Question 1: Being in R&D for 10 years, I have to sarcastically laugh myself at this question/ issue I pose to you. This is a serious issue and occurs all the time; What is the single most powerful way for supply managers to co-opt their engineering counterparts? Then under what conditions can supply management make its full contribution during new product development? Further how can supply personnel acquire the necessary skills and knowledge to be seen as contributors during new product development?
Question 2: Let's talk about what a "SPEC" means, and does not mean?