Background, aim, and scope This paper presents a waste management analysis of the packaging systems for soft drinks in Mexico, with emphasis on polyethylene terephthalate (PET) containers. The work presented is part of a project sponsored by a consortium of Mexican industries that participate in the PET market, such as resin producers, bottle manufacturers, soft drinks producers, distributors, and plastic recyclers. Two different life cycle assessments (LCAs) were elaborated to provide insight on waste management scenarios and waste products comparisons, respectively. The first LCA was a description of the actual PET market and PET waste treatment in Mexico. On the second LCA, three systems were analyzed: PET bottles, aluminum cans, and glass bottles. Currently, these results are used in Mexico as a basis for environmental policy. Materials and methods PET bottle's participation in the market has increased substantially in the previous years, and it is forecasted that this increase rate will continue. Due to this factor, there are some concerns about the environmental implications of PET usage. In order to analyze the waste management of PET bottles in Mexico, an LCA and a series of sensitivity analyses were conducted in order to understand: (1) the effect of different collecting distances in environmental impacts, (2) the effect of different recycling rates in environmental impacts, (3) the effect of different collecting rates in environmental impacts, and (4) the effect of different collecting rates with its associated distances in the environmental impacts.

Circular economy principles are usually dissociated from strategic planning practices, and there seems to be no guidance on how to decide on competitive strategies to establish circular business models. Therefore, this article aimed to propose a strategic planning decision framework oriented to circular business models (SPDF‐CBM) and test it by conducting a case study of a Brazilian company from the cosmetic sector. The SPDF‐CBM framework comprises five stages: (A) circular trends analysis; (B) circular vision and goals definition; (C) current circular business status; (D) competitive strategy for a circular economy definition; and (E) competitive strategies for a circular economy prioritization. Based on a number of tools to assist going through Stages A, B, and C, businesses get to know their current circular status and define their desired future state. In Stages D and E, businesses define their competitive strategy and spot circular business models (and strategies) they can pursue. After testing the proposed framework in a Brazilian startup from the cosmetic sector, results from SPDF‐CBM suggested that the startup pursues a competitive strategy based on differentiation and a CBM aimed at promoting renewable options. It was also pointed out that other CBMs in decreasing degree of fit with the business were maximizing material and energy efficiency, extending resource value and product life, pursuing sufficiency, and delivering functionality rather than ownership. By using the SPDF‐CBM framework, organizations can increase both their competitiveness and circularity at the same time.

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Purpose -The purpose of this paper is to illustrate a business process modelling approach based on: the incorporation of the best practices in the industry; higher reliability standards for operation; real-time settlement; improved security; and transparency in the process and information handling. Design/methodology/approach -This novel process modelling considers three major phases. First, devising a new operating model covering the following main aspects: core services, secondary services, support services, common processes for all services and, system interaction with the national and international financial markets. Second, modelling of the redesigned business processes. Third, construction of a new system. Findings -Significant improvements in the five attributes mentioned above were achieved by incorporating a straight-through continuous processing model with a single entry and exit channel, a new account structure, an intelligent pre-settlement process, and by stressing transparency in every process (system log).Research limitations/implications -The illustrated methodology represents close to 10,000 work-hours of research and consultancy at the Mexican central securities depository -CSD (INDEVAL). Although, arithmetic results are case specific, insight knowledge can be easily adapted on other CSD worldwide. Practical implications -International standards as well as the best international practices were incorporated in the new system. Hence, the operation of INDEVAL will be in the leading edge of financial systems. Originality/value -The present contribution illustrates a comprehensive re-design of a complex business environment. One of the most innovative proposals for this new model was the new pre-settlement module which optimizes the settlement process. Moreover, the incorporation of a straight-through continuous processing model for a securities depository provides a transparent and efficient operation for a CSD.