Life Cycle Management (LCM) is a business toolbox involved in productand firm-based decision-making (Rowledge et al. 1999). It is complementary to existing management structures and sits at the finance-technology-environment interface. The assessments involved in LCM are both quantitative and qualitative, the former often reducible to quantifiable indicators (see e.g., Hunkeler and Biswas 2000), as is the norm in, for example, accounting. LCM, therefore, aims at integrating environmental concerns into industrial and business operations by considering off-site, or supply chain, impacts and costs. LCM seeks to increase the competitiveness of new, and existing, products by examining advantages, and business risks, associated with the environmental and social aspects of a product, throughout its life cycle. Therefore, LCM can be seen as a means of putting sustainable development to work within a firm, given its temporal and financial constraints.
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