Purpose

Operationalizing R-imperatives in firms is seen as vital to bolstering circularity through reduce, reuse and recycle and building circular supply chains (CSCs). However, this process introduces various uncertainties to firms within CSCs. This is a gap that still requires an in-depth analysis, particularly to answer the question of how firms align the operationalization of R-imperatives with uncertainty management to improve sustainability performance and accelerate the transition toward CSCs.

Design/methodology/approach

This paper fills this gap through a multiple-case study, whereby nine firms from varying structures, regions and manufacturing industries were examined. Qualitative content analysis was employed to examine the collected primary (27 semi-structured interviews) and secondary data (internal management reports, publicly available corporate reports and website content).

Findings

The findings support the evidence that the operationalization of R-imperatives is not a straightforward process. Within-firm and SC uncertainties largely emerged and made the building of CSCs complex. Consequently, strategies aimed at reducing uncertainty were paramount to managing uncertainties and enhancing sustainability performance. For instance, implementing durable or modular designs helped firms easily reuse, repair and recycle products. In turn, firms achieved material efficiency and contributed to extending the life cycle of products.

Practical implications

This paper explains how firms can align R-imperatives operationalization with uncertainty management to improve sustainability performance and enhance CSCs. Accordingly, firms should complement R-imperatives operationalization with proactive uncertainty management and an assessment of all environmental, economic and social sustainability dimensions.

Originality/value

This paper fills a critical gap in circular supply chain management literature by unveiling its linkage with uncertainty management and sustainability performance. Empirical insights from nine firms within CSCs are provided to guide scholars and managers interested in implementing R-imperatives.

中文翻译：

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如何提升循环供应链？协调 R 要求、不确定性管理和可持续性

目的

在企业中实施 R 指令被认为对于通过减少、再利用和回收以及建立循环供应链 (CSC) 来增强循环性至关重要。然而，这一过程给 CSC 内的企业带来了各种不确定性。这一差距仍然需要深入分析，特别是要回答企业如何将 R 指令的运作与不确定性管理相结合，以提高可持续发展绩效并加速向 CSC 过渡的问题。

设计/方法论/途径

本文通过多案例研究填补了这一空白，对来自不同结构、地区和制造业的九家公司进行了研究。采用定性内容分析来检查收集的主要数据（27 次半结构化访谈）和次要数据（内部管理报告、公开的公司报告和网站内容）。

发现

研究结果证明 R 指令的实施并不是一个简单的过程。公司内部和供应链的不确定性大量出现，使得客户供应链的建设变得复杂。因此，旨在减少不确定性的战略对于管理不确定性和提高可持续性绩效至关重要。例如，实施耐用或模块化设计可以帮助公司轻松地重复使用、维修和回收产品。反过来，企业实现了物质效率并有助于延长产品的生命周期。

实际影响

本文解释了企业如何将 R 指令运营化与不确定性管理结合起来，以提高可持续发展绩效并增强 CSC。因此，企业应通过主动的不确定性管理以及对所有环境、经济和社会可持续性维度的评估来补充 R 要求的运作。

原创性/价值

本文通过揭示循环供应链管理与不确定性管理和可持续发展绩效的联系，填补了循环供应链管理文献中的一个关键空白。提供了来自 CSC 内九家公司的经验见解，以指导有兴趣实施 R 指令的学者和管理者。