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Circular supply chain management (CSCM) is proving to be a strong contributor towards sustainable development. The purpose of this study is to analyse the circular practices in CSCM implementation towards sustainability in the Indian auto sector; these practices are at the initial stage in a developing economy.

In this research work, a framework has been developed to enrich understanding of various CSCM practices for sustainability. To develop a causal framework, a Fuzzy Decision-Making Trial and Evaluation Laboratory (F-DEMATEL) methodology has been adopted.

The results produce 32 practices with cause and effect groups and their importance/priorities. Based on F-DEMATEL, these 32 practices are grouped into cause and effect groups based on R + C and R − C values.

The findings will help managers and decision-makers to gain a deeper understanding of the practices and their nature; the governmental and financial practices are identified as the most critical factors that need more attention. The results will help strategy makers to plan accordingly.

This research has identified and analysed 32 basic practices and their interrelationships to achieve sustainability in CSCM.

Business organisations are under serious threat to sustain their business due to globalisation, challenging market and recent economic competitiveness. The aim of this study is to address various pressures to circular supply chain management (CSCM) implementation for sustainability.

The present study is based on two research levels. Initially, extensive literature review has been made to identify 31 pressures to CSCM, and eight categories of pressures have been identified. At the second level, fuzzy analytical hierarchy process (F-AHP) has been applied to rank the identified pressures to CSCM implementation for sustainability.

“Financial Pressures (FP)” has been identified as most significant pressure to CSCM implementation for sustainability. Further, “Lack of support of top management (MP1)”, “Lack of implementation of laws and policies (GP2)” and “Lack of vision for CSCM (GP1)” have been found most critical sub-pressures CSCM implementation for sustainability.

The final results give the prioritised list of all identified 31 sub-pressures and eight main pressure heads, which will be helpful in their removal for achieving the goal of CSCM implementation. It will be helpful for managers to take decisions promoting circular practices in supply chains to achieve truly sustainable supply chains. It will also be help for SC managers to understand the flow of activities and materials in CSC to get good results and remove pressures.

The present study plays an important role in circular activities implementation in supply chain for profit gain, and their pressure ranking may help the mangers to implement the CSCM effectively.

This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.