<?xml version="1.0" encoding="UTF-8" ?>
<modsCollection xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns="http://www.loc.gov/mods/v3" xmlns:slims="http://slims.web.id" xsi:schemaLocation="http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-3.xsd">
<mods version="3.3" id="41503">
 <titleInfo>
  <title>Developing a business process for product developm</title>
 </titleInfo>
 <typeOfResource manuscript="no" collection="yes">mixed material</typeOfResource>
 <genre authority="marcgt">bibliography</genre>
 <originInfo>
  <place>
   <placeTerm type="text">Bradford?</placeTerm>
   <publisher> Emerald Group Publishing</publisher>
   <dateIssued>20 Februari - 5 Mare</dateIssued>
  </place>
 </originInfo>
 <language>
  <languageTerm type="code"></languageTerm>
  <languageTerm type="text"></languageTerm>
 </language>
 <physicalDescription>
  <form authority="gmd"></form>
  <extent>p. 715 - 736</extent>
 </physicalDescription>
 <note>Purpose - Organizations are identifying strategic supply chain &#13;
relationships as a major source for competitive advantage. Interest in &#13;
the concept is becoming prevalent in many industries, including new &#13;
product development within the engineering sector. Collaborative &#13;
supplier relationships are being used in new product development as a &#13;
tool to share the development burden and reduce the development life &#13;
cycle. The purpose of this paper is to develop a business process to act&#13;
 as a roadmap for optimum supplier integration. &#13;
Design/methodology/approach - An Engineering case organisation (Genco &#13;
Inc.) is explored to provide an understanding of the extent and timing &#13;
of supplier involvement, within new product development. Subsequently a &#13;
high level business process is developed to govern early supplier &#13;
integration, within a product development phase gate model. Findings - &#13;
The findings suggest and the business model strives to create a more &#13;
holistic view of supplier integration; extending the scope beyond the &#13;
individual firm-centric factors, the paper develops the importance of &#13;
supplier collaboration, design for supply chain and consideration of the&#13;
 overall value network. The business process creates a move towards &#13;
defining supplier commodity types pre-project launch, strategically &#13;
timing and managing the extent of supplier integration. Practical &#13;
implications - The business process can be used to govern supplier &#13;
integration by categorising commodity type. Each supplier classification&#13;
 can be phased into the development project to maximise the efficiency &#13;
of development collaboration. The resulting process also acts to share &#13;
accountability to create future roadmaps and accountability for future &#13;
competitive advantage. Originality/value - Currently, to the best of the&#13;
 authors' knowledge, an individual case organisation has not been &#13;
documented with regards the extent of supplier involvement or timing, &#13;
nor has an early supplier involvement (ESI) business process been &#13;
developed. &lt;br&gt;</note>
 <note type="statement of responsibility"></note>
 <classification></classification>
 <identifier type="isbn">14637154?</identifier>
 <location>
  <physicalLocation>Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen</physicalLocation>
  <shelfLocator></shelfLocator>
 </location>
 <recordInfo>
  <recordIdentifier>41503</recordIdentifier>
  <recordCreationDate encoding="w3cdtf">2014-07-08 00:00:00</recordCreationDate>
  <recordChangeDate encoding="w3cdtf">2014-07-08 00:00:00</recordChangeDate>
  <recordOrigin>machine generated</recordOrigin>
 </recordInfo>
</mods>
</modsCollection>