Vicious circles that hinder value creation in closed loop supply chains

Harold Krikke, Maren Schenkel

Research output: Contribution to journalMeeting AbstractOther research output

Abstract

Although both practitioners and academics acknowledge that recovering returned products and materials create value, many companies are still hesitant to scale up their closed loop supply chain (CLSC) activities as part of their core business. Literature provides much knowledge on success factors for CLSC activities, constraints and stakeholder of CLSC activities, yet fails to explain how these factors interact. We conduct an explanatory study collecting and analyzing in-depth data from four brand owners of high capital electronic goods. We find that CLSC key processes negatively interact with operational constraints creating a vicious circle that impedes brand owners to scale up their CLSC activities. Several strategic factors can relax constraints, yet these are hampered by conflicting stakeholder interests. Overcoming these constraints requires integral thinking and top-management commitment as well as collaboration among different stakeholder groups.
Original languageEnglish
Article number16100
JournalAcademy of Management Proceedings
DOIs
Publication statusPublished - Jan 2015

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Closed-loop supply chain
Value creation
Stakeholders
Owners
Factors
Management commitment
Integral
Success factors
Top management

Keywords

  • closed loop supply chains
  • constraints
  • value creation

Cite this

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Vicious circles that hinder value creation in closed loop supply chains. / Krikke, Harold; Schenkel, Maren.

In: Academy of Management Proceedings, 01.2015.

Research output: Contribution to journalMeeting AbstractOther research output

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AU - Schenkel, Maren

PY - 2015/1

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N2 - Although both practitioners and academics acknowledge that recovering returned products and materials create value, many companies are still hesitant to scale up their closed loop supply chain (CLSC) activities as part of their core business. Literature provides much knowledge on success factors for CLSC activities, constraints and stakeholder of CLSC activities, yet fails to explain how these factors interact. We conduct an explanatory study collecting and analyzing in-depth data from four brand owners of high capital electronic goods. We find that CLSC key processes negatively interact with operational constraints creating a vicious circle that impedes brand owners to scale up their CLSC activities. Several strategic factors can relax constraints, yet these are hampered by conflicting stakeholder interests. Overcoming these constraints requires integral thinking and top-management commitment as well as collaboration among different stakeholder groups.

AB - Although both practitioners and academics acknowledge that recovering returned products and materials create value, many companies are still hesitant to scale up their closed loop supply chain (CLSC) activities as part of their core business. Literature provides much knowledge on success factors for CLSC activities, constraints and stakeholder of CLSC activities, yet fails to explain how these factors interact. We conduct an explanatory study collecting and analyzing in-depth data from four brand owners of high capital electronic goods. We find that CLSC key processes negatively interact with operational constraints creating a vicious circle that impedes brand owners to scale up their CLSC activities. Several strategic factors can relax constraints, yet these are hampered by conflicting stakeholder interests. Overcoming these constraints requires integral thinking and top-management commitment as well as collaboration among different stakeholder groups.

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KW - constraints

KW - value creation

U2 - 10.5465/AMBPP.2015.16100abstract

DO - 10.5465/AMBPP.2015.16100abstract

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JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

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