The manufacturing company does not consider any projects to become circular, it is stuck into the traditional linear concept of make-take-dispose. It takes care legal responsibilities related to recycling and other environmental obligations, but considers them as additional costs rather than new opportunities.

The top management has pushed the experimentation of pilot adoption of some strategies aiming to resource sufficiency (sustainability/circularity) either internally or by exchanging it with external industrial actors. In order to build awareness and engagement some organisational modifications have been put in place within company boundaries fostered by managerial and tactical levels of the company.

  • There is an attempt to diagnose resource bottlenecks and identify different process parameters. Company operations are monitored by performance indicators which are utilised in evaluation of pilots.
  • In order to build awareness and engagement some organizational modifications have been put in place within company boundaries fostered by managerial and tactical levels of the company.

The “R-cycles” of industrial materials has become a standard practice adopted by the company in order to systematically identify possibilities to reuse, refurbish and remanufacture materials and promoting on the shop-floor technologies enabling the disassembly and remanufacturing. Moreover, any type of resources is internally studied in order to think about its possible reintroduction in a new cycle. At this level, not only the managerial and tactical level is involved but also the more operative one.

  • Moreover, any type of resources is internally studied in order to think about their possible reintroduction into (new) R-cycles. At this level, not only the managerial and tactical level is involved but also the more operative one.
  • There is an onset of transformational adaptation initiated by local unit leaders to measure and review their own circular performance, and to generate conversations with value chain partners and other stakeholders.
  • LCA (life-cycle assessment) is implemented.
  • Company is learning to leverage ICT in material management and in achieving competitive edge and for changing desired parts of the operations to more sustainable.

External partnerships have been established to enable life-cycle assessment (LCA) and boosting new value circles. Value chain level use of digital technologies for tracking, tracing and mapping of resources (data exchange platform). Ecodesign approaches targeting to new product design and deployment of new services). The intentional transition (CE roadmap considering product, processes, organization and technologies investments areas)  is led by managerial and tactical levels.

  • Data is utilized for boosting new value circles. Value chain level use ICT for tracking, tracing and mapping of resources (data exchange platform) is essential part of the operations.
  • LCA (life-cycle assessment) is a common practice and all the environmental impacts of the production and products are known.
  • The intentional transition (CE roadmap considering product, processes, organization and technologies investments areas) is led by managerial and tactical levels.

Adoption of CE strategies with adequate countermeasures on products, processes, organization and technologies, i.e. sustainability/circularity KPIs are implemented to follow social, environmental and economic impacts at network level. Managerial, Tactical and Operative levels of the entire company are aligned towards this direction with systematic follow-up of transition taking years. Broad understanding of value flows (such as synergies among forward and reverse logistics, local value chains, zero-waste manufacturing) and co-creation of new value circles within manufacturing networks (like flexible remanufacturing networks, upgrading of products) is one of the key managerial practices.

  • ICT is deeply integrated into operations and is highly leveraged. Manufacturing systems proactively prevent excess and reduce rejects and rework through operating on a make-to-order and assemble-to-order basis.
  • Wide and versatile partners of the system share a mutual vision for sustaining full circularity and a clear strategy that is being implemented. Managerial, Tactical and Operative levels of the entire company are aligned towards this direction with systematic and proactive follow-up of transition taking years.