https://repository.tudelft.nl/islandora/object/uuid%3A2bdf60ac-ad83-46be-afa3-fa5130e04118/datastream/OBJ/download

The Circular Economy – A new sustainability paradigm?

A literature and practice review to develop sustainable business model archetypes

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.

/pdf/product-design-and-business-model-strategies-for-a-circular-27xi6fbnmo.pdf

Product design and business model strategies for a circular economy

The aim of this paper is to advance research on sustainable innovation by adopting a business model perspective. Through a confrontation of the literature on both topics we find that research on sustainable innovation has tended to neglect the way in which firms need to combine a value proposition, the organization of the upstream and downstream value chain, and a financial model, in order to bring sustainability innovations to the market. Therefore, we review the current literature on business models in the contexts of technological, organizational, and social sustainability innovations. As the current literature does not offer a general conceptual definition of sustainable business models, we propose examples of normative 'boundary conditions' that business models should meet in order to support sustainable innovations. Finally, we sketch the outline of a research agenda by formulating a number of guiding questions.

Business Models for Sustainable Innovation: State of the Art and Steps Towards a Research Agenda

http://fox.leuphana.de/portal/files/15456801/SSRN_id2103495.pdf

Business Models for Sustainable Innovation: State-of-the-Art and Steps Towards a Research Agenda

Purpose – To delineate typologies that capture the relationship between closed‐loop supply chains and value‐added business models, and thereby to suggest a research agenda for the transition to sustainable business.Design/methodology/approach – Develops four new theoretical categories or typologies of closed‐loop systems and applies them to the context of the automotive industry. Conceptual, rather than empirical.Findings – That hybrid closed‐loop systems can be combined with innovative non‐linear value configurations to enable the transition to more sustainable production and consumption.Research limitations/implications – Identifies research agenda to explore how novel business models can integrate with various closed‐loop systems. Theoretical, but grounded in research into the automotive industry.Practical implications – That closed‐loop systems are best implemented outside traditional linear value added structures.Originality/value – Places closed‐loop systems at the heart of the (redesigned) business...

Business models and closed-loop supply chains: a typology

– To provide in‐depth insights into one specific product recovery operation (remanufacturing) in the automotive sector, taking the example of original equipment manufacturers (OEM)., – The research was undertaken within the engine remanufacturing facilities of a major European car manufacturer. The main data collection methods were open‐ended, non‐directive interviews and process observation. In addition, secondary data (internal company reports and documentation) were collected. Overall, a total of 64 interviews were conducted within the engine remanufacturing plant., – The case study revealed that the remanufacturing processes included challenges that have been traditionally investigated within “conventional” operations and supply chain management, such as high inventory levels or process through‐put times. It was also found that product take‐back and recovery in the automotive sector do not necessarily stem from a company's mission statement that includes (sustainable) responsibility, but are based on other motives. These motivations include the long‐term supply of spare parts, for example., – The findings are limited to one specific European car manufacturer and may therefore not necessarily apply to the independent automotive remanufacturing sector or to other OEM remanufacturers., – The case study gives an in‐depth insight into the issues within automotive product take‐back and recovery, the types of obstacles that may occur as well as how these may be overcome in the real world., – The findings provide new, real‐world insights for academia, but also feedback to industry by providing an in‐depth account of current automotive remanufacturing practices undertaken by the OEM.

Challenging the implementation of corporate sustainability: The case of automotive engine remanufacturing

Managing product recovery operations: The case of automotive engine remanufacturing

Remanufacturing: the environmental and business case

Reverse logistics and remanufacturing are established concepts. Social, environmental
and economic forces combine to make both concepts of growing importance.
However, it cannot be assumed that either reverse logistics or remanufacturing can be
added to business structures. In the automotive industry reverse logistics and
remanufacturing are marginal and are undertaken for reasons other than profitability
or sustainability. This is because industry structure and business models focus on the
mainstream activity of manufacturing and selling new cars.This paper presents the contention that reverse logistics and remanufacturing cannot
be considered in isolation from the original manufacturing and supply business.
Successful reverse logistics and remanufacturing may require a restructuring of the
mainstream production business, and the introduction of different business models.
The paper provides a theoretical account of possible structures in the automotive industry, along with the accompanying business models, and seeks to demonstrate the
impact upon reverse logistics and remanufacturing strategy.

M. A. Seitz

Papers

Business models and closed-loop supply chains: a typology

Challenging the implementation of corporate sustainability: The case of automotive engine remanufacturing

Managing product recovery operations: The case of automotive engine remanufacturing

Remanufacturing: the environmental and business case

Business models and closed-loop supply chains: Ananalysis of the automotive industry