How can you resolve conflicts with supply chain managers over product design?

Open Communication: Discuss concerns and goals openly with supply chain managers. Collaborative Solutions: Seek compromises that align with both design and supply chain requirements. Data-Driven Decisions: Use data and evidence to support design decisions and address supply chain concerns. Cross-Functional Teams: Involve supply chain managers in the design process to prevent conflicts. Clear Documentation: Document agreements and design decisions to ensure everyone is on the same page. Review Impact: Consider how design changes may affect the supply chain and find solutions to minimize disruption.

Product design is a representation of the brand but quality and price always matters in supply chain. Get the right knowledge about the products and understand the needs of the costumer and this will save you time. Choose what is best and available in the market.

In my experience, the best solution naturally comes to the forefront when both product design and supply chain share the common focus of delivering value to the customer. By doing so, both parties are focused on a common interest rather than the interests of their respective areas.

Traditionally, supply chain managers prioritize cost, ease of production (especially with minimal adjustments to existing setups), transportation, and storage when evaluating products. However, to bridge this gap and ensure successful product development, involving supply chain managers from the concept stage is crucial. Their early input, incorporated during the design phase, can help create products that meet both designer requirements and supply chain feasibility.

Product design for supply chain management stands for product conceptualizing and building from its components which result in the prosperous and optimized supply chain architecture. Conflicts are going to arise in any supply chain relationship, adds, and companies need to plan for them. Contracts should include a resolution mechanism that includes such options as a formal complaints department, mediation with the help of a neutral third party, and finally arbitration. No matter how heated the situation gets, stay calm. Product management is a marathon, not a sprint. For your products’ sake, you can’t afford to win the battle and lose the war. Production Capacity.

Simply inviting Supply Managers to be part of the process from an early stage and at key milestones will mitigate many conflicts down the road. In fact, we could substitute “Supply Managers” with any other role in the company. Of course this does not mean inviting and validating every step with everyone at every stage as this will for sure slow TTM and the whole organization down - hence why there is so much beauty in a well tailored project governance!

By engaging supply chain managers during ideation and prototyping, you create a collaborative environment where their insights and expertise can contribute to better designs. This approach nurtures a sense of teamwork and shared responsibility

Clearly defined specifications and scopes are very important for conflict prevention and I agree, all drawings mock ups, Pictures prototypes, Data and designs should be made available to the supply chain manager on time.

Clearly and precisely communicating the design rationale and how it aligns with overall business goals. Address any misconceptions or misunderstandings promptly.

Supply chain has its own vocabulary, it’s a good idea to have someone from supply chain to help you “translate” some of the concepts especially for products directly linked supply chain.

I think Compromise is a wrong word to describe this. When we work on a Product, many times, there are no right or wrong decisions and we call it a TRADE-OFF decision. A healthy discussion is one where people debate and not argue and hence the decision around what goes into the Product would be a TRADE-OFF decision many times which reflects the inclusive and collaborative approach of the team to make a market superior product within the given resources at hand.

You will need to understand that the final outcome of the new product is for consumers to be satisfied with the price, quality, packaging transportation etc. It will be good to compromise in order to meet customers price expectations without compromising quality.

I disagree. Negotiate and prioritize is a better way to frame this. There may also be compromise, but it’s often not on requirements so much as the timeline and order of priority.

Don't forget to remind your colleagues that the sweet spot lies in finding a balance between eye catching ui and functionality

J'ai connu une entreprise où le développement des produits nouveaux était sous la direction du Supply Chain Manager qui statuait en dernier ressort.

Supply chain’s access to supply market information can help identify value opportunities with product components. The logistics impacts are also important.

If a project has time to innovate, this is a great way to also find opportunities to bolster commercial entities in your own country.

I agree, a Product Designer has creativity to think NEW and Supply Chain has the Reality what’s possible. The new Product would always lie between these extremes. Each side would have to do their level best in their respective arenas. Supply chain has to try new avenues and ways to satisfies new product designs and demands while Product Designer has to think more critically and get the same experience that he originally planned with the known constraints.

Resolving conflicts with supply chain managers over product design requires a balanced approach that considers both design requirements and logistical constraints. It begins with open communication, where concerns and perspectives from both sides are actively listened. Collaboration is essential, fostering an environment where both design and supply chain teams work together to find solutions that meet their respective needs. Flexibility and compromise play crucial roles, as adjustments may be necessary to accommodate both design objectives and supply chain efficiency. Finally, if conflicts persist, seeking mediation or involving higher-level management can help facilitate discussions and reach a resolution that benefits both parties.

In my opinion a lot of this can be prevented by: - Open and Honest Communication - Understand Their Perspective - Clarify Objectives - Collaborative Problem-Solving (defenitely not a 1- way street!) - Cost-Benefit Analysis To name a few

A colabora??o e a inova??o s?o fundamentais para resolver conflitos e promover uma rela??o construtiva entre designers e gestores de cadeia de suprimentos. Ao invés de conflitos de interesse, essa abordagem permite aproveitar as competências complementares de ambas as partes para melhorar produtos e processos. A colabora??o n?o apenas melhora a qualidade e eficiência dos produtos, mas também fortalece a competitividade da empresa ao promover solu??es inovadoras e adaptáveis às demandas do mercado.

I have a bit different approach to this. As a product manager myself, I feel IGNORANCE is a bliss for INNOVATIVE PRODUCTS. If we know it all, we would never think out of the box and always limit our thoughts with the boundaries.

Having a product and market research team in place which closely collaborates from start to end, utilizing the forecast and demand function will enable good research, technical or expertise advise on what, who or where to source this product collaboratively. Minimizing or addressing conflict through close collaboration, clear communication, defining specs to exactness and/or ensuring the logistics are factored in the whole process.

I'll be more specific: Clearly define product specs from begining and be prepare for design chg from dsgn concept up to prod phase. Establish time frames for every phase, Always involve supply change mgr even if design changes are minimum. Design changes are typical done because of product improvement, however design changes can be also due to suppliers issues and temporary restrictions that are not able to satisfy product spec at all. Design engineer has to be aware of the impact cost that the design changes represents, supply chg mgr has to be open minded and flexible for design changes and get prepared for quick support to take action . Always keep in mind: Overseas, local, time, Inst. capacity, target price, quality, other gov. issues.