GROUPE SEB: A Circular Economy Business Model Case
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http://hdl.handle.net/10347/20426
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Título: | GROUPE SEB: A Circular Economy Business Model Case |
Autor/a: | Smith-Gillespie, Aleyn Meng, Juliana Aries, Tiphaine |
Centro/Departamento: | Universidade de Santiago de Compostela. Departamento de Economía Aplicada |
Palabras chave: | Re-use of plastics | Group SEB | Recycled materials | |
Data: | 2018 |
Resumo: | This case study highlights the following key insights relevant to companies in similar industries or sharing a similar context: System-level collaboration (and, where required, co-investment) is essential to develop effective and at-scale infrastructure for end-of-life collection of products, and the creation of recycling value chains producing high-value material streams for re-use. Increasing recycled content for certain plastics such as Polypropylene requires a full and coordinated approach to product design, which can be complex and requires not only changes to internal processes but also close collaboration with suppliers. This is especially important at the initial stages until a breakthrough is achieved and new processes enter ‘business as usual’. At the beginning, such initiatives need to be managed like a project and require dedicated attention and responsibility – for example a Project Lead that can work across functions and silos. The higher cost of virgin materials is often a key driver for efforts to substitute them with recycled materials. However, the risk of this price advantage being eroded due to price fluctuations and volatility means that the business case for doing so requires a long-term and holistic perspective. For example: creating brand value which can drive customer loyalty and indirect benefits through higher sales; and investing in the use of recycled material as a long-term hedge against rising virgin material prices. This is particularly important in cases where customers do not explicitly value or understand the use of recycled materials, or don’t see this as a significant differentiator when making buying decisions. Transitioning Circular Sourcing from a ‘breakthrough project’ into ‘business as usual’ requires development of key resource and activities, as well as cultural and behavioural change. This includes design guides and decisions-support tools for product designers; integration into end-to-end product development processes; and embedding into procurement and sourcing processes and supplier relationship management |
URI: | http://hdl.handle.net/10347/20426 |
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