广州11.1一战710回馈RP

coffeedoris

前天做PREP的时候才620，今天这么高真的多亏了CDers的寂静啊……感谢大家了！

AA：就是那篇柑橘涨价的问题的，好像前几天的寂静已经出现过了。
AI：没看寂静不知道出现了没：说公司经常的INNOVATION和CHANGE和improvement一样对organization有害。

越毒：寂静都出现过
1.月球的形成的前三种说法是错的，然后提出来一种新的正确的理论那篇
2.online resume那一篇
3.硫减缓全球变暖
4.商品库存的关系那一篇

罗技也是撞了好几题寂静的。
其他失忆中……

lihua0512

商品是这篇吗
       Companies that must determine well in advance of the selling season how many units of a new product to manufacture often underproduce products that sell well and have overstocks of others. The increased incidence in recent years of mismatches between production and demand seems ironic, since point-of-sale scanners have improved data on consumers’ buying patterns and since flexible manufacturing has enabled companies to 24 produce, cost-effectively, small quantities of goods. This type of manufacturing has greatly increased the number of new products introduced annually in the United States. However, frequent introductions of new products have two problematic side effects. For one, they reduce the average lifetime of products; more of them are neither at the beginning of their life (when prediction is difficult) or at the end of their life (when keeping inventory is expensive because the products will soon become obsolete). For another, as new products proliferate, demand is divided among a growing number of stock-keeping units (SKU’s). Even though manufacturers and retailers can forecast aggregate demand with some certainty, forecasting accurately how that demand will be distributed among the many SKU’s they sell is difficult.  For example, a company may be able to estimate accurately the aggregate number of shoes it will sell, but it may be uncertain about which specific types of shoes will sell more than other types.

jasminerocks

问一下lz输血碰到了几只狗

conniewang910

恭喜楼主~
求楼主确认考古

wyyjanes

恭喜~

cynthia1991

恭喜楼主，还有，不知能否把逻辑的选项再补全一点？

coffeedoris

我说的那几篇在寂静上面都非常详细，基本上没有要更改的地方了

coffeedoris

越毒我碰到的都是寂静里面讲的比较清楚了的……
罗技真的要好好回忆一下……输血碰到的寂静不是很多

输血记得的有一题就是nut和巴西花生那一题，其实是15，寂静上面给的答案10应该是错的

coffeedoris

确认，对的

商品是这篇吗
       Companies that must determine well in advance of the selling season how many units of a new product to manufacture often underproduce products that sell well and have overstocks of others. The increased incidence in recent years of mismatches between production and demand seems ironic, since point-of-sale scanners have improved data on consumers’ buying patterns and since flexible manufacturing has enabled companies to 24 produce, cost-effectively, small quantities of goods. This type of manufacturing has greatly increased the number of new products introduced annually in the United States. However, frequent introductions of new products have two problematic side effects. For one, they reduce the average lifetime of products; more of them are neither at the beginning of their life (when prediction is difficult) or at the end of their life (when keeping inventory is expensive because the products will soon become obsolete). For another, as new products proliferate, demand is divided among a growing number of stock-keeping units (SKU’s). Even though manufacturers and retailers can forecast aggregate demand with some certainty, forecasting accurately how that demand will be distributed among the many SKU’s they sell is difficult.  For example, a company may be able to estimate accurately the aggregate number of shoes it will sell, but it may be uncertain about which specific types of shoes will sell more than other types.

-- by 会员 lihua0512 (2011/11/1 17:24:57)

flystone

恭喜恭喜·