Direct digital manufacturing: definition, evolution, and sustainability implications

Chen, Danfang; Heyer, Steffen; Ibbotson, Suphunnika; Salonitis, Konstantinos; Steingrímsson, Jón Garðar; Thiede, Sebastian

doi:10.1016/j.jclepro.2015.05.009

Cited by 408 publications

(265 citation statements)

References 38 publications

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“…Direct Digital Manufacturing (DDM) 1 -3D printing -may become a general purpose technology (Holmström & Partanen 2014) with wide-ranging implications for: supply chains (Eyers & Potter 2015;Ruffo, Tuck & Hague 2007;Holmström & Partanen 2014), market structure , sustainability (Chen et al 2015), and production (Markillie 2012). "3D printing or additive manufacturing is a process of making three dimensional solid objects from a digital file.…”

Section: The 3d Printing Order: Variability Supercenters and Supply mentioning

confidence: 99%

“…3D printing also reduces: inventory holding, part obsolescence and shortages (Holmström & Partanen 2014), packing and packaging (Berman 2012), assembly work Tuck, Hauge & Burns 2007), the need to develop production processes in the product development stage (Gibson, Rosen & Stucker 2010), setup costs, and changeover time (Tuck, Hauge & Burns 2007). Furthermore, for complex parts that require multiple components, tooling and pre-chain setup, energy use may be lower than for injection molding (Chen et al 2015).…”

Section: D Printingmentioning

confidence: 99%

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The 3D printing order: variability, supercenters and supply chain reconfigurations

Sasson

Johnson

2016

International Journal of Physical Distribution &Amp; Logistics Management

172

124

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Structured AbstractPurpose: Direct Digital Manufacturing (DDM) is conceived of as either disrupting the entire manufacturing economy or merely enabling novel production. Between these extremes, we introduce an alternative where DDM coexists with and complements traditional mass production. When multiple parts run across one manufacturing line, DDM can isolate variability associated with low volume part production and may be preferred to mass production despite being expensive. If DDM complements rather than cannibalizes mass production, this alters our understanding of who adopts DDM, the products built with DDM, and DDM's long-term supply chain implications. Design/methodology/approach: This invited article explores a DDM rollout scenario and qualitatively assesses potential supply chain reconfigurations. Findings: Our analysis recognizes that existing manufacturers with heterogeneous bills-ofmaterial may develop DDM capabilities to isolate disruptive, low-volume production from scalable mass production. Developing DDM competence and raw material scale advantages, these manufacturers become the locus of change in a manufacturing landscape increasingly characterized by multi-product DDM supercenters. Originality/Value: Extant research largely focuses on two potential reasons for DDM adoption: cost-per-unit and time-to-delivery comparisons. We explore a third driver: DDM's capacity to isolate manufacturing variability attributable to low volume parts. Relative to the extant literature, this suggests a different DDM rollout, different adopters, and a different supply chain configuration. We identify mass manufacturing variability reduction as the mechanism through which DDM may be adopted. This adoption trajectory would eventually enable a supply chain transition in which spare parts inventory migrates from finished goods at proprietary facilities to raw materials at generalized DDM supercenters. 1 Direct digital manufacturing is also commonly called 3D printing. We use both interchangeably. The literature has also used the terms "additive manufacturing" and "rapid manufacturing." 4We propose a middle-of-the-road scenario where manufacturers with complex billsof-material will adopt 3D printing to extract additional scale advantages from traditional manufacturing. Hence, product variability, in addition to product launch (Khajavi et al. 2015) is a pivotal antecedent for the co-location of traditional manufacturing and DDM. Demand for specialized products and demand from specialized geographies will reduce 3D printing's raw materials costs (Ruffo, Tuck & Hague 2007), and advance 3D printing technology. We propose that resulting cost reductions and quality improvements will make 3D printing viable for urgent, otherwise disruptive production in existing manufacturing facilities.Manufacturers will allocate expedite orders for low and sporadic demand parts to 3Dprinting, reducing setup and changeover on traditional production lines.3D printing-adopting manufacturers will imprint early 3D printing technological developme...

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Section: The 3d Printing Order: Variability Supercenters and Supply mentioning

confidence: 99%

Section: D Printingmentioning

confidence: 99%

The 3D printing order: variability, supercenters and supply chain reconfigurations

Sasson

Johnson

2016

International Journal of Physical Distribution &Amp; Logistics Management

172

124

View full text Add to dashboard Cite

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“…Rapid prototyping allows technical specialists to check performance and compliance of the model with the requirements and expectations of the customers in the shortest possible time [Gibson, Rosen, Stucker, 2010]. In addition, the absence of production constraints allows designers and constructors to develop and test new forms and new materials of new products [LaMonica, 2013;Chen et al, 2015]. For instance, General Electric company uses additive technology to print fuel nozzles.…”

Section: Changes In Marketing Activity Of Manufacturing Companiesmentioning

confidence: 99%

“…One of the most topical research questions refers to the production digitalization or digital manufacturing (DM). This problem is discussed in papers by [DaltonTaggart, 2005;Chryssolouris et al, 2009;Zhou, Xie, Chen, 2011;Chen et al, 2015;Khajavi et al, 2015]. Digitalization is a kind of a very broad concept.…”

Section: Introductionmentioning

confidence: 99%

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Digital Manufacturing: New Challenges for Marketing and Business Models

Daviy

Paklina

Prokofyeva³

2017

RMJ

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This paper is aimed at identifying the role of digital manufacturing in changes of marketing activities of industrial companies from the point of view of a business management system. Authors define and conceptualize the notion of "digital manufacturing". Research design is based on the Deloitte Company methodology based on value creation approach. Customers, product, economics of production, and value chain are essential methodology parameters. Our analysis shows that implementation of digital manufacturing will necessarily significantly change entire business model and marketing activity of the company. The main drivers of this process are building and maintaining relationship with customers and new opportunities related to product design and production. Interaction with customers without intermediaries, customers' involvement in the processes of new products development, new technical possibilities of creating personalized product-service solution are main changes in marketing activities caused by the implementation of digital manufacturing at the company.

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Design for Sustainable Methods in Additive Manufacturing

Kakarla,

Kong

2024

Sustainable Machining and Green Manufacturing

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Direct digital manufacturing: definition, evolution, and sustainability implications

Cited by 408 publications

References 38 publications

The 3D printing order: variability, supercenters and supply chain reconfigurations

The 3D printing order: variability, supercenters and supply chain reconfigurations

Digital Manufacturing: New Challenges for Marketing and Business Models

Design for Sustainable Methods in Additive Manufacturing

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