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Abstract
World class companies around the globe from Braun in Germany, Land Rover in UK, and Benetton in Italy, to Toshiba in Japan are putting product excellence and product development amongst their key competitive priorities. In recent years the long term success of manufacturing organizations as Microsoft, Sonny, Toyota and more has been enhanced by their ability to bring new products on to the market at regular and shorter intervals. Leading edge companies are increasingly competing through their ability to manage the whole cycle of product realization and delivery, from the initial concept through delivery and support to the customer. World class organizations are doing this through managing an integrated entity not a set of separate functions, (Voss and Winch, 1996). This challenge meant that organizations have to become more agile and responsive in order to address changing needs of customers. In this context the role of design as a function within organizations has changed significantly. There is a gradual shift from intra-organizational to inter organizational collaboration regarding product design and development. The iterative nature of the product design process highlights the point that a great deal of the design activity has become redefining and redesigning the conceived ideas as a consequence of the “dynamic” customer/supplier interface.