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Background: Supplier involvement in product development has proven beneficial for companies and is a phenomenon researched in various domains. The definitions of supplier involvement represent points of origin and dimensions addressed in research. Still, there is no overview of these definitions and dimensions. This study reviews current definitions of the phenomenon of supplier involvement in product development and develops a conceptual model outlining its main dimensions. Methods: A systematic literature review is conducted to provide an overview of explicit definitions of supplier involvement in product development. By identifying the elements of these definitions, a conceptual model is developed to demonstrate how the phenomenon has been conceptualized in literature. Results: The results include an overview of 47 explicit definitions of supplier involvement in product development, a conceptual model including the identified dimensions, research gaps, and questions for future research. Conclusions: Supplier involvement in product development is a complex phenomenon with interdependencies between its key dimensions. A conceptual model of supplier involvement is presented, which is useful for categorizing research to identify research gaps and avenues for future research.

Purpose: This paper aims to identify critical factors that influence small and medium-sized enterprise (SME) suppliers’ involvement in their customers’ product development and contrast these with the factors identified from the customer perspective.

Design/methodology/approach: A multiple case study approach was used, including four companies. Data were collected through 32 semi-structured interviews, six workshops and documents.

Findings: A model is presented that merges this study’s nine identified critical factors with seven critical factors from the customer perspective. The model provides a dual perspective of supplier involvement in product development, wherein the supplier and customer perspectives are concurrently addressed. Some factors are unique for the supplier, but several mirror those on the customer side.

Research limitations/implications: The study is based on data from SME suppliers in Northern Europe. As it is expected that SME companies are more constrained by limited resources, future studies could study critical factors at larger suppliers.

Practical implications: Customers and suppliers having insights about the critical factors can provide better conditions for product development for the other actor; for example, when evaluating customer–supplier integration.

Originality/value: The presented model of critical factors provides a more nuanced picture of supplier involvement in product development as prior research has been biased toward the customer perspective. This study emphasizes the importance of contextual information that has been unnoticed in the literature.

Studies of supplier involvement in product development have revealed potential benefits including faster time to market, reduced cost and increased quality. However, existing literature has mainly focused on the customer's perspective on advantages, disadvantages and factors to be considered when involving suppliers in product development. This paper addresses the supplier's perspective by answering following research question: How do challenges that originate from involvement in customer's product development affect a supplier? The question is answered through a single case study at a supplier that develops and manufacture products primary used in capital goods. Thirteen challenges are identified, classified as being internal or external, and categorised into five areas: (A) Customer requirements, (B) Information exchange between customer and supplier, (C) Product variety management, (D) Design- manufacturing integration and (E) Processes and work instructions. The findings suggest that internal challenges need as much attention as external ones that originate from the customer. Also, an indication of when the challenges affect the supplier during product development is presented.

This paper explores uncertainties experienced by suppliers involved in their customers’ product development projects. The study introduces a model for classifying different types of involvement, which is used to identify uncertainties and effects across the various types. Empirical data originates from a multiple case study involving four SME suppliers. Four types of uncertainty are identified. These uncertainties stem from both customer and supplier organizations as well as from technology.

This article explores challenges that suppliers experience when being involved in customers’ product development projects, and how these challenges can be mitigated. It presents a framework of supplier involvement in product development involving four dimensions: People-Process-Tools/Technology-Interaction. The framework consists of 24 challenges and associated mitigating mechanisms. The article concludes that suppliers must be aware of the challenges to ensure that proper internal capabilities are in place within their organizations. It also argues that customers should be aware of the challenges to provide best possible prerequisites for suppliers to ensure successful project outcomes.