New product development : strategies for supplier integration

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Title:

Publication Information:

Milwaukee : ASQ, 2000

ISBN:

9780873894685

Subject Term:

New products -- Management

Industrial procurement -- Management

Added Author:

Monczka, Robert M.

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
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In response to increasing global competition, companies have increasingly involved suppliers earlier in the design of products, thereby decreasing the time-to-market for any product. Built on experiences of several companies, this book outlines necessary strategies, planning and execution processes for supplier integration, and includes extensive d

Author Notes

Robert M. Monczka is the Director of The Global Procurement and Supply Chain Benchmarking Institute, and a professor of strategic sourcing management and the National Association of Purchasing Management at Michigan State University. Monczka received his doctorate from Michigan State University in 1970
Robert B. Handfield is the Bank of America distinguished university professor of supply chain management at North Carolina State University. Handfield earned his Ph.D. in 1990 from the University of North Carolina at Chapel Hill
Thomas V. Scannell is an assistant professor of management at Western Michigan University. Scannell received his doctorate from Michigan State University in 1999
Gary L. Ragatz is an associate professor of Supply Chain Management and director of the International Business Center at Michigan State University. Ragatz received his Ph.D. from Indiana University in 1985
David J. Frayer is the associate director of The Global Procurement and Supply Chain Benchmarking Initiative at Michigan State University. Frayer received his doctorate from Michigan State University in 1995

List of Figures and Tables	p. ix
Preface	p. xi
Chapter 1 The New Product Development Process in the Context of Supply Chain Management Strategy	p. 1
Introduction and Objectives	p. 1
The New Product Development Process	p. 4
Increasing Role and Impact of Suppliers	p. 6
Conclusion	p. 9
Chapter 2 Executive Review	p. 11
Introduction and Objectives	p. 11
Reengineering the New Product Development Process	p. 11
Supplier Integration: Strategic Planning Process	p. 16
Steps 1, 2, 3 Determining Current and Future Needs	p. 16
Steps 4a, 5a Developing a Well-Aligned World-Class Supply Base	p. 18
Steps 4b, 5b Developing a Bookshelf of Viable Technologies and Suppliers	p. 20
Supplier Integration: Execution Process	p. 21
Step 1 Give Supplier(s) an Active Role	p. 22
Step 2 Establish Clear Metrics and Targets	p. 23
Step 3 Share Information Openly and Extensively	p. 23
Step 4 Involve Suppliers in Decision Making and Problem Solving During Design	p. 25
Step 5 Monitor Results and Learn from Experience	p. 25
Conclusion	p. 25
Chapter 3 Reengineering the New Product Development Process: Focus on Supplier Integration	p. 27
Introduction	p. 27
Reengineering the NPD Process to Support Supplier Integration: An Overview	p. 29
Supplier and Procurement Function Roles in the NPD Process: Key Strategic Issues	p. 33
NPD Strategy	p. 34
Organizational Strategy	p. 37
Supply Chain Management Strategy	p. 42
Supplier and Procurement Function Roles in the NPD Process: Key Execution Issues	p. 49
NPD Team Structure	p. 49
NPD Team Empowerment	p. 55
Supplier Selection	p. 57
NPD Roles and Responsibilities	p. 60
Team Dynamics	p. 64
Electronic Linkage	p. 67
Leveraging	p. 68
Risk Management	p. 72
Summary	p. 74
Appendix 3A Reengineered Product Development Planning Chart	p. 77
Chapter 4 Establishing Current and Future Needs	p. 97
Introduction	p. 97
Determining Current and Future Needs: An Overview	p. 99
Step 1 Establish Internal Core Competencies and Capabilities	p. 101
Step 2 Establish Current and Future New Product Requirements	p. 104
Step 3 Identify Current and Future Needs for External Technologies and Capabilities	p. 105
Summary	p. 109
Chapter 5 Establishing a Strategically Aligned World-Class Supply Base	p. 111
Introduction	p. 111
Step 4a Select Appropriate Suppliers and Build Relationships	p. 112
Cross-Functional Commodity Management Structures	p. 113
Supplier Assessment Criteria	p. 116
Building Relationships	p. 121
Step 4a Summary	p. 122
Step 5a Align Objectives and Technology Road Maps	p. 122
Sharing Technology Road Map Information	p. 122
Motivating Supplier Alignment	p. 126
Summary	p. 126
Chapter 6 Establishing a Bookshelf of Viable Technologies and Suppliers	p. 127
Introduction	p. 127
Step 4b Monitor Supply Market for Emerging Technologies	p. 129
Step 5b Continuously Evaluate Emerging Technologies	p. 130
Summary	p. 135
Chapter 7 Determining the Supplier's Role and Setting Targets	p. 137
Introduction	p. 137
Give Supplier(s) an Active Role on the Project Team	p. 138
Directly Extending the Strategic Planning Process	p. 140
Establishing Top Management Support at the Buyer and Supplier Organizations Early in the Process	p. 141
Maintaining a Project/Finished Product Focus versus Functional Focus	p. 143
Reaching Cross-Functional Team Consensus Regarding the Choice of Supplier(s)	p. 144
Formally Defining Roles and Responsibilities of Buyer and Supplier	p. 145
Creating Buyer-Supplier Team Permanency/Stability	p. 147
Using Contractual Mechanisms to Encourage Supplier Commitment	p. 149
Defining Ownership of New Product/Process Technology	p. 150
Jointly Establish Clear Metrics and Targets	p. 151
Summary	p. 156
Chapter 8 Information Sharing and Learning from Experience: The Daily Grind	p. 157
Introduction	p. 157
Share Information Openly and Extensively	p. 157
Developing Trust to Enable Communication	p. 159
Confidentiality Agreements	p. 160
Reward/Risk Practices	p. 161
Direct Cross-Functional/Intercompany Communication	p. 163
Involve Supplier(s) in Decision Making and Problem Solving during Design Process	p. 164
Colocation of Design Personnel	p. 166
Linked Information Systems	p. 168
Monitor Results and Learn from Experience	p. 170
Performance Measures	p. 170
Problem Resolution Practices	p. 171
Summary	p. 173
Chapter 9 Barriers to Effective Supplier Integration and Future Directions	p. 175
Introduction	p. 175
Overview of Barriers and Solutions	p. 175
Strategic Planning Barriers	p. 176
Cultural Alignment	p. 176
Trust	p. 180
Integrated Supply Chain Processes	p. 182
Management Commitment	p. 185
Operational Barriers	p. 187
Program/Project Goal Alignment	p. 187
Honest and Effective Communication	p. 189
Integration Problems	p. 191
Competitive Concerns	p. 194
Conclusion	p. 197
Chapter 10 Summary and Conclusion	p. 199
Appendix A Additional Readings	p. 203
Index	p. 205

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Author Notes

Table of Contents