工業(yè)工程之供應(yīng)鏈(中英文對照版)

1、工業(yè)工程之供應(yīng)鏈010940835 宮銘所謂供應(yīng)鏈，其實(shí)就是由供應(yīng)商、制造商、倉庫、配送中心和渠道商等構(gòu)成的物流網(wǎng)絡(luò)。同一企業(yè)可能構(gòu)成這個網(wǎng)絡(luò)的不同組成節(jié)點(diǎn)，但更多的情況下是由不同的企業(yè)構(gòu)成這個網(wǎng)絡(luò)中的不同節(jié)點(diǎn)。比如，在某個供應(yīng)鏈中，同一企業(yè)可能既在制造商、倉庫節(jié)點(diǎn)，又在配送中心節(jié)點(diǎn)等占有位置。在分工愈細(xì)，專業(yè)要求愈高的供應(yīng)鏈中，不同節(jié)點(diǎn)基本上由不同的企業(yè)組成。在供應(yīng)鏈各成員單位間流動的原材料、在制品庫存和產(chǎn)成品等就構(gòu)成了供應(yīng)鏈上的貨物流。 所謂供應(yīng)鏈管理，就是指在滿足一定的客戶服務(wù)水平的條件下，為了使整個供應(yīng)鏈系統(tǒng)成本達(dá)到最小而把供應(yīng)商、制造商、倉庫、配送中心和渠道商等有效地組織在一起來進(jìn)行

2、的產(chǎn)品制造、轉(zhuǎn)運(yùn)、分銷及銷售的管理方法。 從上述定義中，我們能夠解讀出供應(yīng)鏈管理包含的豐富內(nèi)涵。 首先，供應(yīng)鏈管理把產(chǎn)品在滿足客戶需求的過程中對成本有影響的各個成員單位都考慮在內(nèi)了，包括從原材料供應(yīng)商、制造商到倉庫再經(jīng)過配送中心到渠道商。不過，實(shí)際上在供應(yīng)鏈分析中，有必要考慮供應(yīng)商的供應(yīng)商以及顧客的顧客，因為它們對供應(yīng)鏈的業(yè)績也是有影響的。 其次，供應(yīng)鏈管理的目的在于追求整個供應(yīng)鏈的整體效率和整個系統(tǒng)費(fèi)用的有效性，總是力圖使系統(tǒng)總成本降至最低。因此，供應(yīng)鏈管理的重點(diǎn)不在于簡單地使某個供應(yīng)鏈成員的運(yùn)輸成本達(dá)到最小或減少庫存，而在于通過采用系統(tǒng)方法來協(xié)調(diào)供應(yīng)鏈成員以使整個供應(yīng)鏈總成本最低，使整個供

3、應(yīng)鏈系統(tǒng)處于最流暢的運(yùn)作中。 第三，供應(yīng)鏈管理是圍繞把供應(yīng)商、制造商、倉庫、配送中心和渠道商有機(jī)結(jié)合成一體這個問題來展開的，因此它包括企業(yè)許多層次上的活動，包括戰(zhàn)略層次、戰(zhàn)術(shù)層次和作業(yè)層次等。 盡管在實(shí)際的物流管理中，只有通過供應(yīng)鏈的有機(jī)整合，企業(yè)才能顯著地降低成本和提高服務(wù)水平，但是在實(shí)踐中供應(yīng)鏈的整合是非常困難的，這是因為：首先，供應(yīng)鏈中的不同成員存在著不同的、相互沖突的目標(biāo)。比如，供應(yīng)商一般希望制造商進(jìn)行穩(wěn)定數(shù)量的大量采購，而交貨期可以靈活變動；與供應(yīng)商愿望相反，盡管大多數(shù)制造商愿意實(shí)施長期生產(chǎn)運(yùn)轉(zhuǎn)，但它們必須顧及顧客的需求及其變化并作出積極響應(yīng)，這就要求制造商靈活地選擇采購策略。因此，

4、供應(yīng)商的目標(biāo)與制造商追求靈活性的目標(biāo)之間就不可避免地存在矛盾。 其次，供應(yīng)鏈?zhǔn)且粋€動態(tài)的系統(tǒng)，隨時間而不斷地變化。事實(shí)上，不僅顧客需求和供應(yīng)商能力隨時間而變化，而且供應(yīng)鏈成員之間的關(guān)系也會隨時間而變化。比如，隨著顧客購買力的提高，供應(yīng)商和制造商均面臨著更大的壓力來生產(chǎn)更多品種更具個性化的高質(zhì)量產(chǎn)品，進(jìn)而最終生產(chǎn)定制化的產(chǎn)品。 研究表明，有效的供應(yīng)鏈管理總是能夠使供應(yīng)鏈上的企業(yè)獲得并保持穩(wěn)定持久的競爭優(yōu)勢，進(jìn)而提高供應(yīng)鏈的整體競爭力。統(tǒng)計數(shù)據(jù)顯示，供應(yīng)鏈管理的有效實(shí)施可以使企業(yè)總成本下降20%左右，供應(yīng)鏈上的節(jié)點(diǎn)企業(yè)按時交貨率提高15%以上，訂貨到生產(chǎn)的周期時間縮短20%30%，供應(yīng)鏈上的節(jié)點(diǎn)企

5、業(yè)生產(chǎn)率增值提高15%以上。越來越多的企業(yè)已經(jīng)認(rèn)識到實(shí)施供應(yīng)鏈管理所帶來的巨大好處，比如hp、ibm、dell等在供應(yīng)鏈管理實(shí)踐中取得的顯著成績就是明證。 供應(yīng)鏈管理：它從戰(zhàn)略層次和整體的角度把握最終用戶的需求，通過企業(yè)之間有效的合作，獲得從成本、時間、效率、柔性等最佳效果。包括從原材料到最終用戶的所有活動，是對整個鏈的過程管理。 scm（供應(yīng)鏈管理）是使企業(yè)更好地采購制造產(chǎn)品和提供服務(wù)所需原材料、生產(chǎn)產(chǎn)品和服務(wù)并將其遞送給客戶的藝術(shù)和科學(xué)的結(jié)合。供應(yīng)鏈管理包括五大基本內(nèi)容。 計劃：這是scm的策略性部分。你需要有一個策略來管理所有的資源，以滿足客戶對你的產(chǎn)品的需求。好的計劃是建立一系列的方法

6、監(jiān)控供應(yīng)鏈，使它能夠有效、低成本地為顧客遞送高質(zhì)量和高價值的產(chǎn)品或服務(wù)。 采購：選擇能為你的產(chǎn)品和服務(wù)提供貨品和服務(wù)的供應(yīng)商，和供應(yīng)商建立一套定價、配送和付款流程并創(chuàng)造方法監(jiān)控和改善管理，并把對供應(yīng)商提供的貨品和服務(wù)的管理流程結(jié)合起來，包括提貨、核實(shí)貨單、轉(zhuǎn)送貨物到你的制造部門并批準(zhǔn)對供應(yīng)商的付款等。 制造：安排生產(chǎn)、測試、打包和準(zhǔn)備送貨所需的活動，是供應(yīng)鏈中測量內(nèi)容最多的部分，包括質(zhì)量水平、產(chǎn)品產(chǎn)量和工人的生產(chǎn)效率等的測量。 配送：很多圈內(nèi)人稱之為物流，是調(diào)整用戶的定單收據(jù)、建立倉庫網(wǎng)絡(luò)、派遞送人員提貨并送貨到顧客手中、建立貨品計價系統(tǒng)、接收付款。 退貨：這是供應(yīng)鏈中的問題處理部分。建立網(wǎng)絡(luò)

7、接收客戶退回的次品和多余產(chǎn)品，并在客戶應(yīng)用產(chǎn)品出問題時提供支持。定義 供應(yīng)鏈管理（supply chain management，scm）是一種集成的管理思想和方法，它執(zhí)行供應(yīng)鏈中從供應(yīng)商到最終用戶的物流的計劃和控制等職能。從單一的企業(yè)角度來看，是指企業(yè)通過改善上、下游供應(yīng)鏈關(guān)系，整合和優(yōu)化供應(yīng)鏈中的信息流、物流、資金流，以獲得企業(yè)的競爭優(yōu)勢。 供應(yīng)鏈管理是企業(yè)的有效性管理，表現(xiàn)了企業(yè)在戰(zhàn)略和戰(zhàn)術(shù)上對企業(yè)整個作業(yè)流程的優(yōu)化。整合并優(yōu)化了供應(yīng)商、制造商、零售商的業(yè)務(wù)效率，使商品以正確的數(shù)量、正確的品質(zhì)、在正確的地點(diǎn)、以正確的時間、最佳的成本進(jìn)行生產(chǎn)和銷售。 來源 20世紀(jì)70年代晚期，keith

8、 oliver通過和skf、heineken、hoechst、cadbury-schweppes、philips等客戶接觸的過程中逐漸形成了自己的觀點(diǎn)。并在1982年金融時代雜志的一篇文章里闡述了供應(yīng)鏈管理(scm)的意義，keith oliver曾經(jīng)認(rèn)為這個詞會很快消失，但“scm”不僅沒有消失，還很快地進(jìn)入了公眾領(lǐng)域，這個概念對管理者的采購、物流、操作、銷售和市場活動意義匪淺。 演變 供應(yīng)鏈至今尚無一個公認(rèn)的定義，在供應(yīng)鏈管理的發(fā)展過程中，許多專家和學(xué)者提出大量的定義，反映了不同的時代背景，是在不同發(fā)展階段上的產(chǎn)物，可以把這些定義大致劃分為三個階段： 1、早期的觀點(diǎn)認(rèn)為供應(yīng)鏈?zhǔn)侵圃炱髽I(yè)中的

9、一個內(nèi)部過程 2、后來供應(yīng)鏈的概念注意了與其他企業(yè)的聯(lián)系 3、最近供應(yīng)鏈的概念更加注重圍繞核心企業(yè)的網(wǎng)鏈關(guān)系，如核心企業(yè)與供應(yīng)商、供應(yīng)商的供應(yīng)商乃至與一切前向的關(guān)系，與用戶、用戶的用戶及一切后向的關(guān)系。 應(yīng)用 供應(yīng)鏈管理主要涉及到四個領(lǐng)域：供應(yīng)、生產(chǎn)計劃、物流、需求。職能領(lǐng)域主要包括產(chǎn)品工程、產(chǎn)品技術(shù)保證、采購、生產(chǎn)控制、庫存控制、倉儲管理、分銷管理。輔助領(lǐng)域主要包括客戶服務(wù)、制造、設(shè)計工程、會計核算、人力資源、市場營銷。 供應(yīng)鏈管理的實(shí)施步驟：1、分析市場競爭環(huán)境，識別市場機(jī)會，2、分析顧客價值，3、確定競爭戰(zhàn)略，4、分析本企業(yè)的核心競爭力，5、評估、選擇合作伙伴 對于供應(yīng)鏈中合作伙伴的選擇

10、，可以遵循以下原則： 1、合作伙伴必須擁有各自的可資利用的核心競爭力。 2、擁有相同的企業(yè)價值觀及戰(zhàn)略思想 3、合作伙伴必須少而精。 案例 作為中國最大的it分銷商，神州數(shù)碼在中國的供應(yīng)鏈管理領(lǐng)域處于第一的地位。在it分銷模式普遍被質(zhì)疑的環(huán)境下，依然保持了良好的發(fā)展勢頭，與cisco、sun、amd、nec、ibm等國際知名品牌保持著良好的合作關(guān)系。e-bridge交易系統(tǒng)2000年9月開通，截至2003年3月底，實(shí)現(xiàn)64億元的交易額。這其實(shí)就是神州數(shù)碼從傳統(tǒng)分銷向供應(yīng)鏈服務(wù)轉(zhuǎn)變的最好體現(xiàn)。本著“分銷是一種服務(wù)”的理念，神州數(shù)碼通過實(shí)施渠道變革、產(chǎn)品擴(kuò)張、服務(wù)運(yùn)作，不斷增加自身在供應(yīng)鏈中的價值

11、，實(shí)現(xiàn)規(guī)?；?、專業(yè)化經(jīng)營，在滿足上下游客戶需求的過程中，使供應(yīng)鏈系統(tǒng)能提供更多的增值服務(wù)，具備越來越多的“it服務(wù)”色彩。supply chain management open category: intelligent transportation, supply chain management the so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics net

12、work. the same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. for example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as po

13、ssession node location. in the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. in the supply chain flows between the member units of raw materials, finished products, such as inventory and

14、 production constitutes the supply chain of goods flow. the so-called supply chain management, that is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and c

15、hannels, and so effectively organized together to carry out product manufacturing, transport, distribution and sales management. from the above definition, we can be interpreted to include supply chain management of rich content. first of all, supply chain management products to meet customer demand

16、 in the process of the cost implications of various members of the unit are taken into account, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. however, in practice in the supply chain analysis, it is necessary to consider the suppliers s

17、uppliers and customers of the customers, because their supply chain performance is also influential. second, supply chain management is aimed at the pursuit of the whole supply chains overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a

18、 minimum. therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum

19、 so that the whole supply chain system in the most fluent in the operation. third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities,

20、 including the strategic level, tactical and operational level level, and so on. although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very di

21、fficult, it is because: first of all, in the supply chain there are different members of different and conflicting objectives. for example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, alt

22、hough most manufacturers are willing to implement long-term production operations, but they must take into account the needs of its customers and to make changes positive response, which requires manufacturers choice and flexibility in procurement strategy. therefore, suppliers and manufacturers to

23、the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions. secondly, the supply chain is a dynamic system, with time and constantly changing. in fact, customers not only demand and supply capacity to change over time, supply chain and the relationship betwe

24、en the members will change over time. for example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products. research shows th

25、at effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. statistics show that, supply chain management will enable the effective implementatio

26、n of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain node on the enterprise value-added productivity increased by 15 pe

27、rcent or more. more and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as hp, ibm, dell, such as supply chain management in the practice of the remarkable achievements made is proof. supply chain management: it from a strategic

28、 level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. from raw materials to end-users of all activities, the whole chain of process management. scm (supply chai

29、n management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. supply chain management, including the five basic elements. plan: this is

30、 a strategic part of scm. you need a strategy to manage all the resources to meet our customers for your products. good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services. pro

31、curement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services combined with management processe

32、s, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on. manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of t

33、he contents, including the level of quality, product yield and productivity of workers, such as the measurement. delivery: a lot of insider as logistics, is to adjust the users orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of

34、customers, the establishment of commodity pricing system, receiving payments. return: this is the supply chain problems in the handling part. networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem. definition supply cha

35、in management (supply chain management, scm) is an integrated management ideas and methods, the implementation of the supply chain from suppliers to end-users of logistics planning and control functions. the enterprise from a single point of view, is an enterprise through improved on the lower reach

36、es of the supply chain, supply chain integration and optimization of information flow, logistics, capital flow, to get their competitive edge. supply chain management is the effectiveness of enterprise management, enterprise performance at the strategic and tactical operations of enterprises through

37、out the process of optimization. integration and optimization of the suppliers, manufacturers, retailers, business efficiency, so that the number of goods to the right, the right quality, in the right place, right time, the best production and marketing costs. source 70 in the late 20th century, kei

38、th oliver adoption and skf, heineken, hoechst, cadbury-schweppes, philips, and other contact with customers in the process of gradually formed its own point of view. and in 1982, financial times magazine in an article on the supply chain management (scm) of the significance, keith oliver was that th

39、e word will soon disappear, but scm not only not disappeared, and quickly entered the public domain , the concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal. evolution supply chain has never been a universally accepted definition, supply

40、chain management in the development process, many experts and scholars have put forth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these for the three stages: 1, the early view was that supply chain

41、is manufacturing enterprises in an internal process 2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and

42、 suppliers, and even before all the relations, and a user, after all the users and to the relationship. apply supply chain management involves four main areas: supply, production planning, logistics, demand. functional areas including product engineering, product assurance, procurement, production c

43、ontrol, inventory control, warehouse management, distribution management. ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing. supply chain management implementation steps: 1, analysis of market competition environment, identify marke

44、t opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners for the supply chain partners of choice, can follow the following principles: 1, partners must have available the core

45、of their competitiveness. 2, enterprises have the same values and strategic thinking 3, partners must fewer but better. case as chinas largest it distributor, digital china in chinas supply chain management fields in the first place. in the it distribution model generally questioned the circumstance

46、s, still maintained a good momentum of development, and cisco, sun, amd, nec, ibm, and other famous international brands to maintain good relations of cooperation. e-bridge trading system in september 2000 opening, as at the end of march 2003, and 6.4 billion yuan in transaction volume. in fact, thi

47、s is the digital china from the traditional distribution supply chain services to best reflect the changes. in the distribution of services is a concept, digital china through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value

48、 of scale and specialized operations, to meet customer demand on the lower reaches of the in the course of the supply chain system can provide more value-added services, with more and more it services color.-下面是贈送的excel操作練習(xí) 不需要的下載后可以編輯刪除（excel 2003部分）1. 公式和函數(shù)1. （1）打開當(dāng)前試題目錄下文件excel-10.xls；（2）利用函數(shù)計算每個

49、人各階段總成績，并利用函數(shù)計算各階段的平均成績；（3）“平均成績”行數(shù)字格式都為帶一位小數(shù)（例如0.0）格式；（4）同名存盤。步驟：a) 文件在各階段總成績單元格內(nèi)，點(diǎn)插入，點(diǎn)函數(shù)，在對話框中選擇求和函數(shù)“sum”，在對話中number1內(nèi)點(diǎn)右側(cè)的按鈕，將出現(xiàn)另外一個對話框，在文件中選擇需要求和的單元格，然后點(diǎn)該對話框的右側(cè)按鈕，點(diǎn)確定（完成一個總成績求和后，利用填充柄完成其他的總成績求和，或者重復(fù)上面的順序）在平均成績單元格內(nèi)，點(diǎn)插入，點(diǎn)函數(shù)，選擇算術(shù)平均值函數(shù)average，出現(xiàn)對話框后，采用求和時的相同方法，完成操作選中平均成績行，點(diǎn)右鍵點(diǎn)設(shè)置單元格，點(diǎn)數(shù)字，在分類項下點(diǎn)數(shù)值，設(shè)小數(shù)位為

50、1，b) 確定保存2. （1）打開當(dāng)前試題目錄下文件excel-13.xls；（2）根據(jù)工作表中給定數(shù)據(jù)，按“合計=交通費(fèi)+住宿費(fèi)+補(bǔ)助”公式計算“合計”數(shù)，并計算交通費(fèi)、住宿費(fèi)和補(bǔ)助的合計數(shù)；（3）所有數(shù)字以單元格格式中貨幣類的“￥”貨幣符號、小數(shù)點(diǎn)后2位數(shù)表現(xiàn)（如：￥2,115.00格式）；（4）同名存盤。打開當(dāng)前試題目錄下文件excel-13.xls在合計下的一個單元格內(nèi)輸入“=交通費(fèi)（在該行的單元格，假如說是e3）+住宿費(fèi)（同上）+補(bǔ)助（同上）”，回車（其他的合計可以采用填充柄完成，或者重復(fù)上面的順序）利用求和函數(shù)，參考1中的方法完成交通費(fèi)、住宿費(fèi)和補(bǔ)助的合計選擇文件中的所有數(shù)字單元格

51、，點(diǎn)右鍵，點(diǎn)設(shè)置單元格格式，點(diǎn)數(shù)字，點(diǎn)貨幣，選擇貨幣符號為“￥”，設(shè)置小數(shù)點(diǎn)后為2位，確定保存文件本題完成3. （1）打開當(dāng)前試題目錄下文件excel-2.xls；（2）根據(jù)工作表中數(shù)據(jù)，計算“總成績”列的數(shù)據(jù)?？偝煽?一階段成績0.3+二階段成績0.3+三階段成績0.4；（3）“總成績”列數(shù)據(jù)格式為小數(shù)點(diǎn)后2位小數(shù)（例：6.20）；（4）同名存盤。打開當(dāng)前試題目錄下文件excel-2.xls在總成績下的一個單元格內(nèi)輸入“=一階段成績（在該行的單元格，假如說是e3）*0.3+住宿費(fèi)（同上）*0.3+補(bǔ)助（同上）*0.4”，回車（其他的合計可以采用填充柄完成，或者重復(fù)上面的順序）選中總成績列的數(shù)

52、據(jù)單元格，點(diǎn)右鍵，點(diǎn)設(shè)置單元格格式，點(diǎn)數(shù)字，點(diǎn)數(shù)值，設(shè)置小數(shù)點(diǎn)后為2位，確定保存文件本題完成4. （1）打開當(dāng)前試題目錄下文件excel-3.xls；（2）計算“審定費(fèi)”和“稅后款”，“審定費(fèi)=全書字?jǐn)?shù)10003，稅后款=審定費(fèi)-審定費(fèi)5%”；（3）利用菜單將“審定費(fèi)”和“稅后款”列格式設(shè)置為貨幣類的“￥”貨幣符號、小數(shù)點(diǎn)1位（例￥1,280.0）；（4）同名存盤。打開當(dāng)前試題目錄下文件excel-3.xls在審定費(fèi)下的一個單元格內(nèi)輸入“=全書字?jǐn)?shù)（在該行的單元格，假如說是e3）/1000*3”，回車（其他的審定費(fèi)可以采用填充柄完成，或者重復(fù)上面的順序）在稅后款下的一個單元格內(nèi)輸入“=審定費(fèi)（

53、在該行的單元格，假如說是f3）-審定費(fèi)*5%”，回車（其他的稅后款可以采用填充柄完成，或者重復(fù)上面的順序）選中審定費(fèi)及稅后款列的數(shù)據(jù)單元格，點(diǎn)右鍵，點(diǎn)設(shè)置單元格格式，點(diǎn)貨幣，選擇貨幣符號“￥”，設(shè)置小數(shù)點(diǎn)后為1位，確定保存文件本題完成5. （1）打開當(dāng)前試題目錄下文件excel-8.xls；（2）利用函數(shù)計算“總成績”，利用公式“平均成績=總成績3”來計算“平均成績”；（3）同名存盤。打開當(dāng)前試題目錄下文件excel-8.xls在總成績下的一個單元格，點(diǎn)插入，點(diǎn)函數(shù)，在對話框中選求和函數(shù)“sum”，在對話中number1內(nèi)點(diǎn)右側(cè)的按鈕，將出現(xiàn)另外一個對話框，在文件中選擇需要求和的單元格，然后點(diǎn)

54、該對話框的右側(cè)按鈕，點(diǎn)確定（完成一個總成績求和后，利用填充柄完成其他的總成績求和，或者重復(fù)上面的順序在平均成績下的一個單元格內(nèi)，輸入“=平均成績（在該行的單元格，假如說是b3）/3”，回車（其他平均成績可以采用填充柄完成，或者重復(fù)上面的順序）保存文件本題完成6. （1）打開當(dāng)前試題目錄下文件excel-1.xls；（2）利用公式計算每個項目的“合計”；（3）“合計”列數(shù)據(jù)的格式和其它數(shù)據(jù)的格式相同；（4）同名存盤。打開當(dāng)前試題目錄下文件excel-1.xls在合計下的一個單元格，點(diǎn)插入，點(diǎn)函數(shù)，在對話框中選求和函數(shù)“sum”，在對話中number1內(nèi)點(diǎn)右側(cè)的按鈕，將出現(xiàn)另外一個對話框，在文件中

55、選擇需要求和的單元格，然后點(diǎn)該對話框的右側(cè)按鈕，點(diǎn)確定（完成一個總成績求和后，利用填充柄完成其他的總成績求和，或者重復(fù)上面的順序利用格式刷將合計的列的數(shù)據(jù)格式刷成與其他數(shù)據(jù)格式相同的格式（使用格式刷的方法是，先選中合計列外的其他任意一個單元格，點(diǎn)格式刷，然后再點(diǎn)需要刷成該樣格式的單元格即可）保存文件本題完成7. （1）打開當(dāng)前試題目錄下文件excel-6.xls；（2）計算出“凈資產(chǎn)收益率”，凈資產(chǎn)收益率=凈利潤凈資產(chǎn)總額；（3）“凈資產(chǎn)收益率”行以保留三位小數(shù)的百分?jǐn)?shù)形式表現(xiàn)（如：32.310%）；（4）同名存盤。打開當(dāng)前試題目錄下文件excel-6.xls在凈資產(chǎn)收益率下的一個單元格，輸入

56、“=凈利潤（在該行的單元格，假如說是b3）/凈資產(chǎn)總額”，回車（完成一個單元格后，可以利用填充柄完成其他的單元格的操作，或者重復(fù)上面的順序）選中凈資產(chǎn)收益率列下的數(shù)據(jù)單元格，點(diǎn)右鍵，點(diǎn)設(shè)置單元格格式，點(diǎn)數(shù)字，單百分比，將小數(shù)位數(shù)設(shè)為3位，確定保存文件本題完成8. （1）打開當(dāng)前試題目錄下文件excel-7.xls；（2）分別利用函數(shù)計算出“總成績”、“平均成績”；（3）平均成績設(shè)置帶兩位小數(shù)格式（例如：78.00）；（4）同名存盤。打開當(dāng)前試題目錄下的excel-7.xls文件在總成績對應(yīng)的單元格內(nèi)，點(diǎn)插入，點(diǎn)函數(shù)，在對話框中選擇求和函數(shù)“sum”，在對話中number1內(nèi)點(diǎn)右側(cè)的按鈕，將出現(xiàn)

57、另外一個對話框，在文件中選擇需要求和的單元格，然后點(diǎn)該對話框的右側(cè)按鈕，點(diǎn)確定（如果有多個總成績項，完成一個總成績求和后，利用填充柄完成其他的總成績求和，或者重復(fù)上面的順序）在平均成績對應(yīng)的單元格內(nèi)，點(diǎn)插入，點(diǎn)函數(shù)，選擇算術(shù)平均值函數(shù)average，出現(xiàn)對話框后，采用求和時的相同方法，完成操作選中平均成績對應(yīng)的單元格，點(diǎn)右鍵，點(diǎn)設(shè)置單元格，點(diǎn)數(shù)字，點(diǎn)數(shù)值，設(shè)小數(shù)位為2，確定保存文件本題完成9. （1）打開當(dāng)前試題目錄下文件excel-16.xls；（2）計算出“全套優(yōu)惠價”，公式為：全套優(yōu)惠價裸機(jī)價+入網(wǎng)費(fèi)-送話費(fèi)；（3）所有數(shù)字都以單元格格式中貨幣類的“￥”貨幣符號、小數(shù)點(diǎn)后1位小數(shù)表現(xiàn)（如：￥1,450.00）；（4）同名存盤。打開當(dāng)前試題目錄下文件excel-16.xls在全套優(yōu)惠價對應(yīng)的單元格，輸入“=全套優(yōu)惠價裸機(jī)價（在該行的單元格，假如說是b3）+入網(wǎng)費(fèi)（同上）-送話費(fèi)”，回車（如果有多個全套優(yōu)惠價項，可以利用填充柄完成，也可以重復(fù)上面的順序）選中所有的數(shù)字單元格，點(diǎn)右鍵，點(diǎn)設(shè)置單元格格式，點(diǎn)數(shù)字，點(diǎn)貨幣，選擇貨幣符號為“￥”，設(shè)小數(shù)位為2位，確定保存文件本題完成10. （1）打開當(dāng)前試題目錄下文件excel-71.xls；（2）利用函數(shù)計算獎金項的值，公式是“滿工作量為40，滿工作量的獎金為800元，工作量不