| Title | Circular economy implementation in operations & supply chain management: Building a pathway to business transformation |
|---|---|
| ID_Doc | 4836 |
| Authors | Zils, M; Howard, M; Hopkinson, P |
| Title | Circular economy implementation in operations & supply chain management: Building a pathway to business transformation |
| Year | 2023 |
| Published | |
| Abstract | Our aim is to understand the circular economy (CE) transformation challenge and the synergies with operations & supply chain management (OSCM). CE represents a major industry transformation from linear production to circular value creation where products, components and resources are maintained at the highest value for the longest period. Yet despite OSCM's long association with reverse logistics, the practical means of CE implementation is lacking where business transformation means systemic innovation not incremental change. Our method is to adopt a longitudinal approach where rich data from over 1000 senior practitioners on interactive events identifies 3 stages comprising of identification, initiation, and implementation, and reveals why some companies move between the stages and others become stuck. We illustrate these stages and the successful pathways used in 5 industry cases: Philips, Schweizer Bundesbahn, Renault, Ricoh, and Steelcase. Rather than develop new tools, we present a framework for implementing CE using business elements which are grounded in everyday practice and part of a taxonomic process that is continuously tested over time. We find successful CE implementation requires attention to product design, underlying business models, reverse flow management and enabling conditions (e.g. policy, finance), unlocking new sources of circular value creation and capture. There is no one-size-fits-all model for successful initiation and implementation of CE, but rather a continuous process of identifying value leakage and creation opportunities, progressive initiation of pilots, evaluation of business outcomes, and ability to manage risks associated with complexity and scaling. Our contribution views the challenge as a complex pathway consisting of configuring CE building blocks whose business transformation hallmarks are reflected in architectural change and systemic innovation. |
| https://www.tandfonline.com/doi/pdf/10.1080/09537287.2023.2280907?needAccess=true |
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