ACADEMIC JOURNAL OF MANUFACTURING ENGINEERING, VOL.

19, ISSUE 1/2021

SUPPLY CHAIN MANAGEMENT: IDENTIFYING PROMISING

SITES FOR ESTABLISHING A 3D PRINTING SERVICE
Railana MORAIS1
Author affiliation and contact information (Style Author affiliation, Times New Roman, 10 points, centered, italic)
1
Universidade Federal de Goiás – Goiás
E-mail:railanamorais@discente.ufg.br

ABSTRACT: The Fourth Industrial Revolution integrates virtual and real-world production.
Additive manufacturing exemplifies this by 3D printing from virtual designs, gaining recognition
in Brazil. This study proposes 3D printing service locations. We follow a four-phase framework
by Chopra and Meindl for supply chain projects. Strategic planning covers the initial phases.
We analyze factors for the third phase. Goiânia, Brazil, with tax incentives and infrastructure, is
our case city. We assessed local infrastructure for 3D printing with Selective Laser Sintering. We
identified 16 potential locations for a future facility using mathematical programming.
KEYWORDS:Logistics network; Infrastructure planning; Facility Location;3D Printing
a maximum five keywords that reflect the subject of the paper (Body Text Indent, Times New
Roman, 11 points, italic, justify)
can hinder investments (de Souza Dutra, 2022).
Initiating such a venture strategically is complex,
1 INTRODUCTION and according to Chopra and Meindl (2016),
The introduction will contain the general deciding the optimal locations for 3D printing
aspects of the research, the objectives and the shops/industries represents a crucial strategic
methodology. The text style is Normal, written in choice. Supply Chain innovation and Total
Times New Roman font, 11 points, justified and Quality Management (Mehregan et al. (2023),
with a 5-mm indentation on the first line. information Techology (Alghofeli, 2023) and
Conner et al. (2014) define additive resilience management (Kovačić, 2023) positively
manufacturing, or 3D printing, as the layer-by- affects competitive advantage and firm
layer deposition of material for part production, performance. Chopra and Meindl (2016) propose
distinguishing it from subtractive, formative, and a four-phase framework for designing a supply
joining processes. Ferreira et al. (2020) link it to chain's physical network to aid in this process.
Industry 4.0, termed "Smart Grids" in the The framework has a top-down structure, ranging
electrical industry by de Souza Dutra (2023). CNI from strategic to operational decisions.
(2016) notes its growing significance in This paper aims to apply the third stage in
applications like toy production, the Chopra and Meindl framework to incorporate
dental/orthopedic prosthetics, and educational a additive manufacturing factory/store into its
tools. respective supply chain. Specifically, it focuses on
The Brazilian market holds promise for a case study that considers strategic decisions like
additive manufacturing's growth, even during product definition, market research, facility
economic crises, per Estadão (Dino, 2019) and layout, and production flow. The third phase of
Veja (Schlindwein, 2020). Schlindwein (2020) the framework suggests potential facility
predicts a 49% adoption rate of 3D printing in locations, emphasizing an analysis of
Brazil by 2022, with sectors like transportation infrastructure suitability and production methods.
(61%), chemicals and biotechnology (58%), oil Infrastructure encompasses
and gas (57%), and healthcare (53%) leading the interconnected systems and objects like
way. Dino (2019) adds that food, aerospace, and structures, infrastructure, machinery, and
fashion industries also contribute to additive amenities crucial in the context of economy, the
manufacturing's expansion. state, and its citizens (Nascimento et al., 2023).
Exploiting this growth, entrepreneurs may Production methods, as defined by Chopra and
aspire to venture into additive manufacturing. Meindl (2016), result from the combination of
Modernizing the procurement of machinery and machinery attributes and the skills of personnel in
equipment is indispensable for businesses (de executing production processes.
Souza Dutra, 2015), but insufficient information
 This article aims to evaluate potential sites in
the Goiânia metropolitan area for a company in
the additive manufacturing sector. It will focus on
assessing suitable production methods, required
infrastructure, and constraints set by the
organizational strategy to recommend potential
locations for 3D printing operations.
2 LITERATURE REVIEW
The text will be written with the normal style
with a 5-mm indent on the first line, single line
spacing. The font is Times New Roman, 11 pt.
Please do not add empty rows before of after
chapter titles, unless required (if the title is at the
bottom of the page).
As per Chopra and Meindl (2016), in phase
III of their framework, analyzing infrastructure
factors and production methods is essential to
fulfill the requirements of a potential location
suggested in this stage, which will then selected
by facility location algorithms (Ferreira, 2022).
A few of these elements pertain to the
region's infrastructure facilities, which is
determined in earlier phases of the framework.
These include factors like access to transportation
services for products distribution, closeness to
harbors, air terminals, and roadways, access to
telecommunication services, transportation for
employees, and the presence of existing or
potential warehouse facilities. Other factors relate
to production methods, such as employee skills,
workforce turnover, community receptivity to the
facilities, and response times at the facilities.
Evaluating these factors is crucial to guarantee
that the recommended sites align with both the
business needs and the chosen production
methods (Chopra and Meindl, 2016).
Considering this, we will now discuss three
critical aspects related to additive manufacturing
operations, as outlined by Ryan et al. (2017):
customer participation in the manufacturing
process, facility allocation, and manufacturing
methods operations.
2.1 Customer participation in the
manufacturing process
Ryan et al. (2017) classifies the extent of
customer participation in product manufacturing
into six groups, based on the point in the supply
chain where customization occurs. These
categories apply to situations where
customization happens either in the ultimate
distribution stage (Stock-to-Ship (STS) or at the
beginning of the manufacturing process
(Engineer-to-Order - ETO). Figure 1 provides an
illustration of these six supply chain structure
categories and their relationship to customization.
Figure 1: Categorization of Processes Based on Customer
Engagement. Source: GOSLING et al. (2007) apud RYAN et
al. (2017).
Figure 1 depicts a continuum of
customization, with higher customization levels
entailing increased customer involvement, even
from the initial production or design stages. In
this figure, ETO represents the highest
customization level, while STS deals involving
more standardized products. The dividing line in
Figure 1 illustrates the point where customer
influence begins.
Sen et al. (2021) characterize these
classifications as follows:
- Engineer-to-Order (ETO): Unique items
with demand fluctuations, specific inputs, and
long lead times.
- Make-to-Order (MTO) / Buy-to-Order
(BTO): Items utilize common raw materials, and
customers have the option to specify their
preferences with slightly shorter lead times
compared to ETO.
- Assembly-to-Order (ATO): Components
are manufactured without customer specifications
but are assembled according to customer
preferences, offering shorter lead times.
- Make-to-Stock: Demand forecasts are
crucial for determining inventory levels in
standardized product supply chains, with a focus
on reducing excess inventory.
- Ship-to-Stock: Standardized products
are allocated to fixed destinations.
These categorizations can be applied not
only to processes but also to consecutive supply
chain operations. As an illustration, consider
Ikea's supply chain falls within the ATO category
(Ikea, 2022).
Ryan et al. (2017) emphasize that a part
of additive manufacturing's primary advantages is
its exceptional flexibility, capable of meeting each
customer's specific requirements. While 3D
printing technology finds successful application
within supply chains like MTO (SCOTT and
HARRISON, 2015) and even Make-to-Stock
(MTS) (EYERS et al., 2018), most of studies
focus on ETO chains. Adopting a chain model
such as ETO inherently entails various production
method characteristics, thus contributing to the
definition of 'Production Methods,' an input
suggested by Chopra and Meindl (2016) in the
logistical network design process.
Gosling and Naim (2009) propose that
Lean production aligns well with ETO supply
chains, emphasizing the production of only
customer-demanded items. They argue that lean
effectively reduces waste, particularly related to
inventory management and overproduction. In
addition, Lean may help with visualization
(Cordeiro Júnior, 2022).
2.1 Plant Distribution
Ryan et al. (2017) highlights that
literature considers that the spatial distribution of
3D-printed parts manufacturing facilities presents
various potential configurations. These range
from home consumers utilizing personal printers
for custom items to large nationwide factory
operations. The distribution of these factories is
shaped due to various supply chain decisions
spanning strategic, tactical, and operational
levels.
The physical distribution of plants is
determined by the company's reach and strategy.
A nationally reaching factory may have higher
logistics costs but can achieve economies of scale
and offer competitively priced products.
Conversely, a nearby factory might incur reduced
distribution expenses, and provide faster service
but could face higher production expenses,
affecting product prices. The choice of factory
distribution mode (along with associated
production systems) also plays a role in defining
'Production Methods,' aligning with Chopra and
Meindl's (2016) framework for devising a
logistical network.
Sá et al. (2022) detailed three main
technologies and three types of additive
manufacturing operations. The writers found that
Stereolithography is particularly suitable for
prosthetics due to its lower resolution capability
and reasonable material quality, which makes it
well-suited for highly detailed objects.
For both Ryan et al. (2017) and Sá et al. (2022),
three types of production operations in 3D
printing are recognized: a) Factory which
encompasses high-volume production of
standardized products with specialized equipment
and operators who are skilled and specialized in
its utilization; b) Job Shop, with low-volume
production occurs using more expensive, high-
quality equipment, typically operated by
specialists; and c) Craft which is often operated by
the customer, for limited-scale production. For the
company case in this paper, Job Shop is
suggested.
3 METHODOLOGY
This Qualitative case study carried out
with the Brazilian small and medium-sized
enterprise "PRO3D", employed data gathering
methods such as observation, documentation,
empirical research, and literature review. The
study's primary focus is to assess elements
outlined in the third stage in Chopra and Meindl's
supply chain network design framework. The
objective is to mitigate investment hazards for the
firm as it ventures into offering additive
manufacturing services for orthopedic and dental
prosthetics. This analysis centers on facilities and
manufacturing techniques, as per Chopra and
Meindl's (2016) definition.
To assess supplier availability, we first
examined the enterprise's strategic plan for
mentions of input suppliers required for a 3D
printing facility in the Goiânia metropolitan
region. In cases where the plan lacked this
information, we utilized Google Maps to identify
local 3D printing input suppliers in the Goiânia
metropolitan area.
Regarding transportation services for the
product, we assess the suitability of transportation
modes for both input materials and the final
product by considering supplier and customer
locations. We begin by identifying any unique
transportation requirements for the raw materials
and the final product. Then, we compile a list of
vehicles that fulfill these requirements. Finally,
we verify the availability of such vehicles in the
metropolitan area of Goiânia.
Within this study, proximity to ports,
airports, and highways is determined by
measuring the distance between the study region
and these transportation hubs utilizing the
distance calculation tool within "Google Maps".
Following this, a concise assessment will be
conducted to highlight the significance of being
close to ports, airports, and highways.
 Assessing the enterprise's production potential customer locations, anticipated demand,
flow, we analyzed the required communication and the organization's network design type.
services for employees. Subsequently, we Prior to this work, we conducted a
investigated whether any communication strategic evaluation of the company using Phase I
companies provide these services and conducted a of Chopra and Meindl's (2011) supply network
price analysis for such services. framework. The assessment integrated data from
To assess transportation options for applied and literature research, emphasizing
workers, we checked the website of the company crucial business aspects and aligning theoretical
managing public transportation in the Goiânia strategic concepts with the real-life situations in
metropolitan region. Additionally, we examined the Goiânia metropolitan area.
the availability of warehouses, either built or The organization's items include
potential sites, through local real estate agencies orthopedic and dental prostheses, primarily
and virtual street visits using the "Google Street" intended for the public health system. Anticipated
tool within "Google Maps" in the Goiânia customers include medical testing facilities,
metropolitan area. clinics, and hospitals. Initially, we identified 12
Labor force turnover is the regular sub-areas with potential clients’, as depicted in
replacement of some workers through layoffs and Figure 2.
new hires within a specific timeframe, quantified
by the turnover rate or simply "turnover." We
estimated workforce turnover by reviewing the
literature and establishing a link between
turnover, as viewed by an Human Resource (HR)
consulting agency, and the competencies required
for the company's production processes.
In this paper, "community receptivity"
refers to how the community perceives the
establishment of a new company nearby. We will
utilize "Google Maps" to identify existing
Figure 2: Prospective clients. Source: Google Maps.
factories in the Goiânia metropolitan region and
Within these 12 sub-areas with
examine any available evaluations or opinions
prospective clients, Sá et al. (2022) estimated the
from residents and visitors to these locations to
total monthly requirements, as presented in Table
gauge community sentiment.
1.
Response time is defined as the sum of Table 1. Projected demand for each sub-area of potential
the delivery time from the input supplier and the customers.
printing process duration. To estimate this Prospective sub-area
Monthly requirements
measure, we carried out empirical research with (minimum, mode,
customers
maximum)
potential suppliers to ascertain their lead times
D1 (18,25,48)
and used competitors' data to approximate 3D D2 (15,20,24)
object printing times. D3 (31,35,42)
In this document, essential competencies D4 (15,22,30)
are described as the technical and interpersonal D5 (0,17,20)
D6 (5,40,81)
abilities required by employees to perform their
D7 (12,35,49)
roles effectively. We conducted an analysis of D8 (15,19,33)
production flow activities to identify the D9 (0,8,12)
knowledge needed for each task. Additionally, we D10 (10,30,66)
determined job profiles through consultations D11 (15,40,58)
with expertise HR firms. D12 (10,30,46)
Source: Sá et al. (2022).
Three 3D printer suppliers were
4 Results and discussion identified, which are listed in Table 2 and its
4.1 Strategic overview of the organization location shown in Figure 3. Notably, 3D printer
suppliers are situated in states other than the
This section offers a strategic overview of intended location for the 3D Printing Company.
the company in study, supporting the analyses Table 2. Assembled 3D printer factories.
conducted in this paper. We will provide brief Shop City
descriptions of the product, supplier locations,
3D Lab Betim
layout, production flow, production technologies,
3D Criar São Paulo
 Florianópoli
FilipeFlop
s

Figure 3: 3D printer assembly facilities. Source: Google

Maps.
In this paper, strategic decisions made by
the company provide guidance on establishing the
production flow and the layout for the enterprise.
The chosen layout is a functional layout, as
depicted in Figure 4. Figure 6: Input Suppliers for 3D Printing Services. Source:
Google Maps.

Table 3: General details from 3D printing service suppliers.

Shipping or delivery time
(working days)
Expr Stand Expr
Latitude
ess ard ess
and
Supplier
Longitu
Post Post Post
de Offic Office Offic
e Servi e
Servi ce Servi
Figure 4: Layout the Facility Layout for 3D Printing Parts ce ce
Manufacturing.
-16.70 x
Figure 5 illustrates the physical network Fast Cril
-49.27
7 10
model for the supply chain, with the retailer
symbolizing the enterprise facility. Astroscienc -19.76 x -
6 10
e 3D 47.93

-19.92 x -
Quanton3d 3 7 6
43.95

-19.88 x -
3D Fila 5
Figure 5: The Proposed Physical Network Model. 43.96

4.2 Production Techniques and Escolha 3D

-19.85 x
5 11
Infrastructure -43.89

Regarding inputs, a Google search for Triadimensi -19.93 x

"resins for 3D printing" was conducted, revealing on -43.95
the 20 Locations nearest Suppliers for Goiânia, as
shown in Figure 6. Only one supplier is in
Goiânia, with the majority situated in São Paulo 3D LAB
-19.95 x -
4 8 6
and Belo Horizonte. Additional information about 44.07
these suppliers is available in Table 3.
 In this initial phase of business
19.96 x -
Cubo 3D 5 9 9 implementation, there's no intention to engage
44.06
with international suppliers. Yet, in a future
3D context where there might compete effectively
-23.47 x - benefits of importing inputs or exporting
Application 3 10 5
46.54 products, the use of ports and airports could
s
become necessary. The distances to these facilities
-
Red
22.99367 2 6 5
are outlined. As shown in Figure 7, Goiânia is
Resinas situated approximately 1000 km from the nearest
81,-46.84
port. Concerning airports, the farthest location on
ARTBOX3 -23.69,-
the outskirts of the Goiânia metropolitan area is
3 9 9 37.2 km from the nearest airport in the region, as
D 46.71
depicted in Figure 8. When it comes to highway
-23.30 x - proximity, Goiânia, a city intersected by
3D Prime 2 7 6 approximately 10 highways, offers notable
46.61
accessibility.
Due to the restricted availability of local
suppliers, it's likely that purchases from other
states will be necessary. Therefore, it's essential to
consider potential input storage for freight
consolidation in the future, potentially reducing
response times. The delivery time, influenced by
service type, can impact response time and
logistics costs, with faster services being more
expensive.
The assessment of transportation services
for the product is founded on the requirement for
ensuring protection during transit. Since the
business deals with solid material prosthetics, any
vehicle can be employed to transport the product
to customers. Consequently, for transportation,
one can opt for product delivery applications like
Uber or utilize independent transportation
services.

Figure 8: The distance from the farthest outskirts of the

Figure 7: Goiânia to the Port of Santos distance. Source:
Google Maps.
metropolitan region of Goiânia to the nearest airport in the
area. Source: Google Maps.
When assessing the production flow, it
becomes evident that the necessity is limited to
essential communication services, like mobile
phones and internet access. These services
facilitate interactions with other components of
the supply chain for tasks such as receiving
requests, reaching out to clients, and procuring
necessary inputs. While a small number of
suppliers utilize Electronic Data Interchange, e-
commerce serves as the more prevalent means of
communication. Basic communication services
encompass a range of essential communication
tools and utilities available exclusively in Goiânia
through businesses like Algar, LinQ, and Vivo
providers. Information on their websites indicates
that these services are not widely available in
neighboring municipalities. Service rates for
Goiânia are outlined in Table 4.
Table 4. Pricing for communication services offered by
several companies serving the metropolitan region of
Goiânia.
Monthly cost of internet service
Company packages based on broadband speed
(R$).
300 MBs 600 MBs 1000 MBs
Algar 109.90* 129.90* 239.90*
LinQ - 119.99 179.99
Vivo 119.99* 159.99* - erode trust, and lead to task misalignment,
* Unlimited mobile telephony included.
As a result, internet and mobile phone
services are anticipated to be accessible
throughout the metropolitan region. Algar's 600
MB service is considered the most cost-effective
choice, considering the enterprise's
communication needs.
Regarding transportation, both public
transportation services, as depicted in Figure 9,
and individualized public transportation services
provided by both Uber and taxi drivers are
available.
Figure 9: Illustrating the presence of public transportation in
the metropolitan area of Goiânia. Source: RMTC (2022).
Regarding storage facilities or potential
construction sites, the intention is not meant to
maintain elevated stock quantities at the outset.
Storage within the production facility suffices.
However, for future business expansion, larger
warehouses may become necessary. Through
consultation with the real estate agency Viva
Real, it was found that there are 3,351 plots of
land available for sale and 173 warehouses for
rent in the metropolitan region of Goiânia,
providing options for warehouse-type facilities.
Employee turnover poses a potential
business challenge. Data from the Radford Global
Technology Survey cited in Pieczynski (2016)
indicates that between 2012 and 2016, Brazil
experienced a reduction in overall workforce
turnover, decreasing from 18.9% to 12.8%,
surpassing Argentina and Mexico. However,
when specifically examining sales staff in the
technology sector in Brazil, turnover increased
from 14.6% in Q1 2012 to 17.6% in Q1 2016.
According to HR consultancy Gupy,
turnover is often driven by factors such as job
descriptions not matching the actual tasks,
insufficient feedback, lack of a career path, a
hostile work environment, ineffective leadership,
and recurring routines (Dias, 2022). Inaccurate
job descriptions can result in transparency issues,
causing friction and mismatches in expectations
between employers and employees (Dias, 2022).
Employees typically aspire to enhance
their competencies to assume roles with more
responsibility and fresh challenges. Consistent
feedback aids in rectifying potential
developmental errors. When a manager fails to
provide feedback or, worse yet, issues baseless
demands or fails to clarify expectations,
employees may become demotivated and perform
their tasks negligently. Over time, this can lead to
a rise in resignation requests as employees seek
opportunities that prioritize their professional
growth and recognition (Dias, 2022).
The absence of a career development plan
is problematic as it provides employees with little
incentive to strive for better performance. This
issue is compounded if promotions within the
organization rely on favoritism, family ties, or
emotional bonds. To mitigate emotional
connections, organizations can create an
institutional chart to clarify job hierarchies and
establish internal promotion policies or
recruitment procedures that promote meritocracy
(Dias, 2022).
Poor leadership significantly contributes to
turnover rates within a company. Leadership style
heavily influences engagement and retention.
Overly authoritarian leadership often results in
negative outcomes. To prevent such
consequences, it's crucial for leaders to
understand each employee's qualities and
limitations. This knowledge enables leaders to
effectively tailor expectations and demands
related to each individual's contributions.
Creating individual profiles helps leverage their
strengths and address weaknesses to benefit the
company (Dias, 2022).
Repetitive routines pose a challenge, as
monotonous daily tasks can lead to employee
exhaustion and prompt departures. Keeping
employees on the same tasks without challenges
or learning opportunities for extended periods,
such as two or three years, often leads to turnover.
This situation can result from a manager's comfort
or a company's lack of planning regarding job
rotation or educational opportunities (Dias, 2022).
 In the case of the organization being
analyzed, considering insights from Pieczynski
(2016) and these common factors contributing to
high turnover, it becomes apparent that certain
issues have more supervisory, like the absence of
input or feedback, ineffective leadership, and an
unfriendly atmosphere, potentially causing
addressed through training or changes in
managerial processes. Conversely, other causes
are more systematic, including repetitive tasks
and the absence of a well-defined career path.
Assuming that a novel 3D printing service
venture would have a lean hierarchical structure
where few employees handle multiple roles (e.g.,
a buyer also working in sales), routines could be
diverse. In contrast, larger enterprises may offer
job rotation but have fewer flexible routines due
to specialized departments. Hence, in the
company being examined, it seems that there is a
trade-off between specific turnover factors.
Despite the potential for a significant
level of turnover, the business may enjoy
favorable community receptivity. A Google search
revealed nine competing companies in Goiânia.
Reviews on Google primarily focus on the
services provided by these companies, with no
community complaints regarding inconveniences
caused by the stores. Hence, it is anticipated that
our business will be well-received by the
community.
Regarding response time, empirical
research with suppliers (Table 3) indicates ensure
that the maximum supply delivery time is no
more than 11 working days. To estimate printing
time, nine 3D printing service providers in the
Goiânia metropolitan area surveyed concerning
the timeframe required to fulfill a 3D printing
request for dental and orthopedic prostheses.
They all indicated that the time to print all
components needed for a single prosthesis is one
day, once the computational design is complete.
Consequently, the anticipated response time is
approximately 12 working days.
Concerning time taken for computational
design modeling (time to market), it was found
that this duration can vary depending on the
object's level of detail. For prostheses, the
companies reported modeling times ranging from
one to three weeks for all components of one
prosthesis.
The necessary skills for the business
primarily revolve around soft skills. When
reviewing the workflow for a 3D printing service
enterprise, it involves tasks such as order
requests, computational project creation, and
actual printing. Consequently, essential positions
would include a manager, an assistant, and a
designer. The manager and the assistant share
supervise procurement, customer acquisition, and
operations. The designer, who could be an
independent contractor, would be responsible for
creating computer modeling projects.
Regarding labor for 3D printing computer
modeling projects, the situation is advantageous.
Although there are a limited number of
experienced professionals in the market, the
modeling and printer operation skills do not
require an academic background. Online courses,
available for less than R$30.00, with
approximately 8 theoretical hours on platforms
like Udemy, make it accessible for individuals to
learn quickly and affordably. Furthermore, there
are online repositories like Thingverse, Thangs,
and Youmagine that provide pre-made computer
models for various objects, simplifying the work.
As per Glassdoor, the salary of a Print Solution
Electronics Technician working at competing
companies ranges between R$1,500.00 and
R$2,000.00, indicating that labor costs for skilled
employees in this field are not excessively high.
Communication skills are vital for the manager
and assistant positions, and training should be
designed to accommodate individuals without
higher education, thus minimizing payroll
expenses. According to Glassdoor, salaries in
competing companies range from the legal
minimum wage to R$2,500.00. In conclusion, the
required competencies do not pose a limiting
factor for a 3D printing enterprise operating in the
metropolitan region of Goiânia.
4.3 Potential Sites
Based on the partial results mentioned
earlier, a list of potential sites for 3D printing part
factories was compiled. The selection criteria
include the ability to supply the specified product
to potential clients and the potential for additional
advantages, such as high foot traffic or lower
rental costs. These locations are depicted in
Figure 10, with red markers indicating possible
sites in Goiânia and black markers indicating
potential sites in Aparecida de Goiânia.

Figure 10: Proposed prospective sites for establishing a 3D
printing facility. Source: Google Earth.
Red markers are in regions with high
circulation of people, being some of them in the
health zone of the city. Black markers are located
near hospitals and medical clinics.
5 CONCLUDING REMARKS
In the promising Brazilian additive
manufacturing market, this study focuses on
suggesting potential locations for a 3D printing
service venture. Following Chopra and Meindl's
four-phase framework for supply chain network
projection, this case study specifically applies
phase III to facilitate the establishment of a 3D
printing plant in the Goiânia metropolitan area.
This involved empirical and bibliographical
research to assess local infrastructure and
manufacturing processes for a shop specializing
in 3D printing processes technology.
Results indicated that out of the 16
nearest input service providers for 3D printing in
the Goiânia metropolitan area, only one is located
within Goiânia itself. A significant number of
these suppliers are in São Paulo and Belo
Horizonte.
The required skills for the business
encompass technical proficiency in computer-
based object design for printing, along with
managerial and communication capabilities for
public interactions. Training employees to acquire
these competencies can be done cost-effectively
to streamline the recruitment process. Employee
turnover may occur, potentially due to routine
repetitiveness or limitations in career
advancement based on business size.
Additionally, public and individual transportation
options are available for worker commuting
within the studied region.
The studied region is situated within 40
km of an airport but approximately 1000 km from
the nearest port. In contrast, it benefits from
access to 10 federal highways, facilitating
efficient road transportation. Essential
communication services, comprising mobile
telephony and internet services, are accessible at
monthly rates that are approximately 10% of the
Brazilian minimum wage. Over 3000 plots of land
are accessible for purchase, offering potential for
storage facilities or other properties, along with
over 150 storage properties for lease. Moreover,
absence of indication of negative community
receptivity to the enterprise.
Based on the empirical evidence, 16
promising locations have been chosen as potential
sites for a new 3D printing facility to enhance its
chances of success. These locations could serve as
input for future work involving mathematical
programming to determine the optimal facility
location.
6 ACKNOWLEDGEMENTS
Any acknowledgements would be written in
this section.
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SCM practices in Competitive Advantage and Firm
Performance: A Mediating Role of Supply Chain Acc = area of core concrete;
Innovation and TQM. Technical Journal. v. 17, n. 4, p. At = total area
516-523 Apr. https://doi.org/10.31803/tg-
20221223200658.
2