Introduction
The presented case study describes the efforts Tetra Pak International SA (Tetra Pak) undertook to develop an efficient recycling chain. In 2004, the company did not have an existing recycling system. However, it had managed to increase the recycling rate by around 28 percent in 2015. Using its business model, Tetra Pak guided emerging companies and entrepreneurs to pursue a similar idea. Waste pickers were also involved since they could collect and market used cartons. In China alone, this company was recycling around 167,000 tonnes. The established network reveals that this organization could expand the concept without any form of legislation. However, some partners are still unwilling to support the idea of recycling.
Major Problem
The studied case study reveals that there were some recyclers who remained uninvolved or unwilling to be part of the model. Such partners were making it impossible for this company to record additional goals or outcomes without an established policy or legislation. Tetra Pak did not have any evidence-based plan that could have been implemented to empower more recyclers and ensure that higher rates were recorded. The realization of positive results revolved around the consideration of a superior model that would not trigger additional financial constraints.
Recommendation
The above problem reveals that Tetra Pak might not be able to extend its recycling rate within the next few years since there are some partners who have been unsupportive or unwilling to deliver positive results. This reality means that there is a need for evidence-based approaches that will make a difference and eventually ensure that Tetra Pak expands its strategy. The first solution or recommendation needs to be short-term in nature. The most appropriate initiative revolves around the provision of training sessions and financial resources to different partners who might be encountering noticeable challenges whenever trying to implement the targeted recycling strategy. Such a move will support the identification and mitigation of potential barriers, thereby making such firms and entrepreneurs more responsible and capable of increasing their current recycling rates.
A long-term initiative is essential if Tetra Pak is to become more responsible and attract additional customers. The most appropriate strategy revolves around the adoption and implementation of a powerful policy or standard that all business partners will have to follow. For instance, Tetra Pak can design a model whereby all partners should meet a certain criterion for recycling and show signs of continuous improvement. This model can be implemented within a period of five years in order to offer incentives to companies that might be encountering certain hurdles. The end result is that Tetra Pak will be in a position to record positive results.
Concluding Remarks
The above discussion has identified Tetra Pak as an ethical organization that continues to set the pace for recycling. The current problem or barrier requires that this company introduces additional resources to firms and partners that might be finding it hard to support the established model. The implementation of a powerful code will ensure that more partners are prepared and willing to be part of the recycling program within a period of five years. This achievement will make Tetra Pak more successful and competitive in the global industry.