Localisation of product development based on competitive advantage of location and government policies: a case study of car makers in Brazil

Analysing Open Innovation Integration to Product Development Processes Within the Brazilian Automotive Industry

“…A useful classification for the companies interviewed is that of the Brazilian car makers first comer and newcomer dichotomy (Ibusuki et al, 2012 (Ibusuki et al, 2015;de Mello et al, 2016). With that said, Table 3 presents the interviewed companies, categorized by their classification and region of origin.…”

“…Newcomers are characterized in the literature (Ibusuki et al, 2012) by being more centralized in their design and product development departments -that is, most significant design activities are not done in subsidiaries like the ones studied, but rather in their headquarters. With that said, in all cases the interviewees believed that open innovation was adopted in their units somewhat recently (from 5 to 10 years), and the perceived importance of open innovation to product development varied from of little importance for case #5 to extremely important for case #4 (case #6 and #7 considered it moderately important).…”

Adoção da modularidade em produto e em produção na indústria automotiva: uma análise comparativa em projetos de veículos com participação da engenharia brasileira

“…Rather than the common adaptations to the local market (still existent), some developments are today increasingly more complex (e.g. Consoni, 2004;Ibusuki et al, 2012;Amatucci & Mariotto, 2012). The so-called second wave of investments in the automotive industry in the 1990s brought about the installation of several new manufacturing facilities (Cauchick Miguel, 2006), update of the ones which already existed, in some situations using modular arrangements.…”

MASS CUSTOMIZATION ENABLEMENT THROUGH LEAN DESIGN & SET-BASED CONCURRENT ENGINEERING APPLICATION

“…The choice of such unit for the field survey is also justified by its practical and academic relevance, as subject of study by several authors, as well as a industrial operations' benchmark (Collins & Bechler, 1997;Doran & Hill, 2009;Ibusuki, Kobayashi, & Kaminski, 2012, Salerno, Camargo, & Lemos, 2008, due to its Modular Consortium model, in which the partners interact directly on the final product assembly line, sharing physical space and responsibilities.…”