本文關鍵詞： 綠色壁壘 基準化分析法 綠色流程再造 REACH RoHS　出處：《復旦大學》2013年碩士論文　論文類型：學位論文

【摘要】：在全球經濟一體化不斷深入的背景下,貿易壁壘從之前的關稅壁壘逐漸轉變?yōu)楦与[蔽的綠色壁壘。中國企業(yè)在出口時面臨的綠色壁壘層出不窮,大批產品因此被擋在發(fā)達國家市場之外,給我國經濟帶來巨大損失。出于外部監(jiān)管的壓力,消費者的市場需求以及企業(yè)自身競爭的需要,妥善應對綠色壁壘顯得非常重要。 本文首先介紹了綠色壁壘產生的背景和成因,并從表現(xiàn)形式、作用范圍、對企業(yè)造成的影響三個不同角度對綠色壁壘展開分析。根據(jù)調研結果,目前國際上對企業(yè)影響力排名前三的綠色壁壘分別是：歐盟REACH法規(guī)、RoHS指令和美國沖突礦產法案。而來自可持續(xù)發(fā)展領域的碳排放盤查、企業(yè)社會責任等將在未來成為新的綠色壁壘。通過研究這些關鍵性綠色壁壘,為S公司制定綠色策略打下良好基礎。 其次,介紹了S公司案例概況和所遇到的問題。S公司以職能單位接力的形式組織環(huán)境管理工作,計劃打造一條綠色供應鏈以應對綠色壁壘。但實際執(zhí)行效果不理想,S公司面臨著管理模式不適應,基礎數(shù)據(jù)達不到法規(guī)要求,對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公司著手進行綠色流程再造,把原先分散在設計、生產、質量、銷售等職能部門的環(huán)境管理工作收歸專門的環(huán)境管理小組,簡化了組織層次。同時重新建立產品合規(guī)性管理流程,以前端的綠色設計和環(huán)境審查工作,取代了之前的末端測試,并形成正式的文件以綠色政策的形式對企業(yè)內外發(fā)布。在實施綠色策略的過程中,主要使用了基準化分析和信息技術手段。前者幫助S公司創(chuàng)造性地借鑒優(yōu)秀企業(yè)的實踐經驗,提升自身核心競爭力。通過生命周期系統(tǒng)Agile和環(huán)境管理系統(tǒng)GEMS的連用,實現(xiàn)智能化收集、分析、審查供應商的材料數(shù)據(jù),自動撰寫環(huán)境合規(guī)性報告。實施新的綠色策略之后,S公司的環(huán)境績效有了突破性的改善,一舉成為業(yè)內的領先企業(yè)。 最后根據(jù)S公司的實際經驗,將產品環(huán)境合規(guī)性管理工作總結為四個單元：供應鏈源頭管理、產品的綠色設計與審查、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)通過在內部建立與自身相適應的環(huán)境管理體系,在外部積極參與第三方認證和審核,可以有效落實環(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.
【學位授予單位】：復旦大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：X322;F426.63

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