Unit 6 International trade 6.1 Documentation Vocabula Fill in the blanks with an appropriate word. 1. After receiving their Enquiry we sent them a 2. We have just received an for the goods we wanted 3. Another word for"buy 4. a bill of lading and a letter of credit are in foreign trade 5. Please inform us when the cargo arrives at its 6. We send before making an ordo Our agents will the goods to you when they arrive 8. It's important to state the of each package on all the forms 9. Ive just heard that charges are going up 10. That firm is our sole of these components 11. They have added $50 for and handling 12. When will you be able to the goods to us? 13. The price is 30% higher than the wholesale price 14. Doing business on the phone with companies 16. When fixing a price for an export order, the are very imporantprice 15. Before we can accept your order, we require a of 5% of the total 6.2 Making enquiries Speaking &e writin In this exercise youll calling Mr Chan in Hong Kong to find the information in the list below. Speak when you hear the sound. Look at the example first Mr Chan: Hello, Orion Electronics. Thomas Chan, speaking You: Hello, Mr Chan, I'd like to check some information about our order number 355 Mr Chan: 355. Yes, what would you like to know? You: First of all, could you tell me how many .. FIND OUT FROM ORION ELECTRONICS 1. Number of separate consignments 2. Date of shipment of first consignment 3. Expected date of arrival here 4. Name of freight forwarders 5. And their phone number 6. Dimensions of each package 7. Weight of each pack And tell them: MR FIELD will be in Hong Kong next week. He'll call to arrange a meeting
Unit 6 International trade 6.1 Documentation Vocabulary Fill in the blanks with an appropriate word. 1. After receiving their Enquiry we sent them a _______. 2. We have just received an _______for the goods we wanted. 3. Another word for “buy” is _______. 4. A bill of lading and a letter of credit are _____in foreign trade. 5. Please inform us when the cargo arrives at its _______. 6. We send a _____before making an order. 7. Our agents will ____the goods to you when they arrive. 8. It’s important to state the _____of each package on all the forms. 9. I’ve just heard that ____ charges are going up. 10. That firm is our sole ____of these components. 11. They have added $50 for _____and handling. 12. When will you be able to ____the goods to us? 13. The ____price is 30% higher than the wholesale price. 14. Doing business on the phone with companies _____is very costly. 15. Before we can accept your order, we require a _____of 5% of the total price. 16. When fixing a price for an export order, the ____are very important. 6.2 Making enquiries Speaking & writing A. In this exercise you’ll calling Mr Chan in Hong Kong to find the information in the list below. Speak when you hear the sound. Look at the example first: Mr Chan: Hello, Orion Electronics. Thomas Chan, speaking. You: Hello, Mr Chan, I’d like to check some information about our order number 355. Mr Chan: 355. Yes, what would you like to know? You: First of all, could you tell me how many …? FIND OUT FROM ORION ELECTRONICS: 1. Number of separate consignments … 2. Date of shipment of first consignment … 3. Expected date of arrival here … 4. Name of freight forwarders … 5. And their phone number … 6. Dimensions of each package … 7. Weight of each package … And tell them: MR FIELD will be in Hong Kong next week. He’ll call to arrange a meeting
You may need to pause the recording if you have to think before you speak. B. Draft a fax or e-mail to Orion Electronics, requesting the same information. When you have done this, compare your draft with the fax or e-mail in the answer key. 3 Sales and delivery Vocabulary Fill the gaps with suitable words from the list below. bill of exchange bill oflading bulky cash on delivery cash with order crates deadline inventory(US)/stock (GB) margin points of sales premium retail special delivery tender triplicate value added tax volume wholesale 1. The profit made on a product vary according to the volume of sales and there is not normally a fixed profit on the unit price 2. If you buy something by mail order it's normal to pay Cwo( rather than COD 3. What's the difference between a b/li and a 4. The price of this product (ie. in the shops) is f13.99, incl () -about 60% more than the price 5. As we have been carrying out a(n) control. there is a in processing orders We apologize for any inconvenience caused by this 6. As part of the consignment is very urgent, we'll be making a of two of the twenty you have ordered 7. We only supply one product of quality, Very consignments are shipped by sea. There is no for small orders 8. They submitted a in accordance with our instructions, but it arrived after the 6.4 What do they want to know? Reading Look at this extracts from correspondence. What does the writer want to know in cash case? The first is done for you as an example. Bearing in mind the difficulties you are having with obtaining components we were wondering whether we might expect delivery of the goods during the next two weeks or whether there is likely to be still further delay They want us let them know a. What difficulties we are having b. What components we are obtaining c. When the goods will be delivered
You may need to pause the recording if you have to think before you speak. B. Draft a fax or e-mail to Orion Electronics, requesting the same information. When you have done this, compare your draft with the fax or e-mail in the answer key. 6.3 Sales and delivery Vocabulary Fill the gaps with suitable words from the list below. 1. The profit made on a product vary according to the volume of sales and there is not normally a fixed profit ________ on the unit price. 2. If you buy something by mail order it’s normal to pay CWO (______) rather than COD (_______). 3. What’s the difference between a B/L (_____) and a B/E (________)? 4. The _______ price of this product at the ________ (i.e. in the shops) is ₤13.99, incl. VAT (_______)-about 60% more than the _______ price. 5. As we have been carrying out a (n) _______control, there is a _______in processing orders. We apologize for any inconvenience caused by this ______. 6. As part of the consignment is very urgent, we’ll be making a ____of two of the twenty ________you have ordered. 7. We only supply _______one product of ______quality, Very ______consignments are shipped by sea. There is no _______for small orders. 8. They submitted a _____ in _____, in accordance with our instructions, but it arrived after the ______. 6.4 What do they want to know? Reading Look at this extracts from correspondence. What does the writer want to know in cash case? The first is done for you as an example. 1. They want us let them know … a. What difficulties we are having. b. What components we are obtaining c. When the goods will be delivered backlog bill of exchange bill of lading bulky cash on delivery cash with order crates deadline grade hold-up inventory (US) / stock (GB) margin points of sales premium retail special delivery surcharge tender triplicate value added tax volume wholesale Bearing in mind the difficulties you are having with obtaining components, we were wondering whether we might expect delivery of the goods during the next two weeks or whether there is likely to be still further delay
In view of these circumstances, may we receive your assurance that assuming we will not be receiving the shipment before July2, you will not be prepared to offer us a discount of ten percent on the quoted price They want us let them know if we a. can give them a discount b. will ship before July 2 c. will give them a discount if the shipment is delayed 3. Would you be kind enough to inform us whether the price you have quoted for the units does or does not include a twelve-month service contract, which we understood to be part of our agreement with you They want us let them know a. if we are providing a year's free service b. how much our service costs c. how much the units will cost We would like you to provide us with a detailed specification of the machine so that we consult our production managers regarding the uitability of the equipment for installation in our assembly plants. Please bear in mind that the power requirements of each unit are of particular mportance They want us let them know a. if our machines are suitable for their requirements b. if we have consulted their managers about this c. as much as possible about the machine It appears that there may have been some confusion between your quotation ER889 and ER887 and that the quantities of the forme been inadvertently entered in the latter. We should be grateful if you could check this and inform us if an error appears to have arisen They want us let them know if there is an error in our quotation E b. quotation ER887 c. quotation ER889 and ER887
2. They want us let them know if we … a. can give them a discount b. will ship before July 2 c. will give them a discount if the shipment is delayed 3. They want us let them know…. a. if we are providing a year’s free service b. how much our service costs c. how much the units will cost 4. They want us let them know…. a. if our machines are suitable for their requirements b. if we have consulted their managers about this c. as much as possible about the machine 5. They want us let them know if there is an error in our … a. quotation ER889 b. quotation ER887 c. quotation ER889 and ER887 In view of these circumstances, may we receive your assurance that, assuming we will not be receiving the shipment before July2, you will not be prepared to offer us a discount of ten percent on the quoted price. Would you be kind enough to inform us whether the price you have quoted for the units does or does not include a twelve-month service contract, which we understood to be part of our agreement with you. We would like you to provide us with a detailed specification of the machine so that we may consult our production managers regarding the suitability of the equipment for installation in our assembly plants. Please bear in mind that the power requirements of each unit are of particular importance. It appears that there may have been some confusion between your quotation ER889 and ER887 and that the quantities of the former may have been inadvertently entered in the latter. We should be grateful if you could check this and inform us if an error appears to have arisen
6.5‘J.L.T Listening A. Before you listen to the recording, look at these golden rules. which do you think is the moist proficient way of organizing a manufacturing process? o Use your machine and workers as much as possible-they should always be working. o Keep a good stock(inven tory) of products in your warehouse so that you can supply whatever your customers demand Keep a good supply of materials in your warehouse so that you never run short Dont run a machine unless you are making a product that has been ordered B. Now listen to the recording. Here is a list of 12 points that could be made about J.L.T.- many of which you may agree with. Tick the points that are mentioned and put a cross beside the points that are not mentioned in the interview. The first is done for nple 1. J I T stands for"just in time".( 2. Capital tied up in stored materials is wasted.() 3. Only a large company has enough influence and much to introduce J I.T.( 4. The JIPhilosophy was'discovered'in the USA by Japanese engineers. 5. Workers are laid off when there are no orders to fill.() 6. Some products take weeks or months to manufacture you can apply j IT methods to such products.( 7. In manufacturing, materials accounts for about 60% of the running costs.() 8. Employees must be fully informed of how the system works if they are to be required to use 9. Training and maintenance can be carried out if there are no orders.( 10. Workers have to be trained to operate many different machines. 12. Suppliers and customers have to cooperate very closely.() C. Listen to the last part of the recording again and fill the gaps in this transcript. You'll need to pause the recording frequently. Interviewer: So, to come back to the supply of the materials, this depends on the re-operation of your suppliers, then? Absolutely! And changes in philosophy are essential here too. Most majo companies obtain materials from over different suppliers. With J I.T. this number has to be cut down to around. The benefit to the suppliers is that he from you if he can work with you in this way. Inevitably, this involves very close f the materials he supplies and he must adopt the J I.T. Philosophy in his own If not he'll find that the pressure is on him to hold for his customers--. and this will clearly not be If a supplier cant cope with J IT, then he'll find that
6.5 ‘J.I.T’ Listening A. Before you listen to the recording, look at these ‘golden rules’. Which do you think is the moist proficient way of organizing a manufacturing process? B. Now listen to the recording. Here is a list of 12 points that could be made about J.I.T. --- many of which you may agree with. Tick√ the points that are mentioned and put a cross beside the points that are not mentioned in the interview. The first is done for you as an example. 1. J.I.T stands for “just in time”. ( ) 2. Capital tied up in stored materials is wasted. ( ) 3. Only a large company has enough influence and much to introduce J.I.T. ( ) 4. The J.I.T philosophy was ‘discovered’ in the USA by Japanese engineers. ( ) 5. Workers are laid off when there are no orders to fill. ( ) 6. Some products take weeks or months to manufacture __ you can apply J.I.T methods to such products. ( ) 7. In manufacturing, materials accounts for about 60% of the running costs. ( ) 8. Employees must be fully informed of how the system works if they are to be required to use this technology. ( ) 9. Training and maintenance can be carried out if there are no orders. ( ) 10. Workers have to be trained to operate many different machines. ( ) 11. In bad times, suppliers have to suffer and lose money. ( ) 12. Suppliers and customers have to cooperate very closely. ( ) C. Listen to the last part of the recording again and fill the gaps in this transcript. You’ll need to pause the recording frequently. Interviewer: So, to come back to the supply of the materials, this depends on the re-operation of your suppliers, then? Expert: Absolutely! And changes in philosophy are essential here too. Most major companies obtain materials from over ______ different suppliers. With J.I.T. this number has to be cut down to around _____. The benefit to the suppliers is that he will get more ______from you if he can work with you in this way. Inevitably, this involves very close ________ on the _________ and __________ of the materials he supplies and he must adopt the J.I.T. Philosophy in his own ________. If not, he’ll find that the pressure is on him to hold _______ for his customers--- and this will clearly not be ________. If a supplier can’t cope with J.I.T., then he’ll find that ⚫ Use your machine and workers as much as possible-they should always be working. ⚫ Keep a good stock (inventory) of products in your warehouse so that you can supply whatever your customers demand. ⚫ Keep a good supply of materials in your warehouse so that you never run short. ⚫ Don’t run a machine unless you are making a product that has been ordered
major companies will simply find other suppliers who can D. Have you changed your mind about what you thought in A, now that you ve hes eard the recording? 6.6 Preposition Fill the gaps in these sentences with a suitable word preposition. First of all, try to do the exercise without looking at the list below capable of collaborate with comply with conince….of cO-operate with cope with credit. with cut back on 1. I'll be calling on you when I'm next in town 2. If you suffer any loss, we will 3. He was unable to the extra work and became ill 4. I'm afraid i cant another departments work 5. As you appear to have been overcharged, we will your account f 600.000yuan 6. It any special customs regulations 7. All members of a team must each other our partners in the USA for several years 9. Due to filling sales, the company has its R&d program 10. Theyre doing a much better job than that 11. The cargo four one-ton crates 12. They shouldn't them the need to redesign the product References 6.1 Documentation tation 2. invoice 4. documen destination 7 8. fo ensions 10. freight Il. supplier 12. shipping 13. deliver 15. overseas 16. down payment 6.2 Making enquiries 2.1 3. 7 or 8 February
major companies will simply find other suppliers who can. D. Have you changed your mind about what you thought in A, now that you’ve heard the recording? 6.6 Preposition Fill the gaps in these sentences with a suitable word + preposition. First of all, try to do the exercise without looking at the list below. 1. I’ll be calling on you when I’m next in town. 2. If you suffer any loss, we will ______ you _____that. 3. He was unable to ______ the extra work and became ill. 4. I’m afraid I can’t ______ another department’s work. 5. As you appear to have been overcharged, we will ______ your account_____ the sum of 600.000yuan. 6. It s important to ____ any special customs regulations. 7. All members of a team must _____each other. 8. We’ve been _____ our partners in the USA for several years. 9. Due to filling sales, the company has ______its R&D program. 10. They’re ______ doing a much better job than that. 11. The cargo _______ four one-ton crates. 12. They shouldn’t ______ them _______the need to redesign the product. References 6.1 Documentation 1. quotation 2. invoice 3. purchase 4. documents 5. destination 7. proforma 8. forward 9. dimensions 10. freight 11. supplier 12. shipping 13. deliver 14. retail 15. overseas 16. down payment 6.2 Making enquiries A. 1. 4 2. 13 January 3. 7 or 8 February call on capable of collaborate with comment on compensate…for comply with consist of convince … of co-operate with cope with credit….with cut back on
4. Johnson Brothers 5.0108525667890 6.300x400x300mm 7.5.85kg B Model fax To Mr Chan. Orion Electronics Re: Our order number 355 Dear Mr Chan We have a number of questions about this order: I How many separate consignments will there be? 2 What date will the first consignment be shipped 3 What is the expected date of this arrival here? 4 What is the name and phone number of your freight forwarders? 5 What are the dimensions and weight of each package? Please note that our Mr Field is in Hong Kong next week. He will call you to arrange Looking forward to hearing from you Best 6.3 Sales and delivery 2. cash with order ash on delivery 3. bill of lading bill of exchange 4. retail point of sale value added ta wholesale 5. inventory /stock backlog hold-up 6. special delivery crates 7. grade premium bulky surcharge 8. tender tripli 6.4 What do they want to know? 4. c 5.b(the error is in the latter, i. e the last one mentioned) 6.5“JLT B The points that were mentioned: 1 2 4 7 9 12 C. Missing words: 2.000 de co-operation /cooperation stock economIc Interviewer: One of the phrases that we're hearing more and more in business these days is Just in Time- it's an idea that seems to be overturning traditional ideas of industrial production. Carl Feldman is research adviser to the Industrial Association. Carl what exactly is Just in Time"? Carl Feldman: Well, the underlying philosophy of J.l.T., as we now call it, is that of eliminating waste. Manufacturing, ideally, should work on a day-to-day basis. Depending on
4. Johnson Brothers 5. 010 852 5667890 6. 300 x 400 x 300 mm 7. 5.85 kg B. Model fax / e-mail To Mr Chan, Orion Electronics Re: Our order number 355 Dear Mr Chan, We have a number of questions about this order: 1 How many separate consignments will there be? 2 What date will the first consignment be shipped? 3 What is the expected date of this arrival here? 4 What is the name and phone number of your freight forwarders? 5 What are the dimensions and weight of each package? Please note that our Mr Field is in Hong Kong next week. He will call you to arrange a meeting. Looking forward to hearing from you. Best wishes, 6.3 Sales and delivery 1. volume margin 2. cash with order cash on delivery 3. bill of lading bill of exchange 4. retail point of sale value added tax wholesale 5. inventory / stock backlog hold-up 6. special delivery crates 7. grade premium bulky surcharge 8. tender triplicate deadline 6.4 What do they want to know? 1. c 2. c 3. a 4. c 5 .b (the error is in the latter, i.e. the last one mentioned) 6.5 ‘J.I.T.’ B. The points that were mentioned: 1 2 4 7 9 12 C. Missing words: 2,000 200 orders co-operation / cooperation design quality plant stock economic Transcript Interviewer: One of the phrases that we’re hearing more and more in business these days is ‘Just in Time’- it’s an idea that seems to be overturning traditional ideas of industrial production. Carl Feldman is research adviser to the Industrial Association. Carl, what exactly is ‘Just in Time’? Carl Feldman: Well, the underlying philosophy of ‘J.I.T.’, as we now call it, is that of eliminating waste. Manufacturing, ideally, should work on a day-to-day basis. Depending on
the type of industry this might be stretched up to a week-by-week basis, but not any longer. A manufacturer should only manufacture a product that he has an order for and should only carry a stock of materials for what he will make on a single day Now, most companies carry stock for several days, even for several weeks- fearing that if they. if they run short of a particular material, their entire production process will be disrupted Interviewer: Yes, but surely this is true? If just one component is lacking, then production does have to stop Carl Feldman: Yes, but the point is that it's a waste of money, having capital tied up in materials that won't be used for several days. And you save money if your materials arrive just in time to be used in the manufacturing process Interviewer: Where does J I T originate from? Carl Feldman: The story is that a group of Toyota engineers from Japan were touring industrial plants in the USA, on the lookout for new methods of improving efficiency- this was in the 1970s. They were impressed by what happened in the supermarkets they went into: they noticed that as soon as a shelf in a supermarket was nearly empty shelf-filler came along and topped it up. They simply applied this principle to manufacturing. So that's how it all started Interviewer: Now, an account would insist that you have to keep your workforce busy all the time and keep your machines running at all times. This maximizes your efficiency. Carl Feldman: With J IT you only run machines if you have a product to make. In most manufacturing, the cost of materials is around 60% of the total costs of running the business, so any materials sitting unused in a warehouse cant begin to repay their costs until they have been turned into a product. The traditional accountants view has to be reassessed Interviewer: But in any industry there are fluctuations in demand. How does J I.Tcope with this? Carl Feldman: In the same way that capital tied up in materials is being wasted, making products for stock also ties up capital. If there are no orders for a particular day, there is no gic in making for stock. Both machines and workforce have to be grouped by product, not by function, so that theyre flexible enough to deal with fluctuations-which may mean more work on some days and less on others Interviewer: So how do you keep the workforce busy on a slack day? Carl Feldman: There's time then for maintenance, training and so on - particularly important these days is quality Interviewer: So, to come back to the supply of materials, this depends on the co-operation of your supplies, then? Carl Feldman: Absolutely! And changes in philosophy are essential here too. Most major companies obtain materials from over 2, 000 different suppliers, with J.I.T. this number has to be cut down to around 200. The benefit to the supplier is that he will get more orders from you if he can work with you in this way. Inevitably, this involves very close co-operation on the design and quality of the materials he supplies and he must adopt the J I.T. philosophy in his own plant If not, he'll find that the pressure is on him to hold stock for his customers- and this will clearly not
the type of industry this might be stretched up to a week-by-week basis, but not any longer. A manufacturer should only manufacture a product that he has an order for and should only carry a stock of materials for what he will make on a single day. Now, most companies carry stock for several days, even for several weeks- fearing that if they…if they run short of a particular material, their entire production process will be disrupted. Interviewer: Yes, but surely this is true? If just one component is lacking, then production does have to stop. Carl Feldman: Yes, but the point is that it’s a waste of money, having capital tied up in materials that won’t be used for several days. And you save money if your materials arrive just in time to be used in the manufacturing process. Interviewer: Where does J.I.T. originate from? Carl Feldman: The story is that a group of Toyota engineers from Japan were touring industrial plants in the USA, on the lookout for new methods of improving efficiency- this was in the 1970s. They were impressed by what happened in the supermarkets they went into: they noticed that as soon as a shelf in a supermarket was nearly empty, a shelf-filler came along and topped it up. They simply applied this principle to manufacturing. So that’s how it all started. Interviewer: Now, an account would insist that you have to keep your workforce busy all the time and keep your machines running at all times. This maximizes your efficiency. Carl Feldman: With J.I.T you only run machines if you have a product to make. In most manufacturing, the cost of materials is around 60% of the total costs of running the business, so any materials sitting unused in a warehouse can’t begin to repay their costs until they have been turned into a product. The traditional accountant’s view has to be reassessed. Interviewer: But in any industry there are fluctuations in demand. How does J.I.T cope with this? Carl Feldman: In the same way that capital tied up in materials is being wasted, making products for stock also ties up capital. If there are no orders for a particular day, there is no logic in making for stock. Both machines and workforce have to be grouped by product, not by function, so that they’re flexible enough to deal with fluctuations-which may mean more work on some days and less on others. Interviewer: So how do you keep the workforce busy on a slack day? Carl Feldman: There’s time then for maintenance, training and so on – particularly important these days is quality. Interviewer: So, to come back to the supply of materials, this depends on the co-operation of your supplies, then? Carl Feldman: Absolutely! And changes in philosophy are essential here too. Most major companies obtain materials from over 2,000 different suppliers, with J.I.T. this number has to be cut down to around 200. The benefit to the supplier is that he will get more orders from you if he can work with you in this way. Inevitably, this involves very close co-operation on the design and quality of the materials he supplies and he must adopt the J.I.T. philosophy in his own plant. If not, he’ll find that the pressure is on him to hold stock for his customers – and this will clearly not be economic
If a supplier cant cope with JIT, then he'll find that major companies will simply find 4. comment on 5. credit your account with 6. comply with 7. co-operate with 11. consists of
If a supplier can’t cope with J.I.T., then he’ll find that major companies will simply find other suppliers who can. 6.6 Prepositions 2. compensate you for 3. cope with 4. comment on 5. credit your account with 6. comply with 7. co-operate with 8. collaborating with 9. cut back on 10. capable of 11. consists of 12. convince them of
