Remanufacturing

Reverse logistics and the return portion of the supply chain is often an overlooked and mismanaged process. Companies tend to focus their efforts on the forward portion of supply chain management, while failing to take advantage of the many opportunities that reverse logistics presents (Benton, 2007). What these companies do not realize is that the effective management of reverse logistics has the potential to make them more profitable, and to add value to many other parts of their supply chain

Chain Model Jayaraman et al. (1999) developed a 0-1 MIP model to design the closed-loop supply chain of an electronic equipment remanufacturing company in the US. The supply chain includes collection of end-of-life products (core) from customers, remanufacturing and distribution of remanufactured products. In this setting, the optimal number and locations of remanufacturing plants and the number of cores collected are determined based on investment, transportation, processing, and storage costs. In

perspective, Bloemhof-Ruwaard and Salomon (1997) and Fleischmann et al. (2000) attribute differences between reverse supply chains primarily to the form of the reprocessing process. The authors then distinguish three supply chain types, namely remanufacturing, recycling and direct reuse supply chains. Fleischmann (2003) refines this classification by including ownership of recovery process (OEMs versus third parties) and recovery drivers (economic versus legislative) as additional explanatory variables

management in a manufacturing/remanufacturing hybrid system with condition monitoring .The management of the serviceable inventory in the hybrid system. Whenever a replacement occurs, the gap in the fleet needs to be filled with a new product from the serviceable inventory. This is done primarily by remanufacturing under the assumption that remanufacturing is much cheaper than manufacturing a new product. The manufacturing option is considered only when the remanufacturing process is unable to satisfy

these centers should be commensurate with return rates. Another example is the use of third party providers for dealing with returns, setting up recycling and disposal depots. In general, collaborations with supply chain partners in recycling and remanufacturing strategies requires the alignment of the firms overall sustainability strategies with its reverse logistics strategy. Also, a focus on educating employees as a key part of sustainability strategy has a key influence on staffing the reverse supply

HOOP HOOP is a sustainable brand that fulfills consumers’ everyday clothing and accessory needs. Its products are designed to maximize their physical and emotional value. Revenue Mode: HOOP uses a point based incentive mode. It utilizes the buffers built for the discount in the business as usual (BAU) scenario to incentivize consumers for returning the product after use. HOOP offers five pathways under two payment plans—Ownership plan and Investment plan—to incentivize and encourage customers for

Supply Chains for Reusable Items (R-1) A first of important group of reverse supply chains can be found in systems of directly reusable items such as reusable packages such as bottles, crates pallets and containers (see Chapter 1). Reusable items requiring only minor reprocessing steps such as cleaning and inspection can be expected to lead to a rather flat supply chain network structure comprising a small number of levels (i.e. depots). Moreover, a closed-loop supply chain structure seems natural

2.2 Strategic Design and Planning Issues Having characterised reverse supply chains in Section 2.1, we now address corresponding strategic design and planning issues. Strategic design and planning of reverse supply chains deal with decisions that have a long-lasting effect on the company. These include decisions regarding a choice of collection method, the number, location and capacity of sorting and reprocessing operations and corresponding inventory buffers, and definition of various transportation

In Waste to Wealth: The circular Economy Advantage, as the name suggests, the authors, Peter Lacy and Jakob Rutqvist, introduced methods of turning waste into wealth, and encouraged companies to move from resource-based growth to performance-based growth for competitive advantage. They pointed out how the circular economy model could replace the historical linear growth model to make companies more sustainable and more compatible with economic growth, as well as outlining strategies for helping companies

REVERSE LOGISTICS: CHALLENGES AND ISSUES FACED BY THE MAJOR RETAIL PLAYERS IN THE UK. INTRODUCTION: “In the sweat of your face you shall eat bread till you return to the ground, for out of it you were taken; For dust you are, And to dust you shall return.” Genesis 3:19. Effective and efficient management of product returns is an intriguing practical and research question. Growing green concerns and advancement of reverse logistics (RL) concepts and practices make it all the more relevant