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Strategic production and operations management issues in product recovery management

Author: Thierry, M. C ; Salomon, M. ; Van Nunen, J. ; Van Wassenhove, Luk N.INSEAD Area: Technology and Operations Management ; Strategy ; Strategy ; Strategy Series: Working Paper ; 93/81/TM/SM Publisher: Fontainebleau : INSEAD, 1993.Language: EnglishDescription: 19 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: This paper is about product recovery management (PRM) for manufacturers of durable products. PRM encompasses the management of all used and discarded products, components, and materials for which a manufacturing company is legally, contractually, or otherwise responsible. The objective of PRM is to recover as much of the economical (and ecological) value of used and discarded products, components, and materials as reasonably possible, therby reducing the ultimate quantities of waste to a minimum. The focus of this paper is on strategic production and operations management issues in PRM. The paper discusses the relevance of PRM to durable products manufacturers. It contains a categorization of PRM decisions. A case study based on the PRM system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues. Experiences of two other pro-active manufacturers, i.e. BMW and IBM, are briefly discussed
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This paper is about product recovery management (PRM) for manufacturers of durable products. PRM encompasses the management of all used and discarded products, components, and materials for which a manufacturing company is legally, contractually, or otherwise responsible. The objective of PRM is to recover as much of the economical (and ecological) value of used and discarded products, components, and materials as reasonably possible, therby reducing the ultimate quantities of waste to a minimum. The focus of this paper is on strategic production and operations management issues in PRM. The paper discusses the relevance of PRM to durable products manufacturers. It contains a categorization of PRM decisions. A case study based on the PRM system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues. Experiences of two other pro-active manufacturers, i.e. BMW and IBM, are briefly discussed

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