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Sustainable Materials Management and Circular Economy are both frameworks for considering the way we interact with the world's resources. Different organizations and institutions across the world have adopted one philosophy or the other. To some, there seems to be little overlap of the two, and to others, they are perceived

Sustainable Materials Management and Circular Economy are both frameworks for considering the way we interact with the world's resources. Different organizations and institutions across the world have adopted one philosophy or the other. To some, there seems to be little overlap of the two, and to others, they are perceived as being interchangeable. This paper evaluates Sustainable Materials Management (SMM) and Circular Economy (CE) individually and in comparison to see how truly different these frameworks are from one another. This comparison is then extended into a theoretical walk-through of an SMM treatment of concrete pavement in contrast with a CE treatment. With concrete being a ubiquitous in the world's buildings and roads, as well as being a major constituent of Construction & Demolition waste generated, its analysis is applicable to a significant portion of the world's material flow. The ultimate test of differentiation between SMM and CE would ask: 1) If SMM principles guided action, would the outcomes be aligned with or at odds with CE principles? and conversely 2) If CE principles guided action, would the outcomes be aligned with or at odds with SMM principles? Using concrete pavement as an example, this paper seeks to determine whether or not Sustainable Materials Management and Circular Economy are simply different roads leading to the same destination.
ContributorsAbdul-Quadir, Anisa (Author) / Kelman, Candice (Thesis director) / Buch, Rajesh (Committee member) / Barrett, The Honors College (Contributor)
Created2017-05
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This piece aims to discuss the roles of emerging geographies within the context of global supply chains, approaching the conversation with a "systems" view, emphasizing three key facets essential to a holistic and interdisciplinary environmental analysis: -The Implications of Governmental & Economic Activities -Supply Chain Enablement Activities, Risk Mitigation in

This piece aims to discuss the roles of emerging geographies within the context of global supply chains, approaching the conversation with a "systems" view, emphasizing three key facets essential to a holistic and interdisciplinary environmental analysis: -The Implications of Governmental & Economic Activities -Supply Chain Enablement Activities, Risk Mitigation in Emerging Nations -Implications Regarding Sustainability, Corporate Social Responsibility In the appreciation of the interdisciplinary implications that stem from participation in global supply networks, supply chain professionals can position their firms for continued success in the proactive construction of robust and resilient supply chains. Across industries, how will supply networks in emerging geographies continue to evolve? Appreciating the inherent nuances related to the political and economic climate of a region, the extent to which enablement activities must occur, and sustainability/CSR tie-ins will be key to acquire this understanding. This deliverable aims to leverage the work of philosophers, researchers and business personnel as these questions are explored. The author will also introduce a novel method of teaching (IMRS) in the undergraduate business classroom that challenges the students to integrate their prior experiences both in the classroom and in the business world as they learn to craft locally relevant solutions to solve complex global problems.
ContributorsVaney, Rachel Lee (Author) / Maltz, Arnold (Thesis director) / Kellso, James (Committee member) / Barrett, The Honors College (Contributor) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor)
Created2015-05
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New Venture Group, a student-run consulting organization at ASU, collaborated with representatives from Intel Corporation to determine current best supplier management practices in the area of capital equipment procurement. The New Venture Group team accomplished this goal by completing the following deliverables: (1) Research and consolidate best practices for managing

New Venture Group, a student-run consulting organization at ASU, collaborated with representatives from Intel Corporation to determine current best supplier management practices in the area of capital equipment procurement. The New Venture Group team accomplished this goal by completing the following deliverables: (1) Research and consolidate best practices for managing capital equipment suppliers. (2) Interview suppliers of capital equipment in the semiconductor industry to understand their motivators. (3) Examine top supply chain companies that utilize capital equipment manufacturers within their procurement systems. (4) Gather data and knowledge in conjunction with Intel Corporation's current practices to improve the effectiveness of the company's supplier management techniques regarding capital equipment manufacturers. The thesis report outlines the key insights and recommendations that our team extracted from the research that we performed. Our team analyzed peer-reviewed journal articles, conducted interviews with suppliers of capital equipment to semiconductor manufacturers, and surveyed buyers at top companies to reach important key insights. We then used these insights to develop the following strategies to improve Intel's capital equipment supplier management structure: All Suppliers 1. Allow high-performance suppliers to select one reward from an established portfolio of incentives. 2. Increase measurement frequency for specific metrics. 3. Use collaborative two-way measurement with a corresponding balanced scorecard. Key Suppliers of Critical Products 4. Conduct gap analysis through supplier self-assessments. 5. Implement collaborative target pricing. 6. Delegate an Ombudsman. 7. Create a value map to determine the strengths and incentivize collaboration. 8. Create comparison charts comparing supplier technological competencies versus Intel's product developments. 9. Establish a systematized product development process and strategic sourcing strategy that supports the continuation of Moore's Law.
ContributorsSantiago, Bryce (Co-author) / Chen, Jenny (Co-author) / Chang, Karen (Co-author) / Baldridge, Stephen (Co-author) / Laub, Jeffrey (Thesis director) / Brooks, Daniel (Committee member) / Department of Information Systems (Contributor, Contributor) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor) / School of Mathematical and Statistical Sciences (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
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Amazon Prime Air is the innovative new service that promises automated drone delivery in thirty minutes or less. The platform has not yet been brought to market, but there is a plethora compelling data available that suggests it will be a unique and highly disruptive business segment for Amazon. The

Amazon Prime Air is the innovative new service that promises automated drone delivery in thirty minutes or less. The platform has not yet been brought to market, but there is a plethora compelling data available that suggests it will be a unique and highly disruptive business segment for Amazon. The aim of this thesis is to analyze the framework laid out by Amazon.com, Inc. for their anticipated Prime Air drone delivery platform, and offer our recommendations for what steps the e-commerce giant should take moving forward. Following a brief recap of the company's founding and a breakdown of its various business segments, we will begin our analysis by examining past strategic decisions that Amazon has made which have directly contributed to their current market position. It is our goal to construct a narrative of what events lead the company to begin developing a fleet of automated delivery vehicles. Following this history lesson, we will review and criticize the existing elements of Amazon's Prime Air platform, and explore any possible alternatives that they could have taken to optimize the development of this exciting new technology. Criticisms will touch upon elements such as cost efficiencies, brand management, and utilization of infrastructure to name but a few. These criticisms will be based upon data sourced from Amazon's available material as well as comments from market analysts and journalists. The culminating element of our analysis will be to offer our professional recommendations as to what we believe the next logical steps that Amazon should take for their Prime Air platform. These recommendations will be informed by our criticisms and our understanding of Amazon as a corporation. This chapter will be largely concerned with guiding Amazon towards a fully optimized drone delivery platform. Our recommendations will be based upon our extensive experience concerning cost and logistical efficiencies, as well as our knowledge of Amazon as a corporation. We will offer succinct suggestions for Amazon's immediate needs as well as long-term solutions to lingering obstacles that they may face.
ContributorsMcCaleb, Nicholas (Co-author) / Glynn, Reagan (Co-author) / Choi, Thomas (Thesis director) / Rogers, Dale (Committee member) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor) / Department of Finance (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
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Description
This thesis, through a thorough literature and content review, discusses the various ways that data analytics and supply chain management intersect. Both fields have been around for a while, but are incredibly aided by the information age we live in today. Today's ERP systems and supply chain software packages use

This thesis, through a thorough literature and content review, discusses the various ways that data analytics and supply chain management intersect. Both fields have been around for a while, but are incredibly aided by the information age we live in today. Today's ERP systems and supply chain software packages use advanced analytic techniques and algorithms to optimize every aspect of supply chain management. This includes aspects like inventory optimization, portfolio management, network design, production scheduling, fleet planning, supplier evaluation, and others. The benefit of these analytic techniques is a reduction in costs as well as an improvement in overall supply chain performance and efficiencies. The paper begins with a short historical context on business analytics and optimization then moves on to the impact and application of analytics in the supply chain today. Following that the implications of big data are explored, along with how a company might begin to take advantage of big data and what challenges a firm may face along the way. The current tools used by supply chain professionals are then discussed. There is then a section on the most up and coming technologies; the internet of things, blockchain technology, additive manufacturing (3D printing), and machine learning; and how those technologies may further enable the successful use of analytics to improve supply chain management. Companies that do take advantage of analytics in their supply chains are sure to maintain a competitive advantage over those firms that fail to do so.
ContributorsCotton, Ryan Aaron (Author) / Taylor, Todd (Thesis director) / Arora, Hina (Committee member) / Department of Information Systems (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
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The authors (hereinafter, "the team") engaged in a consulting project with Honeywell Process Solutions, on behalf of the New Venture Group (nVg) The New Venture Group is a student-run management consulting firm within the W.P. Carey School of Business. Its purpose is to provide an experience that allows members to

The authors (hereinafter, "the team") engaged in a consulting project with Honeywell Process Solutions, on behalf of the New Venture Group (nVg) The New Venture Group is a student-run management consulting firm within the W.P. Carey School of Business. Its purpose is to provide an experience that allows members to learn about management consulting by interacting with real clients doing value -adding work. Through this particular client engagement, the team was asked to research and develop a structured process that would allow Honeywell Process Solutions to usefully compare 22 factories to each other on a broad range of performance issues.
ContributorsClark, Alexander Kenneth (Co-author) / Lau, Branden (Co-author) / Brooks, Daniel (Thesis director) / Dawson, Gregory (Committee member) / Pfund, Michele (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor) / Department of Supply Chain Management (Contributor)
Created2013-05
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Before the COVID-19 pandemic, there was a great need for United States’ restaurants to “go green” due to consumers’ habits of frequently eating out. Unfortunately, COVID-19 has caused this initiative to lose traction. While the amount of customers ordering takeout has increased, there is less emphasis on sustainability.<br/>Plastic is known

Before the COVID-19 pandemic, there was a great need for United States’ restaurants to “go green” due to consumers’ habits of frequently eating out. Unfortunately, COVID-19 has caused this initiative to lose traction. While the amount of customers ordering takeout has increased, there is less emphasis on sustainability.<br/>Plastic is known for its harmful effects on the environment and the extreme length of time it takes to decompose. According to the International Union for Conservation of Nature (IUCN), almost 8 million tons of plastic end up in the oceans at an annual rate, threatening not only the safety of marine species but also human health. Modern food packaging materials have included a blend of synthetic ingredients, trickling into our daily lives and polluting the air, water, and land. Single-use plastic items slowly degrade into microplastics and can take up to hundreds of years to biodegrade.<br/>Due to COVID-19, restaurants have switched to takeout and delivery options to adapt to the new business environment and guidelines enforced by the Center of Disease Control (CDC) mandated guidelines. Some of these guidelines include: notices encouraging social distancing and mask-wearing, mandated masks for employees, and easy access to sanitary supplies. This cultural shift is motivating restaurants to search for a quick, cheap, and easy fix to adapt to the increased demand of take-out and delivery methods. This increases their plastic consumption of items such as plastic bags/paper bags, styrofoam containers, and beverage cups. Plastic is the most popular takeout material because of its price and durability as well as allowing for limited contamination and easy disposability.<br/>Almost all food products come in packaging and this, more often than not, is single-use. Food is the largest market out of all the packaging industry, maintaining roughly two-thirds of material going to food. The US Environmental Protection Agency reports that almost half of all municipal solid waste is made up of food and food packaging materials. In 2014, over 162 million tons of packaging material waste was generated in the states. This typically contains toxic inks and dyes that leach into groundwater and soil. When degrading, pieces of plastic absorb toxins like PCBs and pesticides, and then each piece will, in turn, release toxic chemicals like Bisphenol-A. Even before being thrown away, it causes negative effects for the environment. The creation of packaging materials uses many resources such as petroleum and chemicals and then releases toxic byproducts. Such byproducts include sludge containing contaminants, greenhouse gases, and heavy metal and particulate matter emissions. Unlike many other industries, plastic manufacturing has actually increased production. Demand has increased and especially in the food industry to keep things sanitary. This increase in production is reflective of the increase in waste. <br/>Although restaurants have implemented their own sustainable initiatives to combat their carbon footprint, the pandemic has unfortunately forced restaurants to digress. For example, Just Salad, a fast-food restaurant chain, incentivized customers with discounted meals to use reusable bowls which saved over 75,000 pounds of plastic per year. However, when the pandemic hit, the company halted the program to pivot towards takeout and delivery. This effect is apparent on an international scale. Singapore was in lock-down for eight weeks and during that time, 1,470 tons of takeout and food delivery plastic waste was thrown out. In addition, the Hong Kong environmental group Greeners Action surveyed 2,000 people in April and the results showed that people are ordering out twice as much as last year, doubling the use of plastic.<br/>However, is this surge of plastic usage necessary in the food industry or are there methods that can be used to reduce the amount of waste production? The COVID-19 pandemic caused a fracture in the food system’s supply chain, involving food, factory, and farm. This thesis will strive to tackle such topics by analyzing the supply chains of the food industry and identify areas for sustainable opportunities. These recommendations will help to identify areas for green improvement.

ContributorsDeng, Aretha (Co-author) / Tao, Adlar (Co-author) / Vargas, Cassandra (Co-author) / Printezis, Antonios (Thesis director) / Konopka, John (Committee member) / Department of Supply Chain Management (Contributor) / School of International Letters and Cultures (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
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With the rise of fast fashion and its now apparent effects on climate change, there is an evident need for change in terms of how we as individuals use our clothing and footwear. Our team has created Ray Fashion Inc., a sustainable footwear company that focuses on implementing the circular

With the rise of fast fashion and its now apparent effects on climate change, there is an evident need for change in terms of how we as individuals use our clothing and footwear. Our team has created Ray Fashion Inc., a sustainable footwear company that focuses on implementing the circular economy to reduce the amount of waste generated in shoe creation. We have designed a sandal that accommodates the rapid consumption element of fast fashion with a business model that promotes sustainability through a buy-back method to upcycle and retain our materials.

ContributorsSuresh Kumar, Roshni (Co-author) / Yang, Andrea (Co-author) / Liao, Yuxin (Co-author) / Byrne, Jared (Thesis director) / Marseille, Alicia (Committee member) / Jordan, Amanda (Committee member) / Department of Finance (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
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Though about 75 percent of American waste is recyclable, only 30 percent of it is actually recycled and less than ten percent of plastics disposed of in the United States in 2015 were recycled. A statistic like this demonstrates the immense need to increase recycling rates in order to move

Though about 75 percent of American waste is recyclable, only 30 percent of it is actually recycled and less than ten percent of plastics disposed of in the United States in 2015 were recycled. A statistic like this demonstrates the immense need to increase recycling rates in order to move towards cultivating a circular economy and benefiting the environment. With Arizona State University’s (ASU) extensive population of on-campus students and faculty, our team was determined to create a solution that would increase recycling rates. After conducting initial market research, our team incentives or education. We conducted market research through student surveys to determine the level of knowledge of our target audience and barriers to entry for local recycling and composting resources. Further, we gained insight into the medium of recycling and sustainability programs they would be interested in participating in. Overall, the results of our surveys demonstrated that a majority of students were interested in participating in these programs, if they were not already involved, and most students on-campus already had access to these resources. Despite having access to these sustainable practices, we identified a knowledge gap between students and their information on how to properly execute sustainable practices such as composting and recycling. In order to address this audience, our team created Circulearning, an educational program that aims to bridge the gap of knowledge and address immediate concerns regarding circular economy topics. By engaging audiences through our quick, accessible educational modules and teaching them about circular practices, we aim to inspire everyone to implement these practices into their own lives. Though our team began the initiative with a focus on implementing these practices solely to ASU campus, we decided to expand our target audience to implement educational programs at all levels after discovering the interest and need for this resource in our community. Our team is extremely excited that our Circulearning educational modules have been shared with a broad audience including students at Mesa Skyline High School, ASU students, and additional connections outside of ASU. With Circulearning, we will educate and inspire people of all ages to live more sustainably and better the environment in which we live.

ContributorsCarr-Taylor, Kathleen Yushan (Co-author) / Tam, Monet (Co-author) / Chakravarti, Renuka (Co-author) / Byrne, Jared (Thesis director) / Marseille, Alicia (Committee member) / Jordan, Amanda (Committee member) / Department of Information Systems (Contributor, Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
ContributorsWilliams, Sara (Author) / Wiedmer, Robert (Thesis director) / Toro, Matthew (Committee member) / Barrett, The Honors College (Contributor) / Department of Supply Chain Management (Contributor) / Dean, W.P. Carey School of Business (Contributor) / Department of Information Systems (Contributor)
Created2023-05