عنوان مقاله
توسعه محصولات جدید با روشهای مدیریت دانش و مدیریت توسعه فرایند در شبکه
فهرست مطالب
مقدمه
ویژگیهای انتخاب آمیزهNPD در شبکه و روشهایKM
مدیریت سبد اوراق بهادار و عوامل کلیدی موفقیتNPD
مدلANP ساده شده با تحلیل حساسیت
مدل انتخاب آمیزه محصول جدید
بحث و نتیجه گیری
بخشی از مقاله
ویژگیهای انتخاب آمیزهNPD در شبکه و روشهایKM
در صنایعی با رقابت زیاد، هر شرکت معمولاً بر بخش خاصی از فرایند تولید، مثلاً طراحی، تولید قطعات، مونتاژ، تست، حمل و نقل و توزیع، بازاریابی و ... تاکید کرده و سپس به صورت عمودی یا افقی حتی به اندازه رقبای حمایت کننده باهم همکاری کرده و بدین طریق تقاضای مشتریان را تامین می نمایند.
کلمات کلیدی:
Developing new products with knowledge management methods and process development management in a network Hsing Hung Chen a , He-Yau Kang b , Xiaoqiang Xing a , Amy H.I. Lee c, *, Yunhuan Tong a aCollege of Economics and Management, Tsinghua University, Department of Technology Economics Management, Beijing, China b Department of Industrial Engineering and Management, National Chin-Yi University of Technology, 35, Lane 215, Sec. 1, Chung San Rd., Taiping, Taichung 411, Taiwan c Department of Industrial Engineering and System Management, Chung Hua University, No. 707, Sec. 2, Wu Fu Rd., Hsinchu 300, Taiwan Available online 16 August 2007 Abstract When managing the problem of new product development (NPD), a firm needs to cooperate with or compete with its strategic partners in a network to survive in the industry. This paper first discusses the critical success factors (CSF) of NPD in a network, and then simplifies 37 CSFs into 10 items within 3 groups by factor analysis and Delphi method. While analytic hierarchy process (AHP) is capable of dealing with the NPD managerial problems by generalizing subjective judgment of experts, it cannot deal with the inter-relationship among factors or the usually imprecise and vague human judgment. To compensate this deficiency, analytic network process (ANP) incorporated with sensitivity analysis, instead of the popular fuzzy AHP model, is proposed, and a firm can make a decisive evaluation by applying the model. However, developing new products with strategic partners in a network is positively associated with efficiency and effectiveness and negatively with innovation. In order to lead a firm to operate efficiently, effectively and innovatively, the product lifecycle management (PLM) including suitable knowledge management (KM) and process development management is advised for the execution of the selected NPD mix. Balanced scorecard (BSC) using ANP with sensitivity analysis is then suggested to demonstrate the effectiveness of the proposed procedure and models. # 2007 Elsevier B.V. All rights reserved. Keywords: New product development (NPD); Analytic network process (ANP); Product lifecycle management (PLM); Knowledge management (KM) 1. Introduction A survey done by Product Development and Management Association (PDMA) reveals that more than 50% of the sales in successful companies were coming from new products and that the percentage was even over 60% in the most successful overall company [1]. As a result, the advanced-technology product development and introduction process need to be improved to enhance a company’s competitive advantage. Product lifecycle management (PLM) is a strategic business approach that consistently manages all lifecycle stages of a product, commencing from market requirements through the disposal and the recycling [2,3]. However, successful execution of new product development (NPD) must be implemented in most stages of PLM including market requirement, product concept, detailed design, process plan, production and so on. How to keep operating innovatively, effectively and efficiently is important, but the issue has never been simultaneously discussed before, especially in the perspective of supplier– buyer collaboration. To survive in a highly competitive industry, strategies to collaborate with or compete with suitable firms within a network should be considered in the NPD process. The findings suggest that buyer–supplier collaboration is positively associated with efficiency and negatively with innovation [4]. Precisely speaking, as buyer–supplier collaboration leads to variance reduction and control, they may create incremental, exploitative innovation at the expense of radical, exploratory innovation [5]. As some authors correctly point out, the positive effects of buyer–supplier involvement happened at the strategic evaluation are not easily achieved in NPD processes [6], and the management of buyer– supplier involvement in innovation processes appears to be a critical factor [7]. Therefore, how to create radical, exploratory innovation is crucial in buyer–supplier collaboration. In order to
