Revalue, and remanufacturing in particular, is really a company level strategy, and so its success can weigh a lot on the buy-in and leadership from the top of an organisation, and the subsequent collaboration between the different departments. Without the leadership from the top, the next place to look for leadership maybe within the Marketing or R&D departments; however, if there is no leadership from the top, revalue can go against the typical short-term objectives of these departments (particularly R&D) to continue to reduce costs (which can also be linked to short-term bonuses systems). So, if there is no access to the top, and Marketing and R&D are not motivated, is there somewhere else revalue activities could start?
Many manufacturing companies, wherever they are in the supply chain, have an After-Sales-Service department. This department is already involved in revalue activities, and so this is a logical place to start a transition into more advanced revalue activities. For example, some companies already repair some products under warranty, either on-site or at the customers site, or through exchanging the faulty product like-for-like and then repairing the faulty back at the factory. In this last case, the company is already actually quiet advanced in reverse engineering. The motivation for the After-Sales-Sevice department is, if it’s well managed, that these new activities can create jobs, create new income streams, and bring the department more in a leadership position for change within the company. Now, which After-sales-service manager wouldn’t like the sound of that?