本文關(guān)鍵詞： 綠色壁壘 基準(zhǔn)化分析法 綠色流程再造 REACH RoHS　出處：《復(fù)旦大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：在全球經(jīng)濟(jì)一體化不斷深入的背景下,貿(mào)易壁壘從之前的關(guān)稅壁壘逐漸轉(zhuǎn)變?yōu)楦与[蔽的綠色壁壘。中國(guó)企業(yè)在出口時(shí)面臨的綠色壁壘層出不窮,大批產(chǎn)品因此被擋在發(fā)達(dá)國(guó)家市場(chǎng)之外,給我國(guó)經(jīng)濟(jì)帶來(lái)巨大損失。出于外部監(jiān)管的壓力,消費(fèi)者的市場(chǎng)需求以及企業(yè)自身競(jìng)爭(zhēng)的需要,妥善應(yīng)對(duì)綠色壁壘顯得非常重要。 本文首先介紹了綠色壁壘產(chǎn)生的背景和成因,并從表現(xiàn)形式、作用范圍、對(duì)企業(yè)造成的影響三個(gè)不同角度對(duì)綠色壁壘展開(kāi)分析。根據(jù)調(diào)研結(jié)果,目前國(guó)際上對(duì)企業(yè)影響力排名前三的綠色壁壘分別是：歐盟REACH法規(guī)、RoHS指令和美國(guó)沖突礦產(chǎn)法案。而來(lái)自可持續(xù)發(fā)展領(lǐng)域的碳排放盤(pán)查、企業(yè)社會(huì)責(zé)任等將在未來(lái)成為新的綠色壁壘。通過(guò)研究這些關(guān)鍵性綠色壁壘,為S公司制定綠色策略打下良好基礎(chǔ)。 其次,介紹了S公司案例概況和所遇到的問(wèn)題。S公司以職能單位接力的形式組織環(huán)境管理工作,計(jì)劃打造一條綠色供應(yīng)鏈以應(yīng)對(duì)綠色壁壘。但實(shí)際執(zhí)行效果不理想,S公司面臨著管理模式不適應(yīng),基礎(chǔ)數(shù)據(jù)達(dá)不到法規(guī)要求,對(duì)綠色壁壘變化不敏感,成本超出承受范圍等多種困境。 為了解決綠色困境,S公司著手進(jìn)行綠色流程再造,把原先分散在設(shè)計(jì)、生產(chǎn)、質(zhì)量、銷(xiāo)售等職能部門(mén)的環(huán)境管理工作收歸專(zhuān)門(mén)的環(huán)境管理小組,簡(jiǎn)化了組織層次。同時(shí)重新建立產(chǎn)品合規(guī)性管理流程,以前端的綠色設(shè)計(jì)和環(huán)境審查工作,取代了之前的末端測(cè)試,并形成正式的文件以綠色政策的形式對(duì)企業(yè)內(nèi)外發(fā)布。在實(shí)施綠色策略的過(guò)程中,主要使用了基準(zhǔn)化分析和信息技術(shù)手段。前者幫助S公司創(chuàng)造性地借鑒優(yōu)秀企業(yè)的實(shí)踐經(jīng)驗(yàn),提升自身核心競(jìng)爭(zhēng)力。通過(guò)生命周期系統(tǒng)Agile和環(huán)境管理系統(tǒng)GEMS的連用,實(shí)現(xiàn)智能化收集、分析、審查供應(yīng)商的材料數(shù)據(jù),自動(dòng)撰寫(xiě)環(huán)境合規(guī)性報(bào)告。實(shí)施新的綠色策略之后,S公司的環(huán)境績(jī)效有了突破性的改善,一舉成為業(yè)內(nèi)的領(lǐng)先企業(yè)。 最后根據(jù)S公司的實(shí)際經(jīng)驗(yàn),將產(chǎn)品環(huán)境合規(guī)性管理工作總結(jié)為四個(gè)單元：供應(yīng)鏈源頭管理、產(chǎn)品的綠色設(shè)計(jì)與審查、掌握環(huán)境法規(guī)要求,建立企業(yè)綠色政策。并指出企業(yè)通過(guò)在內(nèi)部建立與自身相適應(yīng)的環(huán)境管理體系,在外部積極參與第三方認(rèn)證和審核,可以有效落實(shí)環(huán)境管理工作。
[Abstract]:Under the background of global economic integration, trade barriers have gradually changed from the former tariff barriers to more hidden green barriers, and the green barriers faced by Chinese enterprises are emerging in endlessly. As a result, a large number of products are blocked out of the markets of developed countries, which brings huge losses to our economy. Due to the pressure of external supervision, the market demand of consumers and the needs of enterprises' own competition. It is very important to properly deal with green barriers. This paper first introduces the background and causes of green barriers, and from the form of expression, the scope of action, the impact on enterprises from three different angles to analyze the green barriers. According to the results of the survey. At present, the top three green barriers to corporate influence in the world are: EU REACH regulations, RoHS directive and US conflict Mining Act, and carbon emissions inventory from sustainable development. Corporate social responsibility (CSR) will become a new green barrier in the future. By studying these key green barriers, we can lay a good foundation for S company to formulate green strategy. Secondly, it introduces the general situation of S company case and the problems encountered. S company organizes environmental management work in the form of function unit relay. Plan to create a green supply chain to deal with green barriers. But the actual implementation effect is not ideal. The company is faced with the management model is not suitable, the basic data can not meet the requirements of the regulations, and is not sensitive to the change of green barriers. The cost exceeds the range and so on many kinds of difficulties. In order to solve the green dilemma, the company began to carry out green process reengineering, the original scattered in the design, production, quality, sales and other functional departments of environmental management work into a dedicated environmental management team. Simplifies the organizational hierarchy and rebuilds the product compliance management process to replace the previous end tests with green design and environmental review at the front end. And form a formal document in the form of green policy issued to the enterprise inside and outside. In the implementation of green policy process. It mainly uses benchmarking analysis and information technology, the former helps S company to learn from the practice experience of excellent enterprises creatively. Improve their core competitiveness. Through the life cycle system of Agile and environmental management system GEMS to achieve intelligent collection, analysis, review of supplier material data. Automatically write environmental compliance reports. After the implementation of the new green strategy, the company's environmental performance has made a breakthrough improvement, becoming a leader in the industry. Finally, according to the practical experience of S company, the management of environmental compliance of products is summarized into four units: supply chain source management, green design and review of products, and grasp the requirements of environmental laws and regulations. It is pointed out that enterprises can effectively implement environmental management by establishing their own environmental management system and actively participating in third party certification and auditing.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：X322;F426.63

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