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Abstract

This article provides some revealing insights into what a leading Italian firm operating in markets where innovation is a focal point of competition has learned about partnering with suppliers in the new products development process. To suceed in a rapidly changing environment, the firm promoted and sustained tightly linked, integrated supplier relationships. This provided one key element of a shorter product cycle, led to better products, and increased the firm's ability to compete. Andrea Bonaccorsi and Andrea Lipparini explore why partnering is critical for new product success. Finally, they highlight the steps that should be taken to make this relationship a productive one.
... Comparing the difference between Japanese and US automotive plants in terms of SI and NPD performance, scholars found that US automotive plants se lect their suppliers earlier, but the Japanese appeared to involve suppliers more and have closer, longer, and more stable relationships with suppliers (Cusumano and Takeishi 1991). Increasing interest in this area in the mid-1990s led to several case studies that identified SI as a key determinant of NPD success (e.g., Bonaccorsi and Lipparini 1994;Murmann 1994). For example, by analyzing fourteen German engineering projects, Mur mann (1994) identified knowledge sharing and direct communication with suppliers as the major factors in reducing development times. ...
... For example, by analyzing fourteen German engineering projects, Mur mann (1994) identified knowledge sharing and direct communication with suppliers as the major factors in reducing development times. Similarly, in an Italian case study, Bonaccorsi and Lipparini (1994) noted that firms that promoted and sustained tighter links with suppliers experienced shorter product development cycle times, which led to better products, increasing the firm's competitive capability. ...
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Supplier involvement in new product development (NPD) has received significant attention in the operations management literature. Based on a thorough meta-analysis of correlations for papers published in operations management journals from 1989 to 2014, this study assesses the performance implications of supplier involvement in NPD. The analysis at the aggregate level indicates a significant positive relationship between supplier involvement and overall NPD performance. However, the analysis also indicates that this relationship may be contingent on the presence of various moderating factors. Further, the detailed analysis suggests that it is important to understand that certain supplier involvement dimensions do not simultaneously affect all performance dimensions. This study highlights the dimensions of supplier involvement with the greatest impact, emphasizes the importance of considering moderating factors in future investigations, and identifies areas of future research on the topic.
...  la réduction des coûts de développement (Handfield et al., 1999;Petersen et al., 2003Petersen et al., , 2005De Toni et Nassimbeni, 1999;Wynstra et al., 2001),  l'amélioration de la qualité des produits (Bonaccorsi et Lipparini, 1994;Primo et Amundson, 2002;Ragatz et al., 1997;Takeishi, 2001),  l'amélioration de l'innovation des produits (Cousins et al., 2011;Jean et al., 2014;Luzzini et al., 2015;Tsai, 2009;Yeniyurt et al., 2014)  la réduction du temps de développement (Dröge et al., 2000;Ragatz et al., 2002;Tessarolo, 2007;Zhao et al., 2014),  l'amélioration de la performance financière et commerciale du DPN (Brown et Eisenhardt, 1995;Menguc et al., 2014;Najafi Tavani et al., 2013;Song et Di Benedetto, 2008;Yeniyurt et al., 2014). ...
... L'intégration en Black box constitue le niveau le plus complet d'intégration (Petersen et al., 2005). (Petersen et al., 2005) 1.1.2.5.2 Moment d'intégration du fournisseur Le moment d'intégration des fournisseurs dans le processus DPN du client est un aspect important de l'IFDPN (Bonaccorsi et Lipparini, 1994). Plusieurs auteurs se sont intéressés au moment d'intégration du fournisseur, arguant qu'une intégration au plus tôt est critique pour améliorer la performance du DPN (Le Dain et al., 2011;Ragatz et al., 2002). ...
Thesis
Le Développement de Produits Nouveaux (DPN) est un processus qui s’appuie sur les connaissances et les informations. En ce sens, les Technologies de l’Information et de la Communication (TIC) peuvent potentiellement redéfinir les résultats du DPN. Cette thèse s’intéresse à la collaboration client-fournisseur en DPN, reconnue comme une source majeure d’innovation, et cherche à étudier en quoi l’usage des TIC favorise son succès. Suite à l’étude des manquements de la littérature, cette problématique est détaillée pour explorer (i) les problèmes limitant l’usage efficace des TIC, (ii) le rôle du capital social (i.e. capacités collectives issues des relations entre les individus) comme antécédent de cet usage, et (ii) la contribution de cet usage au succès de la collaboration (i.e. qualité de la collaboration et performance des projets collaboratifs). A cet égard, un modèle conceptuel, fondé sur la théorie de gestion par les ressources, est développé grâce à des preuves issues de la littérature. Afin d’évaluer ce modèle, une méthodologie mixte (qualitative et quantitative) est employée. Dans le cadre de la méthode qualitative, des études de cas sont menées en deux temps, sous la forme d’entretiens. Des études de cas exploratoires sont effectuées auprès de responsables des TIC d’un leader du petit électroménager et d’un autre du secteur ferroviaire, et auprès d’acteurs projet d’un fournisseur automobile. Ensuite, des études de cas approfondies sont menées auprès d’acteurs projet de 3 fournisseurs du leader ferroviaire précité. L’analyse croisée des cas souligne des tendances dans les problèmes limitant l’usage efficace des TIC. Elles concernent la nature des problèmes (techniques, liés aux acteurs projet et la collaboration, ou au niveau organisationnel), le type de fonctionnalités des TIC (PRM: gestion de projets et de processus, KM: gestion des connaissances, ou CW: travail coopératif), mais également la perspective explorée (responsables des TIC côté client versus acteurs projet côté fournisseur). En outre, suite à un focus sur la perspective fournisseur, le rôle des dimensions du capital social (cognitive, structurelle et relationnelle) comme antécédents de l’usage efficace des TIC est mis en avant, plus particulièrement pour les fonctionnalités PRM et KM. Par la suite, une méthode quantitative est appliquée, sous la forme d’une enquête auprès d’acteurs projet, cette fois-ci côté client, qui sont membres d’une association centrée sur le DPN, et d’un réseau d’anciens étudiants en génie industriel. Les données collectées sont analysées par différentes méthodes statistiques. D’une part, les régressions linéaires multiples permettent de valider les effets directs positifs (i) variant des dimensions du capital social sur l’usage efficace des fonctionnalités PRM et KM, (ii) d’importance égale, de l’usage efficace des trois fonctionnalités des TIC sur la qualité de la collaboration, ainsi que (iii) de l’usage efficace des fonctionnalités KM sur la performance des projets collaboratifs. D’autre part, la technique du bootstrapping permet de vérifier les effets indirects de chacune des fonctionnalités des TIC sur la performance des projets collaboratifs, à travers le rôle de médiateur porté par la qualité de la collaboration. Finalement, des analyses multi-groupe sont appliquées afin de souligner la différence dans la contribution de l’usage efficace des TIC, sous différentes conditions de l’intégration des fournisseurs en DPN (moment d’intégration et responsabilité dans la conception). A la lumière de ces résultats, des recommandations et des exigences sont formulées quant au développement et à l’usage des TIC. L’idée est de permettre un usage efficace dans le cadre de la collaboration client-fournisseur, notamment à travers la considération du capital social dans cet usage.
... Greater supplier involvement in new product development can enhance cycle time reduction efforts by reducing development costs through earlier availability of prototypes, increased standardization of parts, enhanced consistency between designs and suppliers' process capabilities, and reduced engineering changes. Supplier involvement also can produce higher-quality products with fewer defects and improve the resulting product design's technical capabilities through the incorporation of supplier-originated innovations (Bonaccorsi and Lipparini 1994). 4. Use ofAdvanced Design Tools: The product development literature argues that the application of design tools such as quality function deployment (QFD), design of experiments (DOE), and failure mode and effects analysis (FMEA) can improve the probability of new product success.' ...
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