Implementing a co-development process with suppliers

About this Publication

Overview
This Quick Insight provides new insights into the difficult and challenging area of supplier co-development. It details the challenges right through to the measurement of relationships. The main focus is on identifying the actions needed to improve and align the development processes of suppliers.

Implications
To work, supplier co-development requires some form of monitoring and measurement over the long term. The implications of employing performance measurement (PM) systems include defining a new business framework that includes:

• What is to be measured
• Where to apply performance measures
• How to differentiate between opinions and fact
• How to open up systems and processes
• Understanding risks associated co-development

Originality
Performance Measurement (PM) in new product development is a complex task, measuring the integration of your suppliers' product development is even harder. With a lack of understanding as to how PM systems should be approached, this Quick Insight provides readers with a deeper understanding of what it takes to implement a co-development PM system and delivers process steps that can be applied to any customer-supplier relationship.

Structure

• The “Focus On…Supplier-Manufacturer Co-Development” includes insights on dividing up co-development responsibilities and protecting intellectual property.
• The “Challenge of measuring performance and managing relationships” section outlines some of the key steps and system characteristics that can assist co-development strategies. It also includes detail of process map alignment in new product development. A major automotive manufacturer forms the basis of the report, however the core approach and characteristics are equally valid for any industrial sector.
• A “Comparator Case Study” provides insights into the co-development process from a supplier’s perspective.

Table of Content

Key Insights