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The purpose of this research is to understand why early supplier integration in new product development repeatedly fails and how to select the right suppliers to avoid supplier obstructionism. The authors review the literature on early supplier integration. They conducted a consortial benchmarking study, involving seven firms as part of the research consortium and benchmarking visits to six best-practice firms. Literature was distinguishing between operational and relational criteria explaining success (or failure) in buyer-supplier collaboration in innovation processes. The research suggests that the direct relationship may be moderated by a strategic dimension.
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