What does this research mean for the field?

The sustainable integration of additive manufacturing in manufacturing SMEs follows a hierarchical causal structure driven primarily by government incentives and digital infrastructure, with implementation costs acting as the most prominent factor. Novelty: ClaimNovelty.SYNTHESIS. Consensus alignment: ConsensusAlignment.NEUTRAL.

What question did this study set out to answer?

To establish a structured framework evaluating the causal interrelationships of technological, economic, organizational, and institutional factors needed to integrate additive manufacturing into sustainable small and medium-sized enterprise supply chains.

September 10, 2026LogisticsOpen Access

Framework Proposal for the Integration of Additive Manufacturing into Sustainable Supply Chains of Manufacturing SMEs

View Full Paper

Ask AI

Bookmark

Authors

JAJuan Carlos Muyulema Allaica LCLuis Cuautle-Gutiérrez PCPatricia Cano‐Olivos

Discussion

Member takes

Overview

Fuzzy DEMATEL analysis reveals key drivers of additive manufacturing adoption in manufacturing SMEs, highlighting that institutional support and digital readiness initiate sustainable outcomes.

Key Points

To establish a structured framework evaluating the causal interrelationships of technological, economic, organizational, and institutional factors needed to integrate additive manufacturing into sustainable small and medium-sized enterprise supply chains.
Conducted a systematic literature mapping across Scopus, Web of Science Core Collection, and EI Compendex (January 2015 to May 2026), screening 1123 records to include 72 studies that identified eight critical factors.
Evaluated factor interdependencies and cause–effect structures using Fuzzy DEMATEL with an expert panel (N=15).
Government incentives (F1; D − R = 0.928) and digital infrastructure (F2; D − R = 0.469) emerged as the primary causal drivers initiating adoption.
Implementation costs (F4; D + R = 22.690) exhibited the highest overall prominence among the eight evaluated dimensions.
Structured the integration process into a four-level hierarchy comprising strategic activation, implementation enablement, operational integration and feasibility, and sustainable outcomes.

Cite This Study

Allaica et al. (2026) studied this question.

synapsesocial.com/papers/6aa27b0c58559d80afc74015 https://doi.org/10.3390/logistics10090212

View Full Paper

Ask AI

Bookmark

September 10, 2026LogisticsOpen Access

Framework Proposal for the Integration of Additive Manufacturing into Sustainable Supply Chains of Manufacturing SMEs

View Full Paper

Ask AI

Bookmark

Authors

JAJuan Carlos Muyulema Allaica LCLuis Cuautle-Gutiérrez PCPatricia Cano‐Olivos

Discussion

Member takes

Overview

Fuzzy DEMATEL analysis reveals key drivers of additive manufacturing adoption in manufacturing SMEs, highlighting that institutional support and digital readiness initiate sustainable outcomes.

Key Points

To establish a structured framework evaluating the causal interrelationships of technological, economic, organizational, and institutional factors needed to integrate additive manufacturing into sustainable small and medium-sized enterprise supply chains.
Conducted a systematic literature mapping across Scopus, Web of Science Core Collection, and EI Compendex (January 2015 to May 2026), screening 1123 records to include 72 studies that identified eight critical factors.
Evaluated factor interdependencies and cause–effect structures using Fuzzy DEMATEL with an expert panel (N=15).
Government incentives (F1; D − R = 0.928) and digital infrastructure (F2; D − R = 0.469) emerged as the primary causal drivers initiating adoption.
Implementation costs (F4; D + R = 22.690) exhibited the highest overall prominence among the eight evaluated dimensions.
Structured the integration process into a four-level hierarchy comprising strategic activation, implementation enablement, operational integration and feasibility, and sustainable outcomes.

Cite This Study

Allaica et al. (2026) studied this question.

synapsesocial.com/papers/6aa27b0c58559d80afc74015 https://doi.org/10.3390/logistics10090212

View Full Paper

Ask AI

Bookmark