85
education and research organizations as well as the interactions with institutions
and authorities.
The sectors are very different from one another regarding the characteristics and
the specifi cities that need to be identifi ed during the benchmark phase. The major
differences to be considered are detailed below.
3.1.1 Structure of the Sector
Some sectors include mostly very small and medium companies, whilst others may
be dominated by big or medium enterprises or a mix of both. The type and size of
organizations infl uence the way they will apply LCM. Also attributed resources are
often related to the size of the structures and the turnover.
3.1.2 Organization of the Sector
Big companies that may not physically be present within the region sometimes
drive sectors, for example, the mechanic sector has a very signifi cant presence of
purchasing/supplier relations. For some other sectors there might be a very logical
and complementary chain of actors, varying from one country to another or from one
region to another, as, for instance, for the building sector. In some sectors, companies
(small, medium or big) may actually control the overall supply chain of their product.
3.1.3 Product, Organization and Process Oriented Vision
Another very import factor that may change completely the way sectors are responding
to LCM is the way they look at the product. In some sectors, products are in the
center of the business efforts, such as for the case of textile, fi sh and food. In others,
processes are dominant, such as for the recycling sector. In most cases, for those
sectors with a dominant process and organization vision, the role of actors and the
relevance of products need to be clarifi ed to help them uptake LCM.
Once a detailed mapping has been done, the next step within the benchmarking
is to identify LCM initiatives, tools and case studies relevant to each sector, focusing
on, but not limited to West Europe. This phase also includes a hotspot analysis based
on existing LCAs within the sector. Figure 7.3 shows a list of major points considered
within the benchmarking phase.
3.2 Sector Maturity Assessment
The maturity assessment aims at understanding the maturity of the actors of a sector
in relation to LCM practices. In this way each sector and their respective actors can
be trained corresponding to their needs in order to build LCM capabilities as quickly
and effi ciently as possible.
7 Mainstreaming the Use of Life Cycle Management in Small and Medium Sized…
education and research organizations as well as the interactions with institutions
and authorities.
The sectors are very different from one another regarding the characteristics and
the specifi cities that need to be identifi ed during the benchmark phase. The major
differences to be considered are detailed below.
3.1.1 Structure of the Sector
Some sectors include mostly very small and medium companies, whilst others may
be dominated by big or medium enterprises or a mix of both. The type and size of
organizations infl uence the way they will apply LCM. Also attributed resources are
often related to the size of the structures and the turnover.
3.1.2 Organization of the Sector
Big companies that may not physically be present within the region sometimes
drive sectors, for example, the mechanic sector has a very signifi cant presence of
purchasing/supplier relations. For some other sectors there might be a very logical
and complementary chain of actors, varying from one country to another or from one
region to another, as, for instance, for the building sector. In some sectors, companies
(small, medium or big) may actually control the overall supply chain of their product.
3.1.3 Product, Organization and Process Oriented Vision
Another very import factor that may change completely the way sectors are responding
to LCM is the way they look at the product. In some sectors, products are in the
center of the business efforts, such as for the case of textile, fi sh and food. In others,
processes are dominant, such as for the recycling sector. In most cases, for those
sectors with a dominant process and organization vision, the role of actors and the
relevance of products need to be clarifi ed to help them uptake LCM.
Once a detailed mapping has been done, the next step within the benchmarking
is to identify LCM initiatives, tools and case studies relevant to each sector, focusing
on, but not limited to West Europe. This phase also includes a hotspot analysis based
on existing LCAs within the sector. Figure 7.3 shows a list of major points considered
within the benchmarking phase.
3.2 Sector Maturity Assessment
The maturity assessment aims at understanding the maturity of the actors of a sector
in relation to LCM practices. In this way each sector and their respective actors can
be trained corresponding to their needs in order to build LCM capabilities as quickly
and effi ciently as possible.
7 Mainstreaming the Use of Life Cycle Management in Small and Medium Sized…