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The emergence and application of 3D Printing (3DP) is changing the way products are developed and reach the customer, allowing for unprecedented customisation options. Past research has focussed on the modus operandi of the technology, providing indications for wider future adoption. 3DP is predicted to complement current production processes and is anticipated to have a profound effect on the value chain and, therefore, on supply chain (SC) management. Management-related 3DP research has, however, been largely fragmented in terms of analysing the strategic deployment of 3DP and the corresponding effects on performance objectives. The aim of this paper is to identify, define and exemplify typical 3DP deployment strategies pursued.

The approach taken is a critical literature review, synthesising and interpreting past research on cross-industry deployment of 3DP, including illustrative examples. This enabled the development of a framework of current stage knowledge.

Building on past research, the authors propose a conceptual framework to be used as a classification system for 3DP operations, based on process and SC level configurations across different industries. They discuss the potential impact on operations performance objectives and then highlight research gaps, proposing specific research avenues to enhance understanding of the effects of 3DP adoption on SCs.

The proposed framework outlines strategic guidelines for 3DP and provides practitioners with the range of strategic options available for 3DP deployment and anticipated impacts on performance.

The framework can be used to map 3DP deployment at an operational level and identify the likely impact on performance objectives. Relevant implications and a future research agenda are explored.

The purpose of this paper is to identify challenges faced by industrial firms at different phases of adoption of 3D printing (3DP), and outline how 3DP service providers can help address these challenges.

Separate interview questionnaires for 3DP users and 3DP service providers were used to conduct semi-structured interviews.

The key 3DP adoption challenges are as follows: creating a business case; difficulty in using different materials; optimising the process for specific parts; lack of “plug and play” solutions offered by equipment manufacturers; limited availability of training and educational support; poor end product quality; machine breakdowns; and high cost of maintenance and spare components. Using the theoretical lens of the technology acceptance model, results show a lack of ease of use and technological turbulence impact companies’ decisions to adopt 3DP. 3DP service providers can indeed attempt to alleviate the above challenges faced by customers through providing multiple 3DP services across different stages of adoption.

Future research should examine the role of 3DP equipment manufacturers and design and modeling software solutions providers in improving adoption and how 3DP equipment manufacturers could develop into more integrated service providers as the technology advances.

Service providers can help customers transition to 3DP and should develop a portfolio of services that fits different phases of adoption.

The paper outlines how 3DP service providers can help address customer challenges in adoption of 3DP across different stages of adoption.

As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016).

The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background.

Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness.

This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

The purpose of this paper is to identify and prioritise social responsible mechanisms in apparel supply chains to extend social responsibility from large retailers in developed countries to producers in developing nations.

A framework that consists of supplier qualification and supplier relational mechanisms as two socially responsible mechanisms, with five factors and 18 dimensions is proposed. To prioritise the dimensions, analytic hierarchy process is employed by using a case study methodology of a major Australian retailer sourcing from Bangladesh manufacturers.

Results indicate that at the mechanism level, both retailer and manufacturers perceive qualification of manufacturer as by far the most critical element compared to the relational mechanism. However, substantial differences exist at the factor level; namely, that the social factor is critical for the retailer, whereas the economic factor is critical for the manufacturer. Within the relational mechanism, evaluation helps retailers to enforce social responsibility, while manufacturers believe collaboration helps.

The major limitation of this study is the generalisation of the findings. The results obtained by focusing on a particular context in the Australian retail sector importing from Bangladesh, may not be applicable to other nations.

By highlighting the difference of opinion, this study assists managers in developing guidelines to better understand the socially responsible mechanisms in the retailer-manufacturer dyadic relationship and to propose strategies to address the differences.

This study advances the literature on inter-organisational relationship to retailer-manufacturer dyad for the implementation of social responsibility by including supplier qualification along with supplier relational mechanism.

The purpose of this paper is to identify and classify the available types of 3D printing services, with the scope of determining the potential implications that such services could have on the supply chains of manufacturing firms and creating a research agenda for future studies.

The authors review the current literature on the potential supply chain impacts of 3D printing and evaluate the 3D printing services provided by 404 firms in selected European markets.

The results show that 3D printing services form a rapidly evolving industry, with new service providers entering the market on a regular basis. Evidence from the European markets investigated suggests that services can be classified into three distinct categories: generative, facilitative and selective services.

This paper represents an attempt to take stock of a fast-moving and potentially paradigm-shifting market. The implications are dynamic as new applications, business models and techniques are continually being developed. Further studies are required to substantiate the findings.

Three categories of 3D printing services that could significantly impact supply chain configurations of the future are proposed. Several issues specific to 3D printing services raised in the research agenda require further scrutiny and substantiation before services can reach their full potential.

This paper provides an overview of the growing 3D printing services industry, highlighting how the market might change as additive manufacturing technology matures.

The purpose of this paper is to update the Team Performance Management (TPM) readership on the development of the journal since the first review article was written in 2007.

Each of the 136 articles published in the journal between 2007 and 2012 were analyzed to identify interesting trends and patterns.

The USA still holds the top positions in terms of the largest number of published articles, and a total of 28 countries are represented by first author affiliation. Academic first authors have increased from 69 to 92 percent since the 2007 analysis. Of the total articles published from 2007-2012, 32 percent of the articles are single authored, while 35 percent are double authored. The majority of the authors published just once in the journal (84 percent) during that period. The publication of research articles has increased from 55 to 67 percent. The most popular article achieved 4,310 downloads.

This study is not a rigorous statistical analysis, but rather seeks to provide an update on the 2007 analysis, with a review of the last six years' articles published in the journal. As before, only the first author's details were used for the analysis, which may have caused a slight bias in the findings.

This article provides a quick guide in terms of the types of articles published in TPM during the last six years and with the 2007 article, gives an overview of the journal and team performance management research in the last 18 years.

New product development (NPD) has become critical to the growth and future prosperity of organisations. This research therefore sought to determine the need for performance measurement during the NPD process and reveal measures currently used, where future requirements lie and where improvements can be made.

First, a theoretical model was developed that sought to capture the major factors for measuring NPD performance. This meant reviewing the existing body of work and using a combination of quantitative and qualitative methods to collect information from practitioners. Questionnaires were sent to manufacturing organisations, and ten participants were selected for further investigation. The resulting model describes steps that a company should follow when introducing and managing a performance measurement system for NPD. Five years later, a follow‐up questionnaire was carried out with a similar group of companies, which allowed the authors to test and then refine the model.

The results indicate useful guidelines for managers, including: ensure that transparency of measures at the individual project level is high; move product development performance up the corporate training agenda; and concentrate on the core processes first.

The performance measurement model proposed here can be used as the basis for developing an NPD best practice audit across the company, with a view to benchmarking against suppliers, competitors and/or industry best practice.