Product Life Cycle Planning for Sustainable Manufacturing: Translating Theory into Business Opportunities

Haanstra, Willem; Toxopeus, Marten E.; Gerrevink, M.R. van

doi:10.1016/j.procir.2016.12.005

Cited by 25 publications

(22 citation statements)

References 8 publications

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“…However, these three were not the only aspects analysed through the literature but were the most popular ones. Other aspects like technology has been discussed through the literature (as examples see Balkema et al 2003;Joung et al 2013;Haanstra, Toxopeus, and Van 2017)) and the authors believed that technology is a pertinent element of the sustainability concept. Arena et al (2009) mentioned that without a continuous technology development and evaluation, the modern industrialised world cannot survive.…”

Section: Criteria Applied In the Context Analysismentioning

confidence: 99%

A survey on sustainability in manufacturing organisations: dimensions and future insights

Eslami

Dassisti

Lezoche

et al. 2018

International Journal of Production Research

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Manufacturing organisations are facing the urge to adopt new strategies like sustainability to be able to respond to the market and customer's demand for sustainable products due to the scarcity of the natural resources or government policies. To serve this purpose, the main questions risen are 'How sustainability is defined through its dimensions?' and 'what subdimensions can denominate sustainable manufacturing?' Focusing on the questions, this study is cantered by a systematic literature review based on sustainability, its dimensions and sub-dimensions to investigate sustainability in manufacturing and the domains on which manufacturers can act on to be more 'sustainable'. Although the literature is more focused on the three traditional dimensions of sustainability namely: environmental, economic and social, a more detailed look through the dimensions is needed to help manufacturing organisations sketch their own sustainable strategies on more specific issues. The study of the dimensions led to a hierarchy of importance for the traditional three, in which environmental dimension of sustainability showed to be conspicuous. Therefore, the dimension was chosen for the further analysis conducted by Formal Concept Analysis (FCA) on its sub-dimensions to explore the trends in their combination by manufacturers while trying to reach sustainability.

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Section: Criteria Applied In the Context Analysismentioning

confidence: 99%

A survey on sustainability in manufacturing organisations: dimensions and future insights

Eslami

Dassisti

Lezoche

et al. 2018

International Journal of Production Research

View full text Add to dashboard Cite

show abstract

“…Haanstra et al exposed findings, that "implementing sustainability principles of the circular economy and associated transitions tend to transcend the boundaries of individual businesses. This calls for a shift in traditional sustainability thinking by transitioning from business-oriented sub-optimisation to collaborative value chain optimisation" [18]. Similar conclusions are also drawn from the works of Kovačić and Bogataj [24].…”

Section: Economic and Technological Components Of Sustainable Developmentioning

confidence: 63%

“…Eslami et al analysed how sustainability is defined through its nine dimensions, as recognised on the bases of the literature review [17]. One of the essential components is technology, being studied in many recently published papers [18][19][20][21][22][23]. The authors exposed the fact that technology is a relevant element of the concept of sustainability.…”

Section: Economic and Technological Components Of Sustainable Developmentioning

confidence: 99%

Supply Chain Risk of Obsolescence at Simultaneous Robust Perturbations

et al. 2019

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The earlier planning methods of supply chains (SC) in the skeleton of the extended material requirements planning (EMRP), where the time horizon of the reverse Laplace is infinite, were not convenient to estimate the impact of the technical obsolescence of the product or technology involved, which has economic, environmental, and social consequences. Therefore, the perturbations of timing are presented until the possible obsolescence, with parallel execution of the network simulation model (NSM) to evaluate the impact of the finite lifespan on the value of the chain. The EMRP, as well as the NSM, are based on the skeleton of the material requirements planning model, where delays and their perturbations are presented transparently. Contrary to the previous studies of the net present value (NPV) in the EMRP skeleton, where the infinite horizon is assumed, the impact of shortening the horizon of activities is shown here, in order to also evaluate the risk of financing investments in the SC with a shorter lifespan of products or technology. Owing to the simultaneous appearances of the stochastic variables, the parallel execution and exchanging of data, using NSM is advised. The procedures for estimation of correction factors of the NPV and their values are given.

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“…In this research field, a temporal evolution can be noted [8][9][10]. The conceptual frameworks of innovative and sustainable business models based on CE are not new, but were mainly developed between 2008 and 2013 [11][12][13][14], while methods and tools for implementing these models emerged in 2016 and 2017 [15][16][17][18][19]. The natural next step consists of practical implementation, validation and consolidation of CE concepts and methodologies.…”

Section: Introductionmentioning

confidence: 99%

Overcoming the Main Barriers of Circular Economy Implementation through a New Visualization Tool for Circular Business Models

2019

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There is a huge gap between the broad concept of circular economy (CE) and its practical implementation in the industrial sector due to several types of barriers, which shall be led back to the lack of consistent and precise information about resources, products, and processes. Without a proper information flow, it is impossible to quantify circular initiatives, both in comparison with the actual linear situation or with circular alternative opportunities. A proper quantification of circular initiatives allows the assessment of economic, environmental and social benefits and the preventative identification of potential barriers and relative solutions, monitoring the risk associated with circular investments and supporting the decision-making process. This paper describes a new tool to ensure the quantification of circular initiatives and the method to define it. It is a new Circular Business Model (CBM) visualization tool, which overcomes the main limitations of the existing models able to explain CE concepts but not to boost its practical implementation in industry. The new CBM visualization tool can be adopted in every industrial sector to highlight circular opportunities that are still hidden or unexploited or to select the best CE strategy. The proposed CBM visualization tool differs from the previous diagrams in two main characteristics: (i) the possibility to quantify resource flows and important indicators representing energy consumption, environmental and social impact, and (ii) the focus, which is not only on the product, but on the whole system, involving also the process, the company and the entire supply chain. The methodology to adopt and adapt the proposed model to different scales is described in detail. To provide a practical example, the model was qualitatively applied to a generic technical product to highlight its potential in the identification and quantification of circular activities.

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Product Life Cycle Planning for Sustainable Manufacturing: Translating Theory into Business Opportunities

Cited by 25 publications

References 8 publications

A survey on sustainability in manufacturing organisations: dimensions and future insights

A survey on sustainability in manufacturing organisations: dimensions and future insights

Supply Chain Risk of Obsolescence at Simultaneous Robust Perturbations

Overcoming the Main Barriers of Circular Economy Implementation through a New Visualization Tool for Circular Business Models

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