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The co development process in a technological breakthrough context: several lessons from a case study

Author

Listed:
  • R. Bordage

    (CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique)

  • Richar Calvi

    (CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique)

Abstract

Through this case study, we demonstrate that purchasing activities and processes identified in our model are particularly significant to the success of a Motor and Electric Control Unit (MCU) strategic co-development between KOYO and its supplier. Moreover, this also enables us to highlight the importance of the interpersonal relationships in the success of co-development implementation as well as customer – supplier mutual trust. This mutual trust cannot be achieved only by respective general management decision of both firms, but it gradually builds through co-development operational members exchanges. This is not possible so far without clear relationship rules laid down and formalized in a co-development contract signed by the general managements of both parts. Lastly, the recommendations mentioned in the table should allow a greater effectiveness for future electronic supplier involvement in products development at KOYO Europe.

Suggested Citation

  • R. Bordage & Richar Calvi, 2005. "The co development process in a technological breakthrough context: several lessons from a case study," Post-Print halshs-00090416, HAL.
    • Handle: RePEc:hal:journl:halshs-00090416
    as

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