Integrating lean, green, and circular thinking in food and beverage supply chains

Reimagining how we reduce, reuse, recycle, and recover materials throughout the supply chain requires circular thinking which can complement lean and green thinking. Reimagining also goes beyond organisational boundaries. Each form of thinking has its own origins and, yet, they have the potential to be synergistic or cumulative in contributions. Looking through the lens of congruence theory, we ask: what opportunities, if any, do manufacturing firms have to integrate lean, green and circular thinking in their supply chains? By conducting a case study in a large food and beverage manufacturing firm, we identified the concurrent and integrated use of lean, green and circular thinking and implementation of inter-related practices at the supply chain level. Further, there was a perception of improved overall economic and environmental performance beyond what might have been achieved singularly. We conclude with a proposition that integration of lean, green, and circular thinking in the food and beverage supply chain can be strategically beneficial when enabled by a fit between the tasks, people, formal and informal organisations.