Competitive strategy in remanufacturing and the impact of take‐back laws

Webster, Scott; Mitra, Supriya

doi:10.1016/j.jom.2007.01.014

Cited by 283 publications

(129 citation statements)

References 11 publications

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“…Furthermore, if firms aim to shape good social images or senior executives have strong environmental consciousness, they are likely to carry out an EPR program and take some environmental and green actions. These results also provide support for why so many scholars focus on investigating the effects of governmental take-back legislations on companies' product recovery and remanufacturing strategies (e.g., Klausner and Hendrickson [52]; Webster and Mitra [53]; Atasu and Wassenhove [54]; Esenduran et al [55,56]). …”

Section: Factor Ranking Through Anpsupporting

confidence: 52%

Analysis of Driving Factors for Extended Producer Responsibility by Using Interpretative Structure Modelling (ISM) and Analytic Network Process (ANP)

Xiong

Feng

2017

Sustainability

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Abstract:The establishment of an efficient reverse supply chain is important, especially in the electronics industry, considering the environmental and resource pressures worldwide. Extended Producer Responsibility (EPR), an important environmental policy approach, has been adopted extensively in various countries, and the effectiveness of its implementation has been proven through practical application. However, the establishment and development of EPR are lacking in most developing countries where collection and recycling systems are underdeveloped. This study addresses this problem by exploring the hierarchical relationship among the driving factors of EPR in the electronics industry in China and by identifying and ranking the factors that are critical in EPR implementation. As important managerial conclusions, research results show that EPR-related laws and regulations, the consciousness of senior executives, and corporate image are the three most important driving factors of EPR implementation.

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Section: Factor Ranking Through Anpsupporting

confidence: 52%

Analysis of Driving Factors for Extended Producer Responsibility by Using Interpretative Structure Modelling (ISM) and Analytic Network Process (ANP)

Xiong

Feng

2017

Sustainability

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“…Webster and Mitra, 2007;Parlikad and McFarlane, 2007;Subramanian et al, 2009 Intellectual property protection Martin and Guide, 2010 Market issues Customer demand Green image of remanufactured products Geyer and Jackson, 2004;Michaud and Llerena, 2006;Parlikad and McFarlane, 2007 Product Cannibalization Atasu et al, 2010;Ferrer and Swaminathan, 2006;Mitra and Webster, 2008;Hazen et al, 2012;Michaud and Llerena, 2006 …”

Section: Resultsmentioning

confidence: 99%

Viability of remanufacturing practice: a strategic decision making framework for Chinese auto-parts companies

Abdulrahman

Subramanian

Liu

et al. 2015

Journal of Cleaner Production

114

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Remanufacturing is a sustainable and proven profitable practice in the western world.Research on remanufacturing practices is relatively unexploited in China, despite being the "global factory" and both the world's largest automobile manufacturer and vehicle market.The increasing amount of automotive output and End-of-Life vehicles (ELVs) in China provides Chinese auto-parts companies with significant potential for environmentally conscious manufacturing and product recovery. Using case studies, we have investigated the status of remanufacturing practices, key determinants for strategic decision making to remanufacture in-house, outsource remanufacturing and/or not to engage in remanufacturing in Chinese auto parts firms using an analytical hierarchy process (AHP). This study suggests that Chinese firms are keen to adopt remanufacturing practice in-house compared to outsourcing despite a lack of technical and managerial capabilities.Key words: Remanufacturing, automotive, China, strategic decision making, analytical hierarchy process (AHP) INTRODUCTIONThe unprecedented and sometimes wasteful use of the environment as the natural provider of resources and sink for discarded end-of-life/end-of-use products and waste is proving to be unsustainable. There is increasing realization that manufacturing needs to produce more with less and different raw materials, to be ethical and sustainable. Achieving this will require materials wastage to be reduced and production to more closely match demand. This is why manufacturing firms, especially original equipment manufacturers (OEMs) and their suppliers, are under increasing pressure from stakeholders, including regulators, customers and employees to produce ethically, reuse/recycle, remanufacture, and/or to safely discard 3 their waste in accordance with the absorptive and regenerative capacity of the planet (Barker and Zabinsky, 2011).Of the many sustainable strategies, tools and techniques developed over the years aimed at improving productivity and economic longevity of manufacturing businesses, remanufacturing plays an important role. Remanufacturing has resulted in increased profits and market share for manufacturers in Western countries (Jayaraman and Luo, 2007;Giannetti, 2012). Remanufacturing further benefits businesses in terms of cost saving from reduced resource requirements, through assets recovery and reusing/recycling, cost savings from not using landfills, expanded product life cycle, increased employment rate and improved brand image (Sarkis, 2010;Kapetanopoulou and Tagaras, 2011;Zhang, et al., 2011).The automotive industry is one of the leading industries in remanufacturing and product recovery strategy, with 70% of all remanufacturing companies being in the automotive sector (Steinhilper, 2011;Zhang, et al., 2011). Furthermore, of all major products that are being The major motivation for this study is to (i) develop a remanufacturing decision-making framework for the Chinese auto-parts manufacturers' strategic decisions to either engage in the rem...

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“…We consider an industry structure where the manufacturer does not engage in remanufacturing, which is the case for the majority of manufacturers [12,13], including the situation in fashion apparel. The manufacturer produces new products and sells it to customers, while the remanufacturer produces remanufactured products.…”

Section: Introductionmentioning

confidence: 99%

Cooperation or Competition? Channel Choice for a Remanufacturing Fashion Supply Chain with Government Subsidy

et al. 2014

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Abstract:In this paper, we address the problem of choosing an appropriate channel for the marketing channel structure of remanufactured fashion products. To be specific, we consider a remanufacturer who has two options for selling the products: (1) provide the remanufactured products to a manufacturer, then the manufacturer sells both new products and the remanufactured products to customers, and (2) sell the remanufactured products directly to customers. Because of the relatively low acceptance of remanufactured products and environment consciousness of customers in developing countries like China, we model the two scenarios as decentralized remanufacturing supply chains, with the manufacturer being the Stackelberg leader and the government offering subsidy to the remanufacturer to incentivize remanufacturing activities. We find that the subsidy can incentivize remanufacturing activity regardless of the remanufacturer's channel choice. A "too high" or "too low" subsidy makes the remanufacturer compete with the manufacturer, and an intermediate subsidy results in cooperation between the two members of the remanufacturing supply chain. OPEN ACCESSSustainability 2014, 6 7293 Meanwhile, if the customers' acceptance for remanufactured products is higher, the remanufacturer will be more likely to compete with the manufacturer. However, the remanufacturer's optimal channel choice may be inefficient in the sense of social welfare and environmental protection.

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Competitive strategy in remanufacturing and the impact of take‐back laws

Cited by 283 publications

References 11 publications

Analysis of Driving Factors for Extended Producer Responsibility by Using Interpretative Structure Modelling (ISM) and Analytic Network Process (ANP)

Analysis of Driving Factors for Extended Producer Responsibility by Using Interpretative Structure Modelling (ISM) and Analytic Network Process (ANP)

Viability of remanufacturing practice: a strategic decision making framework for Chinese auto-parts companies

Cooperation or Competition? Channel Choice for a Remanufacturing Fashion Supply Chain with Government Subsidy

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