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1、IncollaborationwithBain&CompanyandtheUniversityofCambridgeWR1.DECONOMICFQRUMCircularTransformationofIndustries:TheRoleofPartnershipsJANUARY2024Images:GettyImages.UnsplashContentsForeword3Executivesummary41 Theneedforpartnerships52 Threearchetypesforcircularvaluecreation7Archetype1Circularfeedstk7Arc
2、hetype21.ifespanextension8Archetype3Circularplatformsandservices83 Circularpartnershipstoaeleratethetransformation93.1 PartneringinArchetype1:Accessingfeedstock,securing11uptakeandextendinggeographicalreach3.2 PartneringinArchetype2:Accessingproducts,repairdata12andcapabilities3.3 PartneringinArchet
3、ype3:Creatingnewmarkets134 Circularalitionstodriveprecompetitiveagendas14Conclusion16Appendix:Additionalcasestudies17Contributors25Endnotes26DisclaimerThisdocumentispublishedbytheWorldEnomicForumasacontributiontoaproject,insightareaorinteraction.Thefindings,interpretationsandndusionsexpressedhereina
4、rearesultofacollatorativeprocessfacilitatedandendorsedbytheWorldEomicForumbutwhoseresultsdonotnecessarilyrepresenttheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,Partnersorotherstakeholders.2024WorldEconomicForum.Allrightsreserved.NopartofthispublicationmaybereproducedOrtransmittedinanyfo
5、rmorbyanymeans,includingphotocopyingandrerding,orbyanyinformationstorageandretrievalsystem.ForewordFernandoGomezHead.ResourceSystemsandResilience;MemberoftheExecutiveCommittee,CentreforNatureandClimate,WorldEnomicForumKyriakosTriantafyllidisHeadofGrowthandStrategy,CentreforAdvancedManufacturingandSu
6、pplyChains,WorldEconomicForumJennyDavis-PeccoudSeniorPartner,GlobalHeadofSustainability&Responsibility,Bain&CompanyHernanSaenzSeniorPartner,GlobalHeadofPerformanceImprovement,Bain&CompanyJagjitSinghSraiDirectorofResearchintheDepartmentofEngineeringandHeadoftheCenterforInternationalManufacturing.Inst
7、ituteforManufacturing,UniversityofCambridgeInaneradefinedbyunprecedentedglobalchallenges,theimperativefortransformativechangehasneverbeenmorepressing.Circularityoffersablueprinttohelpusnavigatethesedisruptivetimes,helpingbusinessestoincreasetheirresilience,reachnewmarketsandcustomers,andgrapplewitht
8、hensequencesofclimatechange,resourcetensionsandenvironmentaldegradation.Butitisnotajourneythatcanbetakenalone.Thiswhitepaperexploresafundamentalcatalystofcirculartransformation:partnerships.Soloinitiativeslimitcompanies*abilitytoextractvaluefromcircularstrategies.Partnershipsaretheconnectivetissueth
9、atpermitstheflowofknowledge,informationandcircularmaterials-creatingdemandfornewcirculargoodsandservices,usheringinnewcircularbusinessmxielsandestablishingasharedcommitmenttobuildingacircularfuture.Toextracttangibleinsightsfromtheseconcepts,thepaperdelvesintoarchetypesofcircularvaluecreationandexplo
10、reshowtheyaredefinedbypartnershipsaimingtoinfluencecontrolandinflectionpoints.Theexamplesinthispaperarenotmeanttoprovidesetpathsforotherstofollow.Rather1theyaimtoinspirecompaniestoexplorethepotentialforpartnershipstohelpacceleratetheirowncircularjourney,enhancingtheresilience,profitabilityandsustain
11、abilityoftheirbusinesses.Thosewholeadthewayandformdisruptivecircularpartnershipswillbenefitfromafirst-moveradvantage.Circularityleaderswillneedtoengagetheirpeers,theircompetitorsandtheupstreamanddownstreamplayersintheirvaluechains-andbeyond-inambitiouspre-competitiveandcrossindustrycoalitionstoshape
12、asystemicchangethatgoesbeyondtheboundariesofoneorganization.Aswenavigatethechallengesofthe21stcentury,itisimportanttorememberthatourtruestrengthliesnotsolelyinourindividualundertakingsbutinourabilitytocollaborate.Throughpartnerships,wecanconstructacircularworldcharacterizedbysustainability,resilienc
13、eandprosperityforall.WethankthemembersoftheCircularTransformationofIndustriesmmunityfortheirinsightsandtheirinvaluableinputstothispaper.ExecutivesummaryPartnershipsareessentialtobuildthecirculareconomythattheworldneeds.Circulartransformationsareurgentlyneededinanincreasinglyresource-constrainedworld
14、.Humanityconsumes70%moreresourcesthantheEarthsecosystemscanregenerate,1yetonly7.2%ofmaterialsthatenterproductionprocessestodaycomefromcircularsources.2Adoptingcirculareconomyprinciplescanalsounlockvalueforbusinessesinmanyareas,includingimprovedresilience,additionalsourcesofrevenueandgrowth,resourcee
15、fficiencyandenvironmentalsustainability.Creatingnewcircularvaluechainswillrequirenewpartnerships.Takingacircularapproachinisolationlimitsacompany,scapacitytoextractvaluefromsuchastrategy;partnershipsofferafasterandmorecost-effectiverouteforaccessingknowledgeandcircularmaterials,forinformingpoliciesa
16、ndindustrystandards,andforcreatingamassmarketforcirculargoodsandsen/ices.Incirculartransformations,businessesmayhavetolookbeyondtheirvaluechainstosourcecircularinputsortofindbuyersfortheirby-productsandspentmaterials.Theymayneedpartnerstocomplementtheirowncircularcapabilities,tohelptransformproducti
17、onprocessesortointroducenewcircularbusinessmodels.Asmorecompaniesenterthecirculareconomy,thesepartnershipsarelikelytogrowintomultistakeholdercoalitionsthatestablishnew,circularecosystems.Thispaperidentifiesthreearchetypesforcircularvaluecreationandsharesusecasesonhowpartnershipsplayacrucialroleineac
18、hofthem.Thefirstarchetypefocusesonreplacingvirginmaterialswithcircularones-forexample,usingrecycledplasticoraluminium;thisstrategycanbeappropriateformostmanufacturedgoods,andespeciallythosethathaveashortlifespan,suchaspackaging.Thesecondaimstoreducethedemandfor,andthereforeoutputof,manufacturedgoods
19、byincreasingtheirusefullifespan;thisisappropriateforhigh-valueproductsthataredurableandgenerallythosethatcanbedisassembled.Thethirdarchetypereinventsthebusinessmodelastheenterpriseadoptsmorecircularwaysofworking;thisopensnewavenuesforcollaborationandbusinesspartnershipsandismostsuitedtohigh-value,up
20、gradeableproductsorservices.Indevelopingacircularstrategy,companieswillneedtoidentifythekeysourcesofvalue,orcontrolpoints,intheircircularvaluechains.Theseincludebothmaterialflows,suchasaccesstocircularfeedstock,andinformationflows,suchashowtorepairordisposeofcirculargoods.Acircularstrategywillalsone
21、edtoconsideraseriesofinflectionpoints,includingthefactorsthatcanacceleratethecost-competitivenessofcirculargoods,increaseconsumerconfidenceinrefurbishedproductsorcreatedemandfornewcircularofferings.Inplanningtheircircularstrategies,chiefexecutiveofficersmustidentifythearchetypeorcombinationofarchety
22、pesthatcandelivermostvaluetotheircompanies,whichcontrolandinflectionpointsarecriticalforsuccessandwhatpartnershipsareneededtobuildtheirnewcircularvaluechains.Aclearcircularpartnershipstrategywillhelpcompaniesgainaccesstokeyntrolpointsandtiptherelevantinflectionpoints.Circularitymustbecomethenewstand
23、ardtoensuretheresilienceofbusinesses,economiesandtheplanet,anditcanhappenonlythroughpartnerships.TheneedforpartnershipsMorethannineoutoftenexecutivescitedpartnershipsasacriticalenablerofthecirculartransformation.Awarenessoftheneedtodecoupleeconomicgrowthfromresourceconsumptioncanbetracedbacktoatleas
24、t1987,withtheBrundtlandCommissionsreportonsustainabledevelopmentfortheUnitedNations.3Butnearlyfourdecadeslater,theglobaleconomyisstillextractingmorenaturalresourcesthantheplanetcanreplace.Scientistsreportthatsixoutofnine*,planetaryboundaries-whichmeasureenvironmentalhealthacrossland,waterandair-have
25、beenbroken.4Onlyacirculareconomycanreversethisover-extractionbyencouragingthemaximizationofthevalueofresourcesandfindingnewusesforwhatwereonceconsideredwasteproductsandspentmaterials.Today,only7.2%ofallmaterialinputsintheeconomycomefromcircularsources.5Atthesametime,globaleconomicgrowthisbeingchecke
26、dbymaterialconstraints,suchastheacutescarcityofwaterinmanydrought-strickenagriculturalregionsandshortagesofcertainmineralsandmetalsforelectroniccomponentsofelectricvehicles,energytransitiontechnologiesandinformationtechnology(IT)systems.Scientistsbelieveabroaderadoptionofcircularityprinciplescouldre
27、duceglobalmaterialsextractionandusebyone-third,easingconstraintsongrowthandenablingpeopletolivewithintheenvironmentallimitsoftheplanet.6Forcompaniesseekingtocurbgreenhousegas(GHG)emissionsandaddressscarcitiesofmaterials,circularitypromisestounlockvalueinfourareas:next-generationresilience;newsources
28、ofrevenue;resourceefficiency;andenvironmentalsustainability.Thiswhitepaperpresentsaframework(seeFigure1)toexplainhowcompaniescanuseavarietyofresourcesandprocessestoattainthesebenefits.Specifically,therearesixcriticalenablersthatcansupportacompanyinachievingcirculartransformationatscale,includinginte
29、rnalandexternaltechnologies,information,relationshipsandmore.Oftheseenablers,thecreationofpartnershipshasbeenidentifiedby94%ofexecutivesascrucialforunlockingthefullpotentialvalueofcirculartransformations.7Businessesmaythereforehavetolookbeyondtheirvaluechainstosourcerecycledinputsortofindbuyersforth
30、eirwasteandspentmaterials.Companieswillneedtopartnerwithstakeholdersthatcomplementtheircircularcapabilitiesandassets.Theywillalsoneedtotransformtheiroperatingandbusinessmodelstobecomecircular.Asmorecompaniesengageinthecirculareconomy,thesepartnershipsarelikelytogrowintomultistakeholdercoalitionsthat
31、establishanewbusinessenvironmentforcircularenterprises.Thispaperlooksattheimportanceofpartnershipsinsomesuccessfulexamplesofcirculartransformations.Ratherthanprovidingastep-by-stepguide,thecasestudiesseektoillustratethewidevarietyofoptionsbusinesseshavewhenlookingforsolutionstotheircircularchallenge
32、s.ThefinalsectionofthepaperoutlinesimportantrecommendationstohelpCEOsachieveasuccessfultransformation.Theoverallaimistoinspiremoreleaderstotakepartnership-basedactionanddrivethecirculartransformationoftheirindustries.FIGURE1Operationsandbusiness-modelchangesrequiredforcirculartransformationVisionUnl
33、ockingnewvalueandgrowthinaworldoflimitedresourcesImpactNext-generationresilienceBuildflexibilityalongthesupplychainandbereactivetoexternalshocksbycirculatingmaterialsNewsourcesofrevenueGeneratenewsourcesofrevenuethroughcircularbusinessmodelsResourceefficiencyEnvironmentalsustainabilityDeliveranet-ze
34、roenomywithreducedwasteThecirculartransformationofindustriesOptimizecostsbyincreasingrecovery,recyclingandreuseofmaterialsrcularmarketplacesEnablingservicesDatasharingFinancingEnablersSystem-widepartnershipsAt-scalecoalitionswithinandbeyondcurrentvaluechainsRobustschemesandincentivestoenabledataflow
35、salongthevaluechainsTechnologyandinfrastructureInnovativeandstate-of-the-arttlstobuildcircularsolutionsAttractiveopportunitiesforinvestorsandpublicinstitutionstofinancethetransformationRegulationandpolicyBroad,interconnectedpoliciesalignedamongindustriesandregionsPeopleandcultureUpgradedskillsetsand
36、capabilitiesalignedwithcircularmindsetsacrossfunctionsDThreearchetypesforcircularvaluecreationCompaniescanopttochoosecircularfeedstocks,toextendthelifeofproductsortoreinventtheirbusinessplatformsorservices.Thissectionillustratesthethreebroadarchetypesforcreatingvaluethroughcircularity,withanexampleo
37、feach.Allthreereduceresourceextractionwhilemeetingcustomerneeds,andallthreerelyonnewpartnershipstoachievecircularitygoals.(Archetype)CircularfeedstockThisarchetypeentailsreplacingtheuseofvirginmaterialswithcircularfeedstocks-forexample,recycledplasticsoraluminium.Thisisdonebynnectingtheproductsendof
38、lifetoitsbeginningoflife,byusingrecycledproductstomanufacturenewproducts.Archetype1isrelevantformostmanufacturedgoods,andespeciallythosethathaveashortlifespan,suchasaluminiumpackaging.CompaniessuchasBallCorporation,whichmakesaluminiumcans,cupsandbottles,primarilyforthedrinksindustry,canrecyclealumin
39、iumusingonly5%oftheenergyusedtoproducevirginaluminium.Givenaluminiumkeepsahighvalueafteranend-of-lifecycle,8recyclingitisnotonlyenvironmentallybutalsofinanciallybeneficial.1.ifespanextensionThisarchetypeinvolvesreducingtheoutputofmanufacturedgoodsbyincreasingtheirusefullifespan.Strategiesincluderepa
40、iring,reusing,refurbishingorremanufacturingproductstonewdesignsthatmakecircularityeasiertoadopt.Itisappropriateforhigh-valueproductsthataredurableandcanbedisassembled.OnecompanypractisingthisapproachisSchneiderElectric,alargedigital-automationandenergymanagementcompany.SchneiderElectrichasdevelopeda
41、refurbishingplatformtoextendtheusefullifeofequipment,withthegoalofreducingtheextractionofrawmaterialsneededtomanufacturenewones.SchneiderElectricscirculartransformationbeganwithasurveywhichrevealedthat30%ofcustomersdidnotknowwhattodowithitsproductsattheendoftheirlifecycle;94%wereinterestedinatake-ba
42、ckplatformmanagedbythecompany,and86%wereinterestedinbuyingrefurbishedgoods.Thisindicateddemandforcircularsolutionsandledthecompanytorethinkitsentirevaluechainandreconfigureitsproductdesign,fromtheuseofmaterialstomakingproductseasiertodisassemble,repairandrecycle.Workingwithanetworkofpartners,includi
43、ngalocalcompanythathasthecapabilitytotransport,sortandrefinewaste,SchneiderElectricdevelopedaplatformforrefurbishingoperationsthatgivescustomerstheoptionofpurchasingcircularproductswiththesamewarrantyasnewproductsandwiththeaddedenvironmentalbenefitsofcircularinputs.Toencouragecustomerstoreturnproduc
44、ts,thecompanyhasaneasy-to-useplatformforthereturnofend-of-usegoods,sparingcustomersthetaskofdealingwithwastedisposalandtheassociatedcosts.In2023,22%ofthecompanysproductfamilieshaveatleastonecirculareconomyofferavailable,withaplantoreach33%by2025.CircularplatformsandservicesThisarchetypereinventstheb
45、usinessmodel,openingnewavenuesforcollaborationandbusinesspartnerships.Itismostsuitedtohigh-value,upgradableproducts.HPE(HewlettPackardEnterprise)isaninformationtechnologycompanythatdemonstratesthethirdarchetypalstrategyofreinventingbusinessmodelsviaitsas-a-serviceITofferings.In2019,thecompanyannounc
46、edplanstotransitiontoanas-a-servicecompanythroughmoresubscriptionbased,pay-per-useandas-a-serviceofferings.ByenablingorganizationstoconsumeITonanas-a-servicebasis,HPEoffersthemtheabilitytoflexiblyscaletheirITtomeettheirneedsandreduceITinefficienciessuchascarbonandenergyuse,materialsandwaste,whichcon
47、tributesignificantlytoenvironmentalfootprints.Whilethecompanywillcontinuetoprovideitshardwareandsoftwareinalicence-basedmodel,thesenewofferingswillenablecustomerstochooseiftheywantamoretraditionalormorecircularas-a-serviceexperience.Thecompanyhasusedavarietyofpartnerstoprovidenewservicesonthisplatfo
48、rmtoimproveitsutilityincontrasttotraditionalservers.Manymedium-sizedbusinesseslackinternaldatacentresortheappropriateITstafftosupportthem.Tosolvethis,HPEpartneredwithCyrusOneandEquinix,datacentreandinterconnectionproviders,toprovidemid-sizedcompanieswithaccesstoexternaldatacentres,thusallowingthemtoavoidhavingtobuildtheirown.Thethreearchetypesaren
