infonet-economy

Purpose: This paper provides a systematic analysis about the effects of additive manufacturing (AM) technology adoption on supply chain management (SCM) processes and SCM components in an engineer-to-order environment.

Design/methodology/approach: Based on two explorative case studies from the hearing systems industry, the impact of AM technology adoption on SCM processes and SCM components is investigated. General systems theory and the contingency approach serve as theoretical underpinning.

Findings: Not only the internal processes and management activities, e.g. in manufacturing and order fulfillment, of producers are affected by a changeover to AM, but also the SCM processes and components relating to the supply- and demand-side of a firm’s supply chain. Endogenous and AM technology-related factors are contingency factors that help to explain differing effects of AM technology adoption on SCM processes and SCM components.

Research limitations/implications: It is proposed that AM’s ability to economically build custom products provides the potential to alleviate the common dilemma between product variety and scale economies.

Practical implications: Manufacturing firms are encouraged to consider the potential effects of AM on SCM processes and SCM components when deciding whether to adopt AM technologies in the production of industrial parts.

Originality/value: The research adds to the widely unexplored effects that AM technology usage in customized parts production has on SCM processes and SCM components. Moreover, the general lack of case studies analyzing the implications of AM technology adoption from a supply chain perspective is addressed. The resulting propositions may serve as a starting point for further research on the impact of AM in engineer-to-order supply chains.

Despite experiencing immense growth in the past decade, additive manufacturing (AM) technologies-colloquially known as 3D-printing-are still rarely used in industrial fabrication. Being at the interface between technology, innovation, behavioral science and operations management research, this paper identifies multifaceted factors that determine the decision to adopt AM technologies for the production of industrial parts. A review of the relevant literature revealed eight potential factors. These can be classified into four interdisciplinary categories: technology-related factors, firm-related-factors, market structure-related factors, and supply chain-related factors. Special focus is placed on the impact of supply chain-related issues, because there are indicatives that these aspects have an influence on the decision to adopt AM technologies since AM may offer distinct opportunities for both, the supply- and demand-side of a firm's operations. No work in the field of manufacturing technology adoption has examined the role of such inter-organizational factors before. The results of an empirical study among 195 firms indicate that demand-side benefits and compatibility are the main determinants of AM technology adoption. This suggests that not only intra- but also inter-organizational factors should be considered when investigating the adoption of technological innovations. Furthermore, it is carved out that the adoption of AM technologies has an interdisciplinary nature.

Despite experiencing immense growth in the past decade, additive manufacturing (AM) technologies are still rarely used in industrial parts manufacturing. This paper identifies factors that determine the decision to adopt AM technologies for the production of functional parts. Eight potential adoption determinants were identified, which can be classified into four interdisciplinary categories: AM technology-related factors, supply chain-related factors, firm-related-factors, and market structure-related factors. An empirical study among 195 firms suggests that demand-side benefits and compatibility are the main determinants of AM technology adoption. This highlights that intra- and inter-organizational factors should be considered when investigating the adoption of innovative technologies.

Purpose
The business implications of additive manufacturing (AM) are explored; specific focus thereby lies on the impact of AM technology adoption in customized parts production.

Design/methodology/approach
Based on two explorative case studies from the hearing aid industry, the impact of AM technology adoption on supply chain business processes and management components is analyzed. General systems theory and a supply chain management framework serve as
theoretical underpinning.

Findings
Not only primarily manufacturing firms’ internal processes and management activities, e.g. in material flow management, are affected by a changeover to AM, but also business processes and management components relating to the supply- and demand-side of a company’s supply chain.

Research limitations/implications
It is proposed that AM’s ability to economically build custom products provides the potential to alleviate the common dilemma between product variety and scale economies.

Practical implications
Manufacturing firms are encouraged to consider the potential effects of AM on supply chain processes and management components when deciding about the adoption of AM technologies in the manufacturing of industrial parts.

Original/value
The research adds to the widely unexplored effects that AM technology usage in customized parts production has on supply chain business processes and management components. Moreover, the general lack of case studies analyzing implications of AM technology adoption
from a supply chain perspective is addressed. The resulting propositions may serve as a starting point for further research on the impact of AM in engineer-to-order supply chains.

Keywords: additive manufacturing, 3D-printing, supply chain management, customization,
engineer-to-order, business processes, management components

Die Auswirkungen des Frankenschocks bringen auch die Schweizer Logistikbranche ins Wanken. Nach ersten Berechnungen wird das Logistikmarktvolumen im Jahr 2015 um 0,9 Prozent auf 38,8 Milliarden Franken sinken. Für 2016 ist wieder mit einem leichten Wachstum zu rechnen.

Purpose: This article explores the environmental impact of l ogistics service provider (LSP) activities in the light of customer priorities and the fragmen tation of the road haulage industry in Europe. It also explores the extent to which LSPs can actually monitor the environmental impact of logistics activities in the supply chain.
Design/methodology/approach: The research is based on a narrative literature rev iew, an interview study, a case survey and three in-depth case studies. A framework on sustain ability challenges in supply chains, derived from the literature, is used to structure a
nd analyse the findings.
Findings: Despite the ambitious environmental schemes communicated by several LSPs, they show little interest in, and exert little control over, the actual emissions generated from their transport operations. It is clear from our results that any real concern from customers for
environmental solutions which negatively influence the cost and time requirements of logistics services are not yet a reality.
Research limitations/implications (if applicable): This paper implies that LSP sustainability cannot be investigated in isolation if a company does not manage its proprietary resources (like owning trucks and employing drivers), but rather engage subcontractors.
Practical implications (if applicable): Environmental policies among different LSPs appear to be similar as policies, but differ in
practice. This variation of practices emphasises the importance of follow-up control by environmentally aware buyers of logistics services.
Original/value:This paper represents a novel approach as to how LS
P environmental policies should be viewed. It highlights the concrete need for action to achieve the environmental targets of 2020 and 2050 for carbon emissions from road transportation.

Purpose of this paper: The purpose of this article is to explore the environmental impact of LSP activities in the light of increased customer attention and fragmentation of the industry and to explore to what extent LSPs can actually monitor the environmental impact of logistics activities in the supply chain.

Design/methodology/approach: This research is based on a narrative literature review, an interview study, a case survey and three in-depth case studies. A framework on sustainability challenges in supply chains derived from the literature is used to structure and analyze the findings.

Findings: Our findings reveal that despite ambitious environmental schemes communicated by several LSPs, LSPs exert little control as well as interst over the actual emissions created from their transport operations. Furthermore, it is clear from this study that any real concern in environmental solutions that impact the cost and time requirements from customers of logistics services are not yet a reality.

Value: This paper represents a novel approach as to how LSP environmental policies should be viewed. Furthermore, it highlights a concrete need of action in order to reach the environmental targets of 2020 and 2050 when it comes to carbon emissions from road transports.

Research limitations/implications (if applicable): This paper implies that LSP sustainability cannot be investigated in isolation if a company does not manage proprietary resources.

Practical implications (if applicable): Our findings imply that environmental policies between different LSPs appear similar, but in practice differs, which stresses the importance of follow-up control by environmentally aware logistics service buyers.

Today, supply chains encompass multiple valued-added stages scattered around the world as opposed to the past, in which companies conducted a larger share of value-added activities in-house with greater regional concentration. These changes are particularly fuelled by the megatrends of the last 25 years - globalization and the fine slicing of supply chains. Globalization has intensified competition, enlarged reach of distribution but also reduced cost by including low cost countries in supply chains. The division of work by outsourcing the development and production of parts, components or complete systems to other companies resulted in "fine-sliced" multi-tier supply chains.

More actors in a supply chain are associated with higher complexity and lower transparency. Limited transparency and control in supply chains increase the risk for disruptions. A disruption is an incident in which a sudden lack of availability of materials, information or operational capacities delays, restricts, or prevents the fulfillment of a customer order. Disruptions are caused by natural, economic, personal, social, and governmental risks resulting in significant additional costs, decreasing profits and loss of reputation, impacting on companies at all stages of the supply chain. While disruptions cannot be avoided completely, employing distinct risk and disruption management concepts in supply chain management constitute appropriate countermeasures.

BVL International and the Chair of Logistics Management at the University of St.Gallen draw attention to disruptions from a practical perspective in seven individual case studies. Therein, attention is drawn to disruptions that occur (1) in distribution activities to customers, (2) in production activities, and (3) in sourcing activities with suppliers and sub-suppliers.

The ongoing sustainability movement has become a hot topic in the business world and within broader society. Issues such as renewable resources, waste management and working conditions have become omnipresent in the media. As a result, chemical companies feel the growing concern of customers, nongovernmental organizations and regulators to ensure sustainable operations beyond the boundaries of the corporate entity. In response to continuously growing stakeholder pressures, leading chemical firms have increasingly taken individual and joint measures to augment the status quo of ecologic and social sustainability in their supply chains. Yet the agendas of prominent industry conferences indicate that chemical companies are particularly concerned with economic aspects, namely the minimization of costs. We take this opportunity to assess the current state of sustainability in chemical supply chains and to suggest auspicious roads into the future.