Organizational enablers for circular economy in the context of sustainable supply chain management

Hussain, Matloub; Malik, Mohsin

doi:10.1016/j.jclepro.2020.120375

Cited by 201 publications

(148 citation statements)

References 62 publications

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“…On the other hand, closed-loop supply chains deal with the practice of taking back products from customers and returning them to the original manufacturer for the recovery of added value by reusing the whole product or part of it [54]. Closed-loop supply chains expanding on reverse logistics, include remanufacturing, reuse, repair, refurbishment, and recycling [56]. They require considerable investment in resources, and then development of a collection system which takes back the product at its end-of-life [41].…”

Section: Closed-loop Chain Vs Open-loop Chainmentioning

confidence: 99%

“…There are different actors involved in the supply chain with different organizational management structures [81]. Current configurations of the supply chain must be redesigned to implement the exchange of waste and industrial by-products considering the principles of the circular economy [56]. This problem involves "a variety of stakeholders, demands behavioral changes, and requires a complete rethinking of the current waste management systems and the dominant linear economic model" [82] (p. 1).…”

Section: Relational Structurementioning

confidence: 99%

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Main Dimensions in the Building of the Circular Supply Chain: A Literature Review

et al. 2020

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Circular economy is an alternative to the traditional production model and has therefore attracted a great deal of attention from researchers. The change in the production system is accompanied by new logistical needs related both to resources and waste and to the distribution and recovery of products. The circular supply chain involves return processes and the manufacturer intends to capture additional value in the supply chain. In this paper, value chains have been mapped to visualize the links and interactions between the different stages and actors to understand the complexities of these systems and to make informed decisions. For this reason, and based on thorough literature review, the final objective of this work is to achieve a conceptual framework to study circular supply chain, which uses the main theoretical perspectives in strategic management literature. Four dimensions have been identified to support the development of these new supply chains—greater intensity in the relationships established in the supply chain, adaptation of logistics and organizational, disruptive and smart technologies, and a functioning environment. It can be concluded that to develop a new relationship capacity will allow for reaching more frequent, closer relationships with more actors. These relationships will be developed within an adapted organizational and logistical framework that is framed in new business model archetypes. However, dimensions related to the business environment such as sectoral, legislative, and fiscal frameworks must be incorporated.

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Section: Closed-loop Chain Vs Open-loop Chainmentioning

confidence: 99%

Section: Relational Structurementioning

confidence: 99%

Main Dimensions in the Building of the Circular Supply Chain: A Literature Review

et al. 2020

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“…As last specific focus for the quantitative analysis, the relative evaluation of intraorganizational and interorganizational learning processes would complete the understanding of the customary attention to OL processes implemented within the organizational boundaries, and those developed in collaboration with external partners. This aspect is particularly important in the context of CE, considering that CBM implementation requires the joined actions of SC actors in order to fully convey the expected environmental, economic, and social outcome [9,14,74,77]. Therefore, RQ3 comparatively confront intraorganizational and interorganizational learning processes utilization inside Italian construction SMEs.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…A recently proposed practical application of sustainability-oriented development is identified within the circular economy (CE) approach [9,10], which gives a specific focus on sustainability as the reduction, reuse, recycle, and recovery of materials and waste along supply chains [11] as opposed to the linear economy. As in the general sustainable approach, CE envisions environmental, social and economic benefits [12] at organizational, interorganizational and external level, such as resource optimization and minimization of waste and emissions, supply chain and logistics efficiency, and social development [13].…”

Section: Introductionmentioning

confidence: 99%

From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

Scipioni¹,

Russ²,

Niccolini³

2020

Preprint

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To contribute to small and medium enterprises (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes – denoted here as multi-level knowledge creation, transfer, and retention processes – as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multi-level culture construct – composed of external stakeholders’, SC stakeholders’, and organizational culture – identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs.

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“…To identify these risks and their impact, this paper refers to multiple case studies and approaches to evaluate/analyse and propose a risk mitigation strategy. The research mainly focuses on sustainable and closed‐loop SC reputational risks as that is the central drive in an organisation to implement sustainable SC (Petersen & Lemke, 2015; Dahlmann & Roehrich, 2019; Dias Galuchi, Rosales, & Batalha, 2019; Frei, Jack, & Krzyzaniak, 2020); risks can have a negative impact on financial status (financial risk) due to lack of product sales and retailer procurement sharing, which indirectly affects the inventory process, leading also to operational risks (Bressanelli, Perona, & Saccani, 2019; Hussain & Malik, 2020; Macdonald, Zobel, Melnyk, & Griffis, 2018).…”

Section: Introductionmentioning

confidence: 99%

Analysing the risks of adopting circular economy initiatives in manufacturing supply chains

Ethirajan

Kandasamy

et al. 2020

Bus Strat Env

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The concept of circular economy (CE) has proven its worth due to the scarcity of natural resources and huge amounts of wastage which impacts the environment. Thus, the adoption of the CE concept in the supply chain becomes critical. However, due to the complex nature of processes/activities in the circular supply chain (CSC), managing risk has become a priority to avoid disruption. In current literature, no discussion has been conducted on how to analyse the risks in the context of CSC. Therefore, to fill this literature gap, this study concentrates on identifying and analysing the risks to promote effective circular initiatives in supply chains in the context of the manufacturing industry, thus minimising the negative environmental impact. A total of 31 risks were identified through an extensive literature review and discussions with experts. A grey‐based decision‐making trial and evaluation laboratory (DEMATEL) method is applied by incorporating the experts' knowledge to compute prominence and cause/effect scores to develop an interrelationship map. Finally, a vulnerability matrix for risk categories is developed using the average of prominence and cause/effect scores of risks. The results show that transparent process is the most prominent risk and branding is the least significant risk. By using the average prominence and cause/effect score, a risk category, namely, financial risk, is identified as most vulnerable to CSC. These findings will help industry managers not only to prepare business strategies in the adoption of CE initiatives in supply chains by eliminating risks but also in minimising negative environmental impact.

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Organizational enablers for circular economy in the context of sustainable supply chain management

Cited by 201 publications

References 62 publications

Main Dimensions in the Building of the Circular Supply Chain: A Literature Review

Main Dimensions in the Building of the Circular Supply Chain: A Literature Review

From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

Analysing the risks of adopting circular economy initiatives in manufacturing supply chains

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