Abstract
This article develops a methodology to empirically study and cope with deep uncertainty and dynamic complexity when the actors in a traditional supply chain make a transition toward more mature closed-loop supply chain (CLSC) management. The methodology addressed calls for innovative research and decision-making approaches in this field. Mature, in this context, refers to moving operationally and mentally away from a stochastic, one-dimensional and static approach to CLSC management, towards an exploratory, multi-dimensional and dynamic approach. To empirically study and cope with deep uncertainty and dynamic complexity in a CLSC context, a conceptual framework and related methodological toolbox are developed, together called the ‘closed-loop integration: collective keystones methodology’ (hereinafter CLICK methodology). The conceptual framework entails six maturity stages, which have been defined based on the well-known capability maturity framework and the concept of double-loop learning. Based on the conceptual framework, methods to equip the toolbox have been systematically identified and evaluated. The study identified 31 potentially appropriate methods, varying from non-participatory methods, to the active engagement of actors and stakeholders, and from analytical methods to evaluation/assessment methods.
Highlights
The concept of a ‘closed-loop supply chain’ (CLSC), which refers to supply chains that serve the ‘circular economy’, has attracted the attention of researchers and practitioners, especially because developments such as climate change and resource scarcity have become serious issues in global politics
The analysis in this paper was triggered by calls for innovative research and decision-making approaches to study and cope with deep uncertainty and dynamic complexity in a transition towards more mature CLSC management
A conceptual framework was built consisting of six maturity stages and a related toolbox was specified
Summary
The concept of a ‘closed-loop supply chain’ (CLSC), which refers to supply chains that serve the ‘circular economy’, has attracted the attention of researchers and practitioners, especially because developments such as climate change and resource scarcity have become serious issues in global politics. To make a transition towards a CLSC, various interventions for change need to be developed, decided upon, implemented and monitored; explicit CLSC management is necessary. During these interventions supply chain actors must cope with complexity and many uncertainties. Changing regular practices when aiming to become a CLSC triggers questions regarding, e.g., whether goods from the reverse supply chain can be transformed into valuable resources for the forward supply chain, especially when it comes to goods with a long lifecycle and unknown quality, and how end-users will respond to recovered goods.
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