1. Do organizations know how to evaluate their suppliers? Do they use the
right data? Is there a consistent approach by different departments within
an organization? The case study on pp. 248-249 shows that evaluating
suppliers is itself a risk. Table 13.1 shows characteristics of an effective
supply measurement system. Choose up to three of these characteristics
that you would prioritize as the most important and provide reasons why.
Use of real life examples is helpful, if you can obtain them.
2. The total cost of a project may not always be simple to measure or
evaluate as we have direct and indirect costs, as well as hidden costs and
opportunity costs. Please explain the value of the total landed cost model,
including your comments on Figure 13.1 on p. 256
helping the enterprise to survive in the actual changing of the environment. The final goal should be reached by assuming innovation (in an aware and programmed way) creating mechanisms and using the tools we describe in this study of innovation process. The final aim is the consecution of a well balanced portfolio of innovations (product/service) placed in the sequential phases of the cycle of life (introduction, maturity and declining) that going on with the natural process will change the products that disappear at the other side of the curve (died products). The procedure goes on beyond the negative side of the time axis. It considers the preceding time to the launching of the product and takes into account the products from the moment of the idea definition.
Description / structure of the methodology / alternative solutions
The team
The function of the methodology is a living process. It must be feed by minimum human structure (the size of the team will be depending on the peculiarities of the SME. The success depends upon the acceptation, for the complete firm and the top management. If it is does not exist this smallest team, motivated and motivating, the innovation will be fail.
The process
The team will be having enough decision capability in the implicated functional areas: Engineering, production, marketing, finances purchasing. The marketing activities are parallel to all the steps from the design to the market launch as we convey in the graphic Development of the Marketing Plan. In the right column of the figure are written the marketing actions to be accomplished simultaneously with the development of the new products in this process.
The cost generated by the subsequent phases of the feasibility study realized to encourage the achievement and reduce the risk increases exponentially as it goes on and the reject becomes more expensive. That is why it must be considered the acceptation of the idea from the part of the consumer by using all the disposable tools and products. The focalization on the customer wants and needs, all along