The transition to a circular economy (CE) requires companies to evaluate their
resource flows, supply chains, and business models and to question the ways in
which value is created. In the high value manufacturing (HVM) sector, this
evaluation is critical, as HVM enables value in nonconventional forms, beyond
profit, including ...
The transition to a circular economy (CE) requires companies to evaluate their
resource flows, supply chains, and business models and to question the ways in
which value is created. In the high value manufacturing (HVM) sector, this
evaluation is critical, as HVM enables value in nonconventional forms, beyond
profit, including unique production processes, brand recognition, rapid delivery
times, and highly customized services. We investigate the role of value, cost, and
other factors of influence in the selection of a circular business model (CBM) for
HVM. Explored through five case studies using a qualitative evaluation of
circularity, we then contribute to the emerging field of CBMs by modifying the
CBM canvas that can capture the nontraditional value, traditional value, cost,
and other influencing factors enabled via CBM adoption in HVM. Finally, the
important role of digital technologies for incentivizing and enabling CBM adoption,
is clarified.