Dynamic product portfolio management with life cycle considerations

Seifert, Ralf W.; Tancrez, Jean‐Sébastien; Bicer, Isik

doi:10.1016/j.ijpe.2015.10.017

Cited by 31 publications

(18 citation statements)

References 36 publications

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“…The importance of the ability to govern PPM is understood, but the focus has been on new products [54]. Some researchers connect the lifecycle management aspect into the PPM and emphasize its importance [20], [55], [56], but the literature can be considered as somewhat scarce in this respect.…”

Section: B Product Portfolio Management Over Lifecyclementioning

confidence: 99%

Commercial and Technical Productization for Fact-Based Product Portfolio Management Over Lifecycle

Lahtinen

Mustonen

Härkönen

2021

IEEE Trans. Eng. Manage.

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Increasing product variety and expanding commercial offering create a challenge for companies in terms of keeping their product portfolio profitable and managing it through the entire lifecycle of products. Effective productization and product portfolio management (PPM) practices, supported by product structure considerations, may hold a key for product profitability over lifecycle. This article examines the current practices and improvement possibilities in productization and PPM, including the targets and key performance indicators (KPI), by considering the product lines of a global engineering company. The analysis utilizes the previous literature, company interviews, and relevant company materials. The article demonstrates company difficulties, which are stemming from inadequate definition of productization and imperfect PPM targets and KPIs over the product lifecycle. An initial framework is formed to support more holistic productization over product lifecycle alongside creating suitable PPM targets and KPIs.

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Section: B Product Portfolio Management Over Lifecyclementioning

confidence: 99%

Commercial and Technical Productization for Fact-Based Product Portfolio Management Over Lifecycle

Lahtinen

Mustonen

Härkönen

2021

IEEE Trans. Eng. Manage.

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“…Aiming at the selection of a near-optimal mix of products and attribute levels to offer in the target market, [4] develops a heuristic genetic algorithm for solving the product portfolio planning problem more effectively. [5] considers a portfolio of products in which each product probabilistically transitions through various life cycle stages. They use an infinite-horizon Markov Decision Process (MDP) to find the optimal decisions to coordinate the operations and finance depending on the composition of the portfolio.…”

Section: Introductionmentioning

confidence: 99%

Risk Based Product Selection in a Central Kitchen Supply Chain

Cai¹,

Xie²,

Ren³

2017

dtetr

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Abstract. In a certain food consumption market, a central kitchen and a retailer form a decentralized supply chain. As the demand is uncertain, the investment on the central kitchen project is under financial risks. For risk reduction of the supply chain, we investigate product portfolio selection of the central kitchen project. Firstly, in two scenarios of the supply chain: coordination and non-coordination, mathematical modeling is used to analyze price decisions of the retailers with respect to different quality products provided by the central kitchen. Secondly, we develop the product portfolio selection model, where the goal is to minimize the risk under certain conditions. Finally, a numerical example is used to illustrate the impact of bargaining power of the central kitchen on the risk taking, industry quality, profit and consumer surplus. The results show that the supply chain coordination can produce high industry quality, low risk and low profit.

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“…Cooper, Edgett e Kleinschmidt (2001) ainda no começo do século XXI já apresentavam os próximos desafios inseridos no contexto de rápida mudança de tecnologias, que relacionava o encurtamento do ciclo de vida dos produtos à competitividade global que as empresas enfrentariam nos próximos anos e tal suposição deflagrou-se como realidade. E, uma das formas de lidar positivamente com essa realidade é por meio do gerenciamento da variedade e da diversidade de produtos no portfólio da organização (Seifert, Tancrez & Biçer, 2016).…”

Section: Balanceamento Do Portfólio: Gerenciando a Variedade E A Diveunclassified

“…Em um portfólio com alta variedade, o ciclo de vida de mercado do produto adquire ainda mais relevância, pois as demandas e receitas altas e baixas de cada produto podem ocorrer simultaneamente em vários momentos (Seifert et al, 2016).…”

Section: Balanceamento Do Portfólio: Gerenciando a Variedade E A Diveunclassified

“…Portanto, as empresas que desejam suavizar os níveis gerais de demanda e receita devem gerenciar ativamente seu portfólio, sincronizando adequadamente os lançamentos de atualizações e de novos produtos, escolhendo adequadamente o valor e o tempo de suporte da área de marketing. A complexidade das decisões ótimas operacionais e de marketing aumenta quando as empresas estão financeiramente limitadas, uma vez que elas devem fazer os investimentos necessários e ainda precisam administrar muitos produtos em vários estágios do ciclo de vida (Seifert et al, 2016).…”

Section: Balanceamento Do Portfólio: Gerenciando a Variedade E A Diveunclassified

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A sustentabilidade na gestão do portfólio de produtos: um estudo sobre o desenvolvimento de produtos sustentáveis

Curvelo¹

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Sustainability is no longer a theme connected only with environment preservation and nowadays assumes a strategic role within organizations, due to the opportunity for market differentiation and positive impact on society and the environment with its product offerings and/or services. The concept of sustainability has evolved since 1968 in its first formal discussion at the Club of Rome, and its relationship with product innovation is becoming ever closer. Given this context, the present study sought to investigate how the evolution of sustainability strategies is reflected in innovations and product development at consumer goods companies. For this purpose, the literature review raised topics on product portfolio management, new product development and sustainable products. Multiple case studies were conducted with semi-structured interviews with marketing and sustainability leaders from five consumer goods multinationals. The main findings suggest that there is an evolution in sustainable product development that is non-linear but rather fragmented throughout more primary phases contemplating ad hoc changes to more advanced stages of sustainable product development that envision a positive impact on the environment, society and incorporation into culture. Additionally, in order to have more advanced stages of product sustainability, companies apply internal development strategies, acquisitions and external consultancy to leverage the sustainability of their products, sometimes having barriers such as their sustainability overview, internal dynamics and consumer perception hindering such evolution. Finally, the main findings were discussed according to the literature, proposing managerial contributions to the portfolio strategy of consumer goods companies, as well as theoretical contributions to the development of sustainable products, and suggest further research to deep dive aspects discussed on this study.

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Dynamic product portfolio management with life cycle considerations

Cited by 31 publications

References 36 publications

Commercial and Technical Productization for Fact-Based Product Portfolio Management Over Lifecycle

Commercial and Technical Productization for Fact-Based Product Portfolio Management Over Lifecycle

Risk Based Product Selection in a Central Kitchen Supply Chain

A sustentabilidade na gestão do portfólio de produtos: um estudo sobre o desenvolvimento de produtos sustentáveis

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