How additive manufacturing allows products to absorb variety in use: empirical evidence from the defence industry

Abstract

The normative assumption holds that a product’s structural and functional elements are fixed pre-production to support manufacturing efficiency. Firms servitizing are faced with delivering resources for customers in context and absorbing contextual variety presents a number of challenges. This paper examines shortcomings of modular design and whether additive manufacturing can efficiently provides high variety that meets emergent user demand. A case study is undertaken, drawing upon design change data and in-depth interviews with industry experts. Findings show that introducing design changes to modular products through life creates complexity in the product architecture and the supply chain. We find that AM can act as a supply chain solution, managing complexity and allowing products and supply chains to efficiently and effectively absorb contextual variety. Existing theory must expand beyond the normative assumption that the physical product is fixed, to include cases where the tangible product can absorb variety to meet the emergent need.

Keywords:

• Servitization
• variability
• modularity
• additive manufacturing
• supply chain management

Acknowledgements

The authors are particularly indebted to the EPSRC and BAE Systems Plc for funding and participating in this research as part of a PhD iCase award.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

The authors would like to thank the Engineering and Physical Science Research Council (EPSRC) and BAE Systems Plc. who co-founded this research via the industrial case awards [EP/R139050/1]. The authors further acknowledge the funding contribution of Engineering and Physical Sciences Research Council (EPSRC) to the Designing the Future: Resilient Trans-Disciplinary Design Engineers (TREND) grant reference [EP/R013179/1], and Dynamic, Real time, On-demand Personalisation for Scaling (DROPS) grant reference [EP/R033374/1], which supported the writing of this paper.

Notes on contributors

Philip Davies

Philip Davies is a lecturer in operations management at Henley Business School, University of Reading after completing his PhD in Operations Management at the University of Warwick in 2018. He previously worked as a design engineer for various companies and worked in a range of industries including automotive, aerospace, fashion, medical, television and film. His research focus includes service operations management, service design, service modularity, servitization and digitalization of manufacturing and service organizations with emphasis placed on additive manufacturing and the Internet of Things.

Glenn Parry

Glenn Parry is Chair of Digital Transformation in the Centre for Digital Economy, Surrey Business School, University of Surrey. His research examines value, what good means and business models. His research work centres on digital business, and contexts include manufacturing, service, digital economy, personal data, Blockchain, and the media. He has authored of over 60 refereed papers and is co-editor of books Service Design and Delivery, Complex Engineering Service Systems and Build to Order. Glenn co-edits the Journal Frontiers in Blockchain: Blockchain for Good and serves on numerous editorial boards. Follow him on YouTube: https://eur02.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.youtube.com%2Fc%2FGlennParryTheGoodProfessorandamp;data=02%7C01%7CG.parry%40surrey.ac.uk%7C9f407c1647364344ab7108d77d885c16%7C6b902693107440aa9e21d89446a2ebb5%7C0%7C0%7C637115896929611171andamp;sdata=L%2F9Ye1eZATa8ODhtblHNJDhyl7frVUFuWXYkfCoUEXI%3Dandamp;reserved=0 and Twitter: drgeep

Kyle Alves

Kyle Alves is a senior lecturer at Bristol Business School, The University of the West of England. He is an early career researcher examining the overlapping areas of management, new technologies, and the design of service delivery systems. His research goals target ways in which positive social impact can be maximised using innovative new technologies and approaches to managing operations. His areas of interest include Operations Management, Delivery System Design, Impact of Digital Economy in Management, Humanitarian Aid Delivery Systems.

Irene Ng

Irene Ng is the Professor of Marketing and Service Systems at the WMG, University of Warwick, Director of HATLAB and a Turing Fellow at the Alan Turing Institute.