88
3.4 Action Plan
Each sector develops very detailed action plans based on the SWOT matrix and the
identifi ed needs and expectations. The experience with the fi rst wave helped to
develop major common indicators related to each action.
A non-exhaustive list of major common indicators is provided here: primary
target, title description, goals, costs, time frame, potential action leader, starting
time and duration, frequency, priority and management indicators.
In addition and to help cross cutting actions to be developed, actions are grouped
in three major categories:
1. Sector specifi c actions
2. Replicable actions (to one or more sectors)
3. Cross cutting actions (joint actions of two or more sectors)
3.5 Implementation
The LCM action plans are developed in parallel, enabling the sectors to identify
cross cutting actions. This process is managed by the regional LCA Platform
[avniR], through the network of “Life Cycle Champions”. Champions have been
trained in the nine sectors; they meet regularly to exchange experiences in implementing life cycle approaches, identify cross cutting projects and to monitor sustainability performance advances within different sectors. The study was done
through different waves. The latest sectors incorporated learnings from the fi rst
wave of sectors are shown in Fig. 7.4 . Several actions are ongoing and some are
fi nalized within different sectors. The results show signifi cant improvements in
SMEs within most sectors. The effi ciency and effectiveness of the actions are monitored within a scoreboard developed together with LCM champions. Unfortunately,
due to confi dentiality restrictions, at the moment, no detailed results can be shown
to highlight the improvements of the sustainability performance of products, processes and organizations achieved within the case study of Northern France.
4 Conclusions and Outlook
The chapter describes an innovative approach for mainstreaming LCM that is able
to leverage sectorial and regional networks in order to help overcome barriers to the
implementation of Life Cycle Management. From a business perspective, integration with existing professional organizations confi rmed that SMEs access advice
N. Adibi et al.
3.4 Action Plan
Each sector develops very detailed action plans based on the SWOT matrix and the
identifi ed needs and expectations. The experience with the fi rst wave helped to
develop major common indicators related to each action.
A non-exhaustive list of major common indicators is provided here: primary
target, title description, goals, costs, time frame, potential action leader, starting
time and duration, frequency, priority and management indicators.
In addition and to help cross cutting actions to be developed, actions are grouped
in three major categories:
1. Sector specifi c actions
2. Replicable actions (to one or more sectors)
3. Cross cutting actions (joint actions of two or more sectors)
3.5 Implementation
The LCM action plans are developed in parallel, enabling the sectors to identify
cross cutting actions. This process is managed by the regional LCA Platform
[avniR], through the network of “Life Cycle Champions”. Champions have been
trained in the nine sectors; they meet regularly to exchange experiences in implementing life cycle approaches, identify cross cutting projects and to monitor sustainability performance advances within different sectors. The study was done
through different waves. The latest sectors incorporated learnings from the fi rst
wave of sectors are shown in Fig. 7.4 . Several actions are ongoing and some are
fi nalized within different sectors. The results show signifi cant improvements in
SMEs within most sectors. The effi ciency and effectiveness of the actions are monitored within a scoreboard developed together with LCM champions. Unfortunately,
due to confi dentiality restrictions, at the moment, no detailed results can be shown
to highlight the improvements of the sustainability performance of products, processes and organizations achieved within the case study of Northern France.
4 Conclusions and Outlook
The chapter describes an innovative approach for mainstreaming LCM that is able
to leverage sectorial and regional networks in order to help overcome barriers to the
implementation of Life Cycle Management. From a business perspective, integration with existing professional organizations confi rmed that SMEs access advice
N. Adibi et al.