版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進(jìn)行舉報或認(rèn)領(lǐng)
文檔簡介
HughYan1<信息通訊技術(shù)對企業(yè)之間協(xié)調(diào)的影響>
---對該文的學(xué)習(xí)領(lǐng)會論文作者論文標(biāo)題:TheImpactofInformationandCommunicationTechnologyonInterorganizationalCoordination論文MarielledenHengstandHenkG.Sol,DelftUniversityofTechnology,FacultyofTechnology,PolicyandManagement發(fā)表時間:2001發(fā)表刊物:Proceedingsofthe34thHawaiiInternationalConferenceonSystemSciencesItiswidelybelievedthatInformationandCommunicationTechnology(ICT)enableorganizations:todecreasecosts;toincreasecapabilities;tochangeinterorganizationalcoordinationAbstractICTcouldbedrivingforcetochangeinterorganizationalcoordination;however,otheraspectshavealsoimpactsoninterorganizationalcoordination.Thoseaspects:aredescribedandcombinedwithICT;areguidelinespresentedtoindicatethedirectionofchanginginterorganizationalcoordination;Theseguidelinesaretranslatedtothecontainertransportindustryforevaluationpurpose;conclusionsleadtofurtherresearchontheimpactofICToninterorganizationalcoordination.AbstractOrganization’sbusinessenvironmentischangingquickly:Overthepastyears,organizationalfocushasshiftedfromtheorganizationalleveltowardstheinterorganizationallevel,becauseoftheincreasinginterestinginbusinesstrends:IntroductionOrganization’sbusinessenvironmentischangingquickly:InformationandCommunicationTechnology(ICT).Thefirstbusinesstrend.ICTcandecreasecostsandincreasecapabilitiesoforganization.Forexample,EDI,,worldwidewebsite.ICThaseasilycrossedtheboundaryamongorganizationsandhasbecomethemainfactorofinformationintensiveprocess.ICTtrends:Exchangedocumentsbetweenorganizations;Newwaystodobusiness;examples:Electronictradingmarkets;Electronicauctions;Electronicbookstore;ICThasdevelopedfromaminorforcetodominantforce.IntroductionOrganization’sbusinessenvironmentischangingquickly:Outsourcing.Thesecondbusinesstrend:Organizationsconcentrateontheirowncorebusiness;Organizationsspecializeinmainactivitiestoreducecosts;Avoidoccurringturbulenceofinstabilityorfrequentchanges;Avoidoccurringturbulenceofrandomnessorunpredictabilities.IntroductionOrganization’sbusinessenvironmentischangingquickly:Globalization.Thethirdbusinesstrend:Internationaltradeagreements,suchas:EuropeanUnion;WorldTradeOrganization(WTO);NorthAmericanFreeTradeAgreement;GeneralAgreementonTariffsandTrade;Organizationscompetetowininaworldwidemarket.IntroductionGuidelinesofBusinessProcessRedesign(BPR):Itrepresentsanorganization’scapabilities.BusinessProcessRedesignistheresearchfieldinwhichguidelinesarepresentedaccordingtowhichorganizationscandealwiththeirchangingenvironment.Thispaperfocusesoninterorganizationallevel:increasingandchangingcommunicationbetweenorganizations;shiftingorganizationalboundaries;expandinggeographicallyrelationshipsbetweenorganizations;thechangesallaffectcoordinationbetweenorganizations;becauseapositiverelationshipexistsbetweentherangeofbenefitsobtainedfromcoordinationandlevelofICTsupport,guidelinesneedtobedesignedfornewcombinationsofcoordinationandICTataninterorganizationallevel.IntroductionGuidelinesofBusinessProcessRedesign(BPR):BusinessProcessRedesignistheresearchfieldinwhichguidelinesarepresentedaccordingtowhichorganizationscandealwiththeirchangingenvironment.Thispaperfocusesoninterorganizationallevel:Introduction協(xié)調(diào)實際:Coordinationismanagingdependenciesbetweenactivities。Therearethreecategoriesofdependenciesthatmustbemanagedininterorganizationalrelationships:流程依賴關(guān)系〔Floworsequentialrelationships〕:Managingproducer-consumerrelationships.Operationalcoordination.Focusingonmanagingsequentialrelationshipsandflowofgoodsandservices.Ithappensduringtheexecutionofthecustomerorder.InterorganizationalCoordination企業(yè)間協(xié)調(diào)協(xié)調(diào)實際:CoordinationTheory共享依賴關(guān)系〔ShareorCompetitiveResource〕:Managingsharedresources。Organizationscompeteforlimitedresources.Strategiccoordination.Onetypeofinterorganizationalcoordination.Focusingonmanagingcompetitiveresource.Decisionsmustbemadeastowhatprocessareneededforthefulfillmentofacustomerorder?Whichorganizationsareselectedfortheexecutionoftheseprocesses?Chainbetweenorganizationscanbedetailedas:messages,sharedperformancerequirements,andproceduresareagreeandconflictsaresolved.Itisablueprintspecifyingamongothers.InterorganizationalCoordination企業(yè)間協(xié)調(diào)協(xié)調(diào)實際:CoordinationTheory共享依賴關(guān)系〔ShareorCompetitiveResource〕:Managingsharedresources。Organizationscompeteforlimitedresources.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級與市場協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).Itisatanabstractlevel.Itcanbeviewedasacollectionofelementsandthesetofrelationshipsthatconnecttheseelements.Inaninterorganizationalcoordinationstructure,theelementsaretheorganizationsandtherelationshipsarecoordinationrelated.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級與市場協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).Hierarchicalcoordinationstructure.Itischaracterizedbylonglastingrelationshipsbetweenorganizations:oneorganizationhascontrolovertheotherorganizations;withfixedrulesofbehavior;andclearauthorityrelationships.StrategiccoordinationhappensforallcustomerordercollectivelyOperationalcoordinationhappensforeachcustomerorder;Itmainlyreliesonauthorities.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級與市場協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).Marketcoordinationstructure.Itcoordinatesviabiddingandpricingsystems.Organizationshavetobuildarelationshipforeachnewcustomerorder;Organizationsarefullyautonomousandmakedecisionthemselves;Strategiccoordinationexistsoneachcustomerorder;Operationalcoordinationfollowseachstrategiccoordination;Itmainlyreliesonprices.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級與市場協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).DecentralizedCoordinationStructure.Allbuyerscancontactallsellersbynegotiatingfortransactions.CentralizedCoordinationStructure.Abrokerasaintermediateagencyconnectsbuyersandsellerstodothetransactions.Buyersandsellersnegotiateindirectlythroughabroker.thebrokeroperatesonbehalfofagroupofbuyers;thebrokeroperatesonbehalfofagroupofsellers;thebrokeroperatesonbehalfofabuyer;thebrokeroperatesonbehalfofaseller;thebrokeroperatesonbehalfofbothbuyersandsellers.InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)主導(dǎo)型和中介型協(xié)調(diào)構(gòu)造(DominatedandNeutralCoordinationStructure).DominatedCoordinationStructure.Oneorganizationsetsthepricesandrules;otherstakethepricesandrules.NeutralCoordinationStructure.Itenablesorganizationstointroducetheirpricesandrulesandtonegotiatethemamongeachother.Itismuchsimilartoadecentralizedstructurewithabroker.InterorganizationalCoordination企業(yè)間協(xié)調(diào)主導(dǎo)型和中介型協(xié)調(diào)構(gòu)造(DominatedandNeutralCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)主導(dǎo)型和中介型協(xié)調(diào)構(gòu)造(DominatedandNeutralCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)參與協(xié)調(diào)的參與者數(shù)目(NumberofparticipantsintheCoordination).Thenumberofbuyersorsellersthattakepartinthecoordinationandcanwarybetweenoneorganizationandthetotalnumberofbuyersandsellersinthenetwork.Aparticipantmaybuyorsellsomething.Theselectingparticipantistheorganizationthatwantstosellsomethingorthatwantsbuysomething.Theselectedparticipantistheorganizationthatiscontactedfortheirbuyingorselling.Themoreparticipantsthattakepartinthestrategiccoordinationphases,thebettersupplyanddemandcanbecoordinated.Thenumberwouldbenotequalindifferentphasesofstrategicandoperationalcoordination.InterorganizationalCoordination企業(yè)間協(xié)調(diào)Transactioncoststheory:ItiswidelybelievedthattheuseofICTenablespeopletochangecoordination:moreeffectiveandmoreefficientcoordinationprocesses,newcoordinationstructures.Williamsonclaimsthatcostscomefromtwosources:ProductionCosts.Theyaretheresultsoftheflowofmaterials,producingandsupplyingproductsandservicesbythedeploymentofsources.lowproductioncostsinthecaseofMarketCoordinationStructure.信息和通訊技術(shù)的影響TheImpactofICTTransactioncoststheory:CoordinationCosts.Theyareassociatedwiththeneedforessentialinformationtocarryoutthetransaction.lowcoordinationcostsinthecaseofhierarchyCoordinationStructure.ICTcanlowercoordinationcosts,thismayleadtoanoverallshifttowardssmallerfirmsandproportionallyextrauseofmarkets.TheuseofICTcanincreasethecomplexityofcoordination:Morecoordinationprocessesareused;Moreorganizationsareinvolved;Morecommunicationactivities;Moreinformationtobetakenintoaccountwhenmakingadecision;Introducinganintermediarycandealwiththecomplexity.信息和通訊技術(shù)的影響TheImpactofICTUseofICTimpactsoncoordinationstructures:UseofICTchangescoordinationstructurestobemorecentralized.Indecentralizedstructurecoordination,themaximumcommunicationnumber=mn;Inonebrokercentralizedstructurecoordination,themaximumcommunicationnumber=m+n;這里:當(dāng)m>1,n>1,k=1時,mn–(m+n)=(m-1)(n-1)>=1Inkbrokercentralizedstructurecoordination,themaximumcommunicationnumber=k(m+n);當(dāng)m>k,n>k,k>0時,mn–k(m+n)=(m-k)(n-k)>=kDecentralizedstructureneedsmorecommunicationsthancentralizedstructure.信息和通訊技術(shù)的影響TheImpactofICTUseofICTisnotexpectedtoinfluencetheaspectofdominatedversusneutral.Adominatedstructurewillstaydominated;Aneutralstructurewillstayneutral,butByreducingcoordinationcostsICTwillimprovetheefficiencyofaneutralcoordinationstructure;ICTwillreducetheprofitoftheparticipantselectedbecauseoftheincreasedcompetitionamongtheparticipantsselected.ItisimpossibletoavoidtheusageofICT.信息和通訊技術(shù)的影響TheImpactofICTUseofICTisnotexpectedtoinfluencetheaspectofdominatedversusneutral.Bakossuggeststhreestrategiestobeusedbyparticipantsselectedtominimizethenegativeeffect:Emphasizingserviceoverpriceinformation,Makingitincreasinglydifficulttocomparethepriceofalternativeofferings;Increasingthedifferentiationofofferings.信息和通訊技術(shù)的影響TheImpactofICTUseofICTenablesthenumberofparticipantsduringstrategiccoordinationphaseincrease.TheuseofICTcanfacilitateanincreaseinthenumberoforganizations.Thenumberoforganizationscontactedwillincrease.Itwillincreaseduringstrategiccoordinationphase;Noguaranteethatthenumberoforganizationswithwhichanagreementissettledduringtheoperationalcoordinationlevelwillincrease.信息和通訊技術(shù)的影響TheImpactofICTUseofICTenablesthenumberofparticipantsduringstrategiccoordinationphaseincrease.thenumberoforganizationsdependson:coordinationcosts;amountofrelationspecificinvestments;quality,trustandflexibility;Increasingthedifferentiationofofferings.信息和通訊技術(shù)的影響TheImpactofICTUseofICTcaninfluencethedurationofagreementsTobuildarelationshipwithanorganizationrequiressomeinvestments.Iftheinvestmentsarehigh,itisnotprofitabletodothisoverandoveragainforeveryorder;Longtermagreementsaresettledinwhichthegoodsandservicesaresuppliedmorethanonce.ICTstandardizationwilllowertheinvestments.Thismayleadtoshorttermagreements.信息和通訊技術(shù)的影響TheImpactofICTHomogeneity.Whendistinguishgoodsandservicesfromeachother,weneeddocomparisons.Factors,suchasprice,size,weight,amount,quality,responsiveness,flexibility,definethepreferenceprofileonbothbuyersandsellers.whenmoreandmorefactorsarerequired,acentralizedbrokermayuseful,andthelongertherelationshipswilllast,thelowerthenumberofparticipants;themoretimemaybeconsumed;themoreerrorsmaybemade.whenafewfactorsarerequired,adecentralizedstructureareused;AspectsInfluencingInterorganizationalCoordinationSpecificity.Itindicatesthedegreetowhichtherelationshipsbetweenabuyerandasellerwillproduceassetthatisdedicatedtoaspecialpurposewithpooralternativeuse.Williamsonidentifydifferenttypesofspecificities:Physicalassetspecificity,suchasspecializedequipment;Human-capitalspecificity,suchasspecialistorexperts;Sitespecificity,suchasconvenientforbuyersorsellers,minimizedinventoryandtransportexpenditure;Assetspecificity,suchasinvestmentsforsellingasignificantamountofproducttoaparticularcustomer;Ifthedegreeofthespecificityishigh,thebuyerorsellershouldadopttheminimumfeasiblenumberofsellersorbuyers.AspectsInfluencingInterorganizationalCoordinationTimePressure.Itexistsforallgoodsandservicesbecauseofthelimitationoftheresources.Itcanbedifferentamongdifferentgoodsandservices.Mostgoodscanbestoredbuthardlyunderanytimepressure;however,theymustbesoldwithinalimitedperiod;Servicesarehardstored;theymustbesoldbeforecarryingout;Ifnotimepressure,alargeamountofsellersorbuyerscouldbecontacted;however,iftimepressureexisted,tocontactalargeofsellersandbuyerswouldbeimpossible;Thenumberofparticipantsisrestrictedbytimepressure;Thedurationofagreementsislimitedbytimepressure;TimepressurewillleadtotheuseofICT;Whentimepressureishigh,negotiationswillbemore.AspectsInfluencingInterorganizationalCoordinationValue.Goodsandservicescanhavehighvaluefororganizations.Trustisveryimportantwhenassessvaluesofgoodsandservices;Sellersorbuyerarepreferredtoonlyafewparticipantsandlonglastingrelationshipstobuildarelationshipoftrust.AspectsInfluencingInterorganizationalCoordinationFrequency.Itreferstohowoftenagoodorserviceisrequired,eitheroccasionallyorrecurrently(周期性反復(fù)發(fā)生).Frequencyhasinfluencetothedurationofagreements;Frequencyhasinfluencetothenumberofparticipants;Thegreaterthefrequency,thebetterlongtermcontractswithonlyafewparticipantsbecauseitwouldbetoocostlyifcontractedeachtime.AspectsInfluencingInterorganizationalCoordinationUncertainty.Referstothedifferencebetweentheinformationathandandtheinformationneededtomakeadecision.Uncertaintyhappensbecauseofthechangesofenvironmentandvarietyofcompetitors;Becauseofunpredictablemarketandnetwork;Noguaranteethatsupplierswillperformasagreed;Improveinformationprocessesandreducetheneedforinformationcandecreasetheprobabilityofuncertainty.AspectsInfluencingInterorganizationalCoordinationTheImpactofICTonInterorganizationalCoordinationforContainerTransportRotterdamPortCurrentStructureSituationInlandcontainertransportisthetransportbetweenaportandaplaceinthehinterland.Manyorganizationsareinvolvedwithdifferentinterests,culturesandbusinesses.Coordinationisimportantintheinlandcontainertransport.ThelevelofICTuseisnothigh.TheportofRotterdamistakenasanexampleinwhichinformationwascollectedfrom45organizations.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Thecoordinationstructure.Therearefouraspects:Neithercentralizednordecentralizedcoordinationstructureisthere;alltypesofstructurescanbefoundinpractice.Thereisneutralcoordinationstructure.Pricesandrulesarecontentsofnegotiations.Fewdominatedstructure.Thenumberofparticipantspotentiallyquitehigh.Longtermagreementsbetweenparticipants.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Thecoordinationstructure.Therearefouraspects:ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ThechangesthatuseofICTcanbringabout.Mostinformationisavailableonpaperorintheheadofpersonsininlandcontainertransport;WWWwebsiteshaveoccurredtoshowgeneralbusinessinformation;Fax,telephone,face-to-facemeetingsaremostusedcommunicationtools;Decisionsaremadeintheheadoronthebackofenvelop;ICTusecannotchangeneutralstructureintoadominatedorviceversa.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Aspectsthatinfluencecoordinationstructureininlandcontainertransport:Homogeneity.Homogeneityoftransportserviceisquitelow;Originanddestinationinfluencepricesoftransportservices;Goodsandservices’type,weight,departureandarrivaltimes,transportmode,reliability,administrativeandphysicalcomplexity,environmentandextraserviceareinfluencefactors.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Specificity.Relationshipsininlandcontainertransportdorequirehardlyanyrelationshipspecificinvestments,inphysicalassets;Containersarestandardizedsonospecialequipmentsinvestmentarerequired;AtthebeginningofusingICTtherequirementsarespecific,butthestandardizedprocesseswillremovethisspecificities.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Timepressure.Timepressureininlandcontainertransportisquitehigh;Atransportservicecannotbestoredforlateruse;Atransportserviceisrequiredtobecarriedoutataspecificpointintime;ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Value.Thevalueofatransportserviceininlandcontainertransportdependsonthetypeofgoods;Highvaluetransportservicesarerelatedtocriticalpurchases;Lowvaluetransportservicesarealsothere.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Frequency.Occasionaltransportofcontainersdohappen;butitisrarely;Mosttransporthasarecurringnature;Thefrequencyoftransactionsininlandcontainertransportisquitehigh.ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Uncertainty.Economictrendsareunknown;Itisdifficulttopredicttheflowofgoodsinbothsizeanddirection;Itisunknowninadvancewhenatransportrequesterwillhaveacontainerreadytobetransported;Itisunknowninadvancehowmanycontainersthetransportrequesterisgoingtotransport;ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ICT對集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響UsingICTsupport,moreinformationcanbeprocessedfaultlesslyinashorterperiodoftime.itbecomeseasiertodealwithlowhomogeneity;itbecomeseasiertodealswithhightimepressure;itbecomeseasiertodealswithhighfrequency;increasepossibilitiesformoreparticipantsand
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 廣東外語外貿(mào)大學(xué)南國商學(xué)院《交際口語(Ⅲ)》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東體育職業(yè)技術(shù)學(xué)院《勞動經(jīng)濟(jì)學(xué)(雙語)》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東司法警官職業(yè)學(xué)院《生化分離與分析技術(shù)》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東食品藥品職業(yè)學(xué)院《管理學(xué)概論》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東省外語藝術(shù)職業(yè)學(xué)院《環(huán)境流體力學(xué)》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東輕工職業(yè)技術(shù)學(xué)院《環(huán)境影響評價A》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東農(nóng)工商職業(yè)技術(shù)學(xué)院《創(chuàng)業(yè)文案寫作》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東梅州職業(yè)技術(shù)學(xué)院《新聞傳播調(diào)查方法與寫作》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東茂名健康職業(yè)學(xué)院《全網(wǎng)規(guī)劃與部署》2023-2024學(xué)年第一學(xué)期期末試卷
- 廣東茂名農(nóng)林科技職業(yè)學(xué)院《先進(jìn)材料科技進(jìn)展》2023-2024學(xué)年第一學(xué)期期末試卷
- 數(shù)字媒體技術(shù)應(yīng)用基礎(chǔ)知識單選題及答案解析
- 面部抗皺培訓(xùn)課件
- 2025年高考?xì)v史復(fù)習(xí)之小題狂練300題(選擇題):世界多極化與經(jīng)濟(jì)全球化(20題)
- ISO 56001-2024《創(chuàng)新管理體系-要求》專業(yè)解讀與應(yīng)用實踐指導(dǎo)材料之1:0 引言(雷澤佳編制-2025B0)
- 2024版環(huán)衛(wèi)清潔班車租賃服務(wù)協(xié)議3篇
- 生產(chǎn)安全事故事件管理知識培訓(xùn)課件
- 項目施工單位與當(dāng)?shù)卣按迕竦膮f(xié)調(diào)措施
- 藥劑科工作人員的專業(yè)提升計劃
- 2024-2025學(xué)年度第一學(xué)期二年級語文寒假作業(yè)第二十一天
- 浙江省寧波市寧海縣2023-2024學(xué)年三年級上學(xué)期語文期末試卷
- 貸款用設(shè)備購銷合同范例
評論
0/150
提交評論