供應(yīng)鏈管理現(xiàn)況趨勢(shì)與教育知識(shí)講義(ppt-55頁)課件

1、供應(yīng)鏈管理現(xiàn)況趨勢(shì)與教育林正章 教授臺(tái)灣成功大學(xué)交通管理科學(xué)系2008.11演講大綱 何謂供應(yīng)鏈管理供應(yīng)鏈管理與消費(fèi)者汰舊換新、多樣化、客製化便捷、新鮮、安全供應(yīng)鏈管理與企業(yè)行銷經(jīng)濟(jì)效益、缺貨、長(zhǎng)鞭效益供應(yīng)鏈管理與物流企業(yè)整合服務(wù)供應(yīng)鏈管理安全與環(huán)境供應(yīng)鏈管理教育教學(xué)目標(biāo)與課程傳統(tǒng)社會(huì)國(guó)富論(The Wealth of Nations)蘇格蘭經(jīng)濟(jì)學(xué)家、亞當(dāng)史密斯的一本經(jīng)濟(jì)學(xué)專著 致力於滿足市場(chǎng)廣大的需要提倡分工論金字塔型的分工連續(xù)性的大量生產(chǎn)，達(dá)到規(guī)模經(jīng)濟(jì)當(dāng)今社會(huì)消費(fèi)者企業(yè)品質(zhì)是產(chǎn)品條件品質(zhì)是競(jìng)爭(zhēng)力差異化大量客製化汰舊換新不斷快速推出新產(chǎn)品國(guó)際化產(chǎn)品全球性的廣告與通路最低價(jià)格最有經(jīng)濟(jì)效率長(zhǎng)期保

2、固零件長(zhǎng)期快速供應(yīng)便捷性實(shí)體廣大的佈點(diǎn) 或 資訊便捷性新鮮產(chǎn)品保持新鮮的產(chǎn)銷安全產(chǎn)品安全監(jiān)控全球環(huán)境已開發(fā)國(guó)家生產(chǎn)過剩外銷給開發(fā)中或未開發(fā)國(guó)家。供應(yīng)鏈核心產(chǎn)品與周邊活動(dòng)委外之結(jié)合為獲利策略。洲際內(nèi)經(jīng)貿(mào)增加經(jīng)貿(mào)協(xié)定以提昇與保護(hù)經(jīng)貿(mào)活動(dòng)。資訊科技的進(jìn)步增進(jìn)全球性相同的消費(fèi)型態(tài)。全球金融與運(yùn)輸解除管制簡(jiǎn)易貨幣流通，提昇運(yùn)輸效率降低運(yùn)輸成本。資料來源：Bowersox and Closs (1996)物流管理物流(logistics)是透過資訊科技，對(duì)物料由最始原料一直到配送成品至最終消費(fèi)者整體過程中所牽涉的原料、半成品、成品的流通與儲(chǔ)存，以最有效益的計(jì)畫、執(zhí)行與控制，來滿足並符合消費(fèi)者的需求。Log

3、istics Management is that part of the Supply Chain Management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers requirement

4、s. -US Council of Supply Chain Management Professionals (US Council of Logistics Management, 美國(guó)物流學(xué)會(huì))供應(yīng)鏈管理Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also i

5、ncludes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.-US Council of Supply Chain Management Professio

6、nals 供應(yīng)鏈管理內(nèi)涵供應(yīng)鏈與新產(chǎn)品快速推出供應(yīng)鏈與新產(chǎn)品快速推出供應(yīng)鏈與新產(chǎn)品快速推出Traditional phasepriceStress phaseAcceptance of short-notice requirementsResolved phaseJIT principlesPartnership phaseLong-term perspective, exchange operating and financial information, share risks and joint investment in facilities-Schary and Skjott-Lar

7、sen 1995供應(yīng)鏈與新產(chǎn)品快速推出Cluster productionSet up production units close to the customers assembly plantA first-tier supplier to an assembler in one country must be able to supply the assembler in other parts of the worldInvolved in development of new models in the earliest stage Expected to be a technolo

8、gy leader, developing new technologies independently-Schary and Skjott-Larsen 1995供應(yīng)鏈與客製化FedEx Case StudyCustomer InternetFedExNetOrder ManagementSystemCall CenterSupplierComponent ASupplierComponent BComponent CFedEx EDC/AllianceManufacturing FacilityBuild or configure OrdersExpress Delivery of Fin

9、ished ProductWebOrdersPhoneOrdersOrderConfirmationAdvanced Shipping NoticeBuild/Configure-to-Order製程延遲策略冒險(xiǎn)策略(Speculation, anticipatory-based)由預(yù)測(cè)來決定生產(chǎn)種類和數(shù)量，與延滯策略相反。由生產(chǎn)的規(guī)模經(jīng)濟(jì)，減少行銷、存貨出清，以及生產(chǎn)的不確定性，降低成本。延遲策略(Postponement, response-based)目的：Mass customization, deliver rapidly and reduce cost產(chǎn)品製程的延遲(manufac

10、turing)不必要製程成品，保持原料型態(tài)，維持改變彈性與避免成品過時(shí)。亦稱為拉式生產(chǎn)。產(chǎn)品物流的延遲(logistics)不必要在下游，倉儲(chǔ)於上游供應(yīng)鍊結(jié)構(gòu)，避免成品需求變動(dòng)再移轉(zhuǎn)成本。製程延遲策略Includes product redesign and process redesignProduct redesignStandardize across all marketsProcess redesignIncludes re-sequencing the sub-processesDye, cut and sew, vs cut, sew and dye製程延遲策略Three des

11、ign principlesDesign so it consists of independent modules that can be assembled into different forms of the product easily and inexpensivelyManufacturing processes consist of can be moved or rearranged easily for different distribution-network designSupply network shouldsupply the basic product to

12、the facilities in a cost effectivebe flexible and responsive to take and deliver customers ordersHP個(gè)案LaserJet printerFor Europe and North America marketsDifferentiate product with built-in dedicated power supply of 110 and 220 volts as soon as production began in JapanStandardize power supply for en

13、tire product familyHigher material cost, but lower total costs of manufacturing, stocking and delivery by 5%HP個(gè)案DeskJet printerBuilt in Singapore and distributed in Stuttgart, Germany for Europe marketCountry-specific external power supply that plugs in when setting up the printerDifferentiation was

14、 performed in StuttgartHigher manufacturing for factories to customize the printers, but lower total costs of manufacturing, shipping and inventory dropped by 5%供應(yīng)鏈與便捷性電子商務(wù)與宅配大榮個(gè)案供應(yīng)鏈與新鮮臺(tái)灣地區(qū)冷凍冷藏產(chǎn)業(yè)每年約有300億元的冷凍冷藏產(chǎn)業(yè)規(guī)模低溫物流保持新鮮食品及冷凍食品品質(zhì)從生產(chǎn)到消費(fèi)過程均處於低溫狀態(tài)低溫控制技術(shù)加工製造，低溫監(jiān)控下儲(chǔ)存，運(yùn)輸配送和銷售仰賴合乎放置低溫食品低溫標(biāo)準(zhǔn)冷凍冷藏設(shè)備運(yùn)送過程保持適當(dāng)溫

15、度，確保食品安全及品質(zhì)供應(yīng)鏈與新鮮供應(yīng)鏈與新鮮食品分類保存溫度相關(guān)產(chǎn)品簡(jiǎn)分鮮食品18oC三明治、便當(dāng)、飯糰、涼麵鮮食冷藏食品0+7oC生鮮蔬菜、果汁、乳飲料。日常食品(豆腐)、加工肉品(香腸)、鮮花等冷藏冰溫食品-2+2oC畜肉品(牛豬羊肉)、禽肉品(雞鴨肉)、水產(chǎn)品(魚貝)、刨冰等冷凍食品 冰品-18oC以下冷凍疏果、冷凍肉類、冷凍調(diào)理食品(水餃、包子)、冰淇淋等冷凍超低溫食品-30oC以下生魚片供應(yīng)鏈與新鮮類型商品類別溫度應(yīng)用案例儲(chǔ)存物品冷藏型物流中心冷藏品0+7oC綜合食品業(yè)低溫流通業(yè)肉食品加工牛乳、果汁、日常食品(豆腐、乳製品)、加工肉品(香腸、火腿)、保存生鮮蔬果、沙拉、甜點(diǎn)等冷凍型

16、物流中心冷凍品及冰品-18oC以下綜合食品業(yè)低溫流通業(yè)肉食品加工冰品、冷凍調(diào)理食品(水餃、包子、比薩、調(diào)理飯(麵)、熱狗、關(guān)東煮等鮮食型物流中心鮮食品恆溫18oC綜合食品業(yè)CVS便利店便當(dāng)、涼麵、飯團(tuán)等供應(yīng)鏈與安全Pfizer Inc. Maker of prescription drugs as Lipitor and ZoloftStrategiesIt ships every package, case and pallet of its Viagra with RFID tags to counterfeit its product Since Jan 2006.Procurement

17、 purchases raw materials, drug substances, and the hiring of freight transportation.Distribution/logistics coordinates the movement of products between global sitesSupply chain planning works closely with the sales/marketingLong-range planning uses mathematical optimization technology to create the

18、best O-D routesOrder entry systems interface with a fulfillment management system to monitor flow and inventory with 50 global manufacturing sites/DCs with a replenishment model供應(yīng)鏈與行銷Korean Hyundai StatusHyundai started offering a 10-year warranty on its cars in USGoalDistribution network set up to

19、get the parts delivered quickly to keep customers and as efficiently to keep the dealers happy.StrategiesThe dedicated carrier are priced on a per-shipment delivered cost and overnight deliveries to dealerships.Information visibilityImports from Korea using a 3PL to track all inbound shipmentsMilest

20、one is checked and updated, shipments to the ports, vessel sail and arrival dates, into and release by customs, origin and destination rail head, delivery to DC and putaway.Hyundai has been able to reduce inventory by two weeks供應(yīng)鏈與缺貨Procter and GambleStatusOut-of-stock rate around 10%.GoalAddressing

21、 product availability, shelf quality, and on-time delivery. to reduce inventory by 50%, trim out-of-stocks by 50% and achieve 20% savings in logistics costs.StrategiesConsumer-driven supply network of suppliers, manufacturers and retailers that facilitates real-time information.Replenishing products

22、 as soon as theyre purchased received by point-of-sale dataCollaborates closely with retail partners on in-store promotions and events.20% of product categories (with more than 10% out-of-stocks) were dropped to below 5% of products.Saves $25 million/year by eliminating unnecessary transcription wor

23、k and out-of-stocks供應(yīng)鏈與長(zhǎng)鞭效應(yīng)長(zhǎng)鞭效應(yīng)(bullwhip or whiplash)產(chǎn)品需求預(yù)測(cè)，來自於零售商對(duì)顧客需求的預(yù)測(cè)，進(jìn)而向製造商下訂單，而製造商向供應(yīng)商下訂單也是依照零售商的預(yù)測(cè)。如果最底層的顧客需求發(fā)生變動(dòng)，則層層牽動(dòng)，影響會(huì)愈來愈加大 供應(yīng)鏈與長(zhǎng)鞭效應(yīng)CausesRemedial strategiesForecast demand updating依預(yù)測(cè)採(cǎi)購(gòu)1. Access to market demand information (use of point of sale (POS) data)2. Information sharing across

24、 supply chain links (use of EDI)3. Vendor managed inventory(VMI)4. Lead time reduction and JIT supplyOrder batching經(jīng)濟(jì)規(guī)模訂貨與運(yùn)輸1. Reduction of processing costs (Computer Assisted Ordering(CAO)2. New ways of achieving economies of scale in transportation/distribution (3rd-party)供應(yīng)鏈與長(zhǎng)鞭效應(yīng)Price fluctuation

25、促銷折扣1. Reduce frequency and magnitude of special trade deals and consumer promotions (Everyday Low Price-EDLP)2. Continuous Replenishment Programs (CRP)Rationing and shortage gaming訂貨按銷售比例分配1. Better product allocation policies in short supply periods (allocation based on past sales)2. Penalties on

26、order cancellationsVendor Managed InventoryVendor Managed Inventory (VMI)Coordinated management of finished goods inventories Goods inventories outbound from manufacturer, distributor or reseller to a retailer or other merchandiserReplenishing finished goods on a reorder point basis,Products on groc

27、ery store shelves: Frito-Lay & other snack food, candy or beverage vendorsVMI vendors missionGenerate purchase orders on as-needed basisReplenishing supplies based on an established inventory planEnsuring high in-stock performance with minimal inventoryVendor Managed InventoryVMI - Case StudyVendorI

28、mporter & marketer of hygiene productsCustomerCapitan of the retail chains: The wholesalerMain operational problems in the chainVendorLong lead time in sourcing from international producersHigh variability of order volumeWholesalerHigh stocksPeriodically poor service for the vendors productsVMI - Ca

29、se StudyReasons and resultsPartly result from demand distortion Supply chain is not synchronized to consumer demandWholesaler feels buffer needs to keep service levelBenefits of implementing VMICloser cooperation & increased delivery frequencyReduced stock cover at the wholesalerTotal stock cover do

30、wn from 10 to 6 daysService level remain stable全球運(yùn)籌風(fēng)險(xiǎn)管理SourceEnvironment、Supply、Demand、Process、Control經(jīng)營(yíng)策略Source: Juttner, Uta (2005), Supply chain risk management, I. J. of Logistics Management, 16(1): 120-141. 全球運(yùn)籌風(fēng)險(xiǎn)管理 實(shí)際運(yùn)作Source: Juttner, Uta (2005), Supply chain risk management, I. J. of Logisti

31、cs Management, 16(1): 120-141. 全球運(yùn)籌風(fēng)險(xiǎn)管理 規(guī)劃Source: Juttner, Uta (2005), Supply chain risk management, I. J. of Logistics Management, 16(1): 120-141. Global Logistics SecurityEach trade transaction can involve up to 25 different parties.A typical cross-border transaction might involve filing 35 docume

32、nts , communicating with 25 parties and complying with more than 600 laws and 500 trade agreements (Cassidy , 2003). Security InitiativesSource: Sheu and Lee (2006), A voluntary logistics security program, Supply Chain Management, 11(4): 363-374. Memorandum of UnderstandingCustomsSecurity ProfileWit

33、hin 60 daysReviews & makes certification decisionsWithin 60 daysOnce certified , company becomes a C-TPAT Participant.For C-TPAT validation30day notice is givenNecessary document must be submittedWithin 30 daysPartnership Validation TeamCustomsCustomsCustomsCertificationValidationWithin 3 years of c

34、ertification10days14The ImpactsThe C-TPAT certification resembles the ISO9000 certification program.Both programs are a generic security or quality assurance system instead of a security or quality performance standard.C-TPAT requires that the US companies develop a more detailed understanding of fo

35、reign suppliers to monitor their shipments.The practice of sourcing from foreign suppliers, while economically sound, now challenges companies to collaborate with suppliers to improve security.供應(yīng)鏈管理與環(huán)境Sheu, J. B., Chou, Y. H. and Hu, C. C. (2005)臺(tái)灣筆記型電腦供應(yīng)鏈管理與環(huán)境汽車產(chǎn)業(yè)伍中流，民國(guó)91年目前處理廠家數(shù)已足夠廢車拆解後，經(jīng)由破碎廠處理再進(jìn)入

36、煉鋼廠，有助於降低整體營(yíng)運(yùn)成本供應(yīng)鏈與環(huán)境由消費(fèi)者、產(chǎn)業(yè)到都市、社會(huì)第三方專業(yè)物流公司“A relationship between a shipper and third party which, has more customized offerings, encompasses a broader number of service functions and is characterized by a longer-term, more mutually beneficial relationship.” - Africk and Calkins, 1994- P. Murphy an

37、d R. Point, 2000專業(yè)物流業(yè)服務(wù)內(nèi)容專業(yè)物流業(yè)發(fā)展趨勢(shì)standardizationhomogenizationtailoringadaptationmulti-domesticGlobal StrategyGlobal / Glolocal併購(gòu)或聯(lián)盟投資聯(lián)盟、合作、建立全球網(wǎng)路強(qiáng)調(diào)規(guī)模經(jīng)濟(jì)強(qiáng)調(diào)產(chǎn)品客製化Logistics Responsibilities (2008)Activity% of time% managed globallyForecasting7.353.5Procurement1061.4Manufacturing logistics7.841.9Custome

38、r service8.837.2Transportation20.154.7Warehousing13.732.6Global8.867.6Inventory management9.847.6General management13.749.4La Londe and Ginter (2008), Career patterns in logisticsFactors will influence SC developmentWeighted 1st, 2nd and 3rd choices with 3, 2, and 1 pointsLa Londe and Ginter (2008),

39、 Career patterns in logisticsFactorsWeighted averageGlobal supply chains 1.45Energy availability and cost1.29Supply chain integration/information leverage 0.84Role in firms financial performance0.81Information technology0.73Managing transportation costs0.71Curriculum for 90 day courseFactorsWeighted

40、 averageStrategic management and planning/forecasting1.15Global logistics1.07Financial management/accounting1.02Lean logistics0.95Supply chain management0.74IT applications/integration0.63Weighted 1st, 2nd and 3rd choices with 3, 2, and 1 pointsLa Londe and Ginter (2008), Career patterns in logistic

41、sUS Logistics Program Ranking1Massachusetts Institute of Technology (Sloan) Cambridge, MA 2Michigan State University (Broad) East Lansing, MI3Arizona State University (Carey) Tempe, AZ4Carnegie Mellon University (Tepper) Pittsburgh, PA5Pennsylvania State University-University Park (Smeal) University

42、 Park, PA6University of Pennsylvania (Wharton) Philadelphia, PA7Ohio State University (Fisher) Columbus, OH8Purdue University-West Lafayette (Krannert) West Lafayette, IN9Stanford University Stanford, CA10University of Tennessee-Knoxville Knoxville, TNLearning GoalsMichigan State UniversityTo build

43、their functional, entrepreneurial, analytical, learning, and persuasive capabilities to maximize their flexibility and impact in a dynamically changing global competitive environment.Arizona State UniversityThe integration of chains, e-business and globalization permeate each course. This program tr

44、ains managers who are strategic thinkers, excellent analysts, effective communicators/team leaders, computer competent, and who are focused on cost savings, increasing revenue, and increasing shareholder value.Learning GoalsPennsylvania State UniversityTo accommodate organizational and supply chain

45、goals for profitability, asset utilization, customer service, and systems flexibility. Focus on:Evaluating key enablers of supply chain network integration, synchronization, and collaboration to achieve process innovation and effectiveness. Leveraging e-based processes and technologies for improving

46、 supply chain performance. Evaluating global network designs.Learning GoalsOhio State UniversityTo learn how the total flow of goods, services and information within and between firms can be managed effectively and efficiently.To teach students general management and technical skills in areas such a

47、s quality, operations planning and control systems, and operations strategy.CoursesMassachusetts Institute of TechnologyMichigan State UniversityArizona State UniversityCarnegie Mellon UniversityCase Studies in Logistics and Supply Chain ManagementInternational Supply Chain ManagementIntegrated Supp

48、ly Chain ManagementInternational Management in Transitional EconomiesLogistics SystemsCompeting Through Supply Chain LogisticsLogistics in the Supply ChainProduct Design and DevelopmentManagement of Supply Networks for Products and ServicesProcurement and Sourcing StrategySupply Management & Negotia

49、tionsManufacturing System and Supply Chain Design JIT Manufacturing and SCM;Manufacturing Strategy;Sequencing and SchedulingSCM Technology and ApplicationIntroduction to Operations ManagementOperations and Supply Chain ManagementRisk Models for Production ManagementManagement of Services: Concepts,

50、Design, and DeliveryServices Operations ManagementSix Sigma Practices and PrinciplesSupply Chain PlanningSupply Chain Management ToolsDecision Models for SC ;SC Cost & DesignOptimization Models for Logistics;Simulation Modeling for Production SystemsOperations Management Theory and StrategyStrategic

51、 Supply Chain;Strategic Management of the Enterprise（第14講）考場(chǎng)作文開拓文路能力分解層次(網(wǎng)友來稿)江蘇省鎮(zhèn)江中學(xué) 陳乃香說明：本系列稿共24講，20XX年1月6日開始在資源上連載【要義解說】文章主旨確立以后，就應(yīng)該恰當(dāng)?shù)胤纸鈱哟危箮讉€(gè)層次構(gòu)成一個(gè)有機(jī)的整體，形成一篇完整的文章。如何分解層次主要取決于表現(xiàn)主旨的需要?！静呗越庾x】一般說來，記人敘事的文章常按時(shí)間順序分解層次，寫景狀物的文章常按時(shí)間順序、空間順序分解層次；說明文根據(jù)說明對(duì)象的特點(diǎn)，可按時(shí)間順序、空間順序或邏輯順序分解層次；議論文主要根據(jù)“提出問題分析問題解決問題”順序來分解

52、層次。當(dāng)然，分解層次不是一層不變的固定模式，而應(yīng)該富于變化。文章的層次，也常常有些外在的形式：1小標(biāo)題式。即圍繞話題把一篇文章劃分為幾個(gè)相對(duì)獨(dú)立的部分，再給它們加上一個(gè)簡(jiǎn)潔、恰當(dāng)?shù)男?biāo)題。如世界改變了模樣四個(gè)小標(biāo)題：壽命變“長(zhǎng)”了、世界變“小”了、勞動(dòng)變“輕”了、文明變“綠”了。 2序號(hào)式。序號(hào)式作文與小標(biāo)題作文有相同的特點(diǎn)。序號(hào)可以是“一、二、三”，可以是“A、B、C”，也可以是“甲、乙、丙”從全文看，序號(hào)式干凈、明快；但從題目上看，卻看不出文章內(nèi)容，只是標(biāo)明了層次與部分。有時(shí)序號(hào)式作文，也適用于敘述性文章，為故事情節(jié)的展開，提供了明晰的層次。 3總分式。如高考佳作人生也是一張答卷。開頭：“

53、人生就是一張答卷。它上面有選擇題、填空題、判斷題和問答題，但它又不同于一般的答卷。一般的答卷用手來書寫，人生的答卷卻要用行動(dòng)來書寫。”主體部分每段首句分別為：選擇題是對(duì)人生進(jìn)行正確的取舍，填空題是充實(shí)自己的人生，判斷題是表明自己的人生態(tài)度，問答題是考驗(yàn)自己解決問題的能力。這份“試卷”設(shè)計(jì)得合理而且實(shí)在，每個(gè)人的人生都是不同的，這就意味著這份人生試卷的“答案是豐富多彩的”。分解層次，應(yīng)追求作文美學(xué)的三個(gè)價(jià)值取向：一要?jiǎng)蚍Q美。什么材料在前，什么材料在后，要合理安排；什么材料詳寫，什么材料略寫，要通盤考慮。自然段是構(gòu)成文章的基本單位，恰當(dāng)劃分自然段，自然就成為分解層次的基本要求。該分段處就分段，不要

54、老是開頭、正文、結(jié)尾“三段式”，這種老套的層次顯得呆板。二要波瀾美。文章內(nèi)容應(yīng)該有張有弛，有起有伏，如波如瀾。只有這樣才能使文章起伏錯(cuò)落，一波三折，吸引讀者。三要圓合美。文章的開頭與結(jié)尾要遙相照應(yīng)，把開頭描寫的事物或提出的問題，在結(jié)尾處用各種方式加以深化或回答，給人首尾圓合的感覺?！纠慕馄省?話題：忙忙，不亦樂乎 忙，是人生中一個(gè)個(gè)步驟，每個(gè)人所忙的事務(wù)不同，但是不能是碌碌無為地白忙，要忙就忙得精彩，忙得不亦樂乎。 忙是問號(hào)。忙看似簡(jiǎn)單，但其中卻大有學(xué)問。忙是人生中不可缺少的一部分，但是怎么才能忙出精彩，忙得不亦樂乎，卻并不簡(jiǎn)單。人生如同一張地圖，我們一直在自己的地圖上行走，時(shí)不時(shí)我們眼前就

55、出現(xiàn)一個(gè)十字路口，我們?cè)撓蚰膬?，面?duì)那縱軸橫軸相交的十字路口，我們?cè)撛鯓舆x擇?不急，靜下心來分析一下，選擇適合自己的坐標(biāo)軸才是最重要的。忙就是如此，選擇自己該忙的才能忙得有意義。忙是問號(hào)，這個(gè)問號(hào)一直提醒我們要忙得有意義，忙得不亦樂乎。 忙是省略號(hào)。四季在有規(guī)律地進(jìn)行著冷暖交替，大自然就一直按照這樣的規(guī)律不停地忙，人們亦如此。為自己找一個(gè)目標(biāo)，為目標(biāo)而不停地忙，讓這種忙一直忙下去。當(dāng)目標(biāo)已達(dá)成，那么再找一個(gè)目標(biāo)，繼續(xù)這樣忙，就像省略號(hào)一樣，毫無休止地忙下去，翻開歷史的長(zhǎng)卷，我們看到牛頓在忙著他的實(shí)驗(yàn)；愛迪生在忙著思考；徐霞客在忙著記載游玩；李時(shí)珍在忙著編寫本草綱目。再看那位以筆為刀槍的充滿著朝

56、氣與力量的文學(xué)泰斗魯迅，他正忙著用他獨(dú)有的刀和槍在不停地奮斗。忙是省略號(hào)，確定了一個(gè)目標(biāo)那么就一直忙下去吧!這樣的忙一定會(huì)忙出生命靈動(dòng)的色彩。 忙是驚嘆號(hào)。世界上的人都在忙著自己的事，大自然亦如此，小蜜蜂在忙，以蜂蜜為回報(bào)。那么人呢?居里夫人的忙，以放射性元素的發(fā)現(xiàn)而得到了圓滿的休止符；愛因斯坦在忙，以相對(duì)論的問世而畫上了驚嘆號(hào)；李白的忙，以那豪放的詩歌而有了很大的成功；張衡的忙，因?yàn)槟堑貏?dòng)儀的問世而讓世人仰慕。每個(gè)人都應(yīng)該有效率的忙，而不是整天碌碌無為地白忙。人生是有限的、短暫的，因此，每個(gè)人都應(yīng)該在有限的生命里忙出屬于他的驚嘆號(hào)；都應(yīng)在有限的生命里忙出他的人生精彩篇章。 忙是萬物、世界、人

57、生中都不可缺少的一部分。作為這世上最高級(jí)動(dòng)物的我們，我們?cè)诿κ裁茨?我們要忙得有意義，有價(jià)值，我們要忙出屬于我們的精彩。我們的忙不能永遠(yuǎn)是問號(hào)，而應(yīng)是省略號(hào)和感嘆號(hào)。忙就要忙得精彩，忙得不亦樂乎。 解剖：本文將生活中的一句口頭禪“忙得不亦樂乎”機(jī)智翻新，擬作標(biāo)題，亮出一道美麗的風(fēng)景。并據(jù)此展開述說，讓人神清氣爽。文章開篇扣題，亮出觀點(diǎn)：忙，是人生中一個(gè)個(gè)步驟，不能碌碌無為地白忙，要忙就忙得精彩，忙得不亦樂乎。然后，作者分別用問號(hào)、省略號(hào)、驚嘆號(hào)巧妙設(shè)喻，抓住這三種標(biāo)點(diǎn)符號(hào)的特征，擺實(shí)事，講道理，入情入理，入理入心。深刻地闡明人生忙，忙要像問號(hào)一樣，經(jīng)常問問自己，不能盲目，不能瞎忙，要忙得有意義

58、；人生如四季一樣是有規(guī)律的，要選準(zhǔn)目標(biāo)，像省略號(hào)一樣，毫無休止地忙下去，忙出生命靈動(dòng)的色彩；而人生有限，每個(gè)人都應(yīng)有限的生命里忙出屬于他的驚嘆號(hào)，忙出人生精彩的篇章。結(jié)尾，作者用一個(gè)段落總結(jié)全文，照應(yīng)開頭，照應(yīng)題目，有力收束。【精題解析】閱讀下面的材料，根據(jù)要求作文。在一處地勢(shì)十分險(xiǎn)惡的峽谷，谷底奔騰著咆哮的急流，峽谷間有一座索橋，幾根光禿禿、晃悠悠的鐵索橫在峽谷間，它是通過這個(gè)地方的唯一路徑，這里經(jīng)常有人因?yàn)槭ё愣肷罟取Ｓ幸惶?，有三個(gè)人來到了這里。一個(gè)聾子，一個(gè)瞎子，還有一個(gè)健康的人。聾子看看這座橋，很害怕，但是他聽不到急流的聲音，他用眼睛看著腳下步伐，很順利地過去了。瞎子不知峽谷的險(xiǎn)惡

59、，他心平氣和，十分穩(wěn)妥地通過了。第三個(gè)人是健康人，一直猶豫不敢走這索橋，可是又沒有其他路可走。于是，他十分緊張地硬著頭皮走上索橋，到了橋中央，他看到腳下萬丈深淵，云霧升騰，聽到谷底急流咆哮，早已兩腿顫顫，面如土色，一不小心跌下橋去。請(qǐng)就“不要把困難看得太明白”為話題寫一篇文章。注意所寫內(nèi)容必須在話題范圍之內(nèi)。試題引用的材料，考生在文章中可用也可不用。立意自定。文體自選。題目自擬。不少于800字。不得抄襲。解析：有時(shí)候，把困難看得太明白，分析得太透徹，反而會(huì)被困難嚇倒以至于阻攔我們前進(jìn)的腳步。倒是那些未把困難完全看清楚而勇往直前的人，更容易達(dá)到終點(diǎn)。崗位競(jìng)聘申請(qǐng)書范文尊敬的公司領(lǐng)導(dǎo)、各位同事們：

60、大家好!首先，借此機(jī)會(huì)感謝公司給予這次鍛煉的機(jī)會(huì)，感謝公司各位領(lǐng)導(dǎo)和辦公室?guī)孜恢魅螌?duì)我的培養(yǎng)，感謝各位同事在工作、生活中給予的關(guān)心和幫助。我十分珍惜這次競(jìng)聘機(jī)會(huì)，希望能通過競(jìng)聘鍛煉自己，提高自己。無論結(jié)果如何，我認(rèn)為能夠參與競(jìng)聘的過程本身就意義重大。下面我就自己的基本情況、對(duì)崗位的認(rèn)識(shí)及今后工作大概設(shè)想向大家作以匯報(bào)：我今年xx歲，xx年畢業(yè)于xx學(xué)院，國(guó)際經(jīng)貿(mào)專業(yè)，經(jīng)濟(jì)學(xué)學(xué)士學(xué)位。同年9月參加工作，先后在306講解、市場(chǎng)策劃、部門內(nèi)勤、辦公室秘書四個(gè)崗位工作過。今天我競(jìng)聘的崗位是市場(chǎng)部副經(jīng)理。市場(chǎng)部副經(jīng)理崗位是一個(gè)專業(yè)性較強(qiáng)，極具挑戰(zhàn)性和創(chuàng)新性的崗位，結(jié)合崗位特點(diǎn)，我認(rèn)為我符合崗位要求。1、