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Article
Publication date: 5 December 2018

Paraskeva Wlazlak, Kristina Säfsten and Per Hilletofth

Although prior research provides evidence that production ramp-up is often disrupted by supplier-related problems, it fails to discuss how the original equipment…

Abstract

Purpose

Although prior research provides evidence that production ramp-up is often disrupted by supplier-related problems, it fails to discuss how the original equipment manufacturer (OEM) and various types of suppliers integrate their functions and operations to secure preparations for production ramp-up. The purpose of this paper is to investigate OEM–supplier integration in a new product development (NPD) project to prepare for production ramp-up.

Design/methodology/approach

The results presented in this paper are based on a real-time, longitudinal study of a single collaborative NPD project in the mechanical engineering industry. The NPD project involves seven suppliers and it is carried out in a large Swedish company (the OEM) and fits the theory-elaborating approach of this research.

Findings

This study argues that the aspect of timing in OEM–supplier integration, the OEM’s research and development (R&D) attitude toward collaboration and the OEM’s (R&D) operating procedure are challenges affecting the preparation for production ramp-up. The following three mechanisms to facilitate OEM–supplier integration in order to prepare for production ramp-up are also discussed: the mediator’s role, the OEM’s face-to-face meeting at the project level and suppliers’ formal face-to-face meetings with the OEM and internally.

Originality/value

This paper elaborates on and extends prior research on production ramp-up by conducting an empirical analysis that incorporates supplier integration in NPD. It bridges the gap between the literature on production ramp-up and on supplier integration in NPD and clearly indicates that supplier integration is an important prerequisite for successful production ramp-up.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 2
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 19 July 2013

Trevor Cadden and Stephen John Downes

Organizations are identifying strategic supply chain relationships as a major source for competitive advantage. Interest in the concept is becoming prevalent in many…

Abstract

Purpose

Organizations are identifying strategic supply chain relationships as a major source for competitive advantage. Interest in the concept is becoming prevalent in many industries, including new product development within the engineering sector. Collaborative supplier relationships are being used in new product development as a tool to share the development burden and reduce the development life cycle. The purpose of this paper is to develop a business process to act as a roadmap for optimum supplier integration.

Design/methodology/approach

An Engineering case organisation (Genco Inc.) is explored to provide an understanding of the extent and timing of supplier involvement, within new product development. Subsequently a high level business process is developed to govern early supplier integration, within a product development phase gate model.

Findings

The findings suggest and the business model strives to create a more holistic view of supplier integration; extending the scope beyond the individual firm‐centric factors, the paper develops the importance of supplier collaboration, design for supply chain and consideration of the overall value network. The business process creates a move towards defining supplier commodity types pre‐project launch, strategically timing and managing the extent of supplier integration.

Practical implications

The business process can be used to govern supplier integration by categorising commodity type. Each supplier classification can be phased into the development project to maximise the efficiency of development collaboration. The resulting process also acts to share accountability to create future roadmaps and accountability for future competitive advantage.

Originality/value

Currently, to the best of the authors' knowledge, an individual case organisation has not been documented with regards the extent of supplier involvement or timing, nor has an early supplier involvement (ESI) business process been developed.

Details

Business Process Management Journal, vol. 19 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Content available
Article
Publication date: 16 October 2018

Garrett Lane Cohee, Jeff Barrows and Rob Handfield

Each year, the US defense industry outsources nearly $400 bn of domestic goods and services through competitive bids. These procurement activities are quite often complex…

Abstract

Purpose

Each year, the US defense industry outsources nearly $400 bn of domestic goods and services through competitive bids. These procurement activities are quite often complex and specialized in nature because of a highly regulated federal acquisition contracting environment. Ongoing calls to improve supplier management and drive innovation in the defense industry offers an opportunity to adopt Early Supplier Integration (ESI) initiatives that have proven successful in the private sector. This paper identifies critical ESI activities and acquisition practices that the defense industry should adopt to ensure enhanced effectiveness in new product development.

Design/methodology/approach

Leveraging a conceptual ESI model derived from the research, an in-depth case study of 12 product development projects from a major defense contractor was performed. In the context of project performance, critical ESI activities and moderating effects were assessed.

Findings

Three key ESI activities have the greatest impact on aggregate project performance: system design involvement, design adjustment opportunities and design for manufacturability/assembly/testability involvement. Use of formal supplier agreements also significantly impacts project performance during the development phase. In addition, project complexity and product team maturity were identified as environment moderators; higher complexity projects tended to negatively moderate the impact of ESI upon performance, and higher team maturity levels tended to positively moderate the impact of ESI upon performance.

Originality/value

The results provide a sound framework for empirical validation through future quantitative studies and defense industry analyses. In addition, insights and recommendations for interpretation and adaptation of federal acquisition regulations to allow increased utilization of ESI within the defense industry are substantiated.

Details

Journal of Defense Analytics and Logistics, vol. 3 no. 1
Type: Research Article
ISSN: 2399-6439

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Article
Publication date: 1 February 2004

Melissa Cousineau, Thomas W. Lauer and Eileen Peacock

Presents a description of the implementation of a supplier source integration (SSI) program at a large manufacturing company, and the challenges faced in the pursuit of…

Abstract

Presents a description of the implementation of a supplier source integration (SSI) program at a large manufacturing company, and the challenges faced in the pursuit of new processes, methodologies and techniques. Discusses issues pertaining to the management of interfaces with the supplier over the entire product development life cycle. There is particular focus on the choice of the supplier and overcoming problems arising from the in‐house design team. Previous experiences of the company with SSI have given the current design team a number of positive and negative results together with a set of recommendations that can be used in the current implementation of SSI for an exhaust system. These can also provide the basis for determining a future strategy.

Details

Supply Chain Management: An International Journal, vol. 9 no. 1
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 28 June 2011

Antonio K.W. Lau

Recent studies have found inconsistent findings on the impact of supplier and customer involvement on new product development. This study thus aims to explore what…

Abstract

Purpose

Recent studies have found inconsistent findings on the impact of supplier and customer involvement on new product development. This study thus aims to explore what contextual factors affect supplier and customer involvement altogether and how such involvement affects new product performance.

Design/methodology/approach

The study used structural equation modelling to analyze empirical survey data from 251 manufacturers in Hong Kong.

Findings

The study found that modular design, product innovation, and internal coordination are positively correlated with the supplier and customer involvement. Such involvement and product innovation lead to better new product performance.

Research limitations/implications

The study is limited to the use of cross‐sectional data and a single key informant approach, and the industry structure of the sampled industries.

Practical implications

The study examines the contextual factors of supplier and customer involvement and how such involvement relates to new product development with new empirical evidence. The study not only provides new empirical evidence to support the importance of supply chain management in product development, but also extends existing literature to identify new contextual factors for such involvement.

Originality/value

The study re‐examines generalized beliefs about supplier and customer involvement in new product development, and extends prior studies of the contextual dimensions of product modularity, product innovativeness, and internal coordination on such involvement in an empirical way.

Details

Industrial Management & Data Systems, vol. 111 no. 6
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 22 July 2020

Odkhishig Ganbold, Yoshiki Matsui and Kristian Rotaru

Using the assumptions of the resource-based view, relational view and swift, even flow theories and the overarching principles of supply chain management, the study aims…

Abstract

Purpose

Using the assumptions of the resource-based view, relational view and swift, even flow theories and the overarching principles of supply chain management, the study aims to test the role of information technology (IT) capability (cross-functional application, supply chain application and data consistency) in enabling supply chain integration (SCI; internal, customer and supplier integration) and the impact of SCI on firm's operational performance in terms of quality, delivery, production cost, inventory level, customer service and product-mix flexibility.

Design/methodology/approach

The structural equation modeling approach is used to test theoretical predictions underlying the relationship among dimensions of IT capability, SCI and operational performance based on data obtained from senior executives of 108 large manufacturing firms listed in the Tokyo Stock Exchange.

Findings

The results suggest that IT capability has positive impact on SCI, except for data consistency, which is found to have negative impact on internal integration. The results further indicate that SCI, especially customer integration, has positive and significant impact on all operational performance indicators.

Practical implications

The findings inform future initiatives associated with the SCI improvement via specific IT capabilities. When undertaking such initiatives, managers are advised to consider the differential impact of the following IT capabilities on SCI: cross-functional applications, supply chain applications, and data consistency capability.

Originality/value

The study makes an empirical contribution to the body of knowledge by demonstrating the value of the multidimensional representation and analysis of IT capability, SCI, and operational performance given a differential and even opposed influence by some of the dimensions in specific business contexts.

Details

Journal of Enterprise Information Management, vol. 34 no. 3
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 4 July 2016

Sudeep Kumar Pradhan and Srikanta Routroy

The purpose of this paper is to identify and develop the structural relationship among the key drivers to control and enhance the supply management (SM) performance in…

Abstract

Purpose

The purpose of this paper is to identify and develop the structural relationship among the key drivers to control and enhance the supply management (SM) performance in Indian manufacturing environment.

Design/methodology/approach

The drivers (i.e. sourcing alternatives and supplier selection, supplier development (SD), contract management (CM) and risk management (RM)) of SM were identified and SM integration model was proposed through literature review and in consultation with industry experts. The proposed model was validated by capturing experts’ view in Indian manufacturing environment. The strength of relationships between these drivers and on SM performance was also established using structural equation modeling.

Findings

CM has positive direct effect on SM performance and two drivers (i.e. sourcing alternatives and supplier selection, and SD) have positive indirect effect mediated by CM. Whereas, RM has direct and indirect (mediated by CM) positive effect on SM performance in Indian manufacturing environment.

Research limitations/implications

This model can be validated for manufacturing industries in other countries.

Practical implications

This model provides a comprehensive relationship among four drivers of SM and shows the direction for designing and implementing appropriate policies in order to enhance the SM performance in Indian manufacturing environment.

Originality/value

Although many issues related to SM have been widely researched, but no literature has been reported related to SM integration model consisting of its drivers in general and in Indian manufacturing environment in specific. The key drivers of SM were identified and their relative importance was analyzed in Indian manufacturing environment.

Details

International Journal of Operations & Production Management, vol. 36 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 7 September 2015

Robin von Haartman and Lars Bengtsson

The interest in global purchasing has increased significantly in recent years, but the impact on product innovation is not well understood. The purpose of this paper is to…

Abstract

Purpose

The interest in global purchasing has increased significantly in recent years, but the impact on product innovation is not well understood. The purpose of this paper is to empirically analyse the impact of global purchasing on product innovation sourced from suppliers, while taking into account how firms integrate their suppliers.

Design/methodology/approach

The data used in this study are from the International Purchasing Survey, an international online survey on purchasing and supply management conducted in 2009. The data are analysed using factor and regression analyses.

Findings

The paper shows that global purchasing has no direct impact on product innovation performance. However, supplier integration is more strongly associated with product innovation performance for firms purchasing globally compared to firms purchasing regionally.

Practical implications

The implication is that when companies purchase globally, they must have a highly developed purchasing department in order to sustain a high level of innovation. For firms purchasing only regionally, the role of the purchasing department is diminished, at least in terms of contributing to innovation.

Originality/value

This paper contributes to the discussion of potential advantages and disadvantages of global purchasing. First, the paper provides an explanation for the ambiguous results of previous research. Product innovation does not depend on whether firms are purchasing globally or not, it depends on how they purchase. This paper has showed that when purchasing globally, the role of the purchasing department becomes crucial for product innovation. The proficiency and activities of the purchasing department largely determine the success, in terms of supplier product innovation, of global purchasing.

Details

International Journal of Operations & Production Management, vol. 35 no. 9
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 24 October 2008

Yuan‐Yuan Jiao, Jun Du, Roger J. Jiao and David L. Butler

Existing earlier supplier involvement (ESI) models mostly emphasize the product development perspective with limited attention to the process development dimension…

Abstract

Purpose

Existing earlier supplier involvement (ESI) models mostly emphasize the product development perspective with limited attention to the process development dimension. Towards this end, this paper aims at a tailored framework for semiconductor manufacturing firms by taking into account the implementation of ESI in process development as well as product development.

Design/methodology/approach

A number of well‐recognized propositions are examined through a case study of MIC Semiconductors Asia. Based on observations from the case study, the problems of existing frameworks are analyzed and accordingly possible solutions are explored.

Findings

The case study reveals the importance of process development in ESI implementation. It is imperative to build up on some fundamentals of the company before ESI can be carried out successfully. Also observed is that the effectiveness of a supplier selection criterion should be gauged from the performance of the suppliers. It is also found out what type of relationships with suppliers are favorable to ESI, regardless whether the length of the relationship can be translated to trust in technical capability in practice.

Originality/value

Examining existing ESI models through a real case study sheds light on the practical application of ESI. In particular, the semiconductor manufacturing process is emphasized in addition to the general ESI focus on product development.

Details

Journal of Manufacturing Technology Management, vol. 19 no. 8
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 28 August 2007

Antonio K.W. Lau, Richard C.M. Yam and Esther P.Y. Tang

This paper aims to examine how an organization can achieve higher performance through integrating supply chain product co‐development (SCPC) and modular product design.

Abstract

Purpose

This paper aims to examine how an organization can achieve higher performance through integrating supply chain product co‐development (SCPC) and modular product design.

Design/methodology/approach

Based on a comprehensive review of literature on product development, supply chain management and system theory, the four proposed hypotheses concerning the relationships among SCPC, product modularity (PM), manufacturing capabilities and product performance (PP) were tested empirically through a sample of 251 Hong Kong manufacturers.

Findings

SCPC is found to have a direct and positive relationship with PM and PP. PM improves flexibility and customer service and in turn PP.

Research limitations/implications

Given the cross‐sectional nature of the study and the focus on manufacturing industry, future research should replicate this study in different industries with more longitudinal studies.

Practical implications

The study provides solid evidence that managers should involve their suppliers, internal functional units and customers early in their design stages, especially in the decisions relating to PM. The study has also demonstrated that product co‐development affects PP in both direct and indirect ways.

Originality/value

The present study empirically verifies the relationships between supply chain integration and modular product design by means of SCPC and PM. Similar empirical research is absent from the literature on relevant disciplines.

Details

Industrial Management & Data Systems, vol. 107 no. 7
Type: Research Article
ISSN: 0263-5577

Keywords

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