Building Resilience in Closed-Loop Supply Chains through Information-Sharing Mechanisms

In this paper we reflect on the role of information sharing on increasing the resilience of supply chains. Specifically, we highlight the lack of studies addressing this relevant topic in closed-loop supply chains. Then, we introduce the works covered by the Special Issue “Information Sharing on Sustainable and Resilient Supply Chains” to investigate the relationships between information sharing and resilience in sustainable supply chains.Universidad de Sevilla V PPIT-USDICAR-UniCT (Dpto. Ing. Civil y Arqu. Univ. Catania) Plan de investigación Departamental 2016-201

The boomerang returns? Accounting for the impact of uncertainties on the dynamics of remanufacturing systems

Recent years have witnessed companies abandon traditional open-loop supply chain structures in favour of closed-loop variants, in a bid to mitigate environmental impacts and exploit economic opportunities. Central to the closed-loop paradigm is remanufacturing: the restoration of used products to useful life. While this operational model has huge potential to extend product life-cycles, the collection and recovery processes diminish the effectiveness of existing control mechanisms for open-loop systems. We systematically review the literature in the field of closed-loop supply chain dynamics, which explores the time-varying interactions of material and information flows in the different elements of remanufacturing supply chains. We supplement this with further reviews of what we call the three ‘pillars’ of such systems, i.e. forecasting, collection, and inventory and production control. This provides us with an interdisciplinary lens to investigate how a ‘boomerang’ effect (i.e. sale, consumption, and return processes) impacts on the behaviour of the closed-loop system and to understand how it can be controlled. To facilitate this, we contrast closed-loop supply chain dynamics research to the well-developed research in each pillar; explore how different disciplines have accommodated the supply, process, demand, and control uncertainties; and provide insights for future research on the dynamics of remanufacturing systems

Production planning and control of closed-loop supply chains

More and more supply chains emerge that include a return flow of materials. Many original equipment manufacturers are nowadays engaged in the remanufacturing business. In many process industries, production defectives and by-products are reworked. These closed-loop supply chains deserve special attention. Production planning and control in such hybrid systems is a real challenge, especially due to increased uncertainties. Even companies that are engaged in remanufacturing operations only, face more complicated planning situations than traditional manufacturing companies.We point out the main complicating characteristics in closed-loop systems with both remanufacturing and rework, and indicated the need for new or modified/extended production planning and control approaches. An overview of the existing scientific contributions is given. It appears that we only stand at the beginning of this line of research, and that many more contributions are needed and expected in the future.closed-loop supply chains;Production planning and control

A Review of Structural Relationships in Closed-Loop Supply Chain Model

The acquisition strategy of returned products has become essential in the study of reverse supply chain.  There are three primary activities included in the process of a the reverse supply chain, the acquisition of returned products, the remanufacturing process, and redistribution. This literature review intends to study the existing relationship amongst supply chain players in a closed-loop supply chain (CLSC) model. In the remanufacturing process performed by the company, returned products must be collected from consumers. Therefore, remanufacturing companies rely upon consumers as cores suppliers. This makes the good relationship between the two become  crucial in company operational sustainability successfully.  In this study, the identified journal articles were categorized into types of structural relationships between supply chain players and network structures of a reverse supply chain. Types of structural relationships are ownership-based, service-contract, direct-order, deposit-based, credit-based, buy-back, and voluntary–based. There are four types of returned product collector and remanufacturer: Original Equipment Manufacturer (OEM), a third party (3PL), retailer, and remanufacturer. Discussion of the journal articles was presented in each category. After that, the structural relationship was explored to find its advantage and disadvantage, so that CLSC can be managed effectively and efficiently. As a summary, suggestions for future research were described as the result of the literature review conducted

Sources of uncertainty in the closed-loop supply chain of lithium-ion batteries for electric vehicles

Due to increasing demand for electric vehicles and short innovation circles of battery, production, and recycling technology, different uncertainties need to be faced at different stages of the supply chain. However, a qualitative analysis of the uncertainties and their sources is missing. Therefore, in this paper the authors propose an empirical approach to the identification of uncertainty occurring in the closed-loop supply chain of lithium-ion batteries from electric vehicles (uncertainty in supply, process, demand, control, and environmental uncertainty). The investigation methodology consists of a content analysis of press media documents related to electric vehicles and the automotive industry. The final content analysis comprises 102 evidences of uncertainty. Consequently, the evidences of uncertainty found are classified in a spectrum between statistical uncertainty and total ignorance (levels of uncertainty). Graphs and data are described to provide detailed information. The results signal predominant environmental uncertainty besides the uncertainty within control and supply of the closed-loop. A conclusion on the investigation shows cobalt as a raw material responsible for increasing uncertainty (boomerang effect). Additionally, the content analysis evidences uncertainty with the availability, quantity, stock control policies, government regulations, and political instability with cobalt, lithium, and nickel.publishersversionpublishe

Production planning and control of closed-loop supply chains

More and more supply chains emerge that include a return flow of materials. Many original equipment manufacturers are nowadays engaged in the remanufacturing business. In many process industries, production defectives and by-products are reworked. These closed-loop supply chains deserve special attention. Production planning and control in such hybrid systems is a real challenge, especially due to increased uncertainties. Even companies that are engaged in remanufacturing operations only, face more complicated planning situations than traditional manufacturing companies. We point out the main complicating characteristics in closed-loop systems with both remanufacturing and rework, and indicated the need for new or modified/extended production planning and control approaches. An overview of the existing scientific contributions is given. It appears that we only stand at the beginning of this line of research, and that many more contributions are needed and expected in the future

A systematic review of decision-making in remanufacturing

Potential benefits have made remanufacturing attractive over the last decade. Nevertheless, the complexity and uncertainties associated with the process of managing returned products make remanufacturing challenging. Since this process involves enormous decision-making practices, various methods/techniques have been developed. This review is to specify the current challenges and opportunities for decision-making in remanufacturing. To achieve this, we perform a systematic review over decision-making in remanufacturing by classifying decisions into different managerial levels and areas. Adopting a systematic approach which provides a repeatable, transparent and scientific process, 241 key articles have been identified following a multi-stage review process. Our review indicates that most studies focuses on strategic-level(48%) and tactical-level (34%)with only 5% focusing on operational-level and the rest on two levels(13%). Regarding decision-making methods, most studies propose mathematical models (60%) followed by analytical models (31%). Furthermore, only 36% of the studies address uncertainties in which stochastic approach is mostly applied. A total of 21 knowledge gaps are highlighted to direct future research work