造林密度 的英文怎麼說

中文拼音 [zàolīnmìdù]
造林密度 英文
density of plantation
  • 造 : Ⅰ動詞1 （做; 製作） make; build; create; produce 2 （假編） cook up; fabricate; concoct 3 [書面語...
  • 林 : 名詞1 （成片的樹木或竹子） forest; woods; grove 2 （聚集在一起的同類的人或事物） circles; group 3...
  • 密 : Ⅰ名詞1 （秘密） secret 2 [紡織] （密度） density 3 （姓氏） a surname Ⅱ形容詞1 （距離近; 空隙小）...
  • 度 : 度動詞[書面語] （推測; 估計） surmise; estimate
  • 造林 : [林學] forestation; afforestation造林播種機 tree seed drill; 造林成活率 surrival rate of afforest...
  1. The dongming poplar floss slurry ltd., which major product is flakeboard, and chengwu senli manmade board ltd., which major product is moderate density fiberboard had became one of the ten major forest corporations. and we have brought up another 15 major forest corporations. now ten machining colony, such as tung spelling board of chao country zhuangzhai, strip willow basketry of pulianji, veneer of yuncheng huang ’ an, hub processing of juancheng shiji, furniture of zhangzhimen, decorating wood line of shanxian, hub processing of chengwu, veneer of xinxing and lizhuangji in peony borough, had formed in heze

    至2003年底，全市獨立核算的森工企業發展到2984多家，其中東明楊木絨毛漿有限公司、定陶縣林盾木業有限公司（主要產品為刨花板） 、成武森利人造板公司（主要產品為中密度纖維板）步入了全省十大林業龍頭企業的行列，培植了十五大龍頭企業;全市形成了曹縣莊寨桐木拼板、普連集條柳編製品、鄆城黃安膠合板、鄄城什集木片加工、張志門傢具、單縣浮崗裝飾木線條，成武孫寺木片加工、牡丹區新興和李莊集膠合板等十大加工群體，林業產業化發展勢頭良好。
  2. Research and development of rattan in china

    造林密度對馬尾松木材主要性質影響的研究
  3. Growth effects of different planting densities of tilia amurensis

    紫椴不同造林密度的生長效應
  4. This thesis regard internal property reorganization in the group of pangang as the research object, from chengdu seamless steel pipe limited liability company with chengdu iron and steel works inside exterior environment reorganizing in front and back commences, making use of to exceed the makel - bot with of five factors competition models and the method of factors analysis, after analyzing the reorganization of the business enterprise a profession for facing competes the situation. develop the development the business enterprise with the profession industry from the international local profession rival circumstance after analyzing the reorganization should the market position of the establishment with develop the strategy target. make use of the swot the analysis the method, to after the reorganization the development strategy of the business enterprise, from manage the angle proceeded the fixed position analyzes, for after the reorganization business enterprise development provided four kinds of developments strategy that eligibility choose : the brave development strategy, request the resources advantage, funds advantage, human resource advantage, technique advantage that new company make the most of new business enterprise in empress in reorganization, is an essential condition to increases to manage the level, quickly technique reforms, develop the high and additional worth product with new product production line, as soon as quikly change to strong and large business enterprise, realizes soon steel aircraft carrier dream ; dispersion strategy, the technology market quota with deal with produce high additional worth product, completely promote business enterprise brand image, extend high carry product of the exaltation product, is a necessary means to increases business enterprise performance, realizes business enterprise target ; defense strategy, adjusting the business enterprise organizes construction, reducing the intensive type in labor and the low additional worth product line, lower bad the property saves the deal, alleviating the business enterprise burden, attaining the casual wear go to battle, benefitting to the challenge that make frontal attack the rival ; withdraw strategy, compress the production of the high depletion and high cost product, simplify the production craft, controlling the cost of the end product in the lower level, is a valid path to increases business enterprise competition ability

    本論文以攀鋼集團內部的資產重組為研究對象，從成都無縫鋼管有限責任公司與成都鋼鐵廠重組前後的內外部環境入手，運用邁克爾?波特的五力競爭模型及因素分析法，分析了重組后的企業所面臨的行業競爭態勢。從國際國內行業競爭對手情況和本行業發展動態分析了重組后企業應確立的市場地位和發展戰略目標。運用swot分析法，對重組后企業的發展戰略，從管理角度進行了定位分析，為重組后企業發展提供了可選擇的四種發展戰略：即大膽發展戰略，要求新公司充分運用重組后新企業的資源優勢，資金優勢，人力資源優勢，技術優勢，是提高管理水平，加快技術改造，開發高附加值產品和新產品生產線，盡快立於強勢企業之林，早日實現「鋼鐵航母」夢的必要條件；分散性戰略，提高產品的科技含量和生產高附加值的產品，全面提升企業品牌形象，擴大高端產品的市場份額，是提高企業效益，實現企業目標的必要手段；防禦性戰略，調整企業組織結構，削減勞動密集型和低附加值產品生產線，降低不良資產存量，減輕企業包袱，做到輕裝上陣，有利於迎擊競爭對手的挑戰；退出性戰略，壓縮高消耗、高成本產品的生產，降低低端產品的比例，精簡生產工藝，將最終產品的成本控制在較低水平，是提高企業競爭力的有效途徑。
  5. Use afforestation of big young plant, increase afforestation density

    使用大苗造林，增加造林密度。
  6. The results showed that stem volume ( v ) and wood basic density ( bd ) were the most important traits in selection breeding for pulpwood of masson pine and, stand and individul selections shoud be based on the provenance selection

    結果表明，馬尾松制漿造紙材的良種選育應以材積和木材基本密度作為主要指標，首先進行種源的選擇，在此基礎上進行林分和個體的選擇。
分享友人
分享到 Line

分享到臉書