The Experts below are selected from a list of 6246 Experts worldwide ranked by ideXlab platform
Patricia J. Daugherty - One of the best experts on this subject based on the ideXlab platform.
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lean launch managing Product Introduction risk through response based logistics
Journal of Product Innovation Management, 1999Co-Authors: Donald J. Bowersox, Theodore P Stank, Patricia J. DaughertyAbstract:New Product launch research has identified four strategic issues that involve activities essential to introduce a new Product to its target market. The sum of these decisions is critical to new Product success. Substantial research has focused on decisions guiding the proper Product, price, and promotion mix to favorably impact market goals. Considerably less research has centered on determining how place capabilities such as logistics and supply chain relationships impact launch performance. Logistics and supply chain collaboration—the processes involved in planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point of origin to point of consumption for the purpose of conforming to customer requirements—can greatly reduce risk associated with new Product launch. They combine to provide a structure to facilitate rapid response to developing demand by location and intensity. In this article, an effort is made to fill the gap in extant knowledge regarding new Product launch strategies by reviewing relevant literature and comparing traditional launch strategies based on anticipatory demand forecasts with alternative lean launch strategies based on the principles of response-based logistics. The result is a lean launch model for continued empirical testing and managerial review. The article contrasts traditional logistics support of new Product launch with an emerging logic called lean launch strategy. The traditional launch strategy is forecast driven and is based on anticipatory logistics (push). The lean launch strategy is formulated on principles of postponement and is based on response-based logistics (pull) and supply chain management. Response-based logistics systems provide flexibility that enables better management of inventory levels. Improved replenishment times and in-stock availability of Products from a centralized inventory allows managers to rapidly react to actual demand. Lean launch enhances successful Introduction by allowing greater flexibility in Product variant selection while minimizing out-of-stock potential. Lean launch also can cut losses in Product launch failures by reducing launch inventory exposure. Finally, lean launch can improve chances of new Product success by helping limited volume technical successes achieve profitability.
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Lean launch: Managing Product Introduction risk through response-based logistics
Journal of Product Innovation Management, 1999Co-Authors: Donald J. Bowersox, Theodore P Stank, Patricia J. DaughertyAbstract:The traditional logistics support of new Product launch with an emerging logic called lean launch strategy is presented. The lean launch strategy is formulated on principles of postponement and is based on response-based logistics and supply chain management. Lean launch enhances successful Introduction by allowing greater flexibility in Product variant selection while minimizing out-of-stock potential. It also can cut losses in Product launch failures by reducing launch inventory exposure.
Donald J. Bowersox - One of the best experts on this subject based on the ideXlab platform.
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lean launch managing Product Introduction risk through response based logistics
Journal of Product Innovation Management, 1999Co-Authors: Donald J. Bowersox, Theodore P Stank, Patricia J. DaughertyAbstract:New Product launch research has identified four strategic issues that involve activities essential to introduce a new Product to its target market. The sum of these decisions is critical to new Product success. Substantial research has focused on decisions guiding the proper Product, price, and promotion mix to favorably impact market goals. Considerably less research has centered on determining how place capabilities such as logistics and supply chain relationships impact launch performance. Logistics and supply chain collaboration—the processes involved in planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point of origin to point of consumption for the purpose of conforming to customer requirements—can greatly reduce risk associated with new Product launch. They combine to provide a structure to facilitate rapid response to developing demand by location and intensity. In this article, an effort is made to fill the gap in extant knowledge regarding new Product launch strategies by reviewing relevant literature and comparing traditional launch strategies based on anticipatory demand forecasts with alternative lean launch strategies based on the principles of response-based logistics. The result is a lean launch model for continued empirical testing and managerial review. The article contrasts traditional logistics support of new Product launch with an emerging logic called lean launch strategy. The traditional launch strategy is forecast driven and is based on anticipatory logistics (push). The lean launch strategy is formulated on principles of postponement and is based on response-based logistics (pull) and supply chain management. Response-based logistics systems provide flexibility that enables better management of inventory levels. Improved replenishment times and in-stock availability of Products from a centralized inventory allows managers to rapidly react to actual demand. Lean launch enhances successful Introduction by allowing greater flexibility in Product variant selection while minimizing out-of-stock potential. Lean launch also can cut losses in Product launch failures by reducing launch inventory exposure. Finally, lean launch can improve chances of new Product success by helping limited volume technical successes achieve profitability.
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Lean launch: Managing Product Introduction risk through response-based logistics
Journal of Product Innovation Management, 1999Co-Authors: Donald J. Bowersox, Theodore P Stank, Patricia J. DaughertyAbstract:The traditional logistics support of new Product launch with an emerging logic called lean launch strategy is presented. The lean launch strategy is formulated on principles of postponement and is based on response-based logistics and supply chain management. Lean launch enhances successful Introduction by allowing greater flexibility in Product variant selection while minimizing out-of-stock potential. It also can cut losses in Product launch failures by reducing launch inventory exposure.
Theodore P Stank - One of the best experts on this subject based on the ideXlab platform.
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lean launch managing Product Introduction risk through response based logistics
Journal of Product Innovation Management, 1999Co-Authors: Donald J. Bowersox, Theodore P Stank, Patricia J. DaughertyAbstract:New Product launch research has identified four strategic issues that involve activities essential to introduce a new Product to its target market. The sum of these decisions is critical to new Product success. Substantial research has focused on decisions guiding the proper Product, price, and promotion mix to favorably impact market goals. Considerably less research has centered on determining how place capabilities such as logistics and supply chain relationships impact launch performance. Logistics and supply chain collaboration—the processes involved in planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point of origin to point of consumption for the purpose of conforming to customer requirements—can greatly reduce risk associated with new Product launch. They combine to provide a structure to facilitate rapid response to developing demand by location and intensity. In this article, an effort is made to fill the gap in extant knowledge regarding new Product launch strategies by reviewing relevant literature and comparing traditional launch strategies based on anticipatory demand forecasts with alternative lean launch strategies based on the principles of response-based logistics. The result is a lean launch model for continued empirical testing and managerial review. The article contrasts traditional logistics support of new Product launch with an emerging logic called lean launch strategy. The traditional launch strategy is forecast driven and is based on anticipatory logistics (push). The lean launch strategy is formulated on principles of postponement and is based on response-based logistics (pull) and supply chain management. Response-based logistics systems provide flexibility that enables better management of inventory levels. Improved replenishment times and in-stock availability of Products from a centralized inventory allows managers to rapidly react to actual demand. Lean launch enhances successful Introduction by allowing greater flexibility in Product variant selection while minimizing out-of-stock potential. Lean launch also can cut losses in Product launch failures by reducing launch inventory exposure. Finally, lean launch can improve chances of new Product success by helping limited volume technical successes achieve profitability.
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Lean launch: Managing Product Introduction risk through response-based logistics
Journal of Product Innovation Management, 1999Co-Authors: Donald J. Bowersox, Theodore P Stank, Patricia J. DaughertyAbstract:The traditional logistics support of new Product launch with an emerging logic called lean launch strategy is presented. The lean launch strategy is formulated on principles of postponement and is based on response-based logistics and supply chain management. Lean launch enhances successful Introduction by allowing greater flexibility in Product variant selection while minimizing out-of-stock potential. It also can cut losses in Product launch failures by reducing launch inventory exposure.
Gilvan C Souza - One of the best experts on this subject based on the ideXlab platform.
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Product Introduction decisions in a duopoly
European Journal of Operational Research, 2004Co-Authors: Gilvan C SouzaAbstract:Abstract In this paper we model a dynamic environment with two firms that fight for share of industry sales and profit in a market with constant size. They capture share by repeatedly introducing new Products. Price changes from period to period reflecting each firm’s learning . We formulate the problem as a repeated game, where each player’s decision at each period is to introduce a new Product. We find that, in general, each firm’s frequency of Product Introductions (clockspeed) in equilibrium decreases as its fixed Product Introduction cost increases. Further, we find that a higher rate of manufacturing learning results in a higher clockspeed and in a higher market share, and also results in significantly worse profits for the competitor. The results underscore the importance of manufacturing expertise in a firm’s ability to introduce new Products.
Jessica Bruch - One of the best experts on this subject based on the ideXlab platform.
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The Introduction Process of Low-Volume Products: Challenges and Potentials of Information Management
2016Co-Authors: Siavash Javadi, Mads Bejlegaard, Ann-louise Andersen, Jessica BruchAbstract:The Product Introduction process plays an important role in development of new Products and launching them to the market on-time with a high quality. The Product Introduction process has been studied primarily in high-volume manufacturing industries and therefore, the influences of the characteristics of low-volume manufacturing industries on the Product Introduction process has not been investigated. The aim of this paper is to study challenges and potentials of information management during the Product Introduction process in low-volume manufacturing industries by a multiple-case study in two Scandinavian low-volume manufacturing companies. The paper contributes in covering the knowledge gap about the information management during the Product Introduction process in low-volume manufacturing industries.
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Characteristics of Product Introduction process in low-volume manufacturing industries: A case study
Journal of Manufacturing Technology Management, 2016Co-Authors: Siavash Javadi, Jessica Bruch, Monica BellgranAbstract:Purpose – The purpose of this paper is to understand how the characteristics of low-volume manufacturing industries influence the Product Introduction process and factors which can facilitate that process in low-volume manufacturing industries. Design/methodology/approach – A literature review and a multiple-case study were used to achieve the purpose of the paper. The multiple-case study was based on two Product development projects in a low-volume manufacturing company. Findings – The main identified characteristics of the Product Introduction process in low-volume manufacturing industries were a low number of prototypes, absence of conventional Production ramp-up, reduced complexity of the process, failure to consider the manufacturability of the Products due to an extensive focus on their functionality and increased complexity of resource allocation. It was determined that prior Production of similar Products could serve as a facilitator of the manufacturing process. Research limitations/implications ...