Integrating Knowledge Management, Learning Mechanisms, and Company Performance
PAKM '02 Proceedings of the 4th International Conference on Practical Aspects of Knowledge Management
Remark on "Appropriateness and Impact of Platform-Based Product Development"
Management Science
Product platform design and customization: Status and promise
Artificial Intelligence for Engineering Design, Analysis and Manufacturing - SPECIAL ISSUE: Platform product development for mass customization
Complex products and systems: Potential from using layout platforms
Artificial Intelligence for Engineering Design, Analysis and Manufacturing - SPECIAL ISSUE: Platform product development for mass customization
Artificial Intelligence for Engineering Design, Analysis and Manufacturing - SPECIAL ISSUE: Platform product development for mass customization
Platform-based product design and development: A knowledge-intensive support approach
Knowledge-Based Systems
Designing a Family of Development-Intensive Products
Management Science
International Journal of Computer Applications in Technology
A fuzzy intelligent design retrieving system for customer requirements
International Journal of Computer Applications in Technology
The Value of Component Commonality in a Dynamic Inventory System with Lead Times
Manufacturing & Service Operations Management
Product portfolio identification with data mining based on multi-objective GA
Journal of Intelligent Manufacturing
The Pitfalls of Subsystem Integration: When Less Is More
Management Science
Can Commonality Relieve Cannibalization in Product Line Design?
Marketing Science
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In their quest to manage the complexity of offering greater product variety, firms in many industries are consideringplatform-based product development. Product platforms, which are component and subsystem assets shared across a product-family, enable a firm to better leverage investments in product design and development. While the platform approach offers a number of benefits, it also imposes certain additional costs that have not received adequate research attention. In this paper, we use an industrial example both to illustrate some of the costs and benefits of platform-based product development and to motivate the development of a mathematical model. The model is formulated to better understand the appropriateness of product platforms and their impact on product-planning decisions. Our results indicate that platforms are not appropriate for extreme levels of market diversity or high levels of nonplatform scale economies. Also, a firm's product positioning and introduction sequence decisions made during the product-planning phase are significantly impacted by the presence of platforms. Specifically, a platform increases the separation among products and offers a multitude of product introduction strategies. We translate our model findings into a managerial framework.