Gary L. Ragatz

TL;DR: In this paper, the authors examine whether supplier involvement in new product development can produce significant improvements in financial returns and/or product design performance and test these proposed relationships using survey data collected from a group of global organizations and find support for the relationships based on the results of a multiple regression analysis.

TL;DR: In this article, the authors explore the management practices and the environmental factors that relate most closely to successful integration of suppliers into the new product development (NPD) process and identify supplier membership on the NPD project team as the greatest differentiator between most and least successful integration efforts.

TL;DR: In this article, the authors established a definition of strategic supplier alliances, based on a comparison of both theoretical and managerial descriptions, and assessed the magnitude of the effect of these factors on partnership success, including trust and coordination, interdependence, information quality and participation, information sharing, joint problem solving, avoiding the use of severe conflict resolution tactics, and the existence of a formal supplier/commodity alliance selection process.

TL;DR: In this article, the authors highlight the fact that supplier participation in product development projects can help reduce cost, reduce concept to customer development time, improve quality, and provide innovative technologies that can help capture market share.

TL;DR: A conceptual model of the effect of elements of the supplier integration process on cost, quality, and new product development time, under conditions of technology uncertainty suggests that technology uncertainty have a negative impact on cost results, but no direct effect on quality or cycle time.