Arjen Wierikx

Arjen Wierikx
Hogeschool Utrecht · Research Centre for Innovation and Business

Master of Science

About

3
Publications
141
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1
Citation
Introduction
Researcher with a focus on translating Circular Economy Business Models towards an Enterprise Circular Maturity Framework in order to make circular maturity measurable. Previously involved in a large number of projects in automotive, wholesale, retail and manufacturing industries with regard to logistics, supply chain management, change management and IT.
Additional affiliations
August 2019 - present
HU Utrecht University of Applied Research
Position
  • Senior Researcher
Description
  • research on translating Circular Economy Business Models towards an Enterprise Circular Maturity Framework in order to make circular maturity measurable and provide scenarios for growth.
January 2000 - September 2019
Mondea
Position
  • Managing Partner
Description
  • - Software and partner selection; - Implementation management; - Change management; - Migration management; - Optimization of existing ERP systems; - Second opinion & problem solving; - ERP strategy; - Trends & developments
August 1998 - December 2000
Baan Company
Position
  • Managing Director
Description
  • Responsible for partnerships with IBM, HP and Microsoft. Responsible for Baan-on-board strategy Responsible for DEM (Dynamic Enterprise Modeling) Account management market analysts (Gartner & Forrester)
Education
September 1985 - February 1992
Delft University of Technology
Field of study
  • Logistics & IT

Network

Projects

Project (1)
Project
The envisioned transition to a circular sustainable economy requires the evolution of new, circular, business models. Logistics as a sector and discipline plays an important role in this evolution, as an integrated perspective on forward and reverse logistics is essential in realizing a circular economy. Logistics can be both an enabler as well as a bottleneck in the realization of circular business models. While companies are used to sell products based on their forward supply chains, they are now more and more aiming to increase their sustainability and therefore wish to sell products that are completely or partially based on reverse supply chains. This does however lead to many challenges in managing the forward and reverse logistics. Frishammar and Parida (2019) state that many firms struggle to change their existing linear business models (i.e., “take-make-waste” approaches) to circular business models because the steps required for successful transformation are still poorly understood. Furthermore, sustainability efforts need to be complemented with sound business plans that contribute to profitability.