This study examines the development of Volvo Group Trucks Operations Powertrain Production (Volvo GTO PTP) in Skövde, focusing on the implementation of processes for new products intended for both internal and external customers. Previously, the company solely supplied products within the Volvo Group, functioning as an Original Equipment Manufacturer (OEM). With the opportunity to adhere to the supplier-specific quality standard IATF 16949:2016, an extension of the ISO 9001:2015 quality standard. Volvo GTO PTP aims to enhance product and process development through the adoption of the Advanced Product Quality Planning (APQP) method. Unlike the existing project models, Develop Product and Aftermarket Product Portfolio (DVP) and Project Steering Model (PSM), used by Volvo GTO PTP, the APQP method validates product and process development together.   This study investigates the relationship between the current project models, DVP and PSM, and the APQP model, identifying areas within APQP that require further development. Interviews and thematic analysis were conducted to assess the current state of APQP, with an evaluation matrix employed for quantitative analysis. Findings reveal a knowledge gap within Volvo GTO PTP, wherein comprehension of APQP activities and their correlation with DVP and PSM is lacking. Critical activities for execution and management within the APQP model include measurement system analysis (MSA), checking aids, records of customer-specific requirements, part submission warrant, and Production Part Approval Process (PPAP). Furthermore, organizational culture-related deficiencies contribute to the difficulties in adopting a holistic project perspective due to siloed working practices.    The integration of APQP in the existing project models is recommended to Volvo GTO PTP in Skövde, as many APQP activities are already established or easily implementable. This integration facilitates the clear definition and demonstration of interplay between different project models, clarifying deliveries and the release of product and process development. To avoid reactive approaches to problem management, it is advisable to explicitly define responsibility for risk management and activities within the APQP model. The demand for APQP activities emphasizes their interconnectedness and creates a natural flow within the project model, contributing to an improved organizational culture and understanding of APQP. Ultimately, the APQP model establishes favorable conditions for reducing quality-related costs during the introduction of new products and product changes, ensuring appropriate preparedness in quality management. Compliance with IATF 16949:2016 also offers Volvo GTO PTP in Skövde the opportunity to obtain certification.