Environmental Policy in the Nordic Wood Product Industry: Insights Into Firms’ Strategies and Communication

The purpose of our study is to explore how companies operating in the Nordic wood products value chains currently use environmental performance measures in their environmental policy and communication with stakeholders. Apart from the regularly‐used environmental management certificates, the ability of wood material to store carbon and the use of sustainable forest management certificates open up interesting strategic options for firms in the implementation of their environmental policy. The primary was collected through thematic managerial interviews in 2011 from 37 companies in Finland, Sweden and Norway, of varying size, roles in the value chain, conditions for green business practices and exports. Forest certification and environmental management systems were frequently used, but managers did not always perceive them to be useful, particularly for raising environmental awareness at the final consumer level. Nevertheless, the general attitude towards using environmental performance measures was seen as positive. Companies with a business‐to‐business orientation were the most proactive in terms of environmental communication, whereas companies in consumer markets were more reactive. The key stakeholders targeted for environmental communication were value chain partners and the authorities, and only to a lesser degree employees and environmental non‐governmental organisations. The key strategic role of environmental management and communication appeared to be securing the firms against negative environmental claims. The Nordic wood industry could improve their communication if the strategic orientation is shifted from the forest certification to the use of generic eco‐labels, and most of all, to the adoption of quantitative measures like carbon footprints and environmental product declarations. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment.     

Fine tuning the dinosaur? Environmental product innovation and strategic threat in the automotive industry: A case study of the Volkswagen Audi Group

The environmental impacts associated with the life cycle of the automobile are pronounced. Indeed, many environmentalists suggest that through its lifetime the core product of the automotive industry is the most polluting product on earth. This paper analyses the response to such criticism from one particular automotive manufacturer, the Volkswagen Audi Group. The paper charts the improvements that are being realised by VW throughout the life cycle of the car, particularly in relation to product use and disposal. It is suggests that the efforts of the automotive industry to reduce its environmental impact through incremental improvements in the environmental efficiency of each car are continually undermined by an overall increase in the level of transport. Thus, it is concluded that the ability of the automotive industry to manage the life cycle impact of its product is severely constrained unless it can dramatically influence the demands of its customers, and that potentially this is an issue of fundamental strategic importance for the industry as a whole.     

基于供应链管理的物流快速反应系统研究

首先从理论角度对物流快速反应进行深入详尽的分析,分别从构建供应链、实施供应链一体化管理、进行时间压缩管理、实施供应链战略伙伴关系管理、提供优质客户服务等五个方面综合提出了基于供应链管理的物流快速反应的实现方法,以有效提高物流快速反应能力,协助实现物流快速反应。以一套详尽的理论体系来有效协助降低配送成本、运输成本、仓储和库存成本,提高顾客服务水平,保证单据准确率、及时送货率、个性化服务种类,实现物流快速反应。     

供应链一体化实施策略研究

供应链一体化管理是围绕核心企业,将供应商、制造商、分销商、零售商、直至最终用户连成一个整体的功能网链结构模式。通过对供应链管理的研究,提出了从信息集成、系统协调和组织联结等三个方面实施供应链一体化的策略和方法。     

基于大数据挖掘的油气田企业全产业链精准管理

中国石油天然气股份有限公司华北油田分公司基于国家能源行业发展趋势及企业深化改革促发展的需要,确立了基于大数据挖掘的精准管理指导思想和实施思路。通过建立基于大数据挖掘的精准管理实施体系,将上游(油气勘探、油气开发生产)、中游(交通物流运输)、下游(炼化、市场销售)各领域信息全方位整合,有效实现了企业上下游全产业链业务环节与大数据信息的实时交互,彻底改变了能源系统以往传统粗放的产业管理模式,大幅度提升了企业资金运作效率和管理效率。     

COSO风险管理报告--内外部关系的解读和启示

继1992年提出内部控制的纲领性文件《内部控制———整体框架》后,COSO委员会又于2004年9月发布了《企业风险管理———整体框架》(简称ERM)。文章简要介绍了ERM的基本内容,并进一步从风险管理的内外部关系来解读新报告。最后,文章借鉴这一内部控制理论的最新成果,提出对我国修订内部控制规范的几点建议。     

企业获取竞争优势的新思路——人力资源链式管理

作为企业战略资源的人力资源在企业获取竞争优势的过程中占有越来越重要的地位,传统的人力资源管理模式亟待创新。文中基于价值链理论提出了人力资源链式管理的概念,并对人力资源链和人力资源链式管理的内涵作了阐述。同时对人力资源链式管理的实施、控制和评价作了相关介绍,使企业能在寻求竞争优势时获得新思路。     

Environmental performance and competitive advantage in Canada's paper industry

A new environmental performance model is developed, explained and subsequently applied to a study of the Canadian recycled paper industry. The strategic position of the industry is explored as it takes the progressive steps needed to improve its environmental performance and competitive advantage in response to this rising regulatory agenda. Three policy options facing the Canadian pulp and paper industry are examined: the status quo, process technology innovation and product development. The strategic position of the industry is also examined using measurement of stance, attitude, government response, values, planning horizon and environmental integration. The supplier-consumer relationship, capital-technology and locational factors are also used to further discuss the links between competitive advantage and environmental performance. From this discussion, conclusions are drawn on competitive environmentalism: ethics and profit are compatible; newsprint mills must improve their locational, technology and market actions; the industry must proactively seek out environmental market and stakeholder opportunities and; further management research is needed to demonstrate the links between environmental performance, innovation and competitiveness.     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

Life cycle management: Integrated approach towards corporate environmental issues

An integrated approach towards environmental management, the concept of life cycle management, is presented. Life cycle management consists of three parts: (i) integrating environmental issues into the decision-making process of the company; (ii) optimizing the environmental impact caused by the product system during its life cycle; and (iii) creating a new organizational culture to support the decision-making process. The concept was developed during the compilation of an environmental management handbook for Finnish industry. The model combines a market-oriented environmental management approach, a circular value chains approach and an organizational culture approach.     

全寿命周期集成化管理模式的思想和组织

决策阶段开发管理（DM）,实施阶段业主项目管理（OPM）和运营阶段物业管理（FM）在建设项目传统管理模式中相互独立,导致许多弊端,主要表现在最终用户需求自决策阶段开始就得不到准确的定义,项目参与各方所拥有的知识和经验不能很好地为全寿命周期目标的实现服务。对不同阶段之间界面很难进行有效的组织和管理、全寿命周期不同阶段生成的信息不能共享。本文提出了建设项目全寿命周期集成化管理（LCIM）模式的全新概念,并对相应的组织模式进行了深入的分析。     

CLEANER PRODUCTION ASSESSMENT IN NORWAY: EXPERIENCES AND POLICY IMPLICATIONS

Experience from programmes introducing cleaner production assessments in Norwegian industry were studied and the results from 67 cleaner production assessments categorized and analysed. A quantitative analysis is presented of options for economic and environmental improvements that have been identified through these assessments. The analyses verify that ‘pollution prevention pays’. The study also indicates that additional grants to emphasize energy conservation in the assessments generate additional profit and benefits to the environment. Continuous efforts towards a long-term goal of clean production and clean products is the future challenge. Cleaner production can become part of a continuous environmental improvement process. An understanding of cleaner production as a procedure for interactive learning and collective entrepreneurship is established. In the companies, an environmental management system where cleaner production assessments are an integral part can be the point of departure for continuous learning in the process towards sustainability. How governments make use of their role to define the room for ‘innovative manoeuvre’ to promote cleaner production throughout industry is the basic question to be addressed for government institutions.     

基于供应链战略联盟的中国光伏产业地区竞争力分析

文章针对供应链战略联盟前提下的各地区光伏产业竞争力评价问题,建立了综合评价方法。设计了基于供应链战略联盟的光伏产业竞争力评价指标体系,分别评价了供应链战略联盟对各地区光伏产业竞争力的促进作用,并对评价结果综合分析,以判断实施供应链战略联盟后光伏产业地区竞争力是否得到提升。     

Environmental Strategies,Upgrading and Competitive Advantage in Global Value Chains

The literature is increasingly focusing on how firms are improving their environmental performances and promoting green strategies to transform environmental constraints into new drivers of competitive advantage. This paper contributes to the literature by expanding knowledge about environmental management at the value chain level by exploring the concept of environmental upgrading and its implications in terms of economic upgrading and greening of industries. Leveraging on the global value chain and environmental managerial literature, the paper develops an integrated theoretical framework to analyse environmental upgrading trajectories and their implications in terms of firms' green strategies based on case studies in the Italian home‐furnishing industry. Empirical evidence suggests that firms develop green strategies to reduce environmental impacts while achieving economic benefits and competitiveness, which may be internal to the firm but also apply to value chains, with different implications in terms of bargaining power and value appropriation. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.     

基于生命周期的软件成本管理

战略管理中的"成本优势"理念要求:管理者使用尽可能少的成本,获得尽可能多的价值。软件产品生命周期成本管理是战略成本管理的分支。通过具有经济意义的螺旋型生命周期模型建立起软件产品的价值链,从而构建有效的软件成本管理体系。     

浅析供应链战略联盟柔性战略管理一体化

通过对现阶段供应链战略联盟运营过程中存在的障碍进行描述,重点分析了影响供应链战略联盟进行战略管理的最重要的三个因素-环境、执行者和流程,从而构建供应链战略联盟柔性战略管理一体化的支撑体系、管理框架,并详细阐述了该一体化体系的实施过程。     

浅论太阳能光伏发电

从国内外发展趋势来看,光伏发电在城市推广利用的最佳形式就是与公共电网并网并且与建筑结合,即光伏建筑一体化。以德国为先行代表的欧美发达国家首先将光伏发电与建筑物结合纳入国家能源发展计划,并以政府补贴的形式作为强有力的推手。在德国之后,西班牙、意大利、美国部分州相继推出类似的政府补贴计划,国外光伏发电市场真正开始形成规模。中国光伏发电事业起步较晚,而中国有幅员辽阔、日照丰富的先天优势;加之近年来经济飞速发展,但存在与飞速发展的经济如影随形的能源紧缺与环境污染等问题。中央政府完全具备推出相应补贴政策和计划的财力,中国光伏发电补贴政策的完善和国内市场的形成呼之欲出。     

Perceived Environmental Uncertainty: The Extension of Miller's Scale to the Natural Environment

Large businesses are professionalizing their approach to environmental management, in pursuit of quality management, cost effective eco-efficiency and regulatory compliance. However, recent evidence suggests that business corporations are not integrating the natural environment into their strategic thinking. One of the major reasons for this is the contingent relationship between perceived uncertainty in the business environment and strategic decision making. This paper describes the development and testing of a Perceived Environmental Uncertainty (PEU) measurement scale for the natural environment. The new PEU scale is based on Miller's (1993) PEU scale for the commercial environment and grounded in the environmental management theory. It is also shown to possess very good reliability and dimensionality. The new PEU scale was applied in the form of self-report questionnaire. Respondents were senior executives (n = 198) from the UK textile industry. We specifically looked for variations in levels of executives' PEU along the industry supply chain. As a result of applying the new scale, our findings show that the natural environment presents significantly higher levels of PEU for executives in the textile making-up/retail sector. The major cause of uncertainty for the textile making-up/retail sector is that firms in this sector are at the end of the supply chain and therefore exposed to up-stream risk, which is often very difficult to manage.     

价值链分析在战略成本管理中应用的理论研究

价值链分析应用于战略成本管理中,将会促进企业竞争优势的形成和相对成本持续降低环境的建立。文章首先探讨了价值链分析和战略成本管理的关系,然后分别从内部价值链分析、行业价值链分析以及竞争对手价值链分析三个方面对价值链分析在战略成本管理中的应用作了系统的研究。     

供应链视域下的新时代企业战略成本管理研究

战略成本管理是提升企业市场竞争力的关键。论文从供应链视域下,对新时代企业战略成本管理的内涵、缺陷及应用方向展开探讨,指出为了科学开展企业战略成本管理活动,要求将供应链理念引入企业战略成本管理之中,建立以价值链、成本管理动因及信息技术辅助为一体的企业战略成本管理模式。