Managing the buyer-supplier interface for on-time performance in product development

Managing the buyer-supplier interface for on-time performance in product development Reducing the time required to develop new products has become an important factor of competition in many industries. This paper empirically tests whether management of the buyer-supplier interface affects supplier-related delays and, in turn, if these delays slow the overall project. Product development engineers and engineering managers in 79 assembly industry firms were surveyed to gather the data for this study. Results of analysis of covariance show that working with a supplier that has strong technical capabilities reduces supplier-related delays. However, the benefits of commonly cited interface management techniques such as early supplier involvement, increasing the supplier's responsibility for design, and greater buyer-supplier communication were not confirmed. A significant relationship was found between supplier-related delays and overall project delays. The priority that the buyer's top management places on the project and the degree of technical change were also significantly related to overall project delays. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Operations Management Elsevier

Managing the buyer-supplier interface for on-time performance in product development

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Publisher
Elsevier
Copyright
Copyright © 1997 Elsevier Ltd
ISSN
0272-6963
DOI
10.1016/S0272-6963(96)00089-7
Publisher site
See Article on Publisher Site

Abstract

Reducing the time required to develop new products has become an important factor of competition in many industries. This paper empirically tests whether management of the buyer-supplier interface affects supplier-related delays and, in turn, if these delays slow the overall project. Product development engineers and engineering managers in 79 assembly industry firms were surveyed to gather the data for this study. Results of analysis of covariance show that working with a supplier that has strong technical capabilities reduces supplier-related delays. However, the benefits of commonly cited interface management techniques such as early supplier involvement, increasing the supplier's responsibility for design, and greater buyer-supplier communication were not confirmed. A significant relationship was found between supplier-related delays and overall project delays. The priority that the buyer's top management places on the project and the degree of technical change were also significantly related to overall project delays.

Journal

Journal of Operations ManagementElsevier

Published: Feb 1, 1997

References

  • Improving the performance of new product teams
    Ancona, D.G.; Caldwell, D.F.
  • Managing for speed to avoid product obsolescence: a survey of techniques
    Cordero, R.
  • The hidden costs of accelerated product development
    Crawford, C.M.
  • The contribution of manufacturing to shortening design cycle times
    De Meyer, A.; Van Hooland, B.
  • Metrics for measuring product development cycle time
    Griffin, A.
  • Influence of task type on the relationship between communication and performance: the case of software development
    Hauptman, O.
  • Collapsing new product development times: six case studies
    Mabert, V.A.; Muth, J.R.; Schmenner, R.W.

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