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To expand beyond existing research on the integration of supply chain and new product development that has a limited focused on the need to pre‐inform supply chain before…
To expand beyond existing research on the integration of supply chain and new product development that has a limited focused on the need to pre‐inform supply chain before product launch, the need for new product development to consider the impact of product design on supply chain operations and research has focused on ensuring product availability at the product launch.
This research note suggests avenues forward and areas for practice and research to progress.
The existing and limited focus on involving supply chain in new product development overlooks several central issues and opportunities that companies are beginning to explore and that can be supported by research. In particular the opportunity to focus on leveraging supply chain in new product development, for greater market impact and revenue growth.
Addressing the path forward, beyond limited approaches requires greater alignment between new product development and supply chain, it requires a focus that goes beyond just ensuring product availability and it requires alignment much further upstream in the new product development process. Examples of early progress in companies are provided.
In addition to summarizing existing research, new avenues for research and practice are offered that can tremendously improve alignment and the contribution of supply chain on new product development, for the good of the company as a whole. Specific research areas are suggest to enable research to support the realization of the path forward in this area.
Provides a preliminary exploration of the control of new product development in the UK by means of a survey of 30 companies. Identifies interactions between business…
Provides a preliminary exploration of the control of new product development in the UK by means of a survey of 30 companies. Identifies interactions between business evaluation, development and screening. Concludes that development and business evaluation can influence one another, and that product features and design features etc. can be added or deleted through decisions from either of these phases.
The innovative process of new product development remains unique within most organizations. This uniqueness stems from the requirements of the new product development…
The innovative process of new product development remains unique within most organizations. This uniqueness stems from the requirements of the new product development manager to grapple with both the universe of emerging technologies from which a new feature or improvement must be found and to simultaneously maintain a constant awareness of the requirements of an ever-changing customer base. Amongst all of this uncertainty, there is still a time when new product development managers choose to ignore the warning signals that a project is failing and continue to commit resources. This paper refers to this as irrational commitment. This paper aims to examine the uncertainty of new product development and the reasons for this irrational commitment to failed projects.
The paper used a structured systematic review of literature to identify the most common types of irrational commitment in new product development and their impact on the corporation.
The paper provides insights into the causes and effects of management irrationally committing to new product development projects that are doomed to failure. It suggests that the three major areas of knowledge that need to be better integrated into the decision-making process are technology trends, marketing knowledge and the capabilities of the company itself.
Because of the chosen research approach of using a systematic review of literature, primary research needs to be conducted in the future to validate and refine the findings of the paper.
The paper provides leadership with guidelines to avoid irrationally committing to failed new product development efforts.
This paper adds to the literature on innovation systems.
Proposes a new product implementation process which is designed to reduce the risk inherent in new product introductions in consumer markets. Defines the stages of this process as idea generation, idea screening, conceptual development and testing, business analysis, product development, test market, and product introduction. Concludes that this process differs from previous models in suggesting a team be created to manage the development, speeding up the tasks in each stage.
The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product…
The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).
This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.
The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.
This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.
This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.
This chapter treats new product development in relation to management and organization. The data comprise new product development within four Danish manufacturing firms…
This chapter treats new product development in relation to management and organization. The data comprise new product development within four Danish manufacturing firms studied by interviewing the management, product leaders and other employees. The results show how integrated product development procedures have furthered a stronger market orientation. The stage-gate version of integration has fertilized knowledge across functions. The new procedures have made the understanding of cooperation across functions topical and have been followed up by more involvement of the employees. The changes have run into barriers which to a certain extent have been met by organizational changes.
This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.
The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.
Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.
The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.
The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance…
The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.
As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of…
As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.
In every industry there are resources. Some are moving, others more fixed; some are technical, others social. People working with the resources, for example, as buyers or…
In every industry there are resources. Some are moving, others more fixed; some are technical, others social. People working with the resources, for example, as buyers or sellers, or users or producers, may not make much notice of them. A product sells. A facility functions. The business relationship in which we make our money has “always” been there. However, some times this picture of order is disturbed. A user having purchased a product for decades may “suddenly” say to the producer that s/he does not appreciate the product. And a producer having received an order of a product that s/he thought was well known, may find it impossible to sell it. Such disturbances may be ignored. Or they can be used as a platform for development. In this study we investigate the latter option, theoretically and through real world data. Concerning theory we draw on the industrial network approach. We see industrial actors as part of (industrial) networks. In their activities actors use and produce resources. Moreover, the actors interact − bilaterally and multilaterally. This leads to development of resources and networks. Through “thick” descriptions of two cases we illustrate and try to understand the interactive character of resource development and how actors do business on features of resources. The cases are about a certain type of resource, a product − goat milk. The main message to industrial actors is that they should pay attention to that products can be co-created. Successful co-creation of products, moreover, may require development also of business relationships and their connections (“networking”).