Unlocking the potential of digital servitization for achieving sustainable industry: A case study of additive manufacturing
D.L. Jongeling (TU Delft - Technology, Policy and Management)
Linda M. Kamp – Mentor (TU Delft - Energy and Industry)
M. Kolagar – Mentor (TU Delft - Delft Centre for Entrepreneurship)
Hanieh Khodaei – Mentor (TU Delft - Delft Centre for Entrepreneurship)
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Abstract
Sustainable and digital manufacturing is gaining traction. This shift has increased interest in
digital servitization, the strategic transformation process of industrial firms and their ecosystems.
Digital servitization integrates business model innovation, ecosystem orchestration, and
digital technologies. The process enables firms to integrate digital services into their business
models, taking advantage of technologies such as the Internet of Things, artificial intelligence,
and cloud computing to drive operational efficiency, resource optimization, and new revenue
streams.
Although additive manufacturing is widely recognized for its potential to enhance material
efficiency, reduce waste, and enable circular economy principles, its integration with digital
servitization remains underexplored. This study investigates how digital servitization contributes
to sustainable benefits in the manufacturing industry and how firms can structure its
adoption within an additive manufacturing ecosystem.
Using an exploratory single-case study approach, the research examines a laser powder bed
fusion additive manufacturing ecosystem orchestrated by a leading original equipment manufacturer.
The study draws on 25 in-depth interviews with key stakeholders, including industry
executives, supply chain actors, and independent experts. Thematic analysis, following the
Gioia methodology, identifies key enablers, barriers, and pathways to the adoption of digital
servitization in an industrial ecosystem.
The findings highlight that digital servitization fosters sustainable benefits by enabling business
model transformation, ecosystem-wide coordination, and digital technology integration. However,
its successful implementation requires a structured, staged approach in which business
model innovation precedes ecosystem orchestration and adoption of digital technology. The
study proposes a framework that guides firms through this transformation, emphasizing the
need for strategic alignment between these three pillars. In addition, it identified key challenges
such as the reluctance to share data, difficulties in demonstrating return on investment, and
limitations on interoperability.
This research contributes to the theoretical discourse by extending digital servitization research
beyond firm-level implementations and providing empirical validation of its role in enabling
sustainability in manufacturing ecosystems. It also offers actionable information for industrial
firms, policymakers, and technology providers on how to systematically adopt digital servitization
strategies to improve economic, environmental, and social sustainability. By bridging
the gap between theoretical frameworks and industrial implementation, this study advances
the understanding of how digital servitization can be effectively leveraged to drive sustainable
industrial transformation.