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Product Development Practices (product + development_practice)
Selected AbstractsOEM New Product Development Practices: The Case of the Automotive IndustryJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2006Gioconda Quesada SUMMARY In industries where value added by suppliers contributes significantly to the final product, the competitiveness of the value chain depends upon supplier performance (cost, quality and on-time delivery). Despite the importance of supplier performance in new product development (NPD), most research has focused on supplier performance in operations. Few studies have focused on how product development practices of an original equipment manufacturer (OEM) influence OEM evaluations of supplier performance. This paper posits a model of the relationships among three factions: OEM practices that involve suppliers in design, concurrent engineering practices of the OEM and OEM assessments of supplier performance. This model is tested and cross-validated using a sample of 406 NPD projects in Germany and the United States. The findings suggest that NPD practices of OEMs influence their perceptions of suppliers' performance. [source] New product development practices of urban regeneration units: a comparative international studyINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2004Roger Bennett The new product development (NPD) activities of 14 not-for-profit urban regeneration organisations in three cities (London, Copenhagen and Boston) were examined to establish the degree to which they reflected the best practices recommended by the academic NPD literature in the for-profit field. Executives in each organisation were questioned about the stages of the NPD process that they activated most intensively, relationships between marketing staff and technical urban development specialists, mechanisms for consulting end users of place products, methods for generating new ideas and the major problems they experienced. Parallels between the NPD behaviour of nonprofit urban regeneration organisations managing projects involving widespread change and that previously observed among for-profit organisations engaged in the development of radically new products were investigated. Copyright © 2004 Henry Stewart Publications [source] OEM New Product Development Practices: The Case of the Automotive IndustryJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2006Gioconda Quesada SUMMARY In industries where value added by suppliers contributes significantly to the final product, the competitiveness of the value chain depends upon supplier performance (cost, quality and on-time delivery). Despite the importance of supplier performance in new product development (NPD), most research has focused on supplier performance in operations. Few studies have focused on how product development practices of an original equipment manufacturer (OEM) influence OEM evaluations of supplier performance. This paper posits a model of the relationships among three factions: OEM practices that involve suppliers in design, concurrent engineering practices of the OEM and OEM assessments of supplier performance. This model is tested and cross-validated using a sample of 406 NPD projects in Germany and the United States. The findings suggest that NPD practices of OEMs influence their perceptions of suppliers' performance. [source] Implementing the lead user method in a high technology firm: A longitudinal study of intentions versus actionsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2001Erik L. Olson The customer or user's role in the new product development process is limited or nonexistent in many high technology firms, despite evidence that suggests customers are frequently an excellent source for new product ideas with great market potential. This article examines the implementation of the Lead User method for gathering new product ideas from leading edge customers by an IT firm that had not previously done much customer research during their new product development efforts. This case study follows the decision-makers of the firm through the process, where the end result is the generation of a number of useful product concepts. Besides the ideas generated, management at the firm is also impressed with the way the method makes their new product development process more cross-functional and they plan to make it a part of their future new product development practices. Approximately one year later the firm is revisited to find out if the Lead User method has become a permanent part of their new product development process. The authors find, however, that the firm has abandoned research on the customer despite the fact that several of the lead-user derived product concepts had been successfully implemented. Management explanations for their return to a technology push process for developing new products include personnel turnover and lack of time. Using organizational learning theory to examine the case, the authors suggest that the nontechnology specific product concepts generated by the lead users were seen as ambiguous and hence overly simplistic and less valuable by the new product development personnel. The technical language spoken by the new product personnel also increased the inertia of old technology push development process by making it more prestigious and comfortable to plan new products with their technology suppliers. The fact that the firm was doing well throughout this process also decreased the pressure to change from their established new product development routine. The implications for these finding are that: 1) it is necessary to pressure or reward personnel in order to make permanent changes to established routines, and 2) researchers should be careful at taking managers at their word when asking them about their future intentions. [source] | ||||||||||