Additive manufacturing (AM) is currently a highly discussed topic in the media. However, for the industry the impact of AM is far from clear. Based on previous projects and experience within the AM market, Berenschot identified opportunities in supporting organisations with AM related organisational and economic consulting services. A problem in the knowledge intensive service business is that services are difficult to scale. In order to increase the output of the total Berenschot AM value proposition, a structured service needs to be developed. In this assignment two challenges arise. First, insights have to be developed in how AM could have an impact on an Original equipment manufacturer (OEM). Secondly, a method for identifying these opportunities within an OEM has to be developed. Based on the assignment the following research question is formulated; “How can opportunities for the use of additive manufacturing be identified and quantified during the exploration phase of this new technology, in order to support strategic decision making about additive manufacturing within an organization?” Firstly an analysis of AM technologies gave insight in the status quo of the technology; the basics of the AM technologies (I), the unique aspects of AM compared to conventional technologies (II), and how AM can be applied as production technology (III). Six technologies are identified as currently most used. Two paradoxes are solved by AM; ‘increasing complexity in parts increases costs and thus needs to be avoided’ and ‘variety between products results in higher costs and thus needs to be avoided’. AM can be applied for the production of parts in three ways; the production of prototypes, the production of tooling and the production of functional end-parts. Secondly a series of best practices of AM are analysed in order to create the basis for a framework. The cases, which are used to develop these best practices, were drawn from secondary data and are verified with literature or interviews. The best practices are grouped in in five categories; Improved product design More customization Support parts Cost effective, fast or flexible supply chain Prototyping & bridge manufacturing The framework serves multiple goals; internally the framework serves as a boundary object to communicate the applications areas of AM (I). Furthermore, the framework provides a starting point for further development of the quantification model for the adoption of AM (II). Lastly, the best practice from which the framework was developed provides a case database which can be used for communication of applications of AM towards a client (III). Thirdly, the context for the identification service which will be developed for Berenschot is sketched. A literature study is performed on the topics of; new product development (I), co-creation (II), co-creation within AM (III) and creative problem solving (IV). Theories from literature are the basis on which the service can be further developed. The literature analysis is followed by an internal analysis of Berenschot, here the company structure (I), the culture (II) and the AM value proposition (III) are analysed. The internal analysis is followed by an external analysis. Here the AM eco-system (I), the competitors (II) and market trends (III) are discussed. At last, a customer analysis is performed. Fourthly, the identification service is designed and developed. Based on the assignment, internal and external research the following design objective was formulated as; “Design a consulting service for the original equipment manufacturer market. This service aims to find opportunities for AM and how these opportunities can be applied in an OEM. Furthermore, the service should give an estimation about the value these opportunities have for the client. The directions should be found and framed in cooperation with employees from different departments of the organisation. The identification and quantification should take place in a timespan of around 3 weeks. The outcome should give the client insights in the potential of AM and create internal support for further research into these areas.” The goal of the 3DP exploration is to help organisations in the fuzzy front end of the innovation process; finding AM related research areas and building a business case in order to select the most valuable opportunities. The 3DP exploration aims at combining best practices about additive manufacturing with the tacit and implicit knowledge of the organisation, in order to find application areas for AM. This process is an co-creation process. The 3DP exploration is designed to contain six main stages preceded by an intake meeting, these are; Setting the challenge Preparing the resource group Idea generation Creative session Concept valuation Concept selection In the end, the design of the 3DP exploration aims on achieving multiple goals. Generating acceptance for additive manufacturing among higher level management (I) as well as creating acceptance and awareness among stakeholders in the operational level (II). Besides that, the 3DP exploration provides higher level management with the resource to make investment decisions on AM (III) and provides the operational level with specific research areas where added value of AM can be found (IV). The factors for further implementation of the framework and 3DP exploration are discussed. First, the business model behind the 3D exploration is discussed. Two business models for the Berenschot 3DP Exploration exist. Based on this thesis a preferred set up is expressed. Secondly, success factors for the 3DP exploration are discussed; the Berenschot consultant guiding the 3DP exploration (I) and overcoming scepticism of clients (II). Lastly, the design and organisational aspects are examined, these need to be addressed in order to further develop the framework and the 3DP exploration; obtaining commercial usage right for the cases (I), verifying the need for 3DP exploration (II), performing an end-user test (III), development of a partners overview (IV) and implementing cost-factors in the framework (V).