87
any common framework. Based on the results of these studies and the feedback of
responding companies and organizations, more sub-criteria were added. In the same
time, the study of additional methods (CMM UNEP, etc.) provided a more exhaustive understanding of existing assessment methods. The [avniR] sectorial framework was fi nalized considering both experiences from the fi rst wave pilot and other
maturity assessment methods. The framework of the assessment method takes into
account fi ve main criteria:
1. Company global strategy for LCM
2. Challenges associated to LCA based approaches
3. Eco-design/LCA maturity approach
4. Resources dedicated to LCM
5. Continual improvement and communication efforts
The framework was applied within the second wave and was very successful to
give a clear overview of the sectors’ maturity. The method also helped through an
indirect harmonization of the approach within different sectors.
The interest to develop the method was also to provide a common baseline that
would allow later to monitor the advance of the sectors, once the implementation
phase starts. In addition, the maturity assessment helped different sectors to better
understand the action plans of other sectors, since not all of them started at the same
maturity level, nor had the same need for training and capacity building support.
3.3 Needs Identifi cation
The need identifi cation considers two major aspects:
1. Benchmarking (national and international on the existing LCM capacities: LCM
initiatives, tools and case studies relevant to each sector at global level and results
of the hotspots analysis)
2. Sector maturity assessment results based on Sect. 3.2
For the needs identifi cation, the LCM champion involves relevant stakeholders
to build up a SWOT matrix to identify and categorize signifi cant internal factors
(i.e. strengths and weaknesses) and external factors (i.e. opportunities and threats)
to integrate LCM in their sector. In order to better prepare and facilitate this phase,
some preparatory documents are sent in advance to different stakeholders to facilitate
their participation during the SWOT preparation.
Stakeholder engagement is a key aspect of the needs identifi cation and a solid
baseline for the action plan development that fi ts the needs of the sector. It is especially
important for the implementation phase as the actions are “owned” by the participants.
The step is also very important to educate the new stakeholders joining the process.
By the end of this phase the results of the fi rst three phases are presented in an
open meeting with all stakeholders. The aim is to make more and more stakeholders
familiar with the process and fi ndings, and motivate them to contribute to a successful
implementation in the later stages.
7 Mainstreaming the Use of Life Cycle Management in Small and Medium Sized…
any common framework. Based on the results of these studies and the feedback of
responding companies and organizations, more sub-criteria were added. In the same
time, the study of additional methods (CMM UNEP, etc.) provided a more exhaustive understanding of existing assessment methods. The [avniR] sectorial framework was fi nalized considering both experiences from the fi rst wave pilot and other
maturity assessment methods. The framework of the assessment method takes into
account fi ve main criteria:
1. Company global strategy for LCM
2. Challenges associated to LCA based approaches
3. Eco-design/LCA maturity approach
4. Resources dedicated to LCM
5. Continual improvement and communication efforts
The framework was applied within the second wave and was very successful to
give a clear overview of the sectors’ maturity. The method also helped through an
indirect harmonization of the approach within different sectors.
The interest to develop the method was also to provide a common baseline that
would allow later to monitor the advance of the sectors, once the implementation
phase starts. In addition, the maturity assessment helped different sectors to better
understand the action plans of other sectors, since not all of them started at the same
maturity level, nor had the same need for training and capacity building support.
3.3 Needs Identifi cation
The need identifi cation considers two major aspects:
1. Benchmarking (national and international on the existing LCM capacities: LCM
initiatives, tools and case studies relevant to each sector at global level and results
of the hotspots analysis)
2. Sector maturity assessment results based on Sect. 3.2
For the needs identifi cation, the LCM champion involves relevant stakeholders
to build up a SWOT matrix to identify and categorize signifi cant internal factors
(i.e. strengths and weaknesses) and external factors (i.e. opportunities and threats)
to integrate LCM in their sector. In order to better prepare and facilitate this phase,
some preparatory documents are sent in advance to different stakeholders to facilitate
their participation during the SWOT preparation.
Stakeholder engagement is a key aspect of the needs identifi cation and a solid
baseline for the action plan development that fi ts the needs of the sector. It is especially
important for the implementation phase as the actions are “owned” by the participants.
The step is also very important to educate the new stakeholders joining the process.
By the end of this phase the results of the fi rst three phases are presented in an
open meeting with all stakeholders. The aim is to make more and more stakeholders
familiar with the process and fi ndings, and motivate them to contribute to a successful
implementation in the later stages.
7 Mainstreaming the Use of Life Cycle Management in Small and Medium Sized…