Developing Reverse Logistics Maturity Model to Transition · PDF file ·...
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1www.cranfield.ac.uk
Developing Reverse Logistics Maturity Model to Transition to Circular Economy
Serhan Alshammari
13th Sep 2017Scottish Institute of Remanufacturing
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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Reasons To Adopt CE Principles
Createvalue• Newbusinessmodels• Differentiation• Costsavings• Improve&innovateproducts
Strengthenresilience• Supplystability• Riskreduction• Resilientsupplychains• Complywithregulations
Improvereputation• Attractingtalent• Increasecustomersatisfaction• CorporateResponsibility
towardsstakeholders
Ø SowhydowenotyetseetheimplementationofCEonalargescale?
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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Complexity of managing the circular economy value chain, including:• Managing the return, recovery and remarketing of varying product models• Return products fed into the circular cycle at varying times and in varying
conditionsUnderstanding reverse logistics requirements, regarding:• Asset tracking• Optimized product and material flows• Compliance with waste handling regulationsPreserving the residual value of return products, considering:• Product type and condition• Recovery purpose
Key challenges limiting the scaling-up of CE principles
Ø WeneedtounderstandtheroleandrequirementsoflogisticsforaCE
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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• Reverse logistics
• Circular Economy
Role And Requirements Of Logistics For A CE
1970s recycling
1980s material
againsttheprimaryflow 19
90s recyclingwastedisposalmanagementofhazardousmaterials
2000
CompleteSCProcessplanningvaluerecoveryandcreation
EllenMacArthurFoundation,http://www.ellenmacarthurfoundation.org/circular-economy/interactive-diagram
SupplyChainOperationsReferencemodel,SCOR,V9
Lambert,GSCFModel
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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Designing the Reverse Logistics Maturity Model
ArchetypicalModels MaturityPathway
• Standard,prototypicalapproachestoRLinusetoday
• Keyconditionswhichdetermineappropriatemodel
• Exampleproductclasses
• Detailedunderstandingofrequisitecomponentcharacteristicsfordevelopmentalstages
• Developmentalpathwayandincrementalsteps
ReverseLogisticsFramework
• UnderstandingofcomponentsofsuccessfulreverselogisticsforCE
• Frameworkforselfassessmentofcriticalpathitems
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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A: Low value Extended Producer Responsibility
RL Archetypes: Different products driving RL requirements
Realizingeconomiesofscale
Productexamples- Tires- Consumerelectronics- Shippingpallets
1)ExtendedProducerResponsibility
RLrequirements- SubjecttoincreasingEPR 1)
legislation- Maximizereturnvolumes- StandardizeRLprocess
Centralizedcollectionscheme
e.g.Municipalcollection,Drop-off,Returnshipping,Milkruns,POScollection
Waste/RecyclingServiceProvider
Refurbish
Remanufacture
Recycle
Part Recovery
Consum
ers/users
Return(Front-End)
Recovery(Engine)
Remarketing(Back-End)
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A: Low value Extended Producer Responsibility
RL Archetypes: Different products driving RL requirements
Realizingeconomiesofscale
Productexamples- Tires- Consumerelectronics- Shippingpallets
1)ExtendedProducerResponsibility
RLrequirements- SubjecttoincreasingEPR 1)
legislation- Maximizereturnvolumes- StandardizeRLprocess
Refurbish
Remanufactur
Recoverpartially
Recycle
Return(Front-End)
Centralized collection scheme
e.g.Municipal collection,Drop-off,Return shipping,Milk runs,POS collection
Recovery(Engine)
Waste/Recycling Service Provider
Consumer/User Remarketing(Back-End)
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B: Service parts logistics
RL Archetypes: Different products driving RL requirements
Combinationofreturnanddeliveryforseamless
replacement
Distributor/Servicepartner/3PLe.g.daydefinitedomestictransport
ManufacturerA
Distributor/Servicepartner/3PLe.g.dedicatedtransport
ManufacturerB
ManufacturerC
ReuseRefurbishRemanufactureRecycle
ReuseRefurbishRemanufactureRecycle
Consum
ers/users
Return(Front-End)
Recovery(Engine)
Remarketing(Back-End)
ReuseRefurbishRemanufactureRecycle
Productexamples- Machinery- Automotiveparts
RLrequirements- Combinethereturnofused
partswiththesupplyofneworrefurbishedparts
- Optimizedtransportflows
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B: Service parts logistics
Distributor/Service partner/ 3PL e.g. dedicated transport
Refurbish
Remanufactur
Recycle
ManufacturerA
ManufacturerB
ManufacturerC
Reuse
Return(Front-End)
Recovery(Engine)
Consumer/User Remarketing(Back-End)
Distributor/ Service partner/3PL e.g. day definite domestic transport
RL Archetypes: Different products driving RL requirements
Combinationofreturnanddeliveryforseamless
replacement
Productexamples- Machinery- Automotiveparts
RLrequirements- Combinethereturnofused
partswiththesupplyofneworrefurbishedparts
- Optimizedtransportflows
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C: Advanced Industrial Products Recovery
RL Archetypes: Different products driving RL requirements
DistributorA /Servicepartner/3PLe.g.dedicatedtransport
ManufacturerA
Reuse/redistributeRefurbishRemanufactureRecycle
ManufacturerB
ManufacturerC
Reuse/redistributeRefurbishRemanufactureRecycle
Reuse/redistributeRefurbishRemanufactureRecycle
DistributorB /Servicepartner/3PLe.g.dedicatedtransport
DistributorC /Servicepartner/3PLe.g.dedicatedtransport
Consum
ers/users
Return(Front-End)
Recovery(Engine)
Remarketing(Back-End)
Transparencyandtrustedordirectreturn
Productexamples- IT,network,telecom
equipment- MedicalequipmentRLrequirements- High-touchrequirements- Preservetheproduct
returnvalue- Collectionshouldbe
combinedwiththereplacementoftheasset
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C: Advanced Industrial Products Recovery
RL Archetypes: Different products driving RL requirements
Transparencyandtrustedordirectreturn
Productexamples- IT,network,telecom
equipment- MedicalequipmentRLrequirements- High-touchrequirements- Preservetheproduct
returnvalue- Collectionshouldbe
combinedwiththereplacementoftheasset
Distributor C / Service partner/3PL e.g. dedicated transport
Refurbish
Remanufactur
Recycle
ManufacturerA
ManufacturerB
ManufacturerC
Reuse
Return(Front-End)
Recovery(Engine)
Consumer/User Remarketing(Back-End)
Distributor A / Service partner/3PL e.g. dedicated transport
Distributor B / Service partner/3PL e.g. dedicated transport
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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Reverse Logistics Maturity Model Structure
RLcomponent Decisiondimension
Areastoassess
RETURN(FRONTEND)
Strategic ReverselogisticsstrategyTactical Reverselogisticsnetworkstructure
Performance ResponsivenessandvisibilityofitemsinRLflow
RECOVERY(ENGINE)
Strategic RecoverystrategyTactical Returnedproductsinventorycontrol
Performance Returnedmaterialevaluation
REMARKETING(BACKEND)
Strategic Remarketinginsecondarymarkets
Tactical Remarketingplanningforsecondarymarkets
Performance Remarketingdata
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• Circular economy –CE- business motivation.• CE challenges.• Role And Requirements Of Logistics For A CE.• Reverse Logistic Maturity Model: Study approach• RL Archetypes: Different products driving RL requirements • Reverse Logistics Maturity Model Structure • Maturity Levels Pathway For Reverse Logistics
Content
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Maturity Levels Pathway For Reverse Logistics
Initial• ProcessisinformalandAdhoc
Managed• BasicProjectManagement
Defined• ProcessStandardization
QuantitativelyManaged• Predictedperformance
Optimizing• ContinuousProcessImprovement
Thereturnandrecoveryunit
tryingtogofastalone
StrategicDecisionmakingismainlyonmaximizingaggregationprocess.
Capabilitytomakeinformative
decisionsonreuseoperationbasedonavailabledata
StrategicDecisionmakingismainlyonmaximizing
reuseandrecoveroperations.
InfluencethedesignofproductsandsystemsforRLtomaximizereuse
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Companies wishing to assess their reverse logistics’ maturity as a way to begin scaling-up their circular capabilities can apply the RLMM as follows:
1. Select a product/ product group to assess2. Identify archetype3. Consider all functions, partners and stakeholders who depend on/control the reverse logistics process4. Map RLMM components (front end, engine, back end)5. Map decision making levels (strategic, tactical, performance)6. Assess maturity by matching the respective current level of maturity across each RL component and within each dimension7. Identify and select focus areas for improvement
How to apply the RLMM
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Aspect Initiallevel(Processinformal,adhoc)
Managedlevel(Basicprojectmgmt)
Definedlevel(Standardizedprocess)
Quantitativelymanagedlevel(Measurableandcontrolledprocess)
Optimizedlevel(Continuousprocessimprovement)
RETURN(FRONTEND)RLStrategy StandaloneRLwithbusinessgoalslimited
tocostminimisation.BasicstrategyinplacetomanageRL. RLstrategyalignedwithsupplychain
strategy,definedRLprocess inplace.RLisintegratedwithsupplychainstrategydrivenbyprofitgeneration.
RLisintegratedascross-functionalprocesswithindifferentbusinessunits.Drivenbyprofitgenerationandisalignedwithbusinessgoals.
RLNetworkStructure RLnetworkisnotwelldefinedandismanagedreactively.
RLnetworkisplannedandestablished. RLnetworkisstandardized.Returnagreementsorcontractsinplaceforproactivecollection.
RLnetworkandflowsareplannedthroughcollaborationagreementswithstakeholderstodefineperformancerequirements.
RLnetworkandflowisoptimisedthroughdefinedperformanceobjectivesincollaborationwithlogisticsprovider.
ResponsivenessandVisibilityinRLFlows
Itemsarecollectedwithnorecordofleadtime,returnrateandvolume.
Itemsarecollectedandtraditionalmeasurementsareavailable(leadtime,returnrateandvolume).
TheRLtimeandflowaremeasured.Alsoitemsqualitiesaremeasured.
Itemstraceabilitymetriciswelldefinedandused,coordinatedinsharedsystemacrossvaluechaintomonitorandassessreturnagreements.
TheRLprocessismonitoredandresponsivelyupdated,withrealtimeexchangeofvaluechaininformationonreturneditemsbetweenlogisticsproviderandcompany.
RECOVERY(ENGINE)RecoveryStrategy Assetsrecoveryprograminoperationbut
notdirectlyalignedwithstrategy.Recoverystrategyinplacebasedoneconomicandtechnicalviabilityofrecoveryoptions.
RecoverystrategyisalignedqualitativelywithRLstrategyandbusinessstrategy.
Recoverystrategystatedandquantitativelydrivenbasedoneconomic,technical,andenvironmentalviabilityofrecoveryoptions.
Fullyalignedrecoverystrategyinplace,includinginnovativeproductdesignwhichconsidersproductrecovery.
Returnedproductsinventorycontrol
Inventorycontrolforreturnedproductsisunstable.
Returnedproductsinventorycontrolisplannedandvisibletomanagement.
Returnedproductsinventorywithstandardizedprocessesandabilitytoforecastreturnsamount.
Returnedproductsinventoryprocessperformanceisestablishedandpredictionofreturnsconditionisavailablethroughmonitoringassetsontheusestage.
Returnedproductsinventoryprocessiscontinuouslyimprovedbasedonquantitativeunderstandingoftheprocessandcanrespondtochangeinproductmix,volume,equipment,sourcing,planning.
Returnedmaterialevaluation
Returnedmaterialdatanotoronlypartlyinplace(quantitativeandqualitative).
Processinplacetomeasurereturnedmaterialdata.
Returnedmaterialdataismeasuredforpre-sortingandevaluatingrecoveryoptions.
Returnedmaterialdataisassessedandusedforcontrollingrecoveryprocesses.
Returnedmaterialdataisusedforproductdesignandrecoveryprocesses.
REMARKETING(BACKEND)Remarketinginsecondarymarkets
Knowledgeaboutsecondarymarketsforrecoveredassetsisnotinplace.
Knowledgeonsecondarymarketsisavailableandunderstood.
Knowledgeaboutdemandmarketsforrecoveredassetsisusedduringthereturnsprocesses.
Knowledge(e.g.demandforecasting)aboutsecondarymarketsforrecoveredassetsisintegratedinmanagementdecisionsforreverseflows.
Recoveredassetdemandandproductdevelopmentareintegratedtoidentifynewproducts,marketsandbusinessmodels.
Remarketingplanningforsecondarymarkets
Remarketingplanningandpricingarenotwellestablished.
Remarketingplanningandpricingareperformedwithlimitedtransparencyondemand.
Remarketingplanningandpricingareperformedandcontrolledthroughstandardizedprocesseswithtransparencyondemand.
Remarketingandrecoverydataisusedtomeasureandcontroltheremarketingprocessandpredictvariation.
Recoveredproductsarereturnedtomarketswiftlythroughproperremarketingplanningandinfluencingcustomerbehaviour.
Remarketingdata Marketdataisnotinplacetoassessrecoveredproducts’potentialforsecondarymarkets.
Recoveredproducts’marketsharedataisavailable.
Recoveredproducts’marketsharedataisusedforremarketinganalysis.
Recoveredproducts’marketsharedataisusedtoexpandmarketsegmentation.Productsvaluedeclinerateismonitoredandcontrolledalongproductandtechnologylifecycle.
Marketanalysisisunderpinnedbyfulltransparencyonrecoveredproducts’marketshareandsecondarymarkets.
Reverse Logistics Maturity Model
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How to apply the RLMM
• Assess your reverse logistics’ maturity…
1. Select a product/ product group to assess
2. Identify archetype
3. Consider all involved functions and stakeholders
4. Map RL components
5. Map decision making
6. Assess maturity by selecting respective levels
7. Identify and select focus areas for improvement
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RL Archetype definition:
• Gather into groups based on what Archetype fits your business
• Discuss the challenges in different RL components 10 mins.
• Collect ideas on the poster
• Choose one member of your group to present your group’s ideas in 2 minutes
• Present:• Why you picked this model to fir your business?• What are the key challenges for this model?
Workshop part 1
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Archetype 1 Group:
The1st GroupdiscussedvariousthemeofchallengestobusinessesinthisArchetype:- IntheFrontEnd
- Multisourced- Controloftheflow- Sortation- Economicofscale- Complexityofinformation
system.- Intherecovery
- Qualitygrading- Inthebackend
- Costing
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Archetype 2 Group :
The2nd Groupnominatedonebusiness(OEMformachineryparts)todiscussitschallengesandtopresenttheirRLjourney
Mainlytheeconomicfeasibilitywasthethemeddiscussed,asthebusinessdoReuse,andrefurbishbutlookingalsotoincluderemanufacturingoperation.
ItisnotedthattheFrontendpartwasnotpartofthechallengeyetastheeconomicofrecoveryisassociatedwiththeviabilityofthewholeprocess.
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Archetype 3 Group :
The3rd groupdiscussedtheimportantof:- Visibility- Flowback- Awareness- Valuemaximization- Maximizingreusethrough
partnership.
Notefromsessionfacilitator:The1st and3rd ArchetypediscussedwithbreadththeRLjourneywhile2nd archetypegroupfocusedontheRecoveryareaasmaindriverfortheprocessdevelopment.
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- Bringing businesses into common ground of how similar businesses operate in different product portfolio.
- Allowing high level discussion on challenges in the same group.- Insure the practitioners have the breadth needed in understanding the
reverse logistics processes.
Reasoning for workshop part 1
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Apply the Reverse Logistics Maturity Model to identify future reverse logistics solutions (30 mins):
• Now that you realized the different component of RL
• Map RLMM components (front end, engine, back end)• Map decision making levels (strategic, tactical, performance)• Assess maturity by matching the respective current level of maturity
across each RL component and within each dimension• Identify and select focus areas for improvement• Present (3 mins):
• What are the key capabilities that you have?• What are the needed capabilities to move to the next level
Workshop part 2
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Archetype 1 maturity model exercise
Inthispart,threecompanieswereassessedusingtheRLMM:Thegreenandpinkcompaniesarebothstartups,andthecompanyrepresentedbyorangeposteris100+yearoldbusiness
Althoughthebusinessrepresentedbypinkposterisanewstartup,yettheyhadaheadstartbytappinginexistingcapabilitieswhichenablesthemtoadvancequitefast.
InterestinglyforthePinkbusinesswecanseethatStrategyisleadinginallRLcomponents.
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Archetype 2 maturity model exercise
Inthisexerciseonebusinessdiscussedtheirmaturityjourneywhichalignalsowiththechallengestheypresentedinthe1st partoftheworkshop.
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Aspect Initiallevel(Processinformal,adhoc)
Managedlevel(Basicprojectmgmt)
Definedlevel(Standardizedprocess)
Quantitativelymanagedlevel(Measurableandcontrolledprocess)
Optimizedlevel(Continuousprocessimprovement)
RETURN(FRONTEND)RLStrategy StandaloneRLwithbusinessgoalslimited
tocostminimisation.BasicstrategyinplacetomanageRL. RLstrategyalignedwithsupplychain
strategy,definedRLprocess inplace.RLisintegratedwithsupplychainstrategydrivenbyprofitgeneration.
RLisintegratedascross-functionalprocesswithindifferentbusinessunits.Drivenbyprofitgenerationandisalignedwithbusinessgoals.
RLNetworkStructure RLnetworkisnotwelldefinedandismanagedreactively.
RLnetworkisplannedandestablished. RLnetworkisstandardized.Returnagreementsorcontractsinplaceforproactivecollection.
RLnetworkandflowsareplannedthroughcollaborationagreementswithstakeholderstodefineperformancerequirements.
RLnetworkandflowisoptimisedthroughdefinedperformanceobjectivesincollaborationwithlogisticsprovider.
ResponsivenessandVisibilityinRLFlows
Itemsarecollectedwithnorecordofleadtime,returnrateandvolume.
Itemsarecollectedandtraditionalmeasurementsareavailable(leadtime,returnrateandvolume).
TheRLtimeandflowaremeasured.Alsoitemsqualitiesaremeasured.
Itemstraceabilitymetriciswelldefinedandused,coordinatedinsharedsystemacrossvaluechaintomonitorandassessreturnagreements.
TheRLprocessismonitoredandresponsivelyupdated,withrealtimeexchangeofvaluechaininformationonreturneditemsbetweenlogisticsproviderandcompany.
RECOVERY(ENGINE)RecoveryStrategy Assetsrecoveryprograminoperationbut
notdirectlyalignedwithstrategy.Recoverystrategyinplacebasedoneconomicandtechnicalviabilityofrecoveryoptions.
RecoverystrategyisalignedqualitativelywithRLstrategyandbusinessstrategy.
Recoverystrategystatedandquantitativelydrivenbasedoneconomic,technical,andenvironmentalviabilityofrecoveryoptions.
Fullyalignedrecoverystrategyinplace,includinginnovativeproductdesignwhichconsidersproductrecovery.
Returnedproductsinventorycontrol
Inventorycontrolforreturnedproductsisunstable.
Returnedproductsinventorycontrolisplannedandvisibletomanagement.
Returnedproductsinventorywithstandardizedprocessesandabilitytoforecastreturnsamount.
Returnedproductsinventoryprocessperformanceisestablishedandpredictionofreturnsconditionisavailablethroughmonitoringassetsontheusestage.
Returnedproductsinventoryprocessiscontinuouslyimprovedbasedonquantitativeunderstandingoftheprocessandcanrespondtochangeinproductmix,volume,equipment,sourcing,planning.
Returnedmaterialevaluation
Returnedmaterialdatanotoronlypartlyinplace(quantitativeandqualitative).
Processinplacetomeasurereturnedmaterialdata.
Returnedmaterialdataismeasuredforpre-sortingandevaluatingrecoveryoptions.
Returnedmaterialdataisassessedandusedforcontrollingrecoveryprocesses.
Returnedmaterialdataisusedforproductdesignandrecoveryprocesses.
REMARKETING(BACKEND)Remarketinginsecondarymarkets
Knowledgeaboutsecondarymarketsforrecoveredassetsisnotinplace.
Knowledgeonsecondarymarketsisavailableandunderstood.
Knowledgeaboutdemandmarketsforrecoveredassetsisusedduringthereturnsprocesses.
Knowledge(e.g.demandforecasting)aboutsecondarymarketsforrecoveredassetsisintegratedinmanagementdecisionsforreverseflows.
Recoveredassetdemandandproductdevelopmentareintegratedtoidentifynewproducts,marketsandbusinessmodels.
Remarketingplanningforsecondarymarkets
Remarketingplanningandpricingarenotwellestablished.
Remarketingplanningandpricingareperformedwithlimitedtransparencyondemand.
Remarketingplanningandpricingareperformedandcontrolledthroughstandardizedprocesseswithtransparencyondemand.
Remarketingandrecoverydataisusedtomeasureandcontroltheremarketingprocessandpredictvariation.
Recoveredproductsarereturnedtomarketswiftlythroughproperremarketingplanningandinfluencingcustomerbehaviour.
Remarketingdata Marketdataisnotinplacetoassessrecoveredproducts’potentialforsecondarymarkets.
Recoveredproducts’marketsharedataisavailable.
Recoveredproducts’marketsharedataisusedforremarketinganalysis.
Recoveredproducts’marketsharedataisusedtoexpandmarketsegmentation.Productsvaluedeclinerateismonitoredandcontrolledalongproductandtechnologylifecycle.
Marketanalysisisunderpinnedbyfulltransparencyonrecoveredproducts’marketshareandsecondarymarkets.
Example of testing Reverse Logistics Maturity Model on two products in same manufacturer in Archetype 3
Components
Bigmedicalequipment
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- Companies build up on other businesses best practices in RL.- Allow business to visualize where are the potential area of improvement.- Show the importance of advancing by building up the needed capability
to respective level, thus integrate it in company’s strategy.- Provide practitioners with practical tool to compare the return process of
different product group also compare with different leading companies across different sector.
Reasoning for workshop part 2
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• Different RL requirements are needed for different products attributes.
• Reverse logistics planning requires broader approach beyond process management perspective, to include comprehensive business model perspective.
• Collaboration is key to scale up and stimulate circular economy.
• Logistics plays key role in collaboration for the path to circularity, and could increase value chain transparency.
Key finding and propositions
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Network optimization required for economical reverse logistics• Lack of consolidation and network design
limits cost effective collection from large geographical areas
• Identifying how forward logistics networks can be effectively leveraged to enable recovery of returned goods and waste such as packaging (requires collaboration between producer and service provider), unlock under-used network capacities
• RL solutions need to be adapted for different geographic areas, local conditions (market, regulations, cultural aspects) and other factors to be effective
Economies of scale crucial to return of low residual value items• For low residual value items it is key to
build capability to recover not only other brands’ products but also similar product types to achieve economies of scale
• To increase volumes, collaboration programs are needed, but key challenge is how to incentivize participation
• Non-/monetary incentives for consumers to return products need to be in place (incl. ease of access, transparency on drop points)
Transparency as an key enabler for reverse logistics design• Transparency across functions (product
design, manufacturing, marketing, sales and logistics) within producer companies is required
• For high value products transparency of (future) reverse products inventory is required to enable fast redeployment/resale
Key finding and propositions
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• Robust sorting and next lifecycle support capabilities required
• In the case of municipal and construction site waste recycling, pre-sorting is required to limit the reverse logistics flow to usable materials only (downstream sorting cost prohibitive)
• Capable recycling providers needed (both for high and low value products) to outsource the processing of returned products and leverage specialization
• Transport to be expanded by
additional logistics services such as de-/installation or packaging
• Partnerships are key to RL• Companies to partner with their
logistics providers to optimize return logistics (e.g. combined delivery of new goods and pick-up of to be returned goods and/ or packaging)
• Companies to partner within and across sectors to fully leverage next lifecycle potential of products and materials
Key finding and propositions
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The RLMM provides and guides companies in:
• Understanding requirements for return management and reverse logistics according to product archetypes
• Assessing the maturity of planned or existing return management processes
• Improving reverse logistics to increase efficiency and enable optimized recovery and remarketing
• Establishing integrated logistics and increasing supply chain resilience as a result
• Increasing transparency on returned products and related secondary markets demand
• Strengthening and scaling-up a company’s circular approach to leverage market potential