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Review of Product Recovery, Sensor-Embedded Products, Warranty and Maintainability
Published in Ammar Y. Alqahtani, Surendra M. Gupta, Warranty and Preventive Maintenance for Remanufactured Products, 2018
Ammar Y. Alqahtani, Surendra M. Gupta
Refurbishment is a value-added process through which a used product is reconditioned to a functional state. Such state may or may not be equal to the condition of the original product, although technology is at times upgraded during the refurbishment process, adding further value. Remanufacture is the next level of refurbishment, and when products are not deemed appropriate for these options, disassembly and component retrieval is pursued to realize whatever value may remain in the reclaimed used product. Materials may be retrieved through recycling, while energy can be gained through incineration. Devices unsuited for these processes are disposed of (Jayaraman, 2006). There are a number of important product recovery processes explored in the subsections below.
A consumer’s perspective on the circular economy
Published in Jonathan Chapman, Routledge Handbook of Sustainable Product Design, 2017
In this chapter, I explore two of these inner circles. First of all, the most inner circle implies that the product is intended to stay longer with the first user. This requires that products are technically durable so that consumers can easily maintain them, but also that products are emotionally durable. Specifically, I present product attachment as a strategy to prolong the product’s first life. Even though encouraging such emotional durability is important, it is discussed later in this chapter that it remains questionable whether product attachment can serve as a successful strategy for many categories of product. Accordingly, it is worthwhile to explore other inner circles of the circular economy – specifically, the inner circle of refurbishment. Refurbishment is the process of collecting a used product, assessing its condition and replacing and/or upgrading parts in order to resell the product to other consumers (Pigosso et al., 2010).
Challenges in supply chain redesign for the Circular Economy: a literature review and a multiple case study
Published in International Journal of Production Research, 2019
Gianmarco Bressanelli, Marco Perona, Nicola Saccani
According to the Ellen MacArthur Foundation (2012), a transition towards CE involves four fundamental building blocks: (i) to keep products, components and materials at their highest utility and value, several circular product design policies may be pursued, such as product life extension and eco-design (Mont 2008), material selection (Bakker et al. 2014) and Design-for-X techniques (Kane, Bakker, and Balkenende 2018); (ii) servitised Business Models (BMs) based on the provision of the function encourage take-back systems and circular product redesign (Kjaer et al. 2018), since manufacturers in that case retain products ownership. Leasing, sharing, pay-per-use and pay-per-result represent viable examples of servitised BMs (Tukker 2015); (iii) integrating reverse logistics into conventional supply chains may reduce waste and help companies making profits through the recovery of used products (Kazemi, Modak, and Govindan 2018). In this regard, CE involves ‘renovation’ activities such as repair, reuse, refurbishment, remanufacturing and recycling (Parajuly and Wenzel 2017). When feasible, a hierarchy among these activities should be followed: reuse is preferable to recycling, since much of the value remains intact (Kalverkamp, Pehlken, and Wuest 2017); (iv) a number of enablers and favourable conditions may support a CE transition, such as collaboration (Elia, Gnoni, and Tornese 2017), digital technologies (Bressanelli et al. 2018), users’ awareness towards sharing, regulation, financing and the creation of a market for secondary products (Saidani et al. 2018).
A Pareto investigation on critical barriers in green supply chain management
Published in International Journal of Management Science and Engineering Management, 2019
Jasneet Kaur, Ramneet Sidhu, Anjali Awasthi, Samir K. Srivastava
Green supply chain management (GSCM) can be defined as ‘integrating environmental thinking into supply chain management, including product design, material sourcing and selection, manufacturing processes, delivery of the final product to the consumers as well as end-of-life management of the product after its useful life’ (Srivastava, 2007). The aim is to reduce the consumption of resources, energy, waste and emissions of hazardous material while maximizing economic benefits (CCICED, 2011). The green supply chain management operations can be categorized into inbound, operational, outbound, and reverse logistics (Figure 1). The inbound GSCM aims to reduce waste through purchasing or procurement of raw materials, green supplier selection, green supplier development, and decrease of energy consumption, harmful material and resources. The operational GSCM addresses activity in between the inbound and outbound logistics where the raw material is transformed into consumer useable goods through production at enterprise level. It involves reuse, recycle, remanufacturing, green design, green production, green packaging. etc. The outbound GSCM aims at reducing carbon emissions and achieving higher fuel efficiency. Associated activities are green distribution, green marketing and eco-labeling. Reverse logistics involves repair, reuse, refurbishment, and recycling of the material, products, and components back to the supply chain.
Planning and optimisation framework for lubricant supply chain with a focus on spent oil - A circular economy approach
Published in International Journal of Sustainable Engineering, 2021
T V Sivanandhini, Seema Unnikrishnan, Vidyadhar V. Gedam
CE is an economic system that is regenerative and restorative, where products and services are in closed loops. CE aims to retain the highest value of products, parts, and materials for long life. It also contributes to optimal reuse, refurbishment, remanufacturing, and recycling of products and materials (Ellen MacArthur Foundation (EMAF) 2013). CE contributes to all the three pillars of sustainable development and limits the throughput flow so that nature can tolerate within its ecosystem. CE follows a ‘cradle-to-cradle’ principle where waste becomes a resource (Andrews 2015). Product reuse, remanufacturing, and refurbishment are essential for implementing CE, which can help consume lesser resources and energy leading to more economic benefits. The CE has been practiced in the Chines oil-gas industry and management of waste lubricant oil in Europe (Kun and Jian 2011; Pinheiro, Quina, and Gando-Ferreira 2020). However, CE needs further integration in closed-loop supply chain (CLSC) management in the oil and gas industry. The CE focus is on design, control, and operation of a system to maximise value creation over the product’s entire life cycle. The CLSC is meant to collect the products back from end-users and create/add value. The CLSC ensures that the products are once again entered into their useful lifetime. In the oil and gas industry, spent oil is classified as hazardous waste as per Schedule IV of the Hazardous Waste Rules, 2016, and classified as a red category requiring proper treatment, disposal, and recycling (Central Pollution Control Board (CPCB) 2008). Thus, because of environmental concerns and social responsibilities, oil and gas industries need to go ahead with CLSC, particularly for spent oil generated during different operations (Zeballos et al. 2014; Saedinia et al. 2019). In the oil and gas industry, the collection of spent oil falls under the end of life returns, which is one of the components of CLSC. For example, a used lubricant oil can be recycled to produce fuel oil for a furnace. At the same time, re-refining helps the used lubricant oil to get back its properties for the same application. Therefore, spent oil recycling from oil and gas industries is necessary from the CE perspective, and re-refining can be brought in the preview of CE strategies for the oil and gas industry. Recycling of spent oil generally results in a different product altogether, which has value addition if appropriately managed.