Additive Manufacturing in SMEs: Empirical Evidences from Italy

Marzi, Giacomo; Zollo, Lamberto; Boccardi, Andrea; Ciappei, Cristiano

doi:10.1142/s0219877018500074

Cited by 21 publications

(11 citation statements)

References 72 publications

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“…Several scholars have demonstrated that the organizational ability to pursue two dissimilar things at the same time, i.e. manufacturing efficiency and flexibility (Raisch et al, 2009); differentiation and low-cost strategic positioning (Porter, 1980); and global integration and local responsiveness ( Junni et al, 2013) seems a determinant of organizations' survival and performance (Zollo et al, 2015(Zollo et al, , 2016Marzi, Zollo, Boccardi and Ciappei). Consequently, an ambidextrous organization is thus identifiable as an organization capable of simultaneously exploring its environment and exploiting emerging opportunities or, in other words, an organization capable of pursuing current processes while continuously adapting to the changing competitive environment ( Junni et al, 2013).…”

Section: Theoretical Background 21 Ambidextrous Organizations and Agilitymentioning

confidence: 99%

Ambidextrous organization and agility in big data era

Rialti

Marzi

Silic

et al. 2018

BPMJ

Self Cite

111

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The aim of this research is to explore the effect of Big Data Analytics capable Business Process Management Systems (BDA capable BPMS) on ambidextrous organizations' agility. The ways in which the functionalities of BDA capable BPMS may improve organizational dynamism and reactiveness will be explored. Design: A theoretical analysis of the potential of BDA capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed. A conceptual framework was subsequently developed. Findings: The research proposes a framework highlighting the importance of BDA capable BPMS in increasing ambidextrous organizations' agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management. Research limitations: The principal limitations are linked to the need to validate quantitatively the proposed framework. Practical implications: The value of the proposed framework can be found in its ability to help managers to fully understand and exploit the potentiality of BDA capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Originality: The research offers a model to interpret the effects of BDA capable BPMS on ambidextrous organizations' agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations' agility.

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Section: Theoretical Background 21 Ambidextrous Organizations and Agilitymentioning

confidence: 99%

Ambidextrous organization and agility in big data era

Rialti

Marzi

Silic

et al. 2018

BPMJ

Self Cite

111

View full text Add to dashboard Cite

show abstract

“…As faster diffusion of innovations in larger firms is a well-known phenomenon (van de Vrande et al. , 2009) and has been observed for AM (Marzi et al. , 2018), our focus reflects the current activities in industrial AM well.…”

Section: Methodsmentioning

confidence: 99%

Supply chain design for industrial additive manufacturing

Friedrich

Lange

Elbert

2022

IJOPM

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PurposeThis study extends and refines the current knowledge on emerging supply chain designs (SCDs) for industrial additive manufacturing (AM) and manufacturing firms' rationales in selecting them.Design/methodology/approachFollowing an exploratory research design, a multiple-case study is conducted in the context of industrial AM. It focuses on two key dimensions of SCD, the geographic dispersion and governance structure. Four cohesive AM SCD configurations are characterized and form the basis for exploring the rationales for the SCD decision of manufacturing firms.FindingsThe findings indicate that manufacturing firms' SCD for industrial AM depends on the trade-off between economies of scale in a centralized setting and the market potential from customer proximity realized by decentral AM. Furthermore, the control of suppliers and the reevaluation of manufacturing firms' core competencies guide the governance choice. Many of the identified rationales currently drive manufacturing firms toward in-house AM at a centralized location or distributed AM in a secure, firm-owned network.Practical implicationsThe arguments for the AM SCD choices are illustrated. They provide guidance for managers of manufacturing firms when implementing industrial AM.Originality/valueThe study reveals and enhances the understanding of why the extant academic expectation of decentralized and outsourced AM is not sufficiently reflected in current industry practice. Thereby, the study provides a basis for elaborative decision-support research on AM SCDs.

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“…Today’s conventional manufacturing processes such as machining, molding, casting and forging, constrain a part’s shape and strength, increase the amount of material and weight and limit the product’s performance. AM has the potential to be the alternative, viable transformation technology for the SMMEs (Marzi et al , 2018). This technology has proven its effectiveness in the areas where it is required to manufacture complex objects by impacting the cost of production, especially to transform a small-scale production into a large-scale one.…”

Section: Literature Reviewmentioning

confidence: 99%

Digital transformation priorities of India’s discrete manufacturing SMEs – a conceptual study in perspective of Industry 4.0

et al. 2020

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Purpose Manufacturing excellence is critical to our nation’s economy. Indian Government’s National Manufacturing Policy, drafted in 2011, is being revamped to include the aspects of Industry 4.0. Initiatives, both led and assisted by government and industries, are being launched to catalyze and transform India’s manufacturing competencies. This paper aims to study the functional areas which can potentially leverage Industry 4.0 technologies and help India’s manufacturing establishments to transform. It does so in context of the aspirations of India’s small and medium discrete manufacturing establishments (SMME) towards adopting digital technologies for the identified functional areas. The study draws its context from the relevant literature review intended to examine the academic articles published until the end of September 2018, followed by a maturity assessment survey of Indian SMMEs to establish priority areas Design/methodology/approach The literature survey has been complemented with a maturity survey of more than 250 of Indian SMMEs to establish adoption gaps by comparing proficiency and sophistication of their present status and proposed adoption aspirations by 2020. The assessment of the organizational aspirations and gap areas identified is expected to indicate which of the Industry 4.0 elements can be adopted by them. Findings The maturity survey undertaken throws up several insights – Indian SMME community’s self-assessment indicates operational measurements followed by manufacturing and design interventions as the aspired transformation cycle. The survey indicates that manufacturers would like to make changes to their design and manufacturing strategies based on performance metrics; therefore, they need to first capture real-time machine data, analyze and then incorporate the resulting improvements in manufacturing and design decisions in that order. Research limitations/implications The maturity assessment method itself is in evolution stage, and future correlations with benefits will strengthen observations. Industry 4.0 being relatively new initiative for India, availability of country-specific academic literature is limited. The maturity assessment survey undertaken across organizations of North, West and South India therefore carries the risk of not reflecting the views of a wider population. The current maturity, or the lack of it, of proficiency and readiness of India’s SMMEs with respect to digital technologies may also be a barrier to self-examine. Practical implications This research is expected to provide insight into priorities to be adopted for digital-centric transformation by Indian SMMEs. It is expected to facilitate policymakers and influencers from government and industry to help frame policies that facilitate the adoption of digital technologies by Indian SMMEs and facilitate India’s technical education community to adopt skill development programs to support industry. It is expected to provide guidance to India’s academic institutions to rejig their curriculums to help bridge the critical skills gap that exists between newly inducted engineering professionals and industry. Social implications Digitalization is expected to foster lean and therefore support sustainability initiatives. Digitalization is expected to help create new, alternative sources of employment which are more relevant to emerging times and foster unlearning the past and relearning of new skills. This emerging diversity of engineering applications resulting from digitalization is expected to also support the larger and poorer agricultural community of India and help the sector to become more efficient and productive, which in turn will reduce economic alienation of a large section of Indian society. Originality/value Industry 4.0 has been identified as the transformational initiative for India’s manufacturing competitiveness. Indian manufacturing sector needs to urgently implement the digital technologies and improve their performance and remain relevant in this dynamic market. This research will help guide them to frame their respective digital strategies and be successful. This research will help government and industry influencers to plan and execute their interventions.

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Additive Manufacturing in SMEs: Empirical Evidences from Italy

Cited by 21 publications

References 72 publications

Ambidextrous organization and agility in big data era

Ambidextrous organization and agility in big data era

Supply chain design for industrial additive manufacturing

Digital transformation priorities of India’s discrete manufacturing SMEs – a conceptual study in perspective of Industry 4.0

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