Technology roadmapping in review: A tool for making sustainable new product development decisions

Petrick, Irene J.; Echols, Ann E.

doi:10.1016/s0040-1625(03)00064-7

Cited by 186 publications

(83 citation statements)

References 49 publications

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“…Previous studies on supplier involvement have focused on integration (Petersen et al 2005), coordination , joint location , technology roadmaps (Petrick and Echols, 2004), technological uncertainties (Melander and Tell, 2014), knowledge sharing (Tell, 2011), trust (Das and Teng, 1998), and a number of other related issues concerning supplier involvement in NPD projects. However, there is still much to be explored, particularly in collaboration between equally powerful firms taking both firms" perspectives (Johnsen, 2009).…”

Section: Discussionmentioning

confidence: 99%

Buyer-Supplier Collaboration in New Product Development Between Two Equally Powerful Firms: A Case Study of ABB and SKF

Melander

2014

OSCM: An Int. Journal

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Collaboration in new product development (NPD) is becoming ever more important as firms specialize and rely on suppliers to provide the latest technology. Most studies on supplier involvement are of collaborations between a powerful buyer and a less powerful supplier, and taking the buying firm's perspective. In contrast, this study focuses on a collaborative NPD project between two equally powerful firms, including both firms' perspectives. A case study of a project between ABB and SKF was conducted. It is shown that not only is the supplier selection important, but it is also important for the buying firm to have an attractive project to motivate the supplier to join the project. Such attractions include business opportunities and learning possibilities. However, these learning possibilities could be viewed as harmful by the buying firm. Particularly when considering that the supplier was equally powerful. Fear of knowledge spillover that could make it possible for the supplier to become a future competitor could hinder the collaboration. These fears were avoided mainly through trust built during prior history with the supplier project.

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Section: Discussionmentioning

confidence: 99%

Buyer-Supplier Collaboration in New Product Development Between Two Equally Powerful Firms: A Case Study of ABB and SKF

Melander

2014

OSCM: An Int. Journal

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“…Previous studies have focused on integration (Petersen et al, 2005), coordination , joint location , technology roadmaps (Petrick & Echols, 2004), knowledge sharing (Tell, 2011), trust (Das & Teng, 1998), and a number of other related issues concerning supplier involvement in NPD projects. However, this study is limited to but a few issues regarding buyer and supplier collaboration.…”

Section: Collaboration Between Buyer and Supplier In Npd Projectsmentioning

confidence: 99%

Supplier Involvement in New Product Development under Technological Uncertainty

Melander¹

2014

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This thesis addresses the challenges that firms are faced with when collaborating with suppliers in new product development (NPD) projects under technological uncertainty. A critical observation that is made in this context is that technologies are evolving faster, making products more complex. At the same time, firms become more specialized. Due to increased complexity and specialization, firms do not possess all the necessary technologies in-house and therefore need to collaborate with external organisations to incorporate new technology into their products. Common collaborators are suppliers who become integrated into the buying firm's NPD project. Scholars and practitioners alike have stressed the importance of involving suppliers in NPD (Takeishi, 2001;Petersen, Handfield, & Ragatz, 2005;Silverstone, Wallis, & Mindrum, 2012;Tevelson, Alsén, Rosenfeld, Benett, Farrell, & Zygelman, 2013). However, finding suppliers and collaborating with suppliers in NPD can be problematic. In addition, external collaborations also impact the buying firm internally, since it often needs to coordinate its departments. Supplier involvement in NPD has been studied for decades (for an overview of the field see Johnsen, 2009), however, little is known about the impact of technological uncertainty in these settings. Consequently, the purpose of this thesis is to explore supplier involvement in NPD under technological uncertainty.The research in this thesis is based on six case studies that were conducted at two large system integrator firms: ABB and Ericsson. In total, 53 interviews and two workshops were conducted to collect relevant data. The thesis consists of a compiled summary and five appended papers. The framework that is developed in the thesis highlights that challenges in supplier involvement in NPD projects under technological uncertainty can be divided into challenges that are related to supplier selection, buyer-supplier collaboration, and internal coordination between R&D and purchasing. The main findings of these studies revolve around the identified challenges.Challenges in supplier selection are concerned with the issues of involving new suppliers or relying on old acquaintances, managing uncertainties, the dilemma of whether to commit to long-term relationships or to maintain flexibility, and deciding on which department that is responsible for evaluating and selecting the supplier. The present study of buyers and suppliers in NPD, shows the challenges that are involved in balancing control, reaching goal alignment, and managing transactional and relational governance. Internal challenges investigate the coordination between the R&D department and purchasing in NPD projects where suppliers are involved. The results of the study indicate that, in projects with high technological uncertainty, there is limited coordination between the R&D department and purchasing since purchasing had but little involvement in these projects. There is organisational separation however, where purchasing is mainly responsible f...

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“…Advanced researches on performance analysis of TRM are mainly focused on an evaluation and improvements in terms of process progress and in terms of expectations of TRM process (Brown and O'Hare, 2001;Kappel, 2001;McCarthy, 2003;Petrick and Echols, 2004;Phaal et al, 2003a;Phaal et al, 2003b;Rinne, 2004). As regards evaluation and improvements for process progress, contents and pros and cons of process for developing various TRM are suggested.…”

Section: Literature On Performance Analysis Of Trm Processmentioning

confidence: 99%

“…Meanwhile, effects to technology planning from TRM process are provided in regards to the expectations of process. Petrick and Echols (2004) identified that KSFs for TRM process are information sharing with participants, reducement of uncertainty and effect on decisions for prototype development in terms of expected effect. Rinne (2004) also identified state-of-art of technology and representation of information, utilization as a communication tool, tools for planning and coordination, technology forecasting and technology selection in terms of expected effect.…”

Section: Literature On Performance Analysis Of Trm Processmentioning

confidence: 99%

Performance Evaluation Index of TRM: A Korean Case for SMEs

Park¹,

Son²,

Seo³

et al. 2013

KTIS

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There is the need for performance evaluation and the identification of key success factors for utilizing technology roadmaps (TRM), but relevant research does not yet exists in this field. In Korea, the Small and Medium Business Administration has implemented the "Support Program for the Individual Company Technology Roadmaps" to promote the establishment of technology development strategies by SMEs. This study developed the framework and indices for performance analysis, designed and implemented survey for TRM performance analysis, and analyzed TRM performance of the companies that have participated in the above program from 2008 to 2011. This study compared the supported 97 companies and 102 companies not supported and analyzed quantitative and qualitative performance and satisfaction levels among the supported companies to compare low-performance companies and highperformance companies. This study aims to examine the KSF of TRM in terms of input and process. Also we suggested significant insights into the performance of TRM in terms of output.

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Technology roadmapping in review: A tool for making sustainable new product development decisions

Cited by 186 publications

References 49 publications

Buyer-Supplier Collaboration in New Product Development Between Two Equally Powerful Firms: A Case Study of ABB and SKF

Buyer-Supplier Collaboration in New Product Development Between Two Equally Powerful Firms: A Case Study of ABB and SKF

Supplier Involvement in New Product Development under Technological Uncertainty

Performance Evaluation Index of TRM: A Korean Case for SMEs

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