Advertisement

Performing Supply Chain Design in Three-Dimensional Concurrent Engineering: Requirements and Challenges

  • Ottar BakåsEmail author
  • Kristoffer Magerøy
  • Børge Sjøbakk
  • Maria Kollberg Thomassen
Conference paper
Part of the IFIP Advances in Information and Communication Technology book series (IFIPAICT, volume 459)

Abstract

Designing the supply chain at the same time as developing new innovative products and efficient production processes holds the potential of being a source of competitiveness for a pressured manufacturing industry. This paper studies actors that influence the practices of three dimensional concurrent engineering (3DCE). Developing product, process and supply chain in parallel requires considerable cross-functional coordination and strong supplier involvement. A single case study of a large manufacturer of security products and systems was applied to explore current practices in an ongoing new product development (NPD) project. Five key challenges were found as barriers to performing supply chain design within this complex collaborative effort. Also, five requirements are suggested as enablers to organizations that aim for reaping the benefits of integrating supply chain design in their development process. By understanding the retirements and challenges of this process, the potential of 3DCE can be released and create value for practitioners in industry.

Keywords

Three dimensional concurrent engineering 3DCE New product development Supplier involvement Supply chain design Case study 

References

  1. 1.
    Carrillo, J.E., Franza, R.M.: Investing in product development and production capabilities: the crucial linkage between time-to-market and ramp-up time. Eur. J. Oper. Res. 171(2), 536–556 (2006)zbMATHCrossRefGoogle Scholar
  2. 2.
    Fine, C.H.: Clockspeed-based strategies for supply chain design. Prod. Oper. Manage. 9(3), 213–221 (2000)CrossRefGoogle Scholar
  3. 3.
    Fixson, S.K.: Product architecture assessment: a tool to link product, process, and supply chain design decisions. J. Oper. Manage. 23(3–4), 345–369 (2005)CrossRefGoogle Scholar
  4. 4.
    Fine, C.H.: Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Basic Books, New York (1998)Google Scholar
  5. 5.
    Ellram, L.M., Tate, W.L., Carter, C.R.: Product-process-supply chain: an integrative approach to three-dimensional concurrent engineering. Int. J. Phys. Distrib. Logistics Manage. 37(4), 305–330 (2007)CrossRefGoogle Scholar
  6. 6.
    Hilletofth, P., Eriksson, D.: Coordinating new product development with supply chain management. Ind. Manage. Data Syst. 111(2), 264–281 (2011)CrossRefGoogle Scholar
  7. 7.
    van Hoek, R., Chapman, P.: From tinkering around the edge to enhancing revenue growth: supply chain-new product development. Supply Chain Manage. Int. J. 11(5), 385–389 (2006)CrossRefGoogle Scholar
  8. 8.
    van Hoek, R., Chapman, P.: How to move supply chain beyond cleaning up after new product development. Supply Chain Manage. Int. J. 12(4), 239–244 (2007)CrossRefGoogle Scholar
  9. 9.
    Cousins, P., et al.: Strategic Supply Management: Principles Theories and Practice. Person Education, Harlow (2008)Google Scholar
  10. 10.
    Gadde, L.-E., Snehota, I.: Making the most of supplier relationships. Ind. Mark. Manage. 29(4), 305–316 (2000)CrossRefGoogle Scholar
  11. 11.
    von Corswant, F., Tunälv, C.: Coordinating customers and proactive suppliers: a case study of supplier collaboration in product development. J. Eng. Tech. Manage. 19(3–4), 249–261 (2002)CrossRefGoogle Scholar
  12. 12.
    Christopher, M.: The agile supply chain: competing in volatile markets. Ind. Mark. Manage. 29(1), 37–44 (2000)MathSciNetCrossRefGoogle Scholar
  13. 13.
    McIvor, R., Humphreys, P.: Early supplier involvement in the design process: lessons from the electronics industry. Omega 32(3), 179–199 (2004)CrossRefGoogle Scholar
  14. 14.
    Yin, R.K.: Case Study Research: Design and Methods. Sage Publications, Inc., Thousand Oaks (2009)Google Scholar
  15. 15.
    Stake, R.E.: Multiple Case Study Analysis. The Guilford Press, New York (2006)Google Scholar

Copyright information

© IFIP International Federation for Information Processing 2015

Authors and Affiliations

  • Ottar Bakås
    • 1
    Email author
  • Kristoffer Magerøy
    • 1
  • Børge Sjøbakk
    • 1
  • Maria Kollberg Thomassen
    • 1
  1. 1.Industrial ManagementSINTEF Technology and SocietyTrondheimNorway

Personalised recommendations