Report:

IKEA’s Global Supply Chain

Management

Prepared by: Group 11

Members:
Trần Khánh Linh - 18071142
Hà Thị Lan - 18071125
Võ Bích Thảo - 17071175
Prepared for: INS3021
Teacher: Tran Cong Thanh

Tuesday, 8 June 2021

 TABLE OF CONTENTS

I. REPORT INTRODUCTION .............................................................................................. 3

II. OVERVIEW OF IKEA SUPPLY CHAIN ........................................................................ 3
1. IKEA Supply Chain Network ......................................................................................... 3
2. IKEA Management Objectives ....................................................................................... 4
III. IKEA SUPPLY CHAIN ISSUES & PRACTICES .......................................................... 5
1. Marketing-Related Activities .......................................................................................... 5
1.1. Buy-Back Service ..................................................................................................... 5
1.2. Usership Model Service ........................................................................................... 6
1.3. Communication Strategy .......................................................................................... 6
2. Logistics-Related Activities ............................................................................................ 6
2.1. Collection ................................................................................................................. 7
2.2. Inspection and Separation ........................................................................................ 8
2.3. Reprocessing ............................................................................................................ 8
2.4. Redistribution ........................................................................................................... 9
3. Operations-Related Activities ......................................................................................... 9
3.1. Product design management................................................................................... 10
3.2. Supplier management ............................................................................................. 11
4. Sourcing-Related Activities .......................................................................................... 12
4.1. Wood Sourcing Management ................................................................................. 12
4.2. Agricultural Sourcing Management ....................................................................... 13
IV. RECOMMENDATION.................................................................................................. 14
1. Logistics ........................................................................................................................ 14
2. Operations ..................................................................................................................... 14
3. Sourcing ........................................................................................................................ 15
APPENDIX A: PRESENTATION SLIDE .......................................................................... 16
APPENDIX B: SELF-EVALUATION FORM.................................................................... 18
REFERENCES ..................................................................................................................... 20

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 I. REPORT INTRODUCTION
The purpose of this report is to analyze global supply chain management of IKEA. The report
is divided into three main sections. The first part provides information regarding IKEA’s
supply chain structure and its supply chain management objectives. The second part presents
IKEA’s supply chain management issues and practices regarding its closed loop supply chain
in alignment to its circular business transformation. The third part details our
recommendations for IKEA’s supply chain. In addition, Appendix and Reference List are
provided at the end of the report.

II. OVERVIEW OF IKEA SUPPLY CHAIN

1. IKEA Supply Chain Network

IKEA, as the world’s biggest furniture retailer, has a complex but controllable supply chain
(see Figure 1). Regarding upstream flow, IKEA partners with over 1800 first-tier suppliers
in 50+ countries to produce 90% of its finished parts and products, meanwhile, 10% of its
total output are manufactured by its 43 owned wood factories located in 9 countries (IKEA
Industry, 2021). Besides indirectly managing its first-tier suppliers’ suppliers, IKEA also
engages in controlling its raw materials by collaborating with its lower-tier suppliers, both of
which constitute IKEA’s large network of 10,000+ sub-suppliers (Baraldi, 2008). In order to
track production, negotiate prices, test new ideas and inspect the quality of its suppliers’ raw

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materials, IKEA has over 40 owned trading offices in 30+ countries to better handle its
supplier relationship (Baraldi, 2008). IKEA of Sweden, headquarter of IKEA located in
Sweden, is responsible for designing all IKEA product lines, and more importantly,
overseeing IKEA’s overall operation and crafting strategic plans. Concerning distribution
network, about 20% of IKEA goods are delivered directly from its suppliers to over 445
IKEA stores located in 52 countries, while the rest is delivered to its 29 distribution centers
and 54 customer distribution centers in 18 countries (INGKA Group, 2020). Since IKEA
doesn’t have a fully functional transportation system, its supply chain network is physically
linked to 500 external logistic partners worldwide (Baraldi, 2008). Finally, IKEA stores are
responsible for enriching customer journeys. This supply chain is complex considering the
numerous entities involved, their interaction with one another and broad international
dispersion relative to its home base, and is controllable regarding IKEA’s ownership
structure, centralized planning and its direct interaction with other supply chain stages.

2. IKEA Management Objectives

IKEA has an efficiency-focused supply chain for two reasons. First, IKEA’s history has been
embedded in providing low-price products such as using flat packaging to save transportation
and production cost, allowing customers to self-assemble products (Baraldi, 2008). Second,
IKEA focuses on both cost and value advantage which is reflected in its business idea1,
therefore, in order to maintain strategic alignment with its business strategy, IKEA’s supply
chain prioritizes efficiency as a means to obtain cost advantage (Sander, 2012).

Permanent competitive advantage is nonexistent (Rothaermel, 2016), thus, IKEA has

recently embraced sustainability as a growing worldwide concern to become a circular
economy business contributing to economic, social and environmental aspects (IKEA,
2021b). Closed-loop supply chain2 as a circular economy practice (Holgado & Aminoff,

1
“is to offer a wide range of well-designed, functional home furnishing products at prices so
low, that as many people as possible will be able to afford them” (IKEA, 2021a).
2
“is the design, control and operation of a system to maximize value creation over the entire
life cycle of a product with dynamic recovery of value from different types and volumes of
returns over time” (Kumar & Kumar, 2013). There is a distinct difference between closed-
loop and circular supply chain. While circular supply chain requires 100% of products to be
back in the chain, closed-loop supply chain allows unusable parts to be discarded.
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2019) was adopted by IKEA. Since closed-loop supply chain’s main objectives are
optimizing the economic and environmental values of returned products (Amin et al., 2020),
this indicates IKEA’s supply chain management objectives of economic and environmental
sustainability which, in essence, add to efficiency of its supply chain.

III. IKEA SUPPLY CHAIN ISSUES & PRACTICES

1. Marketing-Related Activities

1.1. Buy-Back Service

In order to increase consumers’ returning activities, IKEA offers buy-back service to capture
values from previously discarded products (Inter IKEA System, 2021). Figure 2 below
describes the service’s main steps guiding customers to use the service. The product flow
happening inside IKEA’s supply chain is presented in Figure 3.

Target customers of IKEA are young people wanting to buy functional, fashionable and
quality products at cheap price, therefore, selling like-new second-hand IKEA products for
50% of original price can still be attractive to many of IKEA’s existing customers.

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1.2. Usership Model Service

Usership models is a service in which IKEA offers furniture to customers for use rather than
purchase for a certain length of time based on leasing contract. According to Taha et al.,
(2020), IKEA will take care of the product's maintenance during the use time. When a
contract expires, customers will be offered the option to extend the contract, buy the
ownership, or return the items to IKEA. When consumers extend their contracts or buy
ownership of the goods, the product remains in the customer's possession. Otherwise, they
are returned to IKEA and will be collected, examined, and sorted based on their condition.
Product returned will move onto its new cycle of ownership or be sold in “As-Is” area in
IKEA. This furniture leasing service contributes to the reversed supply chain by creating
opportunity for products to be constantly reconditioned, hence, extending the life of products.

1.3. Communication Strategy

IKEA communicates with its customers without spending extra money to educate them. It
spreads its commitment to “inspiring and enabling people to live healthier, more sustainable
lives” by making its products to be recycle, designing them to be energy-efficient, and tells
consumers innovative activities it has contributed to sustainability through its website, its
“People and Planet Policy”, its IKEA stores, its annual reports. Also, many of its moves
toward sustainability were also published in newspapers. This helps IKEA to attract
consumers’ attention and motivate them to be parts of its sustainable efforts by buying
sustainable products, returning unwanted products to IKEA.

2. Logistics-Related Activities

The Council of Supply Chain Management Professionals (CSCMP, 2017) defines logistics
as being "part of the supply chain that is responsible for planning, implementing and
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controlling the efficient and effective direct and inverse flow and warehousing operations of
goods, services and related information between the point of origin and the point of
consumption in order to meet the needs of customers". There are five key elements of
logistics: Transport Management, Inventory Management, Storage Management, Packaging
and Information Processing.

In order to reduce the risk of customers, increasing their satisfaction and thus increasing sales,
retail companies have been developing ever more flexible returns policies. Regarding the
returns, as said before, IKEA distinguishes itself from all the other companies with the 365
days policy return. This policy is so liberal that the customer can return the product for one
year only because he has changed his mind. To facilitate the circulation of products, reverse
logistics form a key enabler.

Figure 3 describes the material flow for product returns divided into different reverse logistics
activities of IKEA.

2.1. Collection

All returns coming back to IKEA are handled by the Customer Service Center (CSC) at the
stores where the return process is initiated by registration in the IKEA information system.
The registration includes return code, condition, and if necessary, additional comments to
create an understanding of why the return occurred. This information is important for IKEA
to act proactively to reduce the number of returns that could be prevented, such as returns
happening because of quality or service issues and change of mind, hereinafter referred to as
traditional returns.

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The most commonly used option is customers bringing the products back to the store by
themselves. They can also choose to leave products at a drop off store or to a postal service
that then arranges the transport to the IKEA stores through internal IKEA transport or by
using external third-party logistics. Another option is to order a transport service directly
from their home, in which IKEA or third-party logistics are responsible for the transport from
the customers’ homes to IKEA stores. Returning products to an IKEA store is free of charge
while collection at home is a service that customers pay for.

The different IKEA markets can decide upon their return policy, based on the global return
policy, but adjusted to conditions in their specific market. For example, Sweden has excluded
custom fitted worktops in their return policy since a lot of kitchens are sold on their market.

2.2. Inspection and Separation

After registration, the returned goods are sent to back office where a decision on the future
processes is taken based on the condition of goods. Sellable goods that can be sold as new
are returned to shelves or storage while all other goods are transported to the recovery
department. Some products can be sold directly as-is at the As-Is area while others need to
go through recovery processes

All IKEA stores have a recovery department proportional to the size of the store. At the
recovery department, decisions are taken on whether to recover a product or not. Factors such
as complexity, time, resources, and space are taken into consideration.

The recovery process can be divided according to the processes: reuse, repackaging, repair,
refurbishing, remanufacturing, and recycling. This part will be described in more detail in
the next part.

2.3. Reprocessing

In the recovery department which is aligned with IKEA’s desire to keep product value high
for as long as possible and do reprocessing as close to the customers as possible, products
can also be disassembled to be used as spare parts. The primary activities for the recovery
department are repackaging and complementing products with spare parts. The repackaged,
repaired and reconditioned products are then either sold as-is or as-new depending on how
extensive the recovery process is and the condition of the product.

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Here is the comparison between the recovery processes table:

Recovery description Recovery purpose Market after recovery

Reuse Pass on product with none or Ensuring product Second-hand market
minor improvements functionality
Repack Repackaging product in perfect Returning product Sold as new/ Second-
-aging condition with damaged package to stock hand market
Repair Fixing or replacing smaller parts Making the Second-hand market
product functional
Refurbi Disassembly, inspect and Bring product up Second-hand market
-shing repair/replace modules to a pre-specified
quality level

Most recovered products are sold as-is due to regulations and the difficulty of assuring quality
and safety. However, there are significant financial benefits for a product that can be sold as
new and only needs repackaging, since it requires both less time and the margin price is
higher.

2.4. Redistribution

This section includes the handling of re-usable products back to a potential market. This
activity often contains sales, leasing, transportation, storing, and marketing

To seize the value of product recovery, companies must be sure that there is a demand for
second-hand and recovered products on the consumer market. Therefore, the redistribution
activity also involves remarketing of the recovered products. Customers perceive the value
of second-hand products differently which affects their willingness to pay.

On the other hand, offering second-hand products provides the possibility to reach more price
sensitive customer segments since products can be offered at lower prices.

3. Operations-Related Activities

IKEA's transformation into a circular market entails modifying their current "take, create,
waste" linear paradigm to allow for the extension of product and material life. The four loops
of reuse, refurbishment, remanufacturing, and recycling are the processes that allow this. The
wishes and desires of IKEA's consumers are always the starting point. IKEA aims to keep
products in use for as long as possible by providing customer-centric, quick options for
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product maintenance, upgrades, and moving on. Items only enter the refurbishment and
remanufacturing loops as they can no longer be restored near to the user. Recycling can still
be the last choice.

One of the expectation of IKEA is transforming into the circular business as soon as possible.
IKEA has recognized the need to adapt their approach to how and when they reach their
clients, how and what goods and services they design, how they import supplies, how they
select suppliers and how they develop the IKEA supply chain in an environment of scarce
resources.

3.1. Product design management

Designing all items with circular capability from the start is one of IKEA's core enablers of
circularity. Thus, this is also an operation management issue of IKEA has now. IKEA
products will still live up to the five dimensions of the democratic design base, delivering
good design to as many people as possible by offering well-designed home furnishing
solutions of great shape and function, high quality, crafted with a focus on sustainability, all
at a reasonable price.

One strategy for slowing throughput is to design products with a longer lifespan. To ensure
the goods are used for as long as possible, they must be engineered to be durable, flexible,
easy to repair, and disassemble and reassemble. IKEA's circular economy approach
prioritizes the creation of long-lasting goods, and the firm is introducing plans and products
with this goal in mind. Democratic Design, IKEA's five-point framework (see Figure 4),

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serves as the foundation for all goods aimed at improving people's lives. Quality and
sustainability are two foundations of democratic architecture that address sustainability
concerns. Quality refers to high-quality, long-lasting materials that can withstand the rigors
of daily use. Products must be manufactured in ways that are beneficial to both people and
the environment in order to be sustainable. IKEA considers both quality and sustainability
when designing its products. IKEA is working on goods that can last a long time and can be
used in a variety of ways. KEA also has options to patch IKEA product, allowing them to
last longer. Customers are encouraged to use their goods for extended periods of time, and
the manufacturer assists them by providing maintenance options. IKEA provides spare parts
repair as part of its scheme. This service is becoming more popular; in fiscal year 2015,
155,000 repair kits were shipped to customers (Inter IKEA Holding, 2016)

In IKEA, product design team also consider suppliers and customer are the key to develop
their product. They have collaborated with a number of carefully chosen small and large-
scale suppliers from around the world. They continue to work with suppliers who want to
expand alongside IKEA. These close collaborations have a significant impact on the nature,
efficiency, and safety of their products. In addition, their teams should care about the
customer’s decision to design the suitable product among the customer expectation.

3.2. Supplier management

In order to achieve efficiency circular product design, the one important factor that IKEA
need to do is collaborate the suppliers. IKEA works with suppliers to find ways to recycle
products. Dendro Poland, one of their mattress vendors, has developed a system for
chemically recycling mattress foam that is discarded during the production process (IKEA
Group, 2016). The mattress maker will use this foam to replace more of the petroleum-based
raw inputs that typically go into a mattress by taking and recycling mattress foam from the
manufacturing process (a very critical and potentially voluminous form of waste known as
"prompt waste"). Not only does Dendro recycle waste into something different, but it also
reduces the amount of non-renewable inputs in its products, rendering foam recycling a win-
win situation. Mattress recycle is an excellent way to close the circle. Moreover, IKEA is
encouraging their supplier to cut down waste in their suppliers’ operations.

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IKEA is partnering with manufacturers to increase the sustainability of their manufacturing
processes and technologies for synthetic textiles. One of IKEA's vendors, Hilong, for
example, pioneered a fiber dying process known as dope dying. Traditional textile production
entails a number of steps and uses a lot of water. Dope dying, on the other hand, dyes cloth
in less stages and uses 80% less water than conventional dying. Hilong saves around 300,000
liters of water per year by using this method (IKEA, 2021c). More IKEA manufacturers
switched to dope dying as a result of the cost savings. Half of the polyester used in the IKEA
supply chain is dope colored as of fiscal year 2016. Therefore, IKEA can eliminate pollution
in its supply chain by using Hilong dope dying. For these reason, we easily realized that,
suppliers are one of the key factors to help IKEA meets and becomes the circular business.

4. Sourcing-Related Activities

IKEA has a very diverse product range (about 9500), finding sustainable materials and
collaborating with sustainable partners to turn its product portfolio into 100% circular
requires intensive effort. Practices used to deal with this issues are detailed below.

4.1. Wood Sourcing Management

Deforestation is one of the most serious threats to the world's forests, caused by unsustainable
agriculture, infrastructural expansion, and illicit logging. Wood is the most common material
in IKEA's home furnishings, and it's also critical to IKEA climate-friendly goals. In fiscal
year of 2020, there were 1,053,905 tonnes of wooden residues (Inter IKEA System, 2021).

To fully utilize the value of these resources, IKEA has adopted a closed-loop chain to take a
number of actions to build circular operations capabilities. 67.2 percent of the total is
marketed as pellets, briquettes, or other wood products. The remaining 32.8 percent is utilized
as biofuel in IKEA plants for heating, contributing to the region's significant utilization of
renewable energy sources (IKEA, 2021d)

IKEA, in collaboration with its suppliers and partners, is continually creating new ways to
use wood intelligently. Produce things in such a way that waste is minimized and materials
are maximized. The material is simple to maintain and care for, has a long lifespan, and
promotes cyclical behavior. IKEA's severe requirements must always be met to ensure that

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the wood used does not come from illegally cut forests, places of social strife, or forests of
exceptional conservation value.

Throughout their operations and supply chain, IKEA demands all suppliers to follow the
procedures they establish (suppliers must be able to provide additional evidence of legitimacy
and wood origin within 48 hours of notice). The Forestry Section of the IWAY Standard, our
supplier code of conduct, is utilized to source all of the wood used in IKEA goods. As a result
of this, IKEA was able to meet its forestry objective, and now, more than 98 percent of the
wood used in IKEA products comes from more environmentally friendly sources (FSC-
certified or recycled wood).

4.2. Agricultural Sourcing Management

Agricultural commodities, including crops and livestock, supply IKEA with sustainable food
and resources, which can help the company achieve its climate and circular goals. Globally
resource-intensive agricultural systems, on the other hand, have contributed to deforestation,
water scarcity, biodiversity loss, land depletion, high levels of greenhouse gas emissions, and
negative consequences for farmers and communities. IKEA has created criteria and is buying
ingredients from more sustainable sources to solve these issues. Using a comprehensive
strategy, group agricultural commodities together to speed the transition to regenerative
agriculture.

Cotton is one of most important materials for IKEA. Therefore, it currently has materials
agenda such as the Cotton from More Sustainable Sources (CMSS) where 77% is Better
Cotton, 17% Recycled and 6% is Towards Better Cotton (IKEA, 2021e). IKEA has removed
all conventional cotton from their supply chain and replaced it with cotton sourced from more
sustainable and recyclable sources in order to help farmers improve their livelihoods, yields,
and incomes while reducing negative environmental impacts. Cotton farmed by IKEA uses
fewer water and pesticides. IKEA also implements many projects to have a good source of
sustainable cotton (Weather-resilient cotton production system in India, Agroforestry project
in India, More Crop per Drop project in Pakistan, Water Stewardship in Cotton project in the
Buyuk Menderes Basin, Toward Better Cotton project in Dongying, etc.)

IKEA wants to identify more environmentally friendly procedures and materials as

alternatives to better balance global ingredient usage. IKEA uses around 3 million m2 of
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leather per year in its home furnishings, such as sofas and rugs. IKEA's leather is made from
three different types of raw materials. Brazil provides roughly half of the leather and
sheepskin used by IKEA each year. IKEA has employed "better programming" to steer its
vision of more sustainable cattle farming; the program is evidence-based, using the most up-
to-date science, and was created in consultation of agriculture consultants, NGOs, and
suppliers. IKEA has focused on establishing internal competences through classroom
sessions, global workshops on the farm, and generating supporting materials through internal
and external specialists to assist the successful execution of the programs. IKEA also
continues to promote industry-wide joint innovations in the animal-based supply chain.
IKEA is working to expand traceability to farms from slaughterhouses. IKEA creates and
implements the Animal Protection Traceability System (APTS) across all leather supply
chains, reviewing and upgrading skin standards to ensure that all skins are covered. As a
result, IKEA has adopted a policy for all leathers that aims to achieve complete traceability.

IV. RECOMMENDATION
1. Logistics

Our recommendation is to improve the return process efficiency at IKEA, the availability of
spare parts in stores is essential. Having spare parts available when returned products arrive
will support in getting the products out on the second-hand market faster. If returned products
can enter the second-hand market faster, IKEA can recover a larger volume of returned
goods. Instead of disposing them because of the limited space in the recovery department
which is a common occurrence today. This further reduces the risk of losing product value
in stores as products are not becoming obsolete to the same extent

2. Operations

IKEA is progressing in its transition to a circular economy. It is recommended that the

company can create the circular product by designing with waste as an input and
concentrating on long-term product design, waste may be reduced via eco-efficiency and
renewable energy production, as well as putting sustainability into the heart of the company.
Moreover, IKEA cannot make the transition on its own, the efforts of IKEA to shift into a
circular company illuminated the notion that the circular economy must operate as an

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ecosystem with many enterprises cooperating. By facilitating the growth of reverse logistics
and the development of recycling and remanufacturing technologies, supplier cooperation
may establish a synergy to finish the loop. To effectively embrace the circular economy,
governmental policies aimed at resource extraction and disposal must be developed to
motivate firms to adopt circular improvements. Furthermore, there must be a shift away from
today's throwaway society and toward a more sustainable, restorative paradigm of
consumption and production.

3. Sourcing

Since IKEA only work directly with its first-tier suppliers, therefore, it is difficult to manage
its second-tier suppliers with adequate supervision. Therefore, we recommend IKEA to
initiate an information technological system on which its direct suppliers must require IKEA
second-tier suppliers to update raw material information. This initiative, will as a result,
improve IKEA supervision for its second-tier suppliers regarding how raw materials are
sourced. IKEA should empowering trading partners. Industry strength of collaboration
platform and communication framework designed to facilitate the exchange of accurate and
real-time information this helps to create productivity and eliminate waste. Appropriate due
diligence will be conducted to evaluate third-tier supplier relationships, whether new or
existing, to ensure that the relationships meet the requirements equivalent standard.
Integrating internal functions and external stakeholders will help IKEA achieve sustainability
across the entire supply chain from raw materials to customers.

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 APPENDIX A: PRESENTATION SLIDE

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Group 11 17 | P a g e
 APPENDIX B: SELF-EVALUATION FORM
What proportion of the group work did you contribute, in % terms?
Student Name Contribution
Tasks Contributed
and Code Rate
- Overview of IKEA’s Supply Chain
- IKEA’s Supply Chain Management Issues &
Practices: Marketing-Related Activities
Tran Khanh Linh - IKEA’s Supply Chain Management Issues &
100%
18071142 Practices: Sourcing-Related Activities
- Recommendation: Sourcing
- Reference List
- Appendix
- Report Introduction
- Overview of IKEA’s Supply Chain
- IKEA’s Supply Chain Management Issues &
Ha Thi Lan Practices: Marketing-Related Activities
100%
18071125 - IKEA’s Supply Chain Management Issues &
Practices: Operations-Related Activities
- Recommendation: Operations
- Appendix
- Overview of IKEA’s Supply Chain
- IKEA’s Supply Chain Management Issues &
Practices: Marketing-Related Activities
Vo Bich Thao
95% - IKEA’s Supply Chain Management Issues &
17071175
Practices: Logistics-Related Activities
- Recommendation: Logistics
- Appendix

What was your key learning from this activity, both in relation to the topic covered as
well as the group activity itself?
This exercise provided us with a wealth of helpful information and skills for both topic and
group activities. Our team has learned about global supply chain management. We
understand how to discover and evaluate supply chain activity. Furthermore, we have a
greater understanding of the function of supply networks in a business. We begin to think
about and use our understanding of this topic in real-life circumstances such as IKEA supply
chain, which is one of the world's largest furniture retailer. We gain a lot from IKEA's supply

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chain research and analysis. To begin, the theoretical information that we have gained is
applied to reality in order for us to remember for a longer period of time. Furthermore,
assessing a real-world organization with the information learned from this topic provides us
with a pragmatic attitude as well as innovative ideas. We identified the issue in IKEA's supply
chain and proposed a remedy after analyzing its supply chain. Despite the fact that our
thoughts and solutions have not been optimized, we are quite satisfied since we are not only
studying theories, but also tackling real-world issues.

Do you have comments on the task, process or group dynamics (e.g. that would help us
to improve and develop the task for next year)?
The report helps us develop vision and strategy on sustainability. Information in the report is
well organized and can be used for future planning and decision making -> assist us in
improving and developing the work for the following year.

Please state how you used the group feedback to develop your group report.
Feedbacks in our group was delivered using Facebook Messenger. We then do self-research
on the Internet to gather relevant information to group feedback and write the report.

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 REFERENCES
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Journal of Data, Information and Management. 2 (5), 279-307. Available from:
https://doi.org/10.1007/s42488-020-00034-y
Baraldi, E. (2008) Strategy in Industrial Networks: Experiences from IKEA. California
Management Review. 50 (4), 99-126. Available from: doi:10.2307/41166458
Bedo, S. (2018) Ikea launches new take-back service at Tempe store to recycle unwanted
furniture. Nationwide News Pty Ltd. Article. Available from: https://www.news.com.au/
lifestyle/home/interiors/ikea-launches-new-takeback-service-at-tempe-store-to-recycle-unw
anted-furniture/news-story/c0021893ab6984eebb7efab98cf1e592 [Accessed 8 June 2021].
Holgado, M. & Aminoff, A. (2019) Closed-Loop Supply Chains in Circular Economy
Business Models. Sustainable Design and Manufacturing 2019, Smart Innovation, Systems
and Technologies. 155 (19), 203-213. Available from: doi:10.1007/978-981-13-9271-9_19
IKEA Industry. (2021). About IKEA Industry. Weblog. Available from:
https://www.industry.ikea.lt/index/about/about-ikea-industry.html [Accessed 8 June 2021].
IKEA of Sweden. (2018) Circular Product Design Guide. TheNewsMarket. Document.
Available from: https://preview.thenewsmarket.com/Previews/IKEA/DocumentAssets/
512088_v2.pdf [Accessed 8 June 2021].
IKEA. (2021a) Vision & Business Idea. Weblog. Available from:
https://www.ikea.com/us/en/this-is-ikea/about-us/vision-and-business-idea-pub7767c393
[Accessed 8 June 2021].
IKEA. (2021b) Why the Future of Furniture Is Circular? Weblog. Available from:
https://about.ikea.com/en/sustainability/a-world-without-waste/why-the-future-of-furniture-
is-circular [Accessed 8 June 2021].
IKEA. (2021c) Saving Water Is Everyone’s Business. Weblog. Available from:
https://about.ikea.com/en/sustainability/responsible-sourcing/saving-water-is-everyones-
business [Accessed 8 June 2021].
IKEA. (2021d) We're Big Fans of Wood. Weblog. Available from:
https://www.ikea.com/au/en/people-and-planet/were-big-fans-of-wood-pub7d894da1
[Accessed 8 June 2021].
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