Berenschot printen in 3 d en ie -octrooigilde 12-11-2014

Woensdag 12 november 2014

C&V Domstad,

Koningsbergerstraat 9

Utrecht` Onno Ponfoort

Businessmodellen voor 3D printen

RVO / Octrooigilde

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Agenda

• Ontwikkelingen

• Praktijkvoorbeelden

• Verdienmodellen

• Vragen

Masterclass Printen in 3D en intellectueel eigendom / 12 november 2014 2

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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?


http://nl.wikipedia.org/wiki/Afbeelding:IBM_PC_5150.jpg

http://www.fujitsu-siemens.nl/Resources/212/54553595.jpg

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Gartner Hype cycle 2014 (Q1)


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Gartner Hype cycle 3D printen (Q3, 2014)


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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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• 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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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.)


http://www.bpo.nl/nederlands.htm

http://www.hexagonstudio.com.tr/default.asp

http://www.eos.info/index.php

http://www.berenschot.com/

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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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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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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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Makers market. Example: 3D Hubs

12 Masterclass 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

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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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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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The Berenschot Business Model Cube®

B2B

Ind

ustr

y

Sp

ecif

ic

Information

& knowledge

sharing

B2C

Enabling

services &

development

Production

of parts &

tooling

Gen

eri

c


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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

Ind

us

try

Sp

ec

ific

Ge

ne

ric

HEMA


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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

Ind

us

try

Sp

ec

ific

Information

& knowledge

sharing

B2C

Enabling

services &

development

Production

of parts &

tooling

Ge

ne

ric

Jewellery

this


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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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Focus for success

B2B

Ind

us

try

Sp

ec

ific

Information

& knowledge

sharing

B2C

Enabling

services &

development

Production

of parts &

tooling

Ge

ne

ric

Specific

factors for

success

Specific

factors for

success


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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

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Fo

r c

om

pa

nie

s

• 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

Fo

r regio

ns o

r clu

ste

rs

Masterclass Printen in 3D en intellectueel eigendom / 12 november 2014

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Developments


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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?


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Successful Business Models for 3D printing

Seizing opportunities

with a game changing technology

For more information or to order a copy:

Onno Ponfoort

• [email protected]

• +31 – 6 – 150 14 751

• www.berenschot.com


Special price

€ 15,00 (ipv 24,95

ovv ‘Octrooi’)

Berenschot printen in 3 d en ie -octrooigilde 12-11-2014

Economy & Finance

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