世界经济论坛-产业循环转型：伙伴关系的作用（英）-2024.1.docx

IncollaborationwithBain&CompanyandtheUniversityofCambridgeW"R1.DECONOMICFQRUMCircularTransformationofIndustries:TheRoleofPartnershipsJANUARY2024Images:GettyImages.UnsplashContentsForeword3Executivesummary41 Theneedforpartnerships52 Threearchetypesforcircularvaluecreation7Archetype1Circularfeedstk7Archetype21.ifespanextension8Archetype3Circularplatformsandservices83 Circularpartnershipstoaeleratethetransformation93.1 PartneringinArchetype1:Accessingfeedstock,securing11uptakeandextendinggeographicalreach3.2 PartneringinArchetype2:Accessingproducts,repairdata12andcapabilities3.3 PartneringinArchetype3:Creatingnewmarkets134 Circularalitionstodriveprecompetitiveagendas14Conclusion16Appendix:Additionalcasestudies17Contributors25Endnotes26DisclaimerThisdocumentispublishedbytheWorldEnomicForumasacontributiontoaproject,insightareaorinteraction.Thefindings,interpretationsandndusionsexpressedhereinarearesultofacollat>orativeprocessfacilitatedandendorsedbytheWorldEomicForumbutwhoseresultsdonotnecessarilyrepresenttheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,Partnersorotherstakeholders.©2024WorldEconomicForum.Allrightsreserved.NopartofthispublicationmaybereproducedOrtransmittedinanyformorbyanymeans,includingphotocopyingandrerding,orbyanyinformationstorageandretrievalsystem.ForewordFernandoGomezHead.ResourceSystemsandResilience;MemberoftheExecutiveCommittee,CentreforNatureandClimate,WorldEnomicForumKyriakosTriantafyllidisHeadofGrowthandStrategy,CentreforAdvancedManufacturingandSupplyChains,WorldEconomicForumJennyDavis-PeccoudSeniorPartner,GlobalHeadofSustainability&Responsibility,Bain&CompanyHernanSaenzSeniorPartner,GlobalHeadofPerformanceImprovement,Bain&CompanyJagjitSinghSraiDirectorofResearchintheDepartmentofEngineeringandHeadoftheCenterforInternationalManufacturing.InstituteforManufacturing,UniversityofCambridgeInaneradefinedbyunprecedentedglobalchallenges,theimperativefortransformativechangehasneverbeenmorepressing.Circularityoffersablueprinttohelpusnavigatethesedisruptivetimes,helpingbusinessestoincreasetheirresilience,reachnewmarketsandcustomers,andgrapplewiththensequencesofclimatechange,resourcetensionsandenvironmentaldegradation.Butitisnotajourneythatcanbetakenalone.Thiswhitepaperexploresafundamentalcatalystofcirculartransformation:partnerships.Soloinitiativeslimitcompanies*abilitytoextractvaluefromcircularstrategies.Partnershipsaretheconnectivetissuethatpermitstheflowofknowledge,informationandcircularmaterials-creatingdemandfornewcirculargoodsandservices,usheringinnewcircularbusinessm<xielsandestablishingasharedcommitmenttobuildingacircularfuture.Toextracttangibleinsightsfromtheseconcepts,thepaperdelvesintoarchetypesofcircularvaluecreationandexploreshowtheyaredefinedbypartnershipsaimingtoinfluencecontrolandinflectionpoints.Theexamplesinthispaperarenotmeanttoprovidesetpathsforotherstofollow.Rather1theyaimtoinspirecompaniestoexplorethepotentialforpartnershipstohelpacceleratetheirowncircularjourney,enhancingtheresilience,profitabilityandsustainabilityoftheirbusinesses.Thosewholeadthewayandformdisruptivecircularpartnershipswillbenefitfromafirst-moveradvantage.Circularityleaderswillneedtoengagetheirpeers,theircompetitorsandtheupstreamanddownstreamplayersintheirvaluechains-andbeyond-inambitiouspre-competitiveandcrossindustrycoalitionstoshapeasystemicchangethatgoesbeyondtheboundariesofoneorganization.Aswenavigatethechallengesofthe21stcentury,itisimportanttorememberthatourtruestrengthliesnotsolelyinourindividualundertakingsbutinourabilitytocollaborate.Throughpartnerships,wecanconstructacircularworldcharacterizedbysustainability,resilienceandprosperityforall.WethankthemembersoftheCircularTransformationofIndustriesmmunityfortheirinsightsandtheirinvaluableinputstothispaper.ExecutivesummaryPartnershipsareessentialtobuildthecirculareconomythattheworldneeds.Circulartransformationsareurgentlyneededinanincreasinglyresource-constrainedworld.Humanityconsumes70%moreresourcesthantheEarth'secosystemscanregenerate,1yetonly7.2%ofmaterialsthatenterproductionprocessestodaycomefromcircularsources.2Adoptingcirculareconomyprinciplescanalsounlockvalueforbusinessesinmanyareas,includingimprovedresilience,additionalsourcesofrevenueandgrowth,resourceefficiencyandenvironmentalsustainability.Creatingnewcircularvaluechainswillrequirenewpartnerships.Takingacircularapproachinisolationlimitsacompany,scapacitytoextractvaluefromsuchastrategy;partnershipsofferafasterandmorecost-effectiverouteforaccessingknowledgeandcircularmaterials,forinformingpoliciesandindustrystandards,andforcreatingamassmarketforcirculargoodsandsen/ices.Incirculartransformations,businessesmayhavetolookbeyondtheirvaluechainstosourcecircularinputsortofindbuyersfortheirby-productsandspentmaterials.Theymayneedpartnerstocomplementtheirowncircularcapabilities,tohelptransformproductionprocessesortointroducenewcircularbusinessmodels.Asmorecompaniesenterthecirculareconomy,thesepartnershipsarelikelytogrowintomultistakeholdercoalitionsthatestablishnew,circularecosystems.Thispaperidentifiesthreearchetypesforcircularvaluecreationandsharesusecasesonhowpartnershipsplayacrucialroleineachofthem.Thefirstarchetypefocusesonreplacingvirginmaterialswithcircularones-forexample,usingrecycledplasticoraluminium;thisstrategycanbeappropriateformostmanufacturedgoods,andespeciallythosethathaveashortlifespan,suchaspackaging.Thesecondaimstoreducethedemandfor,andthereforeoutputof,manufacturedgoodsbyincreasingtheirusefullifespan;thisisappropriateforhigh-valueproductsthataredurableandgenerallythosethatcanbedisassembled.Thethirdarchetypereinventsthebusinessmodelastheenterpriseadoptsmorecircularwaysofworking;thisopensnewavenuesforcollaborationandbusinesspartnershipsandismostsuitedtohigh-value,upgradeableproductsorservices.Indevelopingacircularstrategy,companieswillneedtoidentifythekeysourcesofvalue,orcontrolpoints,intheircircularvaluechains.Theseincludebothmaterialflows,suchasaccesstocircularfeedstock,andinformationflows,suchashowtorepairordisposeofcirculargoods.Acircularstrategywillalsoneedtoconsideraseriesofinflectionpoints,includingthefactorsthatcanacceleratethecost-competitivenessofcirculargoods,increaseconsumerconfidenceinrefurbishedproductsorcreatedemandfornewcircularofferings.Inplanningtheircircularstrategies,chiefexecutiveofficersmustidentifythearchetypeorcombinationofarchetypesthatcandelivermostvaluetotheircompanies,whichcontrolandinflectionpointsarecriticalforsuccessandwhatpartnershipsareneededtobuildtheirnewcircularvaluechains.Aclearcircularpartnershipstrategywillhelpcompaniesgainaccesstokeyntrolpointsandtiptherelevantinflectionpoints.Circularitymustbecomethenewstandardtoensuretheresilienceofbusinesses,economiesandtheplanet,anditcanhappenonlythroughpartnerships.TheneedforpartnershipsMorethannineoutoftenexecutivescitedpartnershipsasacriticalenablerofthecirculartransformation.Awarenessoftheneedtodecoupleeconomicgrowthfromresourceconsumptioncanbetracedbacktoatleast1987,withtheBrundtlandCommission'sreportonsustainabledevelopmentfortheUnitedNations.3Butnearlyfourdecadeslater,theglobaleconomyisstillextractingmorenaturalresourcesthantheplanetcanreplace.Scientistsreportthatsixoutofnine*,planetaryboundaries"-whichmeasureenvironmentalhealthacrossland,waterandair-havebeenbroken.4Onlyacirculareconomycanreversethisover-extractionbyencouragingthemaximizationofthevalueofresourcesandfindingnewusesforwhatwereonceconsideredwasteproductsandspentmaterials.Today,only7.2%ofallmaterialinputsintheeconomycomefromcircularsources.5Atthesametime,globaleconomicgrowthisbeingcheckedbymaterialconstraints,suchastheacutescarcityofwaterinmanydrought-strickenagriculturalregionsandshortagesofcertainmineralsandmetalsforelectroniccomponentsofelectricvehicles,energytransitiontechnologiesandinformationtechnology(IT)systems.Scientistsbelieveabroaderadoptionofcircularityprinciplescouldreduceglobalmaterialsextractionandusebyone-third,easingconstraintsongrowthandenablingpeopletolivewithintheenvironmentallimitsoftheplanet.6Forcompaniesseekingtocurbgreenhousegas(GHG)emissionsandaddressscarcitiesofmaterials,circularitypromisestounlockvalueinfourareas:next-generationresilience;newsourcesofrevenue;resourceefficiency;andenvironmentalsustainability.Thiswhitepaperpresentsaframework(seeFigure1)toexplainhowcompaniescanuseavarietyofresourcesandprocessestoattainthesebenefits.Specifically,therearesixcriticalenablersthatcansupportacompanyinachievingcirculartransformationatscale,includinginternalandexternaltechnologies,information,relationshipsandmore.Oftheseenablers,thecreationofpartnershipshasbeenidentifiedby94%ofexecutivesascrucialforunlockingthefullpotentialvalueofcirculartransformations.7Businessesmaythereforehavetolookbeyondtheirvaluechainstosourcerecycledinputsortofindbuyersfortheirwasteandspentmaterials.Companieswillneedtopartnerwithstakeholdersthatcomplementtheircircularcapabilitiesandassets.Theywillalsoneedtotransformtheiroperatingandbusinessmodelstobecomecircular.Asmorecompaniesengageinthecirculareconomy,thesepartnershipsarelikelytogrowintomultistakeholdercoalitionsthatestablishanewbusinessenvironmentforcircularenterprises.Thispaperlooksattheimportanceofpartnershipsinsomesuccessfulexamplesofcirculartransformations.Ratherthanprovidingastep-by-stepguide,thecasestudiesseektoillustratethewidevarietyofoptionsbusinesseshavewhenlookingforsolutionstotheircircularchallenges.ThefinalsectionofthepaperoutlinesimportantrecommendationstohelpCEOsachieveasuccessfultransformation.Theoverallaimistoinspiremoreleaderstotakepartnership-basedactionanddrivethecirculartransformationoftheirindustries.FIGURE1Operationsandbusiness-modelchangesrequiredforcirculartransformationVisionUnlockingnewvalueandgrowthinaworldoflimitedresourcesImpactNext-generationresilienceBuildflexibilityalongthesupplychainandbereactivetoexternalshocksbycirculatingmaterialsNewsourcesofrevenueGeneratenewsourcesofrevenuethroughcircularbusinessmodelsResourceefficiencyEnvironmentalsustainabilityDeliveranet-zeroenomywithreducedwasteThecirculartransformationofindustriesOptimizecostsbyincreasingrecovery,recyclingandreuseofmaterialsrcularmarketplacesEnablingservicesDatasharingFinancingEnablersSystem-widepartnershipsAt-scalecoalitionswithinandbeyondcurrentvaluechainsRobustschemesandincentivestoenabledataflowsalongthevaluechainsTechnologyandinfrastructureInnovativeandstate-of-the-arttlstobuildcircularsolutionsAttractiveopportunitiesforinvestorsandpublicinstitutionstofinancethetransformationRegulationandpolicyBroad,interconnectedpoliciesalignedamongindustriesandregionsPeopleandcultureUpgradedskillsetsandcapabilitiesalignedwithcircularmindsetsacrossfunctionsDThreearchetypesforcircularvaluecreationCompaniescanopttochoosecircularfeedstocks,toextendthelifeofproductsortoreinventtheirbusinessplatformsorservices.Thissectionillustratesthethreebroadarchetypesforcreatingvaluethroughcircularity,withanexampleofeach.Allthreereduceresourceextractionwhilemeetingcustomerneeds,andallthreerelyonnewpartnershipstoachievecircularitygoals.(Archetype)CircularfeedstockThisarchetypeentailsreplacingtheuseofvirginmaterialswithcircularfeedstocks-forexample,recycledplasticsoraluminium.Thisisdonebynnectingtheproduct'sendoflifetoitsbeginningoflife,byusingrecycledproductstomanufacturenewproducts.Archetype1isrelevantformostmanufacturedgoods,andespeciallythosethathaveashortlifespan,suchasaluminiumpackaging.CompaniessuchasBallCorporation,whichmakesaluminiumcans,cupsandbottles,primarilyforthedrinksindustry,canrecyclealuminiumusingonly5%oftheenergyusedtoproducevirginaluminium.Givenaluminiumkeepsahighvalueafteranend-of-lifecycle,8recyclingitisnotonlyenvironmentallybutalsofinanciallybeneficial.1.ifespanextensionThisarchetypeinvolvesreducingtheoutputofmanufacturedgoodsbyincreasingtheirusefullifespan.Strategiesincluderepairing,reusing,refurbishingorremanufacturingproductstonewdesignsthatmakecircularityeasiertoadopt.Itisappropriateforhigh-valueproductsthataredurableandcanbedisassembled.OnecompanypractisingthisapproachisSchneiderElectric,alargedigital-automationandenergymanagementcompany.SchneiderElectrichasdevelopedarefurbishingplatformtoextendtheusefullifeofequipment,withthegoalofreducingtheextractionofrawmaterialsneededtomanufacturenewones.SchneiderElectric'scirculartransformationbeganwithasurveywhichrevealedthat30%ofcustomersdidnotknowwhattodowithitsproductsattheendoftheirlifecycle;94%wereinterestedinatake-backplatformmanagedbythecompany,and86%wereinterestedinbuyingrefurbishedgoods.Thisindicateddemandforcircularsolutionsandledthecompanytorethinkitsentirevaluechainandreconfigureitsproductdesign,fromtheuseofmaterialstomakingproductseasiertodisassemble,repairandrecycle.Workingwithanetworkofpartners,includingalocalcompanythathasthecapabilitytotransport,sortandrefinewaste,SchneiderElectricdevelopedaplatformforrefurbishingoperationsthatgivescustomerstheoptionofpurchasingcircularproductswiththesamewarrantyasnewproductsandwiththeaddedenvironmentalbenefitsofcircularinputs.Toencouragecustomerstoreturnproducts,thecompanyhasaneasy-to-useplatformforthereturnofend-of-usegoods,sparingcustomersthetaskofdealingwithwastedisposalandtheassociatedcosts.In2023,22%ofthecompany'sproductfamilieshaveatleastonecirculareconomyofferavailable,withaplantoreach33%by2025.CircularplatformsandservicesThisarchetypereinventsthebusinessmodel,openingnewavenuesforcollaborationandbusinesspartnerships.Itismostsuitedtohigh-value,upgradableproducts.HPE(HewlettPackardEnterprise)isaninformationtechnologycompanythatdemonstratesthethirdarchetypalstrategyofreinventingbusinessmodelsviaitsas-a-serviceITofferings.In2019,thecompanyannouncedplanstotransitiontoanas-a-servicecompanythroughmoresubscriptionbased,pay-per-useandas-a-serviceofferings.ByenablingorganizationstoconsumeITonanas-a-servicebasis,HPEoffersthemtheabilitytoflexiblyscaletheirITtomeettheirneedsandreduceITinefficienciessuchascarbonandenergyuse,materialsandwaste,whichcontributesignificantlytoenvironmentalfootprints.Whilethecompanywillcontinuetoprovideitshardwareandsoftwareinalicence-basedmodel,thesenewofferingswillenablecustomerstochooseiftheywantamoretraditionalormorecircularas-a-serviceexperience.Thecompanyhasusedavarietyofpartnerstoprovidenewservicesonthisplatformtoimproveitsutilityincontrasttotraditionalservers.Manymedium-sizedbusinesseslackinternaldatacentresortheappropriateITstafftosupportthem.Tosolvethis,HPEpartneredwithCyrusOneandEquinix,datacentreandinterconnectionproviders,toprovidemid-sizedcompanieswithaccesstoexternaldatacentres,thusallowingthemtoavoidhavingtobuildtheirown.Thethreearchetypesaren