Integrating product development and supply chain design to manage uncertainties and enhance viability in circular supply chains

Abstract

Purpose This study aims to explore the strategic role of integrating product development (PD) and supply chain (SC) design to manage uncertainties arising from R-imperatives and enhance the viability performance of circular SCs. Design/methodology/approach This study employs a qualitative, phenomenon-driven multiple-case study design to examine how integrating PD and SC design can proactively manage emerging uncertainties arising from R-imperatives and enhance the viability of circular SCs. Primary data were collected through multiple workshops, factory visits, and planned follow-up meetings with key managers, complemented by secondary sources such as company websites and publicly available documents. Evidence was documented using structured templates to ensure traceability and triangulation. The analysis followed an abductive, operationalization-oriented coding approach, iteratively moving between theory and empirical observations, mapping integration decisions to R-imperatives, identifying uncertainty categories, and linking them to viability dimensions. Findings The case analysis reveals that integrating product and SC design helps manage uncertainties related to R-imperatives and improves sustainability, adaptability, and resilience. The research proposes a framework that provides the strategic value of integrating PD and SC design to support circular SCs, shifting from how to deal with uncertainties to how to design for them, while enhancing viability. Originality/value This study contributes to the literature by positioning the role of integrating PD and SC design as a solution to support uncertainty management and viability performance enhancement in circular SCs. It also extends alignment theory and performance measurement into circular economy contexts.