管理，通常有标准化的经营方式和操作方法。这些特征也适用于连锁餐店和服务性的连锁企业。在零售、餐饮和许多服务领域里，连锁企业已经控制了全球很多地区的市场。
MiniProject
Phrases & Terms
Surfing the Internet
Video Clip
Part I Reading
Text A Operation of Chain Stores 1 Chain stores are retail outlets that share a brand and central management, and usually have standardized business methods and practices. These characteristics also apply to chain restaurants and some service-oriented chain businesses. In retail, dining and many service categories, chain businesses have come to dominate the market in many parts of the world.

SCOR模型案例分析

SCOR模型用途1.分析目前供应链的过程2.确立供应链再造和取得改进的方法3.量化同类型企业的运作表现并设置标杆4.总结出最好的供应链管理方法，并尝试将它软件化SCOR模型案例分析案例一:基于SCOR的汽车制造企业供应链运作模型的构建一、引言SCOR模型(Supply-ChainOperationReference-model,供应链运作的参考模型)是一个跨行业的标准供应链参考模型和供应链的诊断工具，提供了全面准确地优化各种规模和复杂程度的供应链所必须的方法。

SCOR使企业间熊够准确地分析供应链的问题，客观评价供应链的性能，确定性能改进的目标，并为适用供应链管理软件的开发奠定基础。

自前，供应链协会已经发布了它的SCOR8.0版本。

在SCOR的基础上，建立汽车制造企业供应链运作模型，可以使供应链上各结点企业理解供应链的运作过程，明确整个供应链中的利益关系者，分析整个供应链的运作性能。

同时，由于供应链运作模型采用标准术语和符号，以整个组织和所有的职能分工都能沟通的方式确立流程，并且将具体作业与性能衡量指标相结合，运作模型可以为供应链的改善提供依据，使企业获取足够的信息用以支持制订决策。

为汽车制造企业所在供应链建立一套标准的业务流程，使链上各企业能够准确交流供应链问题，并设计相应的指标体系，便于汽车制造企业衡量各业务流程绩效，通过对供应链流程的管理与改善，提高汽车制造企业的核心竟争力。

二、汽车制造企业供应链运作模型第一层的构建汽车制造企业供应链运作模型第一层为流程类型，对供应链进行基本描述，目的是给出供应链运作参考模型的范围和内容，以便建立竞争性业绩目标。

汽车行业供应链被公认为世界上最复杂和技术难度最大的供应链系统。

汽车供应链以总装厂为中心，有数以百计的上游零部件供应商和下游销售商。

其供应链主要包括供应商、总装厂、销售商、客户四个环节，其中供应商有总件供应商、组件供应商以及零件供应商，经销商分为直销点和代理商。

职责链设计模式

职责链设计模式一、什么是职责链设计模式职责链设计模式（Chain of Responsibility）是一种行为设计模式，它允许多个对象按照其顺序依次处理请求，直到请求被处理或者到达链的末尾。

每个对象在收到请求后，可以选择将其处理，然后传递给下一个对象，也可以选择不处理，从而将请求传递给下一个对象。

这种模式将请求发送者和接收者解耦，使得多个对象都有可能处理请求，提高了代码的灵活性。

二、应用场景职责链设计模式通常应用于以下场景：1.处理请求的对象不确定，并且可以在运行时动态添加或删除对象。

2.需要按照特定顺序对请求进行处理。

3.请求的发送者和接收者需要解耦，避免耦合度过高。

4.想要在不明确指定接收者的情况下，动态地指定处理该请求的对象。

三、实现方式职责链设计模式的核心思想是将请求通过一个对象链传递，并让不同的对象依次处理请求。

下面是实现该模式的一般步骤：1.定义一个抽象处理器（Handler）类，其中包含一个指向下一个处理器的引用。

2.派生具体处理器（ConcreteHandler）类，实现请求处理的具体逻辑，并在需要时将请求传递给下一个处理器。

3.在客户端代码中创建处理器链的实例，并将请求发送到链的起始位置。

四、实例演示以一个账单审批系统为例，系统中有三个级别的审批者：经理、副总经理和总经理。

账单金额小于1000元的由经理审批，小于5000元的由副总经理审批，其余由总经理审批。

1. 定义抽象处理器类public abstract class Approver {protected Approver nextApprover;public void setNextApprover(Approver nextApprover) {this.nextApprover = nextApprover;}public abstract void approve(Bill bill);}2. 派生具体处理器类public class Manager extends Approver {@Overridepublic void approve(Bill bill) {if (bill.getAmount() < 1000) {System.out.println("Manager approved the bill with amount: " + bil l.getAmount());} else if (nextApprover != null) {nextApprover.approve(bill);}}}public class VicePresident extends Approver {@Overridepublic void approve(Bill bill) {if (bill.getAmount() < 5000) {System.out.println("Vice President approved the bill with amount: " + bill.getAmount());} else if (nextApprover != null) {nextApprover.approve(bill);}}}public class President extends Approver {@Overridepublic void approve(Bill bill) {System.out.println("President approved the bill with amount: " + bill. getAmount());}}3. 创建处理器链的实例并发送请求public class Main {public static void main(String[] args) {Approver manager = new Manager();Approver vicePresident = new VicePresident();Approver president = new President();manager.setNextApprover(vicePresident);vicePresident.setNextApprover(president);Bill bill1 = new Bill(800);manager.approve(bill1);Bill bill2 = new Bill(3000);manager.approve(bill2);Bill bill3 = new Bill(10000);manager.approve(bill3);}}4. 运行结果Manager approved the bill with amount: 800Vice President approved the bill with amount: 3000President approved the bill with amount: 10000五、优缺点优点：1.降低了请求发送者和接收者之间的耦合度，使得处理请求的对象可以独立变化。

供应链管理双语英文判断与选择翻译

1) A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。

Answer: FALSE2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. Answer: TRUE供应链由所有各方，直接或间接参与，满足客户要求。

3) A supply chain could be more accurately described as a supply network or supply web. Answer: TRUE供应链可以更准确地描述为供应网络。

4) The objective of every supply chain is to maximize the overall value generated. TRUE每一个供应链的目的是生成的整体价值最大化。

5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. Answer: FALSE每一个供应链的目标是最大化为供应链的制造组件生成价值。

6) Every supply chain must include all 5 stages. Answer: FALSE每个供应链必须包括所有 5 个阶段。

7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. Answer: TRUE供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。

供应链战略、规划与运作复习要点

1.1What is a Supply Chain? All stages involved, directly or indirectly, in fulfilling a customer request Includes manufacturers, suppliers, transporters, warehouses, retailers, and customers. Within each company, the supply chain includes all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service). A typical supply chain may involve a variety of stages: customers, retailers, distributors, manufacturers, suppliers.1.4 Decision Phases of a Supply Chain1.Supply chain strategy or design: during this phase , given the marketing and pricing plans for a product, a company decides how to structure the supply chain over the next several years.2.Supply Chain Planning: for decisions made during this phase, the time frame considered is a quarter to a year.3.Supply Chain Operation: Time horizon is weekly or daily, and during this phase companies make Decisions regarding individual customer orders.1.5Process Views of a Supply Chain1. Cycle view: processes in a supply chain are divided into a series of cycles, each performed at the interfaces between two successive supply chain stages. Customer Order Cycle, Replenishment Cycle ,Manufacturing Cycle ,Procurement Cycle.2.Push/pull view: processes in a supply chain are divided into two categories depending on whether they are executed in response to a customer order or in anticipation of a customer order. Fig.1.5Push/Pull View of Supply Chains:Customer Order Arrives /push pull process.Fig1.8: Supply Chain Macro Processes in a Firm,掌1.Customer Relationship Management (CRM) 2.Internal Supply Chain Management (ISCM) 3.Supplier Relationship Management (SRM)2.1 Competitive and supply chain strategies(1)to see the relationship between Competitive and supply chain strategies ,we start with the value chain for a typical organization ,as shown in fig 2-1.(Competitive strategy: defines the set of customer needs a firm seeks to satisfy through its products and services).(2)A Product development strategy: specifies the portfolio of new products that the company will try to develop(3)Marketing and sales strategy: specifies how the market will be segmented and product positioned, priced, and promoted(4)Supply chain strategy: determines the nature of material procurement, transportation of materials, manufacture of product or creation of service, distribution of product Consistency and support between supply chain strategy, competitive strategy, and other functional strategies is important.2.2Achieving Strategic Fit 1.means that both the competitive and supply chain strategies have aligned goals.3.1Drivers of Supply Chain PerformanceFacilities:1.places where inventory is stored, assembled, or fabricated;2.production sites and storage sitesInventory:1.raw materials, WIP, finished goods within a supply chain 2.inventory policiesTransportation:1.moving inventory from point to point in a supply chain;binations of transportation modes and routesInformation:1.data and analysis regarding inventory, transportation, facilities throughout the supply chain;2.potentially the biggest driver of supply chain performance Sourcing: functions a firm performs and functions that are outsourced Pricing: Price associated with goods and services provided by a firm to the supply chain3.2A Framework for Structuring Drivers3.3 Role in the supply chain1.the “where” of the supply chain2.manufacturing or storage (warehouses) 1.location : deciding where a company will locate its facilities constitutes a large part of the design of a supply chain.2.Capacity:(flexibility versus efficiency).3.4 Inventory : Components of Inventory Decisions1)Cycle inventory：1.Average amount of inventory used to satisfy demand between shipments 2.Depends on lot size2)Safety inventory：1.inventory held in case demand exceeds expectations 2.costs of carrying too much inventory versus cost of losing sales3)Seasonal inventory：1.inventory built up to counter predictable variability in demand 2.cost of carrying additional inventory versus cost of flexible production3.5 Transportation：Components of transportation decisions：We now identify key components of transportation that companies must analyze when designing and operating a supply chain.3.6 Information：Components of information decisions1.Push (MRP) versus pull (demand information transmitted quickly throughout the supply chain)2.Coordination and information sharing3.Forecasting and aggregate planning4.Enabling technologies EDI Internet ERP systems Supply Chain Management software.3.7Sourcing：Role in the Supply Chain：Set of business processes required to purchase goods and services in a supply chainComponents of Sourcing Decisions：1.In-house versus outsource decisions2.Supplier evaluation and selection3.Procurement process 4.Overall trade-off:Increase the supply chain profits3.8pricing1.Pricing and economies of scale 2.Everyday low pricing versus high-low pricing3.Fixed price versus menu pricing3.9 Obstacles to Achieving Strategic Fit1.Increasing variety of products 2. Decreasing product life cycles3. Increasingly demanding customers4. Fragmentation of supply chain ownership Globalization5. Difficulty executing new strategies4.1The Role of Distribution in the Supply ChainDistribution refers to the steps taken to move and store a product from the supplier stage to the customer stage in a supply chain4.2Factors Influencing Distribution Network Design(1) Distribution network performance evaluated along two dimensions at the highest level:1）.Customer needs that are met 2）.Cost of meeting customer needs(2)Elements of customer service influenced by network structure:1.Response time 2.Product variety 3.Product availability 4.Customer experience5.Order visibility6.Returnability ：(1)Product availability is the probability of having a product in stock when a customer order arrives. (2) Order visibility is the ability of customers to track their orders from placement to delivery.！Supply chain costs affected by network structure: Inventories Transportation Facilities and handling Information4.3Design Options for a Distribution Network1.Manufacturer Storage with Direct Shipping2.Manufacturer Storage with Direct Shipping and In-Transit Merge3.Distributor Storage with Carrier Delivery4.Distributor Storage with Last Mile Delivery5.Manufacturer or Distributor Storage with Consumer Pickup6.Retail Storage with Consumer PickupLast-mile delivery refers to the distributor/retailer delivering the product to the customers home instead of using a package carrier.5.1Network Design Decisions1.Facility role: Facility location decision have a long term impact on a supply chain’s performance because it is very expensive to shut down a facility or move it to a different location. A good location decision can help a supply chain be responsive while keeping its costs low.2.Facility location: in contrast, a poorly located facility makes it very difficult for a supply chain to perform close to the efficient frontier.3.Capacity allocation: decision also has a significant impact on supply chain performance .4.Market and supply allocation to facility: has a significant impact on performance because it affects total production, inventory, and transportation costs incurred by the supply chain to satisfy customer demand.5.2Factors Influencing Network Design DecisionsStrategic factor:1.offshore facility: low-cost facility for export production.2. Source facility: low-cost facility for global production.3. Server facility: regional production facility.4. Contributo r facility: regional production facility with development skill.5. Outpos t facility: regional production facility built to gain local skills.6. Lead facility: facility that leads in development and process technologies.1.Technological2.Macroeconomic: include taxes, tariffs, exchange rates, and other economic factors that are not internal to an individual firm.3.Political4.Infrastructurepetitive6.Logistics and facility costs6.1The Impact of Uncertainty on Network Design DecisionsSupply chain design decisions such as the number and size of plant to build, the size and scope of a distribution system, and whether to buy or lease one’s facilities involve significant investment.( include investments in number and size of plants, number of trucks, number of warehouses). These decisions cannot be easily changed in the short- term.6.2 Discounted Cash Flow Analysis Npv: 6.3 Representations of Uncertainty6.4 Evaluating Network Design Decisions Using Decision TreeA manager must make many different decisions when designing a supply chain network. Many of them involve a choice between a long-term (or less flexible) option and a short-term (or more flexible) option. If uncertainty is ignored, the long-term option will almost always be selected because it is typically cheaper. Such a decision can eventually hurt the firm, however, because actual future prices or demand may be different from what was forecasted at the time of the decisionA decision tree is a graphic device that can be used to evaluate decisions under uncertainty.The first step in setting up a decision tree is to identify the number of time periods into the future that will be considered when making the decision. The next step is to identify factors that will affect the value of the decision and are likely to fluctuateThe next step is to identify a periodic discount rate k to be applied to future cash flowds.The decision tree analysis methodology is summarized as follows:1 identify the duration of each period(month, quarter,) and the number of periods T over which the decision is to be evaluated.Three options:1.get all warehousing space from the spot market as needed.2.Sign a three-year lease for a fixed amount of warehouse space and get additional requirements from the spot market.3.Sign a flexible lease with a minimum charge that allows variable usage of warehouse space up to limit with additional requirement from the spot market.Trips Logistics Decision Tree C(d=144,p=1.45,2)=144000*1.45=$208800 ;P(d=144,p=1.45,2)=144000*1.22C(d=144,p=1.45,2)=144000*1.45=$208800 =175680-208800=-$33120.7 Demand Forecasting in a Supply Chain: Forecasts of future demand are essential for making supply chain decisions.7.2 Characteristics of Forecasts1.Forecasts are always wrong. Should include expected value and measure of error.2. Long-term forecasts are less accurate than short-term forecasts (forecast horizon is important) that is, long-term forecasts have a larger standard deviation of error relative to the mean than short-term forecasts.3. Aggregate forecasts are more accurate than disaggregate forecasts.4. in general, the farther up the supply chain a company is (or the farther it is from the consumer ), the greater is the distortion of information it receives.7.3 Components of a forecast and forecasting methods :A company must be knowledgeable about numerous factors that are related to the demand forecast. Past demand, Lead time of product, Planned advertising or marketing efforfs, State of the economy, Planned price discounts, Actions that competitors have taken. Forecasting methods are classified according to the following four types.1.Qualitative: qualitative forecasting methods are primarily subjective and rely on human judgment.2.Time series: time-series forecasting methods use historical demand to make a forecast.3. Causal: causal forecasting methods assume that the demand forecast is highly correlated with certain factors in the environment.4. Simulation: simulating forecasting methods imitate the consumer choices that give rise to demand to arrive at a forecast.7.4 Basic Approach to Demand Forecasting1.Understand the objectives of forecasting2. Integrate demand planning and forecasting3.Identify major factors that influence the demand forecast4.Understand and identify customer segments5.Determine the appropriate forecasting technique6.Establish performance and error measures for the forecast7.5 Time Series Forecasting Methods Time Series Forecasting (Table 7.1)7.6 Measures of Forecast Erro rForecast error = E t = F t - D t Mean squared error (MSE) MSE n = (Sum(t=1 to n)[E t2])/n Absolute deviation = A t = |E t|8.1 Role of aggregate planning in a supply chain: Is a process by which a company determines ideal levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon. Specify operational parameters over the time horizon: production rate, workforce, overtime, machine capacity level, subcontracting, backlog, inventory on hand.8.2 The Aggregate Planning Problem:1. Information Needed for an Aggregate Plan: Demand forecast in each periodProduction costs:bor costs, regular time ($/hr) and overtime ($/hr);2.subcontracting costs ($/hr or $/unit);3.cost of changing capacity: hiring or layoff ($/worker) and cost of adding or reducing machine capacity ($/machine):(1)Labor/machine hours required per unit;(2)Inventory holding cost ($/unit/period); (2)Stockout or backlog cost ($/unit/period) Constraints: limits on overtime, layoffs, capital available, stockouts .2.Production quantity from regular time, overtime, and subcontracted time: used to determine number of workers and supplier purchase levels Inventory held: used to determine how much warehouse space and working capital is needed; Backlog/stockout quantity: used to determine what customer service levels will be Workforce; Hired/Laid off: used to determine any labor issues likely to be encountered.Machine capacity increase/decrease: used to determine if new production equipment needs to be purchased.8.3 Aggregate Planning Strategies: 1.Chase strategy – using capacity as the lever 2.Time flexibility from workforce or capacity strategy – using utilization as the lever 3.Level strategy – using inventory as the lever.9.1Responding to predictable variability in a supply chain: A firm can handle predictable variability using two broad approaches:1Manage supply using capacity, inventory, subcontracting, and backlogs2.Manage demand using short-term price discounts and trade promotions9.2 Managing Supply: Managing/Production capacity; Managing inventory.10.2 Economies of Scale to Exploit Fixed CostsD: Annual demand of the product S: Fixed Cost incurred per order;C: Cost per unit h: Holding cost per year as a fraction of product costH: Holding cost per unit per year Q: Lot Size T: Reorder interval; Material cos t is constant and therefore is not considered in this model.13 Transportation in the Supply Chain Air Package carriers Truck Rail Water Pipeline Intermodal.17.1 Lack of Supply Chain Coordination and the Bullwhip EffectMany firms have observed the bullwhip effect, in which fluctuations in orders increase as they move up the supply chain from retailers to wholesalers to manufactures to suppliers.供应链与人生：出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。

供应链运作参考模型(简称SCOR模型)

供应链运作参考模型(Supply-Chain Operations Reference model，简称SCOR模型)什么是SCOR模型?SCOR (Supply-Chain Operations Reference-model) 是由国际供应链协会(Supply-Chain Council) 开发支持，适合于不同工业领域的供应链运作参考模型。

1996年春，两个位于美国波士顿的咨询公司——Pittiglio Rabin Todd & McGrath (PRTM) 和AMR Research (AMR) 为了帮助企业更好地实施有效的供应链，实现从基于职能管理到基于流程管理的转变，牵头成立了供应链协会(SCC) ，并于当年底发布了供应链运作参考模型(SCOR)。

SCOR是第一个标准的供应链流程参考模型，是供应链的诊断工具，它涵盖了所有行业。

SCOR使企业间能够准确地交流供应链问题，客观地评测其性能，确定性能改进的目标，并影响今后供应链管理软件的开发。

流程参考模型通常包括一整套流程定义、测量指标和比较基准，以帮助企业开发流程改进的策略。

SCOR不是第一个流程参考模型，但却是第一个标准的供应链参考模型。

SCOR模型主要由四个部分组成：供应链管理流程的一般定义、对应于流程性能的指标基准，供应链“最佳实施” (best practices) 的描述以及选择供应链软件产品的信息。

SCOR(供应链运作参考)模型把业务流程重组、标杆比较和流程评测等著名的概念集成到一个跨功能的框架之中。

SCOR是一个为供应链伙伴之间有效沟通而设计的流程参考模型，是一个帮助管理者聚焦管理问题的标准语言。

作为行业标准，SCOR帮助管理者关注企业内部供应链。

SCOR用于描述、量度、评价供应链配置：规范的SCOR流程定义实际上允许任何供应链配置；量度；规范的SCOR尺度能使供应链绩效本衡量和标杆比较；供应链配置可以被评估以支持连续的改进和战略计划编制。

operations-supply-chain-management-Chap001

A functional field of business Concerned with the management of the entire production/delivery
system
1-4
第4页，共15页。
Operations and Supply Chain Processes
Six-sigma quality
Mid 1990s
Business process reengineering pply chain management (SCM)
Electronic commerce
Early 2000s Service science
Business analytics
1-8
第8页，共15页。
Process Activities
Planning – processes needed to operate an existing supply chain Sourcing – selection of suppliers that will deliver the goods and
1-5
第5页，共15页。
Process Steps for Men’s Nylon Supplex Parkas
1-6
第6页，共15页。
Each Section of OSCM: What Is Accomplished?
1-7
第7页，共15页。
Operations and Supply Chain Processes
The design, operation, and improvement of the systems that create and delivery the firm’s primary products and services

operation是什么意思-双解释义英英释义-及造句相关短语

operation是什么意思-双解释义英英释义-及造句相关短语【详尽释义】n. 操作;经营;[外科] 手术;[数][计] 运算【双解释义】运算欧瑞培训英语四级大纲词汇表.doc_(注:只要符合考试大纲的词汇表_第(24)页_靠垫 ... operate vi.操作;施行手术 operation n.操作;手术;运算operational a.操作上的;可使用的 ...【英英释义】operation [ ,prein ]n.a business especially one run on a large scale"a large-scale farming operation"; " a multinational operation"; " they paid taxes on every stage of the operation"; " they had to consolidate their operations"a planned activity involving many people performing various actions"they organized a rescue operation"; " the biggest police operation in French history"; " running a restaurant is quite an operation"; " consolidate the companies various operations"a process or series of acts especially of a practical or mechanical nature involved in a particular form of work"the operations in building a house"; " certain machine tool operations"同义词： procedurethe state of being in effect or being operative"that rule is no longer in operation"a medical procedure involving an incision with instruments; performed to repair damage or arrest disease in a living body"they will schedule the operation as soon as an operating room is available"同义词： surgery surgical operation surgical procedure surgical processactivity by a military or naval force (as a maneuver or campaign) "it was a joint operation of the navy and air force"同义词： military operation(computer science) data processing in which the result is completely specified by a rule (especially the processing that results from a single instruction)"it can perform millions of operations per second"process or manner of functioning or operating"the power of its engine determine its operation"; " the planes operation in high winds"同义词： functioning performance(mathematics) calculation by mathematical methods"they were learning the basic operations of arithmetic"同义词： mathematical process mathematical operation(psychology) the performance of some composite cognitive activity; an operation that affects mental contents"the cognitive operation of remembering"同义词： process cognitive process mental process cognitive operation the activity of operating something (a machine or business etc.) "her smooth operation of the vehicle gave us a surprisingly comfortable ride"【词汇搭配】and operation 与操作in operation 生效;运转着normal operation 正常运行，常规操作operation principle 经营理念safe operation 安全操作operation and management 经营和管理operation mode 操作方式operation system 操作系统;业务系统;运行系统operation and maintenance 使用和维护operation management 运营管理;经营管理operation cost 营业成本;业务费用;经营费用stable operation 稳定运行;稳定操作business operation 营业;[经]企业经营活动system operation 系统操作mode of operation 操作方式;运行方式operation method 运算法put into operation 使生效;使运转，使开动smooth operation 正常运转;平稳运转，稳定运转surgical operation 外科手术式的作战;切开手术operation time 操作时间;运算时间【例句】The filter is now ready for operation .这种滤器目前即将投入运转。

2供应链驱动因素与SCOR模型

n 计划波动 n 需求变动与订单变
动的比例
n RFID 准确的信息可以帮助企业通过降低库存和运输成
n …… 本提高效率，同时，准确的信息也可以帮助供应链更好地调剂供需，改善响应性！
23
7 采购
n 在供应链中的作用
n 外包决策：是否外包、外包给谁？ n 供应商评价标准
n 在竞争战略中的作用
n 影响响应性和效率 n 通过采购决策提高响应性：次日交付外包 n 外包比例决策：思科的例子
物流与供应链管理
任课教师：曾敏刚 Email：bmmgzeng@
华南理工大学工商管理学院
1
物流与供应链管理
n 第一讲理解供应链与供应链战略
n 第二讲供应链驱动因素与SCOR模型
n 第三讲供应链的分销网络设计 n 第四讲供应链的网络设计 n 第五讲供应链的协调 n 第六讲供应链的库存管理 n 第七讲供应链的运输 n 第八讲供应链的采购决策
NA
NA NA $7 M Capital Charge NA
内部
供应链成熟程度模型
阶段 2 跨企业协作
阶段 3
IT和电子商务
供应链绩效
阶段 1 功能性重点
阶段 2 内部整合
-连续测量企业流程和数据
外部整合
战略伙伴之间的合作： - 确定共同的
商业目标和
下的协作供应链战略： - 整合协作企
最佳的管理实践与IT解决方案
SCOR眼中的供应链
n 供应链是一个由规划, 来源, 制造于传递的五个重复的功能所组成。
n Enable 支持每一个供应链功能 n 每一个企业在供应链中有一个特殊的位子和功用。
计划
Deliver

Supply chain management, strategy planning and operation

Explain why achieving strategic fit is critical to a company’s overall success.
Describe how a company achieves strategic fit between its supply chain strategy and competitive strategy.
6,EXAMPLES OF SUPPLY CHAINS
盖特威电脑公司：一个直销的制造商 Zara:服装生产和零售 W.W.Grainger公司和McMaster-CARR公司：MRO供应商丰田:全球汽车制造商
亚马逊网上书店：电子商务
CHARPTER 2
SUPPLY CHAIN PERFORMANCE: Achieving Strategic Fit and Scope
Supplier
Cycle View
Supplier stage
KEY markets product POINT
Buyer stage places order
Supplier stage receives order
Buyer returns reverse
flows to supplier or
Push/Pull View
Push/Pull Boundary
Push Processes
Pull Processes
Process Process Process
1
2
3
Process ProcesskK+1
Process Process
N-1
N
Customer Order Arrives
Push/Pull View

农业生产资料连锁经营网络规范

网资团队哪个最好/ 相关阅读: /html/changsha/2013/0703/313.html
2
恳求。本规范合用于农业生产资料连锁运营公司的聚集造就汲引、运营和打点。2规范性征引文件以下文件关于本文件的操作是必不成少的。但凡注日期的征引文件，仅注日期的版别合用于本文件。但凡不注日期的征引文件，其最新版别（网罗一切的改削单）合用于本文件。GB2894安定标识表记标帜GB/T18354物流术语GBJ16建筑设计防火规范 SB/T10465连锁运营术语3术语和定义GB/T18354、SB/T10465界定的以及以下术语和定义合用于本文件。3.1农业生产资料agriculturalmeansofproduction农业生产所需投入的物质资料，以下简称为农资。注：农资但凡网罗肥料（化肥、有机肥）、农药、农膜、种子、饲料、兽药、农机具及配件等大类。3.2农资连锁运营 chainoperationofagriculturalmeansof
网资团队哪个最好/ 相关阅读: /html/changsha/2013/0703/313.html
7
目应与门店数目、发卖量、库存周转次数和打点才能等相匹配，存在可储蓄10%以上年农资产品运营总量的自有库容。6.3库区造就汲引应适宜以下恳求：a）布局安稳，高空硬化，库区枯燥，防雨防潮；b）空间高度公正，保证库区安定；c）通道满意工作恳求；d）GBJ16对建筑防火的恳求。6.4职工应存在与岗位恳求相适应的才能，装备专兼职农业手工职工。6.5步履办法设备应适宜以下恳求：a）自配或不变租借配送车辆、装卸步履办法设备；b）装备检定合格的计量用具；c）装备适宜需求的农化处事设备；d）装备防火、防盗、防损等步履办法设备；e）装备需求的办公用房及办公设备；f）装备相适应的信息化步履办法设备。6.6仓储打点应适宜以下恳求：a）实施农资产品收支库打点准则；b）农资产品分分辩类寄存，账货适宜；c）对在库农资产品选用需求的防***子，保证农资产道德

供应链运作标准模式(Supply-Chain Operation Reference Model)

– 流程
• 支持规划、来源、制造传递功能有关的业务流程与资源
业务流程的连接
• SCOR 使用户能识别供应链功能之间的物料流和信息流之间的联系
Plan
Plan
Plan
Source
Make
Deliver
SCOR 有3个水平的细节
水平 #
1 Top Level (回
制造
传递退回
Source Return
Make
Deliver Return
Source Return
供应商的供应商
供应商
内部或外部
你的公司
顾客
内部或外部
顾客的顾客
SCOR 模式
Building Block Approach Processes Best Practice Metrics Technology
供应链运作标准模式(SCOR) Supply-Chain Operation Reference Model
供应链运作标准模式
• SCOR的目标
– 为提高供应链效率提供指导
• SCOR （Supply-Chain Operation Reference Model）
– 一个以流程为核心的参考模式 – 三个要素
Return
Return
供应链运作 Reference 模式
2
Configuration Level
(Process Categories) 3 Process Element Level
(Decompose Processes)
P3.1 Identify, Prioritize, and Aggregate Production Requirements P3.3 Balance Production Resources with Production Requirements P3.4 Establish Detailed Production Plans

Guide to Chain说明书

Common Chain StylesChoose a chain that complements your design and has the strength to support the weight of your pendant and other design elements. The chart below presents many of the chain styles available at Rio and explains the unique characteristics of each.If you’re making necklaces, bracelets, anklets—even earrings —with chain, you know how crucial it is to have plenty of this versatile material in stock. There are many things to consider when selecting the right chain for your designs. This handy reference will to help you understand the language of chain, including how to:• Familiarize yourself with chain styles so you can choose a chain that complements your piece.• Plan how long the chain should be for the piece to hang correctly, and how much weight needs to be supported.• Have a clear understanding of the characteristics of the metal type you’re working with.•Know the units that chain is sold in—finished lengths, pre-cut unfinished lengths or bulk spools.Guide to Jewelry ChainA Buying Guide for the Bench JewelerANCHORB AR & LINKBARLEYCORNB EAD BEADINGBEVELED EDGEB OX BYZANTINEC ABLE C URB DIAMOND CUTDOUBLE ROPEF IGARO FIGURE EIGHTFOXTAIL FRANCOFRENCH ROPEHERRINGBONEKRINKLELADDERLONG & SHORTMARGHERITAMESHOMEGAREVERSE ROPE RING & CONNECTOR ROLOROPE SCROLLSERPENTINESINGAPORESNAKE, UNSEAMEDSNAKE, SEAMEDTINSELWHEAT Common Chain Styles Continued Chain Width and LengthIn determining width, take into account the overall size of your pendant or the design you are creating. Choose a chain width and thickness that accommodates a suitably sized bail or jump rings. If you buyfinished chain, ensure that its end ring will fit through yourbail (or plan how you will attach your design to the chain).When determining your finished length use this photoshowing the standard lengths as a reference.Common Selling Units for ChainWhen purchasing chain you should consider what units the chain is sold in. At Rio we offer pre-cut finished chain, by the foot or inch and bulk spools; each has its advantages depending on the type of work you are doing.Pre CutPre-cut chains are finished with a clasp and offered in most standard lengths. Bracelet lengths (commonly 7") are also available in several styles.By the Foot or InchYou have the option of ordering some chain by the foot(silver and base metals) or by the inch (gold). You can purchase the amount you need for your current project or forecast what you'll need over a period of time and purchase at yourbest price break. Bulk SpoolsBuying bulk spools (10, 20, 50, or 250-ft. lengths), when available, is an economical choice and can help ensure that you have whatever length you need on hand when you need it. With bulk chain, you must select a clasp and allow for the work steps necessary to attach it to your chain. Selecting your own clasp can add greater customization to your finished design.Special OrdersIf you’re looking for a large quantity of chain, a specialty length of finished chain or a style you don’t see on our website, we will do our best to special order it for you. Give us a call at 800-545-6566 or email *************************************.Metal Types and FinishesMetal type plays a crucial role in the design of your piece—not only for its appearance but also for the value, durability and any maintenance required to keep it lustrous. This chart describes the characteristics of the most common metal types and finishes.18 K ARAT GOLD14 K ARAT YELLOW GOLD14 KARAT WHITE GOLDA RGENTIUM®SILVER STERLING SILVERS ILVER FILLEDBASE METALP LATEDGive us a call at 800.545.6566 and talk to one of our experts.Soldered vs. UnsolderedMost precious metal chain has links that are soldered together.This strengthens the chain by closing the links so that gaps won'tform and cause the chain to break. Some chain, cannot be easilysoldered and therefore the links are left open. Unsoldered chainsshould be used with care and you must make sure links aresubstantial enough to handle typical wear and pendant weightwithout stretching.Soldered Unsoldered。

operation部门职责

operation部门职责全文共四篇示例，供读者参考第一篇示例：operation部门职责是企业中非常重要的一个部门，其主要职责是负责组织和管理企业的日常运营活动，确保企业的正常运转和高效运作。

在现代企业管理中，operation部门的角色日益重要，其工作涵盖了生产制造、供应链管理、物流运输、库存管理、设备维护和质量控制等方面。

operation部门需要负责生产制造工作。

这包括生产计划制定、生产线管理、生产过程控制等工作。

operation部门需要根据市场需求和销售计划制定合理的生产计划，确保生产效率和质量。

在生产过程中，operation部门还需要管理生产线的运作，确保生产任务按时完成，产品质量达标。

operation部门需要负责供应链管理工作。

供应链管理是企业中非常重要的一个环节，直接影响到企业的运营效率和成本控制。

operation部门需要与供应商建立良好的合作关系，确保供应链畅通，及时供应所需物料和零件。

operation部门还需要监控供应链的运作情况，及时调整计划，确保供应链的高效运作。

operation部门需要负责物流运输工作。

物流运输是将产品从生产地运送到销售地的过程，是企业运营中一个非常重要的环节。

operation部门需要制定合理的物流运输方案，选择合适的运输方式和运输公司，确保产品能够准时送达目的地，同时控制运输成本。

operation部门还需要负责设备维护和质量控制工作。

设备维护是确保生产设备正常运转的关键环节，operation部门需要制定合理的维护计划，定期对设备进行检查和保养，确保设备的正常运作。

operation部门还需要负责质量控制工作，确保产品符合质量标准，提高产品质量和客户满意度。

第二篇示例：operation部门，作为企业组织架构中的一个重要部门，承担着一系列关键职责和任务，直接影响着企业的运营和发展。

operation部门的职责主要包括但不限于以下几个方面：一、制定运营策略operation部门负责制定和实施企业的运营策略，为企业的长期发展规划和目标设定提供指导。

连锁行业术语规范

连锁行业术语规范1范围本标准规定了连锁超级市场、连锁便利店的有关术语及其定义。

本标准适用于连锁超级市场和便利店业态的经营。

2定义本标准规范了下列术语及其定义。

2.1零售业态retailing format零售企业为满足不同的消费需求而形成的不同经营形式。

2.2连锁经营chain operation企业经营若干同行业或同业态的店铺，以同一商号、统一管理或授予特许经营权方式组织起来，共享规模效益的一种经营组织形式。

2.3直营连锁(正规连锁) company-owned chain 或 Regular Chain 简称 RC连锁的门店由连锁公司全资或控股开设，在总部的直接控制下，开展统一经营。

2.4自由连锁(自愿连锁) Voluntary Chain 简称V C若干个门店或企业自愿组合起来，在不改变各自资产所有权关系的情况下，以共同进货为纽带开展的经营。

2.5特许连锁(合同连锁、加盟连锁 ) Franchise Chain 简称 FC加盟连锁店的门店同总部签订合同，取得使用总部商标、商号、经营技术及销售总部开发商品的特许权，经营权集中于总部。

加盟连锁店的门店均为独立法人。

2.6直营店chain store以同一资本直接采取连锁经营的门店，也称连锁店。

2.7加盟店franchised outlet以特许连锁方式经营的门店。

2.8超级市场Super rmarket采取自选销售方式，以销售生鲜商品、食品和向顾客提供日常必需品为主要目的的零售业态。

2.9便利店(方便店) convenience store(Cv ．S)满足顾客便利性需求为主要目的的零售业态。

2.10连锁公司chain corporation连锁超市 (便利店)公司应由 10 个以上门店组成，实行规范化管理，必须做到统一订货，集中合理化配送，统一结算，实行采购与销售职能分离。

连锁超市 (便利店)公司由总部、门店和配送中心 (或委托配送机构 )构成。

海外仓模式下考虑交付时间和平台信息共享的跨境电商运营模式选择

与本研究密切相关的文献包括５个方面：海外仓的研究、双渠道供应链的研究、电商平台运营模式选择的研究、货物交付时间的研究和信息共享的研究。关于海外仓的研究，Ｌｉｕ等对［９］海外仓的定价决策和选址问题进行了建模研究。关于双渠道供应链的研究，Ｃｈｉａｎｇ等［１０］，Ａｒｙａ等表［１１］示，双渠道销售可以为零售商、制造商和消费者都带来收益。Ｙｕｅ和Ｌｉｕ［１２］研究了双渠道供应链中信息共享的价值。此外，大多数研究探［１３１６］讨了双渠道供应链中制造商在不同情景下的渠道选择。有关电商平台运营模式选择的研究，Ｘｕ和Ｃｈｏｉ［１７］，Ｌｉ等［１８］，Ｂｅｌｈａｄｊ等研［１９］究了不同环境下，卖家加入平台的运营模式选择。关于货物交付时间的研究，Ｍｏｄａｋ和Ｋｅｌｌｅ［２０］，Ｘｕ等［２１］，Ｈｅ等同［２２］时考虑交付时间和其他因素，研究了双重因素下的供应链决策问题。在信息共享方面，许多学者基［２３２５］于不同背景对供应链之间信息分享的动机做了研究。段玉兰等研［２６］究了信息共享决策对制造商平台渠道引入策略的影响。石纯来等探［２７］讨了双渠道供应链中的信息共享，并得出若渠道间竞争激烈，则零售商总是不共享信息的结论。
摘要：海外仓作为跨境电商企业独有的供应链运作模式，如何运作是跨境电商面临的重要问题。本文构建了由一个线上、线下分销的海外仓和一个拥有市场需求信息的跨境电商平台组成的供应链博弈模型，基于交付时间和信息共享策略研究海外仓运营模式的选择。研究结果表明：渠道竞争强度越小，交付时间敏感度越低，平台信息共享的意愿越强；信息共享策略会影响海外仓的交付时间和分销数量决策，但不会影响海外仓的运营模式选择。海外仓运营模式的选择受平台佣金率和渠道竞争强度的影响较明显，当佣金率和渠道竞争强度较小时，海外仓选择市场模式运作，当佣金率和渠道竞争强度较大时，则选择转售模式。关键词：海外仓；交付时间；信息共享；市场模式；转售模式中图分类号：Ｆ７２４．６文献标识码：Ａ文章编号：２０９７０１４５（２０２３）０４００８９０８ｄｏｉ：１０．１１８４７／ｆｊ．４２．４．８９

供应链运作参考模型SupplyChainOperationsReference

3
流程要素层
(流程分解)
4
实施层
(流程要素
分解)
企业微调建立的运作战略。第三层定义企业的在选定市场上成功竞争的能力，包括：
•流程要素定义 •流程要素信息输入与输出 •标杆应用 •最好实施方案 •支持实施方案的系统能力
企业实施特定的供应链管理系统。第四层定义了取得竞争优势和适应企业变化条件的方案。
• SCOR的四层构造在供给链管理上的特征
• 第一层：提供一个广泛的对方案、外购、制造、发送过程类型的定义，是一个企业建立供给链目标的起点。
• 第二层：定义了26种核心过程目录，这些都有可能是供给链的组成局部。企业可以从这些核心过程选择适合自己需要的，构造实际的或理想的供给链。
• 第三层：为企业提供提高供给链绩效所需要的方案和设置目标的信息。方案局部包括流程要素定义、问题诊断、行业目标选择、系统软件能力等。
司——PRTM和AMR为主，加上其他美国的几个领先的企业，组成了一个小组，并于1996年宣布成立了供给链理事会〔Supply-Chain Council〕。 • SCC选择了一个参考模型，经过开展、试验、完善，于1997年发布出了供给链参考模型—— SCOR。 • SCC将供给链参考模型〔SCOR〕看作描述和改
SCOR流程要素
• 方案、外购、制造、交货是供给链的四个根本过程要素 • 方案 • 需求/供给方案：评估供给链资源、汇总和安排满足需
求的次序、库存方案、评价分销需求、确定生产、物料和关键能力。 • 方案根底问题：自制/外购决策、供给链构建、长期能力和资源方案、企业方案、产品输入/输出、产品线管理等。 • 外购 • 外购件/原材料的获取：接收、检验、存储。 • 外购的根底问题：供给商认证、外购件的质量、内部运输、供给商合同管理、货款支付等。 • 制造 • 生产作业：要求与接收物料、制造和测试产品、包装、储存与发货管理。

最大的开销英语高级词汇

最大的开销英语高级词汇 CAD(=Computer Aided Design) n. 计算机辅助设计call n. 打电话call on v. 敦促，阿蒂希县，造访campaign 战役，运动candidate n.求职者，候选人canteen n. 食堂canvass v. 草案，劝阻capacity n. 生产额，(最大)产量caption n. 照片或图片下的意味深长表明capital n. 资本，资金capture v. 获得cash n. 现金，现付款v. 兑现cash flow n. 现金流量case study n. 案例分析catalogue n. 目录，产品目录catastrophe n. 大灾难，大祸CEO n. Chief Executive Officer(美)总经理chain n. 连锁店challenger n.挑战者channel n.(商品流通的)渠道charge n. 使承担，要(价)，把……记入(账册等)chart n. 图表checkout n.付款台chief adj. 主要的，首席的，总的CIF, c.i.f.成本保险费加运费circular n.转贴的小册子(传单等)circulate v.传阅claim n./v.建议，赔偿client n.委托人，顾客cold adj. 没有人找上门的，营生温和的commercialise v.使商品化commission n.佣金_ommitment n.承诺commodity 商品，货物company n. 公司limited (liability) company (ltd.) 股份有限公司 public limited company (plc) n. 股票上市公司compensate v. 补偿，酬报compensation n补偿，酬金compete v.比赛，竞争competition n.比赛，竞争competitor n.竞争者，劲敌competitive adj.竞争性的component n. 机器元件、组件、部件，部分concentratedmarketing n. 分散营销策略condition n.条件，状况_onfiguration n.设备的结构、女团conflict n. 冲突，争论_onglomerate n. 综合商社，多元化集团公司_onsolidate v. 帐目合并_onsortium n.财团constant adj. 恒定的，不断的，经常的consultant n. 咨询人员，顾问，诊治医生consumables n.消耗品consumer durables n.坚固耐用消费品(例如：洗衣机)consumer goods n.消费品，生活资料_ontingency n. 意外事件continuum n.连续时间contract n. 合约，契约contractor n.承办商，承建人contribute v. 提供更多，捐赠contribution n贡献，捐献，税conversion n. 装配，改建conveyor n. 运送，传递，转让core time n. (弹性工作制的)基本上班时间(员工于此段时间必须下班，弹性只对除此以外的时间有效率)cost n. 成本fixed costs固定成本running costs 日常管理费用variable costs气门成本cost-effectiveadj. 不划算的，存有效益的costingn.成本计算，成本会计creditn.黄鑫，黄鑫制度credit control赊销管理(检查顾客及时付款的体系)letter of credit信用证credit limit赢利限额credit rating 信贷的信用等级，信誉评价creditor n.债权人，贷方_reditworthiness n.信贷价值，信贷信用crisis n.危机，转折点critical adj. 关键的_riticalpath analysis n. 关键途径分析法currency n.货币，流通current adj. 通用型的，现行的Current account 往来帐户，活期(存款)户current assets n.流动资产current liabilitiesn. 流动负债customise v. 按顾客的具体要求制造(或改造等);顾客化cut-throat adj. 残酷的，激烈的cut-price a. 弹鼠(出售)的CV(=curriculum vitae)n. 个人简历，履历表_ycle time n.循环时间damages n.侵害，损失deadline n. 最后期限deal n. 营业协议，数量v. 交易dealer n. 商人debit n. 借方，不值的钱v.计入帐户的借方debt n. 欠款，债务to get into debt 负债to be out of debt 不借钱to pay off a debt偿还债务debtor n.债务人aged debtors 长期债务人declare v.申报，声明decline n./v. 衰退，缓慢，下降decrease v. 增加deduct v.扣除，减去default n. 违约，未履行defect n. 瑕疵defectiveadj存有缺点的defer v. 推迟deferred payments n. 延期支付deficit n. 赤字delivery cycle n.交货周期_emand management n.需求规化demotivated adj. 消极的，冷谈的deposit n. 储蓄，预付(定金)depot n. 仓库depreciatev.贬值，(对资产)折旧depressingadj. 令人沮丧的deputy n. 代理人，副职，代理devalue v. 货币贬值(相对于其它货币)diet n. 饮食，食物，特种饮食differentiation n. 区分，辨别dimensions n. 尺寸，面积，规模direct v管理，指导director n.经理，主管Managing Director n.总经理 direct costn. 轻易成本direct mailn.(商店为招揽生意而向人们投寄的)轻易邮件direct sellingn.分销，轻易销售directory n.指南，号码簿discount n.优惠，票据dismiss v.让……离开，打发走dismissal n. 打发走dispatch n./v. 调遣display n./v. 展览，表明dispose v.安排，处理(事务)dispose of 换成，去除distribution n分配，分发，分送产品_iversify v.专门从事多种经营;多样化divest v.剥夺dividend n. 股息，红利，年息division n. 部门_og n. 滞销品down-market a./ad.低档商品的_own-time/downtimen. 设备闲置期DP(=Data Processing)n. 计算机数据处理，计算机数据处理部门dramaticadj. 戏剧性的drive积极性，无声due adj. 应付的，预期的dynamic 存有活力的earnings n. 工资efficiency n. 效率endorse v.背书，接受engage v. 雇用entitle v. 授权entitlement n.奖赏的权利holiday entitlementn. 放假权equity n.股东权益equity capital股本equities 普通股，股estimated demandn.估计需求evaluate v. 估价，评价eventual adj.最终exaggerate v. 夸张exceed v. 少于exhibit n.展览，表现expendituren花费，支出额expensen.费用，支出expense account n. 费用帐户expenses n.费用，业务津贴expertise n.专长，专门知识和技能_xposure n.公众对某一产品或公司的知悉;广告所达到的观众总数 facilities n.用作生产的设备、器材facilities layout n.设备的布局规化、计划facilities location n.设备征用_actoringn.折价出售债券_ail-safe system n.安全系统feasibility study n.可行性研究feedback n. 反馈，反馈的信息field n.办公室外边，具体内容业务file n. 文件集，卷宗，档案，文件v. 把文件(或资料)归档fill v. 补授finance n. 资金，财政v. 提供资金financial adj. 财政的financing n. 提供更多资金，借钱资金finished goods n. 制成品firm n. 公司fire v. 解雇fix v. 确认，并使紧固在fix up v. 解决，商妥fiscal adj. 国库的，财政的_lagship n. 同类中最成功的商品，佼佼者flexible adj. 存有弹性的，有效率的flextime n. 弹性工作时间制flier(=flyer) n. 降价传单float v. 发行股票flop n. 失利flow shop n. 车间fluctuate v. 波动，差值，曲折FOB, f.o.b n. 离岸价_ollow-up n. 细节全面落实，相继必须搞的事forecast v. 预测four P''s 指产品PRODUCT、价格PRICE、地点PLACE、降价PROMOTION framework n. 框架，结构_ranchise n. 特许经销权v.特许经销，给与特许经销权franchisee n. 特许经营人franchiser n.授与特许经营权者fraud n. 欺骗_reebie n. (非正式的)赠品，免费降价的商品freelance n.& adj. 自由职业者(的)funds n. 资金，基金futures n. 期货交易gap n. 缺口，空隙_earing n. 配称(即定息债务与股份资本之间的比率)_immick n. 好主意，不好点子goal n. 目标going adj. 展开的，运转中的going rate n. 产品的市场价格goods n. 货物，商品goodwill n. 声誉_o public v. 首次发行股票股票grapple with v. 与……搏斗，尽力解决grievance n. 诉讼，埋怨gross adj. 总的，毛的gross margin n. 毛利率gross profit n. 毛利gross yield n. 毛收益gradually adv. 逐渐地group n. (由若干公司联手而变成的)集团grow v. 增长，扩大growth n. 快速增长，发展guarantee n. 保证，保单guidelines n. 指导方针，准则transition noun 转变，转换，过渡volunteer noun 志愿者/兵ageism noun 对老年人的歧视alleviate verb 并使(痛苦等)不易承受，减低aptitude noun 能力，才能slot noun 为某人/某事物精心安排的边线或时间from scratch 从零开始，从无到有，白手起家jump at phrasal verb 欣然接受recession noun 工商业之萧条/不景气recruit verb 召募新兵/稀释新成员arbitrary adjective 任意的，武断的blanket adjective 包含一切情形或种类的，举例的，综合的 creed noun 信条criminology noun 犯罪学，刑事学culprit noun 犯人CV UK noun = curriculum vitae个人简历discriminate verb 歧视，区别待遇dynamic adjective 动力的，精力充沛的，有力的，动态的guilt noun 罪行，内疚high-flyer noun 志向极高的人，存有野心的人irrespective adjective 不顾的，不考虑的，无关的lag verb 滞后于，落后obsessed adjective 着迷/牵挂/困扰的oppress verb 压制，疏离pressing adjective 紧迫的prevalent adjective 广泛的，盛行的résumé noun 个人简历rot verb 腐坏/大败set in phrasal verb (指雨、坏天气、感染等)开始并可能继续下去 sliding scale noun 滑动费率，滑动换算制steady adjective 稳固的，稳定的strenuous adjective 精力充沛的，干劲十足的，必须不懈努力的 corridor noun 走廊give [someone] a hard time phrasal verb 并使某人沮丧interviewer noun 主持面试者，采访者panel noun 座谈小组，陪审团promising adjective 有希望的，有前途的short list noun 复赛名单bonus noun 奖金，红利eligible adjective 合格的/存有恰当资格的the nitty-gritty noun informal 基本事实，实情board noun 听话可以，理事会array noun 排列，编队asset noun资产/有价值的技能、人branch office noun 分店，支店civil engineering noun 土木工程cornerstone noun 奠基石，基础corporation noun 公司，企业decade noun 十年join verb 出席，重新加入pension scheme noun 养老金计划或方案trade union (US labor union) noun 工会aerospace adjective/noun 航空航天空间，航空航天技术(的) beverage noun 饮料chart noun 图表electronics noun 电子学sector noun 部门/经济领域supply verb 供给，提供更多tertiary adjective 第三的fiscal year noun 财政年度/会计年度fledgling firm noun新公司/无经验的公司found verb 创建，创立innovative adjective 创新的/革新的link noun 相连接(物)location noun 位置，场所maintain verb 保持，维修保养milestone noun 里程碑，转折点numerous adjective 许多的，无数的railroad = railway noun 铁路spearhead verb 领先/充当先锋turn of the century 世纪之交versatile adjective 万能的/多才多艺的 zest noun 强烈的兴趣、热情。