This paper examines how firms succeed to leverage supplier involvement in product development. The paper extends earlier work on managing supplier involvement by providing an integrated analysis of results, processes and conditions both at the level of individual development projects and the overall firm. Following a multiple-case study approach with theoretical sampling, the study is carried out by examining eight projects in which four manufacturers from different industries involve multiple suppliers. The findings suggest that successful supplier involvement is dependent on the coordinated design, execution and evaluation of strategic, long-term processes and operational, short-term management processes and the presence of enabling factors such as a cross-functional oriented organization. The required intensity of these processes and enablers depends on contingencies such as firm size and environmental uncertainty. In contrast with previous research, we find no indications that managing supplier involvement requires a different approach in highly innovative projects compared to less innovative projects.

Additional Metadata
Keywords R&D management, innovation, new product development, purchasing, supplier relations
JEL Organization of Production (jel L23), Business Administration and Business Economics; Marketing; Accounting (jel M), Innovation and Invention: Processes and Incentives (jel O31), Management of Technological Innovation and R&D (jel O32), Technological Change: Choices and Consequences; Diffusion Processes (jel O33)
Publisher Erasmus Research Institute of Management
Persistent URL
Series ERIM Report Series Research in Management
Journal ERIM report series research in management Erasmus Research Institute of Management
van Echtelt, F.E.A, Wynstra, J.Y.F, & van Weele, A.J. (2007). Strategic and Operational Management of Supplier Involvement in New Product Development: a Contingency Perspective (No. ERS-2007-040-LIS). ERIM report series research in management Erasmus Research Institute of Management. Erasmus Research Institute of Management. Retrieved from