Adoption of product lifecycle management in new product development: a case study of automotive organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ganesh Tanpure ◽  
Vinod Yadav ◽  
Rakesh Jain ◽  
Gunjan Soni
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Content Type ◽  
Study Approach ◽  
Manufacturing Organization ◽  
Lifecycle Management

PurposeThe Product Lifecycle Management (PLM) system has found varieties of deployments in various domains of product-based industries. Current study aims to provide a framework for the adoption of PLM systems in manufacturing organizations to meet the actual requirements of industries.Design/methodology/approachFirst, a systematic review of extant literature was performed, and further, the case study approach is opted to study the process of New Product Development (NPD) in a manufacturing organization. Triangulation methodology was adopted wherein the interview results, actual observations, and authorized documentations were used to validate the result and provide conclusions.FindingsA conceptual framework and implementation architecture for PLM is derived. The complete ecosystem for digital footprint is mapped for New Product Development (NPD) activities.Practical implicationsThe study could be helpful for Techno-Functional Managers. For individuals with only functional/technical knowledge, additional training might be required to adopt the framework in actual practices.Originality/valueThe paper contributes to the existing literature by providing a framework and demonstrating the feasibility of implementation through the case study.

Effect of product lifecycle management on new product development performances: Evidence from the food industry

2018 ◽  
Vol 100 ◽  
pp. 184-195 ◽  
Author(s):  
Claudia Pinna ◽  
Francesco Galati ◽  
Monica Rossi ◽  
Clint Saidy ◽  
Ramy Harik ◽  
...  
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Food Industry ◽  
New Product ◽  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Lifecycle Management

A case study on FMEA-based improvement for managing new product development risk

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonio Carrizo Moreira ◽  
Luis Miguel D.F. Ferreira ◽  
Pedro Silva
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Early Phase ◽  
Design Methodology ◽  
New Product ◽  
Manufacturing Companies ◽  
User Friendliness ◽  
Content Type ◽  
Development Risk

PurposeThe purpose of this paper is to explore the applicability of the failure mode and effects analysis (FMEA) as an effective tool for decreasing failure risk in the early phase of the new product development (NPD), which adds to existing literature on the application of FMEA in NPD.Design/methodology/approachThrough the application of action research (AR) methodology, it was possible to develop a case study examining the use of FMEA to decrease NPD risk in an early phase of NPD execution.FindingsThe importance and immediate gains of identifying NPD failures support FMEA's usefulness for NPD risk decrease. Moreover, its user-friendliness, timeliness and cost advantages facilitate the introduction of FMEA in the early phase of NPD execution.Originality/valueFMEA is a well-known method used in manufacturing companies to identify and correct failures in products, processes and systems. This article explores the lack of practice-oriented evidence on the use of FMEA in the early phase of NPD execution and provides support to its applicability and effectiveness.

scholarly journals The dark side of effectuation in a key account management relationship

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Phillip McGowan ◽  
Chris Simms ◽  
David Pickernell ◽  
Konstantios Zisakis
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Dark Side ◽  
Key Account Management ◽  
Supplier Relationships ◽  
Content Type ◽  
Account Management ◽  
Key Account

Purpose The purpose of this paper is to consider the impact of effectuation when used by small suppliers within key account management (KAM) relationships. Design/methodology/approach An exploratory longitudinal case study approach was used to examine a single small supplier operating in the snack foods sector of the UK foods industry, as it entered into a new KAM relationship with a major retailer and undertook four new product development projects. Findings Findings suggest effectuation may positively moderate the ability of a small supplier to enter into a KAM relationship by enabling it to obtain resources and limit risk. However, once within the relationship, the use of effectuation may negatively impact success by increasing the potential for failure to co-create new product development, leading to sub-optimal products, impacting buyer confidence and trust. Furthermore, a failed KAM relationship may impact other customers through attempts to recover revenues by selling these products, which may promote short-term success but, in the long-term, lead to cascading sales failure. Research limitations/implications It cannot be claimed that the findings of just one case study represent all small suppliers or KAM relationships. Furthermore, the case presented specifically concerns buyer-supplier relationships within the food sector. Practical implications This study appears to suggest caution be exercised when applying effectuation to enter into a KAM relationship, as reliance on effectual means to garner required resources may lead to the production of sub-optimal products, which are rejected by the customer. Additionally, a large customer considering entering into a KAM relationship with a small supplier should take care to ensure their chosen partner has all resources needed to successfully deliver as required or be prepared to provide sufficient support to avoid the production of sub-optimal products. Originality/value Findings suggest the use of effectuation within a KAM relationship has the potential to develop a dark side within business-to-business buyer-supplier relationships through unintentional breaches of trust by the selling party.

scholarly journals Leveraging social media in new product development: organisational learning processes, mechanisms and evidence from China

2020 ◽  
Vol 40 (5) ◽  
pp. 671-695 ◽  
Author(s):  
Yuanzhu Zhan ◽  
Kim Hua Tan ◽  
Leanne Chung ◽  
Lujie Chen ◽  
Xinjie Xing
Keyword(s):  
Social Media ◽  
Product Development ◽  
New Product Development ◽  
Social Presence ◽  
Academic Research ◽  
New Product ◽  
Organisational Learning ◽  
Learning Mechanisms ◽  
Content Type ◽  
Study Approach

PurposeThe main purpose of this paper is to investigate how social media can provide important platforms to facilitate organisational learning and innovation in new product development (NPD) process.Design/methodology/approachUsing a multiple case-study approach, this study assesses qualitative data collected via 56 interviews from 13 world-leading Chinese companies in the high-technology industry.FindingsThe study identified three distinct types of organisational learning mechanisms for firms to extract potential innovation inherent in social media. It further determined various organisational enablers that facilitate the connections between these mechanisms and NPD performance.Research limitations/implicationsThis research contributes to the emerging literature on digital product development and organisational learning. The cases were conducted in the Chinese context, hence, the results may not be fully generalisable to other organisations, industries and countries without appropriate re-contextualisation.Practical implicationsThe empirical evidence showcases the various mechanisms adopted by managers in different NPD phases. It identifies several technological and organisational adaptations that managers can apply to smartly scale their social presence and facilitate NPD.Originality/valueDespite the exponential growth of social media use in identifying and interacting with external stakeholders, managerial practice and academic research have paid little attention to how social media can be leveraged for NPD. The value of this research comes from applying a qualitative method to gain in-depth insights into the mechanisms for leveraging social media to facilitate innovation in NPD.

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