Перевод: с английского на русский

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costs overall

Толкование Перевод

1 costs overall

Макаров: накладные расходы, общие затраты

Универсальный англо-русский словарь > costs overall
2 overall operating costs

суммарные эксплуатационные расходы

Англо-русский металлургический словарь > overall operating costs
3 overall costs

общая стоимость, полная стоимость

* * *

общая стоимость

* * *

• общая стоимость

• полная стоимость

Англо-русский словарь нефтегазовой промышленности > overall costs
4 overall costs

1) Экономика: общие расходы, совокупные расходы

2) Бурение: общая стоимость, полная стоимость

Универсальный англо-русский словарь > overall costs
5 overall operating costs

Металлургия: суммарные эксплуатационные расходы

Универсальный англо-русский словарь > overall operating costs
6 overall operational costs

Макаров: общие эксплуатационные расходы

Универсальный англо-русский словарь > overall operational costs
7 overall production costs

Общая лексика: общепроизводственные издержки

Универсальный англо-русский словарь > overall production costs
8 overall costs

общая стоимость.

English-Russian dictionary of terms for geological exploration drilling > overall costs
9 overall costs

общие издержки

English-russian dctionary of contemporary Economics > overall costs
10 trucking costs

стоимость автотранспортных перевозок

salvage costs — стоимости

fuel costs — стоимость топлива

overall costs — общая стоимость

power costs — стоимость энергии

borrowing costs — стоимость кредита

English-Russian base dictionary > trucking costs
11 burial costs

стоимость захоронения

overall costs — общая стоимость

borrowing costs — стоимость кредита

disposal costs — стоимость уничтожения (отходов)

generating costs — стоимость производства энергии

power costs — стоимость производства электроэнергии

English-Russian dictionary on nuclear energy > burial costs
12 generating costs

стоимость производства энергии

overall costs — общая стоимость

borrowing costs — стоимость кредита

burial costs — стоимость захоронения

production costs — издержки производства

costs of production — издержки производства

English-Russian dictionary on nuclear energy > generating costs
13 nuclear generating costs

стоимость производства энергии на АЭС

overall costs — общая стоимость

borrowing costs — стоимость кредита

burial costs — стоимость захоронения

production costs — издержки производства

costs of production — издержки производства

English-Russian dictionary on nuclear energy > nuclear generating costs
14 power costs

стоимость энергии

salvage costs — стоимости

fuel costs — стоимость топлива

overall costs — общая стоимость

borrowing costs — стоимость кредита

labor costs — стоимость рабочей силы

The English-Russian dictionary general scientific > power costs
15 cost

1. n

1) цена; стоимость; себестоимость

2) обыкн. pl расходы, издержки, затраты

3) pl судебные издержки, судебные расходы

- absorbed costs
- accident costs
- acquisition cost
- actual cost
- actual costs
- actual manufacturing cost
- added cost
- additional cost
- adjusted historical cost
- administration costs
- administrative costs
- administrative and management costs
- administrative and operational services costs
- advertising costs
- after costs
- after-shipment costs
- aggregate costs
- agreed cost
- airfreight cost
- allocable costs
- allowable costs
- alternative costs
- amortization costs
- amortized cost
- ancillary costs
- annual costs
- anticipated costs
- applied cost
- arbitration costs
- assembly costs
- assessed cost
- average cost
- average costs
- average cost per unit
- average variable costs
- avoidable costs
- back-order costs
- basic cost
- billed cost
- book cost
- borrowing cost
- breakage cost
- break-even costs
- budget costs
- budgeted cost
- budgeted costs
- budgeted operating costs
- building costs
- burden costs
- calculated costs
- capacity costs
- capital costs
- capital floatation costs
- carriage costs
- carrying cost
- carrying costs
- centrally-managed costs
- changeover costs
- cleaning costs
- clerical costs
- closing costs
- collection costs
- combined cost
- commercial cost
- commercial costs
- committed costs
- common staff costs
- comparative costs
- competitive costs
- competitive marginal costs
- complaint costs
- conditional cost
- consequential costs
- considerable costs
- constant cost
- constant costs
- construction costs
- contract cost
- contractual costs
- controllable costs
- court costs
- crane costs
- credit costs
- cumulative costs
- current cost
- current costs
- current outlay costs
- current standard cost
- cycle inventory costs
- debt-servicing costs
- declining costs
- decorating costs
- decreasing costs
- defect costs
- defence costs
- deferred costs
- deficiency costs
- degressive costs
- delivery costs
- departmental costs
- depleted cost
- depreciable cost
- depreciated cost
- depreciated replacement cost
- depreciation costs
- designing costs
- deterioration costs
- development costs
- differential costs
- direct costs
- direct labour costs
- direct operating costs
- direct payroll costs
- discretionary fixed costs
- dismantling costs
- distribution costs
- distribution marketing cost
- domestic resource costs
- double-weighted borrowing cost
- downtime costs
- economic costs
- eligible costs
- engineering costs
- entry cost
- environmental costs
- equipment capital costs
- erection costs
- escalating costs
- escapable costs
- estimated cost
- estimated costs
- evaluation cost
- excess cost
- excess costs
- excessive costs
- exhibition costs
- exploration costs
- extra costs
- extra and extraordinary costs
- extraordinary costs
- fabrication cost
- factor cost
- factor costs
- factory cost
- factory costs
- factory overhead costs
- failure costs
- farm production costs
- farmer's cost
- farming costs
- feed costs
- fertilizing costs
- final cost
- financial costs
- financing costs
- first cost
- fixed costs
- fixed capital replacement costs
- flat cost
- floatation costs
- food costs
- foreign housing costs
- formation costs
- freight costs
- fuel costs
- full cost
- full costs
- funding cost
- general costs
- general running costs
- government-controlled production costs
- guarantee costs
- harvesting costs
- haul costs
- haulage costs
- heavy costs
- hedging cost
- hidden costs
- high cost
- hiring costs
- historical cost
- hospitality costs
- hotel costs
- hourly costs
- idle capacity costs
- idle time costs
- implicit costs
- implied interest costs
- imputed costs
- incidental costs
- increasing costs
- incremental costs
- incremental cost of capital
- incremental costs of circulation
- incremental costs of service
- incurred costs
- indirect costs
- indirect labour costs
- indirect manufacturing costs
- indirect payroll costs
- indirect production costs
- individual costs
- industrial costs
- industry-average costs
- initial cost
- inland freight cost
- inspection costs
- installation costs
- insurance costs
- insured cost
- intangible costs
- integrated cost
- interest costs
- inventoriable costs
- inventory cost
- inventory costs
- inventory acquisition costs
- inventory possession costs
- investigation costs
- investment costs
- invoiced cost
- issuing cost
- joint cost
- labour costs
- landed cost
- launching cost
- launching costs
- layoff costs
- legal costs
- legitimate costs
- life cycle costs
- life repair cost
- liquidation cost
- litigation costs
- living costs
- loading costs
- loan cost
- long-run average costs
- long-run marginal costs
- low costs
- low operating costs
- lump-sum costs
- machining cost
- maintenance costs
- maintenance-and-repair costs
- management costs
- man-power cost
- man-power costs
- manufacturing cost
- manufacturing costs
- manufacturing overhead costs
- marginal costs
- marginal-factor costs
- maritime costs
- marketing costs
- material costs
- material handling costs
- merchandising costs
- miscellaneous costs
- mixed cost
- mounting costs
- net cost
- nominal cost
- nonmanufacturing costs
- obsolescence costs
- offering cost
- one-off costs
- one-off costs of acquiring land, buildings and equipment
- one-shot costs
- operating costs
- operation costs
- operational costs
- opportunity costs
- order cost
- ordering cost
- order initiation cost
- ordinary costs
- organization costs
- organizational costs
- original cost
- original cost of the assets
- original cost of capital
- out-of-pocket costs
- overall cost
- overall costs
- overhead costs
- overtime costs
- own costs
- owning costs
- packaging cost
- packing cost
- past costs
- past sunk costs
- payroll cost
- payroll costs
- penalty cost
- penalty costs
- period costs
- permissible costs
- personnel costs
- piece costs
- planned costs
- postponable costs
- predetermined costs
- prepaid costs
- preproduction costs
- prime cost
- processing costs
- procurement costs
- product cost
- production cost
- production costs
- product unit cost
- progress-generating costs
- progressive costs
- prohibitive costs
- project costs
- project development cost
- projected costs
- promotional costs
- protected costs
- publicity costs
- purchase costs
- purchasing costs
- pure costs of circulation
- quality costs
- quality-inspection costs
- real cost
- real costs
- recall costs
- reconstruction cost
- recoverable cost
- recurring costs
- reduction costs
- reimbursable cost
- relative cost
- relevant costs
- removal costs
- renewal cost
- reoperating costs
- reoperation costs
- reorder cost
- repair cost
- repair costs
- replacement cost
- replacement costs
- replacement cost at market rates
- replacement cost of borrowing
- replacement cost of capital assets
- replacement cost of equipment
- replacement depreciation cost
- replenishment cost
- reproduction cost
- reproduction costs
- research costs
- research and development costs
- reservation costs
- rework costs
- rising costs
- road maintenance costs
- running costs
- run-on costs
- salvage cost
- salvage costs
- scheduled costs
- scrap cost
- selling costs
- semi-variable costs
- service costs
- servicing costs
- setting-up costs
- set-up costs
- shadow costs
- shelter costs
- shipping costs
- shortage costs
- single cost
- social costs
- social marginal costs
- social overhead costs
- sorting costs
- special costs
- specification costs
- spoilage costs
- staff costs
- stand costs
- standard cost
- standard costs
- standard direct labour costs
- standard direct materials cost
- standard factory overhead cost
- standing costs
- start-up costs
- stepped costs
- stocking cost
- stockout costs
- storage costs
- sunk costs
- supervision costs
- supplementary costs
- supplementary costs of circulation
- tangible costs
- target cost
- target costs
- taxable cost of shares
- tentative cost
- time-related cost
- total cost
- training cost
- training costs
- transaction costs
- transfer costs
- transhipment costs
- transport costs
- transportation costs
- travel costs
- travelling costs
- trim costs
- true cost
- true costs
- trust cost
- unamortized cost
- unavoidable costs
- underwriting cost
- unexpired costs
- unit cost
- unit costs
- unloading costs
- unrecovered cost
- unscheduled costs
- upkeep costs
- upward costs
- utility's costs
- variable costs
- variable capital costs
- wage costs
- war costs
- warehouse costs
- warehousing costs
- weighted average cost
- welfare costs
- wintering costs
- working cost
- working costs
- costs for bunker
- costs for storing
- costs of administration
- cost of appraisal
- cost of arbitration
- cost of borrowing
- cost of boxing
- cost of bunker
- cost of capital
- cost of capital deeping
- cost of carriage
- cost of carry
- cost of carrying inventory
- costs of circulation
- cost of civil engineering work
- cost of construction
- cost of a contract
- cost of credit
- cost of delivery
- cost of demonstration
- cost of discounting
- cost of disposal
- cost of education
- cost of equipment
- cost of equity capital
- cost of filing
- cost of financing
- cost of fixed capital
- cost of funds
- cost of goods
- cost of haulage
- cost of hotel accommodation
- costs of housing
- costs of idleness
- cost of installation
- cost of insurance
- costs of inventory
- cost of issue
- cost of labour
- cost of a licence
- cost of living
- cost of manpower
- cost of manufacture
- cost of manufactured goods
- cost of manufacturing
- costs of material
- costs of material inputs
- cost of money
- cost of obtaining funds
- costs of operations
- cost of an order
- cost of packaging
- cost of packing
- cost of postage
- costs of production
- cost of product sold
- cost of a project
- cost of publication
- cost of putting goods into a saleable condition
- cost of reclamation
- cost of reinsurance
- costs of reliability
- cost of renting
- cost of renting a trading post
- cost of repairs
- costs of routine maintenance
- cost of sales
- costs of sales
- cost of scrap
- cost of service
- cost of servicing
- costs of shipping
- cost of storage
- cost of a suit
- costs of supervision
- cost of tare
- costs of trackage
- costs of transportation
- cost of work
- cost per inquiry
- costs per unit
- above cost
- at cost
- at the cost of
- at extra cost
- below cost
- less costs
- minus costs
- next to cost
- under cost
- with costs
- without regard to cost
- exclusive of costs
- free of cost
- cost of market, whichever is lower
- cost plus percentage of cost
- absorb costs
- allocate costs
- assess the cost
- assess costs
- assume costs
- award costs against smb.
- bear costs
- calculate costs
- charge cost
- compute the cost
- cover the cost
- cover costs
- curb costs
- curtail costs
- cut down on costs
- cut production costs
- decrease the cost
- defray the costs
- determine the cost
- disregard costs
- distort the cost
- distribute costs
- entail costs
- estimate costs
- exceed the cost
- impose costs
- increase cost
- incur costs
- inflict economic and social costs
- involve costs
- itemize costs
- keep down costs
- meet the cost
- meet costs
- offset the cost
- offset the costs
- offset high interest costs
- overestimate production costs
- pay costs
- prune away costs
- push up costs
- recompense the cost
- recoup the cost
- recover costs
- reduce costs
- refund the cost
- revise the cost
- save costs
- sell at a cost
- share the cost
- slash costs
- split up the cost
- trim costs
- write off costs
- write off costs against revenues
- write off capital costs
2. v

1) стоить

2) назначать цену

English-russian dctionary of contemporary Economics > cost
16 cost

1.

1) стоить

2) назначать цену, расценивать

2.

1) цена; стоимость; себестоимость

2) pl расходы, издержки, затраты

3) pl судебные издержки, судебные расходы

•

- absorbed costs

- acquisition cost

- actual cost

- added cost

- additional cost

- administration costs

- administrative costs

- aggregate costs

- allocable costs

- allowable costs

- amortized cost

- ancillary costs

- annual costs

- anticipated costs

- applied cost

- arbitration costs

- average cost s

- average fixed costs

- average variable costs

- avoidable costs

- basic cost

- billed cost

- book cost

- borrowing cost

- break-even costs

- budgeted costs

- calculated costs

- capital costs

- carrying cost

- clerical costs

- closing costs

- collection costs

- combined cost

- comparative costs

- constant cost s

- controllable costs

- court costs

- cumulative costs

- current costs

- current outlay costs

- debt-servicing costs

- declining costs

- decreasing costs

- depreciated cost

- direct costs

- direct operating costs

- enhancement costs

- escalating costs

- estimated annual overhead costs

- estimated costs to complete

- excess cost s

- excessive costs

- extra costs

- final cost

- financing costs

- finding and development costs

- fixed costs

- flat cost

- foreign housing costs

- hidden costs

- high cost

- historical cost

- hospitality costs

- hotel costs

- hourly costs

- implicit costs

- implied interest costs

- imputed costs

- incidental costs

- increasing costs

- incremental costs

- incremental costs of service

- incurred costs

- indirect costs

- initial cost

- investment costs

- layoff costs

- legal costs

- litigation cost s

- low costs

- lumpsum costs

- maintenance costs

- maintenance-and-repair costs

- management costs

- maritime costs

- marketing costs

- material costs

- merchandising costs

- merger-related costs

- miscellaneous costs

- mixed cost

- mounting costs

- net cost

- nominal cost

- nonmanufacturing costs

- one-off costs of acquiring land, buildings and equipment

- operating costs

- operation costs

- operational costs

- order cost

- ordering cost

- order initiation cost

- ordinary costs

- organization costs

- organizational costs

- original cost

- original cost of the assets

- out-of-pocket costs

- overall cost

- overhead costs

- overtime costs

- own costs

- payroll cost

- penalty cost

- period costs

- piece costs

- planned costs

- postponable costs

- predetermined costs

- preproduction costs

- prime cost

- processing costs

- procurement costs

- product cost

- production costs

- progress-generating costs

- progressive costs

- prohibitive costs

- project costs

- projected costs

- proved reserves acquisition costs

- publicity cost s

- purchase costs

- recoverable cost

- recurring costs

- refiner acquisition costs

- reimbursable costs

- replacement cost

- replenishment cost

- retailing costs

- rising costs

- running costs

- scheduled costs

- transfer costs

- servicing costs

- shadow costs

- staff costs

- standard costs

- standing costs

- start-up costs

- step costs

- sunk costs

- transaction costs

- true cost

- underwriting cost

- unit cost

- unreturned costs

- unscheduled costs

- up-front costs

- upkeep costs

- upward costs

- variable costs

- wage costs

- costs of administration

- cost of appraisal

- cost of borrowing

- cost of filing

- cost of financing

- costs of goods sold

- costs of housing

- cost of obtaining funds

- cost of work

- cost to date

- absorb costs

- allocate costs

- allocate costs to individual products, processes and departments

- assess costs

- assume costs

- award costs against

- bear costs

- calculate costs

- charge cost

- compute the cost

- cover the cost

- curtail costs

- cut down costs

- cut staff costs

- decrease the cost

- defray the costs

- determine the cost

- disregard costs

- entail costs

- estimate costs

- exacerbate costs

- exceed the cost

- impose costs

- increase cost

- incur costs

- inflict economic and social costs

- involve costs

- itemize costs

- keep down costs

- meet the cost

- offset the costs

- recompense the costs

- recover costs

- reduce costs

- refund the cost

- revise the cost

- save costs

- share the cost

- slash costs

- split up the cost

- trim costs

- write off costs against revenues

- above cost

- at cost

- at extra cost

- below cost

- exclusive of costs

- free of cost

- less estimated costs

- next to cost

- under cost

- with costs

- without regard to cost

English-russian dctionary of diplomacy > cost
17 modular data center
1. модульный центр обработки данных (ЦОД)
модульный центр обработки данных (ЦОД)
-
[Интент]

Параллельные тексты EN-RU

[ http://loosebolts.wordpress.com/2008/12/02/our-vision-for-generation-4-modular-data-centers-one-way-of-getting-it-just-right/]

[ http://dcnt.ru/?p=9299#more-9299]

Data Centers are a hot topic these days. No matter where you look, this once obscure aspect of infrastructure is getting a lot of attention. For years, there have been cost pressures on IT operations and this, when the need for modern capacity is greater than ever, has thrust data centers into the spotlight. Server and rack density continues to rise, placing DC professionals and businesses in tighter and tougher situations while they struggle to manage their IT environments. And now hyper-scale cloud infrastructure is taking traditional technologies to limits never explored before and focusing the imagination of the IT industry on new possibilities.

В настоящее время центры обработки данных являются широко обсуждаемой темой. Куда ни посмотришь, этот некогда малоизвестный аспект инфраструктуры привлекает все больше внимания. Годами ИТ-отделы испытывали нехватку средств и это выдвинуло ЦОДы в центр внимания, в то время, когда необходимость в современных ЦОДах стала как никогда высокой. Плотность серверов и стоек продолжают расти, все больше усложняя ситуацию для специалистов в области охлаждения и организаций в их попытках управлять своими ИТ-средами. И теперь гипермасштабируемая облачная инфраструктура подвергает традиционные технологии невиданным ранее нагрузкам, и заставляет ИТ-индустрию искать новые возможности.

At Microsoft, we have focused a lot of thought and research around how to best operate and maintain our global infrastructure and we want to share those learnings. While obviously there are some aspects that we keep to ourselves, we have shared how we operate facilities daily, our technologies and methodologies, and, most importantly, how we monitor and manage our facilities. Whether it’s speaking at industry events, inviting customers to our “Microsoft data center conferences” held in our data centers, or through other media like blogging and white papers, we believe sharing best practices is paramount and will drive the industry forward. So in that vein, we have some interesting news to share.

В компании MicroSoft уделяют большое внимание изучению наилучших методов эксплуатации и технического обслуживания своей глобальной инфраструктуры и делятся результатами своих исследований. И хотя мы, конечно, не раскрываем некоторые аспекты своих исследований, мы делимся повседневным опытом эксплуатации дата-центров, своими технологиями и методологиями и, что важнее всего, методами контроля и управления своими объектами. Будь то доклады на отраслевых событиях, приглашение клиентов на наши конференции, которые посвящены центрам обработки данных MicroSoft, и проводятся в этих самых дата-центрах, или использование других средств, например, блоги и спецификации, мы уверены, что обмен передовым опытом имеет первостепенное значение и будет продвигать отрасль вперед.

Today we are sharing our Generation 4 Modular Data Center plan. This is our vision and will be the foundation of our cloud data center infrastructure in the next five years. We believe it is one of the most revolutionary changes to happen to data centers in the last 30 years. Joining me, in writing this blog are Daniel Costello, my director of Data Center Research and Engineering and Christian Belady, principal power and cooling architect. I feel their voices will add significant value to driving understanding around the many benefits included in this new design paradigm.

Сейчас мы хотим поделиться своим планом модульного дата-центра четвертого поколения. Это наше видение и оно будет основанием для инфраструктуры наших облачных дата-центров в ближайшие пять лет. Мы считаем, что это одно из самых революционных изменений в дата-центрах за последние 30 лет. Вместе со мной в написании этого блога участвовали Дэниел Костелло, директор по исследованиям и инжинирингу дата-центров, и Кристиан Белади, главный архитектор систем энергоснабжения и охлаждения. Мне кажется, что их авторитет придаст больше веса большому количеству преимуществ, включенных в эту новую парадигму проектирования.

Our “Gen 4” modular data centers will take the flexibility of containerized servers—like those in our Chicago data center—and apply it across the entire facility. So what do we mean by modular? Think of it like “building blocks”, where the data center will be composed of modular units of prefabricated mechanical, electrical, security components, etc., in addition to containerized servers.

Was there a key driver for the Generation 4 Data Center?

Наши модульные дата-центры “Gen 4” будут гибкими с контейнерами серверов – как серверы в нашем чикагском дата-центре. И гибкость будет применяться ко всему ЦОД. Итак, что мы подразумеваем под модульностью? Мы думаем о ней как о “строительных блоках”, где дата-центр будет состоять из модульных блоков изготовленных в заводских условиях электрических систем и систем охлаждения, а также систем безопасности и т.п., в дополнение к контейнеризованным серверам.
Был ли ключевой стимул для разработки дата-центра четвертого поколения?

If we were to summarize the promise of our Gen 4 design into a single sentence it would be something like this: “A highly modular, scalable, efficient, just-in-time data center capacity program that can be delivered anywhere in the world very quickly and cheaply, while allowing for continued growth as required.” Sounds too good to be true, doesn’t it? Well, keep in mind that these concepts have been in initial development and prototyping for over a year and are based on cumulative knowledge of previous facility generations and the advances we have made since we began our investments in earnest on this new design.

Если бы нам нужно было обобщить достоинства нашего проекта Gen 4 в одном предложении, это выглядело бы следующим образом: “Центр обработки данных с высоким уровнем модульности, расширяемости, и энергетической эффективности, а также возможностью постоянного расширения, в случае необходимости, который можно очень быстро и дешево развертывать в любом месте мира”. Звучит слишком хорошо для того чтобы быть правдой, не так ли? Ну, не забывайте, что эти концепции находились в процессе начальной разработки и создания опытного образца в течение более одного года и основываются на опыте, накопленном в ходе развития предыдущих поколений ЦОД, а также успехах, сделанных нами со времени, когда мы начали вкладывать серьезные средства в этот новый проект.

One of the biggest challenges we’ve had at Microsoft is something Mike likes to call the ‘Goldilock’s Problem’. In a nutshell, the problem can be stated as:

The worst thing we can do in delivering facilities for the business is not have enough capacity online, thus limiting the growth of our products and services.

Одну из самых больших проблем, с которыми приходилось сталкиваться Майкрософт, Майк любит называть ‘Проблемой Лютика’. Вкратце, эту проблему можно выразить следующим образом:

Самое худшее, что может быть при строительстве ЦОД для бизнеса, это не располагать достаточными производственными мощностями, и тем самым ограничивать рост наших продуктов и сервисов.

The second worst thing we can do in delivering facilities for the business is to have too much capacity online.

А вторым самым худшим моментом в этой сфере может слишком большое количество производственных мощностей.

This has led to a focus on smart, intelligent growth for the business — refining our overall demand picture. It can’t be too hot. It can’t be too cold. It has to be ‘Just Right!’ The capital dollars of investment are too large to make without long term planning. As we struggled to master these interesting challenges, we had to ensure that our technological plan also included solutions for the business and operational challenges we faced as well.
So let’s take a high level look at our Generation 4 design

Это заставило нас сосредоточиваться на интеллектуальном росте для бизнеса — refining our overall demand picture. Это не должно быть слишком горячим. И это не должно быть слишком холодным. Это должно быть ‘как раз, таким как надо!’ Нельзя делать такие большие капиталовложения без долгосрочного планирования. Пока мы старались решить эти интересные проблемы, мы должны были гарантировать, что наш технологический план будет также включать решения для коммерческих и эксплуатационных проблем, с которыми нам также приходилось сталкиваться.
Давайте рассмотрим наш проект дата-центра четвертого поколения

Are you ready for some great visuals? Check out this video at Soapbox. Click here for the Microsoft 4th Gen Video.

It’s a concept video that came out of my Data Center Research and Engineering team, under Daniel Costello, that will give you a view into what we think is the future.

From a configuration, construct-ability and time to market perspective, our primary goals and objectives are to modularize the whole data center. Not just the server side (like the Chicago facility), but the mechanical and electrical space as well. This means using the same kind of parts in pre-manufactured modules, the ability to use containers, skids, or rack-based deployments and the ability to tailor the Redundancy and Reliability requirements to the application at a very specific level.

Посмотрите это видео, перейдите по ссылке для просмотра видео о Microsoft 4th Gen:

Это концептуальное видео, созданное командой отдела Data Center Research and Engineering, возглавляемого Дэниелом Костелло, которое даст вам наше представление о будущем.

С точки зрения конфигурации, строительной технологичности и времени вывода на рынок, нашими главными целями и задачами агрегатирование всего дата-центра. Не только серверную часть, как дата-центр в Чикаго, но также системы охлаждения и электрические системы. Это означает применение деталей одного типа в сборных модулях, возможность использования контейнеров, салазок, или стоечных систем, а также возможность подстраивать требования избыточности и надежности для данного приложения на очень специфичном уровне.

Our goals from a cost perspective were simple in concept but tough to deliver. First and foremost, we had to reduce the capital cost per critical Mega Watt by the class of use. Some applications can run with N-level redundancy in the infrastructure, others require a little more infrastructure for support. These different classes of infrastructure requirements meant that optimizing for all cost classes was paramount. At Microsoft, we are not a one trick pony and have many Online products and services (240+) that require different levels of operational support. We understand that and ensured that we addressed it in our design which will allow us to reduce capital costs by 20%-40% or greater depending upon class.

Нашими целями в области затрат были концептуально простыми, но трудно реализуемыми. В первую очередь мы должны были снизить капитальные затраты в пересчете на один мегаватт, в зависимости от класса резервирования. Некоторые приложения могут вполне работать на базе инфраструктуры с резервированием на уровне N, то есть без резервирования, а для работы других приложений требуется больше инфраструктуры. Эти разные классы требований инфраструктуры подразумевали, что оптимизация всех классов затрат имеет преобладающее значение. В Майкрософт мы не ограничиваемся одним решением и располагаем большим количеством интерактивных продуктов и сервисов (240+), которым требуются разные уровни эксплуатационной поддержки. Мы понимаем это, и учитываем это в своем проекте, который позволит нам сокращать капитальные затраты на 20%-40% или более в зависимости от класса.

For example, non-critical or geo redundant applications have low hardware reliability requirements on a location basis. As a result, Gen 4 can be configured to provide stripped down, low-cost infrastructure with little or no redundancy and/or temperature control. Let’s say an Online service team decides that due to the dramatically lower cost, they will simply use uncontrolled outside air with temperatures ranging 10-35 C and 20-80% RH. The reality is we are already spec-ing this for all of our servers today and working with server vendors to broaden that range even further as Gen 4 becomes a reality. For this class of infrastructure, we eliminate generators, chillers, UPSs, and possibly lower costs relative to traditional infrastructure.

Например, некритичные или гео-избыточные системы имеют низкие требования к аппаратной надежности на основе местоположения. В результате этого, Gen 4 можно конфигурировать для упрощенной, недорогой инфраструктуры с низким уровнем (или вообще без резервирования) резервирования и / или температурного контроля. Скажем, команда интерактивного сервиса решает, что, в связи с намного меньшими затратами, они будут просто использовать некондиционированный наружный воздух с температурой 10-35°C и влажностью 20-80% RH. В реальности мы уже сегодня предъявляем эти требования к своим серверам и работаем с поставщиками серверов над еще большим расширением диапазона температур, так как наш модуль и подход Gen 4 становится реальностью. Для подобного класса инфраструктуры мы удаляем генераторы, чиллеры, ИБП, и, возможно, будем предлагать более низкие затраты, по сравнению с традиционной инфраструктурой.

Applications that demand higher level of redundancy or temperature control will use configurations of Gen 4 to meet those needs, however, they will also cost more (but still less than traditional data centers). We see this cost difference driving engineering behavioral change in that we predict more applications will drive towards Geo redundancy to lower costs.

Системы, которым требуется более высокий уровень резервирования или температурного контроля, будут использовать конфигурации Gen 4, отвечающие этим требованиям, однако, они будут также стоить больше. Но все равно они будут стоить меньше, чем традиционные дата-центры. Мы предвидим, что эти различия в затратах будут вызывать изменения в методах инжиниринга, и по нашим прогнозам, это будет выражаться в переходе все большего числа систем на гео-избыточность и меньшие затраты.

Another cool thing about Gen 4 is that it allows us to deploy capacity when our demand dictates it. Once finalized, we will no longer need to make large upfront investments. Imagine driving capital costs more closely in-line with actual demand, thus greatly reducing time-to-market and adding the capacity Online inherent in the design. Also reduced is the amount of construction labor required to put these “building blocks” together. Since the entire platform requires pre-manufacture of its core components, on-site construction costs are lowered. This allows us to maximize our return on invested capital.

Еще одно достоинство Gen 4 состоит в том, что он позволяет нам разворачивать дополнительные мощности, когда нам это необходимо. Как только мы закончим проект, нам больше не нужно будет делать большие начальные капиталовложения. Представьте себе возможность более точного согласования капитальных затрат с реальными требованиями, и тем самым значительного снижения времени вывода на рынок и интерактивного добавления мощностей, предусматриваемого проектом. Также снижен объем строительных работ, требуемых для сборки этих “строительных блоков”. Поскольку вся платформа требует предварительного изготовления ее базовых компонентов, затраты на сборку также снижены. Это позволит нам увеличить до максимума окупаемость своих капиталовложений.
Мы все подвергаем сомнению

In our design process, we questioned everything. You may notice there is no roof and some might be uncomfortable with this. We explored the need of one and throughout our research we got some surprising (positive) results that showed one wasn’t needed.

В своем процессе проектирования мы все подвергаем сомнению. Вы, наверное, обратили внимание на отсутствие крыши, и некоторым специалистам это могло не понравиться. Мы изучили необходимость в крыше и в ходе своих исследований получили удивительные результаты, которые показали, что крыша не нужна.
Серийное производство дата центров

In short, we are striving to bring Henry Ford’s Model T factory to the data center. http://en.wikipedia.org/wiki/Henry_Ford#Model_T. Gen 4 will move data centers from a custom design and build model to a commoditized manufacturing approach. We intend to have our components built in factories and then assemble them in one location (the data center site) very quickly. Think about how a computer, car or plane is built today. Components are manufactured by different companies all over the world to a predefined spec and then integrated in one location based on demands and feature requirements. And just like Henry Ford’s assembly line drove the cost of building and the time-to-market down dramatically for the automobile industry, we expect Gen 4 to do the same for data centers. Everything will be pre-manufactured and assembled on the pad.

Мы хотим применить модель автомобильной фабрики Генри Форда к дата-центру. Проект Gen 4 будет способствовать переходу от модели специализированного проектирования и строительства к товарно-производственному, серийному подходу. Мы намерены изготавливать свои компоненты на заводах, а затем очень быстро собирать их в одном месте, в месте строительства дата-центра. Подумайте о том, как сегодня изготавливается компьютер, автомобиль или самолет. Компоненты изготавливаются по заранее определенным спецификациям разными компаниями во всем мире, затем собираются в одном месте на основе спроса и требуемых характеристик. И точно так же как сборочный конвейер Генри Форда привел к значительному уменьшению затрат на производство и времени вывода на рынок в автомобильной промышленности, мы надеемся, что Gen 4 сделает то же самое для дата-центров. Все будет предварительно изготавливаться и собираться на месте.
Невероятно энергоэффективный ЦОД

And did we mention that this platform will be, overall, incredibly energy efficient? From a total energy perspective not only will we have remarkable PUE values, but the total cost of energy going into the facility will be greatly reduced as well. How much energy goes into making concrete? Will we need as much of it? How much energy goes into the fuel of the construction vehicles? This will also be greatly reduced! A key driver is our goal to achieve an average PUE at or below 1.125 by 2012 across our data centers. More than that, we are on a mission to reduce the overall amount of copper and water used in these facilities. We believe these will be the next areas of industry attention when and if the energy problem is solved. So we are asking today…“how can we build a data center with less building”?

А мы упоминали, что эта платформа будет, в общем, невероятно энергоэффективной? С точки зрения общей энергии, мы получим не только поразительные значения PUE, но общая стоимость энергии, затраченной на объект будет также значительно снижена. Сколько энергии идет на производство бетона? Нам нужно будет столько энергии? Сколько энергии идет на питание инженерных строительных машин? Это тоже будет значительно снижено! Главным стимулом является достижение среднего PUE не больше 1.125 для всех наших дата-центров к 2012 году. Более того, у нас есть задача сокращения общего количества меди и воды в дата-центрах. Мы думаем, что эти задачи станут следующей заботой отрасли после того как будет решена энергетическая проблема. Итак, сегодня мы спрашиваем себя…“как можно построить дата-центр с меньшим объемом строительных работ”?
Строительство дата центров без чиллеров

We have talked openly and publicly about building chiller-less data centers and running our facilities using aggressive outside economization. Our sincerest hope is that Gen 4 will completely eliminate the use of water. Today’s data centers use massive amounts of water and we see water as the next scarce resource and have decided to take a proactive stance on making water conservation part of our plan.

Мы открыто и публично говорили о строительстве дата-центров без чиллеров и активном использовании в наших центрах обработки данных технологий свободного охлаждения или фрикулинга. Мы искренне надеемся, что Gen 4 позволит полностью отказаться от использования воды. Современные дата-центры расходуют большие объемы воды и так как мы считаем воду следующим редким ресурсом, мы решили принять упреждающие меры и включить экономию воды в свой план.

By sharing this with the industry, we believe everyone can benefit from our methodology. While this concept and approach may be intimidating (or downright frightening) to some in the industry, disclosure ultimately is better for all of us.

Делясь этим опытом с отраслью, мы считаем, что каждый сможет извлечь выгоду из нашей методологией. Хотя эта концепция и подход могут показаться пугающими (или откровенно страшными) для некоторых отраслевых специалистов, раскрывая свои планы мы, в конечном счете, делаем лучше для всех нас.

Gen 4 design (even more than just containers), could reduce the ‘religious’ debates in our industry. With the central spine infrastructure in place, containers or pre-manufactured server halls can be either AC or DC, air-side economized or water-side economized, or not economized at all (though the sanity of that might be questioned). Gen 4 will allow us to decommission, repair and upgrade quickly because everything is modular. No longer will we be governed by the initial decisions made when constructing the facility. We will have almost unlimited use and re-use of the facility and site. We will also be able to use power in an ultra-fluid fashion moving load from critical to non-critical as use and capacity requirements dictate.

Проект Gen 4 позволит уменьшить ‘религиозные’ споры в нашей отрасли. Располагая базовой инфраструктурой, контейнеры или сборные серверные могут оборудоваться системами переменного или постоянного тока, воздушными или водяными экономайзерами, или вообще не использовать экономайзеры. Хотя можно подвергать сомнению разумность такого решения. Gen 4 позволит нам быстро выполнять работы по выводу из эксплуатации, ремонту и модернизации, поскольку все будет модульным. Мы больше не будем руководствоваться начальными решениями, принятыми во время строительства дата-центра. Мы сможем использовать этот дата-центр и инфраструктуру в течение почти неограниченного периода времени. Мы также сможем применять сверхгибкие методы использования электрической энергии, переводя оборудование в режимы критической или некритической нагрузки в соответствии с требуемой мощностью.
Gen 4 – это стандартная платформа

Finally, we believe this is a big game changer. Gen 4 will provide a standard platform that our industry can innovate around. For example, all modules in our Gen 4 will have common interfaces clearly defined by our specs and any vendor that meets these specifications will be able to plug into our infrastructure. Whether you are a computer vendor, UPS vendor, generator vendor, etc., you will be able to plug and play into our infrastructure. This means we can also source anyone, anywhere on the globe to minimize costs and maximize performance. We want to help motivate the industry to further innovate—with innovations from which everyone can reap the benefits.

Наконец, мы уверены, что это будет фактором, который значительно изменит ситуацию. Gen 4 будет представлять собой стандартную платформу, которую отрасль сможет обновлять. Например, все модули в нашем Gen 4 будут иметь общепринятые интерфейсы, четко определяемые нашими спецификациями, и оборудование любого поставщика, которое отвечает этим спецификациям можно будет включать в нашу инфраструктуру. Независимо от того производите вы компьютеры, ИБП, генераторы и т.п., вы сможете включать свое оборудование нашу инфраструктуру. Это означает, что мы также сможем обеспечивать всех, в любом месте земного шара, тем самым сводя до минимума затраты и максимальной увеличивая производительность. Мы хотим создать в отрасли мотивацию для дальнейших инноваций – инноваций, от которых каждый сможет получать выгоду.
Главные характеристики дата-центров четвертого поколения Gen4

To summarize, the key characteristics of our Generation 4 data centers are:

Scalable
Plug-and-play spine infrastructure
Factory pre-assembled: Pre-Assembled Containers (PACs) & Pre-Manufactured Buildings (PMBs)
Rapid deployment
De-mountable
Reduce TTM
Reduced construction
Sustainable measures

Ниже приведены главные характеристики дата-центров четвертого поколения Gen 4:

Расширяемость;
Готовая к использованию базовая инфраструктура;
Изготовление в заводских условиях: сборные контейнеры (PAC) и сборные здания (PMB);
Быстрота развертывания;
Возможность демонтажа;
Снижение времени вывода на рынок (TTM);
Сокращение сроков строительства;
Экологичность;

Map applications to DC Class

We hope you join us on this incredible journey of change and innovation!

Long hours of research and engineering time are invested into this process. There are still some long days and nights ahead, but the vision is clear. Rest assured however, that we as refine Generation 4, the team will soon be looking to Generation 5 (even if it is a bit farther out). There is always room to get better.

Использование систем электропитания постоянного тока.

Мы надеемся, что вы присоединитесь к нам в этом невероятном путешествии по миру изменений и инноваций!

На этот проект уже потрачены долгие часы исследований и проектирования. И еще предстоит потратить много дней и ночей, но мы имеем четкое представление о конечной цели. Однако будьте уверены, что как только мы доведем до конца проект модульного дата-центра четвертого поколения, мы вскоре начнем думать о проекте дата-центра пятого поколения. Всегда есть возможность для улучшений.

So if you happen to come across Goldilocks in the forest, and you are curious as to why she is smiling you will know that she feels very good about getting very close to ‘JUST RIGHT’.

Generations of Evolution – some background on our data center designs

Так что, если вы встретите в лесу девочку по имени Лютик, и вам станет любопытно, почему она улыбается, вы будете знать, что она очень довольна тем, что очень близко подошла к ‘ОПИМАЛЬНОМУ РЕШЕНИЮ’.
Поколения эволюции – история развития наших дата-центров

We thought you might be interested in understanding what happened in the first three generations of our data center designs. When Ray Ozzie wrote his Software plus Services memo it posed a very interesting challenge to us. The winds of change were at ‘tornado’ proportions. That “plus Services” tag had some significant (and unstated) challenges inherent to it. The first was that Microsoft was going to evolve even further into an operations company. While we had been running large scale Internet services since 1995, this development lead us to an entirely new level. Additionally, these “services” would span across both Internet and Enterprise businesses. To those of you who have to operate “stuff”, you know that these are two very different worlds in operational models and challenges. It also meant that, to achieve the same level of reliability and performance required our infrastructure was going to have to scale globally and in a significant way.

Мы подумали, что может быть вам будет интересно узнать историю первых трех поколений наших центров обработки данных. Когда Рэй Оззи написал свою памятную записку Software plus Services, он поставил перед нами очень интересную задачу. Ветра перемен двигались с ураганной скоростью. Это окончание “plus Services” скрывало в себе какие-то значительные и неопределенные задачи. Первая заключалась в том, что Майкрософт собиралась в еще большей степени стать операционной компанией. Несмотря на то, что мы управляли большими интернет-сервисами, начиная с 1995 г., эта разработка подняла нас на абсолютно новый уровень. Кроме того, эти “сервисы” охватывали интернет-компании и корпорации. Тем, кому приходится всем этим управлять, известно, что есть два очень разных мира в области операционных моделей и задач. Это также означало, что для достижения такого же уровня надежности и производительности требовалось, чтобы наша инфраструктура располагала значительными возможностями расширения в глобальных масштабах.

It was that intense atmosphere of change that we first started re-evaluating data center technology and processes in general and our ideas began to reach farther than what was accepted by the industry at large. This was the era of Generation 1. As we look at where most of the world’s data centers are today (and where our facilities were), it represented all the known learning and design requirements that had been in place since IBM built the first purpose-built computer room. These facilities focused more around uptime, reliability and redundancy. Big infrastructure was held accountable to solve all potential environmental shortfalls. This is where the majority of infrastructure in the industry still is today.

Именно в этой атмосфере серьезных изменений мы впервые начали переоценку ЦОД-технологий и технологий вообще, и наши идеи начали выходить за пределы общепринятых в отрасли представлений. Это была эпоха ЦОД первого поколения. Когда мы узнали, где сегодня располагается большинство мировых дата-центров и где находятся наши предприятия, это представляло весь опыт и навыки проектирования, накопленные со времени, когда IBM построила первую серверную. В этих ЦОД больше внимания уделялось бесперебойной работе, надежности и резервированию. Большая инфраструктура была призвана решать все потенциальные экологические проблемы. Сегодня большая часть инфраструктуры все еще находится на этом этапе своего развития.

We soon realized that traditional data centers were quickly becoming outdated. They were not keeping up with the demands of what was happening technologically and environmentally. That’s when we kicked off our Generation 2 design. Gen 2 facilities started taking into account sustainability, energy efficiency, and really looking at the total cost of energy and operations.

Очень быстро мы поняли, что стандартные дата-центры очень быстро становятся устаревшими. Они не поспевали за темпами изменений технологических и экологических требований. Именно тогда мы стали разрабатывать ЦОД второго поколения. В этих дата-центрах Gen 2 стали принимать во внимание такие факторы как устойчивое развитие, энергетическая эффективность, а также общие энергетические и эксплуатационные.

No longer did we view data centers just for the upfront capital costs, but we took a hard look at the facility over the course of its life. Our Quincy, Washington and San Antonio, Texas facilities are examples of our Gen 2 data centers where we explored and implemented new ways to lessen the impact on the environment. These facilities are considered two leading industry examples, based on their energy efficiency and ability to run and operate at new levels of scale and performance by leveraging clean hydro power (Quincy) and recycled waste water (San Antonio) to cool the facility during peak cooling months.

Мы больше не рассматривали дата-центры только с точки зрения начальных капитальных затрат, а внимательно следили за работой ЦОД на протяжении его срока службы. Наши объекты в Куинси, Вашингтоне, и Сан-Антонио, Техас, являются образцами наших ЦОД второго поколения, в которых мы изучали и применяли на практике новые способы снижения воздействия на окружающую среду. Эти объекты считаются двумя ведущими отраслевыми примерами, исходя из их энергетической эффективности и способности работать на новых уровнях производительности, основанных на использовании чистой энергии воды (Куинси) и рециклирования отработанной воды (Сан-Антонио) для охлаждения объекта в самых жарких месяцах.

As we were delivering our Gen 2 facilities into steel and concrete, our Generation 3 facilities were rapidly driving the evolution of the program. The key concepts for our Gen 3 design are increased modularity and greater concentration around energy efficiency and scale. The Gen 3 facility will be best represented by the Chicago, Illinois facility currently under construction. This facility will seem very foreign compared to the traditional data center concepts most of the industry is comfortable with. In fact, if you ever sit around in our container hanger in Chicago it will look incredibly different from a traditional raised-floor data center. We anticipate this modularization will drive huge efficiencies in terms of cost and operations for our business. We will also introduce significant changes in the environmental systems used to run our facilities. These concepts and processes (where applicable) will help us gain even greater efficiencies in our existing footprint, allowing us to further maximize infrastructure investments.

Так как наши ЦОД второго поколения строились из стали и бетона, наши центры обработки данных третьего поколения начали их быстро вытеснять. Главными концептуальными особенностями ЦОД третьего поколения Gen 3 являются повышенная модульность и большее внимание к энергетической эффективности и масштабированию. Дата-центры третьего поколения лучше всего представлены объектом, который в настоящее время строится в Чикаго, Иллинойс. Этот ЦОД будет выглядеть очень необычно, по сравнению с общепринятыми в отрасли представлениями о дата-центре. Действительно, если вам когда-либо удастся побывать в нашем контейнерном ангаре в Чикаго, он покажется вам совершенно непохожим на обычный дата-центр с фальшполом. Мы предполагаем, что этот модульный подход будет способствовать значительному повышению эффективности нашего бизнеса в отношении затрат и операций. Мы также внесем существенные изменения в климатические системы, используемые в наших ЦОД. Эти концепции и технологии, если применимо, позволят нам добиться еще большей эффективности наших существующих дата-центров, и тем самым еще больше увеличивать капиталовложения в инфраструктуру.

This is definitely a journey, not a destination industry. In fact, our Generation 4 design has been under heavy engineering for viability and cost for over a year. While the demand of our commercial growth required us to make investments as we grew, we treated each step in the learning as a process for further innovation in data centers. The design for our future Gen 4 facilities enabled us to make visionary advances that addressed the challenges of building, running, and operating facilities all in one concerted effort.

Это определенно путешествие, а не конечный пункт назначения. На самом деле, наш проект ЦОД четвертого поколения подвергался серьезным испытаниям на жизнеспособность и затраты на протяжении целого года. Хотя необходимость в коммерческом росте требовала от нас постоянных капиталовложений, мы рассматривали каждый этап своего развития как шаг к будущим инновациям в области дата-центров. Проект наших будущих ЦОД четвертого поколения Gen 4 позволил нам делать фантастические предположения, которые касались задач строительства, управления и эксплуатации объектов как единого упорядоченного процесса.

Тематики
- ЦОДы (центры обработки данных)
Синонимы
- модульный ЦОД
EN
- modular data center
Англо-русский словарь нормативно-технической терминологии > modular data center
18 cost

1. стоимость, цена || оценивать

2. расход, счёт

3. pl. издержки, затраты

cost of trucking and transportation — trucking costs

cost per well drilled — стоимость пробуренной скважины

— actual costs

— amortization costs

— capital costs

— cost of development

— cost of drilling

— cost of maintenance

— cost of operation

— cost of production

— cost of supervision

— cost per foot

— direct costs

— estimated cost

— final cost

— first cost

— indirect costs

— initial cost

— investment cost

— labour cost

— lifting cost

— maintenance costs

— manual cost

— net cost

— operating costs

— original cost

— overall costs

— overhead costs

— power costs

— production cost

— repair cost

— running costs

— setup cost

— standard cost

— total cost

— trucking costs

— ultimate cost

— unit cost

— upkeep cost

— welding cost

— working costs

* * *

1. стоимость; цена

2. pl. издержки; затраты; расходы

cost of looking for trouble — стоимость поиска неисправности

— accident costs

— activity direct costs

— cost of prevention

— cost of remedy

— cost of search

— cost of testing

— costs of breakdown

— costs of reliability

— costs of unreliability

— costs of unserviceability

— defect cost

— failure correction costs

— failure cost

— fault-finding cost

— life cycle cost

— life repair cost

— maintenance cost

— maintenance-and-running cost

— operation cost

— overhaul cost

— rebuild cost

— reliability-testing cost

— repair cost

— replacement cost

— troubleshooting costs

* * *

цена, стоимость

* * *

1) стоимость; цена

2) pl издержки; затраты; расходы

•

cost per gallon — стоимость одного галлона;

cost per meter — стоимость метра проходки;

cost per well — стоимость пробуренной скважины;

cost per well drilled — стоимость пробуренной скважины

- cost of billing
- costs of breakdown
- cost of development
- cost of drilling
- cost of looking for trouble
- cost of metering
- cost of prevention
- cost of production
- costs of reliability
- cost of remedy
- cost of search
- costs of service
- cost of testing
- costs of unreliability
- costs of unserviceability
- cost of well drilled
- cost of well equipment
- accident costs
- bit cost
- capacity costs
- customer costs
- defect cost
- demand costs
- drilling rig operating cost
- failure cost
- failure correction costs
- fault-finding cost
- footage cost
- footage-depending costs
- gas production cost
- intangible drilling costs
- life cycle cost
- life repair cost
- lifting costs
- maintenance costs
- maintenance-and-running cost
- oil production cost
- operating costs
- operation cost
- overall drilling rig cost
- overhaul cost
- rebuild cost
- reliability-testing cost
- repair cost
- replacement cost
- rig repair cost
- running costs
- setup cost
- total drilling cost
- total life cycle cost
- troubleshooting costs
- welding cost
- well cost
- well operating cost
* * *

• оценивать

• расход

• счет

Англо-русский словарь нефтегазовой промышленности > cost
19 near cash

!

гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.

Introduction

This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.

Principles of the framework

The UK's public spending framework is based on several key principles:
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consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;
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the judgement of success by policy outcomes rather than resource inputs;
" "
strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and
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the proper costing and management of capital assets to provide the right incentives for public investment.

The Government sets policy to meet two firm fiscal rules:
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the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and
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the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.

Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.

Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)

The framework for public expenditure is divided between
"
Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and
"
Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.

More information about DEL and AME is set out below.

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Departmental Expenditure Limits ( DEL)

In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.

To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.

Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.

Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.

There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.

Annually Managed Expenditure ( AME)

AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.

AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.

AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.

Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.

Total Managed Expenditure

Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.

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Resource Accounting and Budgeting ( RAB)

Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets.
"
Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest.
"
Within the Resource Budget DEL, departments have separate controls on:
"
Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and
"
Administration Budgets (see below)

Administration Budgets

The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.

Spending Reviews

The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.

The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.

Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.

The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:
"
provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;
" "
enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;
" "
introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and
"
not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.

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Comprehensive Spending Review 2007

To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.

A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:
"
an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;
" "
an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;
" "
to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with
"
further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.

The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.

Obtaining good performance

Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.

The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.

Technical Notes explain how performance against each PSA target will be measured.

Departmental Investment Strategies (DISs)

To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.

This document was updated on 19 December 2005.

Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money

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GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money
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GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money

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GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.

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64Managing Public Money

Англо-русский экономический словарь > near cash
20 cost

1) обычно pl расходы, издержки, затраты

2) цена, стоимость, себестоимость || назначать цену, расценивать товар

- cost and freight

- at cost

- at any cost

- at heavy cost

- at the cost of

- below cost

- cost charged to current expense accounts

- free of cost

- cost, insurance, freight

- cost, insurance, freight and commission

- cost, insurance, freight and exchange

- cost, insurance, freight, commission and interest

- next to cost

- cost or market, whichever is lower

- costs per day

- cost per pounds 100 output

- cost per unit

- cost to buy

- cost to hold

- incur cost

- prune away cost

- cost to the consumer

- cost under certainty

- cost of apprenticeship

- cost of borrowing

- cost of capital

- cost of carry

- cost of carrying inventory

- cost of doing business

- cost of entry

- cost of flotation

- cost of idleness

- cost of inspection

- cost of installation

- cost of interrupted service

- cost of labor per acre

- cost of living

- cost of pest control

- cost of products sold

- cost of providing service

- cost of queue

- cost of reclamation

- cost of reliability

- cost of resales

- cost of sales

- cost of scrap

- cost of stockout

- cost of unreliability

- cost of wrong decision

- absorbed cost

- accident cost

- acquisition cost

- actual cost

- added traffic cost

- adjusted historical cost

- adjustment cost

- aftershipment cost

- airline cost

- allocable cost

- allowable cost

- alternative cost

- amortized cost

- anticipated cost

- appraisal cost

- average unit cost

- back-order cost

- basic cost

- basic standard cost

- beforeshipment cost

- book cost

- borrowing cost

- break-even cost

- break in cost

- budgeted cost

- bulk-line cost

- bunched cost

- burden cost

- capacity cost

- capital cost

- capital cost per annum

- capitalizable cost

- capitalized cost

- carrier cost

- changeover cost

- circulation cost

- cleared-in cost

- collection cost

- commercial cost

- committed cost

- commodity cost

- common cost

- comparative cost

- complaint cost

- concave cost

- conditional cost

- constant cost

- contract cost

- controllable cost

- conversion costs

- convex cost

- court costs

- crash cost

- crawl-out cost

- cultivation cost

- current cost

- current-outlay cost

- current standard cost

- cycle inventory cost

- decreasing cost

- deductible cost

- defect cost

- deficiency cost

- delivery cost

- departmental cost

- depleted cost

- depreciable cost

- depreciated cost

- depreciation cost

- design cost

- deterioration cost

- development cost

- differential cost

- direct cost

- direct labor cost

- direct operating cost

- direct payroll cost

- disadvantage cost

- discounted cost

- distribution cost

- downstream cost

- downtime cost

- drying cost

- economic cost

- environmental cost

- equipment capital cost

- erection cost

- escapable cost

- estimated cost

- evaluation cost

- expected cost of uncertainty

- expected total cost

- expired cost

- explicit cost

- external cost

- extramarket cost

- fabrication cost

- factor cost

- factor mobility cost

- factory cost

- failure cost

- farm production cost

- fattening cost

- feed cost

- fertilizing cost

- final cost

- first cost

- fixed cost

- food cost

- fuel cost

- growth cost

- guarantee cost

- handling cost

- harvesting costs

- haul cost

- hiring cost

- historical cost

- holding cost

- hourly cost

- idle time cost

- implicit cost

- imputed cost

- increasing cost

- incremental cost

- incremental cost of service

- incremental energy cost

- incremental production costs

- independent cost

- indirect cost

- indirect labor cost

- indirect payroll cost

- industry average cost

- information cost

- initial cost

- initial production cost

- innovation costs

- insurance cost

- intake water cost

- intangible cost

- inventory cost

- inventory holding cost

- inventory possession cost

- invoice cost

- irrigation cost

- joint cost

- labor cost

- labor cost per unit produced

- launching costs

- layoff cost

- least cost

- life cycle cost

- life repair cost

- linear cost

- line-haul cost

- long-run marginal cost

- lot quantity cost

- lump-sum cost

- maintenance cost

- management cost

- man-power cost

- manufacturing cost

- marginal cost

- marginal cost of acquisition

- marginal cost of capital

- marginal-factor cost

- marginal industry costs

- marginal unit costs

- marketing cost

- market transaction cost

- menu cost

- merchandising cost

- miscellaneous cost

- negotiated cost

- net cost

- nominal cost

- noncontrollable cost

- nonlinear cost

- nonmanufacturing cost

- nonrecurring cost

- normal cost

- obsolescence costs

- onetime cost

- operating cost

- opportunity cost

- opportunity cost of not being at work

- ordering cost

- order initiation cost

- organization cost

- original cost

- out-of-pocket cost

- out-of-pocket unit cost

- output cost

- overall cost

- overdraft cost

- overhaul cost

- overhead cost

- overtime cost

- owning cost

- passenger-mile cost

- payroll cost

- perfection standard cost

- period cost

- personnel retention cost

- platform handling cost

- pollution abatement cost

- postponable cost

- power cost

- predetermined cost

- predicted cost

- preparation cost

- preproduction cost

- present worth cost

- pretax financing cost

- price-determining cost

- prime cost

- process cost

- processing cost

- procurement cost

- product cost

- production cost

- program cost

- programmed cost

- progress-generating cost

- prohibitive cost

- project cost

- purchase cost

- pure cost of circulation

- quality cost

- quality-inspection cost

- real cost

- rearing cost

- recoverable cost

- recurring cost

- reduction cost

- reject cost

- related cost

- relative cost

- relevant cost

- removal cost

- renewal cost

- reoperation cost

- reorder cost

- repair costs

- replacement cost

- replacement depreciation cost

- replenishment cost

- reproduction cost

- reproduction new cost

- research-and-development cost

- reservation cost

- residual cost

- rework cost

- round-trip cost

- running cost

- salvage cost

- scheduled cost

- scrap cost

- search cost

- selling cost

- separable cost

- serving cost

- setting-up cost

- shadow cost

- shelter cost

- shipping cost

- shoe leather cost

- shop cost

- shortage cost

- short-run marginal cost

- should cost

- smoothing cost

- social marginal cost

- socially necessary cost

- space cost

- specific cost

- specification cost

- spiralling cost

- spoilage cost

- standard cost

- standby cost

- standing cost

- starting-and-stopping cost

- starting-load cost

- start-up cost

- stock-holding cost

- stocking cost

- storage cost

- sunk cost

- supplementary cost

- supplementary employee cost

- support cost

- tangible cost

- target cost

- total delay cost

- total unit cost

- traceable cost

- training cost

- transaction cost

- transfer costs

- transportation costs

- treating cost

- trust cost

- ultimate cost

- unamortized cost

- unavoidable cost

- underwriting cost

- unit cost

- unit factor cost

- unit labor cost

- unit operating cost

- unit wage cost

- unrecovered cost

- upkeep cost

- user cost

- variable cost

- verification cost

- warehousing cost

- warranty cost

- welfare cost

- wintering cost

- working cost

Англо-русский словарь по экономике и финансам > cost

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Словари и энциклопедии на Академике

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costs overall

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Словари и энциклопедии на Академике

Перевод: с английского на русский

costs overall

Тематики

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EN

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