ArticlePDF Available

Abstract and Figures

The Circular Economy is increasingly seen as a possible solution to address sustainable development. An economic system that minimises resource input into and waste, emission, and energy leakage out of the system is hoped to mitigate negative impacts without jeopardising growth and prosperity. This paper discusses the sustainability performance of the circular business models (CBM) and circular supply chains necessary to implement the concept on an organisational level and proposes a framework to integrate circular business models and circular supply chain management towards sustainable development. It was developed based on literature analysis and four case studies. The proposed framework shows how different circular business models are driving circular supply chain in different loops: closing loops, slowing loops, intensifying loops, narrowing loops, and dematerialising loops. The identified circular business models vary in complexity of the circular supply chain and in the value proposition. Our research indicates circular business and circular supply chain help in realising sustainability ambitions.
Content may be subject to copyright.
Word count (excl. references: 6690)
Business models and supply chains for the Circular Economy
Martin Geissdoerfer1,2,*, Sandra Naomi Morioka3, Marly Monteiro de Carvalho3, Steve
Evans1
1 Institute for Manufacturing, Engineering Department, University of Cambridge, 17 Charles
Babbage Road, Cambridge, CB3 0FS, United Kingdom,
2 Garwood Center for Corporate Innovation, Haas School of Business, University of
California, Berkeley, Berkeley, CA 94720-1930, United States of America
3 Production Engineering of Polytechnic School, University of São Paulo, Av. Prof. Almeida
Prado, 128 Tr.2 Biênio 2o. andar, São Paulo, SP, 05508-900, Brazil
*Email: ml733@cam.ac.uk
Journal of Cleaner Production (author’s version)
https://doi.org/10.1016/j.jclepro.2018.04.159
Free Elsevier Sharelink: https://authors.elsevier.com/c/1Wyeb3QCo9R1Yx
Highlights
The Circular Economy is gaining importance as a possible solution to address
sustainable development in academia, industry, and policy
Based on literature analysis and four case studies, this paper proposes a framework to
integrate circular business models and circular supply chain management in a way that
fosters sustainable development
The proposed framework shows how different circular business models are driving
circular supply chains in different loops: closing loops, slowing loops, intensifying
loops, narrowing loops, and dematerialising loops
The identified circular business models vary in complexity of the circular supply chain
and in the value proposition.
The framework reinforces the CBM's conditions for sustainability: economic,
environmental and social goals, proactive stakeholder management, long-term
perspective. The research indicates circular business and circular supply chain help in
realising sustainability ambitions.
Abstract
The Circular Economy is increasingly seen as a possible solution to address sustainable
development. An economic system that minimises resource input into and waste, emission, and
energy leakage out of the system is hoped to mitigate negative impacts without jeopardising
growth and prosperity. This paper discusses the sustainability performance of the circular
business models (CBM) and circular supply chains necessary to implement the concept on an
organisational level and proposes a framework to integrate circular business models and
circular supply chain management towards sustainable development. It was developed based
on literature analysis and four case studies. The proposed framework shows how different
circular business models are driving circular supply chain in different loops: closing loops,
slowing loops, intensifying loops, narrowing loops, and dematerialising loops. The identified
circular business models vary in complexity of the circular supply chain and in the value
proposition. Our research indicates circular business and circular supply chain help in realising
sustainability ambitions.
Keywords: circular business models, circular supply chain, sustainable business models,
sustainable development, circular economy; business model innovation.
1. Introduction
Sustainable development aims at satisfying current needs without harming future generations'
ability to satisfy their needs (WCED 1987), while considering limitations in the Earth's
resources in face of human development (Meadows et al. 1972; Meadows, Randers, and
Meadows, 2004), as well as synergies and trade-offs between economic, environmental and
social goals (Elkington 1997). Based on the preceding Millennium Goals, the United Nations
proposed 17 sustainable development goals (SDG's), to be achieved by, 2030, including issues
related to poverty, gender equality, sustainable cities, amongst others (United Nations, 2015).
In order to address sustainable development, the concept of the Circular Economy is gaining
traction and is increasingly seen as a complete or partial solution to these challenges
(Geissdoerfer et al., 2017a). With an economic system that minimises resource input into and
waste, emission, and energy leakage out of the system, it is hoped that environmental impact
can be reduced, without jeopardising growth and prosperity (Bakker et al., 2014; European
Commission, 2014; Evans, 2009; Webster, 2015). The origins of the concept of Circular
Economy is said to have been introduced by David Pearce in 1990 by Andersen (2007) and Su
et al. (2013). The concept was addressing the relationships between the four economic
functions of the environment, consisting in amenity values, its function as a resource base and
a sink for economic activities, and its role as a life-support system. However, Stahel (1982)
might have introduced the concept earlier, talking of a self-replenishing system that minimizes
material and energy input as well as environmental deterioration without negative influences
on growth and progress.
The circular economy is based on the idea of putting private business into the service of the
transition to a more sustainable system. As the singular actor with the most resources and
capabilities, companies could considerably advance this transition by creating additional value
with an extended and more proactively managed stakeholder network (Geissdoerfer, Bocken,
and Hultink, 2016; Porter and Kramer, 2011; Nidumolu, Prahalad, and Rangaswami, 2009).
Especially the concept of Failed Value Exchanges is decisive in this context; it assumes that
by realising value that is either missed, destroyed, not internalised, or not offered despite
existing demand in the market, organisations can potentially benefit society while at the same
time gaining competitive edge (Yang et al., 2016).
We and other authors (Chesbrough and Rosenbloom, 2002; Doleski, 2015; Knyphausen-
Aufsess and Meinhardt, 2002; Osterwalder and Pigneur, 2013) consider business model
innovation as a key tool to implement these changes into organisations because of the concept’s
usefulness in analysing, structuring, planning, and communicating in face of the increasing
complexity of organisational configurations and activities (Doleski, 2015; Knyphausen-
Aufsess and Meinhardt, 2002).
The business model concept became popular in the 1990s with the emergence of new revenue
mechanism accompanying the emergence of e-commerce (Magretta, 2002; Osterwalder and
Pigneur, 2005; Zott et al., 2011). In this context, it was initially used to pitch simplified but
comprehensive business ideas to investors within a short time frame (Knyphausen-Aufseß and
Meinhardt, 2002). Several authors have defined the concept differently and there have been
comprehensive reviews of these definitions to come up with a unified understanding (such as
Evans et al., 2002; Schallmo, 2013; Zott et al., 2011). On the basis of these comparative
approaches, we define business model as simplified representations of the elements of a
complex organisational system and the interrelation between these elements. It determines the
organisation’s value proposition, value creation and delivery, and value capturing and aims at
analysis, planning, and communication in face of increasing complexity. The organisational
environment and value network is also considered to different degrees in most approaches
(Geissdoerfer et al., under review).
Combining the challenges of putting Circular Economy into reality and the practice-oriented
approach of business model innovation leads to the concept of circular business models
(CBM), a term used to describe business models that are suited for the Circular Economy by
incorporating elements that slow, narrow, and close resource loops, so that the resource input
into the organisation and its value network is decreased and waste and emission leakage out of
the system is minimised (Bocken et al., 2016). As we lay out in the following section, we would
add an emphasis on the linkage between CBM and circular supply chain management (CSCM)
towards closed loops in different approaches as closing loops, slowing loops, intensifying
loops, narrowing loops, and dematerialising loops. intensifying and dematerialising loops.
The arguably biggest difference between conventional business models and those designed for
the Circular Economy lies in their value creation and delivery element, and here particularly in
the supply chain. We use the term circular supply chain management (CSCM), which
comprises the configuration and coordination of the supply chain to close, narrow, slow,
intensify and dematerialise resource loops. Despite the importance of CSCM for CBMs and
therefore for the implementation of the Circular Economy, it remains a rather unexplored area
of research (Homrich et al., 2017). Moreover, it is important to contextualize CSCM with other
related but not the same concepts like sustainable supply chain management (SSCM) (Wu and
Pagell, 2011) or green supply chain management (GSCM) (Zhu and Sarkis, 2004), in which
the closed loops are not a core issue. in order to contribute to the nascent knowledge about
CSCM and add insights from industry on CBM, the present research aims to propose a
framework to integrate circular business models and circular supply chain management
towards sustainable development. To address this goal, four case studies are presented, Alpha,
an office furniture remanufacturer, Beta, a high recycled content flat aluminium sheet
manufacturer, Gama designs and produces luxurious fashion accessories from fire hoses, and
Delta provides a bike sharing service. This paper is structured in the following way. First, the
research’s background is illustrated (Section 2), before we explain the applied research method
(Section 3). This is followed by a presentation (Section 4) and a subsequent discussion of the
findings (Section5). The paper ends with a conclusions and outlook section (Section 6).
2. Literature background
This section introduces the two key concepts underlying this research, circular business models
(CBM) and circular supply chains (CSC), and illustrates their role in sustainable development.
2.1 Circular business models
The modern understanding of the Circular Economy is based on different schools of thought,
like Cradle to Cradle (McDonough and Braungart, 2002), Laws of Ecology (Commoner 1971),
Looped and Performance Economy (Stahel, 2010), Regenerative Design (Lyle 1994),
Industrial Ecology (Graedel and Allenby 1995), Biomimicry (Benyus, 2002), or the Blue
Economy (Pauli, 2010). The circular economic system avoids waste and tries to preserve the
inherent value of products as long as feasible (European Commission, 2014). The goal of this
is to minimise the consumption of resources by recycling materials and/or energy after the use
phase to avoid leakage out of the system (Ellen MacArthur Foundation, 2013). The butterfly
diagram focus on the biological and technical closed loops as a continuous flow of materials
through the value circle, without focusing on one particular circular loop but in the
understanding of how these loops work (Ellen MacArthur Foundation, 2013).
To utilise the sustainable business model's analytical, strategic, and communicational potential
to integrate sustainability considerations on the organisational level, three mayor elements have
to be added: sustainable value creation, more pro-active management of a more comprehensive
set of stakeholders, and a long-term perspective (Geissdoerfer et al., 2016; 2017b; under
review). We synthesise this from an increasing range of definitions of the SBM concept in the
literature. These key definitional elements can be found, among others, in the definitions of
Boons et al. (2013), who addresses not only the creation of superior customer value but also
private and public societal benefits; Schaltegger et al. (2012), who highlights customer and
social value, economic advantages, and the mitigation of social and environmental concerns,
Stubbs and Cocklin (2008), who emphasises the cooperation with a broad range of
stakeholders. and Evans, Rana, and Short (2014), who focus on both the creation of social,
environmental, and economic value for and the alignment of interests of a broader set of
stakeholders that is going beyond the monetary value for customers and shareholders that
‘unsustainable’ business models would aim at.
Following Bocken et al. (2013), we consider business models for the circular economy as a
class of or generic strategy for sustainable business models. By closing, narrowing, slowing,
intensifying, and dematerialising loops, the resource inputs into and the waste and emission
leakage out of the organisational system are minimised, and, consequently, the sustainability
performance improved. Closing, narrowing, and slowing loops (Bocken et al., 2016) refer to
the biological and technical nutrition cycles of the Circular Economy (Ellen MacArthur
Foundation, 2012), and comprises recycling measures (closing), efficiency improvements
(narrowing), and use phase extensions (slowing or extending). Although considered in the
original concept as part of slowing loops, we want to emphasise the importance of a more
intense use phase (intensifying), and add the substitution of product utility by service and
software solutions (dematerialising) to our conceptualisation.
Consequently, as illustrated in Figure 1, CBMs can be defined as SBMs - which are business
models that aim at solutions for sustainable development by creating additional monetary and
non-monetary value by the pro-active management of a multiple stakeholders and incorporate
a long-term perspective - that are specifically aiming at solutions for the Circular Economy
through a circular value chain and stakeholder incentive alignment.
Figure 1. Comparison of traditional, sustainable, and circular business models
Figure further explores this correlation by contrasting circular (C) and linear (L) configurations
of the value proposition, value creation and delivery, and value capture element of a business
model with its economic, environmental, and social performance, providing an example of
each item, as well as a possible manifestation in an office furniture manufacturing operation.
In this paper, it is argued that all three elements of a business model (value proposition, value
creation and delivery, and value capture (Richardson, 2008)) have to ‘go circular’ to achieve
optimal sustainability performance within the Circular Economy.
Figure 2. A value based view on the sustainability of circular business models.
To further argue about the integration between CBM and sustainability, Table 1 indicates how
each business model element (value proposition, creation and delivery system and value
capture) is affected by economic, environmental, social dimensions and a long-term
orientation, which are four core issues of corporate sustainability (Lozano, 2008). Regarding
value proposition, the core goal and vision of the organization translated into offerings
(products and services) need to ensure revenue to compensate direct and indirect costs, to be
designed according to approaches such as eco-design and design for disassembly, to ensure
society wellbeing, and finally to guarantee long-term capacity to address economic,
environmental and social concerns. In terms of value creation and delivery system for CBM, it
is critical to develop a value network with stakeholders that are motivated by and contribute to
economic viability, environmental benefits, social concerns and preparation for long-term
challenges of businesses associated. Finally, value captured by the system associated with
CBM includes not only economic one, but also natural resource preservation and society
wellbeing both in the short and in the long-term.
Table 1. Deployment of sustainability dimensions into circular business models
Sustainability
dimensions
Circular business models
Value proposition
Value creation and
delivery system
Value capture
Economic
Offerings (products and
services) with economic
margin to ensure profit
Incentives for actors in the
supply chain to extend
product use and return
disposal to the value system
Profit (or at least not
negative result) to each
stakeholder
Environmental
Products and services
designed to minimize
natural resources depletion
Eco-efficient production
and logistic operations
Reduced environmental
burden by extracting more
value from less natural
resource consumption
Social
Maximize product and
service value for society
well-being
Pro-active approach
towards stakeholders in the
closed loops
Further environmental
consciousness on the value
of products
Protection of
future
generations
Long-term capacity to
address economic,
environmental and social
concerns
Incremental and radical
changes in the system level
to ensure long-term
partnerships
Preparation of current
production systems to be
make "perfect" circular
economy viable in the
future
2.2 Circular supply chain management
The term supply chain management (SCM) was first coined by Oliver and Webber in 1982
(Christopher, 2016; Stadtler et al., 2015), and interest in the topic has rapidly increased ever
since (Cooper and Ellram 1993). Today, the topic is researched by a broad range of disciplines,
from operations management to psychology (Burgess et al., 2006), resulting in a body of
literature in excess of 40,000 journal articles and books (Asgari et al., 2016). As a consequence,
there is hardly any periodical on marketing, manufacturing, distribution, customer
management, or transportation that does not contain one or more articles in the field (Ross
1998).
This immense interest in SCM, combined with narrow silos of knowledge of the different
disciplines and organisational functional units, and the broad diversity of employed research
methodology (Burgess et al., 2006) lead to a broad range of definitions and understandings of
the topic (see e.g. New 1997; Lummus et al., 2001; Mentzer et al., 2001; Kauffman, 2002).
Based on these definitions and the review articles illustrated in Table 1, we define SCM as the
configuration and coordination of the organisational functions marketing, sales, R&D,
production, logistics, IT, finance, and customer service within and across business units and
organisations to improve operative effectiveness and efficiency of the system and generate
competitive advantages. SCM depends on organizations' network, since one single enterprise
does not own the entire set of skills and resources required to deliver its value proposition. In
turn, these networks' configurations are variable according to certain attributes (such as
dynamic behaviour, level of trust between nodes, distribution of risks or benefits, geographical
dispersion, etc.), to characteristics of each organisation representing the network node (such as
strategy, position in the value chain, degree of influence, etc.), and also to product type
(tangibility, customization, variability, etc.) (Taylor et al., 2001). Another fundamental issue is
the type of collaboration between organizations, which vary depending on the level of
formalisation, commitment and duration of relationship: simple market transition, non-
contractual agreement, contractual agreement, joint venture, and integrated company (Jagdev
and Thoben, 2001). This discussion is particularly relevant in the corporate sustainability
context, since strong collaboration network tend to be crucial in terms of improving
sustainability performance (MacCarthy and Jayarathne, 2011).
Table 2. Literature overview SCM, developed from Burgess et al. (2006); Asgari et al. (2016).
Review articles SCM
Reviews Sustainable SCM
(Croom, Romano, and Giannakis, 2000)
(Fleischmann et al. 1997)
(Rungtusanatham et al., 2003)
(Browne et al., 2005)
(Sachan and Datta, 2005)
(Meade, Sarkis, and Presley, 2007)
(Kouvelis, Chambers, and Wang, 2009)
(Srivastava, 2007)
(Gupta, Verma, and Victorino, 2009)
(Carter and Rogers, 2008)
(Burgess, Singh, and Koroglu, 2006)
(Seuring, Müller, and M??ller, 2008)
(Storey et al., 2006)
(Bekkering, Broekhuis, and Van Gemert,
2009)
(Giunipero, Handfield, and Eltantawy,
2006)
(Ilgin and Gupta, 2009)
(Alfalla-Luque and Medina-López, 2009)
(Carter and Liane Easton, 2011)
(Daugherty, 2011)
(Sarkis, Zhu, and Lai, 2011)
(Seuring and Gold, 2012)
(Gimenez and Tachizawa, 2012)
(Chen and Paulraj, 2004)
(Abbasi and Nilsson, 2012)
(Giannakis and Croom, 2004)
(Ashby, Leat, and Hudson-Smith, 2012)
(Ho, Au, and Newton, 2002)
(Morgan and Gagnon, 2013)
(Lummus, Krumwiede, and Vokurka, 2001)
(Lin et al., 2014)
(Mentzer et al., 2001)
(Stindt and Sahamie, 2014)
(New 1997)
(Majid Eskandarpour et al., 2015)
(Skjoett-Larsen 1999)
(Fahimnia, Sarkis, and Davarzani, 2015)
(Larson and Halldorsson, 2002)
(Ntabe, Munson, and Santa-eulalia, 2014)
There are also narrower definitions in the literature, which usually focus functionally on
purchasing and define SCM as the strategic selection of, collaboration with, and control of
suppliers. While these definitions have advantages for operationalisation in practice and
demarcation from other concepts in theory, we choose a rather comprehensive definition to
allow for broad applicability of our discussion. Depending on the definition, SCM can be an
important part or almost identical with the concept of the value chain (Porter, 2004) and value
creation and delivery (Richardson, 2008). Therefore, it is an essential part of the business model
of organisations (Knyphausen-Aufsess and Meinhardt, 2002; Richardson, 2008) and plays a
crucial role in transforming it for the Circular Economy. Organizational networks are called to
reassess how and where value is added, consumed and recovered (Barber, Beach, and
Zolkiewski, 2012).
The differences in supply chains of conventional and circular business models stem from the
necessary closing, slowing, and narrowing of material and energy flows (Bocken et al., 2016).
As we have argued in Figure 2, we assume that CBMs achieve the best sustainability
performance, if all elements of the business model are aligned to support these three functions
(value proposition, value creation and delivery, and value capture (Richardson, 2008)). While
there are already some reviews on sustainable and ‘green’ supply chains, like (Abbasi and
Nilsson, 2012; Ashby, Leat, and Hudson-Smith, 2012; Carter and Liane Easton, 2011;
Fahimnia, Sarkis, and Davarzani, 2015; Gimenez and Tachizawa, 2012; Majid Eskandarpour
et al., 2015; Sarkis et al., 2011; Seuring et al., 2008; Srivastava, 2007) and the special issue in
Journal of Cleaner Production (JCP, 16(15), 2008), the literature on supply chains for the
Circular Economy is rather nascent, mostly referring to closed loop supply chains with
relatively few reviews to date, like (Govindan et al., 2015; Daniel et al., 2009; Stindt and
Sahamie, 2014) The existing literature on Circular Economyis incomplete, referring mainly to
its implementations in China (including sometimes dubious academic approaches, like (Ying
and Li-jun, 2012)), with one review in the context of Waste-to-Energy supply chains (Pan et
al., 2014).
Based on this literature, we define Circular Supply Chain Management (CSCM) as the
configuration and coordination of the organisational functions marketing, sales, R&D,
production, logistics, IT, finance, and customer service within and across business units and
organisations to close, slow, intensify, narrow, and dematerialise material and energy loops to
minimise resource input into and waste and emission leakage out of the system, improve its
operative effectiveness and efficiency and generate competitive advantages.
Following the importance of the value chain for the business model and the need for alignment
of all the business model’s elements for optimal sustainability performance, it can be argued
that CSCM aiming at fostering sustainable development should incorporate SBM
characteristics. Thus, CSCM for sustainable development should comprise the creation of
additional monetary and non-monetary value, a pro-active multiple stakeholder management,
and a long-term perspective, as illustrated in Table 3.
Table 3. Comparison of SCM, CSCM and CSCM for sustainable development (SD)
SCM
CSCM
CSCM for SD
Aim
Operative effectiveness
and efficiency
Operative effectiveness
and efficiency
Operative effectiveness and
efficiency
Competitive advantages
Competitive advantages
Competitive advantages
Minimising material and
energy input
Minimising material and energy
input
Minimising waste and
emission leakage
Minimising waste and emission
leakage
Social effectiveness (e.g. Intra-
and intergenerational equity,
secure and meaningful
employment, professional and
personal development)
Environmental effectiveness
(e.g. Land use, biodiversity,
pollution, resource depletion)
Economic effectiveness (e.g.
healthy ownership structures,
financial independence,
sustainable (VRIO) competitive
advantage)
Means
Configuration
organisational functions
Configuration
organisational functions
Configuration organisational
functions
Coordination of
organisational functions
Coordination of
organisational functions
Coordination of organisational
functions
Closing resource loops
Closing resource loops
Slowing resource loops
Slowing resource loops
Narrowing resource loops
Narrowing resource loops
Creation of additional monetary
and non-monetary value
Pro-active multiple stakeholder
management
Long-term perspective
3. Research method
The literature analysis provided a theoretical background for the conducted case studies. This
research method was chosen given the exploratory characteristic of the research. Besides, case
studies are also suitable for investigations on contemporary phenomenon (Yin, 2010) and
provides in-depth understandings of unique set ups (Simmons, 2009), as is the situation for the
present research. We followed the recommendations of Eisenhardt (1989) and Yin(2009).
Once the literature review was conducted, providing the main literature background, the next
step was to choose the companies to be part of the research. A specific selection criterion was
defined, as the research method based on case studies calls for defining a theoretical sampling
(Eisenhardt and Graebner, 2007), rather than a statistically representative one. The main
selection criteria was that the organization's business model had to be aligned with either
closing, slowing, intensifying loops, narrowing loops and/or dematerialising loops. Four
companies were selected for exploring business opportunities under the circular economy
logic. Alpha's core idea is to provide remanufactured office furniture, using end of life goods
to produce well-functioning products within an internal design solution. Meanwhile, Beta
produces flat rolled aluminium with very high recycled content (significantly higher than others
in the market). Gama designs and produces luxurious fashion accessories (such as purses and
belts) from fire hoses and Delta provides a bike sharing service. The first three companies are
from the United Kingdom, while the forth one is a Brazilian company. Beta is the only large
company, while the others are medium and smaller companies, with less than 50 employees
(Delta) and around 10 employees (Alpha and Gama). Despite different sectors and business
models, each company chosen as case study represents a starting point for characterising
elements and functions contributing to the Circular Economy.
Data collection was conducted mainly based on semi-structured interviews with key informants
of the companies. Biases in the interviews and reporting were considered during data analysis,
as pointed out by previous qualitative research on corporate sustainability. To mitigate this
research limitation, interview data was complemented by published documents and companies'
websites. Besides during interviews, concrete examples were asked to illustrate generic
statements. Key informants were chosen given their involvement and general knowledge about
each company's business model. Interviewees included the CEO and founder of Alpha, Gama
and Delta, and the corporate sustainability manager of Beta. The interviews encompassed
questions about the interviewees' description and perceptions according to the CBM of their
respective companies. In particular, they were asked about the company's (1) value proposition
in terms of economic, environmental and social value the firm aim at delivering; (2) creation
and delivery system with focus on the role of the business in closing the loop of the product
life cycle; and (3) value captured by the various stakeholders of each case study. The collected
data were analysed qualitatively, according to aspects regarding sustainable development and
circular economy.
4. Research results analysis
As previously indicated by Table 3, CSCM for SD encompasses traditional aims and means as
SCM and as CSCM, with additional issues related to (1) social, environmental and economic
goals, (2) pro-active multiple stakeholder management, (3) long-term perspective, and (4)
closing, narrowing and slowing resource loops.
4.1 Economic, environmental and social goals
We initiated the data analysis by discussing social, environmental and economic goals of the
case studies. To do so, a triangulated analysis was performed, including the case studies'
declared mission and/or vision stated in their corporate websites, combined with the interviews.
In order to maintain the companies' name confidential, the exact statements from the websites
are not shown. All four of the organizations are for-profit organizations, as they aim at
providing revenue to cover their costs and generate profit by selling their products and services.
Regarding environmental goals, three of them explicitly seek to tackle environmental goals in
reducing landfill, as declared in the respective websites. In particular, they foster the market
for recycled (Beta and Gama) and remanufactured (Alpha) goods. When asked about the
environmental impact of Delta, the company replied that they probably have a positive impact
on carbon emission, but have not yet focused effort to calculate it. They believe that by enabling
the possibility for people to cycle instead of using their cars to move around the city can has
potential to compensate the emissions associated to their operations.
The explicit connection of the studied companies to social goals vary from one case to the
other. Alpha's statement is clear and specific on their goals to create local jobs through
remanufacturing. Delta's goal for society is also explicit, which is to integrate bicycles as an
alternative for urban transportation. Meanwhile, Beta declares their commitment to customers,
co-workers and local communities, without pointing out what specifically they intend to create
to these stakeholders. Data from both interview and website statement indicates Beta's
contribution to society in terms of technology innovation and development related to
production process of sheets from recycled aluminium, as well as to the application and usage
of aluminium sheets with high recycled content. In turn, Gama's statement is also not explicit
in this regard and mentions a more intangible value, indicating how much society loses with
materials going to landfill or incineration, in terms of quality, narrative and opportunity to do
better.
4.2 Pro-active multiple stakeholder management
Another relevant aspect for CSCM and CBM is relates to a pro-active multiple stakeholder
management. A summary of the stakeholders and the value created and delivered to each of
them is shown in Table 4. It brings evidence that the organizations are having a proactive
approach not only towards its shareholders, but also to other internal and external stakeholders.
Alpha and Gama, for instance, explicitly mentioned their intention to contribute to practice for
circular economy, serving as an example and to push partners and innovation to make their
circular business viable. Besides, Beta saw the opportunity to reduce dependency of imports
commodity-priced materials with high carbon emission and turned into heavy investments in
new technology to produce quality aluminium sheets with high percentage of recycled material.
Moreover, they also engaged in partnership with clients to develop technology applied to low
carbon aluminium components and applications, e.g., towards actively enabling the market for
low carbon products to grow.
Delta, on the other hand, saw from international market the opportunity to invest bike sharing,
as one of the pioneers of this idea in its country (Brazil). It is worth noting that, what the cases
have in common is the need to develop their consumer market, actively promoting awareness
on the environmental and/or social value they aim to create and deliver. Development of a
supply chain network that is able to collect used office furniture that would be in the end of life
and to combine skills and infrastructure to remanufacture goods is also a challenge for Alpha.
The company is engaged in developing these partners to enable their business to grow.
Table 4. Sustainable value captured by stakeholders.
Stakeholder
Alpha
Beta
Gama
Delta
Shareholders/
Investors
Structurally lower cost
disruptive high
growth and
sustainable business
Supply risk reduction,
longer term return
Satisfaction of
business with
purpose
Satisfaction and
motivation
Employees
Opportunity to work
for a company with
purpose
Motivation towards
challenging targets for
increasing rate of
recycled content in the
product
Satisfaction of
business with
purpose
Decent salary
Satisfaction of
business with purpose
Clients
Quality and price
combination for
products and services,
wellness and
productivity (interior
design)
Product quality
(independent from the
inputs for production)
Partnership with clients
for technology
development applied to
low carbon aluminium
components and
applications
Purpose driven
products
Long-term
products (financial
return)
Private sponsor for
bike sharing service:
brand value, relation
to local government
Suppliers
Chance to sell surplus
waste stock (used as
input for
remanufacturing
process)
Development of
equipment suppliers to
address the technical
challenges of high
recycled content
Close relationship
with suppliers of
materials (such as
fire-fighters
community)
Income
Connection to the
business purpose
Society
Local semi-skilled
jobs, reduction of
supply risk,
demonstration of a
working circular
business
Higher environmental
awareness
Engagement of local
organizations to collect
recycled material
Low carbon footprint
products (packaging)
Transition to a
circular economy
Environmental and
health awareness
Bike culture
Environment
Less burden on
landfill
Reduction of carbon
emission throughout the
whole process
Less burden on
landfill
Low carbon additional
solution for urban
transportation
Government
Local semi-skilled
jobs, reduction of
supply risk,
demonstration of a
working circular
business
Retaining local
production value (instead
of buying from abroad)
Taxes
Image before society
4.3 Long-term perspective within short term actions
Alpha is an office furniture remanufacturer, Beta is a high recycled content flat aluminium
sheet manufacturer, Gama designs and produces luxurious fashion accessories from fire hoses,
and Delta provides a bike sharing service. Regarding the long-term perspective, companies are
pushed to account for future generations based on their decision of the present. The positive
contribution of each case study in the long run was also discussed during interviews. For Alpha
and Gama, as mentioned before, it is about building an economically viable business today to
help disseminate the circular economy principles. Regarding Alpha, this is particularly in the
office furniture business, for which it is fundamental that other organizations in logistics (direct
and reverse) and production (remanufacturing) are able to provide infrastructure to other
circular business.
Gama, on the other hand, is interested in materials with high potential of usage, without the
objective of closing specific material cycles. Although they started and are very strong with
luxury accessories from fire-hoses, they also work with other materials, such as leather waste
and parachute silk. Their intention is to awake on people the perception on the value of certain
materials and on the possibility of having goods that last virtually never end in the landfill and
can be used for many generations ahead. Beta's legacy to the long-term is aligned with its
business decision on investing in technologies for low carbon aluminium goods and production
process.
In turn, Delta aims to disseminate the culture of bike sharing as a day-to-day solution and not
only for leisure to adults and children as users, and also to private and public organizations as
business opportunity.
4.4 Circular resource loops and guidelines for sustainable business models
Regarding the companies' respective resource loops, interesting insights were also collected in
the field. The circular business models presented by the case studies are aligned with the
Butterfly diagram (Ellen-MacArthur-Foundation, 2013). Focusing on the right side of the
diagram (the technical cycles), Alpha clearly contributes to the refurbish/remanufacture cycle,
while Beta and Gama are examples of recycling business models. Yet, Delta is more aligned
with the maintenance cycle, intensifying the use of their bicycles by internally designing and
manufacturing a robust product that is easy repair. The CBM's value proposition together with
requirements of a CSCM are summarized in Table 5.
Table 5. Towards circular business model and circular supply chain in the case studies.
Case study
BM
type
Elements
Alpha
Beta
Gama
Delta
CBM
Closing loops
Development of
partners to provide
reverse logistics of
used furniture and
remanufacturing
High investment on
R&D for product
development
Low waste in
the production
stage
Slowing loops
Product design
based on long
usage stage
Internal product
development and
bike assembly to
ensure long usage
stage and
facilitated
maintenance
Intensifying
loops
Bike sharing
intensifies use
phase
Narrowing
loops
Partnership with
clients interested in
low carbon
solutions
Dematerialising
loops
Rent service
instead of product
ownership
SBM
Creation of
sustainable
value:
Interior design
solution, combining
remanufactured and
new office furniture
Flat rolled
aluminium with
very high recycled
content
Luxurious
fashion
accessories
(such as purses
and belts) from
fire hoses
Service for
individual urban
transportation
(bike sharing)
Pro-active
multiple
stakeholder
Pushing the supply
chain to develop
towards circular
economy
Promoting the culture
of remanufactured
goods
Pushing technology
boundaries for low
carbon aluminium
goods and
production process
Pushing the
supply chain to
develop
towards circular
economy
Promotion of
sustainable
consumption
Dissemination of
the culture of bike
sharing as
transportation for
short distances
Long-term
perspective
Urgency to action to
change towards
circular economy
Need to develop
alternative
materials to reduce
dependency on
imports and
commodity prices
Urgency to
action to
change towards
circular
economy
Need for more
efficient ways for
urban
transportation
5. Discussions and framework proposal
Combining the analysis of the literature and data from case studies, a framework is proposed,
combining the discussions on sustainable development, circular economy, circular supply
chain management and circular business models in practice (Figure 3). In doing so, we try to
bring initial discussion on how these constructs are interconnected. On the left side, the
framework reinforces the dependency between a single organization, a specific CBM, and its
value network, as a circular supply chain. In this sense, the research corroborates with previous
arguments on the contribution of CSCM to closing, narrowing and slowing the loop (Bocken
et al., 2017), complementing this view with intensifying and dematerialising efforts, as
discussed in Section 4.4 and illustrated in Table 5. Empirical evidence from performance case
studies reinforces the crucial role of network infrastructure and capabilities to enable CBM
operations. For instance, Delta realized the key role of using a bicycle that was durable and
relatively easy to perform maintenance and decided to switch is operations from buying to
assembling their own bicycles.
Furthermore, the proposed framework also indicates that the previous arguments depend on
the following conditions (aims and means) for circularity and for sustainability: economic,
environmental and social goals, proactive stakeholder management, long-term perspective.
Each business condition was previously discussed in the literature (Geissdoerfer et al., 2017b)
and the performed research initially addresses this issue, as the case studies presented in
Sections 4.1, 4.2 and 4.3 bring empirical evidence on the relevance of these conditions. These
aspects reinforces that the triple bottom line approach focused on a sustainability based on
three pillars: economic, environmental and social ones (Elkington, 1997b) is relevant, but not
sufficient for CBM's and SBM's. A broad and proactive approach on stakeholders and long-
term perspective to complement short termed ones are also crucial factors for successful
sustainable businesses.
Previous knowledge has already pointed out initial discussions on the relation between
sustainable development and circular economy (Geissdoerfer et al., 2017a). In this sense, our
paper adds to this by bringing empirical evidence on the relationship between these
perspectives, as the present research explores this link by arguing the three conditions for CBM
to address challenges for Circular Economy and, at the same time, for Sustainable
Development. The connection between these perspectives is still open for discussion. On the
one hand, one can argue that Circular Economy is one possible way, amongst others, to reach
Sustainable Development. On the other hand, Sustainable Development is a concept that is so
broad and intangible that may lose meaning, while Circular Economy could became a more
tangible way to organize society and economy. In summary, our research seeks to contribute
at some extend to this discussion, by illustrating an overlapping area between the concepts, but
understands the need for further and deeper arguments. This overlapping area represents
arguments from the case studies that, while the tackle the three conditions for sustainability
using a business model based on closing, slowing, narrowing, intensifying and/or
dematerialising.
Figure 3. Proposed framework.
6. Conclusions and outlook
The present research contributes to the literature by proposing an integrated framework on
CBM and CSCM built on theory and practice, discussing their interrelation and the contribution
to the dimensions of sustainability. To address this, four case studies were presented: Alpha,
an office furniture remanufacturer, Beta, a high recycled content aluminium sheet producer,
Gamma, a recycled luxury accessories manufacturer, and Delta, a bike-sharing company.
All four case studies present circularity aspects incorporated into their business models and
supply chains. The findings confirm previous research on SBMs derived from creating value
from waste (Bocken et al., 2014) and evidence for CBM and CSCM elements was found. This
includes products designed and manufactured from disposed materials, partnership building
for reverse logistics and efforts to provoke system change by communicating and collaborating
for the Circular Economy. This reinforces previous theoretical researches that indicated the
need not only for technical innovations (e.g., in terms of material flows), but also for social
innovations (e.g. in terms of changes in consumer behaviour), such as discussed in Winans et
al. (2017).
However, the cases studied still face challenges in changing the paradigm from linear to
circular, especially regarding adaptations needed in the companies’ supply chains and in
purchasing processes of customers. Empirical data show alignment between CBM and
consequently CSCM to sustainable development challenges. As proposed by the framework
showed in Figure 3, CBM, aligned with circular supply chain, can contribute to sustainable
development by promoting economic, environmental and social goals; pro-actively managing
stakeholders; including a long-term perspective; and closing, slowing, intensifying, narrowing
and dematerializing resource loops. The resource loops for circularity were previously pointed
out by the literature (Bocken, Bakker, and Pauw, 2016). Our framework complements this view
by adding explicitly initiatives on intensifying and dematerializing loops for circular economy.
This paper brings implications to practice by presenting different CBM and discussing the main
challenges faced in practice. The case studied present similarities and contrasts. For example,
while Alpha is a small company, with local action, born with a circularity mind-set and the
explicit purpose to contribute to sustainable development, Beta is a large globally present
organisation and enlarges the amount of recycled material into its product mainly to
compensate for uncertainty in resource purchasing. Despite these differences, all the case
companies’ business models depend on changing consumers and suppliers’ behaviour, since
CBM and CSCM demand a systemic paradigm shift. For instance, the companies’ customers’
product quality perception from remanufactured or recycled material tended to be lower than
for traditional goods, resulting in lower realisable prices. This is despite the products’ high
quality requirements and comparatively little advantages in their cost structure.
The main limitations in our research encompass, first and foremost, the limited number of case
studies and data collection based mostly on only one interview for each case study. However,
the interviews were triangulated with publicly available documents to mitigate this. Interviews
with other stakeholders from the supply chain to complement data collection can be an
interesting future follow-up study to complement the present one. All in all, this research is to
be seen as among the first steps in evaluating whether ‘going circular’ really makes businesses
and their supply chains more sustainable. A more systematic assessment of their contribution
to sustainable development goals will be desirable to confirm and complements these first
steps.
Acknowledgements
This work was supported by the Brazilian institutes: National Counsel of Technological and
Scientific Development (CNPq) and Coordination for the Improvement of Higher Education
Personnel (CAPES).
References
Abbasi, Maisam, and Fredrik Nilsson., 2012. “Themes and Challenges in Making Supply
Chains Environmentally Sustainable.” Edited by Richard Wilding. Supply Chain
Management: An International Journal 17 (5): 517–30.
doi:10.1108/13598541211258582.
Alfalla-Luque, Rafaela, and Carmen Medina-López., 2009. “Supply Chain Management:
Unheard of in the 1970s, Core to Today’s Company.” Business History 51 (2):, 202–21.
doi:10.1080/00076790902726558.
Asgari, Nasrin, Ehsan Nikbakhsh, Alex Hill, and Reza Zanjirani Farahani., 2016. “Supply
Chain Management 1982–2015: A Review.” IMA Journal of Management Mathematics
27 (3): 353–79. doi:10.1093/imaman/dpw004.
Ashby, Alison, Mike Leat, and Melanie Hudson-Smith., 2012. “Making Connections: A
Review of Supply Chain Management and Sustainability Literature.” Edited by Richard
Wilding. Supply Chain Management: An International Journal 17 (5): 497–516.
doi:10.1108/13598541211258573.
Bakker, C. A., M.C. den Hollander, E. van Hinte;, and Yvo Zljlstra., 2014. Products That Last
- Product Design for Circular Business Models. Delft: TU Delft Library.
Barber, Kevin D., Roger Beach, and Judy Zolkiewski., 2012. “Environmental Sustainability:
A Value Cycle Research Agenda.” Production Planning & Control 23 (2–3): 105–19.
doi:10.1080/09537287.2011.591621.
Bekkering, J, A A Broekhuis, and W J T Van Gemert., 2009. “Optimisation of a Green Gas
Supply Chain A Review.” Bioresource Technology 101: 450–56.
doi:10.1016/j.biortech.2009.08.106.
Benyus, Janine M., 2002. Biomimicry. New York: Harper Perennial.
Bocken, Nancy M. P., Conny Bakker, and Ingrid De Pauw., 2016. “Product Design and
Business Model Strategies for a Circular Economy.” Journal of Industrial and Production
Engineering 1015 (0):, 20. doi:10.1080/21681015.2016.1172124.
Bocken, Nancy M. P., Ingrid de Pauw, Conny Bakker, and Bram van der Grinten., 2016.
“Product Design and Business Model Strategies for a Circular Economy.” Journal of
Industrial and Production Engineering 33 (5). Taylor & Francis: 308–20.
doi:10.1080/21681015.2016.1172124.
Bowersox, Donald, David Closs, and M. Bixby Cooper., 2012. Supply Chain Logistics
Management. 4th ed. London: McGraw-Hill.
Browne, Michael, Christophe Rizet, Stephen Anderson, Julian Allen, and Basile Keïta., 2005.
“Life Cycle Assessment in the Supply Chain: A Review and Case Study.” Transport
Reviews 25 (6). Routledge: 761–82. doi:10.1080/01441640500360993.
Burgess, Kevin, Prakash J. Singh, and Rana Koroglu., 2006. “Supply Chain Management: A
Structured Literature Review and Implications for Future Research.” Edited by Paul D.
Cousins. Co-Editors: Benn Lawson. International Journal of Operations & Production
Management 26 (7): 703–29. doi:10.1108/01443570610672202.
Carter, Craig R., and P. Liane Easton., 2011. “Sustainable Supply Chain Management:
Evolution and Future Directions.” Edited by Michael Crum. International Journal of
Physical Distribution & Logistics Management 41 (1): 46–62.
doi:10.1108/09600031111101420.
Carter, Craig R., and Dale S. Rogers., 2008. “A Framework of Sustainable Supply Chain
Management: Moving toward New Theory. International Journal of Physical
Distribution & Logistics Management 38 (5): 360–87. doi:10.1108/09600030810882816.
Chen, Injazz J, and Antony Paulraj., 2004. “Towards a Theory of Supply Chain Management:
The Constructs and Measurements.” Journal of Operations Management 22: 119–50.
doi:10.1016/j.jom.2003.12.007.
Chesbrough, H, and RS Rosenbloom., 2002. “The Role of the Business Model in Capturing
Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-off
Companies.” Industrial and Corporate ….
Chopra, Sunil, and Peter Meindl., 2015. Supply Chain Management: Strategy, Planning, and
Operation. 6th ed. London: Pearson.
Christopher, M., 2016. Logistics and Supply Chain Management. 5th ed. London: Financial
Times/Pearson Education.
Commoner, Barry. 1971. The Closing Circle: Nature, Man, and Technology. New York:
Knopf.
Cooper, Martha C., and Lisa M. Ellram. 1993. “Characteristics of Supply Chain Management
and the Implications for Purchasing and Logistics Strategy.” The International Journal of
Logistics Management 4 (2): 13–24. doi:10.1108/09574099310804957.
Croom, Simon, Pietro Romano, and Mihalis Giannakis., 2000. “Supply Chain Management:
An Analytical Framework for Critical Literature Review.” European Journal of
Purchasing & Supply Management 6 (1): 67–83. doi:10.1016/S0969-7012(99)00030-1.
Daugherty, Patricia J., 2011. “Review of Logistics and Supply Chain Relationship Literature
and Suggested Research Agenda.” Edited by Michael Crum. International Journal of
Physical Distribution & Logistics Management 41 (1): 16–31.
doi:10.1108/09600031111101402.
Doleski, O. D., 2015. Integrated Business Model: Applying the St. Gallen Management
Concept to Business Models.
Eisenhardt, Kathleen M. 1989. “Building Theories from Case Study Research.” The Academy
of Management Review 14 (4): 532. doi:10.2307/258557.
Elkington, J. 1997. Cannibals With Forks: The Triple Bottom Line of 21st Century Business.
London: John Wiley and Sons.
Ellen-MacArthur-Foundation., 2013. “Towards the Circular Economy: Economyc and
Business Rationale for Accelerated Transition.” Vol. 1.
doi:10.1162/108819806775545321.
European_Commission., 2014. “Towards a Circular Economy: A Zero Waste Programme for
Europe. Communication from the Commission to the European Parliament, the Council,
the European Economic and Social Committee and the Committee of the Regions.”
https://scholar.google.co.uk/scholar?hl=en&q=European+Commission%2C+2014.+Tow
ards+a+circular+economy%3A+A+zero+waste+programme+for+Europe.&btnG=&as_s
dt=1%2C5&as_sdtp=#0.
European Commission., 2014. “Towards a Circular Economy: A Zero Waste Programme for
Europe.” Communication from the Commission to the European Parliament, the Council,
the European Economic and Social Committee and the Committee of the Regions.
Evans, Steve., 2009. Towards a Sustainable Industrial System: With Recommendations for
Education, Research, Industry and Policy. Cambridge: University of Cambridge.
Evans, Steve, Padmakshi Rana, and Samuel W Short., 2014. “Final Set of Tools and Methods
That Enable Analysis of Future Oriented, Novel, Sustainable, Value Adding Buisness
Models and Value-Networks.” EU SustainValue Project Deliverable 2.6.
Fahimnia, Behnam, Joseph Sarkis, and Hoda Davarzani., 2015. “Green Supply Chain
Management: A Review and Bibliometric Analysis.” International Journal of Production
Economics 162 (April): 101–14. doi:10.1016/j.ijpe.2015.01.003.
Fleischmann, Moritz, Jacqueline M. Bloemhof-Ruwaard, Rommert Dekker, Erwin van der
Laan, Jo A.E.E. van Nunen, and Luk N. Van Wassenhove. 1997. “Quantitative Models
for Reverse Logistics: A Review.” European Journal of Operational Research 103 (1).
North-Holland: 1–17. doi:10.1016/S0377-2217(97)00230-0.
Geissdoerfer, Martin, Nancy Maria Petronella Bocken, and Erik Jan Hultink., 2016. “Design
Thinking to Enhance the Sustainable Business Modelling Process.” Journal of Cleaner
Production 135: 1218–32. doi:10.1016/j.jclepro.2016.07.020.
Geissdoerfer, Martin, Paulo Savaget, Nancy M.P. Bocken, and Erik Jan Hultink., 2017a “The
Circular Economy A new sustainability paradigm?Journal of Cleaner Production 143:
757–768. doi:10.1016/j.jclepro.2016.12.048
Geissdoerfer, Martin, Paulo Savaget, and Steve Evans., 2017b. “The Cambridge Business
Model Innovation Process.” Procedia Manufacturing 8: 262-269.
doi:10.1016/j.promfg.2017.02.033.
Geissdoerfer, Martin, Doroteya Vladimirova, and Steve Evans. under review “Sustainable
Business Model Innovation: A Review.” Journal of Cleaner Production
Giannakis, Mihalis, and Simon R Croom., 2004. “Toward the Development of a Supply Chain
Management Paradigm: A Conceptual Framework.” The Journal of Supply Chain
Management 40 (2): 27–37. doi:10.1111/j.1745-493X.2004.tb00167.x.
Gimenez, Cristina, and Elcio M. Tachizawa., 2012. “Extending Sustainability to Suppliers: A
Systematic Literature Review.” Edited by Richard Wilding. Supply Chain Management:
An International Journal 17 (5): 531–43. doi:10.1108/13598541211258591.
Giunipero, Larry, Robert B. Handfield, and Reham Eltantawy., 2006. “Supply Management’s
Evolution: Key Skill Sets for the Supply Manager of the Future.” Edited by Paul D.
Cousins. International Journal of Operations & Production Management 26 (7): 822–44.
doi:10.1108/01443570610672257.
Govindan, Kannan, Hamed Soleimani, and Devika Kannan., 2015. “Reverse Logistics and
Closed-Loop Supply Chain: A Comprehensive Review to Explore the Future.” European
Journal of Operational Research 240 (3): 603–26. doi:10.1016/j.ejor.2014.07.012.
Graedel, T. E., and Braden R. Allenby. 1995. Industrial Ecology. Englewood Cliffs, N.J:
Prentice Hall.
Gupta, Sushil, Rohit Verma, and Liana Victorino., 2009. “Empirical Research Published in
Production and Operations Management (1992-2005): Trends and Future Research
Directions.” Production and Operations Management 15 (3): 432–48.
doi:10.1111/j.1937-5956.2006.tb00256.x.
Handfield, Robert B., and Ernest L. Nichols Jr. 1998. Introduction to Supply Chain
Management. London: Pearson.
Ho, Danny C. K., K. F. Au, and Edward Newton., 2002. “Empirical Research on Supply Chain
Management: A Critical Review and Recommendations.” International Journal of
Production Research 40 (17): 4415–30. doi:10.1080/00207540210157204.
Homrich, A.S., Galvão, G., Abadia, L.G., Carvalho, M.M., 2017. The Circular Economy
Umbrella: Trends and Gaps on Integrating Pathways. J. Clean. Prod. 175.
doi:10.1016/j.jclepro.2017.11.064
Ilgin, Mehmet Ali, and Surendra M Gupta., 2009. “Environmentally Conscious Manufacturing
and Product Recovery (ECMPRO): A Review of the State of the Art.” Journal of
Environmental Management 91: 563–91. doi:10.1016/j.jenvman.2009.09.037.
Jagdev, H S, and K Thoben., 2001. “Anatomy of Enterprise Collaborations.” Production
Planning & Control 12 (5): 437–51. doi:10.1080/0953728011004267.
Kauffman, Ralph G., 2002. “Supply M Anagement: What’s in a Name? Or, Do We Know Who
We Are?” The Journal of Supply Chain Management 38 (4). Blackwell Publishing Ltd:
46–50. doi:10.1111/j.1745-493X.2002.tb00142.x.
Knyphausen-Aufsess, D Zu, and Y Meinhardt., 2002. “Revisiting Strategy: Ein Ansatz Zur
Systematisierung von Geschäftsmodellen.” In Zukünftige Geschäftsmodelle, edited by
Thomas; Bieger, Nils; Bickhoff, Rolf; Caspers, Dodo zu Knyphausen-Aufseß;, and Kurt
Reding. Berlin, Heidelberg: Springer.
Kouvelis, Panos, Chester Chambers, and Haiyan Wang., 2009. “Supply Chain Management
Research and Production and Operations Management: Review, Trends, and
Opportunities.” Production and Operations Management 15 (3): 449–69.
doi:10.1111/j.1937-5956.2006.tb00257.x.
Larson, Paul D., and Arni Halldorsson., 2002. “What Is SCM? And, Where Is It?” The Journal
of Supply Chain Management 38 (4): 36–44. doi:10.1111/j.1745-493X.2002.tb00141.x.
Lin, Canhong, K L Choy, G T S Ho, S H Chung, and H Y Lam., 2014. “Survey of Green
Vehicle Routing Problem: Past and Future Trends.” Expert Systems With Applications 41:
1118–38. doi:10.1016/j.eswa.2013.07.107.
Lozano, Rodrigo., 2008. “Envisioning Sustainability Three-Dimensionally.” Journal of
Cleaner Production 16 (17): 1838–46. doi:10.1016/j.jclepro.2008.02.008.
Lummus, Rhonda R., Dennis W. Krumwiede, and Robert J. Vokurka., 2001. “The Relationship
of Logistics to Supply Chain Management: Developing a Common Industry Definition.”
Industrial Management & Data Systems 101 (8): 426–32.
doi:10.1108/02635570110406730.
Lyle, John Tillman. 1994. Regenerative Design for Sustainable Development. New York: John
Wiley & Sons.
MacCarthy, B.L., and P.G.S.a. Jayarathne., 2011. “Sustainable Collaborative Supply Networks
in the International Clothing Industry: A Comparative Analysis of Two Retailers.”
Production Planning & Control 23 (4): 252–68. doi:10.1080/09537287.2011.627655.
Majid Eskandarpour, $, Pierre Dejax, Joe Miemczyk, and Olivier Péton., 2015. “Sustainable
Supply Chain Network Design: An Optimization-Oriented Review.” Omega 54: 11–32.
doi:10.1016/j.omega.2015.01.006.
McDonough, William, and Michael Braungart., 2002. Cradle to Cradle: Remaking the Way
We Make Things. New York: North Point Press.
Meade, Laura, Joseph Sarkis, and Adrien Presley., 2007. “The Theory and Practice of Reverse
Logistics.” International Journal of Logistics Systems and Management 3 (1): 56–84.
doi:10.1504/IJLSM.2007.012070.
Meadows, Donella H., Dennis L. Meadows, Jorgen Randers, and William W. Behrens-III.
1972. The Limits to Growth: A Report for the Club of Rome’s Project on the Predicament
of Mankind. 5th ed. New York: Universe Books.
Meadows, Donella H., Jorgen Randers, and Dennis Meadows., 2004. Limits to Growth: The
30-Year Update. 1st ed. White River Junction: Chelsea Green Publishing.
Mentzer, John T., William DeWitt, James S. Keebler, Soonhong Min, Nancy W. Nix, Carlo D.
Smith, and Zach G. Zacharia., 2001. “DEFINING SUPPLY CHAIN MANAGEMENT.”
Journal of Business Logistics 22 (2). Blackwell Publishing Ltd: 1–25. doi:10.1002/j.2158-
1592.2001.tb00001.x.
Monczka, Robert M., Robert B. Handfield, Larry C. Giunipero, and James L. Patterson., 2015.
Purchasing and Supply Chain Management. 6th ed. Boston: Cengage Learning.
Morgan, Shona D., and Roger J. Gagnon., 2013. “A Systematic Literature Review of
Remanufacturing Scheduling.” International Journal of Production Research 51 (16):
4853–79. doi:10.1080/00207543.2013.774491.
New, Stephen J. 1997. “The Scope of Supply Chain Management Research.” Supply Chain
Management: An International Journal 2 (1): 15–22. doi:10.1108/13598549710156321.
Nidumolu, Ram, C K Prahalad, and M R Rangaswami., 2009. “Why Sustainability Is Now the
Key Driver of Innovation.” Harvard Business Review 87 (9): 56–64.
Ntabe, Eric N, Alison D Munson, and Luis Antonio De Santa-eulalia., 2014. “A Systematic
Literature Review of the Supply Chain Operations Reference ( SCOR ) Model Application
with Special Attention to Environmental Issues A Systematic Literature Review of the
Supply Chain Operations Reference ( SCOR ) Model Application with Speci.”
International Journal of Production Economics 169: 310–32.
Osterwalder, A, and Y Pigneur., 2013. Business Model Generation: A Handbook for
Visionaries, Game Changers, and Challengers.
Pan, Shu Yuan, Michael Alex Du, I. Te Huang, I. Hung Liu, E. E. Chang, and Pen Chi Chiang.,
2014. “Strategies on Implementation of Waste-to-Energy (WTE) Supply Chain for
Circular Economy System: A Review.” Journal of Cleaner Production 108. Elsevier Ltd:
409–21. doi:10.1016/j.jclepro.2015.06.124.
Pauli, Gunter A., 2010. The Blue Economy: 10 Years, 100 Innovations, 100 Million Jobs. Taos,
NM: Paradigm Publications.
Porter, Michael E., 2004. Competitive Advantage. New York: Free Press.
Porter, Michael E, and Mark R Kramer., 2011. “Creating Shared Value.” JOUR. Harvard
Business Review 89 (1/2): 62–77.
Richardson, James., 2008. “The Business Model: An Integrative Framework for Strategy
Execution.” Strategic Change 17 (5–6): 133–44. doi:10.1002/jsc.821 M4 - Citavi.
Ross, DF. 1998. Competing through Supply Chain Management: Creating Market-Winning
Strategies through Supply Chain Partnerships. New York: Chapmann and Hall.
Rungtusanatham, M.Johnny, Thomas Y Choi, David G Hollingworth, Zhaohui Wu, and
Cipriano Forza., 2003. “Survey Research in Operations Management: Historical
Analyses.” Journal of Operations Management. Vol. 21. doi:10.1016/S0272-
6963(03)00020-2.
Sachan, Amit, and Subhash Datta., 2005. “Review of Supply Chain Management and Logistics
Research.” International Journal of Physical Distribution & Logistics Management 35
(9): 664–705. doi:10.1108/09600030510632032.
Sarkis, Joseph, Qinghua Zhu, and Kee-Hung Lai., 2011. “An Organizational Theoretic Review
of Green Supply Chain Management Literature.” Intern. Journal of Production
Economics 130: 1–15. doi:10.1016/j.ijpe.2010.11.010.
Seuring, Stefan, and Stefan Gold., 2012. “Conducting Content Analysis Based Literature
Reviews in Supply Chain Management.” Edited by Richard Wilding. Supply Chain
Management: An International Journal 17 (5): 544–55.
doi:10.1108/13598541211258609.
Seuring, Stefan, Martin Müller, and Martin M??ller., 2008. “From a Literature Review to a
Conceptual Framework for Sustainable Supply Chain Management.” Journal of Cleaner
Production 16 (15): 1699–1710. doi:10.1016/j.jclepro.2008.04.020.
Shapiro, Jeremy F., 2007. Modeling the Supply Chain. Belmont: Thomson Learning.
Simchi-Levi, David, and Philip Kaminsky., 2007. Designing and Managing the Supply Chain:
Concepts, Strategies, and Case Studies. 3rd ed. London: McGraw- Hill.
Simmons, Helen., 2009. Case Study Research in Practice. London: SAGE Publications Ltd.
Skjoett-Larsen, Tage. 1999. “Supply Chain Management: A New Challenge for Researchers
and Managers in Logistics.” The International Journal of Logistics Management.
doi:10.1108/09574099910805987.
Srivastava, Samir K., 2007. “Green Supply-Chain Management: A State-of-the-Art Literature
Review.” International Journal of Management Reviews 9 (1): 53–80.
doi:10.1111/j.1468-2370.2007.00202.x.
Stadtler, Hartmut, Christoph Kilger, and Herbert Meyr., 2015. Supply Chain Management and
Advanced Planning: Concepts, Models, Software, and Case Studies. Berlin, Heidelberg:
Springer.
Stahel, Walter., 2010. The Performance Economy. Basingstoke, New York: Palgrave
MacMillan.
Stindt, Dennis, and Ramin Sahamie., 2014. “Review of Research on Closed Loop Supply Chain
Management in the Process Industry.” Flexible Services and Manufacturing Journal 26
(1–2): 268–93. doi:10.1007/s10696-012-9137-4.
Storey, John, Caroline Emberson, Janet Godsell, and Alan Harrison., 2006. “Supply Chain
Management: Theory, Practice and Future Challenges.” Edited by Paul D. Cousins Co-
editors: Benn Lawson. International Journal of Operations & Production Management
26 (7): 754–74. doi:10.1108/01443570610672220.
Stubbs, W., and C. Cocklin., 2008. “Conceptualizing a ‘Sustainability Business Model.’”
Organization & Environment 21: 103–27. doi:10.1177/1086026608318042.
Taylor, Publisher, K Thoben, and H S Jagdev., 2001. “Typological Issues in Enterprise
Networks.” Production 12 (5): 421–36. doi:10.1080/0953728011004266.
Tayur, Sridhar, and Ram Ganeshan. 1999. Quantitative Models for Supply Chain Management.
Boston: Kluwer Academic.
United Nations., 2015. “Global Sustainable Development Report.” Lowe-Martin.
V. Daniel R. Guide Jr., and Luk N. Van Wassenhove., 2009. “OR FORUM—The Evolution of
Closed-Loop Supply Chain Research.” Operations Research 57 (1): 10–18.
doi:10.1287/opre.1080.0628.
WCED. 1987. “Report of the World Commission on Environment and Development: Our
Common Future Acronyms and Note on Terminology Chairman’ S Foreword.” Oxford
University Press, Oxford.
Webster, Ken., 2015. The Circular Economy: A Wealth of Flows. Isle of Wight: Ellen
MacArthur Foundation.
Weele, Arjan Van., 2014. Purchasing and Supply Chain Management: Analysis, Strategy,
Planning and Practice. Boston: Cengage Learning.
Winans, K., Kendall, A., Deng, H., 2017. The history and current applications of the circular
economy concept. Renew. Sustain. Energy Rev. 68, 825–833.
doi:10.1016/j.rser.2016.09.123
Wu, Zhaohui, and Mark Pagell., 2011. “Balancing Priorities: Decision-Making in Sustainable
Supply Chain Management.” Journal of Operations Management 29 (6). Elsevier B.V.:
577–90. doi:10.1016/j.jom.2010.10.001.
Yang, M., S. Evans, D. Vladimirova, and P. Rana., 2016. “Value Uncaptured Perspective for
Sustainable Business Model Innovation.” Journal of Cleaner Production in press: 1–11.
doi:10.1016/j.jclepro.2016.07.102.
Yin, Robert K., 2009. Case Study Research: Design and Methods. Essential Guide to
Qualitative Methods in Organizational Research. Vol. 5.
doi:10.1097/FCH.0b013e31822dda9e.
Yin, Robert K., 2010. Estudo de Caso: Planejamento E Métodos. 4th ed. Porto Alegre:
Bookman.
Ying, Jiang, and Zhou Li-jun., 2012. “Study on Green Supply Chain Management Based on
Circular Economy.” Physics Procedia 25. Elsevier Srl: 1682–88.
doi:10.1016/j.phpro.2012.03.295.
Zhu, Qinghua, and Joseph Sarkis., 2004. “Relationships Between Operational Practices and
Performance Among Early Adopters of Green Supply Chain Management Practices in
Chinese Manufacturing Enterprises.” Journal of Operations Management 22 (3): 265–89.
doi:10.1016/j.jom.2004.01.005.
... It is considered the arrangement and coordination of organizational tasks, such as production, marketing, information technology, finance, logistics, and customer services, within all practitioners and business units involved in a supply chain to minimize the waste and emissions through resource and energy management circularly. As a result, operative effectiveness and efficiency would be improved, and competitive advantages would be generated [6,7]. Circular supply chains aim to apply the new industry standards and take green or eco-efficiency issues into account to reduce waste and energy consumption by cooperating with suppliers in a supply chain [8]. ...
... According to the "3R ′′ principles, the reduction is one of the essential aspects of a circular economy, referring to minimizing the input of primary energy and raw materials via production efficiency improvement [48]. Geissdoerfer et al. [7] have mentioned that the input materials in the circular supply chain are reduced since the wastes are recycled to be used again. The energy and resource dependencies may be reduced without affecting the operation's development and progress. ...
Article
In order to address the environmental and climate change challenges, the circular economy has gotten much attention from the worldwide economic and corporate platforms and policy domains. More specifically, the manufacturing sectors have played a crucial part in the global improvement of living standards. They are also associated with unsustainable production and consumption patterns in a linear system; thus, the circular economy has emerged as an alternative to the linear system. The companies should engage in more sustainable activities to transit to a circular economy and reap its advantages; thus, the present study aims to extend a novel picture fuzzy SWARA-COPRAS framework to assess the manufacturing sectors concerning circular supply chain management indicators. Therefore, sixteen indicators were identified through literature review, and then their weight was determined using picture fuzzy SWARA. Subsequently, the picture fuzzy COPRAS was applied to rank three manufacturing sectors in a home appliance company concerning the weighted indicators. The results indicated that “waste reduction” is the most influential indicator, followed by “circular supplier selection.” Furthermore, comparative and sensitivity analyses have been conducted to evaluate the proposed method’s performance compared to the other methods and weight changes.
... The circular economy (CE) has been one of the main recent approaches to environmental sustainability since it proposes the adoption of a regenerative system in which the input of resources and waste are minimized by slowing, narrowing, and closing loops of materials and energies [1,2]. It is understandable that to meet the needs of the population growth that has occurred in recent decades, there has been a need for an expansion of urban areas and agricultural food production, the detouring of water courses, and increased use of fertilizers. ...
Article
Full-text available
The use of biodigesters and the circular economy (CE) has been gaining attention in recent years. Both biodigesters and CE have the potential to minimize negative impacts—not only environmental, but also economic and social. However, little attention has been paid to the relationship between biodigesters and CE. Therefore, the objective of this paper is to identify and analyze the implications of the use of biodigesters in the light of a CE concept. To do this, a SWOT matrix was developed based on the opinion of experts and two case studies were conducted in companies operating in different sectors in Brazil. The results showed that the use of biodigesters can drive CE through biogas, which is a renewable energy source, closing the cycle of organic materials, increasing the economic power of companies and small producers, improving basic sanitation in remote areas, and stimulating industrial symbiosis. However, this study identified barriers in the use of biodigesters in the context of CE, such as lack of government incentives and composting being shown to be more cost-effective than the use of biodigesters for the treatment of solid waste.
... CSCM offers a new perspective to SSC development through the concepts of CE (De Angelis et al. 2018) and life cycle thinking at an inter-firm level (Walker et al. 2021). The forward and reverse supply chains are coordinated to prevent resource input and energy leakage (Geissdoerfer et al. 2018) and enable restorative flows of resources among organizations within or across supply chains (Batista et al. 2018). Both CE and Industry 4.0 technologies are the important basis for sustainable resource management (Ozkan-Ozen et al. 2020) and sustainable business performance (Gupta et al. 2021) of manufacturing supply chains. ...
Article
Full-text available
The COVID-19 pandemic has widely disrupted manufacturing industries. This research focuses on how project management, Industry 4.0 technologies, and the Circular Economy contribute to Sustainable Supply Chain development during the pandemic. A multiple case study focusing on three companies in the metals industry, covering small-, medium-, and large-size companies from Thailand, is adopted to investigate the impact of the pandemic on companies using the dimensions of demand, production, and distribution disruptions. The result shows that project management supports Industry 4.0 technologies and Circular Economy adoption. Moreover, the COVID-19 pandemic also expedites Industry 4.0 technologies adoption. Product customization is one of the key focuses of the companies to differentiate from the competitors and create long-term competitive advantages. Industry 4.0 technologies and the Circular Economy have a positive influence on Sustainable Supply Chain development.
... With increased worldwide demand for electronic and electrical products (Bechtsis et al. 2018;Meherishi and Narayana 2019;Silvestre 2018), developing and emerging countries, particularly those through technological innovation transitions, have prioritized e-Sustainable SCM. One of the most perplexing issues (Saberi et al. 2019) confronting policymakers in SSCM is an insufficient amount of e-sustainable supply chain treatment and recycling (Geissdoerfer and Morioka 2018;Hussain 2020;Nilsson 2021;Zhou and Govindan 2020), which can have a substantial influence on the environment and human health. The research theme of the e-sustainable supply chains is to identify significant hurdles and strategies for installing formalized supply chain management systems and novel sustainable business models to lower the e-sustainable supply chain (Gnansounou 2010). ...
Article
Full-text available
To attain ecological sustainability and transition to sustainable supply chain management (SSCM), efective technological innovation (TI) and solid waste management (SWM), as likely impending resources, are essential components. From 2000 through 2021, a detailed map of SSCMs in the context of TI and systematic history will be created, highlighting the most signifcant research themes and trends, primary features, development, and possibly relevant areas for future study. Due to utilizing bibliometric analysis, text mining, and content analytics methodologies, the following concerns were addressed: (1) How has SSCM research progressed over time in the TI domain? (2) Which SSCM research areas and trends receive the most attention in the TI domain? Additionally, (3) what are the research directions for SSCM in the context of TI? As a result, bibliometric networks were developed and examined using 983 journal articles from the Scopus database to highlight the substantial body of literature. As a result, SSCM has been divided into fve crucial study themes: (i) transition to TI, (ii) SSCM in closed-loop supply chains, (iii) municipal solid waste management (MSWM), (iv) environmental consequences and life-cycle evaluation, and (v) policymakers and practitioners in SSCM can use the SSCM research landscape and its primary highlight patterns to guide and add in the TI. Considering SSCM research as a way to reduce waste, future study directions are also suggested.
... Finally, closing is the only method of creating a complete circular economy. Here, no energy or materials 'leak' out of the system, ensuring that all materials are kept in the loop (Geissdoerfer et al., 2018). ...
Thesis
Full-text available
Climate change has increasingly become the biggest issue of this century. This requires action in all sectors, to try and restore the planet back to a sustainable state. This also applies to the healthcare sector in Denmark. This master’s thesis wants to investigate how reductions in health care consumption and emissions can be achieved by deploying remanufacturing as a strategy for circular economy. Currently, the benefits of remanufacturing in healthcare are limited to a view of the economic benefits. Therefore, this master’s thesis wants to pave the way for considering remanufacturing in healthcare for its environmental benefits. This is done by a case study of remanufacturing ultrasound catheters at Aarhus University Hospital. Through the case study, the environmental impact of remanufacturing single-use medical devices will be investigated by a life cycle analysis and the economic benefits of remanufacturing will be investigated by a Total Cost of Ownership analysis. Furthermore, actor-network theory will apply a socio-technical view on how a new system of remanufactured single-use medical devices could be introduced at Aarhus University Hospital. Using remanufacturing of single-use ultrasound catheters is found to reduce climate impact compared to the current situation. Furthermore, previous findings of remanufacturing being economically beneficial are supported by the results found in this thesis. Lastly, multiple actors will need to be enrolled in the new network of remanufactured devices for it to be feasible. This will happen using the results of the analyses as a boundary object to interest the actors within their context. Furthermore, an open meeting will support the delivery of the results of the analysis to interest relevant actors in the further work for legalisation of remanufacturing single-use medical devices in Denmark.
... Cycles can also be closed by design for disassembly (Nakamura & Yamasue, 2010) and design for remanufacturing (Singhal et al., 2020). However, cycles can not only be closed but also slowed through lifetime extensions and narrowed through efficiency improvements, which are both equally viable circular economy strategies (Geissdoerfer et al., 2018). The results of ...
... Previous scholars have called for literature review studies specific to the supply chain perspective [6]. More work remains to understand how circular business models generate and enable value in different parts of a circular supply chain [87]. The global manufacturing industry is affected by uncertain technology disruption, which will continue. ...
Article
The growth of emerging digital technologies has led to premature and inconsistent conclusions about the relationship between circular economy and value chain activities. A structured, systematic review approach was used to examine the titles and abstracts of 912 papers from the circular economy and digital transformation, strategic management, and operations management literature. We looked at a relevant selection of 79 articles to develop a research agenda. The literature review helped identify strategic initiatives impacting the firm value chain’s redesign involving logistics capabilities, marketing, sales, and service. Outcomes of this study make significant contributions to the field. First, firms must reorganize their business models that align with their value chain activities. Second, the literature review in this study adds to a growing understanding of the field of research by showing that engaging with Industry 4.0 and the circular economy is desirable and necessary for internalizing knowledge flows across different value chain actors. Third, this study is a first step in the right direction in developing and understanding the critical role of value chains and evolving business models in a global economy with calls for more sustainable development.
Article
Purpose This study aims to undertake a review of the circular economy (CE) and business model (BM) literature by conducting a thematic analysis and developing a framework. Design/methodology/approach To address the research questions, a systematic literature review was conducted. Finally, 106 publications were chosen based on two main criteria. Findings The authors performed an athematic analysis of CE drivers. This analysis identifies five key areas: environmental, economic, social, regulatory and institutional factors, as well as emerging approaches for addressing CE drivers. A framework for the circular economy business model (CEBM) has been developed by integrating BM value dimensions and three primary CE strategies, including closing, slowing and narrowing resource loops. Additionally, the authors’ framework considers the CEBM’s sustainability impact in emerging economies. Research limitations/implications This study is limited in two ways: one is inherent in the concept of CE, particularly CEBM, and the other is methodological. Originality/value This study contributes to the body of knowledge about CE and BM in three ways. First, this research includes a thematic analysis of CE drivers, as well as themes and subthemes. Additionally, the authors discuss an emerging approach for CE drivers. Second, the authors make a contribution by proposing a framework for CEBM that takes value dimensions and CE strategies into account for the emerging economy context. Third, the authors shed light on potential avenues for further research.
Experiment Findings
Full-text available
Az üzletmenet-folytonosság Magyarországon egy kevésbé ismert menedzsment szemlélet, rendszer és módszertan, noha már az 1990-es években történt ez irányba kezdeményezés. Ez a nagyjából 50 év alatt kialakult menedzsment rendszer annyiban egészíti ki a már ismerteket, hogy a fókusza a gazdasági társulás fenntartható működésére és a váratlan helyzetekre, veszélyekre való felkészültségre, és ellenállóképességre tevődik. Logikailag szükségszerű volt egy ilyen szemlélet és a köré kiépült menedzsment módszertan, hiszen a nemzetgazdaságok ereje és biztonságosan stabil létének a kulcsa a gazdasági társulások biztonságos és stabil működésén, fennmaradásán múlik. Ebből a menedzsment módszertanból az üzletmenetre gyakorolt hatások azok a jelenségek, tényezők, rendszerek, helyzetek, adottságok, értékek, egyéb, melyek mind kívülről, mind belülről befolyásolják a folyamatos pénz-, információ-, és anyagáramlást értelemszerűen a Fenntarthatósági törekvésekkel összhangban. A módszertani ajánlások alapján az üzletmenetre gyakorolt hatásokat az ismert preferencia háromszög mentén kell vizsgálni és értékelni, azonban arra, hogy milyen perspektívából, milyen megközelítésből, miből kiindulva, milyen vállalatirányítási keretrendszerre alapozva valósuljon meg ez a vizsgálat, az ajánlások nem egyértelműek. A nemzetközi szakirodalomban lelhetők fel kísérletek, kutatások, gyakorlati tapasztalatok eredményei, melyek az üzletmenetre gyakorolt hatások eredőjét keresik és értékelés szempontjából a legjobb kiindulópontot adhatják. A jelen kutatás, elsősorban elméleti alapokra helyezve a hangsúlyt, arra keresi a választ, hogy hol, mely területeken koncentrálódnak azok az üzletmenetre gyakorolt hatások, amelyek megfelelőségeesetén a gazdasági társulás akár nem normális működési környezetben is képes egy elvárt teljesítményt hozni; az üzleti áramlásait képes folyamatosan fenntartani, illetve a válságos időszakot követően visszaállva a normális működési pályára valódi jövőképpel, hosszútávon képes prosperálni. A kutatás kiindulópontja a nemzetközi szakirodalom által azonosítható „kollektív tudat”, melyből topik modell eljárással határoztam meg azokat a kritikus területeket, ahol az üzletmenetre gyakorolt hatások nagy valószínűséggel, akár koncentráltan is megjelennek az elemzés során. Az eredményeket három fő szempont szerint vizsgáltam a Magyarországon működő gazdasági társulások körében: a kritikus területekhez való általános hozzáállás fontosságára, megvalósíthatóságára és érettség szintjére vonatkoztatva, illetve a Covid19 tavaszi időszakát alapul véve, mint egyfajta koherencia vizsgálatként történő megközelítése az általános hozzáállásnak. A szövegelemzés eredményeképpen a nemzetközi szakirodalom alapján inkább vállalati értékeket, rendszereket azonosító 19 kritikus terület állapítható meg, melyek tovább szűkíthetők hálózatokra, kockázatokra, humán tényezőkre és üzleti menedzsment elemekre. A megkérdezés eredményeképpen kijelenthető az, hogy a Magyarországon működő gazdasági társulások 3, nagyjából azonos méretű, csoportot alkotnak a kritikus területek működési teljesítményeit illetően. Azonban több mint a fele komoly, de reaktív változásokon ment át azért, hogy az őszi időszakra felkészültnek érezhessék magukat. A gazdasági társulások többsége elégedett volt a tavaszi időszak alatt nyújtott teljesítményükkel, de közel a felük beismeri azt, hogy lehettek volna preventívebbek is, vagyis, hogy nem voltak megfelelő mértékben felkészültek a váratlan válsághelyzet gördülékeny kezelésére, ugyanakkor tisztában voltak azzal, hogy mely területeik instabilak. Mindezek okán pedig egyértelműen kijelenthető az, hogy a Covid19 egészében felkeltette az igényt Magyarországon az üzletmenet-folytonosság menedzsment, a gazdasági társulás védelmét megcélzó szemlélet és program iránt.
Article
Recent developments, such as climate change, demographic change and resource scarcity, have forced companies to turn towards more sustainable resources, processes and products. Thus, their business models should be developed in a way that meets social, ecological and economic challenges. A vital part of this development process is the evaluation of business models against the background of sustainability targets during different phases of this process. This paper addresses the, thus far, largely neglected sustainability-related strategic evaluation in the earlier phases of business model development. Based on a sustainability-related canvas approach and concepts from strategic management theory, it suggests a method for sustainability-related strategic evaluation of business models as well as business model ideas and options. Therefore, a procedure for evaluation is presented and five main criteria are developed that should be taken into account: eligibility to create stakeholder’s benefit, market attractiveness, heterogeneity/singularity, permanence and eligibility to generate sustainability-oriented value.
Article
Full-text available
While the terms Circular Economy and sustainability are increasingly gaining traction with academia, industry, and policymakers, the similarities and differences between both concepts remain ambiguous. The relationship between the concepts is not made explicit in literature, which is blurring their conceptual contours and constrains the efficacy of using the approaches in research and practice. This research addresses this gap and aims to provide conceptual clarity by distinguishing the terms and synthesising the different types of relationships between them. We conducted an extensive literature review, employing bibliometric analysis and snowballing techniques to investigate the state of the art in the field and synthesise the similarities, differences and relationships between both terms. We identified eight different relationship types in the literature and illustrated the most evident similarities and differences between both concepts.
Article
Full-text available
The transition within business from a linear to a circular economy brings with it a range of practical challenges for companies. The following question is addressed: What are the product design and business model strategies for companies that want to move to a circular economy model? This paper develops a framework of strategies to guide designers and business strategists in the move from a linear to a circular economy. Building on Stahel, the terminology of slowing, closing, and narrowing resource loops is introduced. A list of product design strategies, business model strategies, and examples for key decision-makers in businesses is introduced, to facilitate the move to a circular economy. This framework also opens up a future research agenda for the circular economy.
Article
Our paper provides a comprehensive assessment of 285 survey research articles in operations management (OM), published between 1980 and 2000. Six OM journals are included in this study; they are, in alphabetical order: Decision Sciences (DS), International Journal of Operations & Production Management (IJOPM), International Journal of Production Research (IJPR), Journal of Operations Management (JOM), Management Science (MS), and Production and Operations Management (POM). In this paper, we reflect upon the state and evolution of survey research in the OM discipline across a 21‐year time span and the contribution of OM journals that have published these studies. Major changes have occurred in the last 5 years of our sampling period, and two topics stood out as showing fastest ascendancy to prominence—operations strategy and supply chain management. Furthermore, over the years, the Journal of Operations Management appears to have been publishing more survey research articles and a greater variety of OM topics compared to the other five journals in our study.
Book
Please note that Springer has given (temporary) free access to the book due to the Corona crisis at https://link.springer.com/book/10.1007%2F978-3-642-55309-7. Supply Chain Management, Enterprise Resources Planning (ERP), and Advanced Planning Systems (APS) are important concepts in order to organize and optimize the flow of materials, information and financial funds. This book, already in its fifth edition, gives a broad and up-to-date overview of the concepts underlying APS. Special emphasis is given to modeling supply chains and implementing APS successfully in industry. Understanding is enhanced by several case studies covering APS from various software vendors. The fifth edition contains updated material, rewritten chapters and an additional case study.
Article
Among scholars, politicians and practitioners, the term “circular economy” (CE) has become increasingly familiar, but the concept comes from different epistemological fields and there is still a lack of consensus and convergence in the literature. This paper investigates the trends and gaps on the pathways convergence of the circular economy literature. The research method is a combination of semantic analysis, bibliometrics, networks and content analysis in a systematic literature review. The sample is composed of 327 articles extracted from the Web of Science and Scopus database. The results point out the lack of consensus on terminologies and definitions, thus, based on semantic analysis, a definition is proposed. In addition, the literature shows two main clusters, with different backgrounds, of different leading research groups in distinctive geographic regions. One cluster focuses on ecoparks and industrial symbiosis, mostly in the context of China. The second cluster is concerned with supply chains, material closed loops and business models.
Book
The St. Gallen Management Concept could be termed the DNA of the Integrated Business Model that is developed and detailed by Oliver D. Doleski. The practical St. Gallen Management Concept offers a good conceptual framework for the development of change, and increasingly dynamic change, which is now more than ever the key factor shaping business actions. The complexity arising from this very dynamism is becoming a defining characteristic of today’s markets. Traditional methods and business models can deliver less than ideal results in this difficult environment. New approaches to business development are needed. To master complexity, these approaches must fully integrate all of the many and diverse aspects and demands of normative, strategic and operational management.
Article
- This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.
Article
The challenges of balancing industrial development, environmental and human health, and economic growth in China and elsewhere in the world are drivers for recent resource use and low-carbon development strategies that include the application of the circular economy (CE) concept. A central theme of the CE concept is the valuation of materials within a closed-looped system with the aim to allow for natural resource use while reducing pollution or avoiding resource constraints and sustaining economic growth. The objectives of this study are (1) to review the history of the CE concept to provide a context for (2) a critical examination of how it is applied currently. Thematic categories are used to organize the literature review results including policy instruments and approaches; value chains, material flows, and products; and technology, organizational, and social innovation. The literature review illustrates the variability in CE project success and failure over time and by region. CE successes, key challenges, and research gaps are identified. The literature review results provide useful information for researchers as well as multi-stakeholder groups who seek to define the CE concept in practical terms, and to consider potential challenges and opportunities it presents when implemented.