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结论和总体建议

美国国防部可以通解决政策、机制和员工知识方面的问题加强供应链的一体化，政策为建立一个一体化的供应链创造了基础。实现供应链整合并追求行动符合供应链总成本优化非常的重要，无论是供应链及其人员管理、政策制定、流程设计和日常决策。首先是通过明确的国防部供应链框架—如本报告中提出的框架，确保员工理解他们自己如何影响供应链的其它部分，获得关于他们对其它流程和整个供应链的影响的反馈，并拥有作出整体供应链决策的工具。这个供应链框架应纳入国防部供应链物料管理政策。

国防部有几个机会可以加强供应链一体化，这样做的好处是提高业绩和效率。为了降低成本，最重要的是更多地关注供应商的交货时间和订单数量，这可以通过加强跟供应商的整合。必须更加重视采购人员在存货方面的作用。国防部长办公室应推出一个新的举措，以确定如何改善采购和供应管理实践，以减少交货实践和订单数量。在这方面，需要加强可修复产品需求、供应和维修规划的一体化，以确保不良产品的总体供应的最小化。2012年，ASD(L&MR) 进行了两项研究，其中一个侧重改善DLA（国防后勤局）的消费品供应链管理，另一个侧重可修复产品管理。另一个机会是一个更加注重库存定位，包括加强库存定位同政策的整合，以及广泛采用

库存定位度量。

整合国防部供应链

改善库存定位是许多重要国防部供应链举措如战略网络优化、配送过程所有者战略机会供应路线以及基地调整和关闭(BRAC)的核心。同时这跟计划的卡车网络改进有非常重要的关系。然而，库存定位常常是改善措施的关键，还是缺少足够的重视，这反映在库存定位的度量和目标的缺乏。

与所有这些有关的是确保组织有足够的预算可以自由选择能够优化供应链的行动，同时对预算负责。应该审查进行供应链组织预算类别以及每个组织对成本的影响，以确定哪里有偏差，并进行相应的调整。当成立新组织或改变组织设计时，调整预算权利和组织影响应该成为设计过程的一部分。最后，改善国防部外部跟供应基地之间端对端信息共享可以加快供应链整合的步伐。这包括确保每个组织知道自己生产的信息，更重要的是知道自己可以生产哪些信息，以及哪些是对上游和下游合作伙伴有价值的信息。还包括确保组织形成最大限度利用信息的能力。

总合同支出

美国国防部总共合同支出，1990–2011

图2 - 1是从1990到2011年，美国国防部的总支出以及国防合同中的总支出。合同支出追溯到2011财年，对应的是的左手Y轴，国防部总支出对应的是右手y轴。上部分逮捕2011财年国防部的非合同支出包括人员经费、建筑、维修等。

2001年到2011年之间，国防部的合同支出增加了一倍以上，合同支出超过其它国防支出增长。这一增长主要是在产品和服务上，两者21年的年复合增长率份半年报是百分之8.4和百分之9.4，而研发的年均增长是百分之5.4。

2008年开始，合同支出相对于国防支出急剧下降，但主要是因为其它国防支出迅速增加，而不是因为合同支出的持续下降。在年均增长方面，自1990年以来，国防合同支出超过其它国防支出。1990年到2011年之间，其它支出仅增长了百分之0.2左右，而合同支出增长了百分之4。在9 / 11之后，这种差异也非常显著。在过去的11年，合同支出每年增长百分之7.4，而其它支出每年增加百分之4.4。2008年到2011年，国防部的合同支出有一个深刻的变化。虽然绝对国防合同支出减少了250亿美元，从国防部采办支出总额的百分之64下降到百分之55，非合同国防支出增加了710亿美元，从国防部采办支出的百分之36增长到百分之45。因此，由于国防部合同支出以平均每年百分之2.1的速度下降，同期非合同支出增加了百分之11.1。鉴于2010年至2011年期间，国防部总合同支出无显著变化，可能国防部合同支出和其它支出之间可能已经达到了平衡。1995年至2001年之间，合同支出和非合同之间之间的这种稳定关系没有出现过，虽然2010年到2011年的支出水平和合同支出的比例比1995年至2001年高得多。然而，预计2012年的国防开支会下降，这可能会影响未来几年的国防支出。

美国国防部合同债务（比例），1990–2011

根据前面的三个图，图2 - 5反映了国防合同债务在产品、服务和研发支出方面的构成。每条线表示1990年到2011年期间各个类别占国防部总合同支出的比例。对每个类别国防债务相对水平进行比较之后，可以发现在冷战和美军撤出伊拉克之后，国防部支出重点发生了明显的变化。这些变化在产品和服务方面的合同债务最为明显。冷战后军事和文职人员的减少，导致外部的增加，以继续提供许多服务，产品支出下降，因为军人数量减少。1998年和1999年，产品和服务支出的相对份额接近，前者下降，后者上升。之后，产品支出稍微超过服务支出，2003年的伊拉克自由行动开始后，这个差距扩大。服务和产品支出相对份额在2008年之后又开始接近，因为产品支出的绝对水平急剧下降，而服务支出仍然相对稳定。然而，2011财政年度，产品支出出现了急剧下降（主要海军的支出），而服务支出有小幅增加，这扩大了这一差距。

近几年的数据表明了在阿富汗和伊拉克的行动各自对国防支出的影响。尽管2009年和2010年美军从伊拉克撤军，产品支出大幅下降，2011年产品支出突然增加可能是一次性调整，或标志着―和平红利‖的结束。然而，2009年之后，服务支出下降比产品支出缓慢，并在2011年继续下降。

A similar trend

was seen post–Cold War/post–Gulf War, as products obligations decreased at an average of 1.3 percent annually while services obligations increased by 3.3 percent from 1990 to 2000. One explanation might be that in the wake of major operations, obligations for products decreases more abruptly while

DoD Contract Obligations by Component, 1990–2011

In Figure 3-1, the total DoD contract obligations for each year, presented in the aggregate in Figure 2-1,

are broken down by each military department’s share of the total. The Army, Navy, and Air Force are

individually presented, and the remaining DoD components are combined into the category of Other DoD

and their obligations are aggregated.

In the past decade, trends in contract obligations by the key DoD components are visibly tied to operations in Iraq and Afghanistan. Until 2002, each of these components’ contract obligations was

relatively flat. This changed rapidly after 9/11, with the greatest increases occurring in the Army: 139

percent total growth from 2002 to 2010 at an annual rate of 7 percent. Growth in the Other DoD category

(111 percent total increase from 2002 to 2010) was driven primarily by the Defense Logistics Agency

(DLA) and, to a lesser extent, by the Tricare Management Agency (TMA). Obligations by the Navy grew

somewhat more slowly, rising 54 percent from 2002 to 2010, followed by the Air Force at 14 percent

growth during this period.

From 2008 to 2011, due to the drawdown in Iraq and increased fiscal austerity measures, the relative component shares of DoD contract obligations underwent a major shift. This affected the Army

most of all, and its overall contract obligations decreased at an average of 7.7 percent per year between

2008 and 2011. Air Force obligations decreased only slightly at 0.5 percent per year on average, while

Navy contract obligations increased by 1.5 percent annually. The category of Other DoD grew in value by

a yearly average of 2.5 percent during the past three years, largely driven by obligations by the U.S.

Transportation Command (USTRANSCOM), TMA, and the Defense Information System Agency (DISA).

Share of DoD Total Contract Obligations by Component, 1990–2011

To show the relative shares of total DoD contract obligations by the individual DoD departments from

1990 to 2010, the percentage lines from the previous four figures are grouped together in Figure 3-9. All

values represented in the graph are expressed in percentage of total DoD contract obligations for each

year.

Driven by operations in Iraq and Afghanistan, the Army’s contract obligations grew rapidly post- 2001 to claim the largest share of defense contract dollars (40 percent at its peak in 2008 compared to 27

percent in 2001). However, with U.S. troops withdrawn from Iraq, the Army’s share plunged from 38

percent in 2010 to 34 percent in 2011. The Navy’s share of defense contract dollars held mostly steady

after 2004 at 25 percent, following a long decline from 1990 levels. In the last two years observed, Navy

contract obligations surged from 24 percent to 28 percent due to both decreasing Army obligations and a

surge in Navy contract obligations. In an unprecedented occurrence, the Air Force dropped to the lowest

share of defense contract obligations in 2008 at nearly 17 percent and, after a rise to 18 percent in 2009

and 2010, returned to 17 percent in 2011. However, this share does not reflect the Air Force’s contract

obligations for classified projects. Furthermore, the decline in Air Force and Navy shares of DoD contract

dollars obligated was absolute gains observed in both of these accounts over the past decade. Meanwhile,

the collective share of the category of all Other DoD entities rose to its highest point at 21 percent of DoD

contract obligations in 2011, surpassing its previous peak in 2006.

Defense Contract Obligations by Competition, 1990–2011

To determine levels of competitiveness in contract awards, this report uses FPDS data on the number of

offers received from distinct entities before a contract is awarded. Contracts awarded after receiving

multiple offers are deemed the most competitive, followed by those awarded after a single offer and

contracts awarded under no competition. Note that in Figure 4-1 below, unlabeled contracts are those that

are either unlabeled in FPDS or those that were determined by CSIS analysis to be erroneously labeled

(for example, if the contract is designated as competed and there are zero bidders, or if it is designated as

noncompeted and there are several bidders). In keeping with previous CSIS reports, classification does

not include the Fair Opportunity / Limited Sources column. Due to contradictions between that column

and the Extent Completed column, IDV contracts may be classified differently in this report than in

government publications.

In Figure 4-1, total DoD contract obligations (presented earlier in Figure 2-1) are broken into four broad categories: competition with multiple offers, competition with a single offer, no competition, and

unlabeled contracts.

Competition in DoD contracting was stable between 1990 and 1996, with between 42 and 47 percent of obligations going to contracts that were competed and received multiple offers, and between 34

and 38 percent going to contracts that were not competed. From 1997 through 2001, the shares for both

competition with multiple offers and no competition increased by approximately 5 percent; this was

primarily a result of a decrease in unlabeled contracts. As a result, this change may merely reflect better

reporting rather than a change in contracting practice. Also notable is the period from 1997 to 2000, when

contracts labeled ―No Competition‖ (Unlabeled Exception) represented the vast majority of No Competition contract value; this data deficiency was corrected starting in 2001.

From 2000 through 2011, DoD contract dollars awarded with no competition and with competition with multiple offers have both increased at a 7 percent annual growth rate. The share of

contracts that had no competition declined from a high of 41.5 percent in 2001 to 36.9 percent in 2010,

but increased again to 39.6 percent in 2011. Meanwhile, competition with multiple offers, which

accounted for 50 percent of contract value in 2010, fell to 48.6 percent in 2011.

Competitively awarded contracts receiving only a single offer increased from $9 billion in 2000

to $44 billion in 2011. This is down from $48 billion in 2010, but overall, competitions receiving only a

single offer have increased at a 15.1 percent annual growth rate since 2000. Looking at the 2008 to 2011

downturn period, however, competition with a single offer declined at nearly two and a half times the rate

of competition with multiple offers (-4.4 percent versus -1.8 percent annual growth, respectively). Nonetheless, competition with a single offer accounted for 11.7 percent of contract dollars in 2011, which

should be of concern to those in and out of government advocating for greater use of competition. Factors

contributing to this trend might include:

company has a significant and obvious advantage;

-heritage defense contractors;

the defense contracting world;

Defense Contract Obligations by Funding Mechanism, 1990–2011

Figure 4-2 presents trends in the choice of funding mechanism for DoD contract dollars. Funding mechanisms, or the conditions under which the government pays its obligations, are divided here into the

following categories: cost reimbursement, fixed price, time and materials (a form of cost based contract

distinguishable from cost reimbursement by the responsibilities assumed by the customer and the contractor), and ―combination‖ (a mix of cost and fixed price).

The 1990s saw a significant increase in the use of cost reimbursement contracts, at the expense of fixed price contracts. Cost reimbursement contracts, which accounted for only 18.4 percent of DoD

contract dollars in 1990, rose to a high of 34.7 percent in 1998, while fixed price contracts, which accounted for 74.3 percent of DoD contract dollars in 1990, dropped to 58.7 percent in 1998. This trend

began to reverse itself in 1999, but the shares of fixed price and cost reimbursement contracts have not

returned to their 1990 levels.

The data for 2000 to 2011 reveal additional interesting trends. Fixed price contracts grew at an

8.2 percent annual growth rate for 2000 to 2011, compared to 7 percent for cost reimbursement. For the

years 2008 to 2011, the change is even more pronounced: the total value of fixed price contracts decreased slightly (-0.5 percent annual growth rate), compared to a 4.9 percent annual growth rate for cost

reimbursement contracts. This change is driven by a $2 billion decrease in fixed price contract value

between 2010 and 2011, in parallel to a $3 billion increase in cost reimbursement contract value. Within the fixed price category, there was an $11 billion decline in basic Fixed price, along with increases of $6 billion and $2 billion in Fixed price Incentive and Fixed price with Economic Price Adjustment. In the cost reimbursement category, Cost Plus Award Fee contracting declined by $7 billion

between 2000 and 2011, countered by increases of $6 billion and $3 billion in Cost Plus Fixed Fee and

Cost Plus Incentive, respectively. The increased use of incentive fees is consistent with recent government-wide contracting policy, but the relative shift from fixed price to cost plus is not. While contracts labeled Combination, which include elements of both cost-based and fixed price contracts, declined significantly in 2009 and 2010, their value nearly doubled between 2010 and 2011,

from $6.3 billion to $11.4 billion. This is of concern because with combination contracts, it is impossible

to determine how many dollars are awarded on a fixed price or cost basis. For example, in the $11.4

billion awarded in 2011, it is possible that $9 billion was awarded on a cost basis and $2.4 billion was

awarded on a fixed price basis, which would significantly affect the trend lines for the two categories.

This category bears watching in FY 2012 to see if this rise was a one-year anomaly or the start of a trend.

Defense Contract Obligations by Vehicle, 1990–2011

In Figure 4-3, total DoD contract obligations are broken out by contract vehicles. The Indefinite Delivery

Vehicles (IDV) category is further broken out into Federal Supply Schedule (FSS), Multiple Award

Independent Delivery Contracts (IDCs), and Single Award IDCs. Purchase Orders and Definitive Contracts form separate categories.

The key trend for DoD contract vehicles in the 1990s was the rapid decline in the use of purchase orders. Claiming a 36 to 40 percent share of total DoD contract value from 1990 to 1994, purchase orders

fell to below 23 percent in 1995 and 1996 and to below 1.5 percent in 1997. Since then, purchase orders

have not exceeded 3 percent of total DoD contract value. In 1997, definitive contracts accounted for over

two-thirds of overall DoD contract value, with IDVs (primarily Single Award IDCs) taking up most of the

remainder. The share going to definitive contracts declined for the rest of the 1990s, but remained over 61

percent in 1999.

From 2000 onward, IDVs gradually overtook definitive contracts as the majority of DoD contract value. Definitive contracts and IDVs held 59.3 and 38.9 percent shares, respectively, of overall DoD

contract value in 2000, compared to 42.1 percent for definitive contracts and 55.1 percent for IDVs in

2010. This trend reversed somewhat in 2011, as the share of overall DoD contract value going to IDVs

dropped to 52.4 percent, while the share going to definitive contracts rose to 44.8 percent. This change

was driven by an increase of $9 billion in definitive contracts in 2011, along with a $10 billion drop in

IDVs. Specifically, a $14 billion drop in Single Award IDC was paralleled by a $4 billion rise in FSS

contracts.

In the years 2000 to 2011, definitive contracts had a 4.7 percent annual growth rate, compared to 10.4 percent for IDVs. Within IDVs, Multiple Award IDCs grew the fastest (14.4 percent annual growth

rate), followed by Single Award IDCs (9.5 percent annual growth rate) and FSS contracts (7.8 percent

annual growth rate). For 2008 to 2011, overall IDVs (-3.0 percent annual growth rate) declined at almost

twice the rate of definitive contracts (-1.7 percent annual growth rate). This change was driven by a large

decrease in Single Award IDC value (-7.4 percent annual growth), along with a significant slowing of the

growth in Multiple Award IDCs (7.0 percent annual growth rate).

Top 20 DoD Contractors, 2001 and 2011

DoD relies heavily on the private sector for the equipment and services needed to meet national security

requirements. Firms supporting DoD vary significantly, ranging from large publicly traded firms to small

privately held companies; from firms that generate a significant share of their revenue from DoD contract

work to companies whose share of revenue from defense contracts is but a fraction of overall operations.

As the security environment changes over time, so does the composition of firms contracting with DoD.

This chapter surveys the industrial base supporting DoD over the past 10 years. The focus is on the top 20

DoD contractors (i.e., those taking the largest shares of total DoD contract dollars) and on the breakdown

of the industrial base into small, medium, and large companies.

In 2001 DoD contract obligations reached some $181 billion awarded to some 46,000 contractors. In 2011, DoD contract awards totaled $375 billion and included slightly over 110,000 contractors. Table

5-1 shows the top 20 DoD contractors for 2001 and 2011. The top 5 contractors are identified in a separate cadre. Values are expressed in millions of FY 2011 dollars.

Total contract awards for the top 20 DoD contractors increased from $77 billion in 2001 to $163 billion in 2011. While contract revenue for the top 20 companies more than doubled, their share of the

total DoD contract awards remained constant at 43 percent in 2001 and 2011. The share of the next top 15

contractors increased from 13 percent of total DoD awards in 2001 to 17 percent of the total in 2011.

The composition and ranking of the top 5 DoD contractors remained nearly intact. The only noticeable change between 2001 and 2011 is the result of an acquisition: in late 2001 Northrop Grumman

(seventh) acquired Newport News Shipbuilding (third). The combined company, Northrop Grumman

Corporation, became the third-largest defense contractor, a rank it held until early 2010. In 2011 Northrop

Grumman spun off its shipbuilding business, the combined Newport News and Gulf Cost Shipbuilding,

into a new company, Huntington Ingalls Industries (HII). Following the spinoff, Northrop Grumman

dropped to fifth place on the top 20 list.

A more substantial shift in the composition and market share over the past 10 years occurred among companies ranked 6 to 20. The number and market share of health care contractors, which increased from two in 2001 to three in 2011, and their market share rose from 1 percent to over 3 percent

of total DoD contract awards. In absolute terms, contract values for health care firms more than tripled, in

real terms, between 2001 and 2011. If the top three health care firms in 2011 were combined, their dollar

awards would total over $9 billion, and they would be ranked sixth on the list. This highlights the sharp

growth in DoD health care expenses from an industrial base perspective. It also illustrates a key challenge

for defense policymakers grappling with a defense budget drawdown: spiraling health care costs. The data seem to refute that the same defense firms are gaining an ever-larger share of the market. In the past decade, the top 5 defense contractors actually lost market share, and of the firms in

places 6 to 20, defense contract dollars went to different contractors over time.

Defense Contract Obligations by Contractor Size, 2000–2011

Figure 5-1 illustrates the changes in distribution of all DoD contract dollars across contractors classified

by their relative sizes: small, medium, and large. In this report, any organization designated as small by

the FPDS database—according to the criteria established by the federal government—was categorized as

such. The threshold for a company to be considered ―large‖ is $3 billion in total annual revenue. To

provide greater granularity in this analysis, the large categor y is further broken out into the ―Big 6‖

contractors (Lockheed, Boeing, General Dynamics, Raytheon, Northrop Grumman, and BAE Systems)

and the rest of the large (greater than $3 billion in total annual revenue) contractors. Companies not

designated as eith er small or large are considered ―medium.‖ Contracts awarded to subsidiaries are rolled

into their parent contractors’ data; thus, those contractors are not distinguished separately. This breakdown is not meant to reflect the federal standard for small business set asides and varies from those

rules in two critical ways. First, if FPDS reports that a small business has been acquired by a large business, CSIS classifies dollars obligated to that company as going to a larger contractor. Second, this

report includes all contracts and does not exclude waived contracts (e.g., overseas contracts).

A continuing area of concern for policymakers is the market share captured by small, medium, and large companies. In DoD contracting, a combination of growth in the market share of large contractors and small-business set-aside programs put pressure on mid-tier contractors, who have lost

significant market share from a high of 35.6 percent in 2001 to a low of 25.4 percent in 2011. During the

2008 to 2011 period, the contract value awarded to mid-tier firms has declined (-4.5 percent annual

growth rate) faster than the value awarded to all other contractor size categories. The Big 6 have also

shown the most significant fluctuation in market share during the current downturn; from 29 percent in

2008, the share of contract value going to the Big 6 declined to 26.7 percent in 2010, with the gains split

between other large contractors and small contractors. This trend was reversed somewhat in 2011, with

the share of DoD contract dollars awarded to the Big 6 increasing to 28.5 percent.

英文翻译中文

Accounting ethics Barron's Kathleen Elliott Abstract Accounting ethics is primarily a field of applied ethics, the study of moral values and judgments as they apply to accountancy. It is an example of professional ethics. Accounting ethics were first introduced by Luca Pacioli, and later expanded by government groups, professional organizations, and independent companies. Ethics are taught in accounting courses at higher education institutions as well as by companies training accountants and auditors. Key words：Accounting Ethics Education Contents 1 Importance of ethics 2 History 3 Teaching ethics 4 Accounting scandals 1.Importance of ethics The nature of the work carried out by accountants and auditors requires a high level of ethics. Shareholders, potential shareholders, and other users of the financial statements rely heavily on the yearly financial statements of a company as they can use this information to make an informed decision about investment. They rely on the opinion of the accountants who prepared the statements, as well as the auditors that verified it, to present a true and fair view of the company. Knowledge of ethics can help accountants and auditors to overcome ethical dilemmas, allowing for the right choice that, although it may not benefit the company, will benefit the public who relies on the accountant/auditor's reporting. Most countries have differing focuses on enforcing accounting laws. In Germany, accounting legislation is governed by "tax law"; in Sweden, by "accounting law"; and in the United Kingdom, by the "company law". In addition, countries have their own organizations which regulate accounting. For example, Sweden has the Bokf?ringsn?mden (BFN - Accounting Standards Board), Spain the Instituto de Comtabilidad y Auditoria de Cuentas (ICAC), and the United States the Financial Accounting Standards Board (FASB). 2.History Luca Pacioli, the "Father of Accounting", wrote on accounting ethics in his first book Summa de arithmetica, geometria, proportioni, et proportionalita, published in 1494. Ethical standards have since then been developed through government groups, professional organizations, and independent companies. These various groups have led accountants to follow several codes of ethics to perform their duties in a professional work environment. Accountants must follow the code of ethics set out by the professional body of which they are a member. United States accounting societies such as the Association of Government Accountants, Institute of Internal Auditors, and the National Association of Accountants all have codes of ethics, and

中文菜单的英文翻译

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经典中文英文翻译

经典中文的英译但愿人长久，千里共婵娟。 We wish each other a long life so as to share the beauty of this graceful moonlight, even though miles apart. 独在异乡为异客，每逢佳节倍思亲。 A lonely stranger in a strange land I am cast, I miss my family all the more on every festive day. 大江东去，浪淘尽，千古风流人物。 The endless river eastward flows; with its huge waves are gone all those gallant heroes of bygone years. 二人同心，其利断金。 If two people are of the same mind, their sharpness can cut through metal. 富贵不能淫，贫贱不能移，威武不能曲，此之谓大丈夫。 It is a true great man whom no money and rank can confuse, no poverty and hardship can shake, and no power and force can suffocate. 海内存知己，天涯若比邻。 A bosom friend afar brings distance near.

合抱之木，生于毫末，九层之台，起于累土；千里之行始于足下。 A huge tree that fills one’s arms grows f rom a tiny seedling; a nine-storied tower rises from a heap of earth; a thousand li journey starts with the first step. 祸兮，福之所依；福兮，祸之所伏。 Misfortune, that is where happiness depends; happiness, that is where misfortune underlies. 见贤思齐焉，见不贤而内自省也。 On seeing a man of virtue, try to become his equal; on seeing a man without virtue, examine yourself not to have the same defects. 江山如此多娇，引无数英雄尽折腰。 This land so rich in beauty has made countless heroes bow in homage. 举头望明月，低头思故乡。 Raising my head, I see the moon so bright; withdrawing my eyes, my nostalgia comes around. 俱往矣，数风流人物，还看今朝。 All are past and gone; we look to this age for truly great men.

唯美的中文翻译成英文

唯美的中文翻译成英文 Abandon 放弃 Disguise 伪装 Abiding 持久的，不变的~friendship Indifferent 无所谓 Forever 最爱 I know what you want 我知道你想要什么 See you forget the breathe 看见你忘了呼吸 Destiny takes a hand.命中注定 anyway 不管怎样 sunflower high-profile向日葵，高姿态。 look like love 看起来像爱 Holding my hand, eyes closed you would not get lost 牵着我的手，闭着眼睛走你也不会迷路 If one day the world betrayed you, at least I betray the world for you! 假如有一天世界背叛了你，至少还有我为你背叛这个世界! This was spoiled child, do not know the heart hurts, naive cruel. 这样被宠惯了的小孩子，不知道人心是会伤的，天真的残忍。

How I want to see you, have a look you changed recently, no longer said once, just greetings, said one to you, just say the word, long time no see. 我多么想和你见一面，看看你最近的改变，不再去说从前，只是寒暄，对你说一句，只说这一句，好久不见。 In fact, not wine, but when the thought of drinking the unbearable past. 其实酒不醉人，只是在喝的时候想起了那不堪的过去。 The wind does not know clouds drift, day not know rain down, eyes do not understand the tears of weakness, so you don't know me 风不懂云的漂泊，天不懂雨的落魄，眼不懂泪的懦弱，所以你不懂我 Some people a lifetime to deceive people, but some people a lifetime to cheat a person 有些人一辈子都在骗人，而有些人用一辈子去骗一个人 Alone and lonely, is always better than sad together 独自寂寞，总好过一起悲伤 You are my one city, one day, you go, my city, also fell 你是我的一座城，有一天，你离开了，我的城，也就倒了。

英文翻译中文在线翻译：促进经济平稳较快发展

英文翻译中文在线翻译：促进经济平稳较快发展英文翻译中文在线翻译：促进经济平稳较快发展（一）促进经济平稳较快发展 1. Promoting steady and robust economic development 扩大内需特别是消费需求是我国经济长期平稳较快发展的根本立足点，是今年工作的重点。 Expanding domestic demand, particularly consumer demand, which is essential to ensuring China’s long-term, steady, and robust economic development, is the focus of our economic work this year. 着力扩大消费需求。加快构建扩大消费的长效机制。大力调整收入分配格局，增加中低收入者收入，提高居民消费能力。完善鼓励居民消费政策。大力发展社会化养老、家政、物业、医疗保健等服务业。鼓励文化、旅游、健身等消费，落实好带薪休假制度。积极发展网络购物等新型消费业态。支持引导环保建材、节水洁具、节能汽车等绿色消费。

扩大消费信贷。加强城乡流通体系和道路、停车场等基础设施建设。加强产品质量安全监管。改善消费环境，维护消费者合法权益。 We will work hard to expand consumer demand. We will move faster to set up a permanent mechanism for boosting consumption. We will vigorously adjust income distribution, increase the incomes of low-and middle-income groups, and enhance people’s ability to consume. We will improve policies that encourage consumption. We will vigorously develop elderly care, domestic, property management, medical and healthcare services. We will encourage consumer spending on cultural activities, tourism, and fitness; and implement the system of paid vacations. We will actively develop new forms of consumption such as online shopping; support and guide the consumption of green goods such as environmentally friendly building materials, water-saving sanitation products, and energy-efficient vehicles; and expand consumer credit. We will improve the urban-rural logistics system and infrastructural facilities, such as roads and parking lots, strengthen supervision over product quality and

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常--Chiong 车--Che 陈--Chen/Chan/Tan 成/程--Cheng 池--Chi 褚/楚--Chu 淳于--Chwen-yu D: 戴/代--Day/Tai 邓--Teng/Tang/Tung 狄--Ti 刁--Tiao 丁--Ting/T 董/东--Tung/Tong 窦--Tou 杜--To/Du/Too 段--Tuan 端木--Duan-mu 东郭--Tung-kuo 东方--Tung-fang E: F: 范/樊--Fan/Van 房/方--Fang 费--Fei 冯/凤/封--Fung/Fong 符/傅--Fu/Foo G: 盖--Kai 甘--Kan 高/郜--Gao/Kao 葛--Keh 耿--Keng 弓/宫/龚/恭--Kung 勾--Kou 古/谷/顾--Ku/Koo 桂--Kwei

英语翻译成汉语

[转] 英语中常见的123个中国成语写作就不用愁字数啦 1.爱屋及乌 Love me, love my dog. 2.百闻不如一见 Seeing is believing. 3.比上不足比下有余 worse off than some, better off than many; to fall short of the best, but be better than the worst. 4.笨鸟先飞 A slow sparrow should make an early start. 5.不眠之夜 white night 6.不以物喜不以己悲 not pleased by external gains, not saddened by personnal losses 7.不遗余力 spare no effort; go all out; do one's best 8.不打不成交 No discord, no concord. 9.拆东墙补西墙 rob Peter to pay Paul 10.辞旧迎新 bid farewell to the old and usher in the new; ring out the old year and ring in the new 11.大事化小小事化了 try first to make their mistake sound less serious and then to reduce it to nothing at all 12.大开眼界 open one's eyes; broaden one's horizon; be an eye-opener 13.国泰民安 The country flourishes and people live in peace 14.过犹不及 going too far is as bad as not going far enough; beyond is as wrong as falling short; too much is as bad as too little 15.功夫不负有心人 Everything comes to him who waits. 16.好了伤疤忘了疼 once on shore, one prays no more 17.好事不出门恶事传千里 Good news never goes beyond the gate, while bad

英文翻译成中文

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中文姓氏英文翻译

中文姓氏英文翻译 A: 艾--Ai 安--Ann/An 敖--Ao B: 巴--Pa 白--Pai 包/鲍--Paul/Pao 班--Pan 贝--Pei 毕--Pih 卞--Bein 卜/薄--Po/Pu 步--Poo 百里--Pai-li C: 蔡/柴--Tsia/Choi/Tsai 曹/晁/巢--Chao/Chiao/Tsao 岑--Cheng 崔--Tsui 查--Cha 常--Chiong 车--Che 陈--Chen/Chan/Tan 成/程--Cheng 池--Chi 褚/楚--Chu 淳于--Chwen-yu D: 戴/代--Day/Tai 邓--Teng/Tang/Tung 狄--Ti 刁--Tiao 丁--Ting/T 董/东--Tung/Tong 窦--Tou 杜--To/Du/Too

段--Tuan 端木--Duan-mu 东郭--Tung-kuo 东方--Tung-fang E: F: 范/樊--Fan/Van 房/方--Fang 费--Fei 冯/凤/封--Fung/Fong 符/傅--Fu/Foo G: 盖--Kai 甘--Kan 高/郜--Gao/Kao 葛--Keh 耿--Keng 弓/宫/龚/恭--Kung 勾--Kou 古/谷/顾--Ku/Koo 桂--Kwei 管/关--Kuan/Kwan 郭/国--Kwok/Kuo 公孙--Kung-sun 公羊--Kung-yang 公冶--Kung-yeh 谷梁--Ku-liang H: 海--Hay 韩--Hon/Han 杭--Hang 郝--Hoa/Howe 何/贺--Ho 桓--Won 侯--Hou 洪--Hung 胡/扈--Hu/Hoo 花/华--Hua 宦--Huan 黄--Wong/Hwang

当英文情话翻译成中文,浪漫到极致!

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爱你，有的人总嫌千言万语，也不足以表达出自己心里的浓浓爱意；有的人则爱在心口难开；而有的人只需数行文字，便足以剥开万千情思，足以淋漓尽致，足以热烈缠绵。因为他们觉得用三行字来表达自己的爱，便是“三行情书”的意义所在。 02 02 02

1 I love three things in the world . Sun,Moon and You. Sun for morning,Moon for night, and You forever. 浮世三千，吾爱有三。日、月与卿。日为朝，月为暮。卿为朝朝暮暮。 2 I want to have a man heart

until my hair white not leave. 愿得一人心，白首不分离。 3 Because of you, I never stray too far from the sidewalk. Because of you, I learned to play on the safe side. Because of you, I find it hard to trust not only me, Because of you,I am afraid.

但为君故，不远陌上。但为君故，惜身不徨。但为君故，别无他信。但为君故，诚恐如今。 4 Well，not that emotional， but I move the heart. 情如风雪无常，却是一动即伤。

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英文翻译中文在线翻译英文翻译中文在线翻译（一）促进经济平稳较快发展 1. Promoting steady and robust economic development 扩大内需特别是消费需求是我国经济长期平稳较快发展的根本立足点，是今年工作的重点。 Expanding domestic demand, particularly consumer demand, which is essential to ensuring China’s long -term, steady, and robust economic development, is the focus of our economic work this year. 着力扩大消费需求。加快构建扩大消费的长效机制。大力调整收入分配格局，增加中低收入者收入，提高居民消费能力。完善鼓励居民消费政策。大力发展社会化养老、家政、物业、医疗保健等服务业。鼓励文化、旅游、健身等消费，落实好带薪休假制度。积极发展网络购物等新型消费业态。支持引导环保建材、节水洁具、节能汽车等绿色消费。

扩大消费信贷。加强城乡流通体系和道路、停车场等基础设施建设。加强产品质量安全监管。改善消费环境，维护消费者合法权益。 We will work hard to expand consumer demand. We will move faster to set up a permanent mechanism for boosting consumption. Wewill vigorously adjust income distribution, increase the incomes of low-and middle- income groups, and enhance people ’s ability to consume. We will improve policies that encourage consumption. We will vigorously develop elderly care, domestic, property management, medical and healthcare services. We will encourage consumer spending on cultural activities, tourism, and fitness; and implement the system of paid vacations. We will actively develop new forms of consumption such as online shopping; support and guide the consumption of green goods such as environmentally friendly building materials, water-saving sanitation products, and energy-efficient vehicles; and expand consumer credit. We will improve the urban-rural logistics system and infrastructural facilities, such as roads and parking lots, strengthen supervision over product quality and

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