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PurposeThis article sheds light onto the increasing problem of product returns, which is exacerbated by growing e-commerce. Many retailers and academics are oblivious to the nature and scale of this challenge. Interdisciplinary research is needed to develop supporting theory, and cross-functional teams are required to implement measures addressing economic, ecological and social sustainability issues.Design/methodology/approachThe initial project adopted a multi-case study approach, whereby returns processes were mapped, vulnerabilities identified and a returns cost calculator was developed.FindingsProduct returns processes are usually complicated, prone to internal and external fraud, inefficient and lack sustainability. They can generate considerable losses to the business, especially as returns data are often not systematically collected, monitored or reported to senior management. There are important implications for strategic and operational management, namely the need to develop a concept for Lean returns systems.Originality/valueProduct returns are a unique and understudied but growing field in academic research, with only few publications over the last two decades. Yet the phenomenon is causing increasing problems in business and society. Robust solutions could achieve great financial and non-financial impacts.

Intro -- Foreword -- References -- Editorial: Africa and Sustainable Global Value Chains -- Introduction -- Background -- Motivation -- Book Structure -- Part I: Why Engage in GVC Sustainability Within Africa? -- Part II: Why Should African Suppliers Care? -- Part III: What Can African Suppliers Do to Engage in GVC Sustainability? -- Part IV: What Can Buyer Firms Do to Encourage Sustainability in African GVCs? -- Further Introductory Reflections -- References -- Contents -- Part I: Why Engage in GVC Sustainability Within Africa? -- Chapter 1: Maatian Philosophy, Sustainability, and Global Value Chains -- 1.1 Introduction -- 1.2 Maatian Philosophy -- 1.2.1 Meaning of Maat -- 1.2.2 Dimensions of Maatian Philosophy -- 1.3 Maatian Philosophy and Sustainability -- 1.3.1 Concept of Sustainability -- 1.3.2 Maatian Philosophy of Sustainability -- 1.4 Maatian Philosophy and Global Value Chains -- 1.4.1 Ancient Global Value Chains -- 1.4.2 Modern Global Value Chains -- 1.4.3 Maatian Philosophy and Global Value Chains -- 1.5 Maatian Philosophy and Sustainable Global Value Chains -- 1.6 Societal Welfare -- 1.7 Discussion -- References -- Chapter 2: Sustainable Performance of Large African Firms in Global Value Chains -- 2.1 Introduction -- 2.2 Research Objectives and Methodology -- 2.3 Descriptive Analysis -- 2.4 Category Identification -- 2.4.1 Drivers -- 2.4.2 Barriers -- 2.4.3 Outcomes -- 2.5 Discussion and Research Implications -- 2.5.1 Drivers -- 2.5.2 Barriers -- 2.5.3 Outcomes -- 2.5.4 Overall Framework Discussion -- 2.6 Implications for Practice -- 2.7 Conclusion and Further Research -- References -- Chapter 3: Sustainability for Global Value Chains: A Bibliometric Review on African-Based Studies -- 3.1 Introduction -- 3.2 Methodology -- 3.2.1 Research Keywords -- 3.2.2 Software Used -- 3.3 Bibliometric Analysis.

Foreword - Externalities in Supply Chains -- Introduction – Challenges and opportunities for addressing SDGs through sustainable supply chains in the post-global economy -- Part 1. Critical conceptual approaches to building sustainable supply chains for SDGs - Chapter1. Is sustainable supply chain management sustainable? (Paul Nieuwenhuis, Anne Touboulic and Lee Matthews) -- Chapter2. Supply chain management in a degrowth context: the potential contribution of stakeholders (Belén Payán-Sánchez, Miguel Pérez-Valls and José Antonio Plaza-Úbeda) -- Chapter3. The four freedoms-of-movement and distributed manufacturing (Sudhir Rama Murthy, Steve Evans and Joseph Sarkis) -- Chapter4. The Spiral Economy: a socially progressive circular economy model? (Alison Ashby, Aline Marian Callegaro, Kemi Adeyeye and Maria Granados) -- Chapter5. Linking sustainable supply chain management with the Sustainable Development Goals: indicators, scales and substantive impacts. (Anthony Alexander and Izabela Delabre) -- Part 2. Implementation of SDGs through sustainable supply chain management. Chapter6. Streamlined life cycle assessment for the environmental evaluation of products in the supply chain (Dora Ruiz-Méndez and Leonor Patricia Güereca) -- Chapter7. Sustainable Development Goals = Corporate Social Responsibility? A critical analysis of interactions in the construction industry supply chains using externalities theory (Ankit Gaur and Diego Vazquez-Brust) -- Chapter8. Sustainable reverse supply chains for retail product returns(Regina Frei, Sally-Ann Krzyzaniak and Lisa Jack) -- Chapter9. A sustainable supply chain perspective in the transition to circular cities (Carol Mungo and María-Laura Franco-García) -- Chapter10. A strategic evaluation framework to assess the sustainability level of industrial parks in the post-global economy (Isabel Kreiner and Maria-Laura Franco-García) -- Chapter11. Potential of carbon footprint reduction within retailers: Food waste at Walmart in Mexico (Jorge Carlos Carpio-Aguilar, John Rincón-Moreno and María Laura Franco-García)

Increasing attention has been given to the reverse supply chain because of the increasing value of products and technology at the end of direct supply chains as well as the impact of new green legislation. Design strategies for reverse supply chains have remained relatively unexplored and underdeveloped. Meanwhile measuring supply chain performance has also become important as understanding, collaboration and integration has increased between supply chain members. It has also helped companies to target profitable market segments or identify areas for service improvement. This paper will focus on measuring performance of reverse supply chains in carpet manufacturers. A simple general framework of the company is presented as well as mathematical models. This simple general model can be to be applied by small medium enterprises to optimise their reverse supply chain systems.