Towards Sustainability: Mapping Interrelationships among Barriers to Circular Bio-Economy in the Indian Leather Industry

Abstract

Increasing environmental awareness and stringent environmental norms of developed countries have demanded eco-friendly industrial practices from the leather industry. On the path to achieving sustainable development goals (SDGs), the concept of circular bio-economy (CBE) practices has gained significant attention from the leather industry with regards to waste management. CBE practices encourage the potential of recovering value from leather waste. However, the CBE concept has not been well received by the leather industries of developing countries for various reasons. Hence, this study aims to identify and evaluate various barriers to CBE practices from the context of the Indian leather industry. Twenty-five barriers to CBE practices in the leather industry are identified through literature review and interaction with managers. Then, a rough decision-making trial and evaluation laboratory (R-DEMATEL) was utilized to reveal the interrelationships among the barriers to CBE practices. Restrictiveness to change, difficulty in forming a reliable supplier network, difficulty in developing customers, lack of vision, and unclear and partial understanding of the CBE concept have been identified as the five most critical barriers to CBE practices in the leather industry. Furthermore, in the current study, nine barriers fall into the cause group and sixteen barriers fall into the effect group. The outcome of the study reveals the causal interrelationships among the barriers to CBE practices to the industrial management and policymakers. This study is the first of its kind to analyze the barriers to CBE practices in the Indian leather industry context.

1. Introduction

By following conventional unconcerned linear practices, the industrial management is consuming natural resources in an uncontrolled manner and generates huge amounts of waste. Being upset over current linear industrial activities, global environmental bodies and the United Nations (UN) have called for sustainable practices from the industrial community [1]. An environmental innovation that is believed to assist the industrial community in the sustainability path is circular economy (CE) practices. CE practices aim to keep the resources in the value chain as long as possible, which actually is both regenerative and restorative. Hence, policymakers and industrial practitioners viewed CE practices as a potential industrial model for achieving sustainable production and consumption [2]. Meanwhile, bioeconomy (BE) practices, which aim at the generation of renewable biological resources and the transformation of wastes into value-added products through bioprocessing technologies, also received wider attention from the industrial community [3]. For an inclusive sustainable practice, both the CE and BE practices were merged and thus gave rise to a new concept called circular bio-economy (CBE). Although a concrete definition for CBE practices does not exist, Carus and Dammer (2018) [4] defined CBE as the juncture of CE and BE that focuses on improving resource efficiency, lowering greenhouse gas (GHG) emissions, reducing the dependence on fossil carbon, and value extraction from waste. By following CBE practices, it is possible for all countries to achieve sustainable development goals (SDGs) [5].

During the past twenty years, policymakers of the European Union (EU) have started attributing more importance to CBE practices, which is evident from recent initiatives such as the EU’s 2018 bioeconomy strategy update and the European Green Deal, with the intent of mitigating global warming and reducing the dependence on natural resources [6]. Following the EU, other nations, such as the United States (Biorefinery Assistance Program), Germany (Baden-Württemberg Path Towards a Sustainable Future), Finland (The Finnish Bioeconomy Strategy), Netherland (Framework Memorandum on the Bio-Based Economy), France (A Bioeconomy Strategy for France), and Spain (Extremadura 2030), have also devised new environmental strategies for promoting CBE practices [7,8]. Compared with developing nations, technologically advanced countries are showing more interest in embracing CBE practices, which is evident from the aforementioned environmental strategies. Disparity existing in the technology and innovation infrastructure between developed and developing nations has been pointed out as the major reason for the difference in the embracement of CBE practices [9]. The global municipal solid waste production is estimated to rise by 2.2 billion tons per year by 2025. Furthermore, it has been found that countries such as China (242.06 million tons), India (216.25 million tons), and African countries (110 million tons) are among the countries that generate large tonnages of waste, and need better treatment solutions [10,11]. Additionally, the production of industrial solid wastes has been a major problem as it is non-biodegradable. The generation rate of non-biodegradable industrial wastes is projected to increase by 10 to 15% every year [12]. Wastes such as electronic scraps, used batteries, municipal solid wastes, and electroplating wastes are being recycled using suitable technologies [13]. However, wastes from iron and steel plants, dye industries, and fertilizer industries have not been recycled due to their non-biodegradable properties.

The leather industry is one of the key players in the global market; however, the leather industry waste possesses severe environmental problems and hence it needs to be handled in an optimal way [14]. India, one of the top ten leather-producing countries, accounts for nearly 12.93% of global leather production and contributes immensely to economic development and gross domestic development (GDP) [15]. Annually, during the processing and production stages, globally leather industries generate four million tons of solid wastes (hair, dry sludge, buffing dust, fleshing, chrome shaving and splitting, and trimming) [16]. When 500 kg of raw animal skin is processed, only 75 kg is converted into leather and the remaining is discarded as waste into the environment. Harmful chromium salts are used for tanning leather and its waste is discharged into the environment [17]. Much of the solid wastes generated by the leather industries are generally dumped in open environment landfills while the liquid wastes are also directly discharged into water bodies without proper treatment. Therefore, despite contributing significantly to economic development, the leather industries are widely criticized for adverse environmental impact. Thus, the wastes from the leather industries need to be handled properly, and attempts have to be made in recovering value from leather wastes. Accordingly, attempts at energy [18], biofuel [19], and biofertilizer [20] production from leather wastes have been made. Though these attempts are appreciable, most of them are at the laboratory stage and it has also been mentioned that there are many challenges in scaling up for large-scale production.

It is clear from the information that there is an imminent need to have sufficient technological infrastructure, environmental-friendly technologies, and environmental policies for efficient leather waste management in India. Since, India, a developing country, is still in the nascent stage of technological infrastructure, it is essential to establish and enhance a robust facility for recovering value from leather industry waste. It is widely believed that CBE practices will be instrumental for developed and developing countries in achieving SDGs. For India, being one of the largest leather producing countries, there is plenty of scope for CBE practices in producing a value-added product from leather wastes; however, many barriers are observed while implementing CBE practices.

Giving importance to CBE practices, this study addresses the critical gaps in the literature. First, the study develops a theoretical foundation to study the barriers to CBE practices by understanding the CBE practices, and their significance and role in achieving SGDs. Second, the study identifies the barriers that could be useful for developing strategies while implementing CBE practices in India. Here, the Indian leather industry is considered as it is one of the largest leather producers, and mishandling of leather waste has an adverse environmental impact [21]. Thus, the need for CBE practices is imperative in the leather industry. This study raises the following questions for analysis:

• What are the critical barriers that need to be considered for the successful implementation of CBE practices?
• How should the barriers to the successful implementation of CBE practices be ranked?
• How can the causal interrelationships among the barriers to the successful implementation of CBE practices be best revealed?

To answer the above research questions, an extant literature review was performed to identify the barriers to CBE practices. Then, a series of meetings with Indian leather industry managers was conducted to collect real-time barriers and verify the identified barriers. The rough decision-making trial and evaluation laboratory (R-DEMATEL) approach was used to reveal the causal interrelationship among the barriers. In this study, the integration of rough set theory with DEMATEL is used to avoid vagueness and consider the mutual influence of various barriers [22].

This study contributes significantly to the existing body of literature on CBE practices by providing a list of barriers that may hinder the progress of the industrial community in the embracement of CBE practices. Furthermore, the weight significance of the barriers is evaluated. Based on the weight significance, the industrial management can decide which barrier has to be addressed immediately. Further, this study outlines the causal interrelationships among the barriers to CBE practices. Understanding the causal interrelationships among the barriers may help the industrial community in taking appropriate steps and also in devising efficient strategies to overcome the barriers.

The remainder of the paper is organized in the following manner. Section 2 lays the theoretical foundation of the study by reviewing existing literature to identify the barriers to CBE practices and highlights the research gaps of the study. The rough DEMATEL technique is presented in Section 3. Section 4 provides the problem statement and application of the rough DEMATEL. Section 5 thoroughly discusses the results of the study, and Section 6 demonstrates the theoretical and managerial implications of the study. Finally, Section 7 concludes the study.

2. Literature Review

Articles for literature review were collected from the following scientific databases: Scopus, ScienceDirect, Web of Science, and Google Scholar. The following keywords connected by Boolean connectors were used in identifying relevant literature: “Circular Bio-economy AND India”, “Circular Bio-economy AND developing nations”, and “Circular Bio-economy AND challenges”. The following selection criteria were used in the literature collection: articles in English only, screening by title, keyword, and abstract containing the phrase “Circular Bio-economy”, and article published after 2016.

2.1. CBE Practices and Its Significance

Continuous pressure from environmental bodies and local/global communities has forced the industrial community to adopt an environmentally friendly industrial practice and minimize waste generation. Approaches such as 3 Rs (reuse, recycle, and reduce) and 7 Rs (recover, recycle, redesign, reduce, renew, repair, and reuse) were adopted by the industrial community to lower the adverse environmental impact. The latest addition to these existing practices is the CBE practices which are the interactions between CE and BE practices. It follows cascading processing and conversion of biological residues into biobased products which can be shared, reused, and safely released into the biosphere [23]. According to [24], CBE practices in themselves are inherently sustainable, and endorsement of CBE practices will be vital in the sustainable transition of the industrial community. By adopting CBE practices, it was envisaged that carbon emission can be lowered, which may definitely help in limiting global warming by 1.5 degrees Celsius [25]. In recent times, the industrial community has demonstrated a greater emphasis on CBE practices because it offers four major benefits: (i) improved resource and eco-efficiency, (ii) lower GHGs footprints, (iii) lower dependence of fossil resources, and (iv) valorization of waste materials (agricultural, municipal, and aquaculture) [26].

This fact was supported in a study carried out by Yaashikaa et al. (2020) [27], which explored the potential impact of CBE practices in municipal solid waste (MSW) management. This study identified that the MSW collected is anaerobically treated for power generation while the segregated plastic is used in remanufacturing. Thus, the useful lifetime of plastic is extended, and the waste is converted to a valuable energy resource. A similar study by Mak et al. (2020) [28] also supported the incorporation of CBE practices in food waste management. Another study by Karan et al. (2019) [29], primarily focusing on the plastic industry, advocated that it is possible to produce green bio-plastic with the integration of CBE practices. Casau et al., (2022) [30] investigated the role of agricultural and forest biomass in meeting the fuel need of the future and underlined that CBE practices will be the focal point in the conversion of biomass into biofuel. Efficient waste management and value recovery through CBE practices have not only generated additional sources of revenue but have also helped nations in achieving the SDGs.

2.2. Role of CBE Practices in SDGs

The concept of sustainable development received widespread attention only after the Brundtland commission (1987) report on industrial activity. In the name of industrialization, the assessment stated that resources had been wildly exploited, putting extra pressure on the ecosystem and disrupting the biological balance. It also underscored that the consequence of over-exploitation of resources would be unbearable [31]. As an initiative to ensure sustainable development, the UN initially framed Millennium Development Goals (MDGs), which were later converted into SDGs [32]. The UN proposed a set of 17 SDGs related to poverty, inequality, climate change, environmental degradation, and conservation of life on land and water. Adopting CBE practices will greatly enhance a country’s progress towards SDGs. For example, adopting CBE practices will accelerate the opportunity to meet some SDGs, including SDG 7 (Affordable and Clean Energy), SDG 12 (Responsible Consumption and Production), SDG 13 (Climate Action), SDG 14 (Life Below Water), and SDG 15 (Life on Land) [33]. Likewise, [23] mentioned that out of 17 SDGs, 11 SDGs are directly related to the scope of CBE practices. Having realized the potential benefits of CBE practices in achieving SDGs, it has become a popular topic among the research community. Muscat et al. (2021) [34] detailed the fundamental concept and explored the various drivers contributing to CBE practices. Further, the various opportunities offered by the CBE practices are also discussed. A study by Salvador et al. (2021) [25] discussed the key aspects that needed to be considered in designing the CBE business model. The study emphasized taking into account the customers’ requirements as the prime key aspect in the CBE business model. Finally, Stegmann et al. (2020) [24] investigated different strategies followed by the EU in terms of CBE practices and measured the role these strategies played in EU CBE practices progress. Apart from meeting the SDGs, the adoption of CBE will also generate new business avenues such as waste collection units, waste suppliers, and the establishment of bio-refineries. New business avenues will generate more job opportunities and contribute towards meeting SDG 1 (No Poverty), SDG 8 (Decent Work and Economic Growth), and SDG 9 (Industry, Innovation, and Infrastructure) [35]. While the adoption of CBE practices benefits both industries and countries in many ways, the transition from conventional linear practice to CBE practices is jeopardized by many barriers.

2.3. Barriers to CBE Practices

CBE practices have been viewed as a magic key by the industrial community in waste management and value recovery. As with the supporting the industrial community view, many studies on the CBE practices [24,25,27] have highlighted the advantages and positive impacts of CBE practices on industries’ sustainable performances. Though the implementation of CBE practices looks fruitful and easy on paper, there are many criticalities and complexities when implementing them in real-time situations. The first and foremost important challenge in the transition of industries towards CBE practices is the need for change in the management mind-set and the operational model. Further, the active participation of the stakeholder in the initiative taken by the industrial management toward CBE practices is very critical [36]. Because of a lack of knowledge and awareness of CBE practices, industrial management of developing countries are not showing much interest. CBE practices demand the industrial community to give up the conventional linear production system and try to incorporate a closed-loop production system. Besides, the CBE practices also need suitable bioprocessing technologies. Many industrial managements highlight that adoption of CBE practices may demand huge financial resources. According to [37], the choice of selecting the bioprocessing techniques depends on factors such as socio-cultural, economic factors, and the requirement of specific products. A study by [38] states that only with stringent environmental laws, is it possible to bring in a collective social responsibility for environmental protection. This study also highlighted that the environmental laws of developing countries are not enough to enforce CBE practices. Lack of technology push policies, lack of demand-pull policies, lack of long-term perspective, and unsteady political direction are some barriers related to environmental policy and regulation in developing countries [39].

Similarly, challenges also exist in obtaining an adequate quantity of materials for CBE practices. Factors such as difficulty in mobilizing the feedstock and competition for resources have resulted in inadequate input resources [5]. Reasons such as lack of coordination and communication, lack of knowledge, and skill competency are the reasons for interruption in the flow of input materials for CBE practices. A study by [36] pointed out that social acceptance is one of the major barriers to CBE practices. The low level of public acceptance and lack of awareness for bio-based products developed through CBE practices reduces the market demand. Such poor acceptance lowers the interest of industrial management in CBE practices. Most of the challenges discussed are common for both the developed and developing countries; however, the rate of the severity of these challenges is high in developing countries for myriad reasons. Developing countries such as India are in the initial stage of implementing CBE practices. Furthermore, the technological infrastructure of India is still in an immature stage. In such a situation, the incorporation of CBE practices by the Indian industrial community is full of challenges. In this study, twenty barriers to CBE practices in the leather industry context were identified from existing literature. Five additional barriers were noted during meetings with the leather industry managers. As a result, twenty-five barriers to CBE practices were identified and are given in

Table 1. Barriers to CBE practices.

Categories of Barriers	Sub-Categories of Barriers	Explanation	References
Policies and regulations	Missing global policies (P1)	Missing consensus among the global nations in moving towards circular bio-economy	[33]
	Unfavorable policies and politics (P2)	Policies developed without considering feasibility	[39]
	Policy implementation problem (P3)	Technical and economic status affects policy implementation	[4]
Technology and material	Problem in obtaining input material (T1)	Difficulty in obtaining sufficient material for product development	[34]
	Absence of physical infrastructure (T2)	Only limited parties are involved in the take-back pattern	[6]
	Lack of technology for production (T3)	Limited technical support affects the development of bio-economic products	[40]
	Insufficient research and development (R&D) and innovation (T4)	Minimal emphases have been given to CBE	[41]
Market and investment condition	Unfavorable market environment (M1)	Unawareness about the product limits its market scope	Experts’ input
	Difficulty in developing customers (M2)	Difficulty exists in familiarizing the customers to CBE product	Experts’ input
	Unfavorable investment condition (M3)	As there is limited scope for CBE products, stakeholders are hesitant to invest	Experts’ input
	Problem in market creation (M4)	Developing a market for CBE product is difficult as there is limited awareness	[6,33]
	Difficulty in meeting customer’s need (M5)	Need to break the myth prevailing among customers regarding CBE products	Experts’ input
Social acceptance	Lack of public engagement (S1)	Reluctance of public restricts market venture of CBE products	[42]
	Limited public perception (S2)	Low level of understanding about the CBE products decides the market scope	[35]
	Lack of government support (S3)	Limited support is provided by the government	[39]
Knowledge and network formation	Difficulty in forming a reliable supplier network (K1)	Being unaware of CBE, very limited parties are involved in the supplier network	[41]
	Unclear and partial understanding of CBE concept (K2)	Limited knowledge and awareness of CBE restricts growth	Experts’ input
	Problem in communication and coordination (K3)	Lack of knowledge and limited involvement of suppliers creates difficulty	[7,34]
	Missing skills and competence (K4)	Unawareness of CBE results in semi-skilled workers	[39]
	Problem in value co-creation (K5)	Since many are unaware of CBE, there exists a problem in establishing a relationship with stakeholders	[6]
	Problem in logistics and transport (K6)	Limited involvement of stakeholders leads to a problem in supply chain network	[33]
Organizational structure	Lack of vision (O1)	Absence of foresightedness limits the adoption of CBE	[39]
	Problems related to standards (O2)	Absence of universal product standards questions the reliability of CBE	[35]
	Lock-ins in business models (O3)	Industries used to adopt linear system than CBE model	[4]
	Restrictiveness to change (O4)	Most industries are reluctant to transition	[43]

.

2.4. Research Gaps Identified and Contributions

For multiple reasons such as lack of technological infrastructure, limited financial resources, and lack of awareness and knowledge, the progress made by the industrial community of developing countries regarding CBE practices is comparatively lower than the progress of developed countries. Nevertheless, by citing these drawbacks, the industrial community of the developing countries could not skip the incorporation of CBE practices as it becomes more compelling. To move along the path of sustainable industrial development and to achieve SDGs, embracing the latest technological changes has become more essential for the industrial community. CBE practices are one such technological progress that is believed to help the industries and countries in attaining SDGs. Accordingly, case studies regarding CBE practices were carried out by considering food, extractive, and agriculture-based industries [43]. A study carried out by [44] in measuring the industrial performances in terms of sustainable consumption and production in developed and developing countries, advocated that industries of developing countries need to take more rigorous initiatives for sustainable industrial activity. Despite offering many benefits, certain complexities still exist; CBE practices are much stronger on paper than in the practical sense. Since the CBE practices in developing countries are still in a nascent stage, carrying out more industrial case studies in the developing countries context will provide better insights about the reasons for slow progress. Some of the studies [5,6,25] as given in Section 2.3, have identified the barriers faced by the industrial community; however, these studies have not attempted to either prioritize or reveal the interrelationships among the barriers to CBE practices. Understanding the interrelationships among the barriers will give more information to industrial management for devising appropriate strategies. Case studies considering barriers to CBE are scant, especially ones that investigate the leather industry in a developing country. A CBE-based study in the leather industry is of great importance since this industry is known for its adverse environmental impacts. To fill these research voids, this study evaluates the barriers to CBE practices in the Indian leather industry. This study addresses the above gaps and contributes to the literature by:

• Providing a comprehensive list of barriers to CBE practices of the leather industry based on literature review and managers’ input.
• Revealing the causal interrelationships—i.e., cause and effect relationships—between the barriers to CBE practices using R-DEMATEL technique.

3. Research Methodology

In this study, the DEMATEL technique has been used as a solution methodology. DEMATEL is an efficient method used to analyze the interrelationships among factors under consideration. In the DEMATEL technique, pairwise comparison between the factors under consideration is carried out to reveal the causal interrelationships and the interrelationships among the factors are represented using a digraph [45]. In the digraph, the factors are categorized into cause and effect groups, and the interdependence among the factors are represented through a causal diagram [46]. This method utilizes the experience and knowledge of the experts to reveal the interrelationships. Knowledge about the interrelationship among the factors will assist the industrial management and policy makers in devising appropriate strategies. The following are the reasons for preferring the DEMATEL technique:

• All the factors in the decision-making process are generally interdependent of each other.
• The factors under consideration are difficult to measure as they are subjective in nature.

In this study, the DEMATEL technique is integrated with the rough theory concept to deal with the vagueness and subjectiveness in the evaluation of barriers to CBE practices. With this integration, it is possible to utilize the strength of DEMATEL in revealing the interrelationship and the merit of rough theory in manipulating subjectiveness of the barriers. Hence, in this study the R-DEMATEL method is used. The following steps are involved in R-DEMATEL:

• Step 1: Establish a direct relation matrix

$m$ experts are asked to make pairwise comparison between the factors in terms of crisp scores (0 = no influence, 1 = very low influence, 2 = low influence, 3 = high influence, 4 = very high influence) [22]. The direct relation matrix of the $k^{th}$ expert is given as follows:

$$D_k=\left[\begin{array}{cccc}0& d_{12}^k& \cdots & d_{1n}^k\\ ⋮& 0& \cdots & ⋮\\ ⋮& ⋮& \ddots & ⋮\\ d_{n1}^k& \cdots & \cdots & 0\end{array}\right], k=1,\dots ,m$$

(1)

where $d_{ij}^k$ is the crisp judgment of the $k^{th}$ expert for the $i^{th}$ factor’s influence on the $j^{th}$ factor, and $m$ is the number of experts, and $n$ is the number of factors.

Thus, the group direct-relation matrix $\tilde{D}$ is given as follows:

$$\tilde{D}=\left[\begin{array}{cccc}\tilde{0}& {\tilde{d}}_{12}& \cdots & {\tilde{d}}_{1n}\\ ⋮& \ddots & ⋰& ⋮\\ ⋮& ⋰& \ddots & ⋮\\ {\tilde{d}}_{n1}& \cdots & \cdots \ddots & \tilde{0}\end{array}\right]$$

(2)

where ${\tilde{d}}_{ij}=\{d_{ij}^1,..d_{ij}^k\dots ,d_{ij}^m\}$

• Step 2: Construct rough group direct relation matrix

In rough set theory, $d_{ij}^k$ is represented by a rough number and is defined by its lower and upper limit as follows:

$$\underset{¯}{Lim}\left(d_{ij}^k\right)=\frac{{\displaystyle \sum _{m=1}^{N_{ijL}}{x}_{ij}}}{N_{ijL}}$$

(3)

$$\overline{Lim}(d_{ij}^k)=\frac{{\displaystyle \sum _{m=1}^{N_{ijU}}{y}_{ij}}}{N_{ijU}}$$

(4)

where $x_{ij}=$ upper approximation of $d_{ij}^k$, $y_{ij}=$ lower approximation of $d_{ij}^k$, and $N_{ijL}$ and $N_{ijU}$ are number of objects included in the lower and upper approximation of $d_{ij}^k$, respectively.

Now, the crisp judgments of factors in the direct relation matrix $D_k$ are converted into rough numbers using Equations (3) and (4). The obtained rough number is shown as below:

$$RN(d_{ij}^k)=\left[\underset{¯}{Lim}(d_{ij}^k),\overline{Lim}(d_{ij}^k)\right]=\left[r_{ij}^{kL},r_{ij}^{kU}\right]$$

(5)

• Step 3: Establish the total-relation matrix

Using the rough group direct relation matrix $D$, the normalized rough group direct-relation matrix $D^{\prime }$ is obtained as given below:

$$R^{\prime }={\left[\overline{RN({\tilde{d}}_{ij})}\right]}_{n\times n}=\left[\begin{array}{cccc}{\overline{RN\left({\tilde{d}}_{11}\right)}}^{\prime }& \cdots & \cdots & {\overline{RN\left({\tilde{d}}_{1n}\right)}}^{\prime }\\ ⋮& \ddots & ⋰& ⋮\\ ⋮& ⋰& \ddots & ⋮\\ {\overline{RN\left({\tilde{d}}_{n1}\right)}}^{\prime }& \cdots & \cdots & \overline{RN\left({\tilde{d}}_{nn}\right)}\end{array}\right]$$

(6)

where

$${\overline{RN\left({\tilde{d}}_{ij}\right)}}^{\prime }=\left[\frac{d_{ij}^L}{\gamma },\frac{d_{ij}^U}{\gamma }\right]$$

(7)

$$\gamma =\underset{1\le i\le n}{\max }\left({\displaystyle \sum _{j=1}^n{d}_{ij}^U}\right)$$

(8)

The rough total-relation matrix $(T)$ can be obtained using the following equation:

$$T^s={\left[t_{ij}^s\right]}_{n\times n}={R^{\prime }}^s{\left(I-{R^{\prime }}^s\right)}^{-1},s=L,U$$

(9)

where $I$ is the identity matrix.

• Step 4: Calculation of “Prominence” and “Relation”

The rows and columns of $(T)$ are summed as shown below:

$$X_i=\left[{\displaystyle \sum _{j=1}^n{t}_{ij}^L},{\displaystyle \sum _{j=1}^n{t}_{ij}^U}\right]$$

(10)

$$Y_i=\left[{\displaystyle \sum _{i=1}^n{t}_{ij}^L},{\displaystyle \sum _{i=1}^n{t}_{ij}^U}\right]$$

(11)

The prominence $\left(m_i\right)$ and relation $\left(n_i\right)$ are calculated as follows:

$$m_i=x_i+y_i$$

(12)

$$n_i=x_i-y_i$$

(13)

4. Problem Statement

As mentioned in the studies of [9,38], for reasons such as lack of awareness and technological inadequacy, the state of CBE practices is still in the infancy stage in developing countries. Since the transition toward CBE practices is becoming more compelling for realizing sustainable industrial practices, developing countries have also started showing interest in CBE practices. The need for CBE practices is essential for the leather industry as it generates a huge quantity of waste in all industrial stages. According to the reports of the Food and Agriculture Organization (FAO) (2015), Asian countries produce a large number of leather products [47]. India, being one of the top ten leather-producing countries, houses about 3000 leather industries and generates more leather waste [48]. During processing and production stages, leather industries annually generate four million tons of solid wastes (hair, dry sludge, buffing dust, fleshing, chrome shaving and splitting, and trimming) [16]. Such kind of waste generation fails to meet the requirement for green, environmental protection, and sustainable development of leather industries. The wastes generated by the leather industries possess severe environmental impacts and hence need to be managed in an effective manner. With CBE practices, it is possible to minimize the adverse environmental impact and also recover value from the wastes. However, Indian leather industries are showing a lukewarm response to CBE practices.

Keeping this in mind, this paper aims to identify critical barriers to CBE practices by combining literature review and inputs from experts and evaluating critical barriers to CBE practices using the R-DEMATEL technique. Accordingly, the problem is formulated and solved in two stages (identification and evaluation) as shown in Figure 1. To evaluate the barriers to CBE practices, there can be no better industrial context than the leather companies in India. Hence, in this study, five leather companies (

Table 2. Profile of leather companies.

Characteristics	Leather Company
	1	2	3	4	5
Year of establishment	2001	2003	2001	2002	2005
Worker’s strength	120	135	150	110	160
Products manufactured	Leather jackets, belts	Leather bags, gloves	Leather wallets, bags	Leather decorative	Leather jackets
Annual turnover (in INR)	110 crore	90 crore	140 crore	150 crore	115 crore

) located in India are considered case companies. For evaluating the barriers to CBE practices, inputs from the ten experts who have knowledge and experience in CBE practices were utilized. The ten experts were chosen by following the purposive expert sampling technique. It is the process of deliberate selection of experts based on certain criteria. The selection criteria involve knowledge proficiency, work experience, availability, willingness to participate, and ability to express opinions in an effective manner [49]. Because of its significance, the purposive sampling technique has been used in many fields such as tourism management [50] and policymaking [51]. Earlier, twelve experts were approached for this study; however, only ten experts met the selection criteria. The profiles of the ten selected experts are given in

Table 3. Profile of the experts.

Characteristics			n	%
Number of experts (n = 10)	Educational qualification	Doctorate	3	30
		Post-graduate	2	20
		Graduate	5	50
	Job position	Logistics manager	3	30
		Production manager	2	20
		Supply chain coordinator	3	30
		Executive manager	2	20
		Up to 15 years	3	30
	Experience	15–20 years	3	30
		>20 years	4	40

. The number of experts considered in this study is acceptable when compared with other studies, which considered five [5] and six experts [52], respectively.

4.1. Stage I: Identification of Barriers to CBE Practices

In this stage, the barriers to CBE practices were identified and listed based on an extensive literature review. The articles for the literature review were selected from reputed scientific databases using several keywords by applying certain selection criteria as mentioned in Section 2. From the literature review, 20 barriers were identified. Then, a semi-structured questionnaire was framed to collect the experts’ (Table 3) opinions for identifying the final barriers to CBE practices in the Indian context. A separate space was provided in the questionnaire where the experts could suggest other barriers to CBE practices. The ten experts were asked to rate the initially identified 20 barriers using the five-point Likert’s scale (0 = no influence, 1 = very low influence, 2 = low influence, 3 = high influence, 4 = very high influence). The Likert scale has been used in corporate social responsibility measurement [53] and green supply chain management [54]. It was decided that the barriers rejected by five experts could be excluded from the list; however, none of the barriers received a low rating. Additionally, the experts’ suggested five more barriers (unfavorable market environment, difficulty in developing customers, unfavorable investment condition, difficulty in meeting customer’s need, and unclear and partial understanding of CBE concept) in addition to the initially listed twenty barriers to CBE practices. Thus, the total number of finalized barriers to CBE practices is twenty-five. Based on the experts’ suggestions, the twenty-five barriers to CBE practices are categorized into six categories, namely, policies and regulations, technology and material, market and investment condition, social acceptance, knowledge and network formation, and organizational structure as given in Table 1.

4.2. Stage II: Evaluation of Barriers to CBE Practices

In this stage, the barriers to CBE practices are evaluated using R-DEMATEL based on the experts’ ratings. First, the ten experts were requested to make pairwise comparison between the barriers to CBE practices using the crisp score in the questionnaire provided. Based on the experts’ responses, the group direct relationship matrix is constructed (

Table A1. Group direct relationship matrix.

	P1	P2	P3	T1	T2	T3	T4	M1	M2	M3	M4	M5	S1	S2	S3	K1	K2	K3	K4	K5	K6	O1	O2	O3	O4
P1	0,0,0,0,0,0,0,0,0,0	1,2,2,1,3,2,1,4,2,3	1,1,2,3,4,2,2,2,1,2	2,1,1,1,2,3,1,2,3,1	3,1,2,1,2,1,2,1,2,1	2,2,2,1,2,3,1,2,4,1	1,1,2,2,2,1,2,3,1,2	2,1,1,2,1,2,3,1,2,1	4,2,1,2,2,3,1,2,3,1	2,1,2,1,2,1,2,1,3,1	3,1,2,2,2,2,1,2,1,2	1,1,1,1,2,1,2,1,2,1	2,2,1,2,1,2,3,2,1,2	3,1,2,1,2,1,2,3,1,2	2,2,2,1,1,2,1,2,1,2	4,1,1,1,2,1,2,1,2,1	2,1,1,1,2,2,2,1,2,1	3,1,2,2,1,2,1,2,1,1	2,1,1,1,1,2,1,1,2,1	1,2,2,1,1,1,1,2,1,2	2,1,1,2,1,2,1,2,1,2	2,2,2,2,1,2,1,1,1,2	3,1,2,2,2,1,3,2,1,1	1,2,1,2,1,2,1,2,1,2	3,4,2,3,1,2,3,4,2,4
P2	2,1,1,1,2,1,2,1,2,3	0,0,0,0,0,0,0,0,0,0	2,2,2,1,2,1,2,2,3,1	1,2,3,2,1,4,2,3,2,1	2,2,3,2,1,2,3,2,1,2	3,1,2,3,2,1,4,2,1,2	1,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,3,2,1	4,3,2,1,2,4,1,3,3,4	2,1,2,3,2,1,4,2,2,1	1,1,2,3,2,1,2,4,2,1	2,1,2,3,2,4,1,2,3,2	1,1,2,3,2,1,4,2,2,1	2,2,3,2,1,4,2,1,2,3	1,4,2,1,2,4,2,3,1,2	3,4,3,4,2,4,3,4,1,2	2,1,1,2,1,2,3,1,2,1	1,1,4,2,1,2,3,2,1,2	2,1,4,2,1,2,3,2,1,2	3,2,3,2,1,4,2,1,2,3	2,2,3,2,1,4,2,1,2,1	1,2,3,2,1,4,2,1,2,3	2,2,3,2,1,4,2,1,2,3	3,4,2,3,2,1,4,2,1,2	4,3,2,4,3,2,4,3,2,4
P3	2,2,1,2,2,1,2,1,2,3	1,4,2,3,1,2,4,2,3,1	0,0,0,0,0,0,0,0,0,0	2,2,4,2,3,2,1,4,2,1	1,2,3,2,1,2,3,2,1,2	2,1,4,2,1,2,3,2,1,4	3,2,1,2,1,2,4,2,1,2	2,2,3,2,1,4,2,3,2,1	3,4,4,3,4,2,1,4,3,4	2,2,3,2,1,4,2,3,2,1	3,2,1,2,1,2,2,2,1,2	2,1,4,2,1,2,3,2,1,4	1,2,4,1,2,3,4,2,1,2	2,4,2,1,2,4,2,3,1,2	3,1,4,2,1,2,3,2,1,2	4,3,4,3,4,3,2,4,2,3	3,2,4,1,2,3,2,1,4,2	2,2,3,2,1,4,2,3,2,1	4,2,3,2,1,4,2,1,2,3	1,1,2,2,1,2,1,2,1,2	2,1,4,2,1,2,3,2,1,4	3,2,1,4,2,3,2,1,4,2	2,4,3,4,3,2,1,2,4,3	3,2,3,2,1,4,2,3,2,1	3,4,3,4,3,4,3,4,3,4
T1	1,3,2,1,2,3,2,1,4,2	2,2,1,2,3,2,1,2,1,2	2,2,1,2,1,2,4,2,1,2	0,0,0,0,0,0,0,0,0,0	2,2,3,2,4,1,2,3,2,1	2,2,3,2,1,4,2,1,2,3	2,4,2,3,2,1,2,4,2,3	1,3,2,1,4,2,1,4,2,3	3,4,3,4,3,3,3,3,4,1	2,2,4,2,1,3,2,1,4,2	1,2,3,2,1,4,2,1,2,3	2,1,1,2,1,2,3,1,2,1	1,2,4,2,1,3,2,1,4,2	2,4,2,1,2,4,2,3,1,2	3,2,3,2,1,4,2,1,2,3	4,3,4,3,4,3,4,3,2,3	2,2,3,2,1,4,2,3,2,1	1,1,1,2,1,2,3,1,2,1	2,2,3,2,1,4,2,3,2,1	4,1,1,2,1,2,3,1,2,1	2,1,4,2,1,2,3,2,1,4	1,4,2,3,2,1,2,4,2,3	2,1,4,2,1,2,3,2,1,2	3,1,4,2,1,2,3,2,1,4	4,4,3,2,4,2,3,4,2,3
T2	2,3,2,1,2,4,2,1,2,3	2,1,2,2,1,2,1,2,1,2	2,2,4,2,3,2,1,4,2,3	1,3,2,1,4,2,1,2,3,2	0,0,0,0,0,0,0,0,0,0	2,3,2,1,4,2,1,4,2,3	1,2,1,2,1,2,4,2,1,2	4,1,4,2,1,2,3,2,1,4	3,4,3,4,2,3,4,1,4,3	2,4,3,4,2,1,4,2,3,2	1,2,4,2,3,2,1,4,2,1	2,2,3,2,1,4,2,3,2,1	4,1,1,2,1,2,3,1,2,1	2,1,2,3,2,1,4,2,1,2	1,1,2,3,2,1,4,2,1,2	3,4,3,4,3,2,4,3,4,3	2,1,4,2,1,2,3,2,1,2	1,2,4,2,1,3,2,1,4,2	4,2,4,2,1,3,2,1,4,2	2,4,3,4,3,2,1,2,4,3	1,4,2,1,2,3,1,2,4,2	2,1,4,2,1,2,3,2,1,2	2,2,4,2,1,3,2,1,4,2	2,1,4,2,1,2,3,2,1,2	3,3,4,3,4,3,4,3,2,3
T3	2,2,2,1,2,3,4,1,2,3	1,2,1,2,1,3,2,1,2,3	2,1,2,3,2,4,1,2,3,2	2,4,2,1,2,3,2,1,4,2	2,2,3,2,1,4,2,3,2,1	0,0,0,0,0,0,0,0,0,0	2,2,4,1,2,3,4,2,1,2	1,1,4,2,1,2,3,2,1,4	3,4,3,4,3,4,3,2,1,4	2,4,3,4,2,1,2,3,2,1	1,1,2,1,2,1,2,1,2,1	2,2,4,1,2,3,4,2,1,2	4,2,3,2,1,4,2,1,2,3	2,1,4,2,1,2,3,2,1,4	1,2,3,2,1,4,2,3,2,1	3,4,3,4,3,4,3,4,3,4	2,2,3,2,1,4,2,3,2,1	1,2,1,4,2,3,2,1,4,2	2,4,2,3,2,1,4,2,3,2	1,2,3,2,1,2,3,2,1,2	2,1,2,3,2,4,2,1,2,1	3,2,3,2,1,2,3,2,1,2	2,1,2,3,2,1,4,2,2,1	1,2,4,2,1,3,2,1,4,2	4,4,3,4,3,4,3,4,3,4
T4	2,3,1,2,4,2,3,1,4,2	1,2,3,1,4,2,3,2,1,2	2,2,1,4,2,3,2,1,4,2	1,4,2,3,2,1,4,2,1,2	2,2,3,2,1,4,2,1,2,1	1,3,2,1,4,2,1,2,3,2	0,0,0,0,0,0,0,0,0,0	2,2,4,2,3,2,1,4,2,3	4,3,4,2,4,3,4,3,4,4	2,2,1,2,1,2,4,2,1,2	1,1,2,3,2,1,2,3,2,1	2,1,4,2,1,2,3,2,1,2	1,2,3,2,1,4,2,3,2,1	2,2,4,2,1,3,2,1,4,2	2,1,2,1,2,1,2,1,2,1	4,4,3,4,3,2,4,3,2,4	2,2,3,2,1,4,2,1,2,3	1,1,2,1,2,1,2,1,2,1	2,3,2,1,4,2,1,2,3,2	1,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,1,2,3	1,2,3,2,1,4,2,3,2,1	2,1,2,3,2,1,4,2,1,2	2,2,3,2,1,4,2,1,2,3	3,4,3,4,3,4,3,4,3,4
M1	1,3,2,1,4,2,1,2,3,1	2,4,2,1,3,2,1,4,2,3	2,1,2,3,2,1,2,3,2,1	1,4,2,3,2,1,4,2,3,2	2,2,3,2,1,4,2,1,2,3	1,1,4,2,1,2,3,2,1,4	2,1,2,3,2,1,4,2,1,2	0,0,0,0,0,0,0,0,0,0	4,4,4,4,4,3,4,3,4,3	2,1,4,2,1,2,3,2,1,4	1,2,3,2,1,4,2,3,2,1	2,2,4,2,1,3,2,1,4,2	1,1,4,2,1,2,3,2,1,2	4,1,2,3,2,1,4,2,2,1	2,2,3,2,1,4,2,3,2,1	3,4,3,4,3,4,2,4,3,4	2,1,2,3,2,1,2,3,2,1	1,1,4,2,1,2,3,2,1,2	2,1,2,3,2,4,2,1,2,1	4,1,2,3,2,1,4,2,1,2	3,4,2,3,2,1,4,2,3,2	1,2,3,2,1,4,2,1,2,1	2,2,1,2,1,2,2,2,1,2	1,1,2,3,2,1,4,2,1,2	4,4,3,4,3,4,3,4,3,4
M2	2,2,1,3,4,2,1,3,4,2	3,4,2,3,2,1,4,2,3,1	2,1,2,3,2,1,4,2,2,1	2,2,3,2,1,4,2,3,2,1	1,2,3,2,1,4,2,1,2,3	4,1,4,2,1,2,3,2,1,4	2,4,2,1,2,4,2,3,1,2	2,2,3,2,1,4,2,3,2,1	0,0,0,0,0,0,0,0,0,0	2,4,2,3,2,1,4,2,3,2	3,1,4,2,1,2,3,2,1,4	2,1,1,2,1,2,3,1,2,1	1,2,4,2,3,2,1,4,2,3	4,2,4,2,1,3,2,1,4,2	2,2,4,2,3,2,1,4,2,3	4,3,4,3,4,2,3,4,2,3	2,2,1,4,2,3,2,1,4,2	1,1,2,1,2,1,2,3,1,2	4,1,1,2,1,2,3,1,2,1	2,2,3,2,1,4,2,3,2,1	3,1,4,2,1,2,3,2,1,2	2,2,3,2,1,4,2,3,2,1	1,1,4,2,1,2,3,2,1,2	2,2,3,2,1,4,2,1,2,3	4,4,3,4,3,4,3,4,3,4
M3	2,2,4,1,2,3,4,2,1,2	1,4,2,2,1,4,2,3,2,1	4,1,2,3,2,4,2,1,2,1	2,1,2,3,2,4,2,1,2,1	3,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,1,2,1	1,1,2,3,2,4,1,2,3,2	4,1,4,2,1,2,3,2,1,2	2,4,3,4,3,4,3,4,3,2	0,0,0,0,0,0,0,0,0,0	2,1,4,2,1,2,3,2,1,4	3,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,3,2,1	1,1,4,2,1,2,3,2,1,4	2,4,3,4,2,1,4,2,3,2	4,4,3,4,3,4,3,4,3,4	2,2,4,1,2,3,2,1,4,2	3,1,4,2,1,2,3,2,1,4	2,2,3,2,1,4,2,1,2,3	1,2,3,2,1,4,2,3,2,1	2,4,2,3,2,1,4,2,1,2	3,1,2,1,2,1,2,3,1,2	2,2,3,2,1,4,2,1,2,3	1,1,4,2,1,2,3,2,1,2	2,4,3,2,4,3,4,2,3,4
M4	2,4,2,3,1,2,4,2,3,1	1,2,1,2,1,2,2,2,1,2	2,1,2,3,2,1,2,4,2,1	3,4,2,3,2,1,4,2,3,2	2,2,3,2,1,4,2,1,2,3	1,2,3,2,1,4,2,1,4,2	4,2,3,2,1,4,2,1,2,3	2,2,2,1,3,2,1,4,2,3	3,4,3,4,3,4,3,4,3,1	2,2,1,4,2,3,2,1,4,2	0,0,0,0,0,0,0,0,0,0	3,4,2,3,2,1,4,2,1,2	2,2,4,2,1,4,2,3,2,1	1,2,4,1,2,3,4,2,1,2	4,2,1,2,1,2,2,2,1,2	3,3,4,3,4,3,4,3,4,3	2,4,2,1,2,4,2,3,1,2	1,4,3,4,2,1,4,2,3,2	4,1,1,2,1,2,3,1,2,1	2,2,3,2,1,4,2,3,2,1	1,2,3,2,1,4,2,1,2,3	2,2,3,2,1,4,2,1,2,1	3,1,4,2,1,2,3,2,1,2	2,2,1,2,1,2,2,2,1,2	4,4,3,4,3,4,3,4,3,4
M5	2,4,3,2,1,2,4,3,4,2	1,2,1,2,1,2,4,2,1,2	2,1,2,3,2,4,1,2,3,2	1,2,4,2,1,2,3,2,4,2	4,2,3,2,1,4,2,1,2,3	2,2,4,1,2,3,2,1,4,2	1,1,2,3,2,4,1,2,3,2	2,2,2,1,3,2,1,4,2,3	4,4,3,4,3,4,3,4,3,1	2,1,2,3,2,1,4,2,2,1	1,1,4,2,1,2,3,2,1,2	0,0,0,0,0,0,0,0,0,0	3,2,4,1,2,3,2,1,4,2	2,4,3,4,2,1,4,2,3,2	1,1,2,2,2,2,1,2,1,2	4,4,3,4,3,2,1,2,4,3	2,1,2,1,2,1,2,3,1,2	1,2,4,1,2,3,2,1,4,2	2,4,2,3,2,1,4,2,3,2	3,2,4,2,1,3,2,1,4,2	2,2,4,2,1,3,2,1,4,2	4,2,3,2,1,4,2,1,2,3	2,2,3,2,1,4,2,3,2,1	1,4,2,1,2,3,2,1,4,2	3,3,4,3,4,3,4,3,2,3
S1	4,2,1,3,4,2,1,3,4,2	2,4,2,1,2,4,2,3,1,2	1,2,3,2,1,4,2,3,2,1	4,1,4,2,3,2,1,4,2,3	2,2,3,2,1,4,2,1,2,3	3,1,4,2,1,2,3,2,1,4	2,1,2,3,2,1,4,2,1,2	1,2,3,2,1,4,2,3,2,1	3,4,3,4,3,4,3,1,4,2	2,1,4,2,1,2,3,2,1,4	1,1,2,2,2,1,2,3,1,2	4,2,3,2,1,4,2,3,2,1	0,0,0,0,0,0,0,0,0,0	2,2,1,4,2,3,2,1,4,2	2,2,3,2,1,4,2,1,2,3	4,3,4,2,4,3,4,3,4,3	2,2,3,2,1,4,2,1,2,3	1,2,3,2,1,4,2,1,2,3	4,2,4,2,1,3,2,1,4,2	4,4,2,3,2,1,4,2,3,2	3,1,2,1,2,1,2,1,2,1	2,2,1,2,1,2,2,2,1,2	3,2,3,2,1,4,2,3,2,1	1,2,4,2,1,3,2,1,4,2	2,4,3,4,3,4,3,4,3,4
S2	2,4,2,3,1,2,4,3,2,1	3,2,1,2,3,2,1,4,2,1	2,1,4,2,1,2,3,2,1,2	4,1,4,2,3,2,4,2,1,2	1,2,3,2,1,4,2,3,2,1	2,1,2,3,2,1,4,2,1,2	4,2,4,2,3,2,1,4,2,3	2,2,2,1,3,2,1,4,2,3	3,3,4,3,4,4,3,4,1,3	2,1,4,2,1,2,3,2,1,4	1,1,2,3,4,2,2,2,1,2	4,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,1,2,3	0,0,0,0,0,0,0,0,0,0	2,1,2,3,2,1,4,2,1,2	3,4,3,4,3,4,3,4,3,4	4,4,3,4,2,1,4,2,3,2	1,1,4,2,1,2,3,2,1,2	2,2,1,2,1,2,2,2,1,2	3,3,1,2,4,2,1,3,4,2	2,2,1,2,1,2,2,2,1,2	4,1,4,2,1,2,3,2,1,4	2,4,2,1,2,3,2,1,4,2	1,2,4,2,3,2,1,4,2,3	4,3,4,3,4,2,4,3,4,1
S3	2,4,2,1,2,3,2,1,4,2	3,2,1,2,1,2,4,2,2,1	2,1,4,2,1,1,2,1,2,3	4,4,2,1,2,3,2,1,4,2	1,2,3,1,4,2,1,2,3,2	2,4,2,1,2,3,2,1,4,2	3,4,2,1,2,4,2,3,1,2	2,4,2,3,2,1,4,2,1,2	4,4,3,4,3,4,3,4,3,4	2,1,2,3,2,1,4,2,1,2	1,2,2,1,3,2,1,4,2,3	4,2,4,1,2,3,4,2,1,2	2,2,4,1,2,3,4,2,1,2	3,2,4,2,1,3,2,1,4,2	0,0,0,0,0,0,0,0,0,0	3,4,3,4,3,4,3,4,2,4	2,1,4,2,1,2,3,2,1,4	1,2,4,2,1,3,2,1,4,2	4,3,1,2,4,2,1,3,4,2	2,1,4,2,1,2,3,2,1,4	1,4,2,1,2,3,2,1,4,2	2,4,2,3,2,1,4,2,3,2	3,4,2,3,2,1,4,2,3,2	2,2,1,2,1,2,2,2,1,2	4,4,3,4,3,4,3,2,1,4
K1	2,4,2,1,3,2,4,2,1,2	3,3,2,1,4,2,3,2,4,1	2,4,2,3,2,1,2,4,2,3	1,2,3,2,1,4,2,1,2,1	4,2,1,4,2,3,2,1,4,2	2,1,4,2,1,2,3,2,1,4	1,1,4,2,3,2,1,4,2,1	2,4,2,3,2,1,4,2,3,2	3,4,3,4,3,4,3,4,3,4	2,2,2,1,2,1,2,2,3,1	1,2,4,1,2,3,2,1,4,2	4,1,4,2,1,2,3,2,1,4	2,1,2,3,2,1,4,2,1,2	3,4,2,3,2,1,2,4,2,3	2,1,4,2,1,2,3,2,1,4	0,0,0,0,0,0,0,0,0,0	1,2,4,2,1,3,2,1,4,2	4,1,2,1,2,1,2,1,2,1	2,2,4,2,1,3,2,1,4,2	3,2,1,2,1,2,2,2,1,2	2,2,3,2,1,4,2,1,2,3	4,2,3,2,1,4,2,1,2,3	2,4,2,1,2,3,2,1,4,2	1,4,2,1,2,3,2,1,4,2	3,3,4,3,4,2,4,3,4,1
K2	3,4,2,1,2,3,1,2,4,2	2,2,1,2,2,1,2,1,2,3	4,1,4,2,3,2,4,2,1,2	1,2,3,1,4,2,3,2,1,4	2,2,3,2,1,4,2,3,2,1	4,4,2,1,2,3,2,1,4,2	2,2,2,1,2,3,1,2,4,1	3,2,1,4,2,3,2,1,4,2	2,4,3,4,3,4,3,4,3,1	4,2,3,2,1,4,2,3,2,1	1,4,2,1,2,4,2,3,1,2	2,1,4,2,1,2,3,2,1,2	4,2,4,2,1,3,2,1,4,2	2,2,3,2,1,4,2,3,2,1	3,1,4,2,1,2,3,2,1,4	2,4,3,4,3,4,3,4,3,4	0,0,0,0,0,0,0,0,0,0	2,2,3,2,1,4,2,3,2,1	1,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,1,2,3	3,2,1,4,2,3,2,1,4,2	2,3,4,3,4,3,4,3,2,4	4,1,2,3,2,4,2,1,2,1	2,1,4,2,1,2,3,2,1,2	3,4,3,4,3,4,3,4,3,4
K3	3,2,1,3,1,4,2,3,2,1	2,2,1,2,1,2,3,2,1,2	1,1,4,2,3,2,1,4,2,1	4,2,1,2,3,2,1,4,2,1	2,1,2,3,2,1,4,2,1,2	1,2,3,2,1,4,2,3,2,1	2,2,1,4,2,3,2,1,4,2	3,3,1,2,4,2,3,1,4,2	4,4,3,4,3,4,3,4,3,1	2,2,3,2,1,4,2,3,2,1	1,1,2,3,2,1,4,2,1,2	4,2,3,2,1,2,3,2,1,2	2,2,3,2,1,4,2,3,2,1	3,4,2,3,2,1,4,2,1,2	2,1,2,2,2,2,1,2,1,2	3,4,3,4,3,4,3,4,3,4	2,2,3,2,1,2,3,2,1,2	0,0,0,0,0,0,0,0,0,0	1,1,4,2,1,2,3,2,1,4	4,2,3,2,1,4,2,3,2,1	2,2,4,1,2,3,2,1,4,2	3,2,4,2,1,3,2,1,4,2	2,2,1,2,1,2,2,2,1,2	4,2,1,4,2,3,2,1,4,2	3,3,4,3,4,3,4,3,2,3
K4	2,4,2,3,1,2,4,2,3,1	1,2,1,2,1,2,1,2,1,2	4,1,4,2,3,2,4,1,2,1	2,1,2,3,2,1,4,2,1,2	3,2,3,2,1,4,2,1,2,3	2,1,4,2,3,2,1,4,2,1	4,1,2,3,2,1,4,2,2,1	2,2,2,1,2,1,2,1,2,3	2,4,3,4,3,4,3,4,3,1	1,2,1,4,2,3,2,1,4,2	4,2,1,4,2,3,2,1,4,2	2,3,2,1,4,2,1,4,2,3	1,2,3,1,4,2,3,2,1,4	2,1,4,2,1,2,3,2,1,4	3,1,2,3,2,1,4,2,2,1	4,3,4,3,4,3,4,3,4,3	2,3,1,2,4,2,1,3,4,2	1,4,2,1,2,4,2,3,1,2	0,0,0,0,0,0,0,0,0,0	3,2,3,2,1,4,2,3,2,1	2,4,2,3,2,1,2,4,2,3	4,2,3,2,1,4,2,1,2,3	2,2,3,2,1,4,2,3,2,1	1,2,3,2,1,4,2,3,2,1	3,4,3,4,3,4,3,4,3,4
K5	3,4,2,3,1,4,2,3,2,1	2,2,1,2,1,2,1,2,2,1	4,2,1,2,3,4,2,1,2,1	1,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,1,2,3	3,1,4,2,1,2,3,2,1,2	2,2,3,2,1,4,2,1,2,3	4,2,3,2,1,4,2,3,2,1	3,4,3,4,3,4,3,4,2,1	2,3,1,2,4,2,3,1,4,2	1,1,4,2,1,2,3,2,1,4	4,2,2,1,3,2,1,4,2,3	2,1,2,3,2,1,4,2,1,2	3,2,4,2,3,2,1,4,2,3	2,1,4,2,1,2,3,2,1,4	4,3,4,3,4,3,4,3,2,4	2,1,2,1,2,1,2,1,2,1	1,1,2,3,2,1,4,2,2,1	4,3,4,2,1,4,3,2,4,1,2	0,0,0,0,0,0,0,0,0,0	2,4,2,3,2,1,4,2,3,1	1,2,4,1,2,3,2,1,4,2	4,1,2,2,1,2,1,2,1,2	2,1,4,2,1,2,3,2,1,2	4,3,4,3,4,2,4,3,4,1
K6	1,4,2,3,1,2,4,2,3,1	2,1,2,2,1,2,1,2,3,4	3,2,1,2,1,2,1,2,1,2	2,2,3,2,1,4,2,1,2,3	4,4,2,1,2,3,2,1,4,2	2,3,2,1,4,2,3,2,1,2	1,2,3,2,1,2,3,2,1,2	4,1,4,2,1,2,3,2,1,4	4,3,4,3,4,3,4,3,4,3	2,2,3,2,1,4,2,1,2,3	1,4,2,3,2,1,4,2,1,2	4,2,2,1,3,2,1,4,2,3	2,1,4,2,1,2,3,2,1,4	3,2,3,2,1,4,2,3,2,1	2,1,4,2,1,2,3,2,1,2	4,3,4,3,4,3,4,3,2,1	2,4,3,4,2,1,4,2,3,2	1,2,3,2,1,4,2,1,2,3	4,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,1,2,3	0,0,0,0,0,0,0,0,0,0	3,4,2,1,2,4,2,3,1,2	2,2,3,2,1,4,2,1,2,3	1,2,4,2,3,2,1,4,2,3	3,4,3,4,3,4,3,4,3,4
O1	2,4,2,3,1,4,2,3,2,4	4,2,1,2,3,2,1,4,2,1	2,1,3,2,4,1,2,1,2,4	1,3,2,1,4,2,3,2,1,2	2,4,2,3,2,1,4,2,3,1	3,4,1,2,3,2,1,4,2,1	2,1,2,3,2,1,2,4,2,1	4,4,2,3,2,1,4,2,1,2	2,3,4,3,4,3,4,3,4,3	2,3,2,1,4,2,1,2,3,2	3,1,4,2,1,2,3,2,1,4	2,2,3,2,1,4,2,3,2,1	1,1,2,3,2,1,4,2,1,2	4,1,2,3,2,1,4,2,1,2	2,2,4,2,1,3,2,1,4,2	3,4,3,4,3,4,3,2,1,4	2,3,4,2,1,4,3,2,4,1,2	1,1,4,2,1,2,3,2,1,4	4,3,2,1,4,2,1,2,3,2	2,4,2,1,2,4,2,3,1,2	3,3,4,2,1,4,3,2,4,1,2	0,0,0,0,0,0,0,0,0,0	3,2,3,2,1,4,2,3,2,1	2,2,3,2,1,4,2,3,2,1	4,3,4,3,4,2,4,3,4,1
O2	2,4,2,3,2,4,1,2,3,2	1,2,4,2,1,2,3,2,1,2	4,1,2,1,4,2,1,2,1,2	2,2,3,2,1,4,2,3,2,1	3,2,3,2,1,4,2,1,2,3	2,4,2,1,2,3,2,1,4,2	1,2,1,2,1,2,2,2,1,2	4,2,3,2,1,4,2,1,2,4	3,4,3,4,3,4,3,4,3,4	1,1,4,2,1,2,3,2,1,4	4,3,2,1,4,2,1,4,2,3	2,1,2,3,2,1,4,2,2,1	1,2,4,2,3,2,1,4,2,3	2,2,1,2,1,2,4,2,1,2	3,2,4,1,2,3,4,2,1,2	4,3,4,2,3,4,2,4,3,1	2,4,3,4,2,1,4,2,3,2	1,2,3,2,1,4,2,1,2,3	4,2,4,2,1,3,2,1,4,2	2,2,1,4,2,3,2,1,4,2	1,1,2,3,2,1,4,2,1,2	2,4,2,3,2,1,2,4,2,3	0,0,0,0,0,0,0,0,0,0	3,4,2,3,2,1,4,2,3,2	4,4,3,4,3,4,3,4,3,4
O3	2,4,2,3,2,4,2,3,4,2	1,4,2,1,3,2,4,1,2,3	4,4,2,1,2,3,2,1,4,2	2,1,2,1,4,2,1,2,1,2	3,2,1,2,3,2,1,4,2,3	2,4,2,1,2,3,2,1,2,1	4,1,2,3,2,4,1,2,3,2	2,1,4,2,3,2,4,2,1,2	4,4,3,4,3,4,3,4,3,4	2,3,2,1,4,2,1,2,3,2	1,2,1,2,1,2,4,2,1,2	4,1,2,3,2,1,4,2,2,1	2,2,3,2,1,4,2,3,2,1	3,1,2,3,2,1,4,2,2,1	2,1,1,2,1,2,3,1,2,1	4,3,4,3,4,2,4,3,4,1	2,1,4,2,1,2,3,2,1,2	1,2,3,2,1,4,2,3,2,1	4,2,3,2,1,4,2,1,2,1	2,2,3,2,1,4,2,1,2,1	3,2,1,2,1,2,2,2,1,2	2,2,4,2,1,3,2,1,4,2	3,2,3,2,1,4,2,3,2,1	0,0,0,0,0,0,0,0,0,0	3,4,3,4,3,4,3,2,1,4
O4	2,4,2,1,2,2,1,3,4,2	1,2,3,4,2,1,2,4,2,3	2,2,3,2,1,2,3,2,1,2	4,3,2,1,4,2,1,2,3,2	2,4,2,1,2,3,2,1,4,2	3,4,2,1,2,3,2,4,1,2	2,1,2,3,2,1,2,3,2,1	4,1,2,1,2,1,2,3,2,1	2,4,3,4,3,4,3,4,3,4	1,2,4,2,3,2,1,4,2,3	2,3,2,1,4,2,1,2,3,2	3,2,4,1,2,3,4,2,1,2	2,3,2,1,4,2,1,4,2,3	4,4,2,1,2,4,2,3,1,2	2,2,4,1,2,3,4,2,1,2	1,4,3,4,3,4,3,4,3,1	2,2,3,2,1,4,2,3,2,1	3,3,2,1,4,2,1,2,3,2	2,4,2,1,2,3,1,2,4,2	1,2,3,2,1,4,2,1,2,3	4,4,2,3,2,1,4,2,1,2	4,4,2,3,2,1,4,2,3,1	3,1,4,2,1,2,3,2,1,4	2,4,2,3,2,1,4,2,3,2	0,0,0,0,0,0,0,0,0,0

of Appendix A). Using Equations (3)–(5), the rough group direct relation matrix is established (

Table A2. Rough direct relation matrix.

		P1	P2	P3	T1	T2	T3	T4	M1	M2	M3	M4	M5	S1	S2	S3	K1	K2	K3	K4	K5	K6	O1	O2	O3	O4
P1	L	0	1.73	1.68	1.5	1.45	1.68	1.53	1.45	1.73	1.45	1.61	1.24	1.61	1.58	1.48	1.37	1.4	1.45	1.24	1.32	1.4	1.48	1.58	1.2	2.13
	U	0	2.4	2.39	1.42	1.36	2.39	1.37	1.36	2.4	1.36	1.39	0.66	1.39	1.43	0.72	2.42	0.7	1.36	0.66	0.68	0.7	0.72	1.43	0.7	2.66
P2	L	1.45	0	1.61	1.73	1.75	1.73	1.73	1.82	2.01	1.68	1.59	1.82	1.59	1.82	1.74	2.2	1.45	1.59	1.68	1.88	1.68	1.73	1.82	1.89	2.14
	U	1.36	0	1.39	2.4	1.45	2.4	2.4	2.41	2.67	2.39	2.38	2.41	2.38	2.41	2.52	2.76	1.36	2.38	2.39	2.44	2.39	2.4	2.41	2.53	2.75
P3	L	1.61	1.8	0	1.84	1.67	1.74	1.68	1.82	2.26	1.82	1.61	1.74	1.74	1.84	1.73	2.21	1.89	1.82	1.89	1.4	1.74	1.89	2.13	1.88	2
	U	1.39	2.53	0	2.52	1.44	2.52	2.39	2.41	2.85	2.41	1.39	2.52	2.52	2.52	2.4	2.78	2.53	2.41	2.53	0.7	2.52	2.53	2.66	2.44	2.9
T1	L	1.73	1.61	1.63	0	1.82	1.82	1.99	1.8	2.18	1.84	1.73	1.45	1.74	1.84	1.88	2.29	1.82	1.37	1.82	1.51	1.74	1.89	1.68	1.8	2.14
	U	2.4	1.39	2.44	0	2.41	2.41	2.53	2.53	2.75	2.52	2.4	1.36	2.52	2.52	2.44	2.81	2.41	1.35	2.41	2.38	2.52	2.53	2.39	2.53	2.75
T2	L	1.82	1.48	1.99	1.73	0	1.89	1.54	1.8	2.24	2.07	1.74	1.82	1.51	1.68	1.59	2.29	1.68	1.74	1.9	2.13	1.74	1.68	1.84	1.68	2.25
	U	2.41	0.72	2.53	2.4	0	2.53	2.43	2.63	2.79	2.64	2.52	2.41	2.38	2.39	2.38	2.81	2.39	2.52	2.63	2.66	2.52	2.39	2.52	2.39	2.75
T3	L	1.82	1.58	1.82	1.84	1.73	0	1.84	1.65	2.24	1.89	1.32	1.84	1.89	1.74	1.73	2	1.82	1.74	1.99	1.67	1.68	1.8	1.68	1.74	2.04
	U	2.41	1.43	2.41	2.52	2.41	0	2.52	2.52	2.79	1.73	0.68	2.52	2.53	2.53	2.4	2.9	2.41	2.52	2.53	1.44	2.39	1.5	2.39	2.52	2.96
T4	L	1.89	1.73	1.84	1.74	1.68	1.73	0	1.99	2.35	1.63	1.58	1.68	1.73	1.84	1.4	2.24	1.82	1.32	1.82	1.73	1.82	1.73	1.68	1.82	2
	U	2.53	2.4	2.52	2.52	2.39	2.4	0	2.53	2.93	2.44	1.43	2.39	2.4	2.52	0.7	2.85	2.41	0.68	2.41	2.4	2.41	2.4	2.39	2.41	2.9
M1	L	1.64	1.89	1.67	1.89	1.82	1.65	1.68	0	2.08	1.74	1.73	1.84	1.59	1.74	1.82	2.32	1.67	1.59	1.68	1.74	2.05	1.59	1.56	1.59	2.04
	U	2.4	2.53	1.44	2.53	2.41	2.52	2.39	0	3.02	2.52	2.4	2.52	2.38	2.52	2.41	2.87	1.44	2.38	2.39	2.52	2.56	2.38	0.74	2.38	2.96
M2	L	1.89	1.95	1.68	1.82	1.82	1.8	1.84	1.82	0	1.99	1.8	1.45	1.89	1.9	1.99	2.21	1.84	1.45	1.51	1.82	1.73	1.82	1.59	1.82	2.04
	U	2.53	2.56	2.39	2.41	2.43	2.63	2.52	2.41	0	2.53	2.53	1.36	2.53	2.63	2.53	2.78	2.52	1.36	2.38	2.41	2.4	2.41	2.38	2.41	2.96
M3	L	1.84	1.74	1.74	1.68	1.88	1.68	1.73	1.74	2.21	0	1.74	1.88	1.82	1.65	2.07	2.04	1.84	1.8	1.82	1.73	1.84	1.58	1.82	1.59	2.14
	U	2.52	2.52	2.52	2.39	2.44	2.39	2.4	2.52	2.78	0	2.49	2.44	2.41	2.52	2.64	2.96	2.52	2.53	2.41	2.4	2.52	1.43	2.41	2.38	2.75
M4	L	1.89	1.48	1.68	2.05	1.82	1.74	1.89	1.82	2.21	1.84	0	1.89	1.84	1.74	1.63	1.96	1.84	1.96	1.51	1.82	1.73	1.68	1.73	1.56	2.04
	U	2.53	0.72	2.39	2.56	2.41	2.52	2.53	2.41	2.82	2.52	0	2.53	2.52	2.52	2.44	2.84	2.52	2.64	2.38	2.41	2.4	2.39	2.4	0.74	2.96
M5	L	2.07	1.54	1.82	1.84	1.89	1.84	1.73	1.82	2.24	1.68	1.59	0	1.89	2.07	1.48	2.2	1.53	1.74	1.99	1.89	1.84	1.89	1.82	1.74	2.25
	U	2.64	2.43	2.41	2.52	2.53	2.52	2.4	2.41	2.88	2.39	2.38	0	2.53	2.64	0.72	2.76	1.37	2.52	2.53	2.53	2.52	2.53	2.41	2.52	2.75
S1	L	1.96	1.84	1.73	1.96	1.82	1.8	1.68	1.73	2.24	1.74	1.53	1.89	0	1.84	1.82	2.32	1.82	1.73	1.9	2.07	1.45	1.56	1.88	1.74	2.32
	U	2.64	2.52	2.4	2.64	2.41	2.53	2.39	2.4	2.79	2.52	1.37	2.53	0	2.52	2.41	2.87	2.41	2.4	2.63	2.64	1.36	0.74	2.44	2.52	2.87
S2	L	1.89	1.73	1.68	1.9	1.73	1.68	2.07	1.82	2.21	1.74	1.68	1.89	1.82	0	1.68	2	2.14	1.59	1.56	1.95	1.56	1.8	1.84	1.89	2.26
	U	2.53	2.4	2.39	2.63	2.4	2.39	2.64	2.41	2.82	2.52	2.39	2.53	2.41	0	2.39	2.9	2.74	2.38	0.74	2.56	0.74	2.63	2.52	2.53	2.85
S3	L	1.84	1.68	1.59	1.9	1.73	1.84	1.89	1.84	2.04	1.68	1.73	1.9	1.84	1.89	0	2.32	1.74	1.74	1.96	1.74	1.74	1.99	2.05	1.56	2.26
	U	2.52	2.39	2.38	2.63	2.4	2.52	2.53	2.52	2.96	2.39	2.4	2.63	2.52	2.53	0	2.87	2.52	2.52	2.64	2.52	2.52	2.53	2.56	0.74	2.85
K1	L	1.84	1.95	1.99	1.59	1.9	1.74	1.65	1.99	2	1.61	1.74	1.8	1.68	2.05	1.74	0	1.74	1.46	1.84	1.61	1.82	1.89	1.84	1.74	2.24
	U	2.52	2.56	2.53	2.38	2.63	2.52	2.52	2.53	2.9	1.39	2.52	2.63	2.39	2.56	2.52	0	2.52	2.42	2.52	1.39	2.41	2.53	2.52	2.52	2.79
K2	L	1.89	1.61	1.9	1.8	1.82	1.9	1.68	1.89	2.24	1.89	1.74	1.68	1.9	1.82	1.8	2.32	0	1.82	1.73	1.82	1.89	2.21	1.74	1.68	2
	U	2.53	1.39	2.63	2.53	2.41	2.63	2.39	2.53	2.79	2.53	2.52	2.39	2.63	2.41	2.53	2.87	0	2.41	2.4	2.41	2.53	2.78	2.52	2.39	2.9
K3	L	1.78	1.61	1.65	1.74	1.68	1.73	1.84	1.95	2.24	1.82	1.59	1.82	1.82	1.89	1.56	2	1.75	0	1.65	1.89	1.84	1.89	1.56	1.9	2.25
	U	2.43	1.39	2.52	2.52	2.39	2.4	2.52	2.56	2.88	2.41	2.38	2.41	2.41	2.53	0.74	2.9	1.45	0	2.52	2.53	2.52	2.53	0.74	2.63	2.75
K4	L	1.89	1.4	1.8	1.68	1.88	1.74	1.74	1.61	2.24	1.74	1.9	1.89	1.8	1.74	1.73	2	1.89	1.74	0	1.88	1.99	1.89	1.82	1.73	2
	U	2.53	0.7	2.63	2.39	2.44	2.52	2.52	1.39	2.79	2.52	2.63	2.53	2.53	2.52	2.4	2.9	2.53	2.52	0	2.44	2.53	2.53	2.41	2.4	2.9
K5	L	1.95	1.48	1.74	1.73	1.82	1.73	1.82	1.89	2.24	1.89	1.65	1.89	1.68	2.05	1.74	2.32	1.4	1.59	2.02	0	1.89	1.74	1.54	1.68	2.26
	U	2.56	0.72	2.52	2.4	2.41	2.4	2.41	2.53	2.79	2.53	2.52	2.53	2.39	2.56	2.52	2.87	0.7	2.38	2.74	0	2.53	2.52	2.43	2.39	2.85
K6	L	1.8	1.68	1.53	1.82	2.08	1.82	1.67	1.8	2	1.82	1.74	1.89	1.74	1.88	1.68	2.24	2.07	1.73	1.89	1.82	0	1.89	1.82	1.89	2
	U	2.53	2.39	1.37	2.41	2.72	2.41	1.44	2.63	2.9	2.41	2.52	2.53	2.52	2.44	2.39	2.79	2.64	2.4	2.53	2.41	0	2.53	2.41	2.53	2.9
O1	L	2.07	1.74	1.74	1.73	1.89	1.8	1.68	1.9	2.29	1.82	1.8	1.82	1.59	1.74	1.84	2.24	1.96	1.65	1.89	1.84	2.01	0	1.88	1.82	2.26
	U	2.64	2.52	2.52	2.4	2.53	2.53	2.39	2.63	2.81	2.41	2.53	2.41	2.38	2.52	2.52	2.79	2.64	2.52	2.53	2.52	2.67	0	2.44	2.41	2.85
O2	L	1.99	1.68	1.6	1.82	1.88	1.84	1.48	1.9	2	1.65	1.96	1.68	1.89	1.63	1.89	2.2	2.07	1.73	1.9	1.84	1.59	1.99	0	2.05	2.04
	U	2.53	2.39	2.53	2.41	2.44	2.52	0.72	2.63	2.9	2.52	2.64	2.39	2.53	2.44	2.53	2.76	2.64	2.4	2.63	2.52	2.38	2.53	0	2.56	2.96
O3	L	1.98	1.8	2.08	1.54	1.88	1.68	1.89	1.84	2.04	1.82	1.54	1.74	1.82	1.73	1.45	2.26	1.68	1.73	1.74	1.68	1.61	1.84	1.88	0	2.24
	U	2.64	2.53	2.72	2.43	2.44	2.39	2.53	2.52	2.96	2.41	2.43	2.52	2.41	2.4	1.36	2.85	2.39	2.4	2.52	2.39	1.39	2.52	2.44	0	2.79
O4	L	1.84	2.23	1.75	1.89	1.84	1.89	1.67	1.59	2.32	1.89	1.82	1.89	1.89	1.9	1.84	2.07	1.82	1.88	1.84	1.73	1.9	1.96	1.8	1.99	0
	U	2.52	2.53	1.45	2.53	2.52	2.53	1.44	2.38	2.87	2.53	2.41	2.53	2.53	2.63	2.52	2.8	2.41	2.44	2.52	2.4	2.63	2.64	2.53	2.53	0

of Appendix A). the rough total relation matrix $(T)$ is established using Equations (6)–(9) (

Table A3. Rough total-relation matrix.

		P1	P2	P3	T1	T2	T3	T4	M1	M2	M3	M4	M5	S1	S2	S3	K1	K2	K3	K4	K5	K6	O1	O2	O3	O4
P1	L	0.06	0.08	0.08	0.08	0.08	0.09	0.08	0.08	0.10	0.08	0.08	0.08	0.08	0.08	0.08	0.09	0.08	0.08	0.08	0.08	0.08	0.08	0.08	0.08	0.10
	U	0.30	0.29	0.32	0.33	0.31	0.35	0.30	0.32	0.39	0.31	0.30	0.30	0.32	0.33	0.28	0.39	0.28	0.30	0.30	0.29	0.29	0.29	0.31	0.29	0.39
P2	L	0.09	0.07	0.09	0.10	0.10	0.09	0.09	0.10	0.11	0.09	0.09	0.10	0.09	0.10	0.09	0.12	0.09	0.09	0.09	0.10	0.09	0.10	0.10	0.10	0.11
	U	0.51	0.41	0.48	0.52	0.49	0.53	0.49	0.52	0.60	0.51	0.48	0.50	0.52	0.53	0.47	0.60	0.46	0.48	0.51	0.48	0.49	0.49	0.49	0.49	0.61
P3	L	0.10	0.10	0.07	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.09	0.10	0.10	0.10	0.10	0.12
	U	0.52	0.45	0.47	0.53	0.50	0.54	0.50	0.53	0.61	0.52	0.47	0.51	0.53	0.54	0.47	0.61	0.49	0.49	0.52	0.47	0.50	0.50	0.50	0.50	0.62
T1	L	0.10	0.09	0.09	0.07	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.09	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.09	0.10	0.10	0.10	0.10	0.12
	U	0.54	0.44	0.51	0.50	0.52	0.55	0.50	0.53	0.62	0.52	0.49	0.50	0.54	0.55	0.48	0.62	0.49	0.48	0.52	0.50	0.50	0.51	0.50	0.50	0.62
T2	L	0.10	0.09	0.10	0.10	0.07	0.10	0.09	0.10	0.12	0.10	0.09	0.10	0.09	0.10	0.09	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12
	U	0.55	0.44	0.53	0.55	0.50	0.57	0.52	0.55	0.64	0.54	0.51	0.53	0.55	0.56	0.49	0.64	0.50	0.52	0.54	0.52	0.52	0.52	0.52	0.52	0.64
T3	L	0.10	0.09	0.10	0.10	0.10	0.07	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.09	0.11	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.11
	U	0.52	0.43	0.50	0.52	0.50	0.49	0.49	0.52	0.60	0.49	0.45	0.50	0.52	0.53	0.46	0.60	0.47	0.48	0.51	0.47	0.49	0.48	0.49	0.49	0.61
T4	L	0.10	0.09	0.10	0.10	0.10	0.10	0.07	0.10	0.12	0.09	0.09	0.09	0.10	0.10	0.09	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.11
	U	0.53	0.44	0.50	0.53	0.50	0.53	0.45	0.52	0.61	0.51	0.47	0.50	0.52	0.53	0.44	0.60	0.48	0.46	0.51	0.48	0.49	0.49	0.49	0.49	0.61
M1	L	0.10	0.10	0.09	0.10	0.10	0.09	0.09	0.07	0.12	0.10	0.09	0.10	0.09	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.09	0.09	0.09	0.11
	U	0.53	0.45	0.49	0.54	0.52	0.55	0.50	0.49	0.62	0.52	0.49	0.51	0.53	0.54	0.48	0.62	0.47	0.50	0.52	0.50	0.50	0.50	0.48	0.50	0.62
M2	L	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.08	0.10	0.09	0.09	0.10	0.10	0.10	0.12	0.10	0.09	0.09	0.10	0.10	0.10	0.09	0.10	0.12
	U	0.55	0.47	0.52	0.55	0.53	0.56	0.51	0.54	0.59	0.53	0.51	0.51	0.55	0.56	0.49	0.63	0.50	0.49	0.53	0.51	0.51	0.51	0.51	0.51	0.64
M3	L	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.07	0.09	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.09	0.12
	U	0.56	0.47	0.53	0.56	0.54	0.57	0.52	0.55	0.64	0.50	0.51	0.53	0.56	0.57	0.50	0.64	0.51	0.52	0.54	0.51	0.52	0.51	0.52	0.52	0.65
M4	L	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.07	0.10	0.10	0.10	0.09	0.11	0.10	0.10	0.09	0.10	0.10	0.10	0.10	0.09	0.12
	U	0.54	0.43	0.51	0.54	0.52	0.55	0.51	0.53	0.62	0.52	0.46	0.52	0.54	0.55	0.48	0.62	0.49	0.50	0.52	0.50	0.50	0.51	0.51	0.48	0.63
M5	L	0.11	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.07	0.10	0.11	0.09	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12
	U	0.55	0.46	0.52	0.55	0.53	0.56	0.51	0.54	0.63	0.53	0.50	0.48	0.54	0.55	0.46	0.63	0.48	0.51	0.53	0.50	0.51	0.51	0.51	0.51	0.63
S1	L	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.07	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.09	0.10	0.10	0.10	0.12
	U	0.54	0.46	0.51	0.54	0.52	0.55	0.50	0.53	0.62	0.52	0.48	0.51	0.50	0.55	0.48	0.62	0.49	0.50	0.52	0.50	0.48	0.48	0.51	0.50	0.62
S2	L	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.07	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12
	U	0.54	0.46	0.52	0.55	0.52	0.55	0.51	0.54	0.63	0.53	0.50	0.52	0.54	0.51	0.48	0.63	0.50	0.50	0.50	0.50	0.48	0.51	0.51	0.51	0.63
S3	L	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.07	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12
	U	0.56	0.47	0.53	0.56	0.54	0.57	0.53	0.56	0.65	0.54	0.52	0.54	0.56	0.57	0.46	0.65	0.51	0.52	0.55	0.52	0.52	0.53	0.53	0.50	0.65
K1	L	0.10	0.10	0.10	0.10	0.10	0.10	0.09	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.08	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12
	U	0.55	0.47	0.53	0.55	0.54	0.56	0.52	0.55	0.64	0.52	0.51	0.53	0.55	0.56	0.49	0.59	0.50	0.51	0.54	0.50	0.52	0.52	0.52	0.52	0.64
K2	L	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.07	0.10	0.10	0.10	0.10	0.11	0.10	0.10	0.12
	U	0.57	0.46	0.54	0.57	0.54	0.58	0.53	0.56	0.65	0.55	0.52	0.54	0.57	0.57	0.51	0.65	0.48	0.52	0.55	0.52	0.53	0.54	0.53	0.53	0.66
K3	L	0.10	0.09	0.09	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.09	0.12	0.10	0.07	0.10	0.10	0.10	0.10	0.09	0.10	0.12
	U	0.52	0.43	0.50	0.52	0.50	0.53	0.49	0.52	0.60	0.50	0.48	0.50	0.52	0.53	0.44	0.60	0.46	0.44	0.51	0.48	0.49	0.49	0.46	0.49	0.60
K4	L	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.07	0.10	0.10	0.10	0.10	0.10	0.12
	U	0.55	0.44	0.53	0.55	0.53	0.56	0.52	0.53	0.63	0.53	0.51	0.53	0.55	0.56	0.49	0.63	0.50	0.51	0.49	0.51	0.51	0.52	0.52	0.51	0.64
K5	L	0.10	0.09	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.12	0.09	0.09	0.10	0.07	0.10	0.10	0.09	0.10	0.12
	U	0.54	0.43	0.52	0.54	0.52	0.55	0.51	0.54	0.62	0.52	0.50	0.52	0.54	0.55	0.48	0.62	0.46	0.50	0.53	0.46	0.50	0.51	0.51	0.51	0.63
K6	L	0.10	0.10	0.09	0.10	0.11	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.07	0.10	0.10	0.10	0.12
	U	0.56	0.47	0.51	0.55	0.54	0.56	0.50	0.55	0.64	0.54	0.51	0.53	0.55	0.56	0.49	0.64	0.51	0.51	0.54	0.51	0.48	0.52	0.52	0.52	0.64
O1	L	0.11	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.07	0.10	0.10	0.12
	U	0.58	0.49	0.55	0.57	0.55	0.59	0.54	0.57	0.66	0.55	0.53	0.55	0.57	0.58	0.51	0.66	0.52	0.53	0.56	0.53	0.54	0.50	0.54	0.54	0.67
O2	L	0.11	0.10	0.10	0.10	0.10	0.10	0.09	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.10	0.07	0.10	0.12
	U	0.56	0.47	0.54	0.56	0.54	0.57	0.50	0.56	0.65	0.54	0.52	0.53	0.56	0.57	0.50	0.64	0.51	0.52	0.55	0.52	0.52	0.53	0.49	0.53	0.65
O3	L	0.10	0.10	0.10	0.09	0.10	0.10	0.10	0.10	0.12	0.10	0.09	0.10	0.10	0.10	0.09	0.12	0.10	0.09	0.10	0.10	0.09	0.10	0.10	0.07	0.12
	U	0.55	0.47	0.53	0.55	0.53	0.56	0.52	0.55	0.64	0.53	0.51	0.53	0.55	0.56	0.47	0.63	0.50	0.51	0.53	0.51	0.50	0.52	0.52	0.48	0.64
O4	L	0.10	0.11	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.12	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.10	0.09
	U	0.56	0.47	0.51	0.56	0.54	0.57	0.50	0.55	0.64	0.54	0.51	0.53	0.55	0.56	0.50	0.64	0.50	0.51	0.54	0.51	0.52	0.52	0.52	0.52	0.60

of Appendix A). The prominence and relation of the barriers are calculated using Equations (10)–(13) as shown in

Table 4. Prominence and relation values of barriers to CBE.

	${\mathit{x}}_{\mathit{i}}$	${\mathit{y}}_{\mathit{i}}$	${\mathit{m}}_{\mathit{i}}$	${\mathit{n}}_{\mathit{i}}$	Relation
P1	2.799952	2.068168	4.86812	0.73178	Cause
P2	5.035878	3.685568	6.02082	1.35031	Cause
P3	2.532485	3.8723	6.40478	−1.33981	Effect
T1	2.723804	3.90993	6.63373	−1.18613	Effect
T2	5.720528	4.172598	6.79727	1.54793	Cause
T3	2.778947	3.705039	6.48399	−0.92609	Effect
T4	2.485203	3.733695	6.2189	−1.24849	Effect
M1	2.708998	3.860574	6.56957	−1.15158	Effect
M2	4.282282	4.061212	7.90135	0.22107	Cause
M3	2.614214	4.21076	6.82497	−1.59655	Effect
M4	5.528241	3.953281	6.33161	1.57496	Cause
M5	2.556309	4.062447	6.61876	−1.50614	Effect
S1	2.684853	3.959231	6.64408	−1.27438	Effect
S2	2.814271	4.018249	6.83252	−1.20398	Effect
S3	2.37658	4.289262	6.66584	−1.91268	Effect
K1	4.463717	4.139977	7.95621	0.32374	Cause
K2	6.259726	4.364316	6.83323	1.89541	Cause
K3	2.362425	3.72192	6.08435	−1.3595	Effect
K4	2.61799	4.102179	6.72017	−1.48419	Effect
K5	2.487053	3.977634	6.46469	−1.49058	Effect
K6	2.494777	4.191366	6.68614	−1.69659	Effect
O1	6.412758	4.492148	7.06369	1.92061	Cause
O2	2.528272	4.279692	6.80796	−1.75142	Effect
O3	2.491997	4.090975	6.58297	−1.59898	Effect
O4	4.613578	4.237718	8.09957	0.37586	Cause

and Figure 2.

5. Results and Discussion

The prominence value ($m_i$ in Table 4) $(x_i+y_i)$ of the barriers to CBE is used to find the relative significance of the barriers. Based on the results, the barriers are ranked as follows: O4 > K1 > M2 > O1 > K2 > S2 > M3 > O2 > T2 > K4 > K6 > S3 > S1 > T1 > M5 > O3 > M1 > T3 > K5 > P3 > M4 > T4 > K3 > P2 > P1.

The outcome indicates that the leather industry’s resistance to change (O4) is the most critical barrier in CBE practices. The transition to the CBE practices by the leather industry requires a drastic commitment change at the managerial level [40]. Most of the leather industries in India were obsessed with the traditional manufacturing process: i.e., a linear practice. Unawareness, limited exposure and knowledge of the circular economy practice restrict the change towards CBE practices. Furthermore, the abundant availability of raw materials, i.e., animal (cattle and sheep) skin, acts as a driving force for preferring the traditional practice rather than circular practice [55]. Being unconcerned with adverse environmental impact, most leather industries are not ready to take up CBE practices. Next, difficulty in forming a reliable supplier network (K1) is the second most critical barrier. Because of the importance and benefits of adopting CBE practices, only a limited number of parties are involved in the CBE supply chain network. It is difficult for the industry interested in CBE to form a robust and reliable supplier network with limited parties. The third critical barrier to CBE practices is difficulty in developing customers (M2). Apart from the industrial community, the general public is unaware of CBE practices and the need to develop products that utilize CBE practices. Many customers were of the mindset that the quality of products developed through CBE practices is inferior to products developed using virgin materials [56]. The result is that it becomes tedious and more difficult for industries engaged in CBE practices to acquire customers.

Lack of vision (O1) is the fourth critical barrier to CBE practices. The absence of foresightedness and limited awareness about current global industrial practices restrict the industrial community from embracing CBE practices. Most industries are confined to linear manufacturing practices and the competitiveness is also limited to the local vicinity. The next important barrier to CBE practices is unclear and partial understanding of the CBE concept (K2). The concept of CBE practices is gaining ground in a slow-paced manner; in most emerging economies it is still in a nascent stage. Limited awareness programs and initiatives to promote CBE practices have led to unclear and partial understanding. Therefore, aggressive steps and more awareness programs must be taken to familiarize and spread accurate information about CBE practices. Another important barrier to be addressed in CBE practices is unfavorable investment conditions (M3). The existence of misconceptions about products developed through CBE practices limits market success. In addition to this, a low level of acceptance and recognition from customers restricts stakeholders from investing in CBE practices. This creates unfavorable investment conditions [41]. Then, problems related to standards (O2) are another important barrier to CBE practices. The failure of global nations in framing and establishing a globally accepted standard for products developed through CBE practices has limited product access to the global market. This problem closes the gateway for industries engaged in CBE practices to global business.

Next, the absence of physical infrastructure (T2) is another critical barrier to CBE practices. It is the result of poor market demand and scope. As there is no great demand for CBE products, few stakeholders are showing interest and are ready to invest. This leads to a scarcity of physical infrastructure. Another significant barrier to CBE practices is insufficient research and development (R&D) and innovation (T4). Being unaware of potential benefits offered by CBE practices, both the industrial community and the government have shown minimal attention towards CBE. Failure to give sufficient impetus results in poor R&D and innovation [57].

5.1. Cause Group Barriers

Barriers falling into the cause group tend to influence other barriers; hence, they deserve immediate attention. Here, based on the values of $(x_i-y_i)$, i.e., $n_i$, the following barriers are categorized into the cause group: O1 > K2 > M4 > T2 > P2 > P1 > O4 > K1 > M2.

From Table 4 and Figure 2, it is identified that lack of vision (O1) has the highest value among the causal barriers, indicating the significance of this barrier. It seems obvious that lack of vision from the top-level industrial management remains a major impediment in the transition towards CBE practices. Only with the support and commitment from the top management level will it be possible to ensure the feasibility and success of CBE practices. Rather than taking account of the potential benefits (social, economic, and environmental) offered by the CBE practices, many industries consider adopting CBE practices to be a financial burden [58]. While the concept of CBE practices is relatively new to the leather industry, leather industry managers need to embrace CBE practices quickly because this industry has been criticized heavily for its adverse environmental impact. Earlier, it was found that restrictiveness to change (O4) was the most significant barrier in CBE practices. By continuing the conventional linear manufacturing practice, the leather industry puts more pressure on the environment. Such activity raises questions over the sustainable industrial performance of the leather industry. By adopting CBE practices, the leather industry may recover value from the wastes and lower the environmental burden. The next important influencing barrier to CBE practices is unclear and partial understanding of the CBE concept (K2). Unawareness about the need to adopt sustainable industrial practices and stringent environmental norms allow the leather industry to carry out the conventional linear industrial practice. The enactment of strict environmental laws and periodic measurement of environmental performance may motivate the leather industry to adopt CBE practices. Besides, the government must conduct periodical awareness programs and seminars to impart knowledge of CBE practices among the industrial community [59]. By doing so, there is a possibility that the industrial community may gain better insights into CBE practices. Problem in market creation (M4) is the third critical barrier to CBE practices. The perception prevails that the products developed through recycling processes are inferior in quality to products made from virgin material. Such perceptions in society drag down the preference level of customers towards products developed in CBE practices [56]. Hence, the chance of market expansion for CBE products gets halted. The absence of demand for a product reduces the possibility of market expansion, and stakeholders hesitate to invest in CBE practices.

The absence of physical infrastructure (T2) is the fourth important barrier to CBE practices. Since a poor demand for CBE products exists, only limited parties are involved in the CBE supply chain network. Since the awareness of sustainability is low, society is not actively engaged in waste management. Furthermore, waste collection centers are located in a scattered manner. Further, only a few parties are engaged in the transportation of waste materials. When compared with waste plastic collection centers, the number of waste leather collection centers is very low. Hence, it is difficult to form a reliable supply chain network [60]. The fifth and sixth critical barriers to CBE practices are unfavorable policies and politics (P2) and missing global policies (P1). The non-existence of global policy hampers the progress of CBE practices. Finally, failure in reaching consensus and harmony in framing a globally accepted framework for CBE practices remains a major hurdle [39]. With a strong framework, it is possible to ascertain a global standard for CBE products. Such policies and frameworks will help in overcoming misconceptions about CBE products in society. Furthermore, while developing the framework, the socio-economic and technical capabilities of the individual nations must be taken into consideration. Only by considering these capabilities will it be possible to determine the feasibility of the framework to be developed.

5.2. Effect Group Barriers

The barriers falling into the effect group are the consequences of the cause barriers. Other barriers easily influence these barriers. Based on the values $(x_i-y_i)$, i.e., $n_i$ given in Table 4 and Figure 2, the following barriers are categorized into the effect group: T3 > M1 > T1 > S2 > T4 > S1 > P3 > K3 > K4 > K5 > M5 > M3 > O3 > K6 > O2 > S3.

Here, lack of technology for production (T3) has been identified as the highest ranked important effect barrier. This barrier is the consequence of a lack of commitment and vision from the top-level management. When the industrial management has a wider vision and is aware of the ongoing production trend among the global industrial community, it will show interest in investing in the R&D. However, because of unawareness and lack of exposure to the global industrial community, many members of the leather industry fail to invest in R&D. Without enhancing R&D, it is difficult to make progress in CBE practices [61]. The leather industry can reuse the wastes generated with advanced technology in place, thereby recovering wealth from wastes. By doing so, the leather industry may minimize the environmental burden and increase its business performance. Next, unfavorable market environment (M1) is the second important effect barrier. Misconception about the CBE products and unawareness about their potential contribution to sustainability progress among society hamper the success of CBE products. In such a situation, finding opportunities for market penetration remains an uphill task for CBE products. Thus, there is a necessity to establish a conducive market ecosystem for CBE products. Problem in obtaining input material (T1) holds the third position in the effect group. To successfully remanufacture a product, a sufficient quantity of input material is required. In this case, due to the lack of a waste leather product collection center, the CBE practices companies face difficulty securing adequate discarded leather waste products [62]. Along with quantity, the quality of the input leather waste product is also to be considered. Hence, for the leather industry involved in CBE practices, obtaining adequate input material remains cumbersome.

The fourth important barrier to CBE practices is limited public perception (S2). As discussed earlier, the understanding of CBE practices has been heterogeneous in society. Diversified perceptions convey a deviated intention about CBE practices and their significance. Therefore, clear detail on the purpose and importance of CBE practices must be imparted among the general public. Simultaneously, society must be encouraged to prefer CBE products. Besides motivating the society to prefer CBE products, the industrial community needs to enhance funds for R&D. Insufficient research and development (R&D) and innovation (T4) is the fifth significant barrier. Customers often raise concern over the quality of the products developed through CBE practices. Under such circumstances, the industrial community must attempt to improve the quality of the product by incorporating the customers’ requirements. To meet the customers’ requirements, the industry must have robust R&D [63]. Only with robust R&D can the industry expect to meet the customers’ requirements.

6. Implications of the Study

6.1. Theoretical Implications

The theoretical contribution of this study is threefold. First, it offers an inclusive understanding and knowledge of CBE practices for the leather industry and its role in the attainment of SDGs. Most existing studies that concentrate on CBE practices have underscored its significance and drivers. This study was the first to identify the barriers to CBE practices. Furthermore, this study explores the prominence and relation between each barrier. The prominence of barriers shows criticality and the relation between barriers helps in understanding the connections. Although this study primarily focuses on the barriers to CBE practices in the leather industry, some of the barriers identified are applicable to other industries. This study identified restrictiveness to change as the prime concerning barrier to CBE practices in the leather industry. Lack of exposure and awareness prevents the leather industry from transitioning towards CBE practices. To counter this barrier, stringent environmental laws must be enacted. The leather industry may start considering the transition from linear practice to CBE practices only when strict laws are enforced.

Second, this study provides a list of barriers to CBE practices for the leather industry. The leather industry needs to enhance the R&D ecosystem as it helps convert waste into wealth. These listed barriers will act as guidelines and provide insight for the industrial management and the policy managers involved in decision-making.

Finally, this study revealed the prominence and relation of the barriers. The prominence of the barriers will help to understand the order in which the barriers have to be addressed. At the same time, the relation between the barriers helps in understanding the cause-and-effect interrelationships. By knowing the causal interrelationship and by encountering a barrier, industrial management can control the occurrence of other barriers. Certainly, the outcome of the study will help the leather industry in moving towards CBE practices.

6.2. Managerial Implications

Based on the outcome, this study offers some managerial level implications that may help the leather industry in progressing towards CBE practices. In moving towards CBE practices, both the dedication to and commitments of the top-level management are very critical. The management must show interest in investing in R&D. Only with an enhanced R&D will it be possible to reap the benefits of CBE practices. There is an increased pressure from environmentalists on the industrial community regarding sustainable industrial activity. By following CBE practices, the leather industry may get onto the path of sustainable industrial activity. Although the products developed using waste material are slowly gaining acceptance in society, it will become a viable option in the future. Hence, the leather industry must endorse CBE practices as promptly as possible.

It has been estimated that discarded leather products account for a large proportion of GHG emissions [64]. Hence, the amount of pressure mounting on the leather industry is always high. Therefore, the leather industry is in a situation to find an alternate material. With the support of R&D, the leather industry can come up with an alternate environment-friendly raw material. Therefore, the leather industry needs to enhance its R&D. In addition, the industrial community has to step forward in promoting CBE products. Such promotion efforts by the industry may create an eco-friendly and green brand image in society. Further, the leather industry and other stakeholders need to establish units for collecting waste and discarded material from the customers. The collected discarded material may be used by the industry in the remanufacturing process, thus keeping the product in the closed loop.

The non-existence of globalized standards for the CBE product has been a great concern [65]. The need to minimize the adverse environmental impact has been a common problem faced by industrial communities worldwide. As an attempt to minimize the environmental burden, most industries choose circular practice. Having a sufficient market demand for the remanufactured product will encourage more industries to adopt CBE practices. To create a sufficient market, it is necessary to have a globalized standard for remanufactured products. Apart from the industrial community, the government must give a financial stimulus package for the industries engaged in CBE practices. Financial subsidies and concessions from the government for the industries may yield a turnaround in the industrial activity.

7. Conclusions

CBE practices need to be incorporated by the global industrial community as it is believed to be an important environmental innovation in curbing the hazardous environmental impact of industrial wastes. However, compared with developed countries, developing countries such as India are often marred with many barriers to managing industrial wastes and have not enhanced the infrastructural facility essential for CBE practices. Therefore, there is an imminent need to identify and evaluate the barriers to CBE practices, and in this study, an attempt has been made to evaluate the barriers to CBE practices in the Indian leather industry context. Despite their significance, so far very few empirical studies have been carried out to investigate barriers to CBE practices in India. To fill this research gap, this study identifies the barriers to CBE practices in the Indian leather industry and also measures the degree of criticality of these barriers. Here, the rough-DEMATEL technique is used to evaluate the barriers to CBE practices. Based on $(x_i+y_i)$ values, i.e., $m_i$, the barriers are prioritized, and using $(x_i-y_i)$ values, i.e., $n_i$, the barriers are classified into cause and effect groups. When $n_i$ value is positive, the barrier falls into the cause category and when it is negative, the barrier falls into the effect category.

In this study, a real-time empirical study was carried out regarding barriers to CBE practices in the Indian leather industry context, wherein twenty-five barriers were identified and categorized into six categories as per relevant literature and experts’ inputs. Then, the barriers were evaluated using R-DEMATEL based on the experts’ inputs. According to prominence value $(m_i+n_i)$, restrictiveness to change, difficulty in forming a reliable supplier network, difficulty in developing customers, lack of vision, and unclear and partial understanding of CBE concept are the top five critical barriers to CBE practices. Likewise, based on $(m_i-n_i)$ values, the barriers are grouped into cause and effect categories. Here, nine barriers fall into the cause group and the remaining sixteen barriers fall into the effect group. Barriers such as lack of vision, restrictiveness to change, an unclear and partial understanding of CBE concept, problem in market creation, absence of physical infrastructure, unfavorable policies and politics, missing global policies, difficulty in forming a reliable supplier network, and difficulty in developing customers fall into the cause group. Generally, barriers falling into the cause group need immediate attention. Further, the nine barriers of the cause group also hold the top position on the basis of prominence values. Hence, these barriers need to be addressed by the industrial management and policymakers in streamlining the CBE practices.

This study contributes significantly to the CBE literature by providing a consolidated list of barriers. Further, this study is carried out in the Indian leather industry context, which has not been explored. Both prominence and causal interrelationship among the barriers to CBE practices has been explored which may provide better insights for researchers and practitioners. Despite its contribution to the CBE literature, this study has limitations that provide a scope for future study. In this study, the Indian leather industry alone is considered. The barriers considered in this study may not be applicable to other industries. Furthermore, a study focusing on only one country may not represent an exact picture of developing countries. Hence, a cross-country study should be performed. In addition to causal interrelationship, the hierarchical relationship could be examined by integrating the interpretive structural modelling (ISM) technique and structural equation modelling (SEM) with the DEMATEL method.