1;Table of Contents;9 2;Part 1: Introduction to closed-loop supply chains;12 2.1;1 Introduction --- Simme Douwe P. Flapper, Jo A.E.E. van Nunen and Luk N. Van Wassenhove;13 2.1.1;1.1 A framework for closed-loop supply chain analysis;13 2.1.2;1.2 A classification of closed-loop supply chains;14 2.1.3;1.3 Managerial aspects of closed-loop supply chains;17 2.1.4;1.4 Business drivers;19 2.1.5;1.5 Technical aspects;21 2.1.6;1.6 Organizational aspects;22 2.1.7;1.7 Planning and control aspects;24 2.1.8;1.8 Information aspects;24 2.1.9;1.9 Environmental aspects;26 2.1.10;1.10 Business-economic aspects;27 2.1.11;1.11 Conclusions;28 3;Part 2: Production closed-loop supply chains;29 3.1;2 Reverse logistics in a pharmaceutical company: the Schering case --- Ruud H. Teunter, Karl Inderfurth, Stefan Minner and Rainer Kleber;30 3.1.1;2.1 Introduction;30 3.1.2;2.2 Reuse and recycling of by-products;31 3.1.3;2.3 Reuse and recycling of solvents;34 3.1.4;2.4 Conclusions;40 3.2;3 Reverse logistics in an electronics company: the NEC-CI case --- Roland Geyer, Kumar Neeraj and Luk N. Van Wassenhove;41 3.2.1;3.1 Introduction;41 3.2.2;3.2 Business drivers;42 3.2.3;3.3 Organizational aspects;43 3.2.4;3.4 Information aspects;46 3.2.5;3.5 Conclusions;47 4;Part 3: Distribution closed-loop supply chains;48 4.1;4 The chip in crate: the Heineken case --- Jan van Dalen, Jo A.E.E. van Nunen and Cyril M. Wilens;49 4.1.1;4.1 Introduction;49 4.1.2;4.2 Business drivers;53 4.1.3;4.3 Technical aspects;53 4.1.4;4.4 Organizational aspects;55 4.1.5;4.5 Planning and control aspects;56 4.1.6;4.6 Information aspects;57 4.1.7;4.7 Environmental aspects;59 4.1.8;4.8 Business-economic aspects;59 4.1.9;4.9 Conclusions;60 4.2;5 Recovery and reuse of maritime containers: the Blue Container Line case --- Costas P. Pappis, Nikos P. Rachaniotis and Giannis T. Tsoulfas;62 4.2.1;5.1 Introduction;62 4.2.2;5.2 Business drivers;64 4.2.3;5.3 Technical aspects;64 4.2.4;5.4 Organizational aspects;65 4.2.5;5.5 Planning and control aspects;65 4.2.6;5.6 Information aspects;66 4.2.7;5.7 Environmental aspects;66 4.2.8;5.8 Business-economic aspects;67 4.2.9;5.9 Conclusions;67 4.3;6 Empty container reposition: the port of Rotterdam case --- Albert W. Veenstra;69 4.3.1;6.1 Introduction;69 4.3.2;6.2 Business drivers;69 4.3.3;6.3 Organizational aspects;70 4.3.4;6.4 Planning and control aspects;77 4.3.5;6.5 Information aspects;78 4.3.6;6.6 Environmental aspects;78 4.3.7;6.7 Business-economic aspects;78 4.3.8;6.8 Conclusions;79 5;Part 4: Commercial returns closed-loop supply chains;81 5.1;7 Commercial returns of sun-protection products: the L'Oréal France case --- Roelof Kuik, Jo A.E.E. van Nunen and Job Coenen;82 5.1.1;7.1 Introduction;82 5.1.2;7.2 Business drivers;83 5.1.3;7.3 Organizational aspects;84 5.1.4;7.4 Planning, control and information aspects;86 5.1.5;7.5 Business-economic aspects;87 5.1.6;7.6 Conclusions;88 5.2;8 Commercial returns of printers: the HP case --- Sylvia Davey, V. Daniel R. Guide Jr., Kumar Neeraj and Luk N. Van Wassenhove;90 5.2.1;8.1 Introduction;90 5.2.2;8.2 Business drivers;90 5.2.3;8.3 Technical aspects;93 5.2.4;8.4 Organizational aspects;93 5.2.5;8.5 Business-economic aspects;96 5.2.6;8.6 Conclusions;99 5.3;9 Commercial returns in a mail order company: the Wehkamp case --- René M.B. de Koster and Joost P. Zuidema;100 5.3.1;9.1 Introduction;100 5.3.2;9.2 Business drivers;102 5.3.3;9.3 Technical aspects;103 5.3.4;9.4 Organizational aspects;103 5.3.5;9.5 Planning and control aspects;107 5.3.6;9.6 Information aspects;108 5.3.7;9.7 Environmental aspects;109 5.3.8;9.8 Business-economic aspects;109 5.3.9;9.9 Conclusions;109 6;Part 5: Repair and replacement closed-loop supply chains;110 6.1;10 The repair of electronic equipment: the OMRON case --- Roelof Kuik, Jo A.E.E.van Nunen, Jacky Gerrits and Marco H.P. Hogenboom;111 6.1.1;10.1 Introduction;111 6.1.2;10.2 Business drivers;113 6.1.3;10.3 Technical aspects;113 6.1.4;10.4 Organiszational Aspects;114 6.1.5;10.5 Conclusions;11