13605 高级商务英语 · 考纲对齐精讲讲义

不是考"你认不认识这个词"，是考三件事：词性判断（这个位置该放什么词）、固定搭配（动词跟哪个介词、名词跟哪个动词）、篇章逻辑（前后是转折还是因果）。
大纲题型举例给的是"方框选词"式（10 个词填 10 空），比四选一更难——没有干扰项提示，错一个就连带走两个。

命题人不会整句重写，只会动一个地方。你的任务不是"读懂了没有"，是"能不能指出来改的是哪个词"。所以判断题必须回原文划线，不能凭印象。

150 分钟里阅读占 45 分钟，两到三篇。通读会让你在第一篇花掉 20 分钟。正确顺序：读题干 → 定位段落 → 只精读那 2–3 句 → 选答案。全文只在做主旨题时扫一遍首末段。

题目：Some people believe that companies should prioritise efficiency over resilience in their supply chains. What is your view?

Few issues have attracted as much managerial attention in recent years as the balance between efficiency and resilience in supply chains. While some argue that cost advantage should come first, I believe that a degree of resilience is now indispensable.

Admittedly, lean operations deliver real benefits. Holding minimal inventory and concentrating production lowers unit costs and frees capital for investment, and for firms in stable markets this approach has worked for decades. This argument, however, overlooks how quickly a single disruption can erase years of savings. When shipping routes close or a sub-tier supplier fails, the cost of restarting production far exceeds the inventory that was saved.

The primary reason resilience deserves priority is that visibility, rather than distance, determines vulnerability. A manufacturer that knows where its components come from can reroute in weeks; one that does not may need months. A case in point is the automaker whose brake component traced back to eleven suppliers across four countries, two of them irreplaceable.

In conclusion, efficiency and resilience need not be opposites, provided that firms map their supply networks before a crisis rather than after it.

为什么能拿高分：① 四段结构，每段一个主题句；② 有让步段（Admittedly + however），显示思辨；③ 术语密度合适（lean operations, sub-tier supplier, visibility, vulnerability）；④ 全文只有 2 个从句层级，语法错误风险低；⑤ 结论用 provided that 收束，不空喊口号。

题目：What problems does remote work create for team management, and how can managers address them?

Remote work has moved from an emergency arrangement to a permanent feature of many organisations, and with it a set of management problems that face-to-face offices used to solve automatically.

The first problem is the loss of informal communication. In an office, a misunderstanding is often corrected in a two-minute conversation; on a distributed team, it may persist for days. The second is uneven visibility: employees who speak up in meetings are noticed, while quiet contributors become invisible at promotion time. A third problem is the blurring of boundaries, which raises the risk of burnout.

These problems call for deliberate substitutes for what the office provided. Managers can schedule short, frequent check-ins so that small issues surface early. They can evaluate output against agreed objectives rather than presence, which makes contribution visible regardless of volume. And they can set explicit expectations about response times, protecting employees from the pressure of permanent availability.

None of these measures is expensive; what they require is consistency. Remote management fails less often because of technology than because managers assume that old habits will survive the change of setting.

亮点：问题段三个问题用 First / The second / A third 明标，对策段严格一一对应（check-ins↔沟通、按产出评价↔可见性、响应时间↔边界）；结尾一句"technology vs habits"的对比收束，是加分点。

A company's reputation is often described as intangible, yet it behaves like an asset with a measurable ___1___. When a firm handles a recall well, customers forgive it; when it ___2___, the damage outlasts the product failure itself. The difference rarely lies in the severity of the incident. It lies in how quickly and how ___3___ the company communicates.

Crisis teams that rehearse regularly respond faster because they have already decided who speaks, to whom, and with what authority. Those that have not rehearsed tend to ___4___ conflicting statements, which the media then ___5___ as evidence of concealment. A single inconsistent message can ___6___ weeks of careful disclosure.

The temptation in the first hours is to say as little as possible until the facts are clear. That instinct is understandable but ___7___: silence is interpreted as guilt. What customers actually need is not a complete explanation but a credible ___8___ — an acknowledgement, a commitment, and a date. Firms that offer these three things early usually ___9___ far less reputation than those that wait for certainty. Certainty, after all, arrives ___10___ the story has already been written.

方框选词：late / value / mismanages / honestly / issue / interpret / undo / misplaced / timeline / lose

【Passage】The passage above argues that crisis communication depends less on the severity of an incident than on speed and consistency. It notes that rehearsed teams respond faster, that inconsistent statements are read as concealment, and that silence tends to be interpreted as guilt. The author concedes that waiting for certainty is understandable, but insists that customers need acknowledgement, commitment and a date rather than a complete explanation.

1. The author believes the severity of an incident is the main determinant of reputational damage. （　）
2. Rehearsed crisis teams respond more quickly. （　）
3. Inconsistent statements can be interpreted as concealment. （　）
4. The author fully supports waiting until all facts are clear. （　）
5. Silence is generally read as an admission of guilt. （　）
6. Customers mainly want a complete explanation. （　）
7. Offering an acknowledgement, a commitment and a date can reduce reputational loss. （　）
8. The author thinks certainty usually arrives before public opinion forms. （　）
9. The passage is about product design. （　）
10. The word "undo" in the passage means to reverse the effect of. （　）

【Passage】Mass customisation sounds like a contradiction. Mass production succeeds by making identical units cheaply; customisation succeeds by making different units profitably. The reconciliation lies in modularity. If a product can be assembled from standard modules in many combinations, variety costs little more than uniformity, because the expensive part — the design of each module — is shared.

The limits are practical rather than conceptual. Every additional option multiplies the number of configurations a factory must handle, and complexity has a way of migrating from the production line to the supply chain. A carmaker offering a thousand variants must hold components for all of them, forecast demand for each, and promise delivery dates it can keep. Firms that fail to manage this complexity end up with the worst of both models: customised prices and mass-production delays.

The most successful practitioners therefore restrict choice deliberately. They offer customers a curated set of combinations rather than unlimited freedom, and they invest in configuration tools that make the chosen option buildable. In this sense, mass customisation is less about giving customers what they want than about designing what they are allowed to want.

1. According to the passage, mass customisation is made possible mainly by ______.
2. The phrase "the limits are practical rather than conceptual" suggests that ______.
3. What happens to firms that fail to manage complexity?
4. The word "curated" is closest in meaning to ______.
5. What is the author's main point in the last paragraph?

A. 汉译英（5 句）

1. 企业能否在危机中存活，往往取决于它在最初四十八小时内的沟通方式。
2. 模块化设计使多样化的成本大幅降低，但它同时增加了供应链的复杂度。
3. 与其等到事实完全清楚再表态，不如尽早承认问题并给出时间表。
4. 真正决定供应链脆弱性的，不是距离，而是可见性。
5. 只有当定制选项被有意限制时，大规模定制才能真正赢利。

B. 英译汉（5 句）

6. Silence in the first hours of a crisis is almost always interpreted as an admission of guilt.
7. Variety costs little more than uniformity only when the design of each module is shared.
8. Complexity has a way of migrating from the production line to the supply chain.
9. Firms that offer unlimited options often deliver neither speed nor choice.
10. What customers need is not a complete explanation but a credible timeline.

从下面两题中任选一题：

题目 A：Some managers argue that in a crisis a company should say nothing until all the facts are known. To what extent do you agree with this view?

题目 B：What are the main challenges of managing a supply chain across borders, and how can companies address them?

要求：结构完整（三段以上）；至少使用 4 个本讲义中的主题术语；语法错误控制在 4 处以内。