Remanufacturing is a life‐cycle renewal process recognised as one of the most effective circular strategies that can be adopted to achieve sustainable production. However, its potential has been hindered by the absence of an integrated perspective across various business domains to catalyse successful remanufacturing efforts. This paper aims to explore how such an integrated perspective can facilitate the creation of sustainable value within remanufacturing business models. To fill this gap, an in‐depth longitudinal case study was conducted on how remanufacturing practices can be effectively implemented in the white goods sector. The research identifies four fundamental mechanisms that, when used synergistically, pave the way for a successful remanufacturing approach yielding triple‐bottom‐line benefits. The study contributes to the remanufacturing literature by illustrating how (i) moving from products to solutions that fulfil customer priorities, (ii) resequencing business processes according to customer‐oriented logic, (iii) enhancing the clock‐speed of decision‐making and (iv) sharing risks within the supply chain, can unveil new strategic positioning for sustainable value creation. From a practical perspective, it advocates for the adept management of remanufacturing uncertainties through continuous, active questioning of “Who‐What‐How” choices and the cultivation of circular and organic interdependencies.

中文翻译：

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应对闭环挑战：成功再制造方法的“谁-什么-如何”战略选择

再制造是一个生命周期更新过程，被认为是实现可持续生产的最有效的循环策略之一。然而，由于缺乏跨不同业务领域的综合视角来促进成功的再制造工作，其潜力受到了阻碍。本文旨在探讨这种综合视角如何促进再制造商业模式中可持续价值的创造。为了填补这一空白，我们对如何在白色家电领域有效实施再制造实践进行了深入的纵向案例研究。该研究确定了四种基本机制，当它们协同使用时，将为成功的再制造方法铺平道路，产生三重底线效益。该研究通过说明如何（i）从产品转向满足客户优先事项的解决方案，（ii）根据以客户为导向的逻辑重新排序业务流程，（iii）提高决策的时钟速度以及（ iv) 在供应链内分担风险，可以揭示可持续价值创造的新战略定位。从实践的角度来看，它主张通过持续、积极地质疑“谁-什么-如何”的选择以及培养循环和有机的相互依赖关系来熟练管理再制造的不确定性。