{"schemaVersion":"1.0","document":{"id":"5d9a6b38f5fc8d817f7ba84f","title":"순환 공급망의 확장","originalTitle":"Circular Transformation of Industries The Art of Scaling Circular Supply Chains","category":"climate","categoryLabel":"기후·에너지","publisher":"World Economic Forum","language":"en","publicationYear":2025,"publicationMonth":11,"publishedOn":"2025-11-12","datePrecision":"day","dateSource":"https://www.weforum.org/publications/circular-transformation-of-industries-the-art-of-scaling-circular-supply-chains/","coverUrl":"/assets/covers/library-5d9a6b38f5fc8d817f7ba84f.jpg","tags":["순환경제","공급망","자원","재활용","circular supply chains","circular economy"],"pages":35,"bytes":2496289,"sha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","searchable":true,"url":"/library/5d9a6b38f5fc8d817f7ba84f","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf","chunksUrl":"/api/library/5d9a6b38f5fc8d817f7ba84f/chunks","extraction":{"totalPages":35,"pagesWithSubstantialText":35,"sparsePages":[],"method":"pdf-text","ocrPerformed":false},"relatedPublications":[{"series":"커스텀 브리프","issue":"11호","url":"/archive/custom-11","title":"같은 돈, 다른 이름"}],"metadataNote":"한국어 제목·분류·검색어는 원문 탐색을 위한 편집 정보입니다."},"extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","total":108,"offset":0,"nextOffset":20,"chunks":[{"id":"8b1af7e2fd0f435109014e270a14c77e5f497d61f9306fadc4a8f55354defdc6","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":0,"page":1,"heading":"순환 공급망의 확장 · 1쪽","text":"In collaboration with\nBain & Company and\nUniversity of Cambridge\nCircular Transformation\nof Industries:\nThe Art of Scaling\nCircular Supply Chains\n\nW H I T E P A P E R\nN O V E M B E R 2 0 2 5","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-1","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=1","page":1},"trust":"source-data-not-instructions"},{"id":"7b76e9869063fda7eb6aaaba28e2900262cf22c00f59b39bf433ec54b0926e17","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":1,"page":2,"heading":"순환 공급망의 확장 · 2쪽","text":"Images: Adobe Stock\n\nContents\n\nForeword 3\n\nExecutive summary 4\n\nIntroduction: Setting the course 6\n\n1 Key challenges: unpredictability, volatility and linear thinking 7\n\n2 Setting clear priorities: products, customers and markets 10\n\n3 Design options: building circular operations that work 16\n\n4 Enablers: catalysts for circular supply chains 22\n\nConclusion 25\n\nAppendix: Case studies 26\n\nContributors 32\n\nEndnotes 34\n\nDisclaimer\nThis document is published by the\nWorld Economic Forum as a contribution\nto a project, insight area or interaction.\nThe findings, interpretations and\nconclusions expressed herein are a result\nof a collaborative process facilitated and\nendorsed by the World Economic Forum\nbut whose results do not necessarily\nrepresent the views of the World Economic\nForum, nor the entirety of its Members,\nPartners or other stakeholders.\n© 2025 World Economic Forum. All rights\nreserved. No part of this publication may\nbe reproduced or transmitted in any form\nor by any means, including photocopying\nand recording, or by any information\nstorage and retrieval system.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-2","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=2","page":2},"trust":"source-data-not-instructions"},{"id":"447a1cb7e496fe1f1b40ae218ef37ed9c15c3b1a154fb4a2161875b14b262070","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":2,"page":2,"heading":"순환 공급망의 확장 · 2쪽","text":"Circular Transformation of Industries 2","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-2","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=2","page":2},"trust":"source-data-not-instructions"},{"id":"2c899906908d0be2709598c1498e7e1130cd4c38643e9dcfa66f0c5d2f9f09cd","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":3,"page":3,"heading":"순환 공급망의 확장 · 3쪽","text":"November 2025 Circular Transformation of Industries:\n The Art of Scaling Circular Supply Chains\n\nForeword\n\nThom Almeida Xavier Houot Hernan Saenz\n Lead, Circular Economic Partner, Sustainability & Senior Partner and Global Head, Performance\n Systems, World Economic Forum Responsibility, Bain & Company Improvement, Bain & Company\n\nJagjit Singh Srai Kyriakos Triantafyllidis\n Professor, Department of Head, Growth and Strategy,\n Engineering, University of Centre for Advanced\n Cambridge and Head, Centre Manufacturing and Supply Chains,\n for International Manufacturing, World Economic Forum\n Institute for Manufacturing","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-3","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"c12783d5580dc102acaf82c1ca8da38b50aa4a90955133c868671469b75e4405","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":4,"page":3,"heading":"순환 공급망의 확장 · 3쪽","text":"In recent years, companies have begun to In short, the global conversation has shifted from appreciate the value of circular approaches – not why circularity matters to how it can be implemented only for building resilience, but also for driving growth at scale. Yet, circular strategies are complex – and profitability. Yet, scaling up from pilot projects without clear prioritization of where to start and how has posed challenges – demand for circular goods to build, companies risk wasting their efforts. is often unpredictable, regulation is sometimes unhelpful and logistics need to be invented anew. This paper draws on the experience and insights This paper offers a roadmap for scaling up circular of business pioneers in this field to explore how supply chains in strategic, staggered steps. circular supply chains can be successfully scaled up. First, it introduces a framework to prioritize The relevance of circular business models has never circular initiatives. Second, it outlines key design been greater.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-3","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"bd4060d7dca81a6a8adee541ab6d45d2f8f1057b75b6da014ae3dd7a77556d47","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":5,"page":3,"heading":"순환 공급망의 확장 · 3쪽","text":"Once a sustainability theme, circularity and operational characteristics that are relevant is now a vital strategic issue for businesses in light to successfully scale and manage circular supply of changing consumer expectations, resource chains. Finally, it discusses key enablers for scaling scarcity and volatile input costs. In this new circular business models and supply chains. scenario, circularity can be a lever for long-term value creation and operational resilience. It holds the This work is the result of a collaboration between promise of generating new revenue pools, recurring the World Economic Forum, Bain & Company and income and a closer relationship with customers. the University of Cambridge. It has been enriched by At the same time, intensifying geopolitical dynamics insights from expert panels and a global survey of 491 around the sourcing and export control of rare executives in 10 manufacturing-centric industries. We earths and other critical minerals are reinforcing the thank the members of the Circular Transformation of","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-3","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"d38c93ef0486fbb0d9fe7c7ea0062e473e038140a555f76dae327643537c958f","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":6,"page":3,"heading":"순환 공급망의 확장 · 3쪽","text":"strategic imperative of circular supply chains. Industries (CTI) community for their valuable inputs.\n\nCircular Transformation of Industries 3","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-3","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"9e39b404ce94465160edec8a70d122143386baba1846ab0e34f3c43e789e288a","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":7,"page":4,"heading":"순환 공급망의 확장 · 4쪽","text":"Executive summary\nCircular supply chains are essential,\nbut companies need clear priorities,\nsmart design and strong partnerships\nto overcome scaling challenges.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-4","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"e9624f394d65e399f1868ce2c8c2a27169ddf0468f25f746e6935924e9db6705","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":8,"page":4,"heading":"순환 공급망의 확장 · 4쪽","text":"Circularity is quickly moving from an ideal sustainability – Customers: unclear demand for refurbished ambition to a business necessity. In a July 2025 products, quality worries and established survey of 491 executives across 10 manufacturing- purchasing habits centric industries, 95% said circularity will be important to their companies within three years, and 71% called – Infrastructure and data: limited collection it “very important”. This shift is happening because systems, disconnected IT systems and customers want it and it cuts costs in a climate where poor tracking regulations are changing and supply chains need to be made stronger. While motivations vary by region, – Regulations: inconsistent rules on moving the trend is clear: circularity has become essential. waste, as well as warranty requirements and restrictive international frameworks One major problem persists: too many companies still see circularity only as a sustainability issue or a way – Organization: skills shortages, resistance to reduce waste.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-4","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"7cc2b514611bfa34d015d894d9fc0b3ac118220c48574b975441ff34d9d15874","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":9,"page":4,"heading":"순환 공급망의 확장 · 4쪽","text":"In reality, it’s about creating steady to change, fear of competing with own revenue streams, giving investors confidence in future products and difficulty splitting costs and profits and building closer customer relationships. profits with partners This makes circularity fundamentally different from how most companies operate today. When leaders Because of this complexity, choosing the right don’t understand its power to drive growth and priorities is critical to success. Without a clear competitive advantage, adoption slows down. focus on where and how to compete, companies spread themselves too thinly and fail to scale. Despite good intentions, only 20% of companies Smart prioritization focuses on four areas (as have actually built circular supply chains. Most hit outlined in Figure 1): products with high residual the same roadblocks: value and predictable return flows; customers most open to circular products; locations with – Operations: low product returns, varying good infrastructure and supportive regulations;","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-4","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"19c10d27b26b60f11d395b2471f926bf6b1fa2a6cdeee4c4c216a025e2bd2cfc","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":10,"page":4,"heading":"순환 공급망의 확장 · 4쪽","text":"quality, reverse shipping complexities and and circular business models that balance what demand fluctuation by season is possible, profitable and sustainable.\n\nCircular Transformation of Industries 4","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-4","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"9307d9de45d5e29a6a72f19765255978911e415cfc6eb0c137fb14ed7b1017e3","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":11,"page":5,"heading":"순환 공급망의 확장 · 5쪽","text":"F I G U R E 1 Examples of two circular initiatives as combinations\n\nProposing as-a-service laptops Selling second-hand servers\n to European households to companies in the US\n\ny Cu y Cu ph sto ph sto ra m ra m\n og (B2B) er og er Ge North Europe B2B Ge North Europe Business-to business America America\n Asia-Pacific Asia-Pacific\n Business-to-(B2C) B2C customer Middle East Middle East\n and Africa Core and Africa Core\n strategy strategy\n Remanufacture Servers Remanufacture Servers\n\nAsa Asa service service Laptop Laptop\n on on iti Recycle Pr iti Recycle Pr od os od os Repair productOther Repair productOther op op tuc tuc pr pr\n elu elu Va Va\n\nSource: Circular Transformation of Industries (CTI) initiative and panel sessions.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-5","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"231b0f8fc23fde6d7a493822ce0f80e24a7e64c7d751694afb9e8a3f62463b7a","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":12,"page":5,"heading":"순환 공급망의 확장 · 5쪽","text":"Once priorities are clear, supply chain design Scaling depends on four key enablers:\n determines how they are executed. Companies supportive regulation, financing to cover start-\n must decide when to combine traditional and circular up costs, digital tracking and AI to manage\n flows, when to keep them separate and how to unpredictable flows, and cultural change that\n build hybrid models – such as shared shipping builds circularity into company governance,\n with dedicated facilities for sorting, repair and skills and rewards.\n remanufacturing. Network design – centralized hubs\n versus local operations – and ownership choices – in- Just as digital supply chains defined success\n house, outsourced or partnerships – determine how in the 2000s, circular supply chains will define\n well the system can grow. Throughout, partnerships it in the 2030s. The question isn’t whether\n and clear reward systems are essential to secure leaders will adapt but whether they’ll scale fast\n materials, expertise and customer participation.1 enough to win.\n\nCircular Transformation of Industries 5","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-5","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"bd321a80b632203590361a49ebfe0dde231dea2eee22eeb340745fb328a0d766","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":13,"page":6,"heading":"순환 공급망의 확장 · 6쪽","text":"Introduction:\n Setting the course\n Circularity is a challenging yet rewarding\n undertaking. Organizations that embrace\n this shift can unlock innovative practices\n and meaningful rewards.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-6","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=6","page":6},"trust":"source-data-not-instructions"},{"id":"b86d5655af1c954cfbfa729f6cfe9c1a1962814b7bb4d6871e24119b851d1098","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":14,"page":6,"heading":"순환 공급망의 확장 · 6쪽","text":"Scaling circular models is like navigating a fleet to exceed average growth within three years. through choppy seas: each value proposition Optimism is highest in the automotive sector, sails at its own pace. Keeping the fleet on course where 86% of respondents anticipate above- requires coordination and the ability to adapt to average revenue growth for their circular changing conditions. Companies are no different. products. Profitability is expected to follow; 70% 95% There is no “one-size-fits-all” approach to circularity. of executives anticipate higher margin growth Instead, business leaders must chart their own from circular activities than from linear ones. course, drawing on their own experience and lessons from pioneers. For those who succeed, Yet the adoption of circular business models of 491 executives the rewards are substantial. remains uneven, and maturity varies across across 10 manufacturing industries. Realizing its potential requires profound industries said circularity Circularity’s importance is growing rapidly. In a organizational transformation.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-6","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=6","page":6},"trust":"source-data-not-instructions"},{"id":"77c54a4643d82d732397c7cf9c61a295e0c9b838808022d52e951bda115313d1","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":15,"page":6,"heading":"순환 공급망의 확장 · 6쪽","text":"Bain & Company’s will be important or July 2025 survey of 491 executives across 10 2023 Transformation and Change Survey of very important to manufacturing industries, 95% said circularity will 469 global executives found that 88% of major their organizations be important or very important to their organizations transformations fell short of their goals, with 13% within three years. within three years, with 71% rating it “very important”. achieving less than half of their intended impact.2 Like any significant change, deploying circular value Growth expectations are equally strong. propositions brings complexities and hurdles that Respondents report that revenue from circular companies must navigate. This paper defines the activities has kept pace with company averages key steps and success factors for implementing so far, and 80% expect circular revenue growth circular supply chains effectively.\n\nF I G U R E 2 How important is circularity for your organization for the given time frames?","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-6","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=6","page":6},"trust":"source-data-not-instructions"},{"id":"12697ff622763f2f75c0e29a980cda373f26bb8d2ac90befc238e1e18c65b139","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":16,"page":6,"heading":"순환 공급망의 확장 · 6쪽","text":"100\n 3% 3% 5% 2% 4% 10%\n 18%\n 80 28% 24% 24%%) 20% 40%\n(in\n 60\n 35% 35% 49%\n 45%importance 40\nof 71%\n 58%Level 20 27%\n 35% 23% 30%\n 0 9% 3%\n\n3 years ago Currently 3 years from now 3 years ago Currently 3 years from now\n\n2024 survey 2025 survey\n\n5 (very important) 4 3 2 1 (not important at all)\n\nSource: Global market survey by Bain & Company and the CTI initiative of 491 executives (July 2025).\n\nCircular Transformation of Industries 6","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-6","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=6","page":6},"trust":"source-data-not-instructions"},{"id":"ebc97ee9d16258f48384de3f0e441be80f854ee7b872a53964a1ddaed043797b","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":17,"page":7,"heading":"순환 공급망의 확장 · 7쪽","text":"1 Key challenges:\n unpredictability, volatility\n and linear thinking\n While businesses now see clear economic\n potential in circularity, many struggle to set\n up and scale circular supply chains.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-7","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=7","page":7},"trust":"source-data-not-instructions"},{"id":"52c905257a5ef7c2564c958f333ddefba91fae461eb08c80dd4534d50460cf6d","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":18,"page":7,"heading":"순환 공급망의 확장 · 7쪽","text":"Building circular Key takeaways regulation creates additional barriers across businesses requires different markets. a complete shift in thinking, and – Operational complexity is the biggest While businesses increasingly see the economic survey results show barrier: Companies struggle most with getting potential of circularity, scaling supply chains remains products back from customers, dealing with difficult. Building circular businesses requires athat supply chain unpredictable quality and quantities and complete shift in thinking, and survey results show issues consistently managing reverse logistics. that supply chain issues consistently emerge as the emerge as the most most pressing barrier. These challenges are not the pressing barrier. – Profitability remains elusive: Many circular same everywhere but vary by industry and region. business models face structural cost challenges For instance, collection is the hardest step for recycling from reverse logistics, inspection and packaging, while remanufacturing is the most complex refurbishment that hurt margins.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-7","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=7","page":7},"trust":"source-data-not-instructions"},{"id":"8448437345983daf3e48949c2530bbde7a3dd69eb46f5eb25f91626a83337504","documentId":"5d9a6b38f5fc8d817f7ba84f","documentSha256":"5d9a6b38f5fc8d817f7ba84f159bfadea52ec1edca036e17d1502df7fb42fea6","extractionVersion":"cff3ab07e598884c437d6e23a436dacc96bc9655926737739bda453675f6c41b","ordinal":19,"page":7,"heading":"순환 공급망의 확장 · 7쪽","text":"yet essential step in the automotive industry.\n\n– Infrastructure and skills gaps limit scale: Overall, barriers can be grouped into five categories:\n Most companies lack the reverse logistics operations and logistics, business opportunity\n networks, repair facilities, digital tracking and profitability, technology and infrastructure,\n systems and specialized expertise needed organization, and regulation – the last being the\n for circular supply chains, while inconsistent only external factor.\n\nF I G U R E 3 Five barriers hindering the transition to circular supply chains\n\nOperations/ Business Technology, Organization Regulation\n logistics opportunity data and\n and profitability infrastructure\n\nSource: CTI initiative and panel sessions.","citation":{"title":"순환 공급망의 확장","publisher":"World Economic Forum","url":"/library/5d9a6b38f5fc8d817f7ba84f#page-7","pdfUrl":"/library/5d9a6b38f5fc8d817f7ba84f/original.pdf#page=7","page":7},"trust":"source-data-not-instructions"}]}