The feasibility of developing new automotive parts from the supplier perspective: proposal of a managerial tool for a plastics company (original) (raw)
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2009
In order to comply with the market demands and a complex product development cycle such as the automobile, the assembly companies are integrating the suppliers in the product development process (PDP). There are strong indications that this customer-supplier collaboration provides benefits such as cost reduction, development time reduction, reducing the chances for project delays, and facilitates the incorporation of new technologies. The objective of this article is a revision of the literature about the integration of the supplier in the product development process.
In Chains? Automotive suppliers and their product development activities
2003
Our research, based on a survey of 161 Swedish automotive suppliers, investigates whether the level of product development activity by a firm is uniquely determined by its position in the supply chain, or also by its competitive strategy and customer characteristics, in terms of their orientation towards product development collaboration. The results indeed demonstrate that product development activity by suppliers is not solely determined by their position in the chain, but also by their focus on innovation as a competitive strategy. The distribution of product development activities across the automotive supply chain
An Integrated Decision Making Framework for Automotive Product Development with the Supply Chain
Procedia CIRP, 2014
It is evidenced that manufacturing firms in order to be more competitive in market, must continuously update their product offers in order to better satisfy the customers' requirements. Management should use the supply chain features more frequently, as the increased rate of product introductions, demands more from a business and needs more efforts to deliver the new products effectively and efficiently. To deliver the products at the targeted cost, time, and quality, the supply chain must be aligned with New Product Development (NPD) decisions. This will allow the manufacturing firm to overcome problems such as (partially) failed product launches due to the lack of product availability because of insufficient capacities. The integrated NPD-Supply Chain Management (SCM) enterprise has the benefit of increased supply chain capability, thus increasing the effectiveness of new product introductions and improves enterprise's performance. This research mainly focuses on automotive sector due to its supply chain environment being the subject of extensive research within its product development integration. The research also introduces the development of a framework that integrates flow of activities within the manufacturing enterprises and shows that this contributes all the business functions. It also aims to focus on using current modelling tools to represent the product development processes of its Original Equipment Manufacturer (OEM) and its suppliers. Through this research, the aim is to link the product development (PD) within a SCM context for an extended enterprise and to investigate the effect of the integration of SCM with NPD. The possible integration points will provide baseline guidelines to identify the key decision making points within the entire supply chain.
A new organisation for supplier involvement in vehicle design: the Italian automotive industry case
International Journal of Automotive Technology …, 2001
This paper concerns the organizational solutions that best match the need to manage the new product development process in a context of the growing pace of new product introduction, high product variety and complexity, and strong supplier involvement in automotive component design. A very recent organizational structure for new product development at Fiat Auto, a global car manufacturer, will be presented and discussed in the light of recent literature. Strategies based on a major supplier involvement in design seem to benefit from the so-called extended platform organization, and from the centralization of component design responsibilities in a newly created organizational unit. This latter facilitates supplier involvement at the concept stage of development and, at the same time, allows the leverage of components and systems technology across models. This setting provides a valid counteraction against some pitfalls of the traditional platform based structure, in which the involvement of suppliers at the concept stage is often too idiosyncratic to the specific model under development, incurring diseconomies of scale and scope.
Managing supplier involvement in product development::: Three critical issues
European Management Journal, 2001
Despite some successes in involving suppliers early and intensively in product development within the automotive and electronics industries, many companies still experience substantial difficulties in managing this involvement. This article examines three related critical issues: (a) identifying specific processes and tasks for the broader area of purchasing involvement in product development; (b) forming an organisation that supports the execution of such tasks; and (c) staffing the organisation with people that have the right skills.
Collaborative product development implementation between Malaysian auto suppliers and their customer
2004
Whilst the evidence indicated that supplier involvement in product development resulted in reduced development cost, improves product quality, reduces lead time and enhances flexibility, the mechanism for adapting and managing it to fit an.other culture and organisation is a challenging endeavour. Jn the Malaysian automotive industries, this collaborative effort had been mostly motivated by the government policies and initiated by the anchor firms. The work reported in the p aper describes features of this collaboration carried out by Proton, the pioneer automotive mamifacturing company in Malaysia. The objective of this paper is (o examine the factors for successfi1I collaborative product development endeavours. The study identifies how collaborative product development is presently being organized and managed in the automotive industry in Malaysia. The product development process is traced to the three aspects involved in collaborative product development; the buyer, the supplier and the process that involves both parties. The findings from this study suggest that from the buyer perspectives, selection of suppliers determines the success of this effort. For the supplier, ii is important for them to have technical and design exp erJise. Factors that involve both the suppliers and buyers include early supplier involvement and buyer-supplier relationships.
Inside the tier model : product development organization and strategies in automotive supplier firms
Thesis (Ph. D.)--Brunel University, 1997. Over the last five to ten years much attention has been paid to the implementation of Japanese-inspired lean production in Western manufacturing industry, in particular in the automobile industry. Current and past research into the changing role of suppliers in this context has identified increasing product development responsibility as one of the major challenges in the automobile component sector. However, the debate has mostly been focused on the carmakers' outsourcing strategies and the transformation of the largest players in the component sector, i.e. the system suppliers. The present research analyses a specific group of suppliers, namely medium-sized expert suppliers. These are companies present both in the first and second tier, with an explicit strategy of supplying components which provide a value added function, largely dependent on their own R&D efforts. The research focuses on product development organization and strategies...
Journal of Product Innovation Management, 2010
In the literature on interorganizational collaboration in product development, considerable attention is given to supplier role classifications. Such classifications often link to a supplier's position in the overall supply chain, but the claim that this position has a substantial impact on its product development activities has seldom been empirically validated. The results from the present survey among Swedish automotive suppliers demonstrate that supplier product development activity is significantly affected by the position of the supplier in the supply chain and the supplier's strategic focus on innovation. While the latter has a stronger impact on product development activities, there is also an interaction effect implying that the effects of a supplier's innovation strategy are contingent on its supply chain position. Contrary to expectations, customer development commitment does not have any significant direct effect on supplier product development activities. Instead, this relation is fully mediated by supplier innovation strategy. These findings imply that, in contrast to conventional wisdom, product development activities are not strictly organized in ''chains.'' Although supply chains can be useful metaphors for understanding the distribution of regular production activities between firms, they arguably apply less to the distribution of product development activities.