国际多式联运分包商(subcontractors)是指受国际多式联运经营人委托，为其提供国际 多式联运运作资源保障的下线企业，仅限于区段承运人、场站经营人、运输中间商等 。

智慧职教: 国际多式联运分包商(subcontractors)是指受国际多式联运经营人委托，为其提供国际多式联运运作资源保障的下线企业，仅限于区段承运人、场站经营人、运输中间商等。

Cost estimation for a project aims to provide the answers to a range of questions, including the following:( ) A: What is the risk and how much money should be held in reserve? B: How much money do we need and when? C: How much profit can be made? D: What is cost of the single unit? E: How many money does the total project cost? F: Are the subcontractors asking for a reasonable price?

Recent years have brought minority-owned businesses in the United States unprecedented opportunities—as well as new and significant risks. Civil right activists have long argued that one of the principal reasons why Blacks, Hispanics and other minority groups have difficulty establishing themselves in business is that they lack of access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $500, 000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government, Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises. Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority businesses rose from $77 million in 1972 to 1.1 billion in 1977. The projected total of corporate contracts with minority businesses for the early 1980"s is estimated to be over $3 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investment in new plants, staff, equipment and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company"s efforts must soon result in orders, or both the morale and the financial health of the business will suffer. A second risk is that White owned companies may seek to cash in on the increasing apportionment through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil right groups and minority business owners have complained to Congress about minorities being set up as "fronts" with White backing, rather than being accepted as full partners in legitimate joint ventures. Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.Notes:civil rights activists 公民权利激进分子Hispanics 西班牙后裔美国人sizable orders 大额订单subcontract 转包合同on forms filed with the government 在政府存档备案percentage goals 指标apportionment 分配，分派public works 市政工程letup 减弱，缓和promising as it is... 这是as引导的上步状语从句，表语倒装了patronage 优惠concern n. 公司and the like 以及诸如此类的crippling fixed expenses 引起损失的固定开支the world of 大量的bid 投标to cash in on ...靠......赚钱team up 一起工作, 合作"fronts" 此处意为"摆门面"Complacency 自满 The text suggests that the failure of a large business to have its bids for subcontracts result quickly in orders might cause it to A: experience frustration but not serious financial harm. B: have to record its efforts on forms filed with the government. C: increase its spending with minority subcontractors. D: revise its procedure for making bids for federal contracts and subcontracts.

Text 4 Recent years have brought minority-owned businesses in the United States unprecedented opportunities--as well as new and significant risks. Civil right activists have long argued that one of the principal reasons why Blacks, Hispanics and other minority groups have difficulty establishing themselves in business is that they lack of access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $ 500, 000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government, Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises. Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority businesses rose from $ 77 million in 1972 to 1.1 billion in 1977. The projected total of corporate contracts with minority businesses for the early 1980’s is estimated to be over $ 3 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investment in new plants, staff, equipment and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company’s efforts must soon result in orders, or both the morale and the financial health of the business will suffer. A second risk is that White owned companies may seek to cash in on the increasing apportionment through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil right groups and minority business owners have complained to Congress about minorities being set up as "fronts" with White backing, rather than being accepted as full partners in legitimate joint ventures. Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success. Notes: civil rights activists 公民权利激进分子。Hispanics西班牙后裔美国人。sizable orders大额订单。 subcontract转包合同。on forms filed with the government 在政府存档备案。percentage goals指标。 apportionment分配，分派public works市政工程。letup 减弱，缓和。 promising as it is...这是as引导的上步状语从句，表语倒装了。patronage优惠。concern n.公司。and the like以及诸如此类的。crippling fixed expenses引起损失的固定开支。the world of 大量的。bid投标。to cash in on...靠......赚钱。team up一起工作, 合作。 "fronts"此处意为“摆门面”。complacency自满。 The text suggests that the failure of a large business to have its bids for subcontracts result quickly in orders might cause it to（） A: experience frustration but not serious financial harm. B: have to record its efforts on forms filed with the government. C: increase its spending with minority subcontractors. D: revise its procedure for making bids for federal contracts and subcontracts.

Recent years have brought minority-owned businesses in the United States unprecedented opportunities—as well as new and significant risks. Civil right activists have long argued that one of the principal reasons why Blacks, Hispanics and other minority groups have difficulty establishing themselves in business is that they lack of access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government. Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises. Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority businesses rose from $77 million in 1972 to 1.1 billion in 1977. The projected total of corporate contracts with minority businesses for the early 1980"s is estimated to be over $3 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investment in new plants, staff, equipment and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company"s efforts must soon result in orders, or both the morale and the financial health of the business will suffer. A second risk is that White-owned companies may seek to cash in on the increasing apportionment through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil right groups and minority business owners have complained to Congress about minorities being set up as "fronts" with White backing, rather than being accepted as full partners in legitimate joint ventures. Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.Notes:civil rights activists 公民权利激进分子。Hispanics 西班牙后裔美国人。sizable orders 大额订单。subcontract 转包合同。on forms filed with the government 在政府存档备案。percentage goals 指标。apportionment 分配，分派。public works 市政工程。letup 减弱，缓和。promising as it is...这是as引导的让步状语从句，表语倒装了。patronage 优惠。concern n.公司。and the like 以及诸如此类的。crippling fixed expenses 引起损失的固定开支。the world of 大量的。bid 投标。to cash in on...靠…赚钱。team up 一起工作，合作。"fronts" 在此处意为"摆门面"。complacency 自满。 The author implies that a minority-owned concern that does the greater part of its business with one large corporate customer should _____. A: avoid competition with larger, more established concerns by not expanding. B: concentrating on securing even more business from that corporation. C: use its influence with the corporation to promote subcontracting with other minority concerns. D: try to expand its customer bases to avoid becoming dependent on the corporation.

Recent years have brought minority-owned businesses in the United States unprecedented opportunities—as well as new and significant risks. Civil right activists have long argued that one of the principal reasons why Blacks, Hispanics and other minority groups have difficulty establishing themselves in business is that they lack of access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $500, 000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government, Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises. Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority businesses rose from $77 million in 1972 to 1.1 billion in 1977. The projected total of corporate contracts with minority businesses for the early 1980"s is estimated to be over $3 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investment in new plants, staff, equipment and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company"s efforts must soon result in orders, or both the morale and the financial health of the business will suffer. A second risk is that White owned companies may seek to cash in on the increasing apportionment through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil right groups and minority business owners have complained to Congress about minorities being set up as "fronts" with White backing, rather than being accepted as full partners in legitimate joint ventures. Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.Notes:civil rights activists 公民权利激进分子Hispanics 西班牙后裔美国人sizable orders 大额订单subcontract 转包合同on forms filed with the government 在政府存档备案percentage goals 指标apportionment 分配，分派public works 市政工程letup 减弱，缓和promising as it is... 这是as引导的上步状语从句，表语倒装了patronage 优惠concern n. 公司and the like 以及诸如此类的crippling fixed expenses 引起损失的固定开支the world of 大量的bid 投标to cash in on ...靠......赚钱team up 一起工作, 合作"fronts" 此处意为"摆门面"Complacency 自满 According to the text, civil rights activists maintain that one disadvantage under which minority-owned businesses have traditionally had to labor is that they have A: been especially vulnerable to government mismanagement of the economy. B: been denied bank loans at rates comparable to those afforded larger competitors. C: not had sufficient opportunity to secure business created by large corporations. D: not been able to advertise in those media that reach large numbers of potential customers.

Text 4Recent years have brought minority-owned businesses in the United States unprecedented opportunities--as well as new and significant risks. Civil right activists have long argued that one of the principal reasons why Blacks, Hispanics and other minority groups have difficulty establishing themselves in business is that they lack of access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $ 500, 000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government, Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises.Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority businesses rose from $ 77 million in 1972 to 1.1 billion in 1977. The projected total of corporate contracts with minority businesses for the early 1980’s is estimated to be over $ 3 billion per year with no letup anticipated in the next decade.Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investment in new plants, staff, equipment and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company’s efforts must soon result in orders, or both the morale and the financial health of the business will suffer.A second risk is that White owned companies may seek to cash in on the increasing apportionment through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil right groups and minority business owners have complained to Congress about minorities being set up as "fronts" with White backing, rather than being accepted as full partners in legitimate joint ventures.Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming and remaining dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.Notes: civil rights activists 公民权利激进分子。Hispanics西班牙后裔美国人。sizable orders大额订单。 subcontract转包合同。on forms filed with the government 在政府存档备案。percentage goals指标。 apportionment分配，分派public works市政工程。letup 减弱，缓和。 promising as it is...这是as引导的上步状语从句，表语倒装了。patronage优惠。concern n.公司。and the like以及诸如此类的。crippling fixed expenses引起损失的固定开支。the world of 大量的。bid投标。to cash in on...靠......赚钱。team up一起工作, 合作。 "fronts"此处意为“摆门面”。complacency自满。 The author implies that a minority-owned concern that does the greater part of its business with one large corporate customer should（） A: avoid competition with larger, more established concerns by not expanding. B: concentrating on securing even more business from that corporation. C: use its influence with the corporation to promote subcontracting with other minority concerns. D: try to expand its customer bases to avoid becoming dependent on the corporation.

Directions: In this section, you are going to read a passage with 10 statements attached to it. Each statement contains information given in one of the paragraphs. Identify the paragraph from which the information is derived. You may choose a paragraph more than once. Each paragraph is marked with a letter. Answer the questions by marking the corresponding letter on Answer Sheet 2. Corporate culture instilled online A) At its most basic, the Internet is a wonderful way to communicate. Hit that"send button and off goes the email to everybody in the firm and beyond. No wonder companies find it a perfect way to talk to their staff. No wonder it is so useful-but also so dangerous- when staff want to talk to each other. B) Over and over again, the Internet’s uses turn out to go beautifully with current trends.As companies become more fragmented and their workers more geographical dispersed, managers need a way to rally the troops. In particular, they need a way to build a corporate culture: that intangible something that binds employees together and teaches them to understand instinctively the defining qualities of the business and the appropriate way to respond to any issue that confronts them. The Internet provides the means to do this. C) In a stable, slow-growing, and well-established company, a common culture may be easy to maintain. But few companies today can afford to be stable or slow-growing. Instability and speed make culture-creation harder. In many companies, for instance, the sales or the maintenance people rarely come into the office. A quarter of IBMS workforce, for instance, is now mobile-they spend at least 80 percent of their time off-site, usually working from home or on the road. Key people may be based in key markets abroad, a day’s air travel away from the main office. D) You need also consider mergers (公司合并) , which create a need to persuade a new bunch of employees to abandon one corporate need for another. As companies outsource (外包) more and more activities, too, they look for ways to teach their subcontractors to share their values. And the faster things change, the more important it becomes to explain to employees what is happening, and why. E) How to do it?“In a rapidly changing and geographically distributed organization”，says Michael Morris， a social psychologist at Stanford's Graduate School of Business, “you don't have the option of the drink after work.”But you do have the Internet. More than any previous technology, it allows companies to ensure that every employee has access to the corporate news, views, and vision. F) Some companies use it to teach their employees (as well as suppliers and customers) their ethical code. Boeing. for instance, offers an online“ethics challenge”where employees can test their moral instincts on such delicate issues as “acceptance of business” and“the minister drops a hint”. Such applications are a way to spread a common approach throughout an organization. G) The Internet is also a way for bosses to tell staff where they want the business to go. For example, at Ford, which claims to have the world’s largest intranet, 170,000 staff around the world are emailed a weekly “let’s chat” note from Jac Nasser, the chief executive. A purpose-built newsroom maintains a website upgraded several times a day,and available to Ford’s employees around the world. H) Not only does the Internet allow managers to talk to their staff: it lets them track whether the staff are at least pretending to listen. William Nuti, president of Europe, the Middle East, and Africa for Cisco Systems, a high-tech giant, produces a monthly video to send to his staff explaining where the business is going. What happens if the staff don't choose to watch? Well, the Internet allows you to track who opens an email and when. “I know everyone who clicks on it, and those who throw it away, and I make phone calls to people, saying it's important you watch this.” Unsurprisingly, Mr. Nuti’s viewing figures are high. I) But all this communication from on high can sometimes cause problems. SAP, a German business-software giant, is another company with an elaborate communications system. It allows material to be broadcast on the car radios of workers on the road, for example. The company found that middle managers objected to the chairman emailing all employees. Their authority had rested partly on their role as a source of information, and without it they felt exposed. As so often with internet-driven changes, the implications of what appeared to be simple,time-saving innovation turned out to be more complex and politically sensitive. That sensitivity becomes more acute as communications become increasingly bottom-up as well as top-down. At Siemens, a large German company, Chittur Ramakrishnan, the chief information officer, has noticed a “ very significant number of emails to top management. The idea of going through a secretary to get an appointment has changed. People can send emails to anyone and expect a response. It is very democratizing.” J) Despite all these, companies find all sorts of routine tasks can be done online with greater efficiency and less expense, As a result, “B2E”-business-to-employee applications are flourishing. They may be the biggest growth area for Internet applications over the next couple of years. They include many tasks involving staff matters, the creation of an internal job market, and training. One of the strengths of the Internet over previous systems is that it can be used to provide services to everyone in a company. K) A growing number of companies now have a“corporate portal”: a centralized home page with links to various services and items of information to attract the staff to keep looking in. Click, and there is a map of each floor of the office; click again, and there are photographs and personal details about who sits where. Elsewhere on the page there may be links to the online services of the human resources department, or the day's news clippings(剪报), or a page allowing workers to order office supplies or find telephone numbers. L) The good thing about such pages is that they are accessible not only to employees in head office, but also to people in distant subsidiaries, on the road, or at home. Increasingly, employees can personalize their page, so that if they are working in the marketing department they do not receive a flood of news clippings on irrelevant subjects. Companies with lots of old computer systems can use the home page as the entrance to a network designed to pull all the old systems together. M) Next, there is the prospect of turning the corporate workforce into a marketplace. It is an advertiser’s dream: a stable group of people with regular pay and a known employer. Why not, for instance, offer a link from the page that informs an employee of her holiday entitlements to a travel company with which the company already does corporate business, and which will offer discounts on leisure travel? Why not charge local restaurants for the occasional advertisement? N) Indeed, this is already starting to happen. For instance, Exult, a consultancy to which BP subcontract much of its human resources work, is discussing just such a proposition with companies offering financial services. But how will businesses feel about encouraging their staff to hunt for a home loan when they should be finishing a presentation? Alan Little, Exults head of global client relationships, replies robustly that, if employees can work from home at the weekend on their company laptop, then surely they should be allowed to book their holidays from the office on a weekday. They should be judged by results. 1 The Internet does a better job than any other technology in helping employees get the news and views of their organizations. 2 Employees can find information or services of their interest by following the links on the home page of the company. 3 Emails from chairman sent directly to all staff may meet with opposition from middle managers. 4 The Internet provides companies with a way to establish a corporate culture that units all their employees. 5 The internet allows the employers to let their staff know the development direction of their companies. 6 It is more difficult for many companies to create and maintain a common culture as their employees are becoming more mobile. 7 Employees will hopefully become customers of service or products advertised on the home page of the company. 8 Managers are able to know whether their staff are listening or watching what they have sent to the staff online. 9 The booming applications of business to employees result from the improved efficiency and lower costs of performing daily tasks online. 10 The home page of a company can be used as an entrance to a network integrating all old computer systems.