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Abstract Given the high variability of both quantity and condition of the returns, closed-loop supply chains depend on a mix of remanufactured and new components. Effectively managing the combined flow of returned and new components is imperative to minimize total system costs. This paper proposes a model that helps manage the flow of returns by determining the incentives to offer returners, while simultaneously determining a capacity contract with the supplier of new components. The model considers returns from multiple sources, where each source has different characteristics in terms of the quantity and condition of its returns. The model also accounts for uncertainties from the return sources, as well as the new components supplier. Such uncertainties result in a failure to meet the demand for components, incurring loss costs. Sensitivity analyses of a numerical example were conducted to illustrate the model and gain further insights. The results demonstrate noteworthy relationships between supplier-related costs and those associated with not meeting the required demand, as well as their influence on the incentives to offer and the supplier's capacity contract. Highlights • Components can be sourced new or remanufactured from multiple return sources. • Model determines the capacity to contract from the new component supplier. • Model determines the optimal incentive for each return source. • Costs include losses due to a lack of remanufactured components. • Major interactions exist among incentives, contract capacity and loss costs. [ABSTRACT FROM AUTHOR]

This paper proposes a novel hybrid BSC-DEA framework for performance evaluation in sustainable supply chains. The proposed DEA model is capable of dealing with both qualitative and quantitative indicators while accounting for desirable and undesirable indicators. A tailored network DEA model involving a set of comprehensive sustainability indicators is applied to rank different supply chains from sustainability viewpoint to find the efficient and benchmarked units at each echelon. Then, sustainability indicators are classified into four groups according to BSC perspectives to help policy makers and top managers to have a more comprehensive and thorough understanding of the sustainability with respect to the long- and short term strategies. Finally, a number of sensitivity analyses are performed to identify the effective factors and strengths and weaknesses of each supply chain are identified based on BSC perspectives. To demonstrate the capabilities of the proposed approach, this framework is implemented for performance evaluation of plastic recycling companies in Mazandaran and Golestan provinces of Iran and some helpful managerial insights are derived from the numerical results. [ABSTRACT FROM AUTHOR]