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我國2050淨零政策下電動自用小客車發展對減碳及環境衝擊之影響

為了解決existing products ex的問題，作者張簡健利 這樣論述：

為因應2050年淨零排放目標，臺灣已於2022年3月正式公告國家淨零轉型路徑圖，推動能源、產業、生活及社會四大轉型策略，並提出十二項關鍵策略，其中第七項即為運具電動化及無碳化，然而電動汽車之減排效果在國內尚未獲致完整的論述，因此本研究將依據油井到車輪 (Well-to-Wheel, WTW) 理論，針對以電動汽車取代燃油車並進行生命週期評估 (Life Cycle Assessment, LCA) 之探討。雖然 LCA 是常用的環境衝擊評估工具，但時間因素一直是其發展的挑戰與限制，而系統動力學 (System Dynamics, SD) 能用來模擬具時間變化且複雜性的問題，因此本研究將結合S

D與LCA，以動態生命週期評估法來推估以電動汽車取代燃油車至2050年之減排潛力及降低之環境衝擊。本研究以能源局公告之能源平衡熱值表 (2020) 及溫室氣體排放係數管理表 (6.0.4版) ，計算出臺灣各發電廠之排放係數，以非核家園政策及國家淨零排放路徑據以推估2050年前我國之能源結構變化，並推估出各年度之電力排放係數，進行電動汽車取代燃油車減碳及環境衝擊之計算。在數據蒐集與預測部分是使用系統動力學軟體STELLA來建構系統動力學模型，以推估未來用電量及用油量之變化，配合前述本研究推估之電力排放係數，以及環保署碳足跡資料平台之燃料係數及SimaPro之環境衝擊係數，計算電動汽車之減排潛力及

環境衝擊，並使用openLCA進行蒙地卡羅分析，對其結果進行不確定性分析。此外，本研究亦比較不同再生能源，以及碳捕獲儲存及再利用(CCUS)技術發展情境與結構，探討各情境之減排潛力及環境衝擊。本研究結果顯示，依據我國淨零排放路徑圖之規劃以及本研究能源結構改變之推估，電力排放係數至2050年會下降至0.139 kg CO2e/kWh，較目前0.504 kg CO2e/kWh，顯著下降72%。推動電動汽車有助於臺灣減少碳排放，自2039年後電動汽車的GHG排放量將會隨電力排放係數之降低而逐年降低，總自小客車(含燃油車及電動車)GHG排放將逐年下降，由2020年的1.45×107 tCO2e降至20

50的1.97×106 tCO2e，下降約86%。經本研究生命週期衝擊評估計算得知，電力環境衝擊係數會從2020年的20.2 mPt/kWh降至2050年的5.67 mPt/kWh，減少約72%，但因電動車數量增加而使電力使用量增加之電力環境衝擊會從2020年的1.67×107 Pt提高至2050的2.6×107 Pt，提高約55%。根據不確定性分析結果，在95%信賴區間內，2050年時電動汽車的GHG排放量介於6.359×105 ~ 1.068×106 tCO2e，燃油汽車的GHG排放量介於1.441×106 ~ 3.36×106 tCO2e，電動汽車之減排潛力則介於1.925×106 ~

8.433×106 tCO2e。在本研究以再生能源 (30%~70%) 及CCUS (5%~25%)比例為主要變數之能源情境假設中發現，對環境衝擊最大之情境為再生能源30%且CCUS 5%。當再生能源70%且 CCUS 在25%時電力排放係數最低，所計算出之電動汽車GHG排放亦為最低，減排潛力最大。在總環境衝擊部分，最佳情境為再生能源60%且CCUS 25%。本研究針對電動汽車取代燃油車減碳及環境衝擊之研究結果，可提供國內政府機關、電動車業者及利害關係人，未來制定相關政策、商業決策及研究方向等之參考。

虛擬談判 - 達成交易的新方式?歐洲和中國虛擬 B2B 談判發展的比較

為了解決existing products ex的問題，作者施萊雅 這樣論述：

For the past months, a vast amount of negotiations has been occurring virtually, due to the outbreak of COVID-19. The pandemic and its consequences forced many industrial companies around the world to switch intercultural business negotiations from a face-to- face setting to a virtual setting. Boar

d room meetings, pitches and presentations in person are replaced by digital forms of communication and online mediums such as Zoom or Microsoft Teams have become a lifeline for many companies during these difficult times. What might have been thought to be just a temporary measure during the curren

t pandemic, is turning into a new norm, a concept that every company has to adjust to. But even before the COVID-19 pandemic, a lot of negotiators were connecting through digital communication tools to seal the deal. Advances in technology as well as increasing digital communication have risen the p

opularity of online communication for all kind of purposes, including negotiations. Apart from that, the realization that a large part of business traveling is not essential, and that technology and digital tools can substitute travel has a significant impact on the way how negotiations are performe

d. In fact, remote negotiations save companies a vast amount of money in travel expenses, save managers hours on planes and trains, and help reduce environmental costs and leverage instant customer responses. All these changes and a general social change towards more sustainability has led many comp

anies to hold intercultural negotiations virtually through online communication tools instead of traveling abroad and doing them face-to-face.For centuries, negotiators have utilized human behaviors such as body language, emotional intelligence, and cultural nuances to aid their negotiation process.

Especially emotional intelligence and cultural backgrounds can tremendously impact a negotiation and its outcome. Through communicating in person, social norms such as body language, manners, emotions, and physical appearance guide the negotiator’s behavior and ease the negotiation process. However

, it is difficult to transfer these behaviors in a virtual negotiation. Paying close attention to each other for hints about how to behave is almost impossible when negotiating via an online medium, and for some cultures, the usage of online tools is simply not the right medium on an emotional level

. Apart from that, factors such as time zones, internet speed, hardware and software have all become additional obstacles for the traditional face-to-face negotiator to maneuver. As a result, intercultural negotiations are even more complex.This Master thesis aimed to develop strategies and manageri

al implications that international B2B companies in the industrial sector can use to cope with and overcome the challenges occurring in virtual intercultural negotiations. Industrial B2B companies are faced with multiple challenges related to virtual negotiations, including technology related challe

nges, limited to no visibility of body language, the establishment of a proper negotiation atmosphere, the right judgement of negotiation partners and the negotiation situation, the creation of trust, the lack of interpersonal and social relationship development, and a negative impact on both existi

ng customer relationships and the negotiation result.Understanding key measures that can be taken to overcome these challenges might result in a better negotiation result and help global industrial B2B companies to succeed in virtual negotiations. The proper preparation, an increased communication w

ith negotiation counterparts, the establishment of rules and guidelines as well as offering virtual negotiation training were identified as the key success factors to master virtual negotiations. Conducting pre-meetings before the negotiation, proactive research about the negotiation partners, being

reliable and transparent, connecting with negotiation partners on social media in advance, as well as doing follow ups and being consistent throughout the entire negotiation process are ways of how negotiators can establish trust in a virtual environment. A hybrid model of both virtual and face-to-

face negotiations is predicted to become the future way of negotiating. A virtual setting should be applied for discussing fact-based or internal topics, whereas negotiations that involve emotional topics or new customer acquisition should ra- ther be discussed face-to-face.