Small and medium enterprises (SMEs) are key actors in the implementation of the circular economy (CE) concept as a basis for creating sustainable societies. Thus, the main objective of this study is to identify key strategies and resources that may favor CE implementation in SMEs. These key strategies should encourage SMEs to develop eco-innovations to gain competitive advantage and create and capture value that is coherent with nature. A mixed-method approach that consisted of a literature review and a focus group for gathering qualitative data was used. This focus group was made up of experts such as researchers and practitioners from universities, sustainable SMEs, and consultancy firms in Spain. A set of strategies and internal and external factors were identified to help SMEs to implement the CE. Finally, some useful dynamic capabilities for implementing the CE in business performance were identified.

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Sectors associated with the distribution of products and goods have become more and more important in recent years. Globalisation and changing market demands are increasing competitiveness in these sectors, and as a result many companies have adopted new improvement methods to assure their survival. The adoption of improvement philosophies and a lean culture offer new opportunities to improve the quality and service of distribution networks and activities related with transport and warehousing. The application of these philosophies, widely used in industrial companies, has been little documented in distribution centres. However, these methods are difficult to implement in companies from the distribution sector due to the volatility of customer demand, the high degree of human participation and the demanding mechanical and repetitive activities in retail and storage activities. This paper presents a methodology for change management to adopt lean practices in distribution centres. The presented case study has been used to develop, test and refine the methodology. Results show that the methodology was suitable for establishing a lean culture in the company and it resulted in good outcomes in terms of productivity, employee attitudes and participation.

Purpose The purpose of this paper is to introduce a new methodology called overall greenness performance for value stream mapping (OGP-VSM). Using value-added concepts, this approach has the potential to integrate, measure, control and improve productive and environmental performance in accordance with a company’s context. Design/methodology/approach The OGP-VSM approach was developed by reviewing and integrating the environmental aspects of existing lean thinking tools and approaches. Findings This research revealed the lack of practical integration between productive and environmental performance. Using OGP-VSM, managers can see that environmental practices have a direct impact on productivity. OGP-VSM allows a balance to be found between lean and green practices in order to achieve the simultaneous improvement of productivity and environmental performance. Practical implications The proposed approach is applied to a case study in an automotive company in Spain and lays the groundwork for moving toward functional environmental sustainability in manufacturers. Originality/value Companies are increasingly implementing environmentally focused practices. Pursuing environmentally friendly (green) performance poses several challenges, but it also affords opportunities to create new methodologies for generating a competitive advantage for manufacturing companies. There are a limited number of approaches to drawing together the elements and attributes that are essential for a holistic, practical and long-lasting improvement of environmental performance in the manufacturing sector.

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