波士顿咨询：3D打印有助于实现分布式制造的承诺（英文版）（15页）.pdf

《波士顿咨询：3D打印有助于实现分布式制造的承诺（英文版）（15页）.pdf》由会员分享，可在线阅读，更多相关《波士顿咨询：3D打印有助于实现分布式制造的承诺（英文版）（15页）.pdf（15页珍藏版）》请在三个皮匠报告文库上搜索。

1、 2022 Boston Consulting Group13D Printing Helps Realize the Promise ofDistributed ManufacturingDECEMBER 05,2022 By Wilderich Heising,Thomas Krger,Daniel Kpper,Max Lutter-Gnther,Neeru Pandey,Gerret Lukas,Christoph Frey,and Matthias OlyCombining distributed and additive manufacturing mitigates supply

2、chainrisks by enabling fully digital interactions,better economics for producingsmall quantities,and flexible capacity.Distributed manufacturing and additive manufacturing(also known as 3Dprinting)can be a powerful combination for solving supply chain challenges.Leading companies are managing supply

3、 risks by distributing production 2022 Boston Consulting Group2geographically,over time,or across the value chain.Unfortunately,this approachoen faces limitationsincluding high costs,low asset utilization,long setuptimes,and stringent regulatory requirements.Additive manufacturing offers a solution

4、to the challenges of distributedmanufacturing by enabling local and highly flexible production of small quantities.For many use cases,additive manufacturing systems and processes are nowtechnologically ready for small-series production.Applying 3D printing indistributed manufacturing will be most be

5、neficial for producing high-value parts,such as those used in the aerospace and medical-technology industries,or low-volume replacement parts.These are among the transformative technologyapplications that constitute Industry 4.0.In 2022,BCG undertook a study,in collaboration with RWTH Aachen Univers

6、ityand the ACAM Aachen Center for Additive Manufacturing,to capture insights intohow the application of 3D printing in distributed manufacturing adds value andwhat the prerequisites are for successful use cases.The study included interviewswith a panel of approximately 15 leading experts in business

7、 and academia,from avariety of countries.Supply Chain Challenges PersistGlobal supply chains are ubiquitous in many industries as companies seek tooptimize sourcing costs.But frequent interruptions have jeopardized timelyfulfillment and deliveries.Numerous recent events have demonstrated the fragili

8、tyof supply chains,including the COVID-19 pandemic,the war in Ukraine,economicsanctions,politically motivated tariffs,and natural disasters.And many difficulties continue.In early 2022,for example,COVID-19 restrictionsin China shut down factories,logistics operations,and ports.Vital components forgl

9、obal producers,which normally move within hours,piled up.These included notonly electronics but also low-value parts that could easily be printed.BecauseChinese manufacturers are the sole sources of some components,few suppliers 2022 Boston Consulting Group3could serve as short-term replacements and

10、 the available alternatives were quicklyoverbooked.Sustainability initiatives present additional supply challenges.For example,EUregulators have proposed legislation that would encourage consumers to repairolder products or purchase more secondhand and refurbished products.Suchinitiatives would requ

11、ire producers to significantly expand their spare-partportfolios.In many cases,producing these typically low-volume series parts is onlypossible using on-demand manufacturing that draws on a digital inventory ofdesigns.Oen,3D printing is the most cost-competitive technology for such low-volume produ

12、ction.Distributed Concepts Hold Promise but HaveLimitationsCompanies have sought ways to avert the disruptions caused by delayed deliveriesor avoid the higher costs of using alternative means of transport or sourcing.Asolution gaining traction is to redesign supply chains and production networkstowa

13、rd distributed manufacturing.To mitigate specific supply chain risks,producers can distribute manufacturing inthree ways.Companies can apply these dimensions individually or in combination:Oen,3D printing is the most cost-competitivetechnology for low-volume production.Geographically.Producing the s

14、ame or similar products at multiple locations,oen close to the point of demand.2022 Boston Consulting Group4The benefits that producers capture from distributed manufacturing generallyinclude at least one of the following:Across the Value Chain.Distributing production to other entities,such assuppli

15、er networks or even customers.(See Exhibit 1.)Over Time.Spreading production over time in precise quantities to servesporadic and hard-to-predict demand.This enables“batch-less”production(one item at a time)for inventory-optimized supply.Strengthening Operational Resilience.Companies can improve the

16、ir abilityto respond to supply shocks in a variety of ways.For example,shorter leadtimes allow for faster reactions to supply chain interruptions.Producingprecise quantities to meet sporadic and hard-to-predict demand reducesunnecessary inventory while ensuring availability.And establishing numerous

17、sourcing alternatives with respect to locations or suppliers decreasesdependencies and increases flexibility.2022 Boston Consulting Group5But distributed manufacturing is not the best option,or even viable,in all cases.Acompany must be able to sufficiently use its distributed-production capacitythel

18、ogistics cost advantages must outweigh the lost benefits of scale.Moreover,production processes should be highly automated.If substantial manual work isrequired,such as for additional assembly steps,companies risk incurring increasedlabor costs.In addition,temporal distribution is effective only if

19、processes haveshort setup times.A company also needs to consider regulatory constraints.If aprocess is strictly regulated or operators need special qualifications,for example,distributing production is more challenging.Additive Manufacturing Addresses the Limitations butHas Its Own ConstraintsThe ch

20、aracteristics of additive manufacturing make it a leading choice for tacklingthe challenges of distributed production.It enables producers to capture several Reducing Emissions and Scrap.Distributed manufacturing lessens or evenaverts the need for long-distance transportation or ad hoc solutions to

21、addressdisruptions.This cuts supply chain emissions,especially if air freight isdecreased or avoided,thereby improving a products CO2 footprint.Eliminating long-tail stock,including inventory that is ultimately scrapped,reduces waste.By making spare-part supply economically feasible,distributedmanuf

22、acturing helps prolong product life cycles.Boosting Profits and Generating Revenue.Distributed manufacturing canimprove the bottom line by cutting costs for storage and distribution,end-of-life solutions,and tariffs.It also raises cost efficiency by reducing oreliminating minimum order quantities.In

23、 addition,companies can capturethe revenue upside from new business opportunities.They can provide newservices for unsolved customer challenges(for example,making spare-partsupply economically feasible)or higher-value services(such as faster spare-partsupply).2022 Boston Consulting Group6advantages:

24、In pursuing these advantages,companies should be mindful that additivemanufacturing is not a panacea.The experts we interviewed highlighted fourconstraints to using additive manufacturing in industrial applications that areespecially relevant to distributed production:A Highly Integrated and Digital

25、 Process.Additive manufacturing allowsfully digital interactions between the producer and the party printing theproduct.The producer transfers the print file or intellectual property(IP)related to a parts geometry to the printing provider.The parties have theoption of using blockchain for the highes

26、t security standards.There is no needfor either party to maintain an inventory of tools or semifinished products.Digitized,tool-less processes make it cost-effective to distribute productiongeographically,while improved IP protection facilitates production across thevalue chain.The experts we interv

27、iewed in our study highlighted theadvantages of digitization as important motivations for applying additivemanufacturing in distributed production.A Competitive Cost at Low Volumes.Batch-less production eliminates theneed for minimum order quantities.Producing small quantities on additive-manufactur

28、ing systems oen has far better economics than usingconventional production methods,such as injection molding with highupfront tooling costs.This makes 3D printing suitable to cover demand on amore granular level.An Expanding Global Production Network.The growing productionnetwork for additive manufa

29、cturing,including service bureaus,has madeproduction capacity flexibly available across major regions.The increasingstandardization of processes and materials further facilitates the distribution ofproduction.The lack of standardization,such as for materials and data exchange protocols 2022 Boston C

30、onsulting Group7As the technology continues to mature,we expect that these constraints will ease.Explore the Use CasesConsidering these advantages and constraints,producers need to focus on usingadditive manufacturing to enable specific applications.Several examples illustratehow leading companies a

31、re exploring the opportunities.Exhibit 2 pinpoints theseuse cases within a cube that encompasses the three dimensions of distributedmanufacturinggeographic,across the value chain,and over time.The small number of players that offer qualification and certification ofprinting equipment for specific in

32、dustries The long processing times owing to slow build rates The limited availability or high variability of raw materials 2022 Boston Consulting Group8CENTRALIZED/DESIGN OWNER/ON DEMANDDuring the early days of the COVID-19 pandemic,Danfoss,a maker of heating andcooling products,needed to temporaril

33、y shut down because it could not getsupplies for injection molding.As a short-term solution to resume operations,thecompany printed polymer parts.Although 3D printing costs more thanconventional manufacturing,the approach allowed Danfoss to deliver products onschedule.DECENTRALIZED/CONTRACTED OR HYB

34、RID/BATCHESAlstom,a manufacturer of railway equipment,uses the decentralized network ofReplique,a 3D printing provider,to produce small batches of parts.Decentralizedproduction minimizes lead times,enabling faster and more cost-effective responsesto customer requirements.It also reduces the complexi

35、ty of procurement andproduction.Outsourcing allows Alstom to capture these benefits while avoiding thesignificant investments required for technology and materials.The first serial partprinted in this arrangementa metal doorstopperwas qualified and producedwithin six weeks at costs that were competi

36、tive with those of traditionalmanufacturing.Cead produces 3D printing equipment for manufacturing large items used in avariety of industries,including maritime,aerospace,automotive,and leisure.But asmall-series producer cannot,by itself,economically use the asset-heavyequipment.To address this chall

37、enge,Cead is collaborating with FlexFactory tooffer the equipment via a production-as-a-service model in which customers payper part.The equipment is owned by an external investor,serviced by Cead,located in regional facilities,and shared by multiple customers.This enablesdecentralized,“local for lo

38、cal”production of small batches close to customers.DECENTRALIZED/CONTRACTED OR HYBRID/ON DEMANDSiena Garden,a provider of garden furniture,offers“eternal”spare parts tocustomers via 3D printing.Spare parts present a dilemma to many manufacturers.Aer a manufacturer has stopped making a product,procur

39、ing spare parts becomes 2022 Boston Consulting Group9difficulteven though more customers need them.But maintaining inventories ofspare parts is neither economical nor sustainable,as they would need to bescrapped if demand forecasts are inaccurate.To address this issue,Siena Gardenstores the design a

40、nd print parameters for spare parts in Repliques digitalinventory.Parts,such as leg caps,are printed only when customers order them.Even if printed parts cost more than those made using traditional production,customers save money and contribute to sustainability by repairing furnitureinstead of buyi

41、ng new products.DECENTRALIZED/COPRODUCTION/ON DEMANDMiele,a producer of vacuum cleaners and other household appliances,wanted todifferentiate its offerings through a broad selection of accessories.The companydesigned several new accessories for 3D printing under the brand“3D4U poweredby Miele.”Initi

42、ally,the company offered free downloadable files that customerscould print at home.In a more scalable offering,customers can now buy parts inMieles online shop and have them printed via Repliques network.An orderautomatically triggers just-in-time printing from the digital inventory,and parts aresen

43、t directly to customers in Miele packaging.This inventory-free approach enablesMiele to broaden its portfolio of accessories with minimal fixed costs.Another use of additive manufacturing is for in-office printing of dentalappliances,such as dentures or occlusal guards,by practices and clinics.These

44、temporary or intermediate products resolve the patients problem quicklybeforethe final appliance is produced in a dental lab.Patients appreciate the swi andconvenient solution,while dentists gain revenue from offering intermediateproducts.Identify Economically Viable Use CasesTo capture the benefits

45、,the applications of additive manufacturing need to fulfilltwo conditions.First,they must be technically feasible with 3D printingtechnologiesthat is,the part must have the required quality and material 2022 Boston Consulting Group10characteristics.Second,applications must be economically feasible;t

46、hemanufacturer must realize an attractive profit margin with the printed part.Focusing on the second condition,producers can assess economic viability byconsidering the following questions across the three dimensions of distributedmanufacturing:Geographic.Speed and costs are the key considerations:A

47、cross the Value Chain.Viability depends on supply risks and the availability ofalternatives:Over Time.The predictability,duration,and size of demand affect the economics:Do our products require fast response times?Does product fulfillment entail high transportation costs(such as using airfreight to

48、shorten delivery times)?Do we experience or expect supply shortfalls from specific suppliers?Do we rely on only one supplier or a small set of suppliers for certaincomponents?Does upstream or downstream production capacity already exist or is itrelatively easy to put in place?Do our downstream custo

49、mers or end users have access to printing resources?Do we experience or expect sporadic and hard-to-predict demand?Do our products require spare parts over a long life cycle?Do customers generally order our products in small quantities or batch sizes?2022 Boston Consulting Group11For all selected us

50、e cases,the manufacturing process must comply with regulatoryrequirements,and as noted,the parts in scope must be technically suitable foradditive manufacturing.Equipment use oen determines the feasibility ofemploying additive manufacturing in a distributed approach.Third-party serviceproviders can

51、ensure sufficient machine utilization by bundling demand for low-quantity production from multiple producers.Producers can combine distributed and additive manufacturing to mitigate risingsupply chain risks.The combined approach helps companies promote resilience,sustainability,and value creation.Su

52、ccess requires assessing how additivemanufacturing can enable economically viable use cases across the threedimensions of distributed manufacturing.Given the persistence of supply chainchallenges,all producers should consider their options for empowering distributedmanufacturing with 3D printing.ACA

53、M Aachen Center for Additive Manufacturing is preparing a report that providesadditional insights on the topics covered in this article.The report will be available onits studies webpage.The ACAM Aachen Center for Additive Manufacturing provides access tounique additive manufacturing(AM)know-how,adv

54、ice,and training in thecontext of individual industry cooperation.As a one-stop shop for AMtopics,ACAM focuses on accelerating the adoption and industrialization ofAM as part Europes liveliest engineering ecosystem:the RWTH AachenCampus.Here,the community of industry and R&D partners is pushing thel

55、imits with respect to new materials and AM hardware and soware,as wellas design for AM and disruptive business models.ABOUT ACAM 2022 Boston Consulting Group12AuthorsWilderich HeisingPartner&Associate DirectorFrankfurtThomas KrgerPrincipalFrankfurtDaniel KpperManaging Director&Senior PartnerCologneM

56、ax Lutter-GntherConsultantHamburgNeeru PandeyKnowledge Expert,Team ManagerNew YorkGerret LukasDirector of Projects,ACAM Aachen Center for Additive Manufacturing;Chief Engineer,Laboratory for Machine Tools and Production Engineering WZL at RWTH AachenUniversityChristoph FreyHead of Center Development

57、,ACAM Aachen Center for Additive Manufacturing;Research Associate,Laboratory for Machine Tools and Production Engineering WZL at RWTH AachenUniversity 2022 Boston Consulting Group13Matthias OlyConsultant,ACAM Aachen Center for Additive Manufacturing;Research Associate,Laboratory for Machine Tools an

58、d Production Engineering WZL at RWTH AachenUniversityABOUT BOSTON CONSULTING GROUPBoston Consulting Group partners with leaders in business and society to tackle theirmost important challenges and capture their greatest opportunities.BCG was thepioneer in business strategy when it was founded in 196

59、3.Today,we work closely withclients to embrace a transformational approach aimed at benefiting all stakeholdersempowering organizations to grow,build sustainable competitive advantage,and drivepositive societal impact.Our diverse,global teams bring deep industry and functional expertise and a range

60、ofperspectives that question the status quo and spark change.BCG delivers solutionsthrough leading-edge management consulting,technology and design,and corporateand digital ventures.We work in a uniquely collaborative model across the firm andthroughout all levels of the client organization,fueled b

61、y the goal of helping our clientsthrive and enabling them to make the world a better place.Boston Consulting Group 2022.All rights reserved.For information or permission to reprint,please contact BCG at .To find the latest BCG content and register to receive e-alerts on this topic or others,please visit .Follow Boston Consulting Group on Facebook and Twitter.2022 Boston Consulting Group14 2022 Boston Consulting Group15