Recommendations

Informed by the literature review and industry analysis, the following are recommendations drawn as implementable RL/CLSC proposals for small fashion retailers. Pro-active approaches addressing the above could help to achieve relevant UN Sustainable Development Goals (Appendix 5). Recommendation strategies are outlined as follows:

First proposed is ‘a comprehensive CLSC structure for fashion and a CLSC planning model associated with profit analysis of each member…to achieve optimal trade-off between total profit and CO2 emission on CLSC network’ (Oh and Jeong, 2014:9028). With consideration for the recovery options, repair, remanufacturing; recycling within RL.

To implement sustainability within RL/CLSC, develop a proposal including practical (current situation) and strategic (future directions) perspectives. Incorporate commitments, goals, plans, and assessments (metrics/ processes for measuring performance) (Burns, 2019:202).

Sustainability must be cost-effective and ‘affordable for consumers’ (ASCG, 2020:10). Establish balance between ethics and profitability. Develop stochastic models to assess all possible outcomes to minimise economic risks of implementing RL/CLSC, market cannibalisation and returns uncertainty (Ilgin and Gupta, 2009:569). Sustainable product return-plans are also recommended. To financially benefit from RL/CLSC, drive sustainable practices into supply chains, incentivising supplier reform. Utilise overheads of direct-to-consumer models to provide wiggle-room to invest in sustainability (Cernansky, 2019:online).

Increase CRC accessibility; maximising efficiency by sharing transportation with other retailers within a geographical proximity or through collaborative infrastructural investments. Where possible, utilise local RL/CLSC systems and sourcing for minimised transportation emissions. Innovative third-party solutions and agile system strategies can help resolve inconsistent quantities of reverse-flow products.

Challenges include maintaining/adding value back up stream and small retailers potentially lacking resources, accessibility or capacity to achieve added value via upcycling. Sharing infrastructure with big industry players could resolve this. Designs considering sustainability, disassembly; material selection could make RL/CLSC processes less complex- product LCA can monitor progress.

Government legislation and existing initiative participation supporting smaller fashion players, could help maintain sustainable compliances against big industry players whom possess more immediate resources to implement RL/CLSC. For example, Governments should reward and penalise retail post-consumer waste accordingly. Charging producers 1p per garment could raise £35m to invest in better clothing collection and sorting in the UK (HOCEAC, 2019:4). Commercial opportunities driving sustainable procurement are viable forms of sustainable economic procurement practices.

Sourcing knowledgeable RL/CLSC personnel is important. With emphasis on talent management, SC operators leverage efficiencies through better engaging people involved (ASCG, 2020:11). Form a diverse team, including individuals involved with RL/CLSC processes alongside those involved with sustainability initiatives (Burns, 2019:202).

Incorporate strategies where possible, involving RL/ CLSC feedback (Burns, 2019:131). With smaller taskforces, executing roles and consistently supervising social risks within RL/CLSC to the highest capability may present challenges. Ongoing staff training; investing in people for slicker operations is advised.