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WHY ENGINEER-TO-ORDER PORTFOLIO RATIONALIZATION STALLS: CHALLENGES IN STANDARDIZATION, MODULARIZATION, PLATFORM DESIGN AND MASS CUSTOMIZATION

Part of: Systems Engineering and Design

Published online by Cambridge University Press:  11 June 2020

C. A. Bertram ,
G. O. Mueller ,
M. Løkkegaard ,
N. H. Mortensen  and
L. Hvam
C. A. Bertram*
Affiliation:
DTU-Technical University of Denmark, Denmark
G. O. Mueller
Affiliation:
DTU-Technical University of Denmark, Denmark
M. Løkkegaard
Affiliation:
DTU-Technical University of Denmark, Denmark
N. H. Mortensen
Affiliation:
DTU-Technical University of Denmark, Denmark
L. Hvam
Affiliation:
DTU-Technical University of Denmark, Denmark
*
*chalbe@dtu.dk

Abstract

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There are various strategies to control complexity and variety growth in ETO businesses. Such portfolio rationalization initiatives sometimes stall. This paper elaborates on the challenges that cause this. Challenges described in literature and challenges seen in five different industry cases are consolidated. The challenges are combined into groups and presented in the ADKAR change management model. The authors intend this list to be used for guidance In industry and expect the collection to be extended with future industry cases and challenges.

Keywords

engineer-to-orderportfolio managementdesign strategyvariant management
Type
Article
Information
Proceedings of the Design Society: DESIGN Conference , Volume 1 , May 2020 , pp. 2265 - 2274
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2020. Published by Cambridge University Press

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