Interfaces for resolving marketing, manufacturing and design conflicts: A conceptual framework

Marketing‐manufacturing interface is becoming an increasingly important research area, as the firms unable to reduce inter‐departmental conflict find their global competitiveness compromised. Due to inevitable interaction of marketing and manufacturing with design engineering in conflict and resolution, there is a need to increase the scope of the research area of manufacturing‐marketing interface to include design (engineering) and establish appropriate interfaces between each pair of these domains. Some firms are practising concurrent engineering to minimise the conflict between design and manufacturing departments. Several interface variables can be used to resolve inter‐departmental conflict. A firm’s decision to pursue a particular interface requires commitment, investment and change in culture. What type of interface should a firm choose? This paper introduces a conceptual framework to resolve this dilemma. Specifically, the contribution of this paper is at least threefold. First, it characterises the possible conflicts that can arise due to interaction between the three functional areas – marketing, manufacturing, and design. Design is recognised as a separate function in its own right. Second, it identifies and describes possible variables that can be utilised as interfaces to resolve conflicts. Third, it establishes a methodology to develop a framework to assess inter‐departmental conflict and identify an optimal mix of interface variables to resolve all possible conflicts. The paper concludes with an actual case study involving a global marketing‐manufacturing company and provides an application of this framework and methodology.