Sustainable development and the circular economy are two important issues for the future and the competitiveness of businesses. The programs for the integration of sustainability into industrial activities include the reconfiguration of production processes with a view to reducing their impact on the natural system, the development of new eco-sustainable products and the redesign of the business model. This paradigm shift requires the participation and commitment of different stakeholder groups and industry can completely redesign supply chains, aiming at resource efficiency and circularity. Developments in key ICT technologies, such as the Internet of Things (IoT), help this systemic transition. This paper explores the phases of the transition from a linear to a circular economy and proposes a procedure for introducing the principles of sustainability (environmental, economic and social) in a manufacturing environment, through the design of a new Circular Business Model (CBM). The new procedure has been tested and validated in an Italian company producing ceramic tiles, using the digitalization of the production processes of the Industry 4.0 environment, to implement the impact assessment tools (LCA—Life Cycle Assessment, LCC—Life Cycle Costing and S-LCA—Social Life Cycle Assessment) and the business intelligence systems to provide appropriate sustainability performance indicators essential for the definition of the new CBM.
Circular economy is an alternative to the traditional production model and has therefore attracted a great deal of attention from researchers. The change in the production system is accompanied by new logistical needs related both to resources and waste and to the distribution and recovery of products. The circular supply chain involves return processes and the manufacturer intends to capture additional value in the supply chain. In this paper, value chains have been mapped to visualize the links and interactions between the different stages and actors to understand the complexities of these systems and to make informed decisions. For this reason, and based on thorough literature review, the final objective of this work is to achieve a conceptual framework to study circular supply chain, which uses the main theoretical perspectives in strategic management literature. Four dimensions have been identified to support the development of these new supply chains—greater intensity in the relationships established in the supply chain, adaptation of logistics and organizational, disruptive and smart technologies, and a functioning environment. It can be concluded that to develop a new relationship capacity will allow for reaching more frequent, closer relationships with more actors. These relationships will be developed within an adapted organizational and logistical framework that is framed in new business model archetypes. However, dimensions related to the business environment such as sectoral, legislative, and fiscal frameworks must be incorporated.
Risk management plays a key role in uncertain times, preventing corporations from acting rashly and incorrectly, allowing them to become flexible and resilient. A global turbulence such as the COVID-19 pandemic has had a strong impact on individual companies and entire economic sectors, raising the question of whether a paradigm shift is necessary, in order to enable a new cycle of development that is much environmentally, socially and economically sustainable. This environmental and socio-economic context of profound uncertainty forces organizations to consider more carefully the risk factors affecting their business continuity, as well as how these factors relate to sustainability issues. However, there is a gap in knowledge about how risk management systems relate to sustainability management systems, and how both of them exert influence on business performance, especially from a theoretical point of view. The aim of this study is to address this gap, by developing a new interpretative framework for the analysis of risk management strategies in organizations. This approach has been identified in economic hermeneutics as an innovative methodological tool to improve the knowledge of risk and design the most appropriate management strategies. The paper provides two main results: the first one is the construction of a theoretical model that relates risk management to sustainability management; the second one is an operational framework of multidimensional risk assessment useful for analysis at different levels (business, competitive scenario and system). Finally, the model also makes it possible to carry out a sustainability assessment through risk evaluation in the perspective of the sustainable development goals.
The topic of sustainability is becoming one of the strongest drivers of change in the marketplace by transforming into an element of competitiveness and an integral part of business strategy. Particularly in the manufacturing sector, a key role is played by technological innovations that allow companies to minimize the impact of their business on the environment and contribute to enhancing the value of the societies in which they operate. Technological process can be a lever to generate sustainable behaviors, confirming how innovation and sustainability constitute an increasingly close pair. However, it emerges that the nature of this relationship is explored by researchers and considered by practitioners almost exclusively in terms of the degree of sustainability of technological solutions. Lacking is an in-depth exploration of how a product or process, in addition to being environmentally and socio-economically sustainable, must or can also be technologically sustainable. This research therefore aims to build a theoretical foundation for technological sustainability seen as a possible fourth dimension of sustainable development.
The pandemic caused by COVID-19 has had an impact on the relationships established between different actors in organisations. To deal with these changes, it is necessary to develop a resilience capacity that allows for the establishment of different patterns of relationships through a new management model. The application of circularity principles implies a radical change in stakeholder relations, breaking with the “end-of-life” concept existing in linear economies. Furthermore, circular economy can ensure resilience in supply chains, and it can be considered as a tool in uncertain environments. Therefore, the objective of this study is to analyse the association between the customer–supplier relationships with circular supply chains based on the intellectual capital-based view theory. External capital is a crucial factor for organisations, and it helps with building remarkable capabilities for the whole supply chain due to collaboration and cooperation. This research contributes with a systematic revision of the literature regarding circular supply chains and customer–supplier external capital, providing an exploratory model. Establishing a closer and effective relationship with customers and suppliers supposes a differentiating value and competitive advantages. Actors involved in the supply chain are essential in the implementation of circularity in organisations for reducing waste production and returning resources to the production cycle. Therefore, circular networks related to customers’ behaviour, sustainable supplier election and IT tools play a key factor in improving resilience in supply chains.
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