生物质能发电厂的实践与思考

正近年来,生物质能作为一种清洁能源逐步受到重视,生物质能发电是生物质能高效利用的主要方式之一。生物质发电具有良好的社会效益和生态效益。但是,生物质发电行业仍然存在着制约行业发展的诸多问题。在公布的《中国农村地区生物质发电项目最终报告》中显示,我国生物质发电厂绝大多数亏损,这严重制约了生物质发电产业的进一步发展。A生物质发电厂发展现状分析A生物质发电厂基本情况A生物质能2×12兆瓦项目从     

我国生物质能发展现状与展望

"十三五"我国生物质能发展现状生物质发电在我国,生物质发电主要包括城镇生活垃圾焚烧发电、农林生物质发电、沼气发电。"十三五"以来,我国生物质发电规模逐年上涨。根据国家能源局数据,截至2019年底,全国已投运生物质发电项目1094个,累计并网装机容量2254万千瓦,其中,垃圾焚烧发电1202万千瓦,农林生物质发电973万千瓦,沼气发电79万千瓦。     

可再生能源电价附加资金补助目录公布

正6月15日,财政部、国家发展改革委、国家能源局联合发布了《关于公布可再生能源电价附加资金补助目录(第七批)的通知》(以下简称《通知》)。其中包括:可再生能源发电项目,公用独立系统项目,非自然人分布式光伏发电项目和可再生能源发电项目。其中,非自然人分布式光伏发电项目作为可再生能源中唯一的单列项目进行公布。《通知》要求,现有农林生物质发电、生活垃圾焚烧发电和沼气发电国家电价支持政策之外的,包括燃煤与农林生物质、生活垃圾等混燃发电在内的其他生物质发电项目,不纳入国家可再生能源电价附加资金补助目录,由地方制定出台相关政策措施,解决补贴资金问题。     

生物质直燃发电项目投资分析

本文通过对多个已投产的典型生物质直燃发电项目的投资分析,希望能够达到有效控制工程造价,提高投资效益,促进生物质直燃发电在我国持续健康发展的目的.     

基于主成分分析法的生物质发电项目效益评价研究

首先构建了生物质发电项目经济效益评价的指标体系,介绍了主成分分析法的基本原理,然后对搜集到的数据采用SPSS软件进行主成分分析。事实证明,主成分分析能剔除指标之间的相关性,比其他方法更加简单易行,能为生物质发电项目的效益评价提供数据支持。     

生物质耦合发电项目综合效益分析

正目前,关于生物质耦合发电项目财务评价大多停留在其经济性分析上,对环境效益重视度不够。现借鉴国内外学者对于环境效益的研究,提出利用环境价值方法将环境效益量化,建立以环境效益为主、发电供热效益为辅的项目评价体系,以期从全面的、可持续发展的角度对生物质耦合发电项目进行评价,提高项目的经济可行性和竞争力。     

加快推进生物质发电市场建设

2011年8月，迄今为止全世界单机容量及总装机容量最大的纯燃生物质发电项目——广东粤电湛江生物质发电项目1号机组正式投入商业运行。该项目规划总装机容量为4×5万千瓦生物质发电机组。一期工程建设2×5万千瓦生物质发电机组,     

数字

正25亿元2021年生物质发电中央补贴资金总额为25亿元国家发改委、国家财政部、国家能源局印发《2021年生物质发电项目建设工作方案》。《方案》提出,2021年生物质发电中央补贴资金总额为25亿元,推动生物质发电有序建设,生物质发电项目须纳入国家、省级专项规划。纳入2021年中央补贴范围的竞争配置项目,应在2023年底前全部机组建成并网,实际并网时间每逾期一个季度,并网电价补贴降低0.03元/千瓦时。     

三部委要求加强生物质发电项目环评

国家环境保护部、国家发改委员会、国家能源局昨日下发通知要求，要进一步加强生物质发电项目环境影响评价管理工作，要求生物质发电项目必须依法开展环境影响评价。     

国家发展改革委完善农林生物质发电价格政策

<正>近日,国家发展改革委发布《关于完善农林生物质发电价格政策的通知》(发改价格[2010]1579号),出台了全国统一的农林生物质发电标杆上网电价标准。《通知》规定,未采用招标确定投资人的新建农林生物质发电项目,统一执     

生物质发电CDM项目开发及监测实施要点分析

以我国第1个获得生物质发电CDM减排量签发的中节能宿迁项目为例，根据该项目实践经验，从CDM开发注册、运行监测到周期核证，分析讨论了CDM在生物质发电项目中的相关要点，包括CDM开发过程、内容及基准线情形分析、运行监测流程及建立CDM监测管理体系等。对于同类项目将具有参考和借鉴意义。     

我国风电特许权招标项目实施情况及综合分析

对2003年以来由国家发展改革委员会牵头组织开展的风电特许权项目招投标情况、电价水平以及相关问题等进行了概述和总结分析,并介绍了2003-2005年各年风电特许权示范项目情况及2006年特许权招标的基本原则,供关注我国风电发展的社会各界参考.     

Innovation promoters — A multiple case study

This paper empirically examines the role of innovation promoters in loosely-coupled inter-organisational innovation projects. With a starting point from existing literature on innovation promoters, it seeks to develop a theoretical framework for analysing the particular challenges of inter-organisational innovation projects. Data from seven inter-organisational innovation projects provides the empirical setting of the paper, and these data are analysed on the basis of an inductive, interpretive approach. The paper results in the development of four types of innovation promoters (power, expert, process and relationship). In addition, the results indicate the substantial challenges of dividing the labour between several promoters in inter-organisational innovation projects. The paper concludes with some managerial and research implications.     

多期生物质发电燃料供应链优化

随着我国生物质发电产业的迅速发展，生物质发电装机容量逐年增加，然而生物质电厂必须依靠政府补贴才能维持正常运行。本文针对生物质电厂盈利能力差这一现实问题，以电厂利润最大为目标，考虑燃料的收集、运输、预处理、贮存及使用环节，建立了生物质发电燃料供应链的多期非线性优化模型。研究在现有的发电技术和自然资源条件下，电厂能否通过调整发电量、燃料收购量及燃料掺烧比例实现更高的盈利水平。本文通过将模型应用于东北某生物质电厂，求出电厂最大年利润和相应的决策变量值。证明了在其他条件不变的情况下，电厂可以通过改变燃料收购和使用模式，提升其盈利能力。     

Leadership Style: Its Impact on Cross-Functional Product Development

This article reports the results of a study in which cross-functional product development projects in six companies were analyzed. The study was conducted as part of an interdisciplinary research involving technological, organizational, and behavioral analysis. The article draws on an excerpt of the data collected on leadership styles among project managers as well as some data on organizational climate and team learning. Leadership style, especially the leaders' employee orientation, co-varied significantly with how members of the cross-functional teams perceived their work climate and possibilities for innovative learning. The results of the analyses point to the leader's behavior, rather than his power, as an important factor determining the work climate in successful cross-functional product development projects.     

Exploring New Product Development Project Review Practices*

Most organizations use new product development (NPD) processes that consist of activities and review points. Activities basically solve problems and gather and produce information about the viability of successfully completing the project. Interspersed between the development activities are review points where project information is reviewed and a decision is made to either go on to the next stage of the process, stop it prior to completion, or hold it until more information is gathered and a better decision can be made. The review points are for controlling risk, prioritizing projects, and allocating resources, and the review team typically is cross‐disciplinary, comprising senior managers from marketing, finance, research and development (R&D), or manufacturing. Over the past four decades, research has greatly advanced knowledge with respect to NPD activities; however, much less is known about review practices. For this reason, the present paper reports findings of a study on NPD project review practices from 425 Product Development & Management Association (PDMA) members. The focus is on three decision points in the NPD process common across organizations (i.e., initial screen, prior to development and testing, and prior to commercialization). In this paper, the number of (1) review points used, (2) review criteria, (3) decision makers on review committees and the proficiency with which various evaluation criteria are used are compared across incremental and radical projects and across functional areas (i.e., marketing, technical, financial). Furthermore, the associations between these NPD review practices and new product performance are examined. Selected results show that more review points are used for radical NPD projects than incremental ones, and this is related to a relatively lower rate of survival for radical projects. The findings also show that the number of criteria used to evaluate NPD projects increases as NPD projects progress and that the number of review team members grows over the stages, too. Surprisingly, the results reveal that more criteria are used to evaluate incremental NPD projects than radical ones. As expected, managers appear to more proficiently use evaluation criteria when making project continuation/termination decisions for incremental projects; they use these criteria less proficiently during the development of radical projects, precisely when proficiency is most critical. At each review point, technical criteria were found to be the most frequently used type for incremental projects, and financial criteria were the most commonly used type for radical ones. Importantly, only review proficiency is significantly associated with performance; the number of review points, review team size, and number of review criteria are not associated with new product performance. Furthermore, only the coefficient for proficiently using marketing criteria was significantly related to new product program performance; the proficiency of using financial and technical information has no association with performance. Finally, across the three focal review points of the NPD process in this study, only the coefficient for proficiency at the first review point, (i.e., the initial screen) is significantly greater than zero. The results are discussed with respect to research and managerial practice, and future research directions are offered.     

Building Dynamic Capabilities in New Product Development through Intertemporal Integration

Although successful development of a given product may help explain the current success of a firm, creating longer‐term competitive advantage demands significantly more attention to developing and nurturing dynamic integration capabilities. These capabilities propel product development activities in ways that build on and develop technological and marketing capabilities for future product development efforts and create platforms for future product development. In this article, we develop a conceptual model of a dynamic integration process in product development, which we call intertemporal integration (ITI). In its most general form ITI is defined as the process of collecting, interpreting, and internalizing technological and marketing capabilities from past new product development projects and incorporating that knowledge in a systematic and purposeful manner into the development of future new products. Research propositions outlining the relationship of ITI to performance are presented. We provide specific examples of managerial mechanisms to be used in implementing ITI. We conclude with implications for research and practice. Effective management of ITI can increase new product development success and long‐term competitive advantage. This implies that management needs to engage in activities that gather and transform information and knowledge from prior development projects so that it can be used in future development projects. Project audits, design databases in computer‐aided design (CAD) systems, engineering notebooks, collections of test and experimental results, market research and test market results, project management databases, and other activities will all be important in the acquisition of knowledge from prior new product development (NPD) projects. Managers also should initiate the creation and maintenance of databases of technical and marketing information from prior projects, job performance reports, seminars and workshops related to technological issues and advances, and publication of technical journals to assist in the process of knowledge acquisition. Similarly, techniques such as assigning project managers from earlier development projects, reusing key components and technologies, and developing a company‐wide methodology for managing projects can be used to boost the application and use of knowledge.     

基于时间序列分析的输变电工程变压器价格短期预测研究

变压器价格是影响输变电工程投资的重要因素,但是由于影响变压器价格因素众多,因此对变压器价格进行科学预测有一定的难度,而输变电工程投资管控又迫切需要对变压器价格进行准确地预测。鉴于此,文章以2010~2018年输变电工程变压器价格为研究样本,在描述变压器价格变动轨迹的基础上,分别以移动平均法、单指数平滑法、双指数平滑法、非周期的Holt-Winter法、AR模型和MA模型对变压器价格进行预测,给出2019年和2020年变压器价格的预测值并进行优劣判断。研究结果表明:双指数平滑法预测精度相对较高,而引入多种时间序列模型进行变压器价格预测,能够给出投资决策者多种选择,可以提高决策的精确性和柔性,对输变电工程实现精准投资和良性投资控制具有一定的积极意义。     

New Product Development Performance and the Interaction of Cross-Functional Integration and Knowledge Management

Previous research on cross-functional integration between research and development (R&D) and marketing has focused on the development of appropriate structural modes and levels of integration and cooperation across the R&D–marketing interface. A gap in the previous research in this area has been the failure to investigate the integration of information from past related product development projects (i.e., knowledge management). In this investigation of R&D–marketing integration, variables from the emerging research literature on organizational learning and knowledge management are examined. By simultaneously investigating the effects of knowledge management variables and R&D–marketing integration, this gap in the literature is addressed. The results demonstrate that the combined effects of R&D–marketing integration and knowledge management in the form of recording, retrieving, and reviewing information from past projects results in interaction effects. In 8 of 18 tests interactions were found. In 6 of 18 tests these resulted in the form of amplification effects with dependent variables such as product prototype development proficiency, product launch proficiency, technological core competency fit, and design change frequency.     

When Research Meets Development: Antecedents and Implications of Transfer Speed

This paper focuses on the organization of new product development in large, R&D‐intensive firms. In these firms, research and development activities are often separated. Research is conducted in dedicated research projects at specialized research labs. Once research results are achieved by research projects, they are transferred to business units for further development and commercialization. We investigate the speed whereby research projects transfer their first research results to business units (hereafter: transfer speed). In particular, we analyze the antecedents and performance implications of transfer speed. Based on data of 503 research projects from a European R&D intensive manufacturing firm, our results suggest that a fast transfer speed (as measured by the time it takes for a research project to develop and transfer its first research result to business units) is associated with a better research performance (as measured by the total number of transfers the research project generates). Moreover, we find that different types of external R&D partners—science‐based and market‐based partners—play distinct roles in speeding up project first research transfers. While market‐based partnerships (i.e., customers and suppliers) generally contribute to a faster transfer of first research results, science‐based partnerships (i.e., universities and research institutions) only speed up first research transfers of technologically very complex projects. Our results also show that early patent filings by research projects accelerate first research transfers.