Introduction

Even considering all the various materials, processes, design considerations, and certification/qualification details, the business of AM could be the domain’s most challenging aspect. Being able to seize on the disruptive nature of AM in an effective, revenue-positive manner is essentially what will define its success. It is said that innovation isn’t innovation until “someone writes a check for it”. The bar is quite high here, because not only does it need to be creative or inventive, it doesn’t become innovative until people are buying it and using it in commercial practice.

Because AM is disruptive, it can create opportunities in higher performance, lower cost or schedule benefits. We will use these three project management criteria throughout the chapter, also known as the project management triple constraint. In project management teachings, you can choose one, optimize for the second and the third must float. Trying to achieve more than one has rarely proven to be successful.

Thinking about the business of AM will create conversations around how AM should be adopted in a business. What is the role of design led thinking? Do you have the necessary skills? Are you a parts manufacturer today and should you make AM parts or design them and have them made? Are you a consumer of AM parts in assembly? What do you need to know to specify them and integrate them safely?

We will review the business case(s) for AM and offer suggestions on ways to monetize the flexibility created by AM through a deep understanding and appreciation of the cost drivers of AM. The cost drivers create opportunities when truly understood. They also become integral in making a business case for AM, or even choosing the right form of AM for the requirements.