世界经济论坛-产业循环转型：伙伴关系的作用（英）-2024.1.docx

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1、IncollaborationwithBain&CompanyandtheUniversityofCambridgeWR1.DECONOMICFQRUMCircularTransformationofIndustries:TheRoleofPartnershipsJANUARY2024Images:GettyImages.UnsplashContentsForeword3Executivesummary41 Theneedforpartnerships52 Threearchetypesforcircularvaluecreation7Archetype1Circularfeedstk7Arc

2、hetype21.ifespanextension8Archetype3Circularplatformsandservices83 Circularpartnershipstoaeleratethetransformation93.1 PartneringinArchetype1:Accessingfeedstock,securing11uptakeandextendinggeographicalreach3.2 PartneringinArchetype2:Accessingproducts,repairdata12andcapabilities3.3 PartneringinArchet

3、ype3:Creatingnewmarkets134 Circularalitionstodriveprecompetitiveagendas14Conclusion16Appendix:Additionalcasestudies17Contributors25Endnotes26DisclaimerThisdocumentispublishedbytheWorldEnomicForumasacontributiontoaproject,insightareaorinteraction.Thefindings,interpretationsandndusionsexpressedhereina

4、rearesultofacollatorativeprocessfacilitatedandendorsedbytheWorldEomicForumbutwhoseresultsdonotnecessarilyrepresenttheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,Partnersorotherstakeholders.2024WorldEconomicForum.Allrightsreserved.NopartofthispublicationmaybereproducedOrtransmittedinanyfo

5、rmorbyanymeans,includingphotocopyingandrerding,orbyanyinformationstorageandretrievalsystem.ForewordFernandoGomezHead.ResourceSystemsandResilience;MemberoftheExecutiveCommittee,CentreforNatureandClimate,WorldEnomicForumKyriakosTriantafyllidisHeadofGrowthandStrategy,CentreforAdvancedManufacturingandSu

6、pplyChains,WorldEconomicForumJennyDavis-PeccoudSeniorPartner,GlobalHeadofSustainability&Responsibility,Bain&CompanyHernanSaenzSeniorPartner,GlobalHeadofPerformanceImprovement,Bain&CompanyJagjitSinghSraiDirectorofResearchintheDepartmentofEngineeringandHeadoftheCenterforInternationalManufacturing.Inst

7、ituteforManufacturing,UniversityofCambridgeInaneradefinedbyunprecedentedglobalchallenges,theimperativefortransformativechangehasneverbeenmorepressing.Circularityoffersablueprinttohelpusnavigatethesedisruptivetimes,helpingbusinessestoincreasetheirresilience,reachnewmarketsandcustomers,andgrapplewitht

8、hensequencesofclimatechange,resourcetensionsandenvironmentaldegradation.Butitisnotajourneythatcanbetakenalone.Thiswhitepaperexploresafundamentalcatalystofcirculartransformation:partnerships.Soloinitiativeslimitcompanies*abilitytoextractvaluefromcircularstrategies.Partnershipsaretheconnectivetissueth

9、atpermitstheflowofknowledge,informationandcircularmaterials-creatingdemandfornewcirculargoodsandservices,usheringinnewcircularbusinessmxielsandestablishingasharedcommitmenttobuildingacircularfuture.Toextracttangibleinsightsfromtheseconcepts,thepaperdelvesintoarchetypesofcircularvaluecreationandexplo

10、reshowtheyaredefinedbypartnershipsaimingtoinfluencecontrolandinflectionpoints.Theexamplesinthispaperarenotmeanttoprovidesetpathsforotherstofollow.Rather1theyaimtoinspirecompaniestoexplorethepotentialforpartnershipstohelpacceleratetheirowncircularjourney,enhancingtheresilience,profitabilityandsustain

11、abilityoftheirbusinesses.Thosewholeadthewayandformdisruptivecircularpartnershipswillbenefitfromafirst-moveradvantage.Circularityleaderswillneedtoengagetheirpeers,theircompetitorsandtheupstreamanddownstreamplayersintheirvaluechains-andbeyond-inambitiouspre-competitiveandcrossindustrycoalitionstoshape

12、asystemicchangethatgoesbeyondtheboundariesofoneorganization.Aswenavigatethechallengesofthe21stcentury,itisimportanttorememberthatourtruestrengthliesnotsolelyinourindividualundertakingsbutinourabilitytocollaborate.Throughpartnerships,wecanconstructacircularworldcharacterizedbysustainability,resilienc

13、eandprosperityforall.WethankthemembersoftheCircularTransformationofIndustriesmmunityfortheirinsightsandtheirinvaluableinputstothispaper.ExecutivesummaryPartnershipsareessentialtobuildthecirculareconomythattheworldneeds.Circulartransformationsareurgentlyneededinanincreasinglyresource-constrainedworld

14、.Humanityconsumes70%moreresourcesthantheEarthsecosystemscanregenerate,1yetonly7.2%ofmaterialsthatenterproductionprocessestodaycomefromcircularsources.2Adoptingcirculareconomyprinciplescanalsounlockvalueforbusinessesinmanyareas,includingimprovedresilience,additionalsourcesofrevenueandgrowth,resourcee

15、fficiencyandenvironmentalsustainability.Creatingnewcircularvaluechainswillrequirenewpartnerships.Takingacircularapproachinisolationlimitsacompany,scapacitytoextractvaluefromsuchastrategy;partnershipsofferafasterandmorecost-effectiverouteforaccessingknowledgeandcircularmaterials,forinformingpoliciesa

16、ndindustrystandards,andforcreatingamassmarketforcirculargoodsandsen/ices.Incirculartransformations,businessesmayhavetolookbeyondtheirvaluechainstosourcecircularinputsortofindbuyersfortheirby-productsandspentmaterials.Theymayneedpartnerstocomplementtheirowncircularcapabilities,tohelptransformproducti

17、onprocessesortointroducenewcircularbusinessmodels.Asmorecompaniesenterthecirculareconomy,thesepartnershipsarelikelytogrowintomultistakeholdercoalitionsthatestablishnew,circularecosystems.Thispaperidentifiesthreearchetypesforcircularvaluecreationandsharesusecasesonhowpartnershipsplayacrucialroleineac

18、hofthem.Thefirstarchetypefocusesonreplacingvirginmaterialswithcircularones-forexample,usingrecycledplasticoraluminium;thisstrategycanbeappropriateformostmanufacturedgoods,andespeciallythosethathaveashortlifespan,suchaspackaging.Thesecondaimstoreducethedemandfor,andthereforeoutputof,manufacturedgoods

19、byincreasingtheirusefullifespan;thisisappropriateforhigh-valueproductsthataredurableandgenerallythosethatcanbedisassembled.Thethirdarchetypereinventsthebusinessmodelastheenterpriseadoptsmorecircularwaysofworking;thisopensnewavenuesforcollaborationandbusinesspartnershipsandismostsuitedtohigh-value,up

20、gradeableproductsorservices.Indevelopingacircularstrategy,companieswillneedtoidentifythekeysourcesofvalue,orcontrolpoints,intheircircularvaluechains.Theseincludebothmaterialflows,suchasaccesstocircularfeedstock,andinformationflows,suchashowtorepairordisposeofcirculargoods.Acircularstrategywillalsone

21、edtoconsideraseriesofinflectionpoints,includingthefactorsthatcanacceleratethecost-competitivenessofcirculargoods,increaseconsumerconfidenceinrefurbishedproductsorcreatedemandfornewcircularofferings.Inplanningtheircircularstrategies,chiefexecutiveofficersmustidentifythearchetypeorcombinationofarchety

22、pesthatcandelivermostvaluetotheircompanies,whichcontrolandinflectionpointsarecriticalforsuccessandwhatpartnershipsareneededtobuildtheirnewcircularvaluechains.Aclearcircularpartnershipstrategywillhelpcompaniesgainaccesstokeyntrolpointsandtiptherelevantinflectionpoints.Circularitymustbecomethenewstand

23、ardtoensuretheresilienceofbusinesses,economiesandtheplanet,anditcanhappenonlythroughpartnerships.TheneedforpartnershipsMorethannineoutoftenexecutivescitedpartnershipsasacriticalenablerofthecirculartransformation.Awarenessoftheneedtodecoupleeconomicgrowthfromresourceconsumptioncanbetracedbacktoatleas

24、t1987,withtheBrundtlandCommissionsreportonsustainabledevelopmentfortheUnitedNations.3Butnearlyfourdecadeslater,theglobaleconomyisstillextractingmorenaturalresourcesthantheplanetcanreplace.Scientistsreportthatsixoutofnine*,planetaryboundaries-whichmeasureenvironmentalhealthacrossland,waterandair-have

25、beenbroken.4Onlyacirculareconomycanreversethisover-extractionbyencouragingthemaximizationofthevalueofresourcesandfindingnewusesforwhatwereonceconsideredwasteproductsandspentmaterials.Today,only7.2%ofallmaterialinputsintheeconomycomefromcircularsources.5Atthesametime,globaleconomicgrowthisbeingchecke

26、dbymaterialconstraints,suchastheacutescarcityofwaterinmanydrought-strickenagriculturalregionsandshortagesofcertainmineralsandmetalsforelectroniccomponentsofelectricvehicles,energytransitiontechnologiesandinformationtechnology(IT)systems.Scientistsbelieveabroaderadoptionofcircularityprinciplescouldre

27、duceglobalmaterialsextractionandusebyone-third,easingconstraintsongrowthandenablingpeopletolivewithintheenvironmentallimitsoftheplanet.6Forcompaniesseekingtocurbgreenhousegas(GHG)emissionsandaddressscarcitiesofmaterials,circularitypromisestounlockvalueinfourareas:next-generationresilience;newsources

28、ofrevenue;resourceefficiency;andenvironmentalsustainability.Thiswhitepaperpresentsaframework(seeFigure1)toexplainhowcompaniescanuseavarietyofresourcesandprocessestoattainthesebenefits.Specifically,therearesixcriticalenablersthatcansupportacompanyinachievingcirculartransformationatscale,includinginte

29、rnalandexternaltechnologies,information,relationshipsandmore.Oftheseenablers,thecreationofpartnershipshasbeenidentifiedby94%ofexecutivesascrucialforunlockingthefullpotentialvalueofcirculartransformations.7Businessesmaythereforehavetolookbeyondtheirvaluechainstosourcerecycledinputsortofindbuyersforth

30、eirwasteandspentmaterials.Companieswillneedtopartnerwithstakeholdersthatcomplementtheircircularcapabilitiesandassets.Theywillalsoneedtotransformtheiroperatingandbusinessmodelstobecomecircular.Asmorecompaniesengageinthecirculareconomy,thesepartnershipsarelikelytogrowintomultistakeholdercoalitionsthat

31、establishanewbusinessenvironmentforcircularenterprises.Thispaperlooksattheimportanceofpartnershipsinsomesuccessfulexamplesofcirculartransformations.Ratherthanprovidingastep-by-stepguide,thecasestudiesseektoillustratethewidevarietyofoptionsbusinesseshavewhenlookingforsolutionstotheircircularchallenge

32、s.ThefinalsectionofthepaperoutlinesimportantrecommendationstohelpCEOsachieveasuccessfultransformation.Theoverallaimistoinspiremoreleaderstotakepartnership-basedactionanddrivethecirculartransformationoftheirindustries.FIGURE1Operationsandbusiness-modelchangesrequiredforcirculartransformationVisionUnl

33、ockingnewvalueandgrowthinaworldoflimitedresourcesImpactNext-generationresilienceBuildflexibilityalongthesupplychainandbereactivetoexternalshocksbycirculatingmaterialsNewsourcesofrevenueGeneratenewsourcesofrevenuethroughcircularbusinessmodelsResourceefficiencyEnvironmentalsustainabilityDeliveranet-ze

34、roenomywithreducedwasteThecirculartransformationofindustriesOptimizecostsbyincreasingrecovery,recyclingandreuseofmaterialsrcularmarketplacesEnablingservicesDatasharingFinancingEnablersSystem-widepartnershipsAt-scalecoalitionswithinandbeyondcurrentvaluechainsRobustschemesandincentivestoenabledataflow

35、salongthevaluechainsTechnologyandinfrastructureInnovativeandstate-of-the-arttlstobuildcircularsolutionsAttractiveopportunitiesforinvestorsandpublicinstitutionstofinancethetransformationRegulationandpolicyBroad,interconnectedpoliciesalignedamongindustriesandregionsPeopleandcultureUpgradedskillsetsand

36、capabilitiesalignedwithcircularmindsetsacrossfunctionsDThreearchetypesforcircularvaluecreationCompaniescanopttochoosecircularfeedstocks,toextendthelifeofproductsortoreinventtheirbusinessplatformsorservices.Thissectionillustratesthethreebroadarchetypesforcreatingvaluethroughcircularity,withanexampleo

37、feach.Allthreereduceresourceextractionwhilemeetingcustomerneeds,andallthreerelyonnewpartnershipstoachievecircularitygoals.(Archetype)CircularfeedstockThisarchetypeentailsreplacingtheuseofvirginmaterialswithcircularfeedstocks-forexample,recycledplasticsoraluminium.Thisisdonebynnectingtheproductsendof

38、lifetoitsbeginningoflife,byusingrecycledproductstomanufacturenewproducts.Archetype1isrelevantformostmanufacturedgoods,andespeciallythosethathaveashortlifespan,suchasaluminiumpackaging.CompaniessuchasBallCorporation,whichmakesaluminiumcans,cupsandbottles,primarilyforthedrinksindustry,canrecyclealumin

39、iumusingonly5%oftheenergyusedtoproducevirginaluminium.Givenaluminiumkeepsahighvalueafteranend-of-lifecycle,8recyclingitisnotonlyenvironmentallybutalsofinanciallybeneficial.1.ifespanextensionThisarchetypeinvolvesreducingtheoutputofmanufacturedgoodsbyincreasingtheirusefullifespan.Strategiesincluderepa

40、iring,reusing,refurbishingorremanufacturingproductstonewdesignsthatmakecircularityeasiertoadopt.Itisappropriateforhigh-valueproductsthataredurableandcanbedisassembled.OnecompanypractisingthisapproachisSchneiderElectric,alargedigital-automationandenergymanagementcompany.SchneiderElectrichasdevelopeda

41、refurbishingplatformtoextendtheusefullifeofequipment,withthegoalofreducingtheextractionofrawmaterialsneededtomanufacturenewones.SchneiderElectricscirculartransformationbeganwithasurveywhichrevealedthat30%ofcustomersdidnotknowwhattodowithitsproductsattheendoftheirlifecycle;94%wereinterestedinatake-ba

42、ckplatformmanagedbythecompany,and86%wereinterestedinbuyingrefurbishedgoods.Thisindicateddemandforcircularsolutionsandledthecompanytorethinkitsentirevaluechainandreconfigureitsproductdesign,fromtheuseofmaterialstomakingproductseasiertodisassemble,repairandrecycle.Workingwithanetworkofpartners,includi

43、ngalocalcompanythathasthecapabilitytotransport,sortandrefinewaste,SchneiderElectricdevelopedaplatformforrefurbishingoperationsthatgivescustomerstheoptionofpurchasingcircularproductswiththesamewarrantyasnewproductsandwiththeaddedenvironmentalbenefitsofcircularinputs.Toencouragecustomerstoreturnproduc

44、ts,thecompanyhasaneasy-to-useplatformforthereturnofend-of-usegoods,sparingcustomersthetaskofdealingwithwastedisposalandtheassociatedcosts.In2023,22%ofthecompanysproductfamilieshaveatleastonecirculareconomyofferavailable,withaplantoreach33%by2025.CircularplatformsandservicesThisarchetypereinventstheb

45、usinessmodel,openingnewavenuesforcollaborationandbusinesspartnerships.Itismostsuitedtohigh-value,upgradableproducts.HPE(HewlettPackardEnterprise)isaninformationtechnologycompanythatdemonstratesthethirdarchetypalstrategyofreinventingbusinessmodelsviaitsas-a-serviceITofferings.In2019,thecompanyannounc

46、edplanstotransitiontoanas-a-servicecompanythroughmoresubscriptionbased,pay-per-useandas-a-serviceofferings.ByenablingorganizationstoconsumeITonanas-a-servicebasis,HPEoffersthemtheabilitytoflexiblyscaletheirITtomeettheirneedsandreduceITinefficienciessuchascarbonandenergyuse,materialsandwaste,whichcon

47、tributesignificantlytoenvironmentalfootprints.Whilethecompanywillcontinuetoprovideitshardwareandsoftwareinalicence-basedmodel,thesenewofferingswillenablecustomerstochooseiftheywantamoretraditionalormorecircularas-a-serviceexperience.Thecompanyhasusedavarietyofpartnerstoprovidenewservicesonthisplatfo

48、rmtoimproveitsutilityincontrasttotraditionalservers.Manymedium-sizedbusinesseslackinternaldatacentresortheappropriateITstafftosupportthem.Tosolvethis,HPEpartneredwithCyrusOneandEquinix,datacentreandinterconnectionproviders,toprovidemid-sizedcompanieswithaccesstoexternaldatacentres,thusallowingthemtoavoidhavingtobuildtheirown.Thethreearchetypesaren