Análise de experiências internacionais com a logística reversa de eletroeletrônicos: comparação com a realidade brasileira e recomendações

Abstract

The present work sought to analyze the main concepts and practices related to the Reverse Logistic of Electrical and Electronic Equipment (EEE), considering the urgency of structuring systems in Brazil that meets the goals imposed by the legislation. Although some companies already present solutions to serve consumers who wish to discard their products, the goals imposed by Brazilian legislation represent a great challenge to be faced by individual companies, in addition it brings a scenario of uncertainties and high costs for management. To conduct this work, a qualitative exploratory and descriptive research was carried out, through a documentary analysis, bibliographic research and interviews. At first, the WEEE Take Back system of different countries were analysed, in order to identify a reference case which was the object of an in-depth case study. The case in question was the Swiss system, recognized as the first to be implemented in the world, in addition to being structured differently from the others and presenting one of the highest collection rates of WEEE per inhabitant in the world. Next, the brazilian scenario is presented indicating how companies, manufacturers of Electrical and Electronics Equipments, are organizing themselves to structure their systems of Reverse Logistics in the country. In the conduction of this work, semi-structured questionnaires were applied to the representatives of the Swiss Management Entities (PROs), in addition to the analysis of documents and reports published by these institutions. We also consulted several articles in the literature, which were the subsidy to compare data obtained from primary sources. In general, it can be concluded that the structuring of collective systems to operationalize reverse logistics brings benefits both to the company and to the efficiency of the system. It is also recommended to create more than one PRO to take care of specific groups of products, which require different logistics operations. In this way, these PROs can become specialized in a certain logistics operation, optimizing the process and reducing costs for their associates. Finally, it is suggested that a cooperation must exist between these Management Entities, aiming at the exchange of experiences and the joint construction of requirements and quality standards for the whole system.