I will take a guess and say you are talking about vendor sourcing?
Due to the fluid nature of "new product design" it would be nearly impossible to select a "set" vendor to source items for a new design. If you had all the design specs nailed down, knew the outcome of virtual design testing/verification, and had a high level of confedence in the new product, then you might be able to select a few vendors.
I would say the vendors you need to look for are the ones with the willingness to share their vast experience in materials, or OEM parts for your new product. If I'm way off base, then perhaps you can expand on your question a bit. "The attempt and not the deed confounds us."
I am working on a project to integrate the new product development (NPD) process into the strategic sourcing processing. Basically, getting purchasing involved early on in the NPD process and having engineering and sourcing (purchasing) collaboration. Thanks for the help.
This is going to be achieved with talking with the engineering types, and getting them into the habit of giving Purchasing some of the work that engineers normally do. This would be things like calling suppliers for prototype piece-parts, gathering specifications of materials, etc.
For example, an engineer might want to spec 4130 steel for a particular part, a material that is not normally used at the company. Engineering should get with Purchasing and let the purchasers work through the efforts of contacting a vendor/source and haggleing prices.
The only draw backs are that while Purchasing is following one white rabbit down one hole, Engineering might decide to chase a different rabbit down another hole. Usually when this happens, Engineering never tells Purchasing that the requirement has changed, and this leads to wasted time of both parties. "The attempt and not the deed confounds us."
There are some guidelines developed by the Automotive Industry in regards to the New Product and Process Developement that incude purchasing. It is basically an Achievement Plan that icludes (besides the development activities) the activities of:
Define the Bill of Materials for the product.
Identifying critical leadtime parts.
Identifying Leadtimes.
Identifying key suppliers.
Define the Part approval process (if needed).
Approve all parts from supplier (if needed).
Place Purchase Orders.
Prepare a shortage list and follow up.
Expedite the parts.
Receive the parts.
Prepare the Materials KIT fo the product.
These activities would be included in the Achievement Plan and an owner assiggned. Weekly tracking would be required by the Programan Manager.
There may be some more activities involved that you may need to consider, but this is basically what I have seen before.
