Conception of circular economy obstacles in context of supply chain: a case of rubber industry

Abstract

Purpose

Adopting the circular economy (CE) notion in the supply chain perspective is necessary for the sustainability viewpoint. However, such practices are deficient, especially in developing countries like India, because of several obstacles. The purpose of this study was to create an approach for circular supply chain management (CSCM) adaption in Indian rubber industries by identifying and evaluating its associated obstacles.

Design/methodology/approach

A hybrid approach of analytic hierarchy process (AHP) and the grey-based ELECTRE method had been employed in this research to obtain the mutual rankings of the identified obstacles based on their impressions on the CSCM prosperity criteria through a case study and involving diverse expert's opinions.

Findings

Presented study's findings illustrate that “Lack of consumer knowledge and consciousness towards environmental sustainability” was found to be the top-ranked obstacle followed by “Unwillingness towards supply chain re-structuring”.

Research limitations/implications

The obstacles' prioritized rankings could help leaders to create sequential strategies for adapting a resilient CSCM structure by systematically eliminating these obstacles. Moreover, the pinpointed critical obstacles could be investigated further in separate studies and generate future studies' scope.

Originality/value

During the extensive literature survey, it had been found that the CSCM practices are in the fledgling stage in the developing country's context. Moreover, studies related to CSCM adaption in rubber-based manufacturing industries were much lacking. Presented work is peculiar, aiming to accelerate the CSCM adaption in the industrial rubber sector in developing countries like India.

Citation

Agarwal, S., Tyagi, M. and Garg, R.K. (2023), "Conception of circular economy obstacles in context of supply chain: a case of rubber industry", International Journal of Productivity and Performance Management, Vol. 72 No. 4, pp. 1111-1153. https://doi.org/10.1108/IJPPM-12-2020-0686