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This paper aims to describe the product development process (PDP) of companies in the textile industry, seeking to understand the dynamics of their management from different actors along the production chain.

Qualitative empirical research adopted a multiple case studies design in five large Brazilian organizations, each representing a link in the production chain.

Textile PDP follows structured steps. However, it is still an informal process. The use of methodologies and tools for decision-making and control gates throughout the process is limited. Performance indicators do not cover all dimensions of the PDP since sales and profit are the main parameters for assessing projects. The predevelopment macro phase varies according to the product type and the company's business model, whereas the postdevelopment macro phase is nonexistent. PDP projects are executed through collective efforts of multiple departments in cross-functional teams, except for the commodities firms.

The study allows managers of Brazilian textile companies to understand the best practices in the PDP and those that require more attention, taking into account different business models and sectors of the production chain.

Our results contribute to the literature and practitioners by providing an overview of PDP management in the textile industry, covering its different production chain actors, types of projects and companies' characteristics.

This study identifies and analyzes practices related to declarative knowledge of organizational learning in the product development process (PDP) that uses the Stage-Gate (SG) system.

The field research was conducted with a qualitative approach through a case study. The study object was a multinational company in the automotive sector that is highly competent in truck chassis design with a PDP based on the SG system.

The authors identified PDPs associated with the elements of declarative knowledge of organizational learning in intra- and inter-development teams. Rather than merely being a checklist, each gate in the SG system has the potential to become a more effective and robust intra-team learning practice and promote inputs for continuous improvement in the process through its use as a checkpoint of the five elements of declarative knowledge during the development activities.

The case study was conducted in a multinational company in the automotive sector, whose business units are divided by competencies. The unit studied is a reference in truck chassis and is located in the State of São Paulo, Brazil.

The research model presented can be used to evaluate how companies exploit their activities and practices to leverage organizational learning in PDP. That is, the model can be used as a diagnostic reference for declarative knowledge in companies that apply the SG system to manage PDP.

The study focuses on a model of PDP analysis, aspects of organizational learning and declarative knowledge, in that the model it assists in the collection, distribution and use of information to the development team members with a view for products with greater innovation potential.

Esta pesquisa tem como objetivo identificar e analisar práticas relacionadas ao conhecimento declarativo da aprendizagem organizacional no processo de desenvolvimento de produtos que utilizam o sistema Stage-Gate (SG).

A pesquisa de campo foi realizada com abordagem qualitativa por meio de um estudo de caso. O objeto de estudo foi uma empresa multinacional do setor automotivo de alta competência em projeto de chassis de caminhões com processo de desenvolvimento de produto baseado no sistema Stage-Gate.

A descrição das práticas já existentes no PDP de uma empresa multinacional do setor automotivo e que estão associadas aos elementos do conhecimento declarativo da aprendizagem organizacional nos ambientes intra e inter equipe. O gate ao invés de ser apenas um checklist, tem potential de se tornar uma prática de aprendizado intra-equipe mais efetiva e robusta e promover inputs para melhoria contínua do PDP através da utilização dele como um ponto de verificação dos 5 elementos do conhecimento declarativo que foram conduzidos pelo time de projeto durante as atividades de desenvolvimento.

O modelo de análise apresentado pelo artigo pode servir como base de avaliação de como as empresas exploram suas atividades e práticas de desenvolvimento de produtos durante as revisões de fase para garantir a aprendizagem organizacional, ou seja, como referencial de diagnóstico do conhecimento declarativo em empresas que aplicam a sistemática de stage-gates para o gerenciamento de PDP.

O artigo une em um modelo para análise de PDP, aspectos de aprendizagem organizacional e conhecimento declarativo, na medida em que ela auxilia na coleta, distribuição e utilização de informação aos membros do PDP com vistas a produtos com maior potential de inovação.

The advent of Industry 4.0 (I4.0) and the requirements imposed on companies still need to be clarified. Companies still strive to understand I4.0 requirements and technological, organizational, operational and management challenges. Current literature on I4.0 underlies the importance of a roadmap with structured steps to achieve the benefits of I4.0, mainly focused on augmenting operational performance. Therefore, this paper proposes a roadmap to implement I4.0 focused on operational management concepts, mainly aiming to augment operational performance and bridge the gap between theory and practice regarding roadmaps focused on the operational management dimension.

This paper follows a research approach divided into the following stages: a literature review to analyze the I4.0 roadmaps and identify the main components of I4.0; development of the proposed I4.0 roadmap presented; field research to test the roadmap by collecting data from a manufacturing company in the automotive industry; validation of the roadmap through modeling and simulation.

The authors presented a production line design with real-time control, fast response, shop floor coordination and predictive capacity. The results prove that the proposed I4.0 roadmap augments operation performance in the investigated automotive company. The main results were work in process reduction, lead time reduction, output increase, real-time control, shop floor coordination and fast response.

The main novelty of the proposed roadmap is to move toward I4.0 implementation with a focus on the operational management dimension. The roadmap has an innovative combination of the two approaches – lean manufacturing and factory physics – a straightforward roadmap with only three steps: (1) requirements, (2) real-time control and (3) predictive capacity, a structured definition of the approaches and operational management concepts fundamental in each step.

The impact of product variety decisions on fill rate, inventory and sales performance in a consumer goods company has been examined. From a marketing perspective, it is possible to leverage sales, reach new segments and consequently increase competitiveness when there is a greater product variety on the market. However, operations and logistics professionals indicate potential impacts on the supply chain, such as production, storage and distribution complexity. The nature of the product variety-cost-sales performance relationship is not clear, and empirical evidence about whether and how operations cost and sales performance increases with variety is inconclusive.

The multiple linear regression and the Tobit regression techniques were applied over a seven-year horizon of data from a business intelligence platform of a consumer goods company.

Our results show that sales performance is negatively associated with product variety. The total effect of product variety on sales performance has been examined, including both the direct effect and the indirect effect through inventory and fill rate. Therefore, the findings provide a comprehensive understanding of the impact of product variety on operations and sales performance.

Several studies have researched the impact of product variety on fill rate, inventory and sales performance separately; however, the research of the impact and the relationship of these factors is scarce and limited.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Firms are able to enhance their product development process (PDP) by utilizing of a Stage-Gate (SG) system to evaluate its performance. Emphasis on declarative knowledge elements during analysis of critical events at each phase of SG can facilitate learning within and across teams and help achieve the goal of continuous improvement through learning.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.