Management of product change projects: a supply chain perspective

Slamanig, Michael; Winkler, Herwig

doi:10.1504/ijsom.2012.046080

Cited by 14 publications

(5 citation statements)

References 59 publications

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“…Fine emphasized on the design of supply chain along with product and process design [3]. If the supply chain issues are not handled properly during new product development phase, they may lead to major problems such as delayed introduction and / or inappropriate product quality [4]. Survey of operations management literature indicates the presence of few linkages that help in aligning new product development and supply chain management activities.…”

Section: Literature Reviewmentioning

confidence: 99%

Linkages influencing NPD-SCM alignment — Evidence from Indian automotive industry

Pareek¹,

Rathore

Jain

2013

2013 IEEE International Conference on Industrial Engineering and Engineering Management

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New product development and supply chain management activities have become important for success of an organization. Better results are expected when the two activities are aligned with each other. This paper attempts to analyze the NPD-SCM alignment in an Indian automotive firm using case study approach. Five key linkages affecting the alignment have been identified from review of relevant literature. Since these linkages may exhibit inter-dependence, analytic network process (ANP) is used to find out their relative contribution in improving NPD-SCM alignment in the selected firm. Results indicate that voice of customer (VOC), modularity, supply chain responsiveness (SCR), and early supplier involvement (ESI) are important contributors towards NPD-SCM alignment. Results have been discussed with company executives for drawing insights to explore possible reasons. The paper finally concludes by providing few potential directions for future work.

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Section: Literature Reviewmentioning

confidence: 99%

Linkages influencing NPD-SCM alignment — Evidence from Indian automotive industry

Pareek¹,

Rathore

Jain

2013

2013 IEEE International Conference on Industrial Engineering and Engineering Management

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“…The availability of organisational support tools (e.g., reshaping customer demand) can help control demand variability, thereby achieving better control of project success factors (e.g., cost reduction, project duration, product quality, and customer satisfaction) (Eynan and Fouque, 2005). The inability to manage the changes in a project's requirements often leads to a delay in the introduction of a new product and/or poor product quality (Slamanig and Winkler, 2012). Moreover, the resource mobilisation process may create conflicts among team members and across functional departments.…”

Section: The Effect Of Pos On Pccpmentioning

confidence: 99%

“…One study showed that seven out of ten key reasons for project success are closely related to PM processes. Those reasons include user involvement, clear business objectives, minimised scope, standardised software infrastructure, requirements, technology, formal methodology, and reliable estimates (Slamanig and Winkler, 2012). Continuous improvement of PM processes is critical to project success (Wysocki, 2004).…”

Section: The Effect Of Project Management Processes On Pccpmentioning

confidence: 99%

Improving organisational process input factors and company performance

Formby

Medlin

Chen

et al. 2019

IJSOM

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Enterprise environmental factors (EEF) and organisational process assets (OPAs) are important inputs for most of the processes in all project management knowledge areas. This study assesses the effect of three important EEF and OPA input factors, project organisational support, project control and contingency planning, and project management processes, on project baseline and planning management. In addition, this study also investigates how much of an influence that effective project baseline and planning management has on company performance. Data were collected from 93 certified project management professionals (PMPs) registered with the Project Management Institute (PMI) in China. Our findings showed that firms that develop company-wide organisational support systems and company-wide procedures and processes for managing projects within an operations organisation do better in their overall performance.

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“…As a consequence, product change projects are becoming more predictable with respect to duration and costs because the issue with respect to lack of knowledge as described in [7] can be overcome by this solution.…”

Section: B Contributionmentioning

confidence: 99%

Shortening of product ramp-up by using a centralized knowledge base

Willmann

Serral

Kästner

et al. 2013

2013 11th IEEE International Conference on Industrial Informatics (INDIN)

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The manufacturing industry is still struggling with predictability of quality, duration and costs for the ramp-up of new products. However, new product ramp-up becomes increasingly crucial due to further shortening of product life-cycles and the pressure on more sustainable and efficient manufacturing. In this paper, we introduce an approach based on a centralized knowledge base that comprises product and process master data, equipment structure, historical measurement results and means to apply quality management methods. The approach uses a knowledge base driven workflow that ensures knowledge exchange and reuse of existing knowledge within the production line. Based on a real-world use case from semiconductor manufacturing we evaluate how well this workflow enables knowledge reuse to guide product and process engineers to support a shift from a risky ramp-up project to a predictable ramp-up process.

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Management of product change projects: a supply chain perspective

Cited by 14 publications

References 59 publications

Linkages influencing NPD-SCM alignment — Evidence from Indian automotive industry

Linkages influencing NPD-SCM alignment — Evidence from Indian automotive industry

Improving organisational process input factors and company performance

Shortening of product ramp-up by using a centralized knowledge base

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Management of product change projects: a supply chain perspective

Cited by 14 publications

References 59 publications

Linkages influencing NPD-SCM alignment &#x2014; Evidence from Indian automotive industry

Linkages influencing NPD-SCM alignment &#x2014; Evidence from Indian automotive industry

Improving organisational process input factors and company performance

Shortening of product ramp-up by using a centralized knowledge base

Contact Info

Product

Resources

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Linkages influencing NPD-SCM alignment — Evidence from Indian automotive industry

Linkages influencing NPD-SCM alignment — Evidence from Indian automotive industry