EY 3d Druck Studie Executive Summary

Identify the
impact on business
and unlock the
3D printing potential
H o w w ill 3 D p r in t in g
m a k e y o u r c o m p a n y t h e
s t ro n g e s t lin k in t h e
v a lu e c h a in ?
EYs Global 3D printing Report 2016
Executive Summary
2
How will 3D printing make your company the strongest link in the value chain?
EY
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T a b le o f c o n t e n t s
1 . A b o u t EY s G l o b a l 3 D p r i n t i n g R e p o r t 2 0 1 6 ...................................................................................... 4
2 . Ex p e r i e n c e a n d e x p e c t a t i o n s o f c o m p a n i e s w i t h 3 D P ....................................................................... 5
2.1 Maturity of 3DP adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.2 3D printing of end-use products is a reality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.3 Preconditions and challenges to wider 3DP application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.4 Choosing the right operating model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3. How 3DP benefits business: from optimization to reinvention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3.1 3DP product redesign as a growth strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.2 3DP as an efficiency strategy and its influence on the supply chain and operations . . . . . . . . . . . . . . 13
4. 3DP Industry: Trends, developments and challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
5 . H o w EY s u p p o r t s c o m p a n i e s o n t h e i r 3 D P j o u r n e y ......................................................................... 23
Authors and Contributors ........................................................................................................................ 26
Footnotes ................................................................................................................................................ 27
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1 . A b o u t EY s G l o b a l 3 D p r i n t i n g
R e p o r t 2 0 1 6
3D printing (3DP) or additive manufacturing With EYs Global 3D Printing Report 2016 EY
technologies have been around since the 1980s but addresses these issues and delivers an extensive
it is only in the past decade that discussion about overview of the current position of 3DP and likely
their disruptive potential has gained momentum. future developments. The study is based on the
We hope our findings However, there has been no comprehensive opinions of 900 surveyed decision makers from
help businesses to understand overview of this state-of-the-art technology from a 12 countries across mature and emerging markets
and leverage the benefits business perspective. Thus, relatively little is known and from nine industries which are or will be the
that 3D Printing can bring. about companies adoption of the technology or most affected by 3DP, as well as from the firms
their expectations for it in the medium term. own experiences and research findings.
Neither businesses with experience of the
technology, nor those with none, are clear as to This paper summarizes the key topics and findings
how it could impact and benefit their business or in EYs more detailed report Redefining business
how they should start the 3DP journey. with 3D printing.
Identify the
impact on business
and unlock the
3D printing potential
H o w w ill 3 D p r in t in g
m a k e y o u r c o m p a n y t h e
s t ro n g e s t lin k in t h e
v a lu e c h a in ?
EYs Global 3D printing
Report 2016
A b o u t t h is r e p o r t
Please get the full report under the following link: www.de.ey.com/3DPrinting
EY
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2 . Ex p e r i e n c e a n d e x p e c t a t i o n s
o f c o m p a n ie s w it h 3 D P
2 .1 M a t u r it y o f 3 D P a d o p t io n
3DP is far from unknown in the corporate sector; C h a r t 1
indeed it is used by almost a quarter of the 24% of companies have gained
companies surveyed. Twenty four percent have experience with 3DP and a further 12%
already gained experience of 3D printing and a are considering adoption (%)*
How widely is the technology further 12% are intending to do so. Experience and
either perceived or habits differ between regions: German companies
has actually been adopted? lead with 37% having experience of 3DP and a
further 12% considering its use, while US
businesses trail in last, with only 16% having
experience and another 16% anticipating it.
1 2 % 2 4 %
There are also variations in the adoption of 3DP
between different industries. The companies with
the most experience are those from the plastics
intend to apply 3DP already apply 3DP
Plastics and plant and sector and from plant and mechanical engineering.
mechanical industries are This is to be expected as businesses from these
the most experienced. industries are on both the supply and demand side
of the 3DP supply chain. They both apply 3DP in
their own operations and are seeing 3DP systems 64% Have no experience of 3DP
C h a r t 2
Current and intended acceptance of 3DP among countries (%) *N=900 companies, EY global 3DP study, April 2016
G e r m a n y
U K
12%
11%
R e s t o f w e s t e r n Eu r o p e
17% C h in a a n d S o u t h K o r e a
U S 37% 8%
16% 22% 14%
16% 24%
Consider adoption of 3DP

Have experience with 3DP
*N=900 companies,
EY global 3DP study, April 2016
EY
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and materials starting to replace their products Companies that apply 3DP are at varying
traditional machines and materials. Based on the levels of maturity:
levels of current and intended adoption, 3DP will
soon become commonplace in the automotive and Most are still testing and experimenting
aerospace industries; in these sectors almost one in (11% of all surveyed companies).
two companies have either gained 3DP experience One in two automotive
(20%) or are considering adopting it (29%). Additive or aerospace companies soon Eight percent of all pooled companies have
manufacturing can benefit these industries on two will have 3DP experience 3DP-championing departments with a defined
levels: it enables them to produce lightweight and/ strategic application remit, usually the R&D or
or complex end-use components that improve engineering function.
product quality and it also delivers supply chain
efficiencies in the production of low volume Three percent of executives surveyed claim
customizable serial, or spare, parts. to have significant experience of 3DP and a clear
strategic plan at the highest management level
for its future application.
A lack of competence is the key reason why

companies without experience have not yet
embraced the technology. One in three companies
say lack of information about 3DP technology is
holding them back, while 17% cite the absence of
in-house knowledge. Increased awareness of the
C h a r t 3
potential of 3DP, and helping companies to identify
Industries that apply 3DP today and will apply in future, where they can use 3DP and what the benefits
in case the intended adoption is put into practice (%) could be, might boost its corporate acceptance.
49 %
Automotive and Aerospace
29 %
45 %
Plastics
38 %
Mechanical and Plant 44 %
engineering 29 %
43 %
Electronics
27 %
38 %
Pharma and Medical
28 %
Consumer goods, Wholesale 26 %
and Retail 18 %
23 %
Energy
14 %
16 %
Logistics and Transport
10 %
0% 20 % 40 % 60 %
Future application of 3DP Current application of 3DP
*N=900 companies, EY global 3DP study, April 2016
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2 .2 3 D p r in t in g o f e n d - u s e p r o d u c t s is a r e a lit y
Aerospace companies have positioned themselves Thirty-eight percent of companies believe they will
as first movers with 3DP, with numerous instances use 3DP in their serial production within five years;
of directly manufactured end-use parts. But early but this does not mean it will (completely) replace
followers from many other industries have also traditional manufacturing. The highest proportion
recognized the benefits and are keeping up the of surveyed executives (19%) expect 3DP to become
3D printing will start pace. Five percent of surveyed companies claim to an additional manufacturing technology, while 15%
impacting national and use 3DP to directly manufacture end-use products. say it will be applied in a hybrid with another
corporate competitiveness There are no strong geographical differences in this traditional technology. Such expectations reflect
when it is used for regard, although things are set to change. Within the current sophistication of 3DP technology.
serial production. five years one in two Asian companies expect to
have 3DP serial production while, in contrast, the Among the advantages the technology delivers
most skeptical national companies the Germans are in enabling production of functionally integrated
foresee that just over a quarter of their number products or complex structures or flexible and cost-
will follow suit. effective production of low volume serial and
spare parts.
3 8 %
For industries or companies that base their
product portfolio and business exactly on these
advantages, 3DP might indeed replace the current
way of manufacturing. Twelve percent of executives
see 3DP in their serial production in 5 years surveyed expect such a turnaround in their
company.
C h a r t 4
The majority of Chinese and South Korean companies expect to 55,9%
produce end products with 3DP within five years (%)*

35,0% 35,2% 36,5%
26,0%
5,5% 5,0% 5,2% 4,0% 4,7%
2016 | 2021 2016 | 2021 2016 | 2021 2016 | 2021 2016 | 2021
Germany UK Rest of western Europe US China and South Korea
*N=900 companies, EY global 3DP/AM study, April 2016
GE produces a jet engine fuel nozzle with 3DP integrating US FDA has already approved production of the first 3D printed
20 parts into one, enabling a five times longer product lifetime drug Aprecia Pharmaceuticals SPIRITAM4.
and expected fuel cost saving of up to US$1.6m per airline
BMW produces water pump wheels in serial production for
each year1
racing cars5.
Airbus A350 XWB airplane flies with more than 1,000
Philips offered a limited batch of 125 personalized 3D printed
3D printed parts2, achieving 25% fuel savings compared to
shavers, to mark its 125th anniversary6.
competitors.3
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2 .3 P r e c o n d it io n s a n d c h a lle n g e s t o w id e r 3 D P a p p lic a t io n
For wider 3DP adoption, especially serial production, food, live cells and organic materials can now be
companies need to reduce or eliminate barriers printed. The fast growing metal printing business
linked to costs, their business, and technology. plays a particularly important role. Fifty-two percent
of executives see the existence of reliable metal 3D
The main barrier preventing the adoption of the printing systems as the main preconditions for the
technology, or its extension, is cost. Forty percent of wide application of the technology at their companies.
companies surveyed say they cannot afford the high This is especially important to more than 60% of
4 0 %
investment required to acquire a 3DP system while the companies from the mechanical and plant
20% say the operating costs of materials and engineering, automotive and aerospace, and
services are too high. electronics industries.
2 8 %
cant afford the 3DP machinery The technical limitations of the current 3DP systems
are another hurdle: the limited size of the building
envelope or the restrictions in multi-color and multi-
material printing are challenges for 12% and 10%
of companies, respectively. Businesses with broad of companies say the lack
product portfolios, that make extra demands on the of expertise in-house is the
2 0 %
production technology, are particularly affected.
main barrier to starting or
The availability of printing materials is key to the extending 3DP use
technologys acceptance. An array of materials,
say operating costs are too high including polymers, metals, ceramics, sand, wax, However competence and knowledge is perceived as
the main precondition for adoption and sustainable
long-term integration of 3DP in a company.
C h a r t 5 Correspondingly, lack of in-house expertise is seen
Demand for 3DP materials (%)* as the crucial barrier to 3DP application by 28% of
companies. Businesses may need the strong support
52%
of experts to help them start their 3DP journey and
to accompany them on their way.
31%
12%
6%
Polymer Metal Ceramic Other
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2 .4 C h o o s in g t h e r ig h t o p e r a t in g m o d e l
The sustainable integration of 3DP into a companys the current challenges of costs and competences,
operations requires appropriate capabilities and it is unsurprising that companies should strive to
Should companies consider structures. According to our survey, companies with find a cost-effective means of 3DP application which
high investment in in-house 3DP experience work with their own additive includes the necessary capabilities along the 3DP
systems and capabilities if they manufacturing systems almost as much as they end-to-end supply chain.
wish to apply 3DP in their cooperate with external 3DP service providers.
organization? But many questions remain as to what the optimal The type of operational models for industrial
operations model would be like, especially when companies that could arise might involve, for
considering 3DP as part of serial production. instance, the merger and acquisitions of 3DP
systems or services providers, joint plant locations
Within five years, 25% of all surveyed companies or networks of specialized subcontractors. Such
expect to own 3DP systems, while 41% believe they developments would influence strongly current
will apply the technology in cooperation with plant locations as they may lead to the in- or out-
3D Printing enables specialized 3DP service providers. Bearing in mind sourcing of activities, 3D printing at local
localized production subcontractors, or even the re-shoring of production
and plant location. back to Western countries. Forty-three percent of
C h a r t 6
companies surveyed share this opinion and expect
Company use of 3DP: now and in five 3DP to change their plant locations; 17% say that
years time (%)* 3DP will enable their companies to take back value-
adding processes, and 15% believe that 3DP end-use
41,3%
products will be printed by local 3DP hubs.
25,6%
Such likely changes of plant location and operating
9,3% 8,3% model raise important questions. Is it really
necessary to have in-house manufacturing? And
In-house Service provider who is the irreplaceable player in the value chain:
Now In five years the owner of the digital product design, or the
product manufacturer?
C h a r t 7
Almost 42% of all companies expect 3DP to impact plant locations (%)*
UK 66 %
China an South Korea 46 %
Germany 43 %
US 37 %
Rest of western Europe 35 %
0% 20 % 40 % 60 % 80 % 100 %
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3 . How 3DP benefits business:

from optimization to reinvention
The impact of 3DP on a company may vary value chain, achieve growth, and increase the
according to its industry and the products it makes. efficiency of its supply chain and operations.
Generally, 3DP can help a business to gain These benefits may be understood on three levels:
competitive advantage, improve its position in the efficiency, growth and transformation.
In c r e a s e d
F ig u r e 1 profitability
Impacts of AM on the business strategies
C o m p a n y
New business Value chain Legal and tax Need for different form B u s in e s s
models re-positioning implications of IP security s t r a t e g y
P r o d u c t d e s ig n a n d
c u s t o m e r s a d d e d
v a lu e
New clients New structures Customization and Functional G r o w t h
and markets and geometries personalization integration
S u p p ly c h a in
a n d o p e r a t io n s
Cost-effective product Efficient manufacturing Low-cost engineering Low inventories and Digital spare parts O p e r a t io n a l
development and fast processes and high and maintenance reduced transportation and flexible after-market efficiency
go-to-market utilization
Source: EY
Forty six percent of surveyed companies are

convinced that with 3DP their company will benefit
on some level in the next five years. Sixty-one
percent of surveyed companies from the aerospace
4 6 %
and automotive industries and 55% from the
mechanical and plant engineering industry expect
3DP to benefit them. Businesses recognize the
believe 3DP will benefit disruptive potential of 3DP technologies: almost 14%
their business of companies surveyed expect 3DP to transform
their business model and another 14% expect it to
strengthen their position in the value chain.
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3 .1 3 D P p r o d u c t r e d e s ig n a s a g r o w t h s t r a t e g y
3DP enables companies to optimize the product Cost-effective customization and
design of their end-use products and components, u n iq u e p e r s o n a l p r o d u c t s
44% of companies and thereby to gain additional customer value and In a world where standardized products are
that use 3DP experienced create new products or improve existing ones. increasingly out and product value comes from
improvement in products For 44% of companies with 3DP experience, the customers being able to design their own
quality with 3DP. greatest benefits are an improvement in product products, companies from all industries are looking
quality and the increased value add for customers to satisfy this demand cost-effectively.
by using the technology for redesign.
Customization brings high complexity and cost
Additive manufacturing opens the door to ways in the traditional supply chain and operations.
of designing and producing products that are either The advantage of 3DP is no tooling is needed and
very expensive or cannot be produced at all different products can even be produced
via traditional methods. 3DP enables a design simultaneously in the same building envelope.
With additive manufacturing, freedom that brings a completely new perspective: Our survey results show that for 41% of companies
products can be created the question is no longer What can be produced? with 3DP experience, cost-effective customization
that deliver significant added but rather What do customers want? Products is the biggest benefit that additive manufacturing
value to customers and can be created that deliver significant added value delivers. In the short term, the main 3DP
influence their to customers and influence their buying decisions. applications related to customization are customized
buying decisions. Products designed for 3D printing can, therefore, end-use components and customized tooling
become an important new source of customers (machine parts, dies and molds).
and growth.
Personalization is the highest level of customization.
Its value add comes from both the perceived
advantage of designing ones own product and what
is seen as improved product quality. Additive
manufacturing is therefore a major topic for
personalized medicine (implants, hearing aid, dental
applications, personalized drugs doses) but the
consumer goods industry is moving in the same
direction with, for example, 3D printed personalized
shoe sole parts.
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C o m p le x p r o d u c t s
The 3DP building process enables a freedom of The functional integration of parts helps
design and production that is beyond the reach of significantly to improve product quality and
traditional methods. Thirty-five percent of surveyed features. This can lead to a shorter and more
companies with 3D experience consider this its efficient supply chain
greatest benefit. It heralds, for example:
3 D P - e n a b l e d i n t e r n a l s t r u c t u r e s 3DP design
N e w g e o m e t r i e s 3DP enables the creation can integrate internal structures under previously
of many more types of structure and their inaccessible part surfaces. This has many
adjustment to support the optimal flow of forces. application for tools, with one of the most widely
3D printing enables It also facilitates the production of lightweight applied examples being cooling channels for
the manufacture of products products with bionic structures. In addition, injection molds.
that were technically internal geometries and product surfaces can
impossible before. be optimized according to specific needs by
application of a large porous surface or a
sandwich structure.
F u n c t i o n a l l y i n t e g r a t e d p a r t s Due to the
design freedom the technology offers, parts that
previously needed to be assembled from multiple
pieces can now be constructed as a single unit.
Airbus 3D printed Bionic

partition-saved 30kg or 45%
weight compared to traditional
Design. (Source: The Living)
Leap enginefuel nozzle-

integrating 20 parts into one,
enabling a 5 times longer
product lifetime and expected
fuelcost saving of up to
US$1.6M per airline each year.
(Source: GE Aviation)
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3 .2 3DP as an efficiency strategy and its influence

o n t h e s u p p ly c h a in a n d o p e r a t io n s
Applying 3DP can improve supply chain and operations (SC&O), even lifting operations to a new level
of efficiency. There are three main ways in which 3DP can affect operations:
Of companies with 3DP
experience, 21% say that 1 . 3D-printed prototypes of products, tools or 3 . D ir e c t m a n u fa c t u r in g o f e n d - u s e p r o d u c t s
optimizing the supply chain m a c h i n e p a r t s 3DP visual models or functional o r c o m p o n e n t s When 3DP is used to redesign
and operations has been its prototypes of products or tools can improve end-use products, the supply chain and
greatest benefit. operations in the product development and operations are transformed. The new supply
product ramp up phases. The impact of such chain can be based on new processes and
prototypes is generally limited to improving the production locations, even on a new operational
performance of departments such as product model. Direct manufacturing of products can
development, marketing and industrial therefore raise SC&O to a higher level even to
engineering. the point of disrupting the whole business.
2 . Direct manufacturing of tools, machine parts

a n d m a n u f a c t u r i n g a i d s 3DP can be used to
create new, higher-performing tools, molds, dies
or machine parts, thereby improving traditional
manufacturing processes. Using 3DP to directly
manufacture tools affects the performance of
value-added processes in the company and so
heightens efficiency.
F ig u r e 2
3DP enables operational efficiency Operational efficiency

w it h 3 D P
Direct
Prototypes
manufacturing
C o m p o n e n t s a n d T o o ls a n d m a c h in e M a n u fa c t u r in g T o o ls a n d
P r o d u c t s
p r o d u c t s p a r t s a id s M a c h in e p a r t s
New 3DP SC & O bring new

Increase efficiency in existing SC & O
level of efficiency
Source: EY
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C o s t - e f f e c t iv e p r o d u c t d e v e lo p m e n t In future more companies will apply 3D printing

a n d s w if t g o - t o - m a r k e t in R&D; one in four believes rapid prototyping will
Innovation cycles have been decreasing benefit their product development in the next
unremittingly in recent years, exposing companies five years.
R&D teams and their whole operations to the
challenges of fast go-to-market and cost-effective U n lo c k in g t h e p o t e n t ia l f o r o p e r a t io n a l e x c e lle n c e
Many companies start using product development. 3D printing enables in m a n u fa c t u r in g
3DP for prototypes in the companies to produce prototypes, visual models or The challenges of reducing waste, increasing
product development phase. functional prototypes in-house overnight, without flexibility and achieving operational excellence have
dependence on suppliers or expensive tooling. Such preoccupied many businesses in recent decades:
fast visualization of products and the chance to test 3DP offers new possibilities. Almost one in four
them is an important gain. executives we spoke to consider it likely or very
likely that 3DP will help them to improve
8 4 %
Our survey demonstrates that rapid prototyping manufacturing efficiency in the next five years.
is widespread: 84% of companies with 3D printing Those considering it most likely are the mechanical
experience apply the technology to product and plant engineering and aerospace and
development. The benefits are clear: from automotive industries, 28% of which rate it as likely
of all companies applying 3DP 57 analyzed case studies, companies reduced or very likely. Similarly high expectations were
use it for product development prototyping time by an average of 63% and costs identified in the US and UK, where 28% of
by 70%. companies surveyed believe manufacturing is likely
or very likely to improve.
Such improvement can be discussed on two

C h a r t 8
different levels:
3DP/AM for increasing the efficiency
in production in 5 years (%)* Im p r o v e m e n t s in e x is t in g m a n u fa c t u r in g
we consider the less risky scenario where the
Mechanical and Plant design of the final product and the manufacturing
6% 22 %
2 5 %
engineering
technology remains the same. In this scenario
Automotive and Aerospace 8% 20 % the efficiency gains come through redesign and
3D printing of the molds, dies, tools and manu-
4%
Electronics 23 % facturing aids. An example includes the most
believe 3DP will help for common application for injection molds, where
achieving operational excellence 3%
Energy 23 % new 3DP molds with conformal cooling channels
are designed and manufactured additively. The
Pharma and Medical 8% 16 % improved fluid flow improves the performance
of the tool which leads to shorter production
Plastics 8% 15 % cycles and reduced downtimes.
1%
Consumer goods, Wholesale
14 % A d d it iv e m a n u fa c t u r in g b r in g s a n e w le v e l o f
and Retail
efficiency this is a more risky scenario as it
3%
Logistics and Transport 12 % involves the end-use product being redesigned for
additive manufacturing and may, but must not
0% 20 % include functional integration of parts. As 3DP
Very likely Likely does not use dies or molds, there are no labor-
intensive changeover processes between SKUs
*N=900 companies, EY global 3DP study, April 2016 and, indeed, different products can be produced
EY
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at the same time. Depending on the sub- Forty-four percent of companies with 3DP
technology used, 3DP manufacturing only uses experience, that is 10% of all surveyed companies,
the raw material required, leaving little or no 3D print prototypes or end-use tools or machine
waste. When functional integration takes place, parts. This number will continue to increase, since
production can be reduced to a single step. By one in four companies expect to 3D print their tools
eliminating production processes, the and machine parts within five years. The sectors Improvement of the existing
intermediate inventory and related logistics reporting the highest likelihood of this 31% are operations with 3DP improved
handling, this results in reduced lead time. the plastics and aerospace and automotive tools design.
industries, where the application of injection
Current 3DP technologies are not completely waste molding as a production technology is already
free, since there are related pre- and post-processes widespread.
and the production time is usually longer than in
traditional production. Therefore, in order to create The expected efficiency gains might be found
a winning manufacturing strategy, companies need among the following scenarios:
1 0 %
to analyze carefully which of their products are best
suited to 3D printing. 3DP (functional) prototypes of machine parts,
dies and tools ensure timely and successful start-
L o w c o s t e n g in e e r in g a n d m a in t e n a n c e of-production (SOP) of new products
In industrial engineering, 3DP is mostly applied in 3D print their tools today,
2 5 %
the direct manufacturing of tools, dies or machine Cost effective manufacturing with 3DP of end-
parts, although prototyping also plays a part. use special machine parts, which are usually very
low volume, or single piece parts
C h a r t 9 expect to 3D print in 5 years

Cost effective production with 3DP of end-use
3DP/AM for construction and production of customized machine parts, tools and
tools and machine parts in 5 years (%)* manufacturing aids 3DP also offers the
opportunity to develop a new maintenance
Plastics 12 % 22 % approach for tools by refurbishing worn parts of
the tool.
Automotive and Aerospace 11 % 20 %
Mechanical and Plant

7% 23 %
engineering
4%
Electronics 22 %
Pharma and Medical 7% 16 %
3%
Energy 18 %
Consumer goods, Wholesale 3%

15 %
and Retail
3%
Logistics and Transport 14 %
0% 20 %
Very likely Likely
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A r e t r a n s p o r t a t io n a n d w a r e h o u s e s factors will significantly influence logistics and

s t ill r e le v a n t in a 3 D P w o r ld ? transportation costs: 3D-printing parts on
3DP could be the key to realizing the vision of a demand close to customers will reduce
world of digital products in digital warehouses made inventories and related handling activity as well as
near where the customer is and needs them. Todays minimizing the risk of inventory depreciation
advanced 3DP technologies may enable companies
to start moving toward this still rather far-off vision, H o w lo g is t ic s p r o v id e r s c a n r e m a in c o m p e t it iv e
and away from the transportation of physical Under such circumstances logistics and
products. transportation providers will lose
a large amount of their current core business.
The impact 3DP could have on logistics can be However 3D printing should be perceived as an
considered from three perspectives opportunity rather than a crisis, since it offers
Digital products in digital sector companies the chance to extend their
warehouses-crises as chance 3 D P a s a m e a n s o f r e d u c in g m a n u fa c t u r e r s business toward 3DP services. Logistics
for logistics providers? l o g i s t i c s c o s t s In section 2.4 we discussed how companies have the unique opportunity to
new operating models will arise in the medium combine 3DP services and shipping, to offer fast
term: in five years, 42% of companies surveyed and cost-effective delivery on demand. 3D
expect 3DP to affect their current location and printing is clearly not unknown to logistics and
15% expect it will lead to local contract transportation providers; 10% have already
manufacturers making their products. Such experienced the technology and a further 5% are
intent on applying it. Of the many leading industry
players considering this move, UPS through its
C h a r t 1 0
cooperation with Fast Radius, Materialise and SAP
Industries that expect reduced inventories is the first main mover. Of the many leading
and lower logistics and transportation efforts industry players considering this move, UPS7-
in the next five years with 3DP (%)* through its cooperation with Fast Radius8,
Materialise9 and SAP10- is the main mover.
Logistics and Transport 15,6 % H o w 3 D P c a n a f f e c t w h o le s a le a n d r e t a il

E-commerce has revolutionized the retail market
Automotive and Aerospace 12,5 % and increased the pressure from ultra-efficient
organizations and new business models. This
Plastics 11,7 % competitive environment has clearly encouraged
sector companies to become familiar with 3DP:
Mechanical and Plant 18% of surveyed wholesalers and retailers have
11,5 %
engineering
already gained experience of the technology,
Pharma and Medical 9,8 % while another 8% are considering its application.
The challenges around same day delivery and
Electronics 8,5 % last mile logistics will intensify in the years ahead,
increasing the pressure on wholesalers and
Consumer goods, Wholesale retailers. 3DP seems set to be a great support:
7,7 %
and Retail
17% of wholesale and retail companies surveyed
3,0 %
Energy expect to gain competitive advantage via its use
within five years.
0% 20 %
EY
17
3DP for superior and flexible parts within five years. The expectation is even
a ft e r m a r k e t p e r fo r m a n c e higher in industries where spare parts represent a
The aftermarket business has become three-to-four major proportion of revenue: 24% of aerospace and
times bigger than the original equipment market for automotive companies and 22% of those in
many companies, including industrial machinery, mechanical and plant engineering think they will use 3DP offers chance
automotive, aerospace and white goods producers. 3DP for spare parts within the same period. for improved after-market
Consequently having an efficient aftermarket reliability and new
approach directly affects company profitability. Additive manufacturing of spare parts also opens after-market models.
However, the demand for fast parts replacement doors for new business models, where local 3DP
and the high number and wide variety of parts has service providers can produce spare parts as
made establishment of an efficient aftermarket subcontractors.
service a challenging task.
With 3DP technologies, companies have a new

aftermarket route, which enables them to respond
swiftly to customer demands by 3D printing spare
parts when and where they are needed, with the
added advantage of low inventories. Executives
have recognized this opportunity: 18% see it as
likely or very likely that they will 3D print their spare
C h a r t 1 1
Likelihood that company will use 3DP

for spare parts (after-sales) within the
next five years (%)*
Automotive and Aerospace 6% 18 %
Mechanical and Plant

6% 16 %
engineering
Electronics 5 % 16 %
3%
Plastics 17 %
3%
Pharma and Medical 15 %
3%
Energy 12 %
1%
Logistics and Transport 13 %
Consumer goods, Wholesale

9%
and Retail
0% 20 %
Very likely Likely
*N=900 companies, EY global 3DP/AM study, April 2016
EY
18
4 . 3DP Industry:
Trends, developments and challenges
P la y e r s a n d m a r k e t s h a r e s further in importance, since within five years 41%

As the additive manufacturing industry has of industrial companies expect to cooperate with a
developed, a variety of supply-side players have service provider while only 25% anticipate having
emerged. These include specialized 3DP providers their own systems.
that have been present since the 1980s, although
3DP presents fertile ground for new start-ups as Most 3DP systems manufacturers have also
well as for proven players. recognized the potential of 3DP services and are
System manufacturers offering these too, accounting for 20% to 30% of
account for more than 55% The supply side is led by 3DP systems their total revenues. (This is not included in our
of the 3DP market. manufacturers, which account for more than 55% of analysis, as entire company revenues were
the entire market. These primarily develop additive allocated to primary fields of business.)
manufacturing sub-technologies and professional
and desktop systems but they usually also offer On the software supplier side, the market is
related software, materials, engineering, consulting dominated by large traditional providers such
and other services. Stratasys, 3D Systems and EOS as Siemens, Autodesk and Adobe alongside
are the key players, together accounting for about specialist 3DP service providers such as Materialise.
70% of the systems manufacturing market. To round up the industry picture, there are also
materials suppliers and a small group of reverse
Large 3DP systems manufacturers such as engineering/3D scanning companies.
Stratasys and 3D Systems have experienced a
recent decline in year-on-year revenue growth. In
contrast, systems manufacturers that
predominantly or exclusively offer metal additive
manufacturing systems had remarkable growth
Metal 3D printing system between 2014 and 2015: EOS grew by 53%, Concept
manufacturers had remarkable Laser by 54%, Acram by 70% and SLM Solutions by
growth in the last year. an impressive 97%. Considering that, for 52% of
companies surveyed, metal printing is the main
precondition for adopting or expending 3D printing,
a key question is have metal 3DP systems
providers organized their own supply chains and
operations to meet the up-coming demand?
3DP service providers deliver ready-to-use 3D

printed prototypes and products, as well as
engineering and consulting. The market is
characterized by a high number of start-ups and
small service providers and, as with the systems
manufacturing sector, is led by big players such as
The importance of service Materialize and Proto Labs. Using external service
providers and their market providers allows clients to use different
share grows further. manufacturing technologies, while saving
substantial capital expenditure on expensive
professional 3D printing machines, and operating
costs. Cooperation with service providers also
offers the possibility of 3D-printing products where
they needed. The 3DP services group will grow
EY
19
C h a r t 1 2
Market consolidation: M&A activities
As discussed above, the market is dominated by Types of industrial investors in 3DP-
a limited number of players. Following an earlier related transactions
consolidation wave, since 2013 M&A activity has
declined and was down 12% between 2013 and 25
2015. In the years from 2013 to 2015, most 22
2
acquisitions were made by industrial investors 20
18 4
In 2015, more than 76% that is, other direct competitors or new 3DP market 15
of industrial investors were entrants. In 2015, more than 76% of industrial 13
already in 3DP business. investors were already in the 3DP business, 10
reflecting the strong consolidation pressure in 5

the market.
Volume 2013 2014 2015
Most financial investors in the 3DP industry are

venture capital funds, which focus on new start-ups. Investor from 3DP sector Investor from other sector
In 2015 more than 42% of financial investors were
providers of venture capital, followed by investors Source: EY
such as family offices and pension funds. Private
equity funds accounted for only 14% of all financial
C h a r t 1 3
investor transactions in 3DP; this very low interest
could be due to the absence of relevant targets, as Types of financial investors in 3DP-
they are either too small or too expensive due to the related transactions
interest of strategic industrial investors.
12
We believe the consolidation trend will continue, 10 4

as large systems manufacturers adopt new
technologies by acquiring smaller, specialized 8
players. This trend will probably intensify after 6 3

5
the rebound in 3D printer demand that is expected 1
in 2016. Industrial companies that see 3DP 4 3 3
technology as a necessary part of their organization, 2 1 1 1
will perceive the inorganic growth as way of
incorporating the technology and the related Volume 2013 2014 2015
New players are entering competencies into their company.

the market- new consolidation Private equity Venture capital Other
waves can be expected. Global technology firms could also disrupt the
3DP industry by entering the market. The arrival Source: EY
of HP, for example, was eagerly anticipated as
the company has pledged to introduce a superior
technology and has the resources and R&D
capabilities to pursue an aggressive entry strategy.
This could help bring the 3DP industry to a new
level of maturity, resulting in additional M&A
activity. For example, there are market rumors
that HP plans to buy Stratasys.
EY
20
In d u s t r y d e v e lo p m e n t a n d o u t lo o k Future developments will bring new movements

Historically, 3DP systems and related services have to the 3DP industry. As companies from all sectors
caused a steep increase in additive manufacturings become more aware about the technology and its
market volume, with a yearly growth rate of 28% benefits, demand will increase further. The
from 2011 to 2015. We expect this impressive expectations are clear to see: 38% of surveyed
3DP industry grew growth to continue, and estimate that the 3DP companies see 3D printing as part of their serial
with yearly rate of 28% market will expand by about 25% annually until production. This will drive a demand for more
from 2011 to 2015. 2020 resulting in a total market value that year of advanced 3DP technologies accompanied by
US$12.1b.This estimate takes into account complete end-to-end solutions. The entrance of
historical data and analyst consensus reports, as HP is likely to move 3DP technology and the market
well as the different types of company and varying in this direction. Only time will tell whether other
maturity levels within the industry. well-established 2DP providers share HPs opinion
that 3DP is the natural evolution of 2DP and follow
Based on the 2015 financial year performance, other in its footsteps. It also remains to be seen whether
market studies for the 3DP industry show widely well-established mechanical and plant engineering
differing annual growth rates and overall market companies will use their know-how advantage
sizes. These range from approximately 10% growth in mechanical engineering and further extend their
from 2014 to 2018, which represents an overall product portfolio with even more advanced
Market will expend market value of US$5b in 2018 (shown as the lower 3DP systems.
further by about 25% boundary in the graph), to a 34% yearly growth rate,
annually until 2020. accounting for an overall market value of more than
US$20b in 2019 (shown as the upper boundary in
the graph). It is important to consider that the
underlying data might not be identical, as some
forecasts use slightly different selection criteria.
C h a r t 1 3
3DP market
25
20
Market volume (USDbn)
15
10
2 5 %
5 2 8 %
1,5 2,1 2,9 3,8 4,2

FY11 FY12 FY13 FY14 FY15 FY16F FY17F FY18F FY19F FY20F
Upper boundary market forecast Lower boundary market forecast
Source: EY
EY
21
EY
22
F ig u r e 3
EYs 4-Phase approach to 3DP
P e r s p e c t iv e A p p ro a c h R e s u lt s
A c h ie v in g 3 D P a w a r e n e s s
We create awareness about 3DP technology
and the effect it could have on a clients business.
Product
3 D P D ia g n o s is
We identify business areas with the highest 3DP
potential by analysing both the product portfolio
and SC&O.
3 D P T r a n s f o r m a t io n R o a d m a p
We create a three-to-fi ve-year transformational
roadmap. This is the strategic design for transforming
the business and operations to integrate 3DP.
Supply chain & 3 D P im p le m e n t a t io n

operations We help ensure execution of the transformation
roadmap, supporting the implementation of the
operational model and driving organizational change.
Source: EY
EY
23
5 . H o w EY s u p p o r t s c o m p a n i e s
o n t h e ir 3 D P jo u r n e y
Companies with no experience of 3DP often Based on a companys current operational

struggle to understand whether, and how, they can performance and its vision for future
benefit from the technology. Businesses that have development and with the help of an advanced
gained their first experiences, meanwhile, are often 3DP analytics tool we select the relevant
looking for ways to unlock the potential of 3DP for product groups and operational areas on which
their entire organization. to focus. By analysing printability and added
value, we then cluster the relevant product
Our approach is based on two elements: groups that can benefit from redesigning with
3DP. We estimate the impact of various 3DP
P r o d u c t d e s i g n considering how functionally applications and calculate the business case for
integrated products, new product geometries or areas with the highest potential. This
customized and personalized features can deliver quantification can help to both justify the
added value for customers comparatively high investment and demonstrate
the impact the technology will have on the
S u p p l y c h a i n a n d o p e r a t i o n s from specific, customer and value chain.
targeted improvements to bringing a new level of
efficiency to the company throughout the 3DP 3 . D e v e l o p i n g a t r a n s f o r m a t i o n r o a d m a p . In the
value chain third phase we consolidate, prioritize, and build a
three-to-five-year transformational roadmap.
EY supports companies in identifying the business This roadmap provides the strategic and business
impacts and benefits that 3DP can bring. We design needed to transform business and
accompany and support our clients on their 3DP operations, to enable successful integration of
journey, based on a four-phase approach: 3DP. It highlights areas where the company
intends to apply additive manufacturing, based
1 . Creating organizational awareness around on potential business impact.
3 D p r i n t i n g . In this first phase, we raise the level
of our clients awareness, especially those Within the business design, the plan will define
unfamiliar with the latest state-of-the-art the operating model, to help ensure the roadmap
technology. Our aim is to enable companies to is implemented successfully. This model includes
work with us to together identify 3DP potential. recommendations on partners and providers,
required capabilities, and organizational design.
2 . P e r f o r m i n g a 3 D P d i a g n o s i s . During the second Since achieving success with the appropriate
phase, we identify where to apply 3DP, finding operational model may require non-organic
use cases which will bring the highest added growth, we will consult with clients regarding
value. Analysis is the starting point of a mergers, acquisitions or the founding of joint
diagnosis: it enables us to achieve a common ventures.
understanding about a companys strategy,
business models, product portfolio and efficiency 4 . Im p le m e n t in g t h e t r a n s f o r m a t io n r o a d m a p .
challenges in supply chain and operations We support clients as they put 3DP into practice.
(SC&O). By understanding the product portfolio We help to ensure execution of the transformation
and core competences, we help to define which roadmap, support clients in implementing the
3DP product redesigns will bring the highest operating model, and drive organizational
added value for clients. As part of our change. We consult with clients on implementing
operational excellence analysis, we identify areas the organization, systems and processes that will
with the highest current losses and the greatest enable sustainable integration of 3DP.
optimization potential.
EY
24
EY
25
EY
26
A u t h o rs
D r A n d r e a s M lle r
Partner, GSA Advisory
New Business Leader
Ernst & Young GmbH

Wirtschaftsprfungsgesellschaft
Willy-Brandt-Platz 5
68161 Mannheim
Phone +49 160 939 18800

a.mueller@de.ey.com
S t e fa n a K a r e v s k a
Manager, GSA Advisory
3D Printing Expert
Ernst & Young GmbH

Willy-Brandt-Platz 5
68161 Mannheim
Phone +49 172 707 9525

stefana.karevska@de.ey.com
C o n t r ib u t o r s
D r. R o b e r t W ie n k e n D r . C h r is t o p h K ilg e r
Partner, GSA TAS, TAS Private Equity Leader Partner, GSA Advisory
SC&O and Industry 4.0 Leader
Ernst & Young GmbH
Wirtschaftsprfungsgesellschaft Ernst & Young GmbH
Mergenthalerallee 35 Wirtschaftsprfungsgesellschaft
65760 Eschborn/Frankfurt am Main Heinrich-Bcking-Strae 68
66121 Saarbrcken
Phone +49 160 939 25367
robert.wienken@de.ey.com Phone +49 160 939 18355
christoph.kilger@de.ey.com
EY
F o o t n o t e s
1 T, Kellner, Worlds first plant to print jet engine nozzle in mass production GE Reports
website, http://www.gereports.com/post/91763815095/worlds-first-plant-to-print-jet-engine-
nozzles-in/, accessed 1 June 2016.
2 Airbus produzierte ber 1.000 Bauteile fr den A350 im 3D-Druckverfahren

http://www.stratasys.com/de/industrien/luft-und-raumfahrt-und-verteidigung/airbus,
Stratasys, accessed 01 June 2016
3 A35 XWB Family, http://www.airbus.com/aircraftfamilies/passengeraircraft/a350xwbfamily/,

accessed 01 June 2016
4 Company Overview of Aprecia Pharmaceuticals Company, Bloomberg, 2016.
5 Renntechnik aus dem 3D-Drucker: BMW fertigt Wasserpumpenrad fr DTM-Rennwagen

in additivem Fertigungsverfahren, https://www.press.bmwgroup.com/deutschland/article/
detail/T0215062DE/renntechnik-aus-dem-3d-drucker:-bmw-fertigt-wasserpumpenrad-
fuer-dtm-rennwagen-in-additivem-fertigungsverfahren?language=de , Pressemeldung,
accessed 27 May 2016
6 Website Phillips 3D Shaver, www.3Dshaver.com, accessed 1 June 2016.
7 UPS, 3D printing, UPS website, visited 05-27-2016
8 CloudDDM & UPS: Versand von 3D-gedruckten Teilen am Tag der Bestellung, 3Druck.com
website https://3druck.com/lieferanten-haendler/cloudddm-ups-versand-von-3d-gedruckten-
teilen-am-tag-der-bestellung-1435769, accessed 31 May 2016.
9 UPS, Materialise Die Lieferung der Zukunft, UPS Exporttoolkit website,

https://exporttoolkitde.ups.com/artikel-und-erkenntnis/materialise-die-lieferung-der-zukunft/,
visited 27 May 2016
1 0 B. Darrow, UPS and SAP Push On-Demand 3D Printing, http://fortune.com/2016/05/18/sap-

and-ups-3d-printing/, accessed 31 May 2016
Im p r in t
Ernst & Young GmbH
D e s ig n
Medienmassiv, Stuttgart (medienmassiv.com)
Im a g e s s o u r c e s
iStockphoto LP. (istockphoto.com)
EY
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Identify the

3. How 3DP benefits business: from optimization to reinvention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

4. 3DP Industry: Trends, developments and challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Authors and Contributors ........................................................................................................................ 26

16% 22% 14%

Consider adoption of 3DP

A lack of competence is the key reason why

Future application of 3DP Current application of 3DP

*N=900 companies, EY global 3DP study, April 2016

The majority of Chinese and South Korean companies expect to 55,9%

produce end products with 3DP within five years (%)*

5,5% 5,0% 5,2% 4,0% 4,7%

Germany UK Rest of western Europe US China and South Korea

*N=900 companies, EY global 3DP/AM study, April 2016

Polymer Metal Ceramic Other

*N=900 companies, EY global 3DP study, April 2016

China an South Korea 46 %

Rest of western Europe 35 %

*N=900 companies, EY global 3DP study, April 2016

3 . How 3DP benefits business:

Impacts of AM on the business strategies

Forty six percent of surveyed companies are

3 . How 3DP benefits business:

Airbus 3D printed Bionic

Leap enginefuel nozzle-

3 .2 3DP as an efficiency strategy and its influence

2 . Direct manufacturing of tools, machine parts

3DP enables operational efficiency Operational efficiency

New 3DP SC & O bring new

3 . How 3DP benefits business:

C o s t - e f f e c t iv e p r o d u c t d e v e lo p m e n t In future more companies will apply 3D printing

Such improvement can be discussed on two

C h a r t 9 expect to 3D print in 5 years

Mechanical and Plant

Pharma and Medical 7% 16 %

Consumer goods, Wholesale 3%

Very likely Likely

*N=900 companies, EY global 3DP study, April 2016

A r e t r a n s p o r t a t io n a n d w a r e h o u s e s factors will significantly influence logistics and

Logistics and Transport 15,6 % H o w 3 D P c a n a f f e c t w h o le s a le a n d r e t a il

*N=900 companies, EY global 3DP study, April 2016

With 3DP technologies, companies have a new

Likelihood that company will use 3DP

Automotive and Aerospace 6% 18 %

Mechanical and Plant

Consumer goods, Wholesale

Very likely Likely

*N=900 companies, EY global 3DP/AM study, April 2016

P la y e r s a n d m a r k e t s h a r e s further in importance, since within five years 41%

3DP service providers deliver ready-to-use 3D

already in 3DP business. investors were already in the 3DP business, 10

reflecting the strong consolidation pressure in 5

Most financial investors in the 3DP industry are

We believe the consolidation trend will continue, 10 4

players. This trend will probably intensify after 6 3

New players are entering competencies into their company.

In d u s t r y d e v e lo p m e n t a n d o u t lo o k Future developments will bring new movements

1,5 2,1 2,9 3,8 4,2

Upper boundary market forecast Lower boundary market forecast

EYs 4-Phase approach to 3DP

Supply chain & 3 D P im p le m e n t a t io n

Companies with no experience of 3DP often Based on a companys current operational

Ernst & Young GmbH

Phone +49 160 939 18800