Academic literature on the topic 'New products Planning'
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Journal articles on the topic "New products Planning"
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Cooper, Lee G. "Strategic Marketing Planning for Radically New Products." Journal of Marketing 64, no. 1 (January 2000): 1–16. http://dx.doi.org/10.1509/jmkg.64.1.1.17987.
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Shreenan, Roger. "New Products." GEOMATICA 65, no. 1 (March 2011): 124–26. http://dx.doi.org/10.5623/cig2011-017.
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Shreenan, Roger. "New Products." GEOMATICA 65, no. 2 (June 2011): 228–30. http://dx.doi.org/10.5623/cig2011-033.
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Shreenan, Roger. "New Products." GEOMATICA 65, no. 3 (September 2011): 328–30. http://dx.doi.org/10.5623/cig2011-050.
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Shreenan, Roger. "New Products." GEOMATICA 65, no. 4 (December 2011): 415–17. http://dx.doi.org/10.5623/cig2011-066.
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Shreenan, Roger. "New Products." GEOMATICA 66, no. 1 (March 2012): 69. http://dx.doi.org/10.5623/cig2012-013.
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Shreenan, Roger. "New Products." GEOMATICA 66, no. 2 (June 2012): 156–58. http://dx.doi.org/10.5623/cig2012-031.
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Shreenan, Roger. "New Products." GEOMATICA 66, no. 3 (September 2012): 235–36. http://dx.doi.org/10.5623/cig2012-047.
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Shreenan, Roger. "New Products." GEOMATICA 66, no. 4 (December 2012): 344. http://dx.doi.org/10.5623/cig2012-061.
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Shreenan, Roger. "New Products." GEOMATICA 67, no. 1 (March 2013): 74–75. http://dx.doi.org/10.5623/cig2013-013.
Full textDissertations / Theses on the topic "New products Planning"
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Kokkonen, T. (Tatu). "Business case sales planning concept for new products and product portfolio." Master's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201710112974.
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Companies are demanded to introduce new products to market in order to satisfy diverse customer needs and be competent in relation to competitors. In addition to traditional, full-scale new product development (NPD), lighter development models have recently been researched. Rapid product development (RaDe) is a new agile product development model aiming to aid companies to adjust quickly to changing customer needs. Whether new products are introduced by lengthy NPD or quick and agile RaDe, it should be ensured that development activities are aligned with company strategy and that new products enhance the overall profitability of the company. Business case analysis investigates the business value of a new product initiative. Generally, market assessment inputs estimations of market potential and attractiveness into the business case analysis and thus functions as the basis for anticipated sales volumes and sales prices. Expected revenues are compared with life cycle cost predictions in order to conduct financial analysis presenting the attractiveness of the new product initiative in chosen financial metrics. However, there is a lack of business case analysis methodology on product portfolio level, and this study seeks to address this research gap. This research is an explorative and qualitative case study using constructive approach. The results of this study include a concept for calculating financial metrics for new sales item so that product portfolio level changes in sales are taken into account. The developed concept seeks to be eligible for NPD- and RaDe-contexts alike. The essence of the concept is comparison of the anticipated net cash flows for the sales items that are affected by the new item’s introduction in two scenarios. In first scenario, it is assumed that the new item is not introduced at all and the anticipated net cash flows are calculated based on that assumption over the new item’s life cycle. The second scenario calculates the net cash flows for the affected items taking into account the likely impact the new item has on the sales of those items. The differences of net cash flows between these two scenarios are taken into account as a cash outflow or inflow for corresponding time period when calculating net cash flow based financial metrics for the new sales item. In addition, this study introduces a proposition of a concept for product portfolio level sales planning and follow-up. In this concept, the sales plan consists of the planned sales volumes and the planned sales prices for individual sales items. Both target setting and follow-up of actual execution should be implemented on the level of volume and price so that the unit of planning is revenue (volume * price). Targeted and actual sales figures for individual sales items are further rolled up to upper commercial product portfolio levels. This enables analysis and comparison of targeted and actual sales performance on each product portfolio levelYritykset joutuvat esittelemään uusia tuotteita markkinoille tyydyttääkseen moninaiset asiakastarpeet ja pitääkseen itsensä kilpailukykyisenä suhteessa kilpailijoihin. Perinteisen, täyden mittakaavan tuotekehityksen (New Product Development — NPD) lisäksi hiljattain on tutkittu kevyempiä ja nopeampia tuotekehitysmalleja. Nopea tuotekehitys (Rapid Product Development — RaDe) on yksi tällaisista ketteristä tuotekehitysmalleista. Se pyrkii auttamaan yrityksiä vastaamaan uusiin asiakasvaatimuksiin nopeasti. Riippumatta siitä, kehitetäänkö uusi tuote täysimittaisella tuotekehityksellä vaiko nopealla tuotekehityksellä, tärkeää on varmistaa että kehitettävä tuote on yrityksen strategian mukainen ja todennäköisesti parantaa yrityksen kokonaistuottavuutta. Business case analyysi arvioi uuden tuoteidean liiketoiminnallista arvoa. Markkina-analyysi tuottaa yleisen markkinapotentiaaliarvion business case analyysiin ja toimii näin pohjana odotetuille myyntivolyymeille ja -hinnoille. Uuden tuotteen arvioitua liikevaihto verrataan tuotteen oletettuihin elinkaarikustannuksiin, ja tämän pohjalta koostetaan taloudellinen analyysi, joka havainnollistaa uuden tuoteidean attraktiivisuutta valituin taloudellisin tunnusluvuin. Tuoteportfolio tason business case metodologiaa ei kuitenkaan ole saatavilla, ja tämä tutkimus pyrkii täydentämään tätä puutetta. Tämä diplomityö on eksploratiivinen ja kvalitatiivinen case-tutkimus, jossa on konstruktiivinen ote. Tutkimustulokset sisältävät konseptin taloudellisten tunnuslukujen laskemiselle uudelle tuotenimikkeelle siten, että portfoliotason muutokset myynnissä otetaan huomioon. Kehitetty konsepti pyrkii olemaan hyödynnettävissä niin NPD- kuin RaDe-kontekstissa. Konseptin ydin on uuden myyntinimikkeen vaikutuksenalaisena olevien nimikkeiden nettokassavirtojen vertailu kahden skenaarion välillä. Ensimmäisessä skenaariossa vaikutuksenalaisille nimikkeille lasketaan nettokassavirrat uuden nimikkeen elinkaaren yli oletuksella, ettei uutta nimikettä tuoda ollenkaan portfolioon. Toisessa skenaariossa vaikutuksenalaisille myyntinimikkeille lasketaan nettokassavirrat huomioiden uuden tuotteen todennäköinen vaikutus näiden nimikkeiden myyntiin. Nettokassavirtojen erot näiden skenaarioiden välillä vähennetään tai lisätään kassavirtana vastaavalle ajanjaksolle, kun lasketaan nettokassavirtoihin perustuvia tunnuslukuja uudelle nimikkeelle. Lisäksi tutkimus tarjoaa ehdotuksen menetelmästä tuoteportfoliotason myyntisuunnitteluun ja myynnin seurantaan. Tässä menetelmässä myyntisuunnitelma koostuu myyntivolyymeistä ja -hinnoista yksittäisille myyntinimikkeille. Sekä tavoitteenasettelu että tapahtuneen myynnin seuranta tulisi tehdä volyymin ja hinnan tasolla siten että suunnittelun yksikkö on myyntitulo (volyymi * hinta). Tavoitellut ja toteutuneet myyntiluvut vieritetään edelleen ylemmille kaupallisen tuoteportfolion tasoille. Tämä mahdollistaa tavoitellun ja toteutuneen myynnin analysoinnin ja keskinäisen vertailun kullakin tuoteportfoliotasolla
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Hindle, Kevin, and khindle@swin edu au. "An enhanced paradigm of entrepreneurial business planning." Swinburne University of Technology, 1997. http://adt.lib.swin.edu.au./public/adt-VSWT20050802.152712.
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The research project reported in this dissertation discovered, applied and drew inferences about the utility and applicability of an enhanced paradigm of Entrepreneurial Business Planning (EBP). The project was motivated by the observation that a clear disparity existed between the teaching of entrepreneurship � in which attention to EBP has been intense and significant � and entrepreneurship research � in which attention to EBP has been negligible. Discovery commenced with development of an analytical framework suitable for classifying and analysing an EBP paradigm, should one be found to exist. This framework was created by combining the four essential ingredients of a paradigm � distilled from an analysis of several definitions of the word paradigm in appropriate contexts � with the three core roles which Mintzberg (1994) argued are the key descriptors of the function of any plan. An existing but inadequate EBP paradigm was revealed by a content analysis, conducted according to an adapted combination of the methodological prescriptions of Krippendorf (1980) and Carney (1972), of a large sample of the existing EBP normative literature: that is, prescriptions purporting to teach the reader how to write a successful Entrepreneurial Business Plan. A combination of logical critique, application of appropriate analytical models and development of grounded theory � based upon the methodology first articulated by Glaser and Strauss (1967) � resulted in production of an enhanced EBP paradigm, a complex construct embracing: (1) precise definition of application boundaries, (2) twelve laws; (3) six success rules; (4) and specified instrumentation requirements. Application of the enhanced EBP paradigm involved four research case studies embracing the case research methodology espoused by Yin (1989). Four Entrepreneurial Business Plans were written according to the prescriptions of the enhanced EBP paradigm and submitted to the marketplace. Sufficient time (between four and eight years) was allowed for results to be monitored. The four case study businesses were selected to span a variety of key attributes designed to maximise two things: (1) the ability to attribute causation of observed results (most particularly the attraction of the investment funds solicited by each Entrepreneurial Business Plan) directly the application of the enhanced EBP paradigm rather than any other possible cause; (2) the ability to make wide rather than narrow inferences about the applicability and utility of the enhanced EBP paradigm. Inferential conclusions were drawn from individual and cross-case analysis. Four points encapsulate the most significant results of the research to the community of entrepreneurship scholars and practitioners and beyond them, to the managerial community at large. (1) The research provides a basis for systematic inquiry in the field of Entrepreneurial Business Planning and a template for quality assessment of Entrepreneurial Business Plans. (2)It redresses the imbalance between research and teaching in an important field of the entrepreneurship discipline. (3)It extends the domain, credibility and utility of entrepreneurship as a discipline. (4) It is the potential generator of many practical analytical constructs and corollary theory in a wide variety of managerial fields. Extended case analysis provided two examples of domain extension and the generation of corollary theory and practice: first, in the field of �venture renaissance� (a term coined to represent the domain of all non startup applications of the enhanced paradigm of Entrepreneurial Business Planning) and second, in the field of mergers and acquisitions. These two illustrations of corollary theory and practice provide strong concluding arguments in favour of the proposition that the enhanced EBP paradigm has substantial general utility. In summary, as a result of the research reported in this dissertation, Entrepreneurial Business Planning may be regarded as a distinct grouping of integrated techniques amounting to a managerial technology for removing impediments to business growth by attracting necessary investments on behalf of articulated strategies. Entrepreneurial Business Planning has thus emerged from vague definition amid the narrow contextual confines of a startup venture seeking venture capital, to precise definition in a far broader context as a generic technology for the removal of impediments to business growth, wherever and however they occur.
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Jiang, Wanxing. "New product introduction and cross-functional integrations: does procedural justice matter?" HKBU Institutional Repository, 2017. https://repository.hkbu.edu.hk/etd_oa/468.
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In an increasingly volatile business environment, new product introduction is no longer a strategic option but a necessity for companies to sustain competitive advantage and for countries to achieve national economic prosperity. This is particularly true in such emerging economies as People's Republic of China, where traditional manufacturing enterprises are striving to achieve the move from 'Made in China' to 'Created in China'. Focusing on the issue of new product introduction by strategic alliances, I propose a theoretical model on the relationship between procedural justice, cross-functional integration and new product introduction. Albeit the notion that cross-functional integration can greatly facilitate the successful implementation of projects is widely acknowledged, contemporary research on cross-functional integration and new product introduction has paid insufficient attention to the issue of procedural justice. Research on whether, how and when cross-functional integration and new product development could be facilitated or promoted from a justice perspective is still in its infancy. Based on the findings of my field study in 2015-2016, I consider it necessary to take into account the effect of procedural justice in current streams of research on cross-functional integration and new product introduction. I argue firms that establish strategic alliances should pay greater attention to the issue of procedural justice in new product introduction. Moreover, I posit that the relationship between procedural justice and new product introduction is mediated by cross-functional integration. Finally, to address the discrepancies in previous research regarding the relationship between cross-functional integration and new product development, I test the effect of an insufficiently tested moderator, i.e., actual new product introduction strategy, on that relationship. Analyzing data from multiple sources in China, I obtain evidence in support of these arguments, finding procedural justice to exert a positive effect on new product introduction, and cross-functional integration and new product introduction strategy to exert a partial mediating effect and moderating effect, respectively.
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Nahar, Anand. "Planning and scheduling for new product introduction in a multi-site weaving system." Thesis, Georgia Institute of Technology, 2000. http://hdl.handle.net/1853/8640.
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Mizik, Natalie. "Marketing strategy and the firm value /." Thesis, Connect to this title online; UW restricted, 2002. http://hdl.handle.net/1773/8787.
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Romli, Fairuz Izzuddin. "A strategic planning methodology for aircraft redesign." Diss., Atlanta, Ga. : Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/28130.
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Thesis (M. S.)--Aerospace Engineering, Georgia Institute of Technology, 2009.Committee Chair: Prof. Dimitri Mavris; Committee Member: Dr. Elena Garcia; Committee Member: Dr. Neil Weston; Committee Member: Mathias Emeneth; Committee Member: Prof. Daniel P. Schrage.
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Parkinson, Jonathan R. "Optimizing product variant placement to satisfy market demand /." Diss., CLICK HERE for online access, 2007. http://contentdm.lib.byu.edu/ETD/image/etd1805.pdf.
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Rodrigues, Thaisa. "Proposta de modelo cognitivo para estruturar atividades-chave do planejamento estratégico do produto no Fuzzy Front-End." Universidade Tecnológica Federal do Paraná, 2015. http://repositorio.utfpr.edu.br/jspui/handle/1/1489.
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CAPESO Planejamento Estratégico de Produto (PEP) faz parte da macro-fase inicial do Processo de Desenvolvimento de produtos (PDP) conhecida como Fuzzy Front-End (FFE), que exige alto esforço cognitivo de gestores e profissionais, uma vez que o grande número de atividades, bem como o alto nível de interdependência entre elas e também as peculiaridades de cada projeto faz com que as atividades estruturantes sejam um problema complexo. A fim de estruturar as principais atividades em PEP no FFE, propôs-se um modelo cognitivo usando o Strategic Options Development and Analysis (SODA). O modelo proposto foi aplicado em quatro indústrias brasileiras, duas do setor de alimentos e duas do setor de móveis. O estudo revelou que as atividades no FFE se relacionam entre si de uma forma hierárquica, com um alto nível de complexidade e algumas atividades se comportam como estratégias, como opções, ou ainda como objetivos ou metas. As atividades encontradas no setor de alimentos são parecidas com as encontradas no setor de móveis, mas possuem algumas diferenças devido a peculiaridades de cada setor. Recomenda-se o modelo cognitivo para apoiar os gestores e profissionais na estruturação das atividades de PEP.
Strategic product planning (SPP) for new product development (NPD) in the fuzzy front end (FFE) requires high cognitive effort from managers and practitioners, since the large number of Activities as well as the high level of interdependence Among Them And Also the peculiarities of each project make the structuring Activities the messy problem. In order to structure key Activities on SPP in the FFE, we propose the cognitive model using the Strategic Options Development and Analysis (SODA) method. The Proposed model was applied in two Brazilian industries from the food sector. This study revealed that the activities in the FFE report to each other in a hierarchical mannered, with a high level of complexity, and some Activities behave the other options the strategies and the other goals. The activities found in the food sector are similar to those found in the mobile sector, but have some differences due to peculiarities of each sector. We recommend the cognitive model to assist managers and practitioners structuring Activities on SPP.
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Albar, Fatima Mohammed. "An Investigation of Fast and Frugal Heuristics for New Product Project Selection." PDXScholar, 2013. https://pdxscholar.library.pdx.edu/open_access_etds/1057.
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In the early stages of new product development, project selection is dominantly based on managerial intuition, rather than on analytic approaches. As much as 90% of all product ideas are rejected before they are formally assessed. However, to date, little is known about the product screening heuristics and screening criteria managers use: it has been suggested that their decision process resembles the "fast and frugal" heuristics identified in recent psychological research, but no empirical research exists. A major part of the product innovation pipeline is thus poorly understood.
This research contributes to closing this gap. It uses cognitive task analysis for an in-depth analysis of the new product screening heuristics of twelve experienced decision makers in 66 decision cases. Based on the emerging data, an integrated model of their project screening heuristics is created. Results show that experts adapt their heuristics to the decision at hand. In doing so, they use a much smaller set of decision criteria than discussed in the product development literature. They also combine heuristics into decision approaches that are simple, but more complex than "fast and frugal" strategies. By opening the black box of project screening this research enables improved project selection practices.
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Back, Greice Daniela. "Inovação de produto sob a perspectiva da visão baseada em recurs." reponame:Repositório Institucional da UCS, 2015. https://repositorio.ucs.br/handle/11338/1308.
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Com base na relevância dos estudos da inovação como elemento que contribui para o desenvolvimento econômico e na teoria da Visão Baseada em Recursos, que apresenta os recursos estratégicos da firma como uma fonte para obter vantagens competitivas, este trabalho tem como objetivo principal investigar as inovações em produtos pela perspectiva da Visão Baseada em Recursos, especificamente nas microcervejarias do Rio Grande do Sul. O método selecionado foi a pesquisa qualitativa exploratória e descritiva com estratégia de estudo de caso e método de coleta de dados por meio de entrevistas semiestruturadas, aplicada aos gestores das microcervejarias que tiveram o reconhecimento dos seus produtos em premiações nacionais ou internacionais. A análise de dados se deu pela interpretação das transcrições das entrevistas. A categorização foi estabelecida previamente para atender a três objetivos específicos propostos: identificar as inovações em produtos nas microcervejarias do Rio Grande do Sul; identificar os recursos explorados pelas microcervejarias que geram a inovação; e, identificar os recursos que têm potencial para gerar vantagem competitiva sustentável. Como resultado, foi possível identificar as inovações em produtos na embalagem, quantidade de envaze e no que tange a cor, a textura, o aroma e o sabor, dentro dos estilos das cervejas produzidas. Foram identificados como recursos físicos para a inovação em produto a localização geográfica, o acesso à matéria-prima, a estrutura fabril e o laboratório cervejeiro. Os recursos humanos aparecem no processo de desenvolvimento dos novos produtos na forma de troca de experiências entre funcionários e sócios, cursos técnicos e a troca de experiência com mestres cervejeiros e demais colaboradores de empresas parceiras, incluindo outras microcervejarias. Como recursos organizacionais identificados estão a relação entre grupos da firma com o ambiente externo. Quanto aos recursos financeiros destaca-se o planejamento ligado à aquisição de recurso físico, em especial para a compra de matéria-prima, como facilitador da inovação. Os recursos que passaram pelo modelo VRIO e que geram a inovação em produto com características imperfeitamente imitáveis apontados pelos entrevistados são os recursos organizacionais e humanos. A ação de interação entre as microcervejarias é baseada em conhecimentos tácitos e ocorre de forma informal. A característica dos recursos organizacionais identificados usa a estratégia para a criação de novos produtos que podem gerar vantagem competitiva sustentável, apoiada nas redes de inovação e na reputação do produto frente aos canais de distribuição.Submitted by Ana Guimarães Pereira (agpereir@ucs.br) on 2016-09-12T14:14:11Z No. of bitstreams: 1 Dissertacao Greice Daniela Back.pdf: 1921749 bytes, checksum: ea0004c000f22adc0aa9e85960d6a1b0 (MD5)
Made available in DSpace on 2016-09-12T14:14:11Z (GMT). No. of bitstreams: 1 Dissertacao Greice Daniela Back.pdf: 1921749 bytes, checksum: ea0004c000f22adc0aa9e85960d6a1b0 (MD5) Previous issue date: 2016-09-12
Coordenação de Aperfeiçoamento de Pessoal de Nível Superior, CAPES.
Based on the relevance of studies of innovation as an element that contributes to economic development and the theory of Resource Based View, which presents the strategic resources of the firm as a source for competitive advantage, this paper aims to investigate the innovations in products from the perspective of Resource Based View, specifically in Rio Grande do Sul microbreweries. The selected method was the exploratory and descriptive qualitative research with case study strategy and data collection method through semistructured interviews, applied to microbreweries managers that had recognition of their products in national and international awards. Data analysis was done through the interpretation of interview transcripts. The categorization was previously established to answer the three specific objectives proposed: identify the product innovations in Rio Grande do Sul microbreweries; identify the resources explored by microbreweries that generate innovation; and identify the resources that have the potential to generate sustainable competitive advantage. As a result, it was possible to identify the product innovations in packaging, bottling and quantity when it comes to color, texture, scent and flavor within the styles of the beers produced. It was identified as physical resources in product innovation, geographic location, access to raw materials, the industrial structure and the brewing lab. Human resources appear in the development process of new products in the form of experience exchange between employees and partners, technical courses and the experience exchange with brew masters and other partner employees companies, including other microbreweries. As organizational resources identified are relationship between company groups with the external environment. As for financial resources stands out planning on the acquisition of physical resource, especially for the purchase of raw material, as a facilitator of innovation. The resources that have gone through VRIO model and that generate innovation in product with imperfectly imitable features mentioned by respondents are the organizational and human resources. The action of interaction between the microbreweries is based on tacit knowledge and occurs informally. The characteristic of the identified organizational resources uses the strategy to create new products that can generate sustainable competitive advantage, based on an open innovation and reputation of the product ahead to distribution channels.
Books on the topic "New products Planning"
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Developing successful new products: A guide to product planning. London: Financial Times/Pitman Publishing, 1993.
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Product planning essentials. 2nd ed. Armonk, N.Y: M.E. Sharpe, 2011.
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Garbutt, Douglas. Planning andcontrol of new product marketing. London: Chartered Institute of Management Accountants, 1989.
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New product development: From initial idea to final launch. Amsterdam: Elsevier Butterworth-Heinemann, 2003.
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M, Vogel Craig, ed. Creating breakthrough products: Innovation from product planning to program approval. Upper Saddle River, NJ: Financial Times/Prentice Hall PTR, 2002.
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Schmelzer, H. J. Organisation und Controlling von Produktentwicklungen: Praxis des wettbewerbsorientierten Entwicklungsmanagement. Stuttgart: Schäffer-Poeschel, 1992.
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New venture analysis: Research, planning, and finance. Homewood, Ill: Dow Jones-Irwin, 1985.
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1933-, Levy Stu, and Wolfman Arnold B. 1937-, eds. Winning the new product development battle. New York: Institute of Electrical and Electronics Engineers, 1993.
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Floyd, Thomas D. Winning the new product development battle. New York, N.Y: The Institute of Electrical and Electronics Engineers, 1997.
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Product development planning for health care products regulated by the FDA. Milwaukee, Wis: ASQC Quality Press, 1997.
Find full textBook chapters on the topic "New products Planning"
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Kahn, Kenneth B., and Mayoor Mohan. "Innovation and Product Planning." In Innovation and New Product Planning, 3–21. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-2.
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Kahn, Kenneth B., and Mayoor Mohan. "Global Product Management." In Innovation and New Product Planning, 201–11. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-16.
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Kahn, Kenneth B., and Mayoor Mohan. "Product Planning Strategy and Process." In Innovation and New Product Planning, 35–52. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-4.
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Kahn, Kenneth B., and Mayoor Mohan. "Opportunity Identification and MARKET Planning." In Innovation and New Product Planning, 55–82. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-6.
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Kahn, Kenneth B., and Mayoor Mohan. "New Product Development Best Practices." In Innovation and New Product Planning, 238–53. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-23.
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Avdiushchenko, Anna. "Circular Economy in Poland: Main Achievements and Future Prospects." In Smart and Sustainable Planning for Cities and Regions, 141–54. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-57764-3_10.
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AbstractCircular economy (CE) is a new development strategy adopted by the European Union (EU) authorities in 2014, aiming to boost global competitiveness, foster sustainable economic growth, and generate new jobs. The CE approach maintains the added value in products for as long as possible and eliminates waste; moreover, it implies totally systemic change and innovation not only in technologies, but also in organization, society, finance methods, and policies. Such an approach leads to a new model of production and consumption and a new relationship between stakeholders at the local, regional, national, and EU levels. The first consideration of CE priorities in Poland started in 2016 when the Inter-ministerial Committee for Circular Economy was established. Representatives from nine ministries became committee members, and the chief document they prepared was the Roadmap for Circular Economy Transition. The document proposed an action plan for CE implementation and focused on increasing resource efficiency and waste reduction in Poland. Prepared with the active involvement of all possible stakeholders—businesses, NGOs, the academic and research community, and local and regional authorities—the Roadmap can be seen as a quick and effective guide. In addition to national government initiatives, there were numerous attempts to implement CE principles at the local and regional levels. The main goal of the current research was to examine the effectiveness of such national, regional, local, and business CE projects for influencing Poland’s CE transition during the past three years. This study reviews the main policy documents, reports, and expertise of national, international, regional, and local organizations and NGOs involved with CE in Poland. The research is also supported by a review of the relevant academic literature. As a result, it was possible to estimate the current level of achievement, as well as future prospects for CE in Poland. Moreover, this research identifies potential opportunities for updating existing planning policies and tools related to CE-based development in Poland.
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Kahn, Kenneth B., and Mayoor Mohan. "Technical Development." In Innovation and New Product Planning, 121–42. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-10.
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Kahn, Kenneth B., and Mayoor Mohan. "Design." In Innovation and New Product Planning, 143–52. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-11.
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Kahn, Kenneth B., and Mayoor Mohan. "Commercialization and Launch." In Innovation and New Product Planning, 153–74. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-12.
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Kahn, Kenneth B., and Mayoor Mohan. "Life Cycle Management." In Innovation and New Product Planning, 177–85. New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003025313-14.
Full textConference papers on the topic "New products Planning"
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Grant, Mark. "Topological complexity of motion planning and Massey products." In Algebraic Topology - Old and New. Warsaw: Institute of Mathematics Polish Academy of Sciences, 2009. http://dx.doi.org/10.4064/bc85-0-14.
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Maurer, Maik, Dennis Janitza, and Alexander Ott. "Product- and CAD-Structure Planning Processes for Mass Customization Products." In ASME 7th Biennial Conference on Engineering Systems Design and Analysis. ASMEDC, 2004. http://dx.doi.org/10.1115/esda2004-58337.
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Mass Customization (MC) is one approach to deal with the continuous increasing demand for individualized products. It’s major objective is to offer products with delivery times and prices comparable to mass produced goods. Hereby assigned possibilities are not only limited to the customization of appearance but affect a multitude of customer requirements, e.g. functions, technical attributes, or structural arrangements. Two major steps in designing customizable products are the product structure planning and the designing of CAD-models. The work presented in this paper specifies the mutual interdependencies as well as the data, which has to be exchanged in this alternating process. For an iteratively optimized planning of customizable products, knowledge will be extracted from parametric design for a further adaptation in the product spectrum structure. Using appropriate algorithms, the need for structure modifications will be derived, with the objective of eliminating critical interdependencies from the basic structure. The alternating data exchange between parametric product modeling and abstract structure planning helps to integrate bi-directional requirements (e.g. new techniques in manufacturing) or boundary conditions appearing at different design phases.
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Kwak, Minjung, and Harrison M. Kim. "To Extend, or to Shorten: Optimal Lifetime Planning." In ASME 2012 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/detc2012-70546.
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Extending the life of a product through remanufacturing or refurbishing is generally regarded as being “greener” than new production, as it avoids the resource consumption and waste generation associated with the new production; however, when considering improved performance of new products, extending the lifetime of less efficient, less productive old products may not always be greener than new production. Shortening the product’s life by early replacement with a newer, more efficient product can be a better option, as “Cash-for-Clunker” programs have claimed. This paper presents a generic model to decide optimal lifetime strategy for a product. Three different lifetime strategies—to maintain, to extend, and to shorten the current lifetime—are compared from an environmental perspective, for a given time horizon. The average environmental impact per unit production is used as the basis for a fair comparison. Applied with an optimization technique, the model can also identify the optimal lifetime length of a product. To illustrate, the developed model is applied to an example of complex heavy-duty, off-road equipment.
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Kwak, Minjung, Katherine Koritz, and Harrison M. Kim. "Green Profit Maximization Through Joint Pricing and Production Planning of New and Remanufactured Products." In ASME 2013 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/detc2013-12162.
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To achieve “green profit” in their business, manufacturers who produce both new and remanufactured products must optimize their pricing and production decisions simultaneously. They must determine the buy-back price and take-back quantity of end-of-life products as well as the selling prices and production quantities of new and remanufactured products. With an aim to assist in optimal pricing and production planning, this paper presents a mixed-integer programming model that optimizes the three prices (of buyback, new and remanufactured products) and the corresponding production plan simultaneously. The model considers the two conflicting objectives of maximizing economic profitability and maximizing environmental impact saving. The model helps address potential barriers to remanufacturing, which include limited economic, and/or environmental sustainability of remanufacturing, imbalance between the supply of end-of-life products and the market demand for remanufactured products, and cannibalization of the sales of new products. The developed model is illustrated with an example of engine water pump.
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Kang, Changmuk, and Yoo S. Hong. "Dynamic Disassembly Planning for Remanufacturing of Multiple Types of Products." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-28657.
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With the increased need for remanufacturing of end-of-life products, achieving economic efficiency in remanufacturing is urgently needed. The purpose of this study was to devise a cost-minimization plan for disassembly and remanufacturing of end-of-life products returned by consumers. A returned end-of-life product is disassembled into remanufacturable parts, which are supposed to be used for new products after being remanufactured. Each end-of-life product is disassembled into parts at variable levels as needed, taking into account not only disassembly but also manufacturing, remanufacturing, and holding inventory of remanufacturable parts. This study proposes a linear programming model for derivation of the optimal disassembly plan for each returned product, under deterministically known demand and return flows. For the purposes of an illustrative example, the proposed model was applied to the formulation of an optimal disassembly and remanufacturing plan of ‘Fuser Assembly’ of laser printers. The solution reveals that variable-level disassembly of products saves a significant remanufacturing cost compared with full disassembly.
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Kurtadikar, Ravindra M., and Robert B. Stone. "Investigation of Customer Needs Frequency vs. Weight in Product Platform Planning." In ASME 2003 International Mechanical Engineering Congress and Exposition. ASMEDC, 2003. http://dx.doi.org/10.1115/imece2003-42786.
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Customer satisfaction is key for survival and success in today’s consumer market. It is crucial that the customer be used to differentiate between different variants of a product, also known as a company’s product portfolio. Numerous examples in industry prove the benefit of a platform strategy in product development. The aim is to capture a wider market share by launching a number of products based on a common platform and to reduce design and development cost by reducing design cycle time. In this paper we explore the possibility of using high level customer needs alone to define the product’s base platform and differentiating modules. The basic idea is to outline platform and differentiating modules during conceptual design stage of product development and thus plan a product family before we consider any architecture. Planning platforms in conceptual design stage reduces additional costs associated with designing, manufacturing and managing resources for each variant separately. We use design tools such as the functional basis and functional modeling in our approach. In this work we seek to validate the technique by first applying it to existing products and comparing the results against known product platforms. In this paper we outline platform and differentiating modules for a bike and shop vacuum. Future work will focus on applying this approach for more products and finally to new products during conceptual design stage.
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Fledderjohn, Matthew, Steven B. Shooter, and Robert B. Stone. "Augmenting a Design Repository to Facilitate Product Family Planning." In ASME 2005 International Mechanical Engineering Congress and Exposition. ASMEDC, 2005. http://dx.doi.org/10.1115/imece2005-81846.
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A Design Repository has been created in an effort to archive existing products and the components in each product. With this function-based archiving system, designers can retrieve design information on existing products to assist in a new design project. The use of product families has emerged as an approach to exploit commonality for more efficient product development. However, the Design Repository does not contain explicit design information on platforms and modules. This paper describes information for the design of a platform and proposes a new data structure that organizes the information for augmenting the Design Repository. An information flow model for the development of a single product is modified to describe the flow of information needed for product platform design. The information flow model and associated data structure has been shown to be effective in representing three common product families: the Black & Decker Firestorm tool set, Kodak single-use cameras, and the IceDozer family of ice scrapers. With this data structure implemented into the existing repository, designers can find useful information on how to create different products based on the a common platform.
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Kim, Jinju, Seyoung Park, and Harrison M. Kim. "Optimal Modular Remanufactured Product Configuration and Harvesting Planning for End-of-Life Products." In ASME 2021 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2021. http://dx.doi.org/10.1115/detc2021-69964.
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Abstract Since remanufacturing requires additional processes compared to the production process of new products, various factors need to be considered. First, it is necessary to decide which end-of-life (EoL) product parts/modules to use among the EoL products available for the remanufactured product. At this stage, it is crucial to understand the future customer demand and requirements for each part. Next, it is also necessary to figure out whether selective disassembly is possible to disassemble a specific target component without completely disassembling the product. With the increasing number of product designs that are difficult to disassemble, the disassembly sequence and level should be considered for the efficiency of the overall remanufacturing process. This study proposes an integrated model to (i) find configuration design suitable for remanufactured products that can maximize customer utility based on current EoL products, and (ii) establish a harvest plan that determines the optimal operations and levels. This proposed model can be used as a tool that helps product designers find the appropriate design of remanufactured products while increasing the efficiency of the remanufacturing process.
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Tao, Jing, and Suiran Yu. "Sustainable Product Family Planning Based on Product Life Cycle Simulation." In ASME 2012 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/detc2012-70585.
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Product variety and improvements are the most important issues of today’s product development. Product family engineering is considered to be an effective approach to create new products that apply variability with decreased costs and time. However, given the environmental considerations, this study proposed sustainable product family planning which is a systematic design framework of product function; structure and lifecycle options (i.e. reduce, reuse and recycle). First, relationships between the diverse customer needs, product’s technical attributes and physical architecture are analyzed. Based on the analysis, certain product family plan including a product model change plan, a general product structure model, technical specifications and lifecycle options of each product in the family are established. A life cycle simulation tool is then developed for 1) easy building of various production strategies, product use scenarios and market competition cases, etc.; and 2) environmental and economic evaluations of the product family plan. A case study of personal computers (PCs) product family planning demonstrates an implementation of the proposed methods.
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Hong, G., P. R. Dean, W. Yang, Y. L. Tu, and D. Xue. "Integrated Optimal Product Design and Process Planning for One-of-a-Kind Production." In ASME 2008 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/detc2008-49141.
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One-of-a-kind production (OKP) is a new manufacturing paradigm to produce customized products based on requirements of individual customers while maintaining the quality and efficiency of mass production. In this research, an integrated optimal product design and process planning approach is developed to satisfy customer requirements considering design and manufacturing constraints. In this work, a hybrid AND-OR graph is introduced to model the variations of design configurations/parameters and manufacturing processes/parameters in generic product family. Since different design configurations and parameters can be created from the same customer requirements, and each design can be further achieved through alternative manufacturing processes and parameters, co-evolutionary genetic programming and numerical optimization are employed to identify the optimal product design configuration/parameters and manufacturing process/parameters. An industrial case study to identify the optimal design configuration/parameters and manufacturing process/parameters of custom window products in a local company is introduced to demonstrate the effectiveness of the developed method.
Reports on the topic "New products Planning"
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Merkulova, Yuliya. Роль системы показателей в технологии оптимизации и баланса множества данных спроса и предложения. Yuliya Merkulova, April 2021. http://dx.doi.org/10.12731/er0431.26042021.
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Article is devoted to significant problems of creation of system of the indicators for stimulation of balance of supply and demand of products. It is very important for increase of competitiveness of products. The new methodology of calculation of target function of a product and indicators of its efficiency is offered in article. The special place in article is devoted to methodology of definition of an indicator of aggregate useful effect, which includes useful effect of the producer and consumer and promotes balance of their interests. All offered indicators of efficiency of a product are interconnected with each other and only in united system possess the stimulating mechanism of balance of supply and demand. They promote increase of effectiveness of process of planning and allow to find reserves for increase of competitiveness of products.
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Madani, Farshad. Opportunity Identification for New Product Planning: Ontological Semantic Patent Classification. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6116.
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Ступнік, М. І., В. С. Моркун, and З. П. Бакум. Information and Communication Technologies in the Process of Mining Engineer Training. Криворізький державний педагогічний університет, 2013. http://dx.doi.org/10.31812/0564/405.
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Based on scientific analysis the authors of the article argued the necessity of solving priority tasks – the development of new educational technologies aimed at supporting the training of engineers in terms of the mining engineering as high-tech industry. The features of mining computer technologies are determined. There was worked out the project of the adaptive system of a mining engineer individual training "Electronic manual" aimed at the development of future professionals. The essence of individual preparation of future mining engineer ICT is defined. It is proved that the efficiency of the designing and planning of mining operations through the introduction of ICT at present is the real way to influence the quality of mining products that will promote individual learning orientation. For the first time pedagogical foundations for introducing adaptive training of mining engineers are clarified.
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DeVivo, Joseph C. Inventories 2.0: A plan for the next generation of NPS natural resource inventories. National Park Service, 2019. http://dx.doi.org/10.36967/2266646.
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This Inventory 2.0 plan identifies IMD’s planned role in each of the ten inventories, and lays out a framework for ensuring the inventories led by IMD result in scientifically credible information for parks resource management, planning, and operations; and also identifies the means by which studies to collect new inventory data will be identified, prioritized, and implemented. Highlights include: IMD plans to lead three of the ten inventories (Species, Vegetation Community Mapping, and Surficial Geology/Soils Mapping), and contribute to the others in partnership with other programs. For the three IMD-led inventories, IMD will develop (or work with the Geologic Resources Division to develop) peer-reviewed inventory science plans that will lay out inventory objectives; and methods for data management, analysis, and integration to ensure that credible and useful inventory data are provided to parks in a timely manner. IMD will phase in implementation of IMD-led inventories during the first five years of program implementation. This will allow IMD to focus near-term efforts on meeting needs identified by the greatest number of parks (Species) while conducting necessary scoping to further refine needs for Vegetation Community Mapping and Surficial Geology/Soils Mapping inventories. During the next two years, IMD inventory efforts will be focused on implementing the Species Inventory, beginning with foundational work in advance of field data collection efforts to be funded in 2020. Additional scoping to identify suitable methods and minimum product specifications for Vegetation Community and Surficial Geology/Soils Mapping will be conducted in 2019-2020. These two new inventories will be phased in based on findings from scoping and progress toward closing out existing (1.0) inventory efforts. All I&M parks will be eligible for IMD funding to support inventories (see Appendix A). Non-I&M parks established before 2000 may be eligible for studies and activities to collect new inventory data pending approval of the project by the IMD Leadership Team. Inventories 2.0 funding cannot be spent to collect new data in parks established in 2000 or later, that are not currently served by an I&M network. Existing data from other sources may still be synthesized and delivered to these parks, however. Inventories 2.0 funding will not be used to fund programs or initiatives already funded or implemented by other programs or agencies. We will endeavor to partner with these entities when possible and appropriate to meet inventory needs identified in this plan, and to ensure IMD-created inventory (and monitoring) data are available to support other programs. Data and other information products resulting from new IMD-funded inventory studies will be managed by IMD rather than third-party repositories. This does not preclude sharing data with third parties or use of third-party tools or data distribution systems. At a minimum IMD commits to make inventory data available to others via the NPS Data Store (https://irma.nps.gov/DataStore/) as well as data and/or map services. To the extent possible, IMD management of inventory data will use the data management infrastructure used for managing monitoring data. This includes a commitment to leverage data, tools, systems, and expertise where it already exists. Because of IMD’s explicit mandate to integrate I&M data with planning, wherever practicable, IMD commits to work with NPS Planning to ensure map and data services are integrated into NPS Atlas projects for each park or other planning tools as they are developed over time.
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Family Planning and Child Survival Programs as Assessed In 1991. Population Council, 1992. http://dx.doi.org/10.31899/pgy1992.1001.
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This volume continues a tradition initiated at the Population Council nearly 25 years ago when the first edition of “Population and Family Planning Programs” was issued. That factbook began a series of 12 editions produced through 1993. The data in that series were consolidated and updated in another publication, and the present volume is now issued, based partly upon a 1989 questionnaire inquiry to over 100 developing countries. A range of maternal and child survival data were added to the family planning information. The relationships among fertility behavior, infant and child mortality, and maternal health are closely interwoven; moreover, many programs address all three issues rather than any one alone. The current volume provides the principal statistical indicators that are available for most developing countries. Some data are drawn from the questionnaire, whereas other data are taken from agencies that specialize in particular topics. We have limited this edition to the period since the mid-1980s. New data are included for large-scale family planning programs, together with closely related indicators on child survival and reproductive health.
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Testing strategies to improve access to emergency contraception pills: Prescription vs. prophylactic distribution. Population Council, 1999. http://dx.doi.org/10.31899/rh1999.1009.
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This report is the second in a series of research summaries produced in connection with the operations research project “Enhancing Access to Family Planning Services through the Introduction of Emergency Contraception.” Launched in September 1997, the project explores the many issues surrounding the introduction and delivery of emergency contraception services in a developing country context. The study described in this report compares two different approaches to overcoming barriers that prevent women from accessing emergency contraception during the 72-hour period when the first dosage of emergency contraception pills (ECPs) must be taken. In one approach, new family planning (FP) acceptors were given a pack of ECPs for later use in the event of method failure, rape, or unprotected sex. In the other approach, acceptors were given an advanced prescription which, if necessary, could be redeemed for an actual pack of ECPs at participating health centers. Implemented at four public-sector clinics in Lusaka, Zambia, the strategies are compared in terms of their effectiveness at communicating appropriate information on emergency contraception; reducing wastage of ECPs; facilitating timely access to emergency contraception; and limiting use of emergency contraception for emergencies only.
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African Open Science Platform Part 1: Landscape Study. Academy of Science of South Africa (ASSAf), 2019. http://dx.doi.org/10.17159/assaf.2019/0047.
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This report maps the African landscape of Open Science – with a focus on Open Data as a sub-set of Open Science. Data to inform the landscape study were collected through a variety of methods, including surveys, desk research, engagement with a community of practice, networking with stakeholders, participation in conferences, case study presentations, and workshops hosted. Although the majority of African countries (35 of 54) demonstrates commitment to science through its investment in research and development (R&D), academies of science, ministries of science and technology, policies, recognition of research, and participation in the Science Granting Councils Initiative (SGCI), the following countries demonstrate the highest commitment and political willingness to invest in science: Botswana, Ethiopia, Kenya, Senegal, South Africa, Tanzania, and Uganda. In addition to existing policies in Science, Technology and Innovation (STI), the following countries have made progress towards Open Data policies: Botswana, Kenya, Madagascar, Mauritius, South Africa and Uganda. Only two African countries (Kenya and South Africa) at this stage contribute 0.8% of its GDP (Gross Domestic Product) to R&D (Research and Development), which is the closest to the AU’s (African Union’s) suggested 1%. Countries such as Lesotho and Madagascar ranked as 0%, while the R&D expenditure for 24 African countries is unknown. In addition to this, science globally has become fully dependent on stable ICT (Information and Communication Technologies) infrastructure, which includes connectivity/bandwidth, high performance computing facilities and data services. This is especially applicable since countries globally are finding themselves in the midst of the 4th Industrial Revolution (4IR), which is not only “about” data, but which “is” data. According to an article1 by Alan Marcus (2015) (Senior Director, Head of Information Technology and Telecommunications Industries, World Economic Forum), “At its core, data represents a post-industrial opportunity. Its uses have unprecedented complexity, velocity and global reach. As digital communications become ubiquitous, data will rule in a world where nearly everyone and everything is connected in real time. That will require a highly reliable, secure and available infrastructure at its core, and innovation at the edge.” Every industry is affected as part of this revolution – also science. An important component of the digital transformation is “trust” – people must be able to trust that governments and all other industries (including the science sector), adequately handle and protect their data. This requires accountability on a global level, and digital industries must embrace the change and go for a higher standard of protection. “This will reassure consumers and citizens, benefitting the whole digital economy”, says Marcus. A stable and secure information and communication technologies (ICT) infrastructure – currently provided by the National Research and Education Networks (NRENs) – is key to advance collaboration in science. The AfricaConnect2 project (AfricaConnect (2012–2014) and AfricaConnect2 (2016–2018)) through establishing connectivity between National Research and Education Networks (NRENs), is planning to roll out AfricaConnect3 by the end of 2019. The concern however is that selected African governments (with the exception of a few countries such as South Africa, Mozambique, Ethiopia and others) have low awareness of the impact the Internet has today on all societal levels, how much ICT (and the 4th Industrial Revolution) have affected research, and the added value an NREN can bring to higher education and research in addressing the respective needs, which is far more complex than simply providing connectivity. Apart from more commitment and investment in R&D, African governments – to become and remain part of the 4th Industrial Revolution – have no option other than to acknowledge and commit to the role NRENs play in advancing science towards addressing the SDG (Sustainable Development Goals). For successful collaboration and direction, it is fundamental that policies within one country are aligned with one another. Alignment on continental level is crucial for the future Pan-African African Open Science Platform to be successful. Both the HIPSSA ((Harmonization of ICT Policies in Sub-Saharan Africa)3 project and WATRA (the West Africa Telecommunications Regulators Assembly)4, have made progress towards the regulation of the telecom sector, and in particular of bottlenecks which curb the development of competition among ISPs. A study under HIPSSA identified potential bottlenecks in access at an affordable price to the international capacity of submarine cables and suggested means and tools used by regulators to remedy them. Work on the recommended measures and making them operational continues in collaboration with WATRA. In addition to sufficient bandwidth and connectivity, high-performance computing facilities and services in support of data sharing are also required. The South African National Integrated Cyberinfrastructure System5 (NICIS) has made great progress in planning and setting up a cyberinfrastructure ecosystem in support of collaborative science and data sharing. The regional Southern African Development Community6 (SADC) Cyber-infrastructure Framework provides a valuable roadmap towards high-speed Internet, developing human capacity and skills in ICT technologies, high- performance computing and more. The following countries have been identified as having high-performance computing facilities, some as a result of the Square Kilometre Array7 (SKA) partnership: Botswana, Ghana, Kenya, Madagascar, Mozambique, Mauritius, Namibia, South Africa, Tunisia, and Zambia. More and more NRENs – especially the Level 6 NRENs 8 (Algeria, Egypt, Kenya, South Africa, and recently Zambia) – are exploring offering additional services; also in support of data sharing and transfer. The following NRENs already allow for running data-intensive applications and sharing of high-end computing assets, bio-modelling and computation on high-performance/ supercomputers: KENET (Kenya), TENET (South Africa), RENU (Uganda), ZAMREN (Zambia), EUN (Egypt) and ARN (Algeria). Fifteen higher education training institutions from eight African countries (Botswana, Benin, Kenya, Nigeria, Rwanda, South Africa, Sudan, and Tanzania) have been identified as offering formal courses on data science. In addition to formal degrees, a number of international short courses have been developed and free international online courses are also available as an option to build capacity and integrate as part of curricula. The small number of higher education or research intensive institutions offering data science is however insufficient, and there is a desperate need for more training in data science. The CODATA-RDA Schools of Research Data Science aim at addressing the continental need for foundational data skills across all disciplines, along with training conducted by The Carpentries 9 programme (specifically Data Carpentry 10 ). Thus far, CODATA-RDA schools in collaboration with AOSP, integrating content from Data Carpentry, were presented in Rwanda (in 2018), and during17-29 June 2019, in Ethiopia. Awareness regarding Open Science (including Open Data) is evident through the 12 Open Science-related Open Access/Open Data/Open Science declarations and agreements endorsed or signed by African governments; 200 Open Access journals from Africa registered on the Directory of Open Access Journals (DOAJ); 174 Open Access institutional research repositories registered on openDOAR (Directory of Open Access Repositories); 33 Open Access/Open Science policies registered on ROARMAP (Registry of Open Access Repository Mandates and Policies); 24 data repositories registered with the Registry of Data Repositories (re3data.org) (although the pilot project identified 66 research data repositories); and one data repository assigned the CoreTrustSeal. Although this is a start, far more needs to be done to align African data curation and research practices with global standards. Funding to conduct research remains a challenge. African researchers mostly fund their own research, and there are little incentives for them to make their research and accompanying data sets openly accessible. Funding and peer recognition, along with an enabling research environment conducive for research, are regarded as major incentives. The landscape report concludes with a number of concerns towards sharing research data openly, as well as challenges in terms of Open Data policy, ICT infrastructure supportive of data sharing, capacity building, lack of skills, and the need for incentives. Although great progress has been made in terms of Open Science and Open Data practices, more awareness needs to be created and further advocacy efforts are required for buy-in from African governments. A federated African Open Science Platform (AOSP) will not only encourage more collaboration among researchers in addressing the SDGs, but it will also benefit the many stakeholders identified as part of the pilot phase. The time is now, for governments in Africa, to acknowledge the important role of science in general, but specifically Open Science and Open Data, through developing and aligning the relevant policies, investing in an ICT infrastructure conducive for data sharing through committing funding to making NRENs financially sustainable, incentivising open research practices by scientists, and creating opportunities for more scientists and stakeholders across all disciplines to be trained in data management.