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The capacity to make lucrative judgments in a sharp-witted manner while fully

comprehending a business scenario is what is meant by business sense in the broad sense. For the

purposes of this case study, three questions will be posed: It is prudent to use a supply chain

Cradle to Cradle approach. How much money does DESSO earn from the Cradle-to-Cradle

method? At the beginning of the twenty-first century, environmental sustainability became well

known. Other carpet manufacturers soon followed after, supplying eco-friendly carpets to a

certain demographic. However, the quality of these carpets lagged below what DESSO was

offering. The Cradle-to-Cradle supply chain was implemented by DESSO instead of making

carpets with lower environmental stress like its competitors do. This took nearly a decade of

revolutions in multiple departments and huge amounts of money on research and development to

achieve the lowest environmental footprint possible. When it comes to manufacturing expenses

in the future, the Cradle-to-Cradle strategy is predicted to save millions, if not billions of dollars,

DESSO was eventually bought by Tarkett in 2015 after years of development and investment. 2

The Cradle-to-Cradle strategy makes little financial sense from the company's point of view.

DESSO's interaction with suppliers is the first issue to be addressed as part of the Cradle-

to-Cradle supply chain implementation. A good place to start is by convincing suppliers to work

with DESSO on making sustainable goods. So, instead of simply buying raw materials from
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manufacturers, DESSO redesigns its production loop with suppliers' technical support in order to

ensure each material's environmental safety based on regulatory institution standards, requests

detailed information from manufacturers about each raw material it considers to be classified

information, and demands specific raw materials with required processing. With the Cradle-to-

Cradle approach to the supply chain, DESSO is completely reliant on its vendors. However,

suppliers and DESSO develop a close partnership in the production of high-quality goods since

they share the same values and aims in sustainability.

In working with its supplier, DESSO has found that forging closer, tighter ties with its

partners and developing new biodegradable materials are both advantages. When it came to

making their goods as biodegradable as feasible, DESSO worked closely with their suppliers and

spoke with them often. To replace bitumen, DESSO worked with a supplier to produce a new

substance. New flooring named EcoBase was designed as a result of this collaboration. If and

when demand develops as a result of this new material, DESSO might see its pricing drop.

Cradle-to-Cradle rivals will benefit from this, and DESSO might be harmed as a result. The

Cradle-to-Cradle initiative, however, has given DESSO a competitive edge because of the ties it

has formed with its suppliers. One of the issues DESSO had to cope with was the unwillingness

of some of its vendors to make adjustments. In order to be competitive, DESSO relies

significantly on its suppliers, and some of these firms are either reluctant or unaware of DESSO's

product criteria. Suppliers' unwillingness to adapt reduces the pool of potential vendors. It's rare

that a corporation has many yarn suppliers, so losing one would be devastating. Some vendors

refused to provide the content of their products, while others had no idea. The corporation spent

money, effort, and ran the danger of not receiving any benefits from the source by helping the
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suppliers identify their raw materials. This supplier has the greatest sustainable materials since

DESSO put a lot of money into it.

DESSO must alter its interaction with consumers if Cradle-to-Cradle is to be successful.

There needs to be more open dialogue. Recyclability must be communicated to customers. For

this reason, customers want to know how to properly dispose of a thing after they've used it all.

When a customer buys a product, this information should be provided on the company's website

and on a printed receipt. If the consumer does not properly dispose of the merchandise, DESSO

will have to store and communicate with them often. In addition, the product should be

considered as a service to the consumer, and DESSO should clarify this. Because they need the

goods back, DESSO must have a connection with the consumer for the duration of their

ownership of it. They develop long-term connections as a result of this.

DESSO, as a leader in the carpet industry's sustainable manufacturers, is tasked with

raising consumer knowledge of sustainability issues by any means possible, including

promotion, marketing, or sales. Customers will develop a close connection with DESSO and a

feeling of partnership with the company if they share the same values and aims as DESSO's

suppliers with regard to sustainability.

A corporation must first overhaul all production, marketing, sales, and supply chain

management divisions in order to execute the Cradle-to-Cradle supply chain. This takes more

than a decade and incurs significant expenses. Second, present technology makes it impossible to

construct a production loop. To create a new technology or a new solution using current

technology, a business must commit resources in terms of time and money to research and

development. To obtain the best results, a business must spend additional effort encouraging its

suppliers to work together as a team. Finally, it's critical for the organization and its consumers
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to develop a bond based on common values. Given the preceding four considerations, the most

difficult process for a company implementing the Cradle-to-Cradle supply chain is being

transparent with suppliers, since a company must work as closely as possible with suppliers to

achieve high-quality results, and with customers, since a company must provide evidence to

establish credibility.
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Work cited

Luther, Bridgett. "Cradle to cradle product certification a revolution in product

innovation." International Journal of Innovation Science (2012).