Circular Supply Chain PDF

Circular Supply Chain Dipartimento di Scienze Economiche e Aziendali Management for Sustainable Firms Kraljic’s matrix for supply chain management (HBR, 1983)  Circular Supply-Chain Business Model Renewable Recyclable Biodegradable...

Circular Supply Chain Dipartimento di Scienze Economiche e Aziendali Management for Sustainable Firms Kraljic’s matrix for supply chain management (HBR, 1983)  Circular Supply-Chain Business Model Renewable Recyclable Biodegradable Renewable energy is an Recyclable inputs such as Bio-based material such as essential resource input for metals or minerals can be biochemicals or bioplastics almost any product’s circular infinitely recycled and reused (“biological nutrients”) can replace value chain, replacing if a return chain is functional. nonrenewable and toxic inputs and nonrenewable energy. safely degrade in the natural Ñ Contamination must be environment. avoided. Toxicity is not Resistant acceptable. Ñ Be aware of OXO-biodegradation, X it is not sustainable at all! Nontoxic The bioeconomy CSP Model  Variations of the Business Model To produce for others To produce for their own operations Coating made from When producing circular inputs for plant-based oils and others’ use, a company may find value recycled PET bottles in working closely with customers on joint development and lifecycle management projects. Fibers that saves around 99% of the use of water, durable and soft as cotton without the other negative externalities  Bio-based Industries (BBI) Sustainable Public-private model Energy and chemicals solutions to: for Bioeconomy Those sectors are early adopters of Advanced protein Novozymes entered an industry the circular model. Food and beverage joint with the European Union, Pioneers are in Europe and North Household care an unprecedent public-private America. Human health commitment to deliver Bioenergy (switch from fossil to bio- Professional cleaning sustainable growth in European based supplies for diverse uses. Animal health and nutrition regions. Leather and textiles Aquaculture Bio Agriculture Pulp and paper Bioenergy Carbon capture Fine chemicals Key challenges to implement CBM Scaling: this model must be popularized, for this, economical viability is paramount. Cost x Lead time: one of main issues for all business Research and development cycles: time and investments for creating innovations Being active in a supportive circular network: share costs and knowledge to accelerate growth. Effective joint ventures require a unique mind-set to avoid being exposed to competitors. See beyond the core business: customers trends may be the key Key challenges to implement CBM Avoid investing in infrastructure that already exist: to generate circular supplies via decentralized production rather than centralized super- scale common to process linear resources. Search for big waste instead of small virgin sources: reverse logistics of products with added value materials like metals are preferable than mining from nonrenewable mines. Cradle to Cradle design principles: create things that are meant to be reused, repaired, recycled. Ecovative: Making Magic from Mushrooms Disruptive innovation with rigid and molded materials produced with fungi. They use renewable resources to produce biodegradable plastics with the same quality of nonbiodegradable ones. After some years of research and development, now they produce mushroom-based materials by combining agricultural by-products like corn stalks with mushroom mycelium. Mycelium is a natural, self-assembling glue that digests crop waste: the more the product is used, the more it benefits the environment. Fungi can grow in a factory and does not require land, not competing with food producers for land availability. Italian cases