Hostname: page-component-7479d7b7d-q6k6v Total loading time: 0 Render date: 2024-07-09T03:25:58.909Z Has data issue: false hasContentIssue false
  • English
  • Français

Challenges with Supplier Involvement in Product Development: A Supplier’s Perspective

Part of: Innovation Engineering

Published online by Cambridge University Press:  26 July 2019

Filip Flankegård ,
Glenn Johansson  and
Anna Granlund
Filip Flankegård*
Affiliation:
School of Innovation, Design and Engineering, Mälardalen University, Sweden;
Glenn Johansson
Affiliation:
School of Innovation, Design and Engineering, Mälardalen University, Sweden; School of Engineering, Jönköping University, Sweden
Anna Granlund
Affiliation:
School of Innovation, Design and Engineering, Mälardalen University, Sweden;
*
Contact: Flankegård, Filip Thomas, Mälardalen University, Division of Product Realisation, Sweden, filip.flankegard@mdh.se

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Studies of supplier involvement in product development have revealed potential benefits including faster time to market, reduced cost and increased quality. However, existing literature has mainly focused on the customer's perspective on advantages, disadvantages and factors to be considered when involving suppliers in product development. This paper addresses the supplier's perspective by answering following research question: How do challenges that originate from involvement in customer's product development affect a supplier? The question is answered through a single case study at a supplier that develops and manufacture products primary used in capital goods. Thirteen challenges are identified, classified as being internal or external, and categorised into five areas: (A) Customer requirements, (B) Information exchange between customer and supplier, (C) Product variety management, (D) Design- manufacturing integration and (E) Processes and work instructions. The findings suggest that internal challenges need as much attention as external ones that originate from the customer. Also, an indication of when the challenges affect the supplier during product development is presented.

Keywords

Supplier integrationCase studyNew product developmentIntegrated product development
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 2179 - 2188
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Almefelt, L., Berglund, F., Nilsson, P. and Malmqvist, J. (2006), “Requirements management in practice: findings from an empirical study in the automotive industry”, Research in Engineering Design, Vol. 17 No. 3, pp. 113–134. http://doi.org/10.1007/s00163-006-0023-5Google Scholar
André, S. and Elgh, F. (2018), “Modeling of transdisciplinary engineering assets using the design platform approach for improved customization ability”, Advanced Engineering Informatics, Vol. 38, pp. 277–290. http://doi.org/10.1016/j.aei.2018.07.006Google Scholar
Bahemia, H., Squire, B. and Cousins, P. (2017), “A multi-dimensional approach for managing open innovation in NPD”, International Journal of Operations & Production Management, Vol. 37 No. 10, pp. 1366–1385. http://doi.org/10.1108/ijopm-07-2015-0415Google Scholar
Bao, Y., Li, Y., Pang, C., Bao, Y. and Yi, X. (2017), “Do resource differences between manufacturers and suppliers help or hinder product innovation of manufacturers? The moderating role of trust and contracts”, Industrial Marketing Management, Vol. 64, pp. 79–90. http://doi.org/10.1016/j.indmarman.2017.02.004Google Scholar
Brinkmann, S. and Kvale, S. (2015), Interviews: Learning the craft of qualitative research interviewing, Sage Publications, Thousand Oaks.Google Scholar
Brown, S. L. and Eisenhardt, K. M. (1995), “Product Development: Past Research, Present Findings, and Future Directions”, The Academy of Management Review, Vol. 20 No. 2, pp. 343–378. http://doi.org/10.2307/258850Google Scholar
Chiang, I. R. and Wu, S. J. H. (2016), “Supplier Involvement and Contract Design During New Product Development”, Ieee Transactions on Engineering Management, Vol. 63 No. 2, pp. 248–258. http://doi.org/10.1109/tem.2016.2518960Google Scholar
Duray, R. (2002), “Mass customization origins: mass or custom manufacturing?”, International Journal of Operations & Production Management, Vol. 22 No. 3, pp. 314–328. http://doi.org/10.1108/01443570210417614Google Scholar
Eggers, J. E., Hofman, E., Schiele, H. and Holschbach, E. (2017), “Identifying the ‘right’ supplier for module developments-a cross-industrial case analysis”, International Journal of Innovation Management, Vol. 21 No. 3, p. 1750026. http://doi.org/10.1142/S1363919617500268Google Scholar
Eisenhardt, K. M. and Tabrizi, B. N. (1995), “Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry”, Administrative Science Quarterly, Vol. 40 No. 1, pp. 84–110. http://doi.org/10.2307/2393701Google Scholar
Handfield, R. B., Ragatz, G. L., Petersen, K. J. and Monczka, R. M. (1999), “Involving suppliers in new product development”, California Management Review, Vol. 42 No. 1, pp. 59–82. https://doi.org/10.2307/41166019Google Scholar
Hicks, C., McGovern, T. and Earl, C. F. (2000), “Supply chain management: A strategic issue in engineer to order manufacturing”, International Journal of Production Economics, Vol. 65 No. 2, pp. 179–190. http://doi.org/10.1016/S0925-5273(99)00026-2Google Scholar
Hobday, M. (1998), “Product complexity, innovation and industrial organisation”, Research Policy, Vol. 26 No. 6, pp. 689–710. http://doi.org/10.1016/s0048-7333(97)00044-9Google Scholar
Jiao, J., Simpson, T. W. and Siddique, Z. (2007), “Product family design and platform-based product development: a state-of-the-art review”, Journal of Intelligent Manufacturing, Vol. 18 No. 1, pp. 5–29. http://doi.org/10.1007/s10845-007-0003-2Google Scholar
Johnsen, T. E. (2009), “Supplier involvement in new product development and innovation: Taking stock and looking to the future”, Journal of Purchasing and Supply Management, Vol. 15 No. 3, pp. 187–197. http://doi.org/10.1016/j.pursup.2009.03.008Google Scholar
Karlsson, C., Nellore, R. and Soderquist, K. (1998), “Black box engineering: Redefining the role of product specifications”, Journal of Product Innovation Management, Vol. 15 No. 6, pp. 534–549. http://doi.org/10.1016/s0737-6782(98)00029-0Google Scholar
Koufteros, X. A., Cheng, T. C. E. and Kee-Hung, L. (2007), ““Black-box” and “gray-box” supplier integration in product development: Antecedents, consequences and the moderating role of firm size”, Journal of Operations Management, Vol. 25 No. 4, pp. 847–870. https://doi.org/10.1016/j.jom.2006.10.009Google Scholar
Littler, D., Leverick, F. and Wilson, D. (1998), “Collaboration in new technology based product markets”, Int. J. of Technology Management, Vol. 15, pp. 139–159. http://doi.org/10.1504/IJTM.1998.002600Google Scholar
Merriam, S. B. and Tisdell, E. J. (2016), Qualitative Research: A guide to design and implementation, Jossey-Bass, San Francisco.Google Scholar
Oh, J. and Rhee, S. K. (2010), “Influences of supplier capabilities and collaboration in new car development on competitive advantage of carmakers”, Management Decision, Vol. 48 No. 5, pp. 756–774. http://doi.org/10.1108/00251741011043911Google Scholar
Petersen, K. J., Handfield, R. B. and Ragatz, G. L. (2005), “Supplier integration into new product development: coordinating product, process and supply chain design”, Journal of Operations Management, Vol. 23 No. 3–4, pp. 371–388. http://doi.org/10.1016/j.jom.2004.07.009Google Scholar
Ragatz, G. L., Handfield, R. B. and Petersen, K. J. (2002), “Benefits associated with supplier integration into new product development under conditions of technology uncertainty”, Journal of Business Research, Vol. 55 No. 5, pp. 389–400. http://doi.org/10.1016/s0148-2963(00)00158-2Google Scholar
Ragatz, G. L., Handfield, R. B. and Scannell, T. V. (1997), “Success Factors for Integrating Suppliers into New Product Development”, Journal of Product Innovation Management, Vol. 14 No. 3, pp. 190–202. http://doi.org/10.1111/1540-5885.1430190Google Scholar
Rauniar, R., Rawski, G. and Hudson, D. (2017), “Antecedents and Consequences of IPPD Effectiveness”, International Journal of Innovation Management, Vol. 21 No. 7, p. 1750059. http://doi.org/10.1142/S1363919617500591Google Scholar
Schoenherr, T. and Wagner, S. M. (2016), “Supplier involvement in the fuzzy front end of new product development: An investigation of homophily, benevolence and market turbulence”, International Journal of Production Economics, Vol. 180, pp. 101–113. http://doi.org/10.1016/j.ijpe.2016.06.027Google Scholar
Twigg, D. (2002), “Managing the design/manufacturing interface across firms”, Integrated Manufacturing Systems, Vol. 13 No. 4, pp. 212–221. https://doi.org/10.1108/09576060210426912Google Scholar
Un, C. A., Cuervo-Cazurra, A. and Asakawa, K. (2010), “R&D Collaborations and Product Innovation”, Journal of Product Innovation Management, Vol. 27 No. 5, pp. 673–689. http://doi.org/10.1111/j.1540-5885.2010.00744.xGoogle Scholar
Wagner, S. M. and Hoegl, M. (2006), “Involving suppliers in product development: Insights from R&D directors and project managers”, Industrial Marketing Management, Vol. 35 No. 8, pp. 936–943. http://doi.org/10.1016/j.indmarman.2005.10.009Google Scholar
Veldman, J. and Alblas, A. (2012), “Managing design variety, process variety and engineering change: a case study of two capital good firms”, Research in Engineering Design, Vol. 23 No. 4, pp. 269–290. https://doi.org/10.1007/s00163-012-0135-zGoogle Scholar
Von Corswant, F. and Tunälv, C. (2002), “Coordinating customers and proactive suppliers: a case study of supplier collaboration in product development”, Journal of Engineering and Technology Management, Vol. 19 No. 3–4, pp. 249–261. https://doi.org/10.1016/s0923-4748(02)00020-6Google Scholar
Wynstra, F., Arjan van, W. and Weggemann, M. (2001), “Managing supplier involvement in product development: Three critical issues”, European Management Journal, Vol. 19 No. 2, pp. 157–167. https://doi.org/10.1016/s0263-2373(00)00090-6Google Scholar
Yin, R. K. (2009), Case study research: design and methods, Sage, London.Google Scholar
Zhang, Y., Wang, L. and Gao, J. (2017), “Supplier collaboration and speed-to-market of new products: the mediating and moderating effects”, Journal of Intelligent Manufacturing, Vol. 28 No. 3, pp. 805–818. http://doi.org/10.1007/s10845-014-1021-5Google Scholar