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- Reverse Logistics: A Mixed-Methods Analysis of Barriers, Strategies, and Key DeterminantsPublication . Soares, Miguel Norberto Mendes; Paço, Arminda Maria Finisterra do; Braga, Alexandra Maria SilvaGrowing concern about the environmental impacts of supply chain activities have stimulated the adoption of more sustainable models, highlighting the transition from a linear paradigm to a circular model. In this context, Reverse Logistics (RL) emerges as a fundamental strategic tool, allowing the recovery, re-use and recycling of products and material at the end of their life-cycle, and contributing to environmental, social and economic sustainability. Despite the recognised importance of RL as a strategic tool to promote the sustainability of supply chains, many companies, especially Small and Medium-Sized Enterprises (SMEs) in the textile and footwear sectors in Portugal, find effective implementation difficult. Therefore, this study aimed to identify and analyse the main barriers hindering adoption of RL in these industries, as well as exploring strategies to implement viable and effective RL networks. To do so, and to increase knowledge about the implementation of RL in textile and footwear SMEs, a mixed methodological approach was adopted, including quantitative and qualitative methods in the five studies making up this thesis. The study began with a Systematic Literature Review (SLR) (first study), following the Denyer and Tranfield (2009) protocol, to map existing scientific knowledge about RL and sustainability. The search carried out in May 2023 on the Web of Science and Scopus databases used the key-words “Reverse Logistics” and “Sustainability. The second study applied the Fuzzy Delphi method to validate and categorize in terms of relevance the barriers to implementing RL. This method allowed validation of a number of barriers with a negative impact on implementation of an efficient reverse flow network. The third study combined Interpretive Structural Modeling (ISM) and Matrices d’Impacts Cross-Multiplication Appliqúe a Classmate (MICMAC) analysis to map hierarchical relations among the barriers. A focus group with eight RL specialists, carried out via Zoom, developed a graphic model of interdependences. The MICMAC analysis classified the barriers in four quadrants (autonomous, dependent, linking and independent), identifying those with the biggest impact. The fourth study focused on SMEs in the textile and footwear sectors, using semistructured interviews with supply chain managers. The intentional sample was formed of participants with practical experience of RL, meaning the themes addressed could be dealt with in depth. The interviews lasted 30 minutes on average and explored specific barriers in the SME context and strategies to overcome them. Finally, the fifth study included the Fuzzy Analytic Hierarchy Process (FAHP) and Fuzzy F-MARCOS to prioritize RL implementation strategies. FAHP attributed weights and criteria based on specialists’ linguistic evaluations, while Fuzzy Measurement of Alternatives and Ranking according to Compromise Solution (F-MARCOS) ordered the strategic alternatives, handling uncertainties inherent to multi-criteria decisions. The main research trends in this area were identified, namely, the development of optimization models, performance assessment, outsourcing activities and the challenges of implementation. The most significant barriers to implementation of RL were found to be categorized in seven groups, highlighting the uncertainty in returning products, high costs and the lack of management commitment as the main factors preventing effective implementation. Analysis of the inter-relations among barriers, using ISM and MICMAC methods, showed that the "lack of an appropriate organisational structure" has the greatest influence, with a direct effect on social responsibility. In the textile and footwear sector, the reasons for adopting RL include environmental sustainability, economic benefits and social responsibility. Nevertheless, companies face challenges such as high operational costs and a lack of collaboration. To overcome these obstacles, this study proposes strategies such as the outsourcing of RL activities and developing strategic partnerships.