Investing in product development and production capabilities: The crucial linkage between time-to-market and ramp-up time

Carrillo, Janice E.; Franza, Richard M.

doi:10.1016/j.ejor.2004.08.040

Cited by 109 publications

(76 citation statements)

References 25 publications

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“…Involving and informing supply-chain partners before the launch of new products is important to secure the product ramp-up capability and increase the success of new product development (Ragatz, Handfield & Scannell, 1997;Wynstra & Ten Pierick 2000). The supply-chain stakeholders can provide feedback during the different product development stages so that the product and supply-chain design can be handled in parallel (Chen, Reilly & Lynn, 2005;Carrillo & Franza, 2006;Hilletofth et al, 2010).…”

Section: Supply-chain Capability Creation Processmentioning

confidence: 99%

“…The goal of the NPD process is not only to develop new products technically but also to assist the ramp-up of the supply-chain activities as early as possible, which then implies to involve the supply-chain representatives into the NPD process (Van Echtelt, Wynstra, Van Weele & Duysters, 2008;Hilletofth et al, 2010). Therefore, a well-documented NPD and SCCC processes is necessary already in the early phase of NPD in order to prepare the operational supplychain capabilities, including related investments and decisions in a timely manner, and to avoid rampup delays due to too late capability creation activities (Tracey, Lin, & Vonderembse, 2005;Carrillo & Franza, 2006;Khan, Barczak, Nicholas, Ledwith & Perks, 2012). The main targets of the new product ramp-ups are related to mature supply-chain capability at the targeted cost, capacity, time and quality (Hüntelmann et al, 2007;Pufall et al, 2007;Elstner & Krause, 2014;Stauder, Buchholz, Klocke & Mattfeld, 2014;Surbier et al, 2014).…”

Section: Supply-chain Capability Creation Processmentioning

confidence: 99%

“…The aim of the SCCC is to prepare smooth, efficient, economical and rapid product ramp-ups based on the mature supply-chain process (Carrillo & Franza, 2006;Hüntelmann, Reinsch & Märtens, 2007).…”

Section: Supply-chain Capability Creation Processmentioning

confidence: 99%

See 2 more Smart Citations

Supply capability creation process: Key milestone criteria and activities

Verrollot

Tolonen

Härkönen

et al. 2017

JIEM

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Abstract:Purpose: The article focuses on supply capability creation (SCC) within the new product development (NPD). The purpose is to establish an SCC process describing the main SCC activities and milestone criteria in preparing the supply process for new products Design/methodology/approach: The article analyses the earlier research, carries out current state analysis of six case companies regarding the SCC areas and proposes an SCC process. Findings:The developed SCC process aims at preparing the operational supply capability for a developed new product based on the preferred, qualified and contracted suppliers and materials along the NPD process, and ultimately at the product ramp-up.Originality/value: This paper introduces an SCC process that has not been presented earlier in the literature, highlighting the important role of the SCC for successful product ramp-ups.

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Section: Supply-chain Capability Creation Processmentioning

confidence: 99%

Section: Supply-chain Capability Creation Processmentioning

confidence: 99%

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Supply capability creation process: Key milestone criteria and activities

Verrollot

Tolonen

Härkönen

et al. 2017

JIEM

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show abstract

“…For example, the ability of consumer networks to express experiences with drugs had an effect on the consumer demand leading to word of mouth being more important than the claimed benefits of the drug (Prahalad & Ramaswamy, 2004). Companies in fashion and high-tech industries need to have high capabilities to ramp up production and decrease time-to-market to reap the possible rewards of competition in markets with volatile demand and short product life cycles (Carrillo & Franza, 2006). In essence, companies need to understand the nature of the consumers and their demands before devising a supply chain strategy (Mason-Jones et al, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Supply chain configuration and moral disengagement

Eriksson

Hilletofth

Hilmola

2013

IJPM

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This research shows that supply chain configuration may facilitate or restrict opportunities of moral disengagement. It is proposed that a moral decoupling point is a point through which materials, information, and money may be transferred, while acting as a roadblock for moral responsibility. Decoupling points allow researchers to understand how moral responsibility is connected with supply chain configuration. By mapping and removing moral decoupling points managers can structure their supply chains to increase moral responsibility of employees and better fulfill ethical guidelines. Empirical material is two-fold in this study. Firstly we investigate media reports of four cases, where Swedish company's moral is questioned. This is complemented with three reallife case studies from three global Swedish led textile companies.

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“…They conclude that a phased roll-out is an effective strategy when the uncertainty of the product success is high. Carillo and Franza (2004) assess the linkage between investing in product development and production capabilities and characterize optimal policies for them. McCardle (1985) investigates, using a dynamic programming model, the value gained from acquiring more information about the profitability of a new technology and whether it is optimal to adopt or reject the technology.…”

Section: Introductionmentioning

confidence: 99%

New product development flexibility in a competitive environment

Kettunen

Grushka‐Cockayne

Degraeve

et al. 2015

European Journal of Operational Research

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Managerial flexibility can have a significant impact on the value of new product development projects. We investigate how the market environment in which a firm operates influences the value and use of development flexibility. We characterize the market environment according to two dimensions, namely (i) its intensity, and (ii) its degree of innovation. We show that these two market characteristics can have a different effect on the value of flexibility. In particular, we show that more intense or innovative environments may increase or decrease the value of flexibility. For instance, we demonstrate that the option to defer a product launch is typically most valuable when there is little competition. We find, however, that under certain conditions defer options may be highly valuable in more competitive environments. We also consider the value associated with the flexibility to switch development strategies, from a focus on incremental innovations to more risky groundbreaking products. We find that such a switching option is most valuable when the market is characterized by incremental innovations and by relatively intense competition. Our insights can help firms understand how managerial flexibility should be explored, and how it might depend on the nature of the environment in which they operate.Keywords: project management; OR in research and development; product development; dynamic programming 1 2

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Investing in product development and production capabilities: The crucial linkage between time-to-market and ramp-up time

Cited by 109 publications

References 25 publications

Supply capability creation process: Key milestone criteria and activities

Supply capability creation process: Key milestone criteria and activities

Supply chain configuration and moral disengagement

New product development flexibility in a competitive environment

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