Drakki

SRL 8 - proposed solution(s) as well as a plan for societal implementation

Drakki

modular furniture custom made to your needs

Sorsele, Västerbotten, Sweden

ORGANISATION / PARTNERS

Drakki AB

BUSINESS MODEL

SCALE: National

Stakeholder:

Private Sector

Type:

B2B - Business to BusinessB2C - Business to ConsumerB2G - Business to Government

BUSINESS MODEL FORMAT:

Product Type(s):

FACET & LEVEL

FACET:

Built EnvironmentCreative Arts/CultureCultural HeritageDesignManufacturingMaterial FlowsRepairReuseSupply Chain

LEVEL:

Micro - Company/Organisation

Company/Organisation
Nano - User, Product, Component & Material

The circularity of products, components, and materials, included in three wider systemic levels, all along the value chain and through- out their entire lifecycle

SOCIETAL READINESS LEVEL & POTENTIAL

FUTURE POTENTIAL

ScaleableReplicableNetworkable

SOCIETAL READINESS LEVEL

SRL 8 - proposed solution(s) as well as a plan for societal implementation

SRL 8 - proposed solution(s) as well as a plan for societal implementation

CIRCULAR CYCLE PHASE

STATUS & TIMELINE

Milestone title	Date	Content
eg start date

DESCRIPTION

TITLE: Drakki

CONCEPT: modular furniture custom made to your needs

Drakki is a Swedish furniture brand that designs and manufactures storage furniture in solid pine, with production based in Gargnäs, Lapland. The company’s operations are built on a modular system in which side panels, shelves, doors, and other components can be combined to create customized storage solutions. The product range includes, among other things, bookcases, sideboards, hallway furniture, and bedside tables within the Boreal and Horisont collections.

The company offers both standard solutions and customized furniture. Customers can choose from selected standard colours (water-based paint), any NCS colour, or untreated surfaces. Drakki also provides sketch templates for customers who wish to create their own made-to-measure solutions or special projects.

Production is based on locally sourced timber and methods aimed at long product lifespan, minimal waste, and the possibility to restore or add to the furniture over time. Drakki works according to a concept of sustainable, modular furniture-making with a focus on flexibility, function, and individual customization.

The name Drakki is inspired by Dráhkie, the Sámi name for the village of Gargnäs, where the company’s production takes place.

LOCAL LANGUAGE DESCRIPTION: Svenska

Drakki är ett svenskt möbelvarumärke som utvecklar och tillverkar förvaringsmöbler i massiv furu, med produktion i Gargnäs i Lappland. Verksamheten bygger på ett modulärt system där gavlar, hyllplan, dörrar och andra komponenter kan kombineras för att skapa anpassade förvaringslösningar. Sortimentet omfattar bland annat bokhyllor, sideboards, hallmöbler och sängbord inom kollektionerna Boreal och Horisont.

Företaget erbjuder både standardlösningar och kundanpassade möbler. Kunder kan välja mellan utvalda standardkulörer (vattenbaserade färg), valfri NCS-kulör eller obehandlade ytor. Drakki tillhandahåller även skissunderlag för kunder som vill utforma egna måttanpassade lösningar eller specialprojekt.

Produktionen bygger på lokalt virke och metoder som syftar till lång livslängd, små avfallsmängder och möjlighet att i efterhand restaurera eller komplettera möblerna. Drakki arbetar utifrån ett koncept av hållbart, modulärt möbelskapande med fokus på flexibilitet, funktion och individuell anpassning.

Namnet Drakki är inspirerat av Dráhkie, det samiska namnet för den lappländska orten Gargnäs där företagets produktion sker.

IMPACT

BARRIERS

TECHNOLOGICAL
- Circular design
- Geographic dispersion of supply chains
- Geographic dispersion of products/materials
SOCIAL
- Lack of awareness
- Lack of sense of urgency
- Lack of community connection
- Lack of trust
- Consumption habits
- Social status linked to consumption
REGULATORY
- Obstructing laws and regulations
- Limited Circular Procurement
- Government incentive support the linear economy
- Circularity is not efficiently integrated into innovation policies
- Recycling policies are not efficient enough to yield high quality
- Governance issues related to responsibility and property
- Lack of global consensus
- Absence of consistently applied standards and protocols
- Strict planning and permission hurdles
CULTURAL
- Lack of leadership
- Company/community culture
- Limited understanding on impacts
- Consumer interest and awareness
- Operating in a linear system
- Change of mindset
- Resistance by key stakeholders seeking the status quo
MARKET
- High upfront investment costs
- Limited funding
- Limited reverse logistics capacity
- Complementary skills/services required
- Lack of fiscal tools for internalizing environmental costs

ENABLERS

TECHNOLOGICAL
- Increased resource productivity, cost reductions
- Increased environmental performance
- Increased efficiency
- Digital technologies and engineering to support business models
REGULATORY
- Green & Circular Procurement
- Extended Producer Responsibility (EPR)
- Tax shift from Labour to Resources
- No or low VAT on circular products and services
- Provide access to funding to encourage experimentation, innovation and redesign
- Foster the development of new technologies with the support of public authorities
- Assess progress using reliable indicators for imports and local production while accounting for the life cycles of products
- Use of circular performance indicators by governments, investors and businesses can encourage the value chain to become more circular
- Investment in education and employment services to prepare the market for the next economy
- Promote public-private partnerships to better counter and lift political barriers
- Social Procurement
SOCIAL
- Change in the choices made by consumers
- Increased status related to second-hand and circular products
- More inclusive and connected communities
- Stronger personal connections
- Shared norms, values, attitudes, and beliefs
CULTURAL
- Integration of the CE concept into training and educational programs
- Better consideration of the labour force
- Supporting an inclusive workforce
- Reduced gender inequality
- A creative and skilled problem-solving resource
- Preparation of future professional practices and understanding
MARKET
- Need for a long-term vision by businesses
- Knowledge of impact
- Competitive advantage for early adopters
- Digital infrastructure
- Valuing the services, not only the products - provided by nature
- New alliances and collaborations
- Access to regional / global supply of secondary materials & by products