Circular Transformation of Industries The Art of Scaling Circular Supply Chains 2025

Examples of two circular initiatives as combinations FIGURE 1 GeographyCustomerProductValue propositionBusiness-to business (B2B) Business-to- customer (B2C) Servers Laptop Otherproduct RepairRecycleAs a serviceRemanufactureMiddle East and AfricaAsia-PacificNorth AmericaEurope Core strategy GeographyGeographyCustomerProductValue propositionB2B B2C Servers Laptop Otherproduct RepairRecycleAs a serviceRemanufactureMiddle East and AfricaAsia-PacificNorth AmericaEurope Core strategyProposing as-a-service laptops to European households Selling second-hand servers to companies in the US Source: Circular Transformation of Industries (CTI) initiative and panel sessions. Once priorities are clear, supply chain design determines how they are executed. Companies must decide when to combine traditional and circular flows, when to keep them separate and how to build hybrid models – such as shared shipping with dedicated facilities for sorting, repair and remanufacturing. Network design – centralized hubs versus local operations – and ownership choices – in- house, outsourced or partnerships – determine how well the system can grow. Throughout, partnerships and clear reward systems are essential to secure materials, expertise and customer participation.1Scaling depends on four key enablers: supportive regulation, financing to cover start- up costs, digital tracking and AI to manage unpredictable flows, and cultural change that builds circularity into company governance, skills and rewards. Just as digital supply chains defined success in the 2000s, circular supply chains will define it in the 2030s. The question isn’t whether leaders will adapt but whether they’ll scale fast enough to win. Circular Transformation of Industries 5