Exploring alternative strategies for managing the complexity of a product

Abstract

The focus of models for creating complex products is always a separate specific aspect of the issue of creating a product, but never - the whole aggregate. Therefore, when forming the mechanism for creating a complex product, it is necessary to implement successively certain steps. When implementing the model of managing the complexity of a product, it is possible to apply individual classical strategies by selecting them from an aggregate of an infinitely wide spectrum, depending on the current conditions. The variants in this context are customization strategy and product standardization strategy. There are five methods of mass customization, each of which focuses on different stages of the value chain. The strategy of product standardization is realized when there is no close relationship between the customer and the manufacturer, so individual preferences of customers are not taken into account. The application of the complexity management model of the product takes into account the width of the strategic framework in the context of decisions when optimizing the product architecture. Therefore, in the future, the strategic positioning of the company is assumed based on a quantitative assessment of the complexity of the product. The manufacturer is in constant contradiction. On the one hand, any modification of products, their differentiation, expansion of the assortment list, customization of the product and much more, on the other hand, when the technology is brought to the classical level of complexity, as well as the complexity of the systems, is reduced. This leads to a reduction in the cost/final cost of the product and the increase in the effects and results produced by the producers. The contradiction is proposed to be solved through the formation of modern production management mechanisms, synergistic integration of knowledge areas; due to the intensive division of labor among participants in the system and to enhance coordination of activities related to development; intensification of cooperation between enterprises and suppliers, participants in the system; formation of organizational and communication.