Organisations can develop different value network strategies in a circular economy:
Industrial Symbiosis: The waste stream of one company is used as input for other company/companies, usually in a specific regional setting. Some of your waste could be useful for a local manufacturer to develop new products with it.
Take back management: Organising logistics (ie. via network collaboration) for taking back end-of-life products from the customer, facilitating the execution of a sustainable materials management strategy (I.e. returning hotel room furniture when it needs to be remanufactured for a second life).
Platform approaches: An online or on-site solution enabling shared use of assets (ie. materials, knowledge, infrastructures, time, or even space). It could be using a platform for e-mobility in one destination.
Cooperation with customer: Organisation in which company and customer effectively collaborate to create and capture value, developing new circular business models. This strategy may be closely related to previously mentioned take-back systems too.
Proximity or localisation: Organising the physical flows of resources and products on a local scale (i.e. local supply chain management, local 3D manufacturing, etc.). Products based on proximity are part of this strategy; zero mile domestic products.
Value network collaboration: Collaboration between different businesses, government bodies, local communities, NGOs or other organisations throughout the value network to achieve a common goal.
Connecting and reinforcing a network of actors within their supply chain and beyond, this is, creating a value chain network, by managing transparency of data, transactions, material flows, responsibilities and sharing benefits is a key factor for closing resource loops and implementing circular practices.
Enablers and barriers for the establishment of a value network for circular cross collaboration
Enabling factors
Barriers
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