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31 December 2021
Journal of Industrial and Production Engineering
Special Issue Editor(s)
Antai College of Economics & Management and Sino-US Global Logistics Institute, Shanghai Jiao Tong University
College of Economics & Management and Green Supply Chain & Recycling Industry Research Center, Shanghai Polytechnic University
Engineering Management, College of Engineering, Mathematics and Physical Sciences, University of Exeter, UK
Supply Chain Management, University of Kassel, Germany
Collaboration, Technology Innovation and Risk Management for Circular Supply Chain Management
At the company level, green supply chain management and circular economy overlap (Liu et al., 2018). Thus, circular supply chain management (CSCM) was put forward to integrate the philosophy of the circular economy into supply chain management (Alnajem et al., 2020). For the implementation of CSCM practices, a return system of used products is necessary. Besides, CSCM needs to redesign supply chains (Bressanelli et al., 2019), and develop new business models such as a shift from product ownership to leasing and product-service system business models (Yang et al., 2018).
CSCM requires strong collaboration among stakeholders along supply chains as well as within a comprehensive industrial ecosystem. To bring commercial value, technology is required to turn “waste” into reclaimable resources. Industry 4.0 technologies have brought opportunities for sustainable resource management for CSCM, but barriers exist (Ozkan-Ozen et al., 2020). Due to the complexity of processes and activities in circular supply chains, risk identification and management are crucial for CSCM.
CSCM increases the recovery rate and level of used products, components or materials, which is similar to the concept of closed-loop supply chain management. In other words, the existing studies on CSCM focus on reuse, remanufacturing, recycling in the same supply chain of new products. How to create value through CSCM is critical. Unfortunately, value creation can be limited in many cases if treated products, components or materials are returned to the same supply chain of new products.
This special issue defines CSCM as the extension of reuse, remanufacturing and recycling in the same supply chain of new products by the original manufacturer to other supply chains (probably including competitors), which aims to maximize value of used products, components or materials.
Objectives of the Special Issue
This special issue aims to attract scholars to redefine CSCM by extending reuse, remanufacturing and recycling in more possible supply chains besides the closed-loop supply chain. It also aims to facilitate theoretical development of collaboration, technology innovation and risk management for CSCM.
The particularly suitable topics that are welcomed in this special issue include, but are not limited to, the following:
- The concept, related theories, new business models of CSCM. These can include:
- Case studies with successful stories and key factors.
- Relationships among different barriers.
- New business models for effective and efficient CSCM.
- Business ecosystem for CSCM.
- Digital application in CSCM
- Collaboration for CSCM. These include:
- Drivers, barriers, and levels of collaboration among manufacturers in different supply chains along different stages.
- Collaboration between forward and reverse supply chains.
- Collaboration among different supply chains.
- Collaboration among stakeholders in an industrial ecosystem.
- Performance of collaboration, etc.
- Optimization of reverse and forward logistics network sharing
- Collaborative forecasting & plan for CSCM
- Technology innovation for CSCM. These include:
- Industry 4.0 technologies
- Green technologies
- The adoption of digital technologies
- Technology adoption and diffusion
- Technology management
- Data-driven CSCM
- Redesign and restructure of current information management system for CSCM
- Risk management for CSCM. Risks can include:
- Failure of technology development
- Low quality of reclaimed products/components/materials, limited financial gains, which may not cover costs
- Risks that come from information sharing among different supply chains.
- Lack of attention from top management to CSCM
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