Existing studies of supplier involvement in new product development have mainly focused on project-related short-term processes and success-factors. We will test and refine an analytical framework that identifies both long-term strategic processes and short-term, operational processes that are related to supplier involvement. The empirical part of this paper is based on data from a multiple-case study of supplier collaborations within a manufacturer in the copier and printer industry. Our main findings demonstrate that coherent planning and execution of both strategic and operational sets of activities is critical not only in achieving short-term objectives but also long-term benefits of supplier involvement in product development. This study contributes to the Dynamic Capabilities view by providing a more detailed process-based framework that allows us to examine, to explain and to facilitate prescriptions of how companies can effectively build a competitive advantage in product development from resources controlled or possessed by suppliers
