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The trend of outsourcing within the electronic industry has contributed to the creation of new types of extended enterprises. These extended enterprises must be able to manage a challenging situation with shorter product life cycles and increased collaboration between companies during the vital product introduction process. For the electronic industry, which is currently acting in an “era of hyper-competition”, it is a challenge to implement an efficient and flexible collaboration within an extended enterprise during the product introduction process. In the product introduction process, a product design is prepared for and transferred into production. During the course of this research, the electronic industry has changed continuously. Empirical data were first collected within an Original Equipment Manufacturer (OEM) that was responsible for its own production. Based on a strategic decision at the OEM, a new extended enterprise was established. In general, these new extended enterprises within the electronic industry consist of: a “product owner” in the form of an OEM that owns the product design and its brand; a “producer” in the form of an Electronic Manufacturing Services (EMS) company that is responsible for the production; and suppliers of services, material, components, equipment etc. However, in the later stages of this research the studied EMS was responsible for the product introduction, production and distribution of the product to the end user. In order to compare and contrast trends and lessons learned in similar industries, case studies within the mechanical engineering and aerospace industries also were performed. The dissertation primarily describes the process of collaborative product introduction (PI) within the electronic industry, and presents among other things a number of general conditions for efficient collaborative PI within an EE in that industry. First, a clearly communicated definition of what is included in product introduction is needed. A second condition is that early participation from all involved partners in the EE’s product introduction process supports efficient collaboration. Third, clear communication and information handling within the extended enterprise – both internally and externally – was found to facilitate collaboration. Fourth, business approaches should be built on trust, reliability and respect for each other’s competence. Finally, the importance of cultural awareness, both between different companies and countries, cannot be ignored. This research also presents a framework for supporting collaborative product introduction within an extended enterprise, which serves to both synthesize and summarize much of the research. / On the day of the public defence the status of article VIII was Accepted and the title was "Coordination in Collaborative Manufacturing Mega-Networks: Observations from a Case in the Commercial Aerospace Industry".

Many potential benefits of new product introductions (NPI) have been identified in existing literature, yet there are empirical and theoretical evidence that suggests that such benefits are not assured. Building on the concepts of time compression diseconomies, absorptive capacity, and time diversification, we argue that benefits that a firm derives from introducing new products depend on the process of NPI, which we conceptualize as how and what products are introduced by the firm. We propose that pace, rhythm, and the scope are three important characteristics of the process of NPI that affect firm value. Further, we argue that this effect is moderated by organizational marketing and technological intensities. We use an unbalanced panel dataset of the products introduced by public firms between 1991 and 2015 to investigate the proposed framework in the bio-pharmaceutical industry. We estimate the proposed model using a multilevel modeling framework, accounting for endogeneity, unobserved heterogeneity, and heteroscedasticity. The proposed framework and modeling approach provide empirical support for the role of pace, rhythm and scope of NPI on firm performance, and guide managers on choosing the right growth strategy to improve new product performance.

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Šiame darbe buvo suformuota naujai įsikūrusios įmonės “Vasaknų dvaras” alaus įvedimo į rinką rinkodaros strategija. Darbo tikslas buvo sukurti šią strategiją, o uždaviniai buvo išanalizuoti aplinką, kurioje veikia įmonė bei įmonės galimybes šioje aplinkoje; išsiaiškinti alaus gamybos ir pardavimo subtilybes, apklausiant šios srities ekspertus; pateikti sprendimus dėl produkto pozicionavimo ir rinkodaros komplekso elementų. Darbe buvo naudojamas kokybinis tyrimas – rinkos ekspertų giluminis interviu. Darbo rezultatai yra šie: ištirta alaus rinka Lietuvoje, atlikta “Vasaknų dvaro” vidinė analizė, padaryti trys interviu su alaus rinkos ekspertais ir tuo remiantis sukurta “Vasaknų dvaro” alaus pozicionavimo strategija bei pasiūlyti sprendimai dėl produkto savybių, kainos, paskirstymo kanalų pasirinkimo ir rėmimo veiksmų. Šis darbas bus naudojamas įmonės kaip gairės, kuriant detalų rinkodaros planą. / The goal of this work was to form a marketing strategy for the beer of a start-up company “Vasaknu dvaras”. In order to do this the following tasks were performed: a complete market analysis of beer products; an internal analysis of company’s strengths and weaknesses in this business; a qualitative market research with the experts of the beer industry; preparation of decisions about product positioning and marketing mix. The decisions were based on a qualitative research – depth interviews. There were the following results achieved: an indepth analysis of beer market with its opportunities and threats; an analysis of company’s strengths and weaknesses; 3 interviews were conducted with experts in beer business who gave their insights on production and realization of beer products; finally, a marketing strategy was drawn according to given information – it included decisions about positioning of “Vasaknu dvaras” beer, ideas about product attributes, pricing, distribution and promotion. This work will be used as a guideline by the company in its future planning of marketing activities.

The master thesis deals with the application of the methodology of project management in a business case in the company Meopta - optika, s.r.o. following the product life cycle. After the company’s analysis, it evaluates the real project management solution focusing on the critical sides of project. The last chapter specifies solutions for effective project management and risk elimination.

Today, companies have to redesign and improve their operational performance to cope with the market competition. While research related to organizational improvements has focused on applications of value stream mapping in mass production plants, it is unclear whether value steam mapping can be applied in new product introduction organizations. This thesis strives to generate and describe a customized value stream mapping tool adapted to manage twofold customer value within new product introduction environments, processes that construct products and information gathered from the production and incorporated into next generation products. The study is conducted with a case study approach including an application of the model in an industrial setting. The findings implicate that the value stream mapping tool is applicable when managing performance improvements during new product introduction. Moreover, performance measures to evaluate the new product introduction information loop are presented.

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Dagens företagsklimat skapar ökad press på företag att minska sin tid till marknad för nya produkter, samtidigt som konstnader ska minskas och en hög produktkvalitet skall hållas. Ett resultat av detta är att tillverkningsföretag måste utveckla och producera produkter fortare, till en lägre kostnad, med ökande kvalité för att upprätthålla sin konkurrenskraft. Inom marknaden för informations- och kommunikationsteknik sker det snabba förändringar, detta göra att produktutvecklingen är allt mer viktig. Hanteringen av produktdata är en viktig aspekt av produktutvecklingen, men också en av de mest  utmanande.  Målet  med  denna  forskningsuppsats  är  att  undersöka  vilka  processer  inom industrialisering som används för att samla och hantera produktdata. Produktdata och hanteringen av den är en viktig del av industrialiseringsprocessen samt produktutvecklingsprocessen. PIM   (Product   Introduction   and   Maintenance)   RBS   (Radio   Base   Station)   Kista   är   en industrialiseringssite och har valts för denna fallstudie – då de representerar en ledande del av produktutvecklingen för utsedda produkter inom Ericsson som är ett världsledande företag inom informations-och kommunikationstekniks industrin. Denna forskning har utförst i linje med det valda fokusområdet att undersöka, beskriva och analysera de viktigaste metoderna som används inom PIM RBS Kista för att samla in, lagra och använda produktdata under produktutvecklingen i industrialiseringsprocessen.   Syftet   med   forskningen   är   att   bidra   till   forskningsområdet produktdatahantering. Fokus har legat inom Operations, där nya produkter realiseras under olika aktiviteter och från vilken produktdata är det viktigaste resultatet. De  arbetsmetoder  som  har  identifieras  under  fallstudien  diskuteras  och  skapar  insikt  hur produktdatahantering  används  under  förverkligandet  av  nya  produkter  –  med  koppling  till produktionsverkstadsgolvet. Denna forskingsuppsats diskuterar även de huvudsakliga implikationera relaterat till produktdatahantering inom organisationen som är vald för denna fallstudie. Detta för att bidra med förbättringsförslag gällande nuvarande produktdatahanteringsmetod och system, samt verktyg, som finns implementerade idag. / In today’s market there is an increasing pressure on companies to reduce their time-to-market and lower their cost whilst maintaining a high quality on their products. As a result, manufacturing firms have to develop and produce products faster, at lower costs, and with increased quality in order to maintain their competiveness. The information and communications technology (ICT) market is a fast  changing  market,  which  makes  the  development  process  all  the  more  important.  The management of product data is an important aspect of the product development process, but also one of the most challenging. Product data and product data management (PDM) are important aspects of the new product introduction (NPI) process and in turn the product development process. This research is based on a case study research conducted at PIM (Product Introduction and Maintenance) RBS (Radio Base Station) Kista. PIM RBS Kista is a lead-site responsible for NPI and product development for certain appointed products within Ericsson, a world leading multinational corporation in the ICT industry. In alignment with the research focus the main processes used within PIM RBS Kista to gather, store, and use product data during product development in the NPI process has been described and analysed – in order to contribute to the PDM research field. The focus has been within the Operations department, in which new products are realised during different activities and from which product data is the main output. The processes identified and analysed provides insight how PDM is used during product realisation and its connection to the production shop floor. The thesis also discusses the main complications within the case organisation and suggests improvements regarding the current PDM processes and systems/tools used.