外文文献翻译

Ⅲ.外文翻译

外文翻译之一

Project Budget Monitor and Control

Author：Yin Guo-li

Nationality：American

Derivation：Management Science and Engineering. Montreal: Mar 20, 2010 .

With the marketing competitiveness growing, it is more and more critical in budget control of each project. This paper discusses that in the construction phase, how can a project manager be successful in budget control. There are many methods discussed in this paper, it reveals that to be successful, the project manager must concern all this methods.

1. INTRODUCTION

The survey shows that most projects encounter cost over-runs (Williams Ackermann, Eden, 2002,pl92). According to Wright (1997)'s research, a good rule of thumb is to add a minimum of 50% to the first estimate of the budget (Gardiner and Stewart, 1998, p251). It indicates that project is very complex and full of challenge. Many unexpected issues will lead the project cost over-runs. Therefore, many technologies and methods are developed for successful monitoring and control to lead the project to success. In this article, we will discuss in the construction phase, how can a project manager to be successful budget control.

2. THE CONCEPT AND THE PURPOSE OF PROJECT CONTROL AND MONITOR

Erel and Raz (2000) state that the project control cycle consists of measuring the status of the project, comparing to the plan, analysis of the deviations, and implementing any appropriate corrective actions. When a project reach the construction phase, monitor and control is critical to deliver the project success. Project monitoring exists to establish the need to take corrective action, whilst there is still time to take action. Through monitoring the activities, the project team can analyze the deviations and decide what to do and actually do it. The purpose of monitor and control is to support the implementation of corrective actions, ensure projects stay on target or get project back on target once it has gone off target。

3. SETTING UP AN EFFICIENT CONTROL SYSTEM

For the purpose of achieving cost target, the manager need to set up an efficient management framework including: reporting structure, assessing progress, and communication system. The employees' responsibility and authority need to be defined in the reporting structure. The formal and informal assessing progress can help getting a general perspective between reality and target. It is significant to help identify what is the risk and should be monitored and controlled. Project success is strongly linked to communication. The efficient communication system benefit for teamwork and facilitate problem solving ( Diallo and Thuillier, 2005 ).

4. COST MONITOR AND CONTROL

4.1 Ranking the priority of monitoring

In construction phase, many activities are carried out based on the original plan. It is need to know what kind of activities or things are most likely to lead the project delay and disruption. Therefore, the first step is ranking the priority of the activities. Because the duration of a project is determined by the total time of activities on critical path, any delay in an activity on the critical path will cause a delay in the completion date for the project (Ackermann Eden, Howick and Williams,2000,p295). Therefore, the activities on critical path should firstly to be monitored and controlled. Secondly, monitoring the activities with no free float remaining, a delay in any activity with no free float will delay some subsequent activity inevitably. These subsequent delays will discomfit the resource schedule significantly. Some resources are unavailable because they are committed elsewhere. Thirdly, monitoring the activities with less than a specified float, because if an activity has very little float, it might use up the time before control decision is made once such an activities has a variance with the target. Fourthly, managers should monitor high risky activities. High risky activities are most likely to overspend. Fifthly, managers should monitor the activities using critical resource. Some resource is critical because they are very expensive or limited (Cotterell and Hughes, 1995).

4.2Methods of cost control

The main cost of a project includes staff cost, material cost and delay cost. To control these cost, managers should first set up a cost control system to:

a) Allocate responsibilities for administration and analysis of financial data

b) Ensure all costs are properly allocated against project codes

c) Ensure all costs are genuinely in pursuit of project activities

d) Check that other projects are not using the budget.

Then, managers should monitor and control change to the project budget. It means the following things:

a) Concerned with key factors that cause changes to the budget

b) Controlling actual cost changes as they occur

- Monitor cost performance to detect variances

- Record all appropriate changes accurately in the cost baseline

- Preventing incorrect, unauthorized changes being included in the cost baseline

- Determine positive and negative variances

- Integrated with all other control processes (scope, change, schedule, quality) As a project is dynamic, sometimes the project managers know the project is going out off target by monitoring, but don't know the best action to take. In this circumstance, net present value (NPV) should be used as an ongoing monitor and control mechanism, because NPV takes account of the time element and discounts future cash flows, it is the result of the time effect on cash

4.3 Change monitor and control

Voropajev (1998) states that dynamic changes of project environment will influence the process of project implementation, the project itself and may cause heightened risk. When carried out some activities, the methods different from that in the original plan must be used to keep the process moving forward (as experienced under practice). Therefore, changes are inevitable and need to be managed during project life-cycle (Voropajev. 1998,p 16- 17) .An effective change control system should be established to ensure change procedure is clear and unambiguous and easy for employee to request a change. And the following things need to be concerned:

a) Monitoring and forecasting most probable changes Key factors that generate change to ensure good results; make sure that change must be checked by suitable person.

b) Changes should take place once it is approved and be monitored to check whether it worked as expected

c) All changes in project should be recorded in the project documentation (Voropajev, 1998,pl8).

5. CONCLUSION

This article shows the best methods of budget control. First, an efficient control system must be set up. Secondly, It is required to recognize and rank the important factors affecting budget target. Thirdly, manager should combine different control techniques to reach the success of a project.

项目成本减少与控制

作者：Yin Guo-li

国籍：美国

出处：管理科学与工程．2010.03.20

随着市场竞争的激烈性越来越大，在每一个项目中，进行成本控制越发重要。本文论述了在施工阶段，项目经理如何成功地控制项目预算成本。本文讨论了很多方法。它表明，要取得成功，项目经理必须关注这些成功的方法。

1.简介

调查显示，大多数项目会碰到超出预算的问题(Williams Ackermann, Eden, 2002,pl92)。据Wright（1997）的研究，一个好的经验法则就是相比首次成本预算至少会增加50%(Gardiner and Stewart, 1998, p251)。这表明，项目是非常复杂并且充满挑战的。很多意想不到的因素会导致项目成本的增加。因此，许多科学技术和方法被应用于监测和控制成本来促使项目的成功。在这篇文章中，我们将讨论在施工阶段，项目经理如何才能成功控制预算成本。

2.项目控制和监测的概念和目的

Erel and Raz (2000)指出项目控制周期包括测量成本是实际情况，将施工成本的实际值和计划值进行比较，对比较结果进行分析，并采取适当的措施来纠正偏差。项目在施工阶段的监测和控制对于项目的成功是至关重要的。为了采取正确的纠偏措施需要建立项目监测机制，同时这样做也可以有时间来采取措施。通过监测手段，项目团队可以分析偏差产生的原因以及决定纠偏措施并采取行动。监控的目的就是纠偏措施的实施，确保项目控制在计划目标内或者使已经偏离计划的回到目标范围内。

3.建立一个有效的控制体系

为了实现预算成本的目标，项目管理者需要建立一个高效的管理框架，包括：报告的结构，评估的进展情况以及沟通体系。在报告结构中，雇员的责任和权力应该要清楚地被定义。正式的和非正式的评估可以帮助实际和目标之间大体上保持一致，且这对于确定什么是风险以及哪些需要被监测和控制是非常有帮助的。项目成功与良好的沟通密切相关，一个高效率的沟通体系有利于团队协作并促进问题的解决( Diallo and Thuillier, 2005)。

4.成本费用的检测和控制

4.1对检测的优先顺序进行排序

在施工阶段，很多施工活动是基于原来的计划。它需要清楚什么样的活动或者哪些东西是最有可能导致项目延误和不受控制的。因此，第一步就是要对这些

活动进行优先排序。由于项目的工期是由关键路径上的关键工作的总时间决定的，任何关键路径上工作的延迟将导致项目工期的拖延

(Ackermann Eden, Howick and Williams,2000,p295)。因此，关键路径上的工作应该首先进行检测和控制。其次，检测没有自由时差浮动的工作，任何没有自由时差工作的延误将导致其后续工作的拖延，这些后续工作的延误将对资源分配安排带来影响，有些资源被分配到特定的工作是不可以变更利用的。第三，检测具有较少浮动时间的工作，因为，如果一个工作具有非常少的浮动时间，那么当它偏离目标的时候很有可能在还没有采取控制措施前就将浮动时间用完了。第四，项目管理者应该检测高风险活动，高风险活动最有可能超支。第五，管理者应该检测项目活动中使用的关键资源，有些资源由于是非常昂贵和有限的而至关重要(Cotterell and Hughes, 1995)。

4.2成本控制的方法

一个项目的主要费用包括员工成本、材料成本以及工期延误的成本。为了控制这些成本费用，项目管理者首先应该建立一个成本控制系统：

a)为财务数据的管理和分析工作落实责任人员

b)确保按照项目的结构来合理分配所有的成本

c)确保所有成本都是项目进展过程中各项活动的真实支出

d)检查其它工程项目没有使用此项目预算

然后，项目管理者应该对项目预算进行监督和控制变更。这意味着以下几点：

a)关注可以引起成本变化的主要因素

b)控制实际成本的变化

--监测成本发生情况来发现它的变化

--在成本控制线上准确地记录所有恰当的成本变动

--为防止出现错误，没有经过允许的成本变化也应该体现在成本控制线上

--确定积极地和消极的成本变化

--与其它控制目标（范围、变更、进度、质量）相结合

由于一个工程项目是动态变化的，有时项目经理通过监测知道项目成本正在偏离预算，但是却不知道采取什么措施来控制。在这种情况下，净现值（NPV）能够被用来作为一种持续监控的方法，因为净现值考虑了时间的因素来对未来现金流折现，它是现金流考虑时间价值影响后的结果。

4.3变化的检测和控制

Voropajev (1998)指出，施工环境的动态变化将会影响项目的实施过程、项目本身以及增加项目风险的可能性。当在开展施工活动的时候，不同于原计划的各种方法必须被应用来保持项目向前推进（根据实践经验）。因此，变化

是不可避免的，需要在项目的整个生命周期过程中管理和控制变化(Voropajev. 1998,p 16- 17)。为了确保变更程序是明确和毫不含糊的以及方便施工人员提出要求发生改变，应该建立一个有效的变更控制体系。可以从以下几个方面考虑：

a) 为确保良好的结果，应检测和预测最有可能发生变更的主要因素，应该保证变更必须由合适的人员检查

b）一旦被批准，变更应该发生并对此进行监测以检查是否按预期工作

c)项目的所有变更应该被记录在项目文件资料中(Voropajev, 1998,pl8)

5.结论

本文介绍了控制预算的最佳方法。首先，必须建立一个高效率的监管控制体系；其次，它必须包括影响成本预算目标的主要因素并将它按照重要性排序；第三，项目管理者应该结合不同的科学控制方法以达到项目的成功。

外文翻译之二

The Contractor's Role in Building Cost Reduction After

Design

Author：Waddle,Todd W.

Nationality：UK

Derivation：Cost Engineering; Feb2008, Vol. 50 Issue 2, p14-21

It has become evident from recent news articles that inflationary pressures and increased construction activity are causing many building projects to come in well over owner's budgets. This trend has increased dramatically over the past few years, as much of the construction industry has been impacted by an unprecedented increase in the cost of construction. The historical rate of increase in construction cost has been under five percent per year, as reported by the Engineering News Record. Over the last few years, the industry has seen a significant increase from historical escalation rates, up to 10-15 percent per year in many regions of the US. These increases have been caused by a variety of factors, including the following.

? Shortage of steel resulting from rapid growth in China.

? Demand for materials in the US resulting from increased hurricane damage.? Rising oil prices leading to higher manufacturing and transportation cost. ? Rising labor cost beca use of increased construction activity .

To be successful in having over budget projects awarded, the building contractor has had to take a proactive role in working with owners and design teams to reduce project cost to amounts that owners are able to award. This cost reduction is normally accomplished through the following methods.

? value engineering;

? scope reduction;

Value Engineering

Value engineering (VE) has been defined as a systematic method to improve the value of goods and services by using an examination of function.

Value, as defined, is the ratio of function to cost. Value can therefore be increased by either improving the function or reducing the cost.

It is a primary tenet of value engineering that quality not be reduced as a consequence of pursuing value improvements . VE is a process originating at General Electric Company (GE) during World War II. Because of shortages of skilled labor, raw materials, and component parts, engineers at GE

looked for acceptable alternates and often found substitutions that resulted in reduced costs and/or product improvement.

GE developed a systematic process that they called value analysis. Over the years the name gradually changed to VE. The basic steps of VE include the following：

? Information gathering: project requirements defined, function analysis.

? Alternates: various ways of meeting the requirements and functions.

? Evaluation: assessment of alternates on how well they meet requirements and costs savings.

? Presentation: selection of best alternat ives to be presented to client for decisions.

True VE evaluates life cycle costs such as initial cost, maintenance cost, operational cost, life span, time value of money, replacement cost, and frequency of replacement. VE can be undertaken at any stage of the building design process; however, it is most effective in the early stages, since it is less costly to make changes to preliminary documents .

Scope Reduction

Scope reduction involves identifying areas of the project scope of work that can be reduced in quality, quantity, or both in a manner that is acceptable to the owner.

Scope reduction items of work often consist of material or equipment substitutions that lower the cost of the project, but may not be an equal substitute. An example of quantity scope reduction would be to reduce the guttering system on a pitched roof from the entire roof perimeter to entrances only. A quality scope reduction example would be to provide vinyl composition floor tiles (VCT) in lieu of ceramic floor tiles.

After a project has been determined to be out of budget because of high bids, the project is normally either cancelled, redesigned and re-bid, or negotiations are held with the low bidder to reach an acceptable contract amount. For the building contractor that is selected for negotiations, this is an

opportunity to move toward project award and to also build a relationship of trust and openness with the owner and design team that could lead to future projects.

First, the building contractor should meet with the owner and design team to fully understand the owners project requirements, priorities, life cycle considerations, and budget.

Next, the building contractor's role is to use his estimating and construction expertise to analyze various components and systems within the project for alternate solutions. The contractor should also bring in key subcontractors and suppliers who are often able to identify alternate materials and/or systems within their specialties. Each division of work should be examined and evaluated for VE solutions. In past years, this process and service was considered part of the building contractors overhead. However, in today's market, some contractors will negotiate rates and be reimbursed for the time and effort that they spend in this process in the event that the

project is not awarded to them.

The work breakdown structure (WBS) can be a helpful tool to the building contractor in analyzing the various components and systems within a building project. The WBS is a tree-type structure of functional systems used to classify the project on a level-by-level basis . This breakdown structure facilitates the evaluation of each system of the project from the building foundations to the completed sitework.

Questions to Ask or Areas and/to Consider by WBS

This section provides a list of areas for the building contractor to examine and/or questions to ask in the WBS system level format for cost saving alternatives. Some of these changes can be accomplished

without major re-design cost and incorporated into the construction documents in the form of an addendum. Other changes listed would require extensive re-design and time delays.

SUBSTRUCTURE

—Have alternate types of foundation system been considered?

? wood piles in lieu of precast;

? drilled caissons vs. p iles;

? mat foundations in place of piles or caissons.

—Evaluate sand base in place of gravel or stone under slab on grade. SUPERSTRUCTURE

—Have alternate types of building structures been evaluated?

? structural steel, precast concrete, cast in place con crete, light gauge steel framing or wood framing systems.

—Compare Alternate Stair Systems.

? steel pan stairs vs. precast concrete or cast in place concrete.

EXTERIOR CLOSURE

—Evaluate exterior wall systems.

? Light gauge metal framing in lieu of reinforc ed concrete masonry units.

? Can wall widths or gauges be reduced?

—Compare sheathing systems.

? Fiber sheathings in place of cement boards.

—Review alternate wall insulation systems.

? Batt insulations, rigid insulation materials, loose fill block insulat ion. —Consider alternate exterior wall veneers.

? Conventional stucco versus exterior insulation finish system.

? Brick or precast in lieu of stone.

—Evaluate alternate glazing systems.

? Can exterior glazed areas be reduced?

? Storefronts in lieu of curta inwalls if code allows.

? Painted aluminum in lieu of stainless steel or brass framing.

—Review exterior entrances.

? Manual entrance doors in place of automatic entrances.

? Automatic entrances in lieu of revolving doors.

? Cedar entrance doors rather tha n mahogany.

—Examine exterior railing systems.

? aluminum or cable systems in lieu of glass;

? standard designs in place of custom elements;

ROOFING

—Evaluate the specified roofing with alternative materials.

? Combined metal decking/insulation systems in lieu of separate systems.

? Interior batt insulation in place of rigid roof insulation.

? Built-up roofing vs. single ply membranes.

? Fiberglass or concrete tiles in lieu of clay tiles.

? Painted metals in place of copper.

? Can the specified gauge of me tal roofing be lowered?

? Eliminate or reduce the guttering system?

? Can skylights be reduced or styles changed?

? Are standard warranties specified?

INTERIOR CONSTRUCTION

—Examine interior wall systems.

? Can light gauge metal-framed walls be used in lieu of concrete masonry units?

? Can wall thicknesses or gauges be reduced?

? Are drywall systems being used in lieu of plaster? Examine interior doors and hardware.

? Are the specified doors standard sizes or custom?

? Have alternate wood door species been considered?

? Have alternate hardware styles or manufacturers been compared?

? Can manual doors be used in lieu of automatic?

? Are the doors pre-machined for hardware installation?

? Compare pre-finishing doors with finishing on-site.

—Review interior specialties.

? Have alternate types of toilet partitions been considered?

? Prefinished metals vs. plastic laminates.

? Can vinyl corner guards be used rather than metal?

? Metal lockers vs. wood.

? Have special partitions been evaluated?

? Plastic veneers in lieu of wood.

? Can the sound rating be reduced?

? Defer installation?

? Has the access flooring system been evaluated?

? Standard floor finishes rather than custom?

INTERIOR FINISHES

—Evaluate interior wall finishes.

? Painted wall finishes in lieu of wa llcovering.

? Epoxy coatings in place of tile finishes.

? FRP instead of stainless steel.

? Are textured drywall systems being used rather than plaster?

—Examine interior floor finishes.

? Resilient flooring vs. ceramic or wood.

? Ceramic flooring in lieu of stone.

? Tile or stone in place of terrazzo.

? Alternate carpet manufacturers.

—Review alternate ceiling finishes.

? Standard ceiling vs. custom.

? Fiber ceiling vs. metal.

CONVEYING SYSTEMS

—Review specified elevators and escalators.

? Have alternate m anufacturers been considered?

? Are standard interior elevator cab finishes specified or custom?

? Can glass walls be eliminated?

? Are standard warranties specified?

SITE PREPARATION

? Has a site work analysis been performed to balance cuts and fills.

SITE IMPROVEMENTS

? Can paved areas be reduced or more economical paving materials used?? Has resurfacing existing parking areas been considered rather than new parking construction?

? Have alternate types of enclosure walls been considered?

? Have landscapi ng alternatives or substitutions been considered?

? Seeding in place of sodding.

? Reduce or change tree and plant materials.

? Use existing trees and other existing landscaping.

SITE CIVIL/MECHANICAL UTILITIES

? Have alternate utility piping materials bee n evaluated?

? Can existing site utilities be abandoned rather than removed?

SITE ELECTRICAL UTILITIES

? Have alternate exterior lighting packages been compared?

? Have alternate utility piping materials been evaluated?

CONTRACTOR OVERHEAD AND PROFIT

? Can phasing be reduced to shorten the project duration?

? Can the start of the project be timed to avoid cost impact of winter conditions?? For high-rise projects; have crane and hoisting options been compared? ? Can the Owner include the Builders Risk polic y?.

Breaking down and analyzing the components of a building project through the work breakdown structure can aid in reduction summaries also reveal that the mechanical, electrical and plumbing(MEP) systems typically offer the greatest opportunity for cost savings due to their total significance to a project. The MEP systems normally make up between 30 to 50 percent of a building project's cost.The owners of the illustrated projects accepted cost reducing changes ranging from 6 to 14 percent of the original low bids. These reductions allowed them to meet their particular budgets and have their projects constructed by incorporating the changes into addendums. Some projects may be so far over budget that substantial structural and/or building redesigns are unavoidable. However, building contractors can play a major role in bringing projects into budget—using their past experience along with their subcontractor and supplier networks to develop cost reduction alternatives that may not have been previously considered by owners and/or design teams.

英文文献翻译

中等分辨率制备分离的 快速色谱技术 W. Clark Still,* Michael K a h n , and Abhijit Mitra Departm(7nt o/ Chemistry, Columbia Uniuersity,1Veu York, Neu; York 10027 ReceiLied January 26, 1978 我们希望找到一种简单的吸附色谱技术用于有机化合物的常规净化。这种技术是适于传统的有机物大规模制备分离，该技术需使用长柱色谱法。尽管这种技术得到的效果非常好，但是其需要消耗大量的时间，并且由于频带拖尾经常出现低复原率。当分离的样本剂量大于1或者2g时，这些问题显得更加突出。近年来，几种制备系统已经进行了改进，能将分离时间减少到1-3h，并允许各成分的分辨率ΔR f≥（使用薄层色谱分析进行分析）。在这些方法中，在我们的实验室中，媒介压力色谱法1和短柱色谱法2是最成功的。最近，我们发现一种可以将分离速度大幅度提升的技术，可用于反应产物的常规提纯，我们将这种技术称为急骤色谱法。虽然这种技术的分辨率只是中等（ΔR f≥），而且构建这个系统花费非常低，并且能在10-15min内分离重量在的样本。4 急骤色谱法是以空气压力驱动的混合介质压力以及短柱色谱法为基础，专门针对快速分离，介质压力以及短柱色谱已经进行了优化。优化实验是在一组标准条件5下进行的，优化实验使用苯甲醇作为样本，放在一个20mm*5in.的硅胶柱60内，使用Tracor 970紫外检测器监测圆柱的输出。分辨率通过持续时间（r）和峰宽（w,w/2）的比率进行测定的（Figure 1），结果如图2-4所示，图2-4分别放映分辨率随着硅胶颗粒大小、洗脱液流速和样本大小的变化。

人力资源管理外文文献翻译

文献信息： 文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇） 国外作者：Dianna L. Stone，Diana L. Deadrick 文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字 外文文献： Challenges and opportunities affecting the future of human resource management Abstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field. Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology 1.Change from a manufacturing to a service or knowledge economy One of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (Oxford

外文翻译 外文文献 英文文献 胜任力模型研究

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我国第三方物流中存在的问题、原因及战略选择 熊卫 【摘要】我国物流业发展刚刚起步，第三方物流的理论和实践等方面都比较薄弱。本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。 【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略 1引言 长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。 2我国第三方物流业存在的主要问题 (一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面： 1、规模经济及资本差距明显。由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。 2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。这种提供解决方案的能力就是这第三方物流公司的核心能力，而不像国内公司号称拥有多少条船，多少辆车。 3、我国加入WTO后物流产业的门槛降低。在物流服务业方面：我国承诺所有的服务行业，在经过合理过渡期后，取消大部分外国股权限制，不限制外国服务供应商进入

建筑外文文献及翻译

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博物馆 外文翻译 外文文献 英文文献

第一篇： 航空博物馆与航空展示公园 巴特罗米耶杰·基谢列夫斯基 飞翔的概念、场所的精神、老机场的建筑---克拉科夫新航空博物馆理性地吸取了这些元素，并将它们整合到一座建筑当中。Rakowice-Czyzyny机场之前的旧飞机修理库为新建筑的平面和高度设定了模数比例。在此基本形态上进一步发展，如同裁切和折叠一架纸飞机，生成了一座巨大的建筑。其三角形机翼是由混凝土制成，却如同风动螺旋桨一样轻盈。这个机翼宽大通透，向各个方向开敞。它们的形态与组织都是依据内部功能来设计的。机翼部分为3个不平衡的平面，使内外景观在不断变化中形成空间的延续性，并且联系了建筑内的视觉焦点和室外的展览区。 新航空展示公园的设计连接了博物馆的8栋建筑和户外展览区，并与历史体验建立联系。从前的视觉轴线与通道得到尊重，旧的道路得到了完善，朝向飞机场和跑道的空间被限定出来。每栋建筑展示了一个主题或是一段飞行史。建筑周围伸展出巨大的平台，为特殊主题的室外展览提供了空间。博物馆容纳了超过150架飞机、引擎、飞行复制品、成套的技术档案和历史图片。这里的特色收藏是飞机起源开始的各种飞行器，如Jatho1903、Grade1909、莱特兄弟1909年的飞机模型和1911年的鸽式单翼机。 The first passage: Museum for aviation and aviation exhibition park Bartiomiej Kislelewski The idea of flying, the spirit of place, the structure of the historic airfield – the new Museum of Aviation in Krakow takes up these references intellectually and synthesizes them into a building. The old hangars of the former airport Rakowice Czyzyny set the modular scale for the footprint and the height of the new building. Developed from this basic shape, as if cut out and folded like a paper airplane, a large structure has been generated, with triangular wings made of concrete and yet as light as a wind-vane propeller. The wings are generously glazed and open in all directions. Their form and arrangement depend on the interior uses. In the floor plans of the wings, the three offset