Planeamiento estratégico de gestión de residuos en el sector textil peruano
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2017-05-03
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Pontificia Universidad Católica del Perú
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En el Planeamiento Estratégico para la Gestión de Residuos en el Sector Textil
Peruano se planteó como visión, que para el 2026 sea reconocida como líder en la región por
la gestión de residuos con uso de nuevas tecnologías y economía circular, y reducción del
volumen y la carga contaminante de los vertimientos generados por los procesos productivos
de la industria textil, comprometidos con la responsabilidad social y armonía con el medio
ambiente para su preservación estipulada en los acuerdos mundiales asociados al desarrollo
sostenible.
Se formularon seis objetivos de largo plazo relacionados con las cuatro perspectivas
del Balanced Scorecard: (a) el aprendizaje interno, (b) la perspectiva de procesos, (c) la
perspectiva del cliente, y (d) la perspectiva financiera. Se implementaron 18 estrategias de las
cuales 10 fueron retenidas en primer orden, y las demás quedaron como estrategias de
contingencia. Asimismo se definieron 19 objetivos a corto plazo para poder lograr los
objetivos a largo plazo, y se asignaron los recursos respectivos. Se describió la manera de
gestionar el cambio para poder concretizar lo propuesto, y el monitoreo a través de la
herramienta de control
The vision set at the Strategic Planning for Residual Management on Peruvian Textile Sector was that for year 2026 is recognized as a leader in the region for waste management with the use of new technology and circular economy, and reducing the volume and pollutant load of discharges generated by production processes in the textile industry, committed to social responsibility and harmony with the environment for preservation stipulated in global agreements related to sustainable development. Six long-term goals related to four Balanced Scorecard perspectives were formulated: learning perspective, (b) process perspective, (c) costumer perspective, and (d) financial perspective. Eighteen strategies were implemented, and ten of them were used as first order strategies, and the rest of them will be kept as contingency strategies. Additionally, nineteen short-term goals were defined in order to achieve long-term goals, and their resources were assigned. In order to put what was proposed into practice, the way to manage change was defined, as well as monitoring through the control tool
The vision set at the Strategic Planning for Residual Management on Peruvian Textile Sector was that for year 2026 is recognized as a leader in the region for waste management with the use of new technology and circular economy, and reducing the volume and pollutant load of discharges generated by production processes in the textile industry, committed to social responsibility and harmony with the environment for preservation stipulated in global agreements related to sustainable development. Six long-term goals related to four Balanced Scorecard perspectives were formulated: learning perspective, (b) process perspective, (c) costumer perspective, and (d) financial perspective. Eighteen strategies were implemented, and ten of them were used as first order strategies, and the rest of them will be kept as contingency strategies. Additionally, nineteen short-term goals were defined in order to achieve long-term goals, and their resources were assigned. In order to put what was proposed into practice, the way to manage change was defined, as well as monitoring through the control tool
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Residuos sólidos -- Administración -- Perú, Industria textil -- Perú, Planificación estratégica
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