Production planning and control for remanufacturing: exploring characteristics and difficulties with case studies

147

The role of closed loop supply chains (CLSC) for creating and recovering value is widely acknowledged in supply chain management and there are many examples, mainly in the business-to-business sector, of successful OEM remanufacturing. The integration of value creation and recovery activities into retail customer value propositions is, however, under researched and raises many challenges, especially in Fast Moving Consumer Goods (FMCG) retail where few real world examples have been published. The recent emergence of the term 'circular economy' has initiated further debate about closed loop value propositions and closed loop supply chain implications. This paper selects four circular economy-led closed loop product case examples from a major European FMCG company, and assesses, at a high level, how these cases created value, for whom value was created, and key challenges in their implementation. The findings highlight that each case is different. Closing loops and creating successful value propositions is complex and requires simultaneous reconfiguration of key building blocks to ensure customer acceptance and business viability. The paper proposes the term 'circular supply chain' for cases where circular economy principles are explicitly incorporated in CLSC for value creation.

Section: Data Collection Methodsmentioning

confidence: 99%

Value creation from circular economy-led closed loop supply chains: a case study of fast-moving consumer goods

Mishra

Hopkinson

Tidridge³

2018

147

“…The limits generally attributed to qualitative approaches lie in the difficulty of generalizing the results. The choice of multiple case studies, as well as the transparency in the data collection and data processing methods, are essential for conducting a high-quality study and providing relatively robust results (Eisenhardt 1989;Junior and Godinho Filho 2016;Ketokivi and Choi 2014). The method used is detailed in the next section.…”

Section: Methodsmentioning

confidence: 99%

Management innovation: a dynamic analysis of the implementation phase over time

Robert

Giuliani

Guilloton

et al. 2019

We develop management innovation theory, providing insights into the role of time in the implementation phase. The management innovation literature has sought to empirically identify factors that facilitate or hinder management innovation implementation from a static perspective. To address the evolution of these factors' resistance, a temporal perspective is appropriate, but an analysis of these factors' evolution over time is lacking. We identify the inhibiting factors that influence the management innovation implementation phase over time and address ways in which they evolve.We conduct a comparative longitudinal and dynamic analysis based on two intermediate-sized enterprises and address the obstacles that emerge during the implementation phase of a specific management innovation: lean manufacturing. Our results highlight different categories of inhibiting factors: some inhibiting factors appear at the beginning of the implementation phase with high intensity and then fade over time; conversely, other inhibiting factors appear later and then increase in intensity.

“…To achieve the research objectives, our study adopted a qualitative research method using case study. Case study approach can provide detailed and in-depth knowledge of the study object and allow the researcher to explore the research questions in their natural context (Dreyer et al 2011;Junior and Filho, 2016;Pagell and Wu, 2009). Ketokivi and Choi (2014) identify three different methodological approaches to case research: theory generation, theory testing, and theory elaboration.…”

Section: Data Collection Methods and Practical Perspectives On Gatherimentioning

confidence: 99%

Adoption of business analytics and impact on performance: a qualitative study in retail

Ramanathan

Philpott

Duan

et al. 2017

124

This paper describes a qualitative study aimed at understanding issues faced by retail firms when they start a project of implementing Business Analytics (BA) and understanding the impact of BA implementation on business performance. Our study is informed by prior literature and the theoretical perspectives of the Technology-Organisation-Environment (TOE) framework but is not constrained by this theory. Using case studies of nine retailers in the UK, we have found support for the link between TOE elements and adoption. In addition, we have identified more interesting involvement of additional factors in ensuring how firms could maximise benefit derived from BA and traditional TOE factors that potentially could have additional impacts different from the ones. For example, there appears a link between adoption of BA and business performance (including performance in terms of environmental sustainability), and this link is moderated by the level of BA adoption, IT integration and trust.