2026-09-19T21:33:35Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/500852022-01-28T20:01:23Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Charles Fine and David Simchi-Levi.
Awwad, Ghassan Samir
Leaders for Manufacturing Program.
Leaders for Manufacturing Program at MIT
Massachusetts Institute of Technology. Department of Civil and Environmental Engineering
Sloan School of Management
2009-12-10T19:10:13Z
2009-12-10T19:10:13Z
2009
2009
http://hdl.handle.net/1721.1/50085
458562748
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.
Includes bibliographical references (p. 48).
Selecting and executing the optimal strategy for developing new products is a non trivial task, especially for low volume, high complexity products in a highly volatile global industry such as Fluid Management. At Fluid Management Corporation (FMC), Trucks and Equipment (T&E) that are used to deliver services both onshore and offshore currently follow a single product development model: In-house design; Outsourced prototyping, testing, and manufacturing. The objective of this research work is to challenge the status quo and to provide FMC with a practical framework that helps to determine the optimal development strategy. Rather than following a single development strategy for the entire portfolio of trucks and equipment products, the new methodology recommends a development strategy at a product functionality level and product feature level. Product development strategy is defined here using three dimensions: Design strategy; Manufacturing strategy; and Supply Chain strategy. Each functionality or feature is evaluated using a set of six criteria which then maps that functionality or feature to a specific recommended location on a three dimensional strategy cube. The set of evaluation criteria were derived from exploring and analyzing the current product development process, and from benchmarking world class companies from a wide range of different industries. The results show that for functionalities and features that differentiate FMC from its competitors and are viewed as core competencies, FMC should consider in sourcing the design, prototyping, and testing processes.
(cont.) These functionalities include blending, pumping, software development, and system integration. Similarly, for functionalities and features that are not viewed as core competencies such as transport units, storage, and power generation, FMC should consider outsourcing the development process including design.
by Ghassan Awwad.
S.M.
M.B.A.
48 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Civil and Environmental Engineering.
Leaders for Manufacturing Program.
A framework for developing, manufacturing, and sourcing trucks & equipment in a global fluid management industry
Thesis
application/pdf
Publication
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<Abstract>Selecting and executing the optimal strategy for developing new products is a non trivial task, especially for low volume, high complexity products in a highly volatile global industry such as Fluid Management. At Fluid Management Corporation (FMC), Trucks and Equipment (T&E) that are used to deliver services both onshore and offshore currently follow a single product development model: In-house design; Outsourced prototyping, testing, and manufacturing. The objective of this research work is to challenge the status quo and to provide FMC with a practical framework that helps to determine the optimal development strategy. Rather than following a single development strategy for the entire portfolio of trucks and equipment products, the new methodology recommends a development strategy at a product functionality level and product feature level. Product development strategy is defined here using three dimensions: Design strategy; Manufacturing strategy; and Supply Chain strategy. Each functionality or feature is evaluated using a set of six criteria which then maps that functionality or feature to a specific recommended location on a three dimensional strategy cube. The set of evaluation criteria were derived from exploring and analyzing the current product development process, and from benchmarking world class companies from a wide range of different industries. The results show that for functionalities and features that differentiate FMC from its competitors and are viewed as core competencies, FMC should consider in sourcing the design, prototyping, and testing processes.</Abstract>
<Abstract>(cont.) These functionalities include blending, pumping, software development, and system integration. Similarly, for functionalities and features that are not viewed as core competencies such as transport units, storage, and power generation, FMC should consider outsourcing the development process including design.</Abstract>
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