O artigo continua com um exemplo já conhecido aqui do blogue, a Local Motors (postal de 2012, outro de 2016 e outro de 2017).
"A small U.S. startup called Local Motors offers an intriguing glimpse into the future of manufacturing. The company manages five so-called microfactories around the world, which primarily use 3D-printing equipment to produce such modern-day curios as Olli, a self-driving shuttle bus with IBM Watson artificial intelligence that can be hailed via a smartphone app and follows voice instructions; a cargo-carrying drone for Airbus dubbed the Zelator; and the world’s first 3D-printed car, the Strati — road-worthy if not a speedster — built live in 44 hours at the International Manufacturing Technology Show.Conseguem imaginar como isto vai mudar o paradigma económico? Conseguem visualizar o fim do mundo criado pelo século XX?
But the 3D-printing aspect of Local Motors’ business model is just a small part of what makes this company worth examining. The company is also crowdsourcing production designs from a network of global participants,
As the microfactory concept evolves, Local Motors will build new plants wherever its customers are located, and each manufactured item will effectively be one of a kind, built to suit the tastes and requirements of individual consumers. Scale is replaced by potential savings from engineering, design, parts, labor, and efficiency in a 3D microfactory. Local Motors describes this approach as making money from scope. In other words, it offers useful, attractive, bespoke products to customers who are within shouting distance of its factories, at a price that matches the distinctive value of the item.
Local Motors is still a nascent business — and may or may not ultimately succeed — but at its core it reflects a vital shift in production dogma that manufacturers of all sizes will have to reckon with in the coming years. After decades of chasing lower production costs and scale by extending factory footprints and supply chains deeper into emerging nations and distributing products around the world in huge quantities over complex logistics networks, manufacturers are finding that their globalized approach is losing its viability. In particular, their centralized management structure, lengthy supply chains, lack of product variety, and long shipping times are impeding regional agility — and, in some cases, placing them at a disadvantage to local competition.
Instead, the new strategic archetype for successful manufacturers will be based on a relatively simple idea: The most efficient manufacturing setup is the one that makes goods in appropriate volumes to meet demand at the point of demand, with plenty of room for local and individual customization. Much of this concept will be driven by advances in technology — 3D printing, factory innovations, e-commerce, data analytics, and the Internet of Things, to name a few
Moreover, the impact of the point-of-demand model will not be limited to the business-to- consumer environment. Suppliers in the business-to-business realm will also be under pressure to improve responsiveness as part of the campaign by their customers — that is, manufacturers — to shorten the value chain and more proactively serve the end consumer.
The implications are problematic for some companies: Manufacturers that are today highly invested in a global factory network of multiple large centralized plants, managed by traditional operating systems, organizations, and processes, may find their business models becoming obsolete faster than they ever expected. [Moi ici: Recordar esta reflexão de 2014] However, the nimblest manufacturers stand to reap significant gains from this new model. As their supply systems become more responsive and as customer demand becomes less of a guessing game, inventory inefficiencies and the carrying costs of warehousing products in bulk — only to ultimately jettison some of them as dead stock — will decline. In addition, savings will be generated by the reduction in expensive long-range production planning and supply chain management. And for companies able to outpace rivals in producing products that are best suited to customer needs — making these items available when customers want them — sales margins should rise markedly."