Integrating Life Cycle Assessment (LCA) in Medium-sized Manufacturing: Challenges and Implementation Strategies : A case study on a medium-sized Swedish manufacturer

Purpose: The purpose of this thesis is to investigate how medium-sized manufacturing companies can effectively initiate the integration process of Life Cycle Assessment (LCA) into their operations to meet regulatory requirements and customers’ demands, together with identification of key barriers and enablers. Method: This research adopts a qualitative single-case study approach using a Swedish manufacturing company. Data was collected by conducting seven semistructured interviews with key employees, document analysis, and observations. Thematic analysis, based on Braun and Clarke’s framework, was used to code and analyze the findings, supported by relevant literature and a triangulation methodology to ensure validity. Findings: The study indicates that external and internal pressures, such as regulatory frameworks and rising customer demands, act as external drivers for LCA adoption in medium-sized manufacturers. Internally, organizational barriers were recognized: low internal engagement, ambiguity in responsibility allocation, difficulties in obtaining data from suppliers, high initial cost and perceived workload of implementing LCA. However, the research reveals key enablers that support LCA integration, such as strong leadership commitment to sustainability goals and the presence of digital infrastructure, which facilitates material and energy tracking. These capabilities allow data traceability and readiness for future reporting. Additionally, an early-phase LCA tool was proposed to guide implementation efforts and enhance operational alignment with upcoming regulatory requirements. Implications: This study presents valuable insights for medium-sized manufacturing companies planning to implement Life Cycle Assessment (LCA). This is for them to meet future regulatory requirements and market demands. It highlights the importance of aligning LCA efforts with leadership engagement, digital infrastructure, and supplier cooperation to overcome the internal barriers. The findings suggest a simplified, early-stage LCA tool can enhance feasibility and foster internal engagement when a full-scale LCA is not yet possible. Limitations: This single-case qualitative study limits generalizability beyond the specific industry and regional context. Due to the early-stage LCA adoption and data constraints, no full LCA model was conducted.