The inner circles of the circular economy - remanufacturing, refurbishing, retrofitting, repairing, spare parts harvesting, … - are hard to kick off in manufacturing companies dominated by decision processes optimised for the linear economy. Lots of companies see or have a feeling that remanufacturing might be interesting for some of their products or customer segments. The challenge begins when trying to translate this first idea into a documented business case on which a business decision can be taken.
