Matching product architecture with supply chain design

Identificação e avaliação de práticas de modularização em um fornecedor automotivo: análise de progressividade na transferência de atividades na cadeia de suprimentos

“…Este fornecedor de primeiro nível disponibiliza de know-how de processo e produto no "estado da arte" e pode desenvolver tecnologias chave sem compartilhar risco com as OEMs. A transferência das atividades de PDP e produção a estes fornecedores possibilita às OEMs se dedicarem às suas principais atividades (core activities), tais como: planejamento e desenvolvimento de novos produtos, produção e coordenação de logística interna e melhoria na flexibilidade de fabricação (NEPAL, 2011). Além disso, as relações de fornecimento são caracterizadas por um alto nível de mutua dependência.…”

New product development for mass customization: a systematic review

“…Among the tools proposed for the product family project, most of them have their application illustrated in cases. Such cases illustrate the application of the tools in a variety of products of different technological complexity, such as a coffeemaker and its development (McAdams, Stone, & Wood, 1999) and an air conditioning system (Nepal, Monplaisir, & Famuyiwa, 2012). There is also a concentration of applications in the development of products aimed at intermediate goods, which are part of other products, and consumer goods, aimed at the end user ( Figure 5).…”

“…After using matrices to analyze the relation between subsystems, these are normally clustered by means of cluster analysis techniques, with the Euclidean distance measure being normally used to identify product modules and platforms. After that identification, some tools recommend the optimization of the cluster, in order to improve the product structure identified, by means of genetic algorithms (Meehan et al, 2007;Qu et al, 2011) or by including other issues, such as aspects of the supply chain (Nepal et al, 2012) (Figure 5). …”

Supplier integration for new product developments : antecedents for supplier integration in modular product designs

“…In detail, the decoupled structure of product modularity allows modifications of one part of the end-product with limited influence on other parts of the end-product. Thus, outsourced modules are not interfering with other modules of the product, so that the development of large parts of the endproduct can be allocated to suppliers (Baldwin & Clark, 2003;Baldwin & Von Hippel, 2011;Campagnolo & Camuffo, 2009;Henderson & Clark, 1990;Howard & Squire, 2007;Muffatto & Roveda, 2002;Nepal et al, 2012;Sako & Murray, 1999). Thereby, companies use supplier knowledge for supplementary development activities allowing buying firms to assimilate internal resources to their core competences (Langlois & Robertson, 1992;Sako & Murray, 1999).…”

“…This approach helps companies to balance product variety and product standardization (Krishnan & Gupta, 2001;Meyer & Lehnerd, 1997;Skoeld & Karlsson, 2007) and enables many advantages such as increased flexibility, reduced development cost, and improved ability to upgrade products. By looking at supplier integration in relation to platform architectures, an increasing number of scholars have shown that modular product structures can have an influence on the allocation of development activities to suppliers (Baldwin & Clark, 2003;Baldwin & Von Hippel, 2011;Campagnolo & Camuffo, 2009;Henderson & Clark, 1990;Howard & Squire, 2007;Muffatto & Roveda, 2002;Nepal, Monplaisir, & Famuyiwa, 2012;Sako & Murray, 1999). In detail, the decoupled structure of product modularity allows modifications of one part of the end-product with limited influence on other parts of the end-product.…”