「新產品開發計畫書」範例 New Product Development Plan Example(CH/EN)

壹、「新產品開發計畫書」使用時機

一、公司內部使用，已導入ISO、IPO公司因合規需求，新產品開發過程也需使用進行評估。

二、偏製造業，實體產品。

三、想投入新產品開發，進行新產品開發所需資源評估。

1. 申請部門會先提出申請表單(常見表單名稱有：新產品開發申請書、設計需求表、研發申請書…等)；

2. 簡單評估後進行商業模式分析，確定商業模式有其可能性；

3. 未決定投入新產品開發前，進一步評估新產品開發所需資源。

新產品開發計畫書使用時機

貳、「新產品開發計畫書」撰寫範例

一、新產品名稱

1.新產品簡介、目標市場與競爭者之說明

(1)新產品介紹(包含客戶需求與痛點、市場上使用資訊、市場上產業標準與驗證資訊)

(2)新產品市場規模與趨勢

(3)新產品目標市場與目標客戶

(4)競爭產品分析

2.新產品市場效益分析

3.新產品資本需求

(因應新產品開發與產品開發後量產，需要額外多花的錢，包括資本支出與費用支出)

(1)土地廠房費用

(2)設備費用

(3)產品驗證費用

(4)產品開發測試費用

(5)因應新產品開發所需費用支出，包括差旅費、雜費等等

二、參與團隊成員

(因應新產品開發，在原有工作還要進行下，各部門要由誰來做新的開發工作?是否需要新聘人員?)

(1)新產品開發階段

(2)新產品量產階段

三、新產品研究開發分析(開發階段，非量產階段)

1.原料來源

2.新產品專利權分析

3.新產品開發所需設備與土地(包括機台產能)

4.新產品開發所需人力

5.新產品開發時程

(需設定各階段查核點與KPI、定義出負責人員、定義各階段所需資源，例如XX時間點應資本支出買入研發設備，XX時間點應送產品驗證…等)

四、新產品製造與銷售至客戶端之成本分析

1.新產品成本分析

2.定價分析

五、新產品財務計畫

(財務規劃要以季為單位，從新產品開發、量產至損益平衡開始獲利為止，要能看出每季所需收入/支出或是現金流與投資報酬率等分析)

以上格式範例做為撰寫架構參考，內容要呈現到多詳細，要呈現哪些方向內容，主要還是要看實際產品與市場動態。

更重要的是，文件的撰寫需注重”閱讀者需求”。會因為閱讀者角色不同，可能是經營者、不同職能的部門主管、不同職能執行同仁而有不同的呈現方式與要求，無法以一概全。

建議開始撰寫前，應先列出文件架構，並做重點描述，與文件閱讀者確認方向與呈現深度，這樣可以讓此份文件產出與使用更有效益。

New Product Development Plan Example

I. Timing of using “New Product Development Plan”

1.Internal use within the company, mandated for assessment due to ISO and IPO compliance requirements.

2.Pertains to manufacturing industry and physical products.

3.Intending to engage in new product development and need an assessment of the required resources.

a. The requesting department will initially submit an application form (commonly known as: New Product Development Application, Design Requirements Form, Research and Development Application, etc.).

b. After a brief assessment, a business model analysis is conducted to confirm its viability.

c. Prior to committing to new product development, a further evaluation of the necessary resources for the new product development is performed.

Timing of using new product development plan

II. Example of writing a “New Product Development Plan”

1.Name of New Product

a. Introduction and Description of New Product, target market, and competitors.

(1) Introduction of the new product (including customer needs and pain points, market usage information, industry standards, and validation information) (2) Market size and trends (3) Target market and customers (4) Analysis of competing products.

b. Market benefits analysis for the New Product

c. Capital requirements for the New Product (addressing additional expenses for New Product development and production, including capital and cost expenditures)

(1) Land and facility cost (2) Equipment costs (3) Product validation costs (4) Product development and testing costs (5) Additional expenses related to the New Product development, including travel and miscellaneous expenses.

2.Team Members

In response to New Product development, in addition to existing to responsibilities, which developments and individuals will be involved in the New Product development work? Are new hires necessary? During the New Product development stage and production stage.

3.Research and Development Analysis (at Development Stage, not Production Stage)

a. Source of raw materials

b. Analysis of New Product patents

c. Equipment and land (including machinery capacity) required for New Product

d. Human resources needed

e. Timeline

Define checkpoints and KPIs for each stage, designate responsible individuals, and define the resources required for each stage, such as purchasing R&D equipment by a certain date, sending the product for validation by a certain date, etc.)

4.Cost Analysis of Manufacturing and Selling the New Product to Customers

a. Cost analysis of New Product

b. Pricing analysis

5.Financial Plan for the New Product

Financial planning should be done on a quarterly basis, staring from New Product development, production, and continuing until reaching the break-even point. It should depict the required income, expenses, cash flow and return on investment for each quarter.

The format above serves as a reference for structuring the plan. The level of detail and the specific directions to be presented will depend on the actual product and market dynamics.

Most importantly, the writing of documents should focus on the “reader’s needs.” Different roles of readers, such as executives, department heads of various functions, and team members of different functions, may necessitate different presentation and requirements, and it is impossible to generalize.

It is recommended to outline the document structure and highlight key points before starting to write and confirm the direction and depth of presentations with the intended readers. This approach will ensure that the documents can be produced and used in a more effective way.