Product Development Process Managing in Supply Chain

Conference paper


Today, businesses depend on strategic relations with their customers and suppliers to create value to develop product and to obtain better market-share. Designing products to match the processes and supply chains, processes to match product platforms and supply chains, and supply chains to match the product platforms and process are the ingredients in today’s fast developing markets. If this co-design is done well up front with sufficient focus product development process managing, product will cost much less overall and the time-to-market will decrease substantially. However, the evidence supporting supplier integration is to less clear than evidence on the positive contribution of customer integration in product development process. Considering this problem, the purpose of the present paper is to supply a path aiming to identify managing techniques and practice for the involvement of suppliers in PDP. A model for product development process managing in supply chain was proposed. The model focuses on the following factors: outsourcing process, involving supplier into PDP, knowledge management and design considerations.


Product development process supply chain outsourcing process 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

8 References

  1. [1]
    BIDAULT, F.; DEPRES, C.; BUTLER, C. New product development an early supplier involvement (ESI) the drivers of ESI adoption. IN: PROCEEDINGS OF THE PRODUCT DEVELOPMENT MANAGEMENT ASSOCIATION INTERNATIONAL CONFERENCE, ORLANDO, 1996.Google Scholar
  2. [2]
    BIROU, L.; FAWCETT, S. Supplier involvement in integrating product development a comparison of US and European Practices. International Journal of Physical Distribution & Logistic Management, v. 24, n.5, p.4–14, 1994.CrossRefGoogle Scholar
  3. [3]
    BIROU, I.; FAWCETT, S.; MAGNAN, M. Integrating product life cycle and purchasing strategies. International Journal of Purchasing and Materials Management, n.33, v.1, winter 1997.Google Scholar
  4. [4]
    CLARK, K. B. Project scope and project performance: the effect of parts strategy and supplier involvement on product development. Management Science, n.35, p. 1247–1263, 1989.CrossRefGoogle Scholar
  5. [5]
    HANDFIELD, R. et al. Involving suppliers in new product development. California Management Review, n. 42, v.1, p.59–82, 1999.Google Scholar
  6. [6]
    HANDFIELD, R.; NICHOLS JR, E. Supply chain redesign: transforming supply chain into integrated value systems. Prentice Halls. 2002. 371 p.Google Scholar
  7. [7]
    LAKEMOND, N.; BERGGREN, C.; WEELE, A. Coordinating supplier involvement in product development projects: a differentiated coordination typology. R& D Management, v. 36, n.1, 2006.Google Scholar
  8. [8]
    LAMBERT, D. M. Supply Chain Management: process, partnerships, performance. Second edition. Florida: Supply Chain Management Institute, Sarasota, 2006, 344p.Google Scholar
  9. [9]
    MCIVOR, R & HUMPHREYS, P. Early supplier involvement in the design process: lessons learned from electronics industry. Omega, n.32, p.179–199, 2004.CrossRefGoogle Scholar
  10. [10]
    MIKKOLA, J. H. & LARSEN, T. S. Early supplier involvement: implications for new product development outsourcing and supplier-buyer interdependence. Global Journal of Flexible Systems Management, v. 4, n. 4, p.31–41, 2003.Google Scholar
  11. [11]
    PETERSEN, K.; HANDFIELD, R. B.; RAGATZ, G. A model of supplier integration into new product development. Product Innovation Management, n.20, p. 284–289, 2003.CrossRefGoogle Scholar
  12. [12]
    PETERSEN, K.; HANDFIELD, R. B.; RAGATZ, G. Supplier integration into new product development: coordinating product, process and supply chain design. Journal Operations Management, n. 23, p.371–388, 2005.CrossRefGoogle Scholar
  13. [13]
    PIRES, R. S. I. Gestão da Cadeia de Suprimentos. São Paulo: Atlas, 2004, 310 p.Google Scholar
  14. [14]
    RAGATZ, G. L; HANDFIELD, R. B.; SCANNEL, T. V. Success factors for integrating suppliers into new product development. Journal of Product Innovation Management, v.14, p. 190–202, 1997.CrossRefGoogle Scholar
  15. [15]
    ROZENFELD, H. et al. Gestão de desenvolvimento de produtos: uma referência para melhoria do processo. São Paulo: Saraiva, 2006, p.542.Google Scholar
  16. [16]
    SANTOS, A. C; KIEKCBUSCH, R. E.; FORCELLINI, F. Conexão do processo de outsourcing com o processo de desenvolvimento de produtos. In: SIMPOI — Simpósio de Administração da Produção, Logística e Operações Internacionais, 2007, Rio de Janeiro. X-SIMPOI FGV. RJ Paulo: POI-Departamento de Administração da Produção e Operações.Google Scholar
  17. [17]
    STARCK, J. Product lifecycle management: 21st century paradigm for product realization. London: Springer-Verlag, 2005.Google Scholar
  18. [18]
    VERNALHA, H. B; PIRES, S. R. I. Um modelo de condução do processo de outsourcing e um estudo de caso na indústria de processamento químico. Revista Produção, v. 15, n.2, p.273–285, maio/ago 2005.Google Scholar
  19. [19]
    WYNSTRA, F.; WEELE, A.; WEGGEMAN, M. Managing supplier involvement in product development: three critical issues. European Management Journal, v.19, 2001, p.157–167.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag London Limited 2007

Authors and Affiliations

  1. 1.Grupo de Engenharia de Produto e ProcessoGEPP, POSMEC, UFSCBrazil
  2. 2.Pós-graduação em Engenharia de ProduçãoPPGEP, UFSCBrazil
  3. 3.Grupo de Engenharia de Produto e ProcessoGEPP, PPGEP, UFSCBrazil

Personalised recommendations