Cadena De Suministro

Assessment Tool for the Product Development and Commercialization Process
General Information
This assessment tool is designed to identify opportunities in your organization’s product development and commercialization process. It highlights important aspects of the strategic and operational sub-processes within product development and commercialization. Management can use this tool to identifyprocess strengths and weaknesses, and then focus their efforts on those areas where improvement efforts will drive the most benefits.

Directions
A cross-functional management team should complete each item in the assessment, the score, the importance, and the justification. Score: The score for the item is assessed on a 5-point scale. 1 = you agree with the statement written in column 1. 2 =you believe the organization is somewhere between the statements in columns 1 and 3. 3 = you agree with the statement written in column 3. 4 = you believe the organization is somewhere between the statements in columns 3 and 5. 5 = you agree with the statement written in column 5. The scale includes descriptions for 1, 3, and 5. Intermediate columns are included to accommodate ratings that fallbetween the scale points. Check the box corresponding to the score of the item. If the respondent is not sure how to score the item, check the “Don’t Know” box. Importance: The importance of the item is assessed on a 3-point scale. 3 = Critical: Item is essential for the success of the product development and commercialization process within your organization. 2 = Important: Item is important but notessential for the success of the product development and commercialization process within your organization. 1 = Minor Importance: Item is of minor importance for the success of the product development and commercialization process within your organization. Justification: Provide justification for your score and importance rating for each item in the space provided, i.e., why did you score theitems the way you did?

Source: Douglas M. Lambert, Editor, Supply Chain Management: Processes, Partnerships, Performance, 2nd Edition, Sarasota, FL: Supply Chain Management Institute, 2006, pp. 301-319. For personal use only and not for commercial purposes.

©2006, Supply Chain Management Institute

1

Strategic Sub-Processes
S–1. Review Corporate, Marketing, Manufacturing and SourcingStrategies Score Item 1 2 3 4 Don’t Know

5

Importance
Critical

a

We do not have a corporate strategy.

We have a corporate strategy but we have not examined how it influences the product development and commercialization process.

We have a corporate strategy and we have examined how it influences the product development and commercialization process.

Important Minor ImportanceJustification: Critical We do not have a manufacturing strategy. We have a manufacturing strategy but we have not examined how it influences the product development and commercialization process. We have a manufacturing strategy and we have examined how it influences the product development and commercialization process. Important Minor Importance

b

Justification: Critical We have asourcing strategy but we have not examined how it influences the product development and commercialization process. We have a sourcing strategy and we have examined how it influences the product development and commercialization process. Important Minor Importance

c

We do not have a sourcing strategy.

Justification: Critical We have a marketing strategy but we have not examined how itinfluences the product development and commercialization process. We have a marketing strategy and we have examined how it influences the product development and commercialization process. Important Minor Importance

d

We do not have a marketing strategy.

Justification:

©2006, Supply Chain Management Institute

2

S–1. Review Corporate, Marketing, Manufacturing and Sourcing Strategies...