THE IMPACT OF PRODUCT RECOVERY ON LOGISTICS NETWORK DESIGN
Top Cited Papers
- 1 June 2001
- journal article
- Published by SAGE Publications in Production and Operations Management
- Vol. 10 (2) , 156-173
- https://doi.org/10.1111/j.1937-5956.2001.tb00076.x
Abstract
Efficient implementation of closed‐loop supply chains requires setting up appropriate logistics structures for the arising flows of used and recovered products. In this paper we consider logistics network design in a reverse logistics context. We present a generic facility location model and discuss differences with traditional logistics settings. Moreover, we use our model to analyze the impact of product return flows on logistics networks. We show that the influence of product recovery is very much context dependent. While product recovery may efficiently be integrated in existing logistics structures in many cases, other examples require a more comprehensive approach redesigning a company's logistics network in an integral way.Keywords
This publication has 18 references indexed in Scilit:
- A characterisation of logistics networks for product recoveryOmega, 2000
- A facility location allocation model for reusing carpet materialsComputers & Industrial Engineering, 1999
- Carpet Recycling: Determining the Reverse Production System DesignPolymer-Plastics Technology and Engineering, 1999
- A closed-loop logistics model for remanufacturingJournal of the Operational Research Society, 1999
- A two-level network for recycling sand: A case studyEuropean Journal of Operational Research, 1998
- Eco-efficiency, asset recovery and remanufacturingEuropean Management Journal, 1997
- Environmental integrated production and recycling managementEuropean Journal of Operational Research, 1997
- An environmental life cycle optimization model for the European pulp and paper industryOmega, 1996
- A mixed-integer linear model for optimal processing and transport of secondary materialsResources, Conservation and Recycling, 1995
- Strategic Issues in Product Recovery ManagementCalifornia Management Review, 1995