The creation of a new business model needs two pillars [11]. In one hand it is an
explorative activity, on the other hand, it is a collective action. In the case of
Circular Economy Business Models, we can particularly point out the necessity to
set a dialogue between stakeholders from various horizons and motivations. In
shorter recycling loops, you may introduce the notion of second hand parts and
remanufacturing to customers and industrial plants. In longer loops you may design
the product in a way that improve dismantling and sorting efficiency at its end of
life. Collective action will involve all stakeholders committed in the new business
model construction. But they are not spontaneous and need to be managed.
One proposal to manage this dialogue is to use the Collaborative Life Cycle
Activities (Co-LCA) way [12] developed during the environmental footprint
assessment of Renault first electric vehicle [13]. This scheme embeds three levels
(Purpose, People and Action) and follow five steps: E1: Explore the topic; E2:
Engage with appropriate stakeholders; E3: Elucidate the questions; E4: Evaluate the
benefits; and finally E5: Extend to other activities.
To anchor the new business model and transform it into a dominant model,
Stéphane Morel underlined the need for economic actors to measure the creation of
shared value [14]. In order to proceed, four fields of benefits are proposed: 1/
financial income; 2/brand improvement; 3/knowledge sharing and 4/decision and
anticipation accuracy.
As a conclusion, the LCA community is well grounded in collective action to
carry comprehensive and complex studies [15]. Therefore, they are effective support to facilitate the creation of circular economy businesses. As a challenge for the
next decade, though, this community shall continue to dig into data, but shall also
open more largely to social and management science to build the bridge from utopia
to real life businesses.
6 Key Issues and Learnings from the Discussion
One of the conclusion is that LCA and C2C can be complementary approaches to
address circular economy issues. Indeed, C2C provides a vision for continuous use
of materials through the avoidance of chemicals of concern, therefore facilitating
the valorisation of materials over biological or technical cycles, while LCA allows
to identify the intermediary milestones to be reached and provides a quantitative
assessment of environmental impacts, both required to reach the vision set through
C2C concept in a sustainable way.
It was also pointed out that one of the main challenge to overcome in the LCA
field, within the circular economy context is the quantification of the benefits from
recycling, both in terms of substituted materials and quality of the secondary
material [16–20]. It was also noticed that an important contribution to solve the
related issue of multi-functionality and substitution of primary material has been
provided by the Product Environmental Footprint (PEF) pilots initiative through the
definition of the Circular Footprint Formula [21].
Life Cycle Management Approaches …
7
explorative activity, on the other hand, it is a collective action. In the case of
Circular Economy Business Models, we can particularly point out the necessity to
set a dialogue between stakeholders from various horizons and motivations. In
shorter recycling loops, you may introduce the notion of second hand parts and
remanufacturing to customers and industrial plants. In longer loops you may design
the product in a way that improve dismantling and sorting efficiency at its end of
life. Collective action will involve all stakeholders committed in the new business
model construction. But they are not spontaneous and need to be managed.
One proposal to manage this dialogue is to use the Collaborative Life Cycle
Activities (Co-LCA) way [12] developed during the environmental footprint
assessment of Renault first electric vehicle [13]. This scheme embeds three levels
(Purpose, People and Action) and follow five steps: E1: Explore the topic; E2:
Engage with appropriate stakeholders; E3: Elucidate the questions; E4: Evaluate the
benefits; and finally E5: Extend to other activities.
To anchor the new business model and transform it into a dominant model,
Stéphane Morel underlined the need for economic actors to measure the creation of
shared value [14]. In order to proceed, four fields of benefits are proposed: 1/
financial income; 2/brand improvement; 3/knowledge sharing and 4/decision and
anticipation accuracy.
As a conclusion, the LCA community is well grounded in collective action to
carry comprehensive and complex studies [15]. Therefore, they are effective support to facilitate the creation of circular economy businesses. As a challenge for the
next decade, though, this community shall continue to dig into data, but shall also
open more largely to social and management science to build the bridge from utopia
to real life businesses.
6 Key Issues and Learnings from the Discussion
One of the conclusion is that LCA and C2C can be complementary approaches to
address circular economy issues. Indeed, C2C provides a vision for continuous use
of materials through the avoidance of chemicals of concern, therefore facilitating
the valorisation of materials over biological or technical cycles, while LCA allows
to identify the intermediary milestones to be reached and provides a quantitative
assessment of environmental impacts, both required to reach the vision set through
C2C concept in a sustainable way.
It was also pointed out that one of the main challenge to overcome in the LCA
field, within the circular economy context is the quantification of the benefits from
recycling, both in terms of substituted materials and quality of the secondary
material [16–20]. It was also noticed that an important contribution to solve the
related issue of multi-functionality and substitution of primary material has been
provided by the Product Environmental Footprint (PEF) pilots initiative through the
definition of the Circular Footprint Formula [21].
Life Cycle Management Approaches …
7