Abstract
This thesis uses BCG Matrix and SWOT methods to study and analyze the enterprise challenges and strategies after the revolutionary boom of the 3D printing technology three years ago. Digital-can, a company with over 10 years of service in the industry, serves as a case study. Motivation for this research began in March 2012 when the United States federal government announced an investment of one billion to promote a national network of manufacturing innovation. President Barack Obama advocated for reviving the American manufacturing industry with additive manufacturing. Soon after, Germany, Japan, and China also increased efforts to develop domestic additive manufacturing infrastructure. Locally, the Industrial Technology Research Institute added their support for this technology by holding a Laser Valley project in 2013. In May 2015, the Ministry of Science and Technology Department began a three-year plan to strengthen 3D printing development. How do domestic additive manufacturing services utilize this opportunity to transform under a big picture of government development plans, while avoiding losing competitiveness? After BCG analysis, there is only one unquestionably profitable business plan for Digital-can. The profitability of other product lines is uncertain, with most located within the question mark matrix. The primary reasons for this are as follows: 1.Machines are outdated, 2.a lack of knowledgeable personnel, 3.the revenue is unstable. After analysis, the transition strategy for Digital-Can will be to adapt aerospace technology as a core product line for additive manufacturing to achieve maximum profitability. SO: use additive manufacturing as a core, seek mutually beneficial partnerships, and seize opportunities following government aerospace development and market relationships. WO: recruit established aerospace researcher. ST: create added value and provide total solutions for customers. WT: employ tactics for capital gain, buy more additive metal machines to focus on aerospace material. Through new adjustment made in company’s strategy, Digital-can expect to become a leading brand in aerospace manufacturing in the next 10 years, and a key partner in the supply chain to the likes of GE, Boeing, and Airbus.