Dynamic development and execution of closed-loop supply chains: a natural resource-based view

Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC) perspective. Design/methodology/approach Two empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these...

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Published inSupply chain management Vol. 21; no. 4; pp. 453 - 469
Main Authors Miemczyk, Joe, Howard, Mickey, Johnsen, Thomas E.
Format Journal Article
LanguageEnglish
Published Bradford Emerald Group Publishing Limited 01.01.2016
Emerald
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Abstract Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC) perspective. Design/methodology/approach Two empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these views. Findings The paper shows how strategic resources help companies in two sectors achieve successful CLSC designs. Strategic supply chain collaboration is an important success factor but also presents a number of challenges. The NRBV is used to explain the importance of new resources in technology, knowledge and relationships and stresses the role of DCs to constantly address changes in the business environment to renew these strategic resources. Research limitations/implications This research elaborates on NRBV theory related to CLSCs and reinforces the inclusion of DCs. It specifies the application of NRBV in the context of textiles and carpet manufacture and highlights the inherent conflicts in seeking value while moving towards sustainable development. Practical implications Investments in technical and operational resources are required to create CLSCs. Pure closed-loop applications are impractical, requiring relationships with multiple external partners to obtain supply and demand for recycled products. Social implications CLSCs may provide opportunities for social enterprises or third sector organizations collaborating with manufacturers. Originality/value This paper provides insights into the constituent resources needed for successful CLSCs. It also helps move CLSC research from a tactical logistics problem to a problem of strategic resources and relational capabilities: what we term “dynamic supply chain execution”. This paper develops a framework for transitioning towards CLSCs, underlining the importance of co-development and forging new relationships through commitment to supply chain redesign, co-evolution with customers and suppliers and control of supply chain activities.
AbstractList Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC) perspective. Design/methodology/approach Two empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these views. Findings The paper shows how strategic resources help companies in two sectors achieve successful CLSC designs. Strategic supply chain collaboration is an important success factor but also presents a number of challenges. The NRBV is used to explain the importance of new resources in technology, knowledge and relationships and stresses the role of DCs to constantly address changes in the business environment to renew these strategic resources. Research limitations/implications This research elaborates on NRBV theory related to CLSCs and reinforces the inclusion of DCs. It specifies the application of NRBV in the context of textiles and carpet manufacture and highlights the inherent conflicts in seeking value while moving towards sustainable development. Practical implications Investments in technical and operational resources are required to create CLSCs. Pure closed-loop applications are impractical, requiring relationships with multiple external partners to obtain supply and demand for recycled products. Social implications CLSCs may provide opportunities for social enterprises or third sector organizations collaborating with manufacturers. Originality/value This paper provides insights into the constituent resources needed for successful CLSCs. It also helps move CLSC research from a tactical logistics problem to a problem of strategic resources and relational capabilities: what we term "dynamic supply chain execution". This paper develops a framework for transitioning towards CLSCs, underlining the importance of co-development and forging new relationships through commitment to supply chain redesign, co-evolution with customers and suppliers and control of supply chain activities.
Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC) perspective. Design/methodology/approach Two empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these views. Findings The paper shows how strategic resources help companies in two sectors achieve successful CLSC designs. Strategic supply chain collaboration is an important success factor but also presents a number of challenges. The NRBV is used to explain the importance of new resources in technology, knowledge and relationships and stresses the role of DCs to constantly address changes in the business environment to renew these strategic resources. Research limitations/implications This research elaborates on NRBV theory related to CLSCs and reinforces the inclusion of DCs. It specifies the application of NRBV in the context of textiles and carpet manufacture and highlights the inherent conflicts in seeking value while moving towards sustainable development. Practical implications Investments in technical and operational resources are required to create CLSCs. Pure closed-loop applications are impractical, requiring relationships with multiple external partners to obtain supply and demand for recycled products. Social implications CLSCs may provide opportunities for social enterprises or third sector organizations collaborating with manufacturers. Originality/value This paper provides insights into the constituent resources needed for successful CLSCs. It also helps move CLSC research from a tactical logistics problem to a problem of strategic resources and relational capabilities: what we term “dynamic supply chain execution”. This paper develops a framework for transitioning towards CLSCs, underlining the importance of co-development and forging new relationships through commitment to supply chain redesign, co-evolution with customers and suppliers and control of supply chain activities.
PurposeThis research reflects on recent closed-loop supply chain (CLSC) practices using a natural resource-based (NRBV) and dynamic capabilities (DC) perspective.Design/methodology/approachTwo empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these views.FindingsShows how strategic resources help companies in two sectors achieve successful CLSC designs. Strategic supply chain collaboration is an important success factor but also presents a number of challenges. The NRBV is used to explain the importance of new resources in technology, knowledge and relationships, and stresses the role of DCs to constantly address changes in the business environment to renew these strategic resources.Research limitations/implicationsThis research elaborates on NRBV theory related to CLSCs and reinforces the inclusion of DCs. It specifies the application of NRBV in the context of textiles and carpet manufacture, and highlights the inherent conflicts in seeking value while moving toward sustainable development.Practical implicationsInvestments in technical and operational resources are required to create CLSCs. Pure closed-loop applications are impractical, requiring relationships with multiple external partners to obtain supply and demand for recycled products.Originality/valueProvides insights into the constituent resources needed for successful CLSCs. Helps move CLSC research from a tactical logistics problem to a problem of strategic resources and relational capabilities: what we term ‘dynamic supply chain execution’. Our paper develops a framework for transitioning towards CLSCs, underlining the importance of co-development and forging new relationships through commitment to supply chain redesign, co-evolution with customers and suppliers, and control of supply chain activities.
Author Howard, Mickey
Miemczyk, Joe
Johnsen, Thomas E.
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  givenname: Thomas E.
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  fullname: Johnsen, Thomas E.
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Issue 4
Keywords Dynamic capabilities
Sustainable supply chains
Closed loop supply chains
Resource based view
Closed-loop Supply Chains
Dynamic Capabilities
Natural Resource-based View
Language English
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SSID ssj0001412
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Snippet Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC)...
Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC)...
PurposeThis research reflects on recent closed-loop supply chain (CLSC) practices using a natural resource-based (NRBV) and dynamic capabilities (DC)...
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StartPage 453
SubjectTerms Business administration
Collaboration
Competition
Competitive advantage
Humanities and Social Sciences
Knowledge
Logistics
Product development
Product differentiation
Product returns
Supply chain management
Sustainability
Sustainable development
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Title Dynamic development and execution of closed-loop supply chains: a natural resource-based view
URI https://www.emerald.com/insight/content/doi/10.1108/SCM-12-2014-0405/full/html
https://www.proquest.com/docview/1826809205
https://hal.science/hal-01290920
Volume 21
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