Business models and 3D printing

1. Woensdag 12 november 2014
C&V Domstad,
Koningsbergerstraat 9
Utrecht` Onno Ponfoort
Businessmodellen voor 3D printen
RVO / Octrooigilde

2. 2
Agenda
• Ontwikkelingen
• Praktijkvoorbeelden
• Verdienmodellen
• Vragen
Masterclass Printen in 3D en intellectueel eigendom / 12 november 2014 2

3. 3
rapid
manufacturing
rapid
prototyping
3D printing
EOS M 400
3D printing will shape our future
1900 1940 1960 1995 2000 2010 2014
Lab Army Company Desk Lap Palm Face
Price?
Ultimaker
Price?
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4. 4
Gartner Hype cycle 2014 (Q1)
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5. 5
Gartner Hype cycle 3D printen (Q3, 2014)
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6. 6
Investments are huge
President Obama "Two public-private
manufacturing institutes ($ 320 Million –
Chicago, Detroit), to put America at the
forefront of 21st century manufacturing"
February 25, 2014
Whitman “The bigger market is
going to be in the enterprise
space, manufacturing parts
and prototypes in ways
not possible before"
"China is absolutely
fastest growing region"
(Jaglom of Stratasys. Wednesday, February 26)
China sees development of 3D printing
industry as a national strategy to
transform business model in a
more innovation-driven way. McKinsey (2013):
"3D printed economic worth by 2025
USD$230-550 billion per year"
GE’s Oil&Gas CTO, Eric Gebhardt "We move
into full production in 2015", we invest $100 million
into technology development over the next two years,
with a “significant portion” in 3D printing.
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7. 7
• No tooling
or cheaper
tooling
• Less
transportation
• Lower
warehousing
• Less working
capital required
• Complexity for
free
• Added features
(cooling, isola-
tion, structures,
porosity, con-
ductivity, etc)
• Hybrid
materials
• Light-weight
• Less assembly
by integrated
design
• Ergonomics
• Interfaces with
other products
• Body contours
(external and
internal)
• Aesthetics
• Use specific
variations
• Less waste
• Light weight
• Less fuel
consumption
• Efficient supply
chains
• Life Cycle
Analysis
• Prototyping,
• Shorten lead
time or time-to-
market
• Small series
• Supply chains
(on demand, on
location)
• Services
• Co-creation /
home creation
Customisation Sustainability
New business
models
Lower costs Better design
3D printing benefits
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8. 8
Goal
Determine the technical
and economical feasibility
to produce spare parts
via 3D Printing
Direct Spare
3D printing should lead to:
Cheaper parts
(less transportation, stocks, labour costs, Capital commited)
and / or
Environmental benefits
(less pollution, energy or fuel consumption, waste)
and / or
Better quality parts
(lifetime, durability, functionality, ease of use, etc.)
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9. 9
New Business models
100% Repair/
assembly
Design
No waste (0%)
AM (local shop)
Final
Transport
Direct Spare supply chain
20- 70% Repair/
assembly
WASTE
(30-80%)
Design Transport
Transport
Production Storage
(Bulk/
Regional) Receipt
(local service)
final transport
Traditional spare part supply chain
• superior leadtimes
• lower costs
• no inventory of spare parts
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10. 10
Possible business models
Business model 1
Balancing
end of stock
 Enough volume to
cover costs
 Customer
flexibility
 0-3% cost advantage
NB Start out with a
design for both 3D
printing and traditional
Business model 2
Continuously
improved parts
 Essential
adjustments
 Co create with the
customer
 5-20% extra
earnings
Business model 3
Parts on demand
 Value proposition
 Niche markets
 ++ extra earnings
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11. 11
Impact on logistics: three views
1. Rationalisation
Decreasing the number of non moving parts on stock
Less M2, less inventory control and management, and capital costs involved
Company internal, cost driven approach, with minimal customer involvement
2. Gross margin
All parts that can be printed, or design-wise improved
Just in time, orders small, batch sizes large, design changes  higher margins
Cost and profits focus, customer involvement (flexibility re materials, specs)
3. Business development
Parts with a very long delivery time and major impact on operations
Production machines stand still creating opportunity costs/ revenue losses
Value proposition  net worth of solution higher than design/mftr cost of 3D part
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12. 12
Makers market. Example: 3D Hubs
12Masterclass Printen in 3D en intellectueel eigendom / 12 november 2014
WE'RE CONNECTING YOU
TO 8000+
LOCAL 3D PRINTERS
Started May 2013
€3,4 million investment secured September 2014

13. 13
Online platforms, examples
• Online marketplaces, two options:
• Upload your own design
• Print it in various materials
• Get advice on design optimization
• Instant quotation, based on volume and weight
• Download someone else’s design
• Adjustment - redesign
• Resell / marketplace model
• Matchmaking – market places
• Connect those with a design with those with a printer
 Ease of use, simple interface, library and reviews
 Very straightforward terms and conditions
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14. 14
Integrated proposition: 'Hybrid Wholesale'
•
Technical Wholesale
under constant pressure.
Added value is questioned
3D Service providers have a hard time
convincing industrial partners
of their quality output
Hybrid Wholesale
Certified parts on stock
+
The possibility to 3D print certified
designs
and special parts locally
+
Added Value logistics:
Managing stocks and spares,
pick-up location for products
ordered online
 Technically educated staff
 Vision on the future of industrial
services
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15. 15
The Berenschot Business Model Cube®
B2B
Industry
Specific
Information
& knowledge
sharing
B2C
Enabling
services &
development
Production
of parts &
tooling
Generic
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16. 16
Factors for success in the B2C market
• User friendliness and ease of operation
• Experience and engagement
• Secure and fast
B2B
Information
& knowledge
sharing
B2C
Enabling
services &
development
Production
of parts &
tooling
Industry
Specific
Generic HEMA
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17. 17
Industry determines factors for success
Generic (functional)
• Customer relationships
• Quality assurance
and control
• Product development and
features
Industry Specific (value add)
• Aerospace:
• Light weight
• Medical
 In-body certified
• Jewellery
• Designer trends
B2B
Industry
Specific
Information
& knowledge
sharing
B2C
Enabling
services &
development
Production
of parts &
tooling
Generic
Jewellery
this
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18. 18
Service and production often combined
Enabling services
success factors
• Customisation
• Standardisation
• Creative solutions
Production
success factors
• Partnerships
• Speed of delivery
• Product reliability
&
Example
ASML component
?
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19. 19
Focus for success
B2B
Industry
Specific
Information
& knowledge
sharing
B2C
Enabling
services &
development
Production
of parts &
tooling
Generic
Specific
factors for
success
Specific
factors for
success
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20. 20
Berenschot Propositions
• 3D Printing Strategy
• Market research
• Competitor 3D action analysis
• Business model canvas
• Road mapping / scenarios
• Business modelling & development
• Customer driven supply chain
• Strategy implementation
• 3D- BPOI
• Business process redesign
• Supply chain rationalisation
• 3D Impact analysis
• Portfolio analysis
• Pruning
• Sustainability/circular economy
• Financing 3D printing activities
• Investment analysis / business case
• Subsidies
• Cost of ownership
• Master classes Business impact 3DP
20
Forcompanies
• Innovation projects
• Market analysis (technology,
companies, applications, markets)
• Road mapping for regions/ clusters
• Program development
• Funding
• Program and project management
• Business development support
• Campus and eco system support
• Organise cooperation
• Develop business model (knowledge,
experience, revenues)
• Growth programs / accelerators
Forregionsorclusters
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21. 21
Developments
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22. 22
Questions for the
Is 3D printing just another production method,
or will it fundamentally change your supply chain?
Will 3D printing open the door
to new business models?
Is 3D printing a topic to discuss
with your suppliers and customers?
Masterclass Printen in 3D en intellectueel eigendom / 12 november 2014 22

23. 23
Successful Business Models for 3D printing
Seizing opportunities
with a game changing technology
For more information or to order a copy:
Onno Ponfoort
• o.ponfoort@berenschot.com
• +31 – 6 – 150 14 751
• www.berenschot.com
Masterclass Printen in 3D en intellectueel eigendom / 12 november 2014 23
Special price
€ 15,00
(ipv 24,95
ovv ‘Octrooi’)