Tutor to provide a mock-up/ideas of all three (3) sections in the attached document. Your additional input will be incorporated into the paper. Please highlight your inputs; the paper should be at mos

Tutor to provide a mock-up/ideas of all three (3) sections in the attached document. Your additional input will be incorporated into the paper. Please highlight your inputs; the paper should be at mos
How would you evaluate the overall progress in transforming your company into a profitable circularity business?  What are breakthrough values achieved, or lack thereof?  Please provide supporting evidence for the progress assessment. Round ROI (%) ROM Inflow circularity Outflow circularity Circularity (%) Profit after tax Emergency loan -4.62 -4.27 -4,006,351 587,648 -35.04 -34.32 37.04 18.52 -32,394,227 5,455,932 -28.78 -36.61 32.81 8.10 20.46 -26,758,332 5,255,348 -30.49 -39.34 32.29 8.85 20.57 -28,497,697 4,682,988 -17.56 -60.33 44.13 7.11 25.62 -43,763,094 50,278,748 -4.09 -7.17 44.33 9.12 26.72 -6,056,965 15,849,029 What are your overall transformation approaches in terms of “strategic” and “functional” operation models?  As the transformation initiative evolves, do strategic priorities change?  If so, how, and why?  If not, why not? Approach : R1 – refurbishment and redistribution instead of maintenance and repair. Direct sales, no maintenance package or RSP provider. Only circularity from buybacks and refurb (inbound) R2 – primarily focus on refurb and secondary focus on remanufacture to improve circularity. Reduce material cost and maintenance labor cost. Slight increase to circularity given the addition of outbound. R3 – continuing with primary strategy of refurb, switch RSP providers and pursue a secondary strategy with that to improve our circularity. Made circularity promises to customers, secondhand sales were lower and RSP costs increased. R4 – focus on improving circularity this round. evaluated each supplier individually and their customer needs to see what option made the most sense (lease or direct). Underestimated the amount of maintenance and refurb needed given the new lease conditions. reduce our returned product cost and increased our secondhand sales R5 – focus on ROM and the increasing the durability of the product What are lessons learned in terms of the strategic keys to achieving breakthrough value(s), or shortcomings that prevent transformation values from being realized? Thinking both within and beyond the strategies implemented in the simulation, what are your recommendations going forward to boost circularity performance? Tutor to provide a mockup/ideas of all three (3) sections above and will be incorporated into the paper