第一篇：簡歷樣本——外文翻譯簡歷樣本(英文)

簡歷樣本——外文翻譯簡歷樣本(英文)

外文翻譯簡歷樣本 TRANSLATOR

Sandy Bin 15/F,TOWARD ,BRIGHT CHINA,BUILDING,BEIJING.STRENGTHS AND QUALIFICATIONS

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? High levels of enthusiasm and commitment to a successful sales,marketing or enthusiasm and commitment to a successful sales,marketing or communications career.Strong leadership qualities;able to schedule priorities and perform/delegate accordingly to effectively accomplish tasks to hand.Working knowledge of both written and verbal Japanese and French.Broad perspective of Japanese people,culture,and customs,as well as Japanese-American diplomatic relations.Computer literate in most popular software,including WordPerfect 5.0 and

5.1(including Japanese WordPerfect),Lotus 1-2-3,DrawPerfect and Computer Aided Design(CAD).JAPANESE-AMERICAN RELATIONS Served as liaison between Japanese diplomats and the Japanese-American Relations Group and with the Japanese press during the Prime Minister's Stay.Translated correspondence and filed inquiries from the Japanese population in the Boston business community.Organized travel itineraries for Japanese officials visiting the New England area.SALES/MARKETING/ENTREPRENEURIAL SKILLS Founded international resumes,a company designed for the creation of English and Japanese resumes,and ran it from 1989-1991.Designed and circulated posters,banners and invitations in order to introduce the Japanese community to New England.EDUCATION Yale University,New Haven,CT M.A.East Asian Studies,expected to be received June 1995.Harvard University,Cambridge,MA M.A.Psychology and Japanese Studies,May 1989 EMPLOYMENT HISTORY 1991-Present Technical Writer/Junior Programmer 1989-1990 Assistant to the Japanese Ambassador 1989-1990 Sales Representative 1987-1988 Marketing Representative

Functional portion of the resume focuses on candidate's unique

qualifications,skills,and accomplishments.? Chronological portion of the resume briefly summarizes candidate's

employment history.?

第二篇：外文翻譯 英文

Valuing the Warranty Ceiling Clause onNew Mexico Highway 44Using a Binomial Lattice Model

Abstract:

In 1998 the New Mexico State Highway and Transportation Department(NMSHTD)agreed to pay $60 million for a 20-year pavement warranty on their Route 44 project(NM 44, now US 550).The warranty includes a ceiling clause that caps total expenditures at $110 million.As the first long-term highway warranty in the United States, the transaction set a controversial precedent that parties interested in innovative highway contracting, including other state department of transportations(DOTs), the USDOT, sureties, and contractors, view as a test case for evaluating pricing and cost-effectiveness.An interim audit report published by the State of' New Mexico [Abbey(2004).Rep.to the Legislative Finance Committee, State Highway and Transportation Department.Santa Fe.N.M.]provides invaluable fiscal projections and challenges the cost effectiveness of the $60 million expenditure.This paper presents an independent analysis of the effectiveness of the warranty clauses.Based upon NMSHTD data, the analysis contends that $60 million was a fair cost of the 20-year pavement warranty at the time of acceptance if the expenditure ceiling is not considered.Furthermore.this paper argues that the ceiling on expenditure can be valuable.Using the real options approach, the paper evaluates the warranty ceiling clause on NM 44 and some policy suggestions are discussed.Introduction：

State Departments of Transportation(DOT)turned increasingly proactive when awarding large highway pavement contracts as a result of the United States Federal Highway Administration's(FHwA)Special Experimental Projects(SEPs).SEP No.14, implemented in 1990, opened the door for innovative contracting methods including lane rental, cost-plus-time bidding, design.build techniques, and warranty clauses.The warranty clauses hold contractors liable for reparationfor performance failures within a warranty period that typically extends from 5 to 7 years.Though New Mexico was not among the original eight states that initiated the use of warranties under SEP No.14.they have since evaluated the option of warranty contracting and success-fully applied it to the New Mexico State Route 44 Project(nowU.S.550),which traverses 118 mi(190 km)from 1-25 at San Ysidro northwest to Bloomfield, near the Four Corners area.When considering the prospect of infiltrating the northwest corner ofNew Mexico, New Mexico State Highway and TransportationDepartment(NMSHTD)[renamed New Mexico Deparunent of

Transportation(NMDOT)in 2003], determined that the future maintenance and rehabilitation costs of the upgraded 118 mi of roadway would total about $16,000/lane-mi/year over a service life of 20 years(May et al.2003)totaling just over $15I million.Additionally, they determined that the roadbed and surface upgrades would take almost 27 years to complete using normal contracting methods.In an effort to keep the highway in good condition for the long term, NMSHTD purchased a 20-year warranty agreement from MesaPDC who in turn guaranteed the pavement performance during the warranty period.Thc' NM 44 warranty broke new ground in both length and cost.Itwas the first long-term highway warranty in the United States and.,at $62 million, the most expensive.Since conception, its economics and applicability to other projects has been a subject of debate.Moreover, the two ceiling clauses in the warranty agreement that limit cumulative traffic volume and maintenance expenditures have been neither examined nor evaluated.In this paper we address the cost effectiveness of the warranty clauses in the NM 44 project.Warranty Provisions for NM 44

Two primary participants, NMSHTD and Mesa Project Development Contractor(PDC), a division of Wichita, Kan.-based Koch Performance Roads, Inc., cooperated on the NM 44 project.The NMSHTD laid out design criteria, performance requirements, and oversight procedures, and estimated a life-cycle cost to establish the overall present value of the expected maintenance during the 20-year warranty period.Through team building and open communications, NMSHTD was able to monitor performance without responsibility for performance, while Mesa PDC was able to gain insight into the development and award process along with the limitations and constraints that had to be addressed.To carry a long-term warranty agreement, a professional services contract was introduced.Basic items included delineation of responsibilities and appropriate protocol for repairs, costing, and reimbursement.The final price on the warranty was comprised of $60 million for a 2pavement warranty and, $2 million for a 10-year structures warranty to cover bridges, drainage, erosion, etc.for a total of $62 million in warranty liability.Mesa

PDC also agreed to a 3.5% inflationary risk on future maintenance costs.Based on these numbers, the warranty pricing was $6,400/lane mi/year, a 60% reduction as compared to the initial evaluation(Mav et al.2003).Additionally, the warranty duration was limited by three ceiling clauses:(1)20 years of service life:(2)4,000,000 equivalent single axle loads(ESALs);and(3)$114 million in total expenditures, of which $1 l0 million is the ceiling for the pavement warranty and $4 million is the ceiling for the structure warranty.Thus, in return for $62 million.Mesa PDC agreed to provide up to $114 million in repairs over a period of 20 years or 4 million ESALs.To ensure the fiscal liability was met.the warranty was also backed by a performance bond.The parties established what constitutes warranted pavement defects based on objective criteria such as smoothness, rutting, transverse crack spacing, crack width, potholes, depressions.bleeding, raveling,and delaminations.Because the warranty provider shoulders the risks associated with performance, they have a strong incentive to assure quality in the design, composition, and construction of the pavement.The parties also developed plans to monitor performance and perform both preventative and routine maintenance to ensure the highway’s health.Discounted Cash Flow Analysis

In a recent interim report of the NM 44 warranty audit, the state of New Mexico challenged the cost effectiveness of the $62 million warranty(Abbey 2004).This interim report and its predecessor(Abbey 1999)provide invaluable cost projections on the NM 44 project and the associated warranty.Using these data we conducted our own cost analysis based on the information available to the NMSHTD when they made the warranty decision in 1998.So for this analysis,all warrafity benefits and costs incurred during the construction and warranty period were discounted back to the decision time in 1998, and all costs ,and payments were assumed to fall at the end of the year.Additionally, we considered only the pavement warranty which is valued at $60 million and explains 96.8% of the total warranty cost.Ignoring the structures warranty, which is valued at only $2 million, reduces ambiguity without any significant impact on the results.Farthermore.Abbey(2004)estimates that the structures warranty will expire before the end of the 10-year warranty period, while the pavement warranty probably will remain in effect for the entire 20-year term.Discussion and Policy Suggestions

Due to the ceiling clause, the price of the warranty provisions in the NM 44 project

does not reflect the real cost to the NMSHTD.The ceiling clause, valued at 4.8 million/year 1998 dollar as calculated, represents additional revenue to Mesa besides the $62 million warranty payment from NMSHTD.By declaring the ceiling clause, Mesa PDC in fact eliminates unfavorable risk while keeping profitable uncertainty.What Mesa gains is what NMSHTD loses since this is a zero-sum game.The actual cost for the warranty provision in the NM 44 project goes up to 57.3 million/year 1998 dollar.The hurdle rate of a viable warranty provision falls to 4%(Fig.6).Considering that the NMSHTD had to borrow at a higher interest rate to finance the NM 44 project.the warranty provision is not justified because of the high cost of the ceiling clause.It is suggested that the state highway agencies carefully evaluate the ceiling clauses when requiring warranty services in selling infrastructure projects.A twofold analysis needs to be conducted so a better decision can be made.First, one must realize that the ceiling clause may be costly.The model developed in this paper is a handy approach to evaluate the ceiling clause value.Second state agencies should better determine a favorable ceiling when including ceiling clauses in the warranty.A sensitivity analysis indicates that the value of the ceiling clause is elastic to the determined ceiling.A 10% increase of the ceiling in the NM 44 warranty provisions would reduce the option price of the ceiling clause by 30%.Therefore, careful selection for a ceiling can significantly reduce the impact of the ceiling clause.The ceiling clause, in essence, is a call option that provides flexibility to switch a decision after more information is available through locking in risks while leaving the favorable uncertainties open.The real option concept provides powerful tools not only for contractors, but also state agencies ceiling clauses or other trigger points in uncertain cash flows.One potential application of the real option concept in warranty contracting is to delay the warranty decision until the end of construction when more performance information is available(Cui et al.2004).Then future maintenance savings could be estimated more accurately, and a better decision can be made on whether to purchase a warranty.Acknowledgments：

The writers gratefully acknowledge the support for this research provided by the University Transportation Center for Alabama(UTCA)and the Alabama Contractors' Fees Fund.Reforance：

1)Warranty Provisions for NM 44Qingbin Cui1;Philip Johnson2;Aaron Quick3;and Makarand Hastak

2)Journal of Construction Engineering and Management,January 2008,Volume 134.Number 1, 10--17

第三篇：簡歷翻譯

Objective 目標(biāo)

career objective 職業(yè)目標(biāo)

employment objective 工作目標(biāo)

position wanted 希望職位

job objective 工作目標(biāo)

position applied for 申請職位

position sought 謀求職位

position desired 希望職位

for more specialized work 為更專門的工作

for prospects of promotion 為晉升的前途

for higher responsibility 為更高層次的工作責(zé)任

for wider experience 為擴大工作經(jīng)驗

due to close-down of company 由于公司倒閉

due to expiry of employment 由于雇用期滿

offered a more challenging opportunity 獲得的更有挑戰(zhàn)性的工作機會

sought a better job 找到了更好的工作

to look for a more challenging opportunity 找一個更有挑戰(zhàn)性的工作機會

to seek a better job 找一份更好的工作

教育背景（Educational Background）

教育背景即正規(guī)學(xué)校教育/或培訓(xùn)(A history of a person’s formal schooling and/or training)

包括：學(xué)歷(educational history)、教育程度(educational background)、知識背景(knowledge background)、所學(xué)課程(courses taken)、專業(yè)課程(specialized courses)、進(jìn)修課程(refresher course)、脫產(chǎn)培訓(xùn)(off-job training)計算機能力(computer skills)等，及掌握情況。Education 學(xué)歷

educational background 教育程度、教育背景

educational history 學(xué)歷

Educational System 學(xué)制

academic year 學(xué)年

semester 學(xué)期（美）

term 學(xué)期（英）

Curriculum 課程

major 主修

minor 副修

educational highlights 課程重點部分

curriculum included 課程包括

specialized courses 專門課程

courses taken 所學(xué)課程

courses completed 所學(xué)課程

special training 特別訓(xùn)練

refresher course 進(jìn)修課程

Examination 考試

pass 及格

fail 不及格

marks 分?jǐn)?shù)

grades 分?jǐn)?shù)

scores 分?jǐn)?shù)

Degree 學(xué)位

post doctorate 博士后

doctor(Ph.D)博士學(xué)位

master 碩士學(xué)位

bachelor 學(xué)士學(xué)位

(具體分學(xué)科學(xué)位名稱翻譯請點我進(jìn)入第二頁查看>>)

Student 學(xué)生

graduate student 研究生

abroad student 留學(xué)生

returned student 回國留學(xué)生

foreign student 外國學(xué)生

undergraduate 大學(xué)肄業(yè)生

senior 大學(xué)四年級學(xué)生；高中三年級學(xué)生

junior 大學(xué)三年級學(xué)生；高中二年級學(xué)生

sophomore 大學(xué)二年級學(xué)生；高中一年級學(xué)生

freshman 大學(xué)一年級學(xué)生

guest student 旁聽生（英）

auditor 旁聽生（美）

government-supported student 公費生

commoner 自費生

extern 走讀生

day-student 走讀生

intern 實習(xí)生

prize fellow 獎學(xué)金生

boarder 寄宿生

classmate 同班同學(xué)

schoolmate 同校同學(xué)

graduate 畢業(yè)生

Intelligence Quotient(IQ)智商

Training 各種培訓(xùn)

off-job training 脫產(chǎn)培訓(xùn)

in-job training 在職培訓(xùn)

Social Practice 社會實踐

part-time jobs 業(yè)余工作

summer jobs 暑期工作

vacation jobs 假期工作

Activities 課外活動

extracurricular activities 課外活動

physical activities 體育活動

recreational activities 娛樂活動

academic activities 學(xué)術(shù)活動

social activities 社會活動、社交活動

Rewards 獎勵

scholarship 獎學(xué)金

“Three Goods” student 三好學(xué)生

excellent League member 優(yōu)秀團(tuán)員

excellent leader 優(yōu)秀干部

student council 學(xué)生會

monitor 班長

vice-monitor 副班長

commissary in charge of studies 學(xué)習(xí)委員

commissary in charge of entertainment 文娛委員

commissary in charge of sports 體育委員

commissary in charge of physical labor 勞動委員

Party branch secretary 黨支部書記

League branch secretary 團(tuán)支部書記

commissary in charge of organization 組織委員

commissary in charge of publicity 宣傳委員

“工作經(jīng)歷”怎么說？

business background 工作背景

business experience 工作經(jīng)歷

business history 工作經(jīng)歷

employment experience 工作經(jīng)歷

employment record 雇傭記錄

professional history 職業(yè)經(jīng)歷

professional experience 職業(yè)經(jīng)歷

occupational history 工作經(jīng)歷

如何描述“工作經(jīng)歷”？

工作經(jīng)歷即專職及兼職工作經(jīng)歷(A history of a person’s professional and/or non-professional employment)

包括：工作經(jīng)歷(work experience)、職業(yè)經(jīng)歷(professional history)、具體經(jīng)歷(specific experience)、兼職(Part—time)、實習(xí)(Intern)、實際業(yè)績(Performance)、工作成就(achievements)、個人能力(People)、市場開發(fā)(Marketing develop)、關(guān)鍵問題的解決(breakthrough)、成功的要素(Element of Success)、勝任力(Competence)、被認(rèn)命的職位(appointed position)等。

例如：

Sales manager.In addition to ordinary sales activities and manament of department , responsible for recruiting and training of sales staff members.銷售部經(jīng)理。除了政黨銷售活動和部門管理之外，還負(fù)責(zé)招聘與訓(xùn)練銷售人員。

Assistant to the General Manager of Shenzhen Petrochemical Industrial Corporation Ltd.Handled the business trip schedule of the general manager.Met clients as a representative of the corporation.Helped to negotiate a $5,000,000 deal for the corporation.深圳市石油化工集團(tuán)股份有限公司總經(jīng)理助理。安排總經(jīng)理的出差旅行計劃時間表。作為公司代表接見客戶。協(xié)助公司談成了筆五百萬美元的交易。

Secretary to president of Silverlion Group Corporation Ltd.Responsibilities：Receiving visitors，scheduling meetings，taking adn typing dictation，writing routine letters and reports.銀利來集團(tuán)有限公司董事長秘書。職責(zé)：接待訪客，安排會議、筆錄并打字、書寫日常信函及報告。

Public relations girl at Guangzhou Holiday Inn.Fulltime in summers，part-time during school.在廣州文化假日酒店當(dāng)公關(guān)小姐。暑期全職，上課時間兼職。

Assistant to manager of accounting department of a joint venture enterprise.Analyzed data and relevant financial statistics，and produced monthly financial statements.一家合資企業(yè)會計部門經(jīng)理的助理。分析數(shù)據(jù)及相關(guān)財務(wù)統(tǒng)計數(shù)字，而且提出每月的財務(wù)報告。

Workde 21 hours weekly as a salesgirl at the bookstore of shenzhen University.Earned 45% of college expenses.在深圳大學(xué)書店當(dāng)售貨員，每周工作21小時，賺了大學(xué)費用的45%.Production manager：Initiated quality control resulting in a reduction in working hours by 20% while increasing productivity by 25%.生產(chǎn)部經(jīng)理：引入質(zhì)量控制，使得工作時數(shù)減少了20%，而生產(chǎn)力則提高了25%.Staff member of Shanxi Textiles Import adn Export Company.Handled import of textiles from Hong Kong，Macao，Taiwan，Increased sales by 25% from 1990 to 1993.Made frequent business trips to these places to negotiate with textile mills.山西紡織品進(jìn)出口公司職員。處理從香港、澳門、臺灣進(jìn)口紡織品事宜。從1990年至1993年增加了25%的銷售額。經(jīng)常出差到這些地方跟紡織廠商洽。

描述“工作經(jīng)歷”時好用的小詞

advanced worker 先進(jìn)工作者

appointed 被任命的be promoted to 被提升為

breakthrough 驚人的進(jìn)展，關(guān)鍵問題的解決

behave 表現(xiàn)

control 控制

cost 成本；費用

excellent Party member 優(yōu)秀黨員 design 設(shè)計

develop 開發(fā)，發(fā)揮

implement 完成，實施

import 進(jìn)口

export 出口

found 創(chuàng)立

generate 產(chǎn)生

good at 擅長于

guide 指導(dǎo)；操縱

initiate 創(chuàng)始，開創(chuàng)

innovate 改革，革新

reckon 計算（成本等）participate in 參加

recommended 被推薦的；被介紹的

第四篇：簡歷翻譯

Working Experiences

(From 2006.09 till now)Watson

Regional manager

I’m responsible for 7-15 shops, which have about 270 staffs.The sale volume is 20 million per month.Major responsibilities and achievements:

1.Supervise and help shop managers to reach the selling goals made by company, such as:

Adjust the layouts of the shops and make reasonable customer moving paths to lead customers’ shopping

Arrange the layouts of the top 300 commodities and notable signs of the sales promotionOrder the rational goods and control the shortage of goods

Make full use of all kinds of management analysis reports to find ways to promote saleLook for outside promotion chances to make additional selling

Arrange service and face-to-face selling training programs to make more money from each customer

In 2008, our regional sales volume is 170 million, 102.3% of the setting goal.2.Supervise the daily operation of the regional shops, such as:

Carry out the financial process such as checking the cash and loss preventions

Spot check the main goods’ storage differences

Check and control spoilage, discard and discounts

Coordinate the storage within the region

3.Improve the service

Organize and help the shop managers to carry out training programs for the staff

Help the shop managers to improve their selling according to exterior check reports(mysterious customer)

The scores offered by the mysterious customer in 2008: 80, above the company’s average level.4.Manage and cultivate the staff

Tutor and cultivate shop manager candidates, and help the shops to solve problems

Make full use of the resources within the region;organize different kinds of training programs periodically, improving the management skills of the managers and staffsenior shop manager and 6 shop managers were cultivated in 2008.5.Other, such as:

Communicate with different departments in the company and help the shops to solve problemsMaintain a good communication with the property company to earn the maximum benefits for the company

Help to choose the new shops’ sites and offer operation suggestions

Prepare for the new shops’ operation(6 new shops were founded in 2008)and rebuilt 3 old shops

From 2000.10 Till 2006.9

Starbucks Coffee Ltd.From 2002.10 Till 2006.9

Regional manager

Major responsibilities:

1.Help and support shop managers to reach their selling and profit goals

2.Tracking and tutoring the operation KPI of each shop

3.Recruit and cultivate managers

4.Tracking and tutoring the shop managers to carry out promotion programs

5.Demonstrate and transmit company culture and customer service

6.Teach management classes as company lecturer

From 2001.4 Till 2002.9

Shop manager

Major responsibilities:

1.Maintain a high standard operation condition of the shop

2.Lead and motivate the staff to reach selling and other KPI targets

3.Visit the other shops within the business district and maintain a good relationship with the

customers

4.Recruit and cultivate on-duty managers and staff

5.Teach classes about the knowledge of the products and special skills as company lecturer

From 2000.10 Till 2001.4

On-duty managers

From 1996.02 Till 2000.10

Assistant Manager in KFC

Major responsibilities:

1.Manage the operation of the shop and make sure to provide qualified products, services and

environment

2.Manage the order and storage of the materials

3.Make shift arrangements for the staff and maintain the facilities

Personal evaluation

Have over 12 year’s experience of operating chain stores

Have an initiative and responsible personality

Have good skills in leading, training and inter-personal communicating.

第五篇：簡歷-英文

RESUME

Personal Information: Name: 姓名

Sex: 性別

Date of Birth: 出生日期 E-Mail: 電子郵箱

Mobile Phone: 手機號碼 Objective:

求職目的Education

求學(xué)經(jīng)歷

Academic Main Courses 主修課程

Computer Abilities 電腦操作能力

English Skills 英語技能

Qualifications 獲得的證書