Configurations of NPD – Production Interfaces and Interface Integration Mechanisms Frido E. Smulders, Harry Boer, Poul H.K. Hansen, Ebbe Gubi and Kees Dorst This paper describes and illustrates different configurations of the interface between new product development and production processes, including both intra-firm and inter-firm interfaces. These configurations are partly based on a process view of product innovation and partly on a structural view of product innovation. In addition to this typology of interfaces some integration mechanisms are described. The typology will serve as a basis for further research aimed at identifying consistent configurations of the different types of integration mechanisms that are available for industry to increase the effectiveness and efficiency of product innovation processes. Introduction D uring the last two decades various inter- connected trends have emerged, which have had and will continue to have serious implications for the context in which industry operates. The trends that are important for the argument developed in this paper, include: . A (further) move from vertically integrated companies to core business driven compa- nies (specialists in a limited number of functions) collaborating in supply chains and networks. (e.g. Lewis, 1995; Trent & Monczka, 1998; Quinn, 1999). . From management within one hierarchy (hierarchical control) to increased ’mana- gerial control’ of and by partners in the market place (market control). . From colocated collaboration on-site to dispersed collaboration between sites, other companies or even competitors (e.g. Baldwin & Clark, 1997). . From few to many essentially different partners. In other words, the scene has changed from a relatively simple industrial texture to an increasingly complex one. The implications of these trends are many. The most interesting ones for the research presented here are that it is no longer within the hierarchy that the communication on the interface between functions involved in product innovation (e.g. marketing, product development, production development, pro- duction, distribution) takes place. Rather, the communication on and the management of the interfaces move to the increasingly complex market of (possible) partners, i.e. suppliers and customers. At the same time, however, the increasing performance demands that follow from increasing demands from the end users of products (functionality, price, speed, variety) require collaboration if not integration of the specialists working together in supply chains and networks. These trends must have serious impact on the process, technologies, organisation and management of the interfaces between partners offering the marketing, product development, process development, production and distribution ‘services’ that, together, are needed to initiate, develop, produce and bring to the market place, new products. This results in a whole new category of management decisions, concerning the ‘design’ of the supply chain that have to be taken by the managers of the outsourcing company and the suppliers. But what would be the grounds for such decisions? What are the alternatives? And what are the pros and cons of these different types of interfaces? Volume 11 Number 1 March 2002 # Blackwell Publishers Ltd 2002. 108 Cowley Road, Oxford OX4 1JF and 350 Main St, Malden, MA 02148, USA. CREATIVITY AND INNOVATION MANAGEMENT 62