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公用事业 2025-11-11 世界经济论坛 Daisy.Aldrich

Circularity is rapidly transitioning from a sustainability aspiration to a business necessity, driven by changing consumer expectations, resource scarcity, and volatile input costs. A July 2025 survey of 491 executives across 10 manufacturing industries found 95% believe circularity will be important or very important within three years, with 71% calling it “very important”. However, only 20% of companies have actually built circular supply chains, highlighting significant challenges in scaling circular initiatives.

Key Challenges:

Unpredictability and Volatility: Demand for circular goods is often unpredictable, and regulation is inconsistent, creating barriers.
Operational Hurdles: Common problems include low availability of secondary materials, varying return quality, complex reverse logistics, and processing challenges.
Information Gaps: Lack of reverse logistics networks, repair facilities, and digital systems hinders circular operations.
Complex Rules: Traditional systems are not designed for circularity, leading to compliance costs and operational complexities.
Skills Gaps: Scaling circularity requires new expertise in collection, testing, and remanufacturing, which linear value chains were not built to provide.

Setting Clear Priorities:

Geography: Launch in regions with supportive regulations, existing infrastructure, and strong customer demand.
Customer: Target receptive customer segments most likely to buy circular products and return used items.
Product: Focus on items with high return rates, strong resale value, and technical feasibility for repair or remanufacturing.
Value: Consider the environmental and strategic benefits, market demand, value retention, and regulatory landscape.

Design Options for Circular Supply Chains:

Supply Chain Structure: Decide whether to integrate circular flows with existing linear operations, separate them, or use a hybrid model.
Partnership Strategy: Evaluate whether to build internal capabilities or work with partners for specific tasks.
Network Design: Choose between centralized hubs or local operations based on the product and customer needs.
Operational Capabilities: Strengthen skills in demand forecasting, reverse logistics, customer engagement, and reconditioning and distribution.

Key Enablers:

Technology and Data: Utilize digital tools like IoT sensors, blockchain, and AI for traceability and predictive analytics.
People and Culture: Foster a cultural shift from disposal to repair and reuse, with strong leadership commitment and employee training.
Finance and Investments: Secure funding through impact investors, green bonds, and public grants to cover upfront investments.
Policy and Regulation: Engage with policymakers to shape regulations that support circularity and participate in circularity-centred public procurement.

Conclusion: Scaling circular supply chains requires a disciplined prioritization strategy, a focus on design for scale, and the harnessing of key enablers across regulation, finance, technology, and culture. Success depends on clear choices, strong partnerships, and a commitment to building circularity into company governance. Companies that act decisively today will be well-positioned to redefine value creation for the next decade and beyond.

Images:Adobe Stock Contents Foreword Executive summaryIntroduction: Setting the course 1Key challenges: unpredictability, volatility and linear thinking2Setting clear priorities: products, customers and markets3Design options: building circular operations that work4Enablers: catalysts for circular supply chainsConclusionAppendix: Case studiesContributorsEndnotes Disclaimer This document is published by theWorld Economic Forum as a contributionto a project, insight area or interaction.The findings, interpretations andconclusions expressed herein are a resultof a collaborative process facilitated and ©2025 World Economic Forum. All rightsreserved. No part of this publication maybe reproduced or transmitted in any formor by any means, including photocopying Foreword Xavier HouotPartner, Sustainability &Responsibility, Bain & Company Thom AlmeidaLead, Circular EconomicSystems, World Economic Forum Hernan SaenzSenior Partner and Global Head, PerformanceImprovement, Bain & Company Jagjit Singh SraiProfessor, Department ofEngineering, University of Kyriakos TriantafyllidisHead, Growth and Strategy,Centre for Advanced In recent years, companies have begun toappreciate the value of circular approaches – notonly for building resilience, but also for driving growthand profitability. Yet, scaling up from pilot projectshas posed challenges – demand for circular goodsis often unpredictable, regulation is sometimes In short, the global conversation has shifted fromwhycircularity matters tohowit can be implementedat scale. Yet, circular strategies are complex –without clear prioritization of where to start and how This paper draws on the experience and insightsof business pioneers in this field to explore howcircular supply chains can be successfully scaledup. First, it introduces a framework to prioritizecircular initiatives. Second, it outlines key design The relevance of circular business models has neverbeen greater. Once a sustainability theme, circularityis now a vital strategic issue for businesses in lightof changing consumer expectations, resourcescarcity and volatile input costs. In this newscenario, circularity can be a lever for long-termvalue creation and operational resilience. It holds the This work is the result of a collaboration betweenthe World Economic Forum, Bain & Company andthe University of Cambridge. It has been enriched byinsights from expert panels and a global survey of 491 Executive summary Circular supply chains are essential,but companies need clear priorities,smart design and strong partnerships Circularity is quickly moving from an ideal sustainabilityambition to a business necessity. In a July 2025survey of 491 executives across 10 manufacturing-centric industries, 95% said circularity will be importantto their companies within three years, and 71% calledit “very important”. This shift is happening becausecustomers want it and it cuts costs in a climate where –Customers:unclear demand for refurbishedproducts, quality worries and established –Infrastructure and data:limited collectionsystems, disconnected IT systems and –Regulations:inconsistent rules on movingwaste, as well as warranty requirements One major problem persists: too many companies stillsee circularity only as a sustainability issue or a wayto reduce waste. In reality, it’s about creating steadyrevenue streams, giving investors confidence in futureprofits and building closer customer relationships.This makes circularity fundamentally different from –Organization:skills shortages, resistanceto change, fear of competing with own Because of this complexity, choosing the rightpriorities is critical to success. Without a clearfocus on where and how to compete, companiesspread themselves too thinly and fail to scale.Smart prioritization focuses on four areas (asoutlined in Figure 1): products with high residual Despite good intentions, only 20% of companieshave actually built circular supply chains. Most hit –Operations:low product returns, varyingquality, reverse shipping complexities and Once priorities are clear, supply chain designdetermines how they are executed. Companies phyScaling depends on four key enablers:supportive regulation, financing to cover start-up costs, digital tracking and AI to manageunpredictable flows, and cultural change thatbuilds circularity into company governance, Gemust decide when to combine traditional and circularflows, when to keep them separate and how tobuild hybrid models – such as shared shippingwith dedicated facilities for sorting, repair andremanufacturing. Network design – centralized hubs Just as digital supply chains defined successin the 2000s, circular supply chains will defineit in the 2030s. The question isn’t whetherleaders will adapt but whether they’ll scale fast Introduction: Circularity is a challenging yet rewardingundertaking. Organizations that embracethis shift can unlock innovative practices Scaling circular models is like navigating a fle

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