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Born in 1451, the son of an Italian weaver, Christopher Columbus took to the sea at an early age, making up for his lack of formal education by teaching himself geography, navigation, and Latin. By the 1480s Columbus -- a tall, red-haired, long-faced man with a ruddy complexion, oval eyes, and a prominent nose -- was an experienced seaman. Dazzled by the prospect of Asian riches, he hatched a scheme to reach the Indies (India, China, the East Indies, or Japan) by sailing west. After the courts of Portugal, England, and France showed little interest in his plan, Columbus turned to Spain for backing. He won the support of Ferdinand and Isabella, the Spanish monarchs, and himself raised much of the money needed to finance the voyage. The legend that the queen had to hock the crown jewels is as spurious as the fable that Columbus set out to prove the earth was round.Columbus chartered one seventy-five-foot ship, the Santa Maria, and the Spanish city of Palos supplied two smaller caravels, the Pinta and Nina. From Palos this little squadron, with eighty-seven officers and men, set sail westward for what Columbus thought was Asia. The first leg of the journey went well, thanks to a strong trade wind. But then the breeze lagged, the days passed, and the crew began to grumble about their captain’s farfetched plan. To rally flagging morale, he reminded the crew of the dazzling riches awaiting them. Yet skepticism remained rife, and he finally promised that the expedition would mm back if land were not sighted in three days.Early on October 12, 1492, after thirty-three days at sea, a lookout on the Santa Maria yelled "Tierra ! Tierra ! [ Land ! Land ! ]" It was an island in the Bahamas that Columbus named San Salvador (Blessed Savior). According to Columbus’s own reckoning he was near the Indies, so he called the island people los Indios. He described the Indians as naked people, "very well made, of very handsome bodies and very good faces." The Arawak Indians paddled out in dugout logs, which they called canoes, and offered gifts to the strangers. Their warm generosity and docile temperament led Columbus to write in his journal that "they invite you to share anything that they possess, and show as much love as if their hearts went with it." Yet he added that "with fifty men they could all be subjugated and compelled to do anything one wishes."

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TextMost children with healthy appetites are ready to eat almost anything that is offered to them and a child rarely dislikes food (26) it is badly cooked.The (27) a meal is cooked and served is most important and an (28) served meal will often improve a child’s appetite. Never ask a child (29) he likes or dislikes a food and never (30) likes and dislikes in front of him or allow (31) else to do so. If the father says he hates fat meat or the mother (32) vegetables in the child’s hearing he is (33) to copy this procedure. Take it (34) granted that he likes everything and he probably (35) . Nothing healthful should be omitted from the meal because of a (36) dislike. At meal times it is a good (37) to give a child a small portion and let him (38) back for a second helping rather than give him as (39) as he is likely to eat all at once. Do not talk too much to the child (40) meal times, but let him get on with his food, and do not (41) him to leave the table immediately after a meal or he will (42) learn to swallow his food (43) he can hurry back to his toys. Under (44) circumstances must a child be coaxed(哄骗) (45) forced to eat. 43()

A. so
B. until
C. lest
D. although

“来啦!”她转身蹦着跳着跑了,越过草地,跑上小径,跨上台阶,穿过阳台,进了门廊。

连日来,国内家电连锁市场风云不断,先是国美26亿港元打造家电行业新规则,改善供应商合作关系;日前,苏宁电器又“大笔一挥”,斥资3亿元请来IBM公司做管家,并在南京苏宁电器总部联合宣布建立战略合作伙伴关系,而且在未来五年内,IBM将当好苏宁电器的“管家”,在企业管理、流程变革、应用系统开发与IT管理等领域为其提供解决方案,以协助苏宁电器全面提高企业管理应用水平,加速业务成长和服务价值提升,从而实现核心竞争能力的提高与长期的可持续发展。 从苏宁电器五年战略发展规划可以看出,到2010年,苏宁电器将实现横向扩张与纵向渗透相结合,逐步在全国建立从直辖市到省会级城市,从地级市到发达县级市的网络布局,构建核心商圈的3C+旗舰店、次商圈的中心店、新生商圈的社区店等有机结合的区域布局系统,保持了现有的连锁发展速度,连锁网络也将覆盖全国30个一级城市、200个地级城市和300个县级城市,欲占全国市场份额10%以上。 五年战略发展规划对苏宁电器整体管理体系和相应的信息化系统提出了严峻的挑战,如何提高资源的使用效率,不仅是苏宁电器首要解决的重要问题,同时它也是制约国内家电连锁业走国际化道路的桎梏。而苏宁电器率先在连锁业内持巨资引进IBM,并为其设计一整套基于信息技术的,涵盖人力资源、组织和绩效管理、财务管理、供应链及物流网络优化、客户服务等全方位的业务变革解决方案,进而打造不容易被复制或超越的差异化竞争优势,欲摸索出与供应商的合作新模式,以树立家电行业新标准。 衡量一个连锁企业是否强大的标准,是企业要具有核心竞争力和引领行业发展趋势。打造具有个性化的系统管理是连锁企业核心竞争力的关键。只有打好基础,一个稳健的企业前台和后台,完善的供应链模式,才能支撑高速增长的店面扩张。之所以这样,是由于上游的供应商规模和需求不同造成的。今后苏宁电器的捷足先登,能否在物流和供应链上摸索出新标准,来引导行业的健康发展,树立行业新标杆,我们还须拭目以待。 试分析苏宁电器与IBM合作进行全国扩张在供应链管理方面的启示。

简述MRP Ⅱ/ERP是如何较好解决企业内部供应链管理问题的。

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