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Just-in-time inventory control system______.
A．is adopted in most modern industries
B．is adopted only in very small company
C．is adopted only by some people
D．is adopted long long time ago
答案
更多“Just-in-time inventory control system______.A．is adopted in most modern industriesB．is ado”相关的问题
第1题
It is said in the book that Thomas Edison (1847 ～ 1931 ) ______ the world leading inventor for sixty years.
A．would be
B．has been
C．had been
D．was
第2题
Just-in-time inventory control system ______.
A．is adopted in most modern industries
B．is adopted only in very small company
C．is adopted only by some people
D．is adopted long long time ago
第3题
Why do companies adopt just-in-time inventory system？
A．They try to keep their inventory of spare parts as low as possible.
B．The can save lots of money.
C．It's a more efficient method of operating.
D．A,B and C.
第5题
从供选择的答案中选出应填入下面一段英文中______内的正确答案。
Java was introduced by Sun Microsystems in 1995 and instantly(1)created a new sense of the interactive possibilities ofthe Web. Both ofthe major Web browsers include a Java(2)virtual machine. Almost all major operating system developers (IBM, Microsoft, and others) have added Java(3)compilers as part oftheir product offerings.
The Java virtual machine includes an optional just-in-time compiler that(4)dynamically compiles bytecode into executable code as an alternative to(5)interpreting one bytecode instruction at a time. In many(6)cases, the dynamic JIT compilation is faster than the virtual machine interpretation.
JavaScript should not be(7)confused with Java. JavaScript, which originated at Netscape, is interpreted at a higher level, is easier to learn than Java, but(8)lacks some of the portability of Java and the speed of bytecode. Because Java applets will run on almost any operating system without(8)requiring recompilation and because Java has no operating system-unique extensions or variations, Java is generally regarded as the most strategic(10)language in which to develop applications for the Web.
供选择的答案：
1．confused 2．compilers 3．dynamically 4．requiring 5．cases
6．interpreting 7．language 8．virtual 9．created 10．lacks
第6题
Read the article below about inventory.
For questions 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Inventory
Inventory belongs to an important element of the cost of doing business in a large company. If a company is assembling cars, they must have a large number of parts in hand so that the assembly line does not stop because one part is missing. If cars are going down the assembly line and one person is supposed to fasten wheels on to the car, the whole line will stop if he runs out of fasteners. This means that several hundred men will be waiting while someone must find fasteners for the wheel. So there must be a sufficient number of parts of all sorts nearby in order to keep the car assembly line running smoothly.
A large supply of spare parts is very expensive, so a company will try to keep its inventory as low as it can without finding it necessary to stop production for lack of a part.
In a planned company, it was often difficult to secure spare parts and so many companies ordered many extra parts and kept large supplies of parts so that if a mistake was made in planning, they could continue to produce. This was known as just-in-case inventory.
As an economy moves from a planned economy to a market economy, the important thing for a business is to make money and not just produce. It's very expensive to keep large suppliers available just in case there is a delay in delivery. So increasingly, companies are moving to another system of inventory of spare parts as low as possible. This way they do not have to pay for parts used in production until just before they are paid for the finished product. This saves them much capital and is a much more efficient method of operating. The problem with this is that if a shipment is delayed or lost for some reason, the whole factory may have to stop because they don't have one little part. This is very expensive.
Most modern industries try to keep inventory as low as possible, but when they adopt just-in-time inventory control, they try to keep at least some extra in stock for emergencies.
In a planned economy it was often difficult to secure spare parts, ______.
A．so many companies manufacture them all by themselves
B．so many companies have to stop the production lines while waiting
C．so many companies place large orders for emergencies
D．so many companies feel quite headache about this problem
第7题
？Read the article below about inventory.
？For questions 13—18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Inventory
Inventory belongs to an important element of the cost of doing business in a large company. If a company is assembling cars, they must have a large number of parts in hand so that the assembly line does not stop because one part is missing. If cars are going down the assembly line and one person is supposed to fasten wheels on to the car, the whole line will stop if he runs out of fasteners. This means that several hundred men will be waiting while someone must find fasteners for the wheel. So there must be a sufficient number of parts of all sorts nearby in order to keep the car assembly line running smoothly.
A large supply of spare parts is very expensive, so a company will try to keep its inventory as low as it can without finding it necessary to stop production for lack of a part.
In a planned company, i.t was often difficult to secure spare parts and so many companies ordered many extra parts and kept large supplies of parts so that if a mistake was made in planning, they could continue to produce. This was known as just-in-case inventory.
As an economy moves from s planned economy to a market economy, the-important thing for a business is to make money and not just produce. It's very expensive to keep large suppliers available just in case there is a delay in delivery. So increasingly, companies are moving to another system of inventory of spare parts as low as possible. This way they do not have to pay for parts used in production until just before they are paid for the finished product. This saves them much capital and is a much more efficient method of operating. The problem with this is that if a shipment is delayed or lost for some reason, the whole factory may have to stop because they don't have one little part. This is very expensive.
Most modern industries try to keep inventory as low as possible, but when they adopt just-in-time inventory control, they try to keep at least some extra in stock for emergencies.
In a planned economy it was often difficult to secure spare parts, ______.
A．so many companies manufacture them all by themselves
B．so many companies have to stop the production lines while waiting
C．so many companies place large orders for emergencies
D．so many companies feel quite headache about this problem
第8题
？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
Caught in the spotlight of hostile scrutiny, global companies from the Gap to McDonald's to Wal-Mart have launched so-called social-compliance programs to fend off critics of their supply chain practices. These new programs frequently require company suppliers to meet basic labor-practice standards. That compliance is all excellent first step, but it requires strategic thinking, not just-in-time tactical responses.
Starbucks has charted a course that suggests a new strategic template, one that other brand-driven multinationals might want to explore. When anti-globalization activists singled out Starbucks for having exploited third-world farmers, the company saw the attack as a direct threat to the brand and to its public commitments to social responsibility. But rather than assume a purely defensive posture, Starbucks launched a pilot program to fundamentally change its relationship with its suppliers. The company began to actively cultivate and reward environmentally and socially responsible suppliers a strategic gamble it calls sustainable sourcing. Not only could sustainable sourcing defend against Starbucks's critics, company executives reasoned, but it could build the brand and even drive the company's growth. This spring, Starbucks announced that it was making sustainable sourcing a cornerstone of its global strategy.
With annual growth in the late 1990s at about 20%, Starbucks executives were confident the demand was them to sustain this rate of growth. But they knew their supply chain's future was less predictable and reliable. If the flow of specialty beans from around the globe fell short, both its growth plans and the quality of its coffee would be at risk.
To protect its coffee supply, Starbucks realized it had to identify and nurture partners that could meet its quality standards and keep pace with its increasing demand. Moreover, to protect its brand, the company had to be certain that these suppliers shared its commitment to corporate citizenship. In 2001, the company launched a pilot called the preferred supplier program to attract and reward farmers committed to socially and environmentally responsible farming. The company reasoned that the farms that took the best care of their employees and land would be the most sophisticated, responsive, and responsible suppliers just the sort to help Starbucks fulfill its aggressive growth plan.
To become a preferred supplier, farmers must apply to the program. Reviewers evaluate applicants on 20 measures to determine how well they adhere to sustainable environmental practices (procedures that protect the scarce real estate on which high-quality coffee can grow ) and responsible social practices (methods, for example, that reduce the risk that deliveries will be compromised by labor unrest, corruption, or legal violations ). Suppliers accepted into the program are awarded points for meeting environmental, social, and economic criteria; the more points they earn, the more Starbucks pays them for their coffee. Preferred providers will typically receive a 5% premium on each pound of beans they sell. They can also win long-term contracts to reduce market risk and receive credit to fund improvements that promote sustainability. With the recent expansion of the pilot program to all of its supply chain, Starbucks expects that in five years 60% of its coffee will come from preferred suppliers.
Starbucks's idea is innovative and refreshingly proactive. But it's clearly a gamble. It's uncertain whether sourcing this way will pay off, either by satisfying the company's critics or by assuring adequate supplies. While the jury's still out, brand-driven companies may want to try this e
A．They are being criticized for what they have done.
B．The programs are part of their long-term strategy.
C．They want to be operating in accordance with relevant standards.
D．Their supply chain practices have lagged behind modem development.
