Model Based Testing een verbetering van correctheidsperceptie?

Abstract A closed-loop suppl chain (hereafter CLSC) is a system that actively anticipates on the waste problem with the aim of reducing waste, and at the same time create economic valuable products and materials out of waste. A CLSC consists of many different types (vertical) forward and reverse supply chain stakeholders (hereafter FSC and RSC) who need to collaborate to maximize value creation from product recovery over the entire life cycle. Closed-loop supply chain collaboration (hereafter CLSCC) refers to information sharing, joint planning and undertaking of CLSC-activities, and joint problem solving in the CLSC. For instance, FSC and RSC stakeholders that share information can create customer value like customer loyalty and improved customer satisfaction in the RSC. Various authors acknowledged the importance and necessity of CLSCC. However, limited research has been conducted on this phenomenon and why stakeholders would be hesitant towards collaboration in the CLSC. This paper presents a novel conceptual model that investigates from the perspective of a focal firm how the types of stakeholders affect the nature of supply chain relationships (hereafter SC) and degree of CLSCC. Furthermore, this study analyses how moderating factors like trust and commitment influence the degree of CLSCC. The proposed model is studied empirically, using a single embedded case study in the context of hygiene products. Hence, unit 1 involves a CLSC for plastic dispensers, and unit 2 is a CLSC for paper toilet products. Using primary (i.e. semi-structured interviews) and secondary (i.e. website, documents, business presentations) data pertaining to these two units of analysis, this study reveals why a (focal) firm is hesitant towards CLSCC. The analytic results reveal that the focal firm is not necessarily hesitant towards CLSCC. There is a close dyadic relationship between the focal firm and almost all CLSC-stakeholder. However, the focal firm collaborates on a higher degree with FSC stakeholders (i.e. operation, even and process level) than with RSC stakeholders (mainly operation level). This is because the RSC stakeholders lack urgent CLSC-claims towards the focal firm and (the creation of a successful) CLSC. Also, the focal firm lacks commitment towards a higher degree of collaboration, thus, sharing more information and tasks to improve the CLSC. FSC stakeholders are less involved in the CLSC-activities such as reverse logistics and recovery of product returns than RSC-stakeholders. However, to achieve maximum value creation in the CLSC, a higher degree of collaboration with RSC-stakeholders where information such as quality standards (event level) and joint problem solving l