Role of European Automotive Supplier Integration in New Product Development

2011 ◽  
Vol 2 (3) ◽  
pp. 1-25
Author(s):  
Chanan S. Syan ◽  
Anthony S. White
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
New Product ◽  
Product Development Process ◽  
Supplier Integration ◽  
Significant Step ◽  
Reducing Costs ◽  
The Eu

Over the past two decades, the automotive industry has experienced major changes as a result of globalisation, changing customer requirements and environmental legislation. The supplier integration in the new product development process is a significant step in facilitating reduction in the time to market of innovations and reducing costs. The aim of this work is to assess the extent of supplier integration in automotive organisations and to identify what barriers still exist. An exploratory Europe-wide survey was conducted, and 31 usable returns from automotive organisations spread across the EU. The survey confirmed the increasing importance of supplier integration in the automotive industry; however, the practice varies from organisation to organisation. They also indicate that most automobile manufacturers are engaged in functional rather than strategic supplier integration, indicating that the supplier integration is not yet fully developed, but progress in the first tier of suppliers is becoming common.

Role of European Automotive Supplier Integration in New Product Development

2013 ◽  
pp. 178-201 ◽  
Author(s):  
Chanan S. Syan ◽  
Anthony S. White
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
New Product ◽  
Product Development Process ◽  
Automotive Supplier ◽  
Supplier Integration ◽  
Significant Step ◽  
Reducing Costs

Over the past two decades, the automotive industry has experienced major changes as a result of globalisation, changing customer requirements and environmental legislation. The supplier integration in the new product development process is a significant step in facilitating reduction in the time to market of innovations and reducing costs. The aim of this work is to assess the extent of supplier integration in automotive organisations and to identify what barriers still exist. An exploratory Europe-wide survey was conducted, and 31 usable returns from automotive organisations spread across the EU. The survey confirmed the increasing importance of supplier integration in the automotive industry; however, the practice varies from organisation to organisation. They also indicate that most automobile manufacturers are engaged in functional rather than strategic supplier integration, indicating that the supplier integration is not yet fully developed, but progress in the first tier of suppliers is becoming common.

scholarly journals Motivation to Innovate as a Key Factor in Innovation Development Process

2020 ◽  
Vol 17 (1) ◽  
pp. 87-93
Author(s):  
Anna Svirina ◽  
Ekaterina Polosukhina
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Innovation Development ◽  
Industrial Enterprises ◽  
New Product Development Process

AbstractResearch purpose. The purpose of this study is to analyse the influence of industrial enterprises’ employees’ motivation to innovate on the results of innovation process and the quality of innovative products market performance. The need for such an assessment was inspired by the lack of understanding the role of motivation to innovate in the quality and success of innovation development process.Design/Methodology/Approach. To achieve this goal, the authors conducted a survey distributed to the industrial enterprise employees. The study was based on the paper-and-pencil survey that was distributed to 250 people involved in innovation development process at Russian industrial enterprises; 150 questionnaires were received back and considered valid for the study. The results were evaluated by means of statistical analysis performed by means of SPSS Statistics software.Findings. The results support the intuitive proposition that motivation to innovate influences the quality of new product development process: idea generation, market study, product development, pre-commercial financial analysis and commercialisation quality are influenced by motivation to innovate – which is in line with the literature (Cooper, 2013). At the same time, probability on new product development in the company, the quality of initial screening, preliminary technical analysis, preliminary production analysis and in-house product testing do not correlate with employee motivation to innovate. Same is true for the new product performance: we observed no correlation between the motivation to innovate and the market success, whereas correlation was revealed between the innovative motivation and the level of market competition for the new product; however, the graphical analysis allowed to estimate that in case employees with high motivation to innovate are absent in the company, it is very unlikely that the new product would be successful.Originality/Value/Practical implications. The study was based on a questionnaire that was used for relevant purposes in different countries in order to make cross-country comparison on the innovation development process and the role of motivation to innovate. It allowed to indicate the specific features of organisational culture that are outlined in the Russian management literature: in majority of cases, bottom-level innovative initiatives were not supported by the management (Prigozhin, 2007), and hence, motivation to innovate cannot be revealed by employees at every stage of the new product development process. Another reason for somewhat controversial findings of this study was the difference between organisational cultures of the analysed manufacturing enterprises, which was not evaluated in this article.

The Fuzzy Front End: Concept Development in the Automotive Industry

2014 ◽  
Author(s):  
Christer W. Elverum ◽  
Torgeir Welo ◽  
Martin Steinert
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Early Stage ◽  
Innovation Process ◽  
New Product ◽  
Product Development Process ◽  
Structured Interviews ◽  
Fuzzy Front End ◽  
Front End

The fuzzy front end (FFE) of new product development (NPD) is a term that refers to the early stages of the innovation process. This paper investigates the FFE in the automotive industry and addresses the challenges of working in this phase of the innovation process, as well as the academic definition of the FFE relative to the real world. Two parts of the innovation process have been identified and characterized as FFE: the concept-work within satellite front-end departments and the work within the pre-development phase of the vehicle new product development process. It has been identified that one of the greatest challenges related to working in the FFE is developing viable concepts that will “sell” internally. Estimating and conveying the overall value of the final product in terms of costs and customer benefits are two of the key elements that make it difficult to achieve internal “buy in”. Furthermore, it is argued that the most common academic perception of the FFE seem to be inadequate since it only concerns work that ends with a go/no-go decision whether to continue into development or not. Consequently, it fails to capture early-stage development work of transformational innovations, where the decision of development has already been made and the uncertainty is related to the execution of the work — and — not the outcome. Semi-structured interviews with a total of eleven employees at seven different automotive OEMs form the basis for the conclusions made herein.

scholarly journals Contemporising Ayurvedic Product Development Processes - A proposed guideline for developing appropriate technologies

2018 ◽  
Author(s):  
Rahi Jain ◽  
Padma Venkatasubramanian
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Modern Science ◽  
New Product ◽  
Product Development Process ◽  
Product Formulation ◽  
Development Methodology ◽  
Development Processes ◽  
Technology Product

Ayurveda is a traditional medical system of the Indian sub-continent, catering to healthcare of millions of people in India. In today’s times, Ayurveda requires scaled-up production and scientifically proven products. This in turn requires trans-disciplinary methodologies for product development that can leverage the existing knowledge in both Ayurveda and modern science and technology. Product Development in general has two steps, research and development (R&D) and manufacturing. Among the two, unlike in allopathic drugs, R&D in Ayurveda for new product development is in its nascent stage, lacking adequate references on modern methodologies. Such references are important in particular to new comers in the sector. The scope of this paper is to provide a write-up of the Ayurvedic processes and to propose a guideline for Ayurvedic product development that can be used for R&D. The methodology proposed was arrived at by referring selected classical Ayurveda texts and interacting with traditional and modern bio-medicine experts at the Trans-disciplinary University, Bengaluru, Karnataka, India. The study documents three components in Ayurvedic product development namely product formulation-identification, product formulation-preparation and product formulation-validation which can be used to design the Ayurvedic product development methodology. The study also provides the role of different stakeholders in the Ayurvedic product development process. The study provides a methodology to design new Ayurvedic products before being taken up for manufacturing.

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