A novel approach to collaborative product development in the medical-equipment industry

In this study, we summarise the requirements for collaborative product development based on our investigation of the differences in the resources and tools that are needed for the various stages of collaborative product development and the needs of system users during these various stages. We proposed a user-oriented approach of collaborative product development for medical equipment and designed a collaborative product development system with the required functionalities to satisfy different areas according to their roles and workflow. The system we developed can drastically simplify the original complex and dispersed process of product development for intelligent medical equipment, thereby allowing the project team to develop new medical-equipment products and promote interactions among the research and development staff, clinical specialists, and the test participants successfully, thereby resulting in a user-oriented collaborative product development process

Capabilities and Operational Performance: Case Study in Automotive Supply Chain

Sharing of operational capabilities in the supply chains brings benefits to the companies involved. However, studies on operational capabilities in the Brazilian supply chain are still non-existent. The current article investigates the effects of operational capabilities on operational performance in the automotive supply chain. An explanatory cross-section survey was employed. The sample used concentrates on the southeast region of Brazil where there is the largest concentration of automakers. Employing the Exploratory Factor Analysis (EFA) and regression analysis, the results show that three operational capabilities have positive and significantly operational performance. These operational capabilities are cooperation, improvement and customization

Supply Chain Management and Management Science: A Successful Marriage

The last century has witnessed extant studies on the applications of Management Science (MS) to a diverse set of Supply Chain Management (SCM) issues. This paper provides an overview of the contribution of MS within SCM. A framework is developed in this paper with a sampling of MS contributions to major SCM dimensions. Future research directions are presented

Characterization of Best Practices for Customer/Supplier Collaboration in Co-innovation Projects

High market competitiveness and a lack of internal resources and knowledge make companies increasingly interested in open innovation, being the collaborative innovation projects with suppliers one of the most widely used initiatives. However, the collaborative process is difficult to manage given the diversity of factors to consider when mixing different organizational cultures, resources, competencies, and experiences. One way to support the process is through the management of related good practices. Therefore, based on a review of the literature and international standards on open innovation or collaboration, this document identifies five dimensions and 18 practices of the customer-suppliercollaborative innovation process. The identification of these good practices allows the characterization of the customer/supplier collaboration process in innovation projects and allows the establishment of a reference framework for the creation of an evaluation mode

Project teams as a supply chain integration tool

Purpose: The purpose of this paper is to confirm that inter-functional or inter-organizational project teams are one of the supply chain integration tools. Design/Methodology/Approach: A theoretical framework is based on the identification of issues and trends discussed in the literature on the subject grouped in two scientific bases: Scopus and Web of Science. The empirical framework analysis of the research data through statistical analysis has been used. Findings: Cross-functional and cross-organizational teams’ improvement may enable companies to develop stronger relationships with members of their supply chain, which will affect its integration. Practical Implications: The presented findings and associated theoretical framework offer useful new insights regarding the process of supply chain integration and an opportunity for future research. A more in-depth analysis may also be conducted regarding supply chain integration levels. Originality/value: The paper is among the first to focus the role of inter-functional or inter-organizational project teams on supply chain integration process. While the structuring of integrated “hard” supply chain flows is well established, much less is understood concerning the contribution of such “soft” areaspeer-reviewe

Monopoly VS Competition: Market Structure’s Impact on Product Innovation-with Endogenous Quality of New Product

This paper focuses on innovation for new product with exogenously determined horizontal difference from initial product which is provided either by a monopolist or by competitive firms. The innovator, no matter initially under monopoly or competition, will be unique producer of new product and need decide quality of new product which is correlated with investment for innovation. The paper through a model shows that for horizontally similar new product, competition is superior to monopoly to innovate. However, for typical horizontally differentiated product, a monopolist would choose higher quality and invest more than a competitive innovator does if innovation is complex, but brings about lower endogenous quality than the innovator initially under competition does if innovation is easy. Monopoly can support sales of new product with higher price of initial product, but also hamper product innovation to avoid erosion of initial profit. If it is presumed that complexity of innovation is always huge at the beginning, monopoly is more likely to generate innovation for horizontally different product while competition for similar product, respectively compared to each other

Monopoly VS Competition: Market Structure’s Impact on Product Innovation-with Endogenous Quality of New Product

This paper focuses on innovation for new product with exogenously determined horizontal difference from initial product which is provided either by a monopolist or by competitive firms. The innovator, no matter initially under monopoly or competition, will be unique producer of new product and need decide quality of new product which is correlated with investment for innovation. The paper through a model shows that for horizontally similar new product, competition is superior to monopoly to innovate. However, for typical horizontally differentiated product, a monopolist would choose higher quality and invest more than a competitive innovator does if innovation is complex, but brings about lower endogenous quality than the innovator initially under competition does if innovation is easy. Monopoly can support sales of new product with higher price of initial product, but also hamper product innovation to avoid erosion of initial profit. If it is presumed that complexity of innovation is always huge at the beginning, monopoly is more likely to generate innovation for horizontally different product while competition for similar product, respectively compared to each other

Supply chain resilience and risk management strategies and methods

Abstract. The changing global market due to Industry 4.0 and the recent pandemic effect has created a need for more responsiveness in an organization’s supply chain. Supply chain resilience offers the firm not only to avoid disruptions but also to withstand the losses due to a disruption. The objective of this research is to find out how resilience is defined so far in other literature and find out the strategies available to gain the resilience fit for an organization. First, in the literature review, the previous studies on resilience were studied to understand what supply chain resilience means. Then, the key results and findings are discussed and conclusions are presented. The research found some interesting strategies for gaining the resilience fit. The benefits and the stakeholders for each strategy are also pointed out. These strategies can be used according to the organization’s business strategy. These strategies aligned with the business strategy can make a huge difference to withstand potential disruption and gaining a competitive advantage against the market competitors