剑桥商务英语高级-110及答案解析.doc
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1、剑桥商务英语高级-110 及答案解析(总分:96.00,做题时间:90 分钟)一、READING(总题数:0,分数:0.00)二、PART ONE(总题数:1,分数:8.00)ABenchmarking involves establishing minimum standards of performance and quality, based on identifying the best method and practice followed in other organisations. These standards can then be used as yardsticks
2、to measure the organisations current costs, production, management and customer focus, and identify areas where they fall short of norms. According to its supporters, benchmarking raises awareness of innovations and best practice, thus helping all companies taking part in benchmarking exercises to i
3、ncrease their competitiveness: by imitating best practice they may be able to reduce their costs or improve their customer service.BThere are a number of approaches to benchmarking. Typically, exercises are carried out by companies working within the same field or sector, as in the International Mot
4、or Vehicle Programme. Between 1985 and 1990 this brought together car manufacturers from Europe, the USA and Japan with the aim of introducing the western companies to Japanese production methods. As benchmarking by competitors can be very sensitive, in some cases data is mediated through a neutral
5、body, such as a business school, to protect confidentiality and make sure that no trade secrets are revealed.CThere are also instances of companies in widely different industries comparing their management practices, to see how others have dealt with difficulties in internal communications, supply c
6、hain management, and other areas where practice is transferable from company to company without affecting competition between rivals, in other words, topics where confidentiality is not at issue. To a certain degree this practice has been aided by the development of internet websites dedicated to th
7、e sharing of information, sites which, being in the public domain, are universally accessible. Of course, this means that only certain types of data are provided.DUnlike benchmarking exercises with competitors, which run the risk that participants may want to take what they can and give away as litt
8、le as possible, benchmarking between the divisions or business units of a single company is far less likely to lead to the withholding of information. As a by-product, co-operation among different sections of the company may well be enhanced, both through increased understanding of how others operat
9、e, and by simply being able to put a face to a name, and know who to talk to about a particular work-related problem.Elearning from the successes and failures of others can of course be very valuable. On the other hand, critics claim that by concentrating on existing best practice, companies simply
10、seek to emulate other businesses. Content to achieve the best of what is being done at the moment, they do not attempt to move beyond it to reach the best possible. However this ignores the creative aspect of the process: learning about other organisations operations may well spark off fresh ideas,
11、as in a brainstorming session, and lead into the realm of true innovation.(分数:8.00)(1).Ideas that emerge from a benchmarking exercise may be better than any current practice.(分数:1.00)填空项 1:_(2).In some cases companies receive information without knowing which organisation produced it,(分数:1.00)填空项 1:
12、_(3).Certain methods of benchmarking generally do not impose restrictions on the kinds of knowledge that can be shared openly.(分数:1.00)填空项 1:_(4).One goal of benchmarking is to solve problems common to companies in a variety of fields.(分数:1.00)填空项 1:_(5).Benchmarking exercises can enable all partici
13、pants to make improvements in their operations.(分数:1.00)填空项 1:_(6).Benchmarking exercises may lead to an improvement in contacts with other people.(分数:1.00)填空项 1:_(7).It may be a weakness of benchmarking that organisations imitate others,(分数:1.00)填空项 1:_(8).Some forms of benchmarking do not restrict
14、 the availability of data to those organisations taking part.(分数:1.00)填空项 1:_三、PART TWO(总题数:1,分数:6.00)Route to big delivery savingsThere are few areas left within the worlds largest businesses where one close look can deliver instant savings of 1 per cent of sales. For Rhodia, the chemicals arm of F
15、rench conglomerate Rh6ne-Poulenc, scrutiny of the companys transport costs in the UK led to just such savings. Management consultants A.T. Kearney were commissioned to review the companys operations. They scoured order books, invoices and transport logs at the companys fourteen UK sites. some transp
16、ort they could not account for at all Surprising as it may seem, there were simply no records.A.T. Kearneys initial survey found that transport accounted for 10 per cent of the companys traceable spending in the UK, and that during a 12-month period, 235 different hauliers had moved products for the
17、 company. The company were also running a 30-strong fleet of their own. (9) In a more positive light, though, they meant that the opportunity to improve was huge.Transport buying was being dictated by the backgrounds of the buyers, rather than rational criteria. (10) Instead, they were typically for
18、mer drivers or site workers who bought transport from a network of contacts built up over many years.Even where buyers were seeking tile cheapest transport, their task was complicated by numerous different tariffs for different measures. For A.T. Kearney, the solution lay in a comprehensive, standar
19、dised tendering process. During the following weeks, all the companys existing suppliers, Rhodias own fleet, and others were invited to tender for business. (11) Modelling of these responses began: what if this part of the business was given to X, and this part to Y - what does it do to costs?Rhodia
20、 then went back to the most promising applicants and offered them deals for packages of business. (12) In this way the company ensured that they got the best possible arrangement. Inevitably, this process favoured large suppliers. (13) For example, a driver with his own lorry, who had been transport
21、ing goods for the company for years, submitted a tender. A sub- contracting arrangement was made for him with one of the final suppliers.Today, Rhodia have five main hauliers, who account for 90 per cent of the companys transport spending. All rates are standardised: the whole system is a very simpl
22、e one. But perhaps the most extraordinary outcome from this monumental number-crunching exercise was the bottom line impact. (14) The new set-up has delivered savings of more than 25 per cent. And the company is confident of achieving even more savings.A Before the review, transport was eating up 3
23、per cent of the companys UK sales revenue.B Nevertheless, the situation was not helped by the fragmented nature of the haulage industry.C More than 60 did so, and their quotes were then analysed.D Among the terms they included in these contracts were requirements for improvements in costs, flexibili
24、ty and reliability.E None had come into logistics as part of a management career.F But hauliers at the other end of the scale were not automatically excluded.G These results horrified the company, as they were far worse than had been anticipated.H Some transport they could not account for at all.(分数
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