Additive manufacturing value chain adoption

Abstract

PurposeAdopting additive manufacturing (AM) on a large-scale requires an adoption in company value chains. This may happen through product innovation and require interorganizational cooperation, but the value-adding potential of cooperation and application recognition is still poorly understood. This study aims to investigate the progress of AM adoption in innovation projects featuring AM application recognition and interorganizational cooperation in the value chain.Design/methodology/approachA multiple-case study was implemented in successful metallic AM adoption examples to increase the understanding of AM adoption in value chains. Primary data were collected through interviews and documents in three AM projects, and the data were analyzed qualitatively.FindingsAll three AM projects showed evidence of successful AM value chain adoption. Identifying the right application and the added value of AM within it were crucial starting points for finding new value chains. Interorganizational collaboration facilitated both value-based designs and experimentation with new supply chains. Thereby, the focal manufacturing company did not need to invest in AM machines. The key activities of the new value chain actors are mapped in the process of AM adoption.Research limitations/implicationsThe cases are set in a business-to-business context, which narrows the transferability of the results. As a theoretical contribution, this paper introduces the concept of AM value chain adoption. The value-adding potential of AM is identified, and the required value-adding activities in collaborative innovation are reported. As a practical implication, the study reveals how companies can learn of AM and adopt AM value chains without investing in AM machines. They can instead leverage relationships with other companies that have the AM knowledge and infrastructure.Originality/valueThis paper introduces AM value chain adoption as a novel, highly interactive phase in the industry-wide adoption of metallic AM. AM value chain adoption is characterized in multi-company collaboration settings, which complements the single-company view dominant in previous research. Theory elaboration is offered through merging technology adoption with external integration from the information processing view, emphasizing the necessity of interorganizational cooperation in AM value chain adoption. Companies can benefit each other during AM adoption, starting with identifying the value-creating opportunities and applications for AM.

Additive manufacturing–enabled innovation in small- and medium-sized enterprises: the role of readiness in make-or-buy decisions

“…However, as indicated in the finding here, the use of AM service providers represents an alternative that is associated with innovation benefits and does not require machine investments or the development of high AM orientation and expertise. This, in turn, supports the findings from Luomaranta and Martinsuo (2022).…”

The “V” model for decision analysis of additive manufacturing implementation

“…“Customer relationship” (C 40 ) encompasses value creation opportunities through interorganizational cooperation (Luomaranta and Martinsuo, 2022); “material suppliers” (C 41 ) and “logistics and distribution” (C 42 ) include some barriers (Naghshineh and Carvalho, 2022), but also opportunities (Fontana et al. , 2019), among other aspects for the AM implementation.…”

“…AM has the potential of changing the way companies operate and interact with customers, opening new business models, while optimizing production systems (Elhazmiri et al. , 2022), bringing the possibility of value creation opportunities between companies through interorganizational cooperation (Luomaranta and Martinsuo, 2022). AM can be used to reduce delivery lead time, optimize inventories and shorten supply chains (SC), as the products/parts can be produced locally, on-demand (Cardeal et al.…”

“…AM has the potential of changing the way companies operate and interact with customers, opening new business models, while optimizing production systems (Elhazmiri et al, 2022), bringing the possibility of value creation opportunities between companies through interorganizational cooperation (Luomaranta and Martinsuo, 2022). AM can be used to reduce delivery lead time, optimize inventories and shorten supply chains (SC), as the products/parts can be produced locally, on-demand (Cardeal et al, 2023;Elhazmiri et al, 2022;Fontana et al, 2019), although some barriers to the implementation of AM may bring vulnerabilities to SC, such as the availability of special raw materials, supplier capacity, among others (Naghshineh and Carvalho, 2022).…”

Assessing the impact of fusion-based additive manufacturing technologies on green supply chain management performance

“…Furthermore, AM contributes to a reduction in complexity and stock level by replacing assembly steps in production and facilitating component consolidation (Mohr and Khan, 2015), thus decreasing supply chain complexity. According to Luomaranta and Martinsuo (2022), AM adoption is not limited to a single company and spans value chains. Spare parts can be produced on-site, transforming suppliers' roles within production lines (Cruz Sanchez et al ., 2020).…”