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【简答题】
生产线种类为()、()、()、();残值各为1M, 2M,4M ,6M。其中,安装周期最短的为手工生产线,转产周期最长的为全自动生产线.转产费用最多的是全自动生产线,转产费用为4M/年。每条生产线每年需交1M维修费。
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【简答题】Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services. 1 、 the need to teach skills to employees working on the outsourced...
【简答题】三级管的功能是电流放大还是电压放大?
【单选题】To draw up a plan and make a budget, you need to __________.
A.
make sure how much money you have
B.
track your expenditure
C.
set limits on your monthly expenses
D.
The other options are right
【简答题】the need to draw up agreements that set out how integration is to be achieved 查看材料
【简答题】Four things owners need to do:1. know what websites are ________ at2. draw up a list of ________ they want it to do3.________ the site to fulfil needs4. make it ________ to use.Otis website is good be...
【单选题】作为项目发起方,()应将建设工程的全寿命过程以及建设工程的各参与单位集成对建设工程进行管理,应站在全方位的角度来设定各参与方的权责利与分工。
A.
监理单位
B.
业主单位
C.
施工单位
D.
设计单位
【单选题】the need to draw up agreements that set out how integration is to be achieved
A.
Gianluca Tramcere, Silica Systems An outsourced IT service is never a fully independent entity. It is tied to the home company's previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.
B.
Kevin Rayner, Domola Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.
Clayton Locke, Digital Solutions Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company's executives and users to understand their experiences.
D.
Kim Noon, J G Tech One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.
【多选题】Why do you need to draw up an itinerary before the trip?
A.
An itinerary gives you a sort of plan to work around
B.
The itinerary is helpful for the purpose of costing the trip
C.
The itinerary show you how many days the group is going for and what places of interest to visit
D.
It's necessary because you can get questions answered.
【单选题】First of all, you need draw up a customerprofile, including age, gender, residence, salary, annual expenditure, and so on.
A.
degree of exposure to public notice
B.
a brief biography of somebody or description of something
C.
a side view, especially of the human face
D.
Null
【单选题】To draw up a plan and make a budget, you need to __________.
A.
make sure how much money you have
B.
track your expenditure
C.
set limits on your monthly expenses
D.
all of the above
相关题目:
【单选题】the need to draw up agreements that set out how integration is to be achieved
A.
Gianluca Tramcere, Silica Systems An outsourced IT service is never a fully independent entity. It is tied to the home company's previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.
B.
Kevin Rayner, Domola Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.
Clayton Locke, Digital Solutions Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company's executives and users to understand their experiences.
D.
Kim Noon, J G Tech One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.