Managing Closed-Loop Supply Chains

Introduction Closing supply chains refers to taking care of items once they are no longer desired or can no longer be used by their user. Smart management of closed-loop supply chains means profitable recovery of value from these items (products, functional components, materials or packaging). The company closing the supply chain may be the original equipment manuf- turer (OEM), a distribution partner or a third party not involved in the f- ward distribution. In recent years, the management of closed-loop supply chains has gained importance because of increased legislation on producer respon- bility, requiring companies to take back products from customers and to organize for proper recovery and disposal. This legislation is partially due to increased awareness of environmental issues. However, smart com- nies have also understood that returned products often contain lots of value to be recovered. They manage closed-loop supply chains simply because it is a profitable business proposition. Introduction....Pages 3-18 Reverse logistics in a pharmaceutical company: the Schering case....Pages 21-31 Reverse logistics in an electronics company: the NEC-Cl case....Pages 33-39 The chip in crate: the Heineken case....Pages 43-55 Recovery and reuse of maritime containers: the Blue Container Line case....Pages 57-63 Empty container reposition: the port of Rotterdam case....Pages 65-76 Commercial returns of sun-protection products: the L’Oréal France case....Pages 79-86 Commercial returns of printers: the HP case....Pages 87-96 Commercial returns in a mail order company: the Wehkamp case....Pages 97-106 The repair of electronic equipment: the OMRON case....Pages 109-118 Tire recovery: the RetreadCo case....Pages 119-128 The closed-loop supply chain of service parts: the Whirlpool case....Pages 129-137 End-of-lease asset recovery: the Océ case....Pages 141-150 Cellular telephone reuse: the ReCellular Inc. case....Pages 151-156 Recovery of car engines: the Mercedes-Benz case....Pages 157-166 Recovering end-of-life large white goods: the Dutch initiative....Pages 169-181 End-of-life tire recovery: the Thessaloniki initiative....Pages 183-193 Future developments in managing closed-loop supply chains....Pages 197-206

the Increasing Number Of Returns Of Products And The Items Used For Their Distribution Has Become An Important Topic For Many Companies All Over The World Due To Increasing Competition And Environmental Legislation. Closed-loop Supply Chains (clsc) May Offer Companies A Unique Opportunity To Improve Their Profits On The One Hand And To Serve Societal Responsibility On The Other Hand. The Management Of Clsc Differs In A Number Of Ways From Managing Supply Chains In General. The Book Gives Insight In These Differences And How These Differences May Be Dealt With In Practice, By Offering A Concrete Framework, Introducing The Different Aspects Related To Clsc (technical, Organisational, Planning And Control, Information, Environmental And Business Economic) And Their Mutual Relations, In A Systematic Logical Way As Well As Cases Clustered According To The Inputs For A Clsc, Like Commercial Returns, End-of-life Returns, Where For Each Case Attention Is Paid To All The Above Mentioned Aspects. The Framework And Especially The Cases From Successful Companies Offer The Reader An Invaluable Help To Build Up And Improve Clsc.

Closed-Loop Supply Chains (CLSC) offer companies a unique opportunity to improve their profits whilst serving societal responsibility. The management of CLSC differs in a number of ways from managing supply chains in general. The book examines these differences and how these differences may be dealt with in practice, by offering a concrete framework, introducing the different aspects related to CLSC and their mutual relations, in a systematic logical way as well as cases clustered according to the inputs for a CLSC. The framework and especially the cases from successful companies offer the reader an invaluable help to build and improve CLSC. Closed-Loop Supply Chains (CLSC) offers companies a unique opportunity to improve their profits whilst serving societal responsibility. The management of CLSC differs in a number of ways from managing supply chains in general. The book examines these differences and how these differences may be dealt with in practice The management of closed-loop supply chains differs from the management of regular supply chains. These papers examine those differences, and how they may be dealt with in practice, by providing a framework and a number of cases as examples, on how to build and improve upon a closed-loop supply chain