New Product Development Process Models

Yin, Chenggang; Zhang, Wenxia

doi:10.1109/icecem54757.2021.00054

Cited by 1 publication

(2 citation statements)

References 27 publications

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“…The Council of Supply Chain Management Professionals (CSCMP, 2022) defines SCM as ‘‘ an integrating function with primary responsibility for linking major business functions and business processes within and across companies into a cohesive and high‐performing business model. It includes all of logistics management and manufacturing operations, and it drives coordination of processes across marketing, sales, product design, finance, and information technology .‘‘ SC processes significant to the manufacturing industry are (1) new product development , 19 (2) SC planning —for example, integrated business planning, 20 and stakeholder engagement, 21 (3) SC operations —downstream processes, for example, sales order processing and supply matching 22 and SC upstream processes, for example, sourcing, procurement, and manufacturing, 23 (4) relationship management , 24 and (5) SC performance management 25 …”

Section: Review Results and Theoretical Backgroundmentioning

confidence: 99%

“…and it drives coordination of processes across marketing, sales, product design, finance, and information technology.'' SC processes significant to the manufacturing industry are (1) new product development, 19 (2) SC planning-for example, integrated business planning, 20 and stakeholder engagement, 21 (3) SC operations-downstream processes, for example, sales order processing and supply matching 22 and SC upstream processes, for example, sourcing, procurement, and manufacturing, 23 (4) relationship management, 24 and (5) SC performance management. 25 The main objective of a supply chain is to increase the product or service value that the customer is willing to pay for.…”

Section: It Includes All Of Logistics Management and Manufacturing Op...mentioning

confidence: 99%

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Activating supply chain business models' value potentials through Systems Engineering

Nuerk

Dařena

2023

Systems Engineering

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New business opportunities, driven by smart digitalization technology and initiatives such as Industry 4.0, significantly change business models and their innovation rate. The complexity of methodologies developed in recent decades for balancing exploration and exploitation activities of digital transformation has risen. Still, the desired integration levels across organizational levels were often not reached. Systems thinking promises to holistically consider interdisciplinary relationships and objectives of various stakeholders across supply chain ecosystems. Systems theory‐based concepts can simultaneously improve value identification and aligned transformation among supply networks’ organizational and technical domains. Hence, the study proposes synthesizing management science concepts such as strategic alignment with enterprise architecture concepts and artificial intelligence (AI)‐driven business process optimization to increase innovation productivity and master the increasing rate of business dynamics at the same time. Based on a critical review, the study explores concepts for innovation, transformation, and alignment in the context of Industry 4.0. The essence has been compiled into a systems engineering‐driven framework for agile value generation on operational processes and high‐order capability levels. The approach improves visibility for orchestrating sustainable value flows and transformation activities by considering the ambidexterity of exploring and exploiting activities and the viability of supply chain systems and sub‐systems. Finally, the study demonstrates the need to harmonize these concepts into a concise methodology and taxonomy for digital supply chain engineering.

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