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This research delves into the transformative potential of additive manufacturing (AM) within the jewelry industry, focusing on materials such as PLA, PolySmooth, and resin to process a ring. The study encompasses an analysis of the materials, the role of the Scanning Electron Microscope (SEM), the CAD design stage, printers, post-processing techniques, and the Input-Transformation-Output (ITO) process. SEM plays a crucial role in understanding material behavior at a micro-level, offering invaluable insights into its selection. The CAD design stage is foundational, providing a precise digital representation before physical production. Additive manufacturing showcases advantages over traditional methods, including design flexibility and production. Various printers and post-processing methods contribute to enhancing the quality and aesthetics of the final products. The Input-Transformation-Output process emerges as a strategic approach for efficient AM implementation. This study highlights the need for the continued exploration and integration of AM, emphasizing its potential to reshape how jewelry is designed, manufactured, and experienced, thereby providing a foundation for further research and advancements in this transformative field. Additionally, each stage of the Input-Transformation-Output process of Polysmooth, PLA, and resin ring prototypes is studied. [ABSTRACT FROM AUTHOR]

In order to describe the impact that the appropriation of additive manufacturing (AM) has on the supply chain (SC), a validated system dynamics model representing vectorially multiple products and multiple demands in different periods was used as a basis to apply to a case study of medical implant manufacturing, configuring three chain scenarios: 1. traditional supply chain with subtractive manufacturing, 2. centralized supply chain with additive manufacturing, and 3. decentralized supply chain with additive manufacturing. It was possible to notice that the production time is longer in additive manufacturing compared to traditional manufacturing and the cycle time and total demand closure were lower in traditional manufacturing. In addition, it was observed that the AM performance is significantly better in conditions of lower demand, which can be attributed to the characteristics of customization and small batches that this type of production approach implies. [ABSTRACT FROM AUTHOR]

The concern of investors for environmental, social and corporate governance issues is giving rise to certain changes in the investment decision-making process. Given this situation, socially responsible investment has received the attention of practitioners and academics, and has reached a significant level of development in financial community in recent years. The main goal of this paper is to examine social rating methodologies developed by the two most renowned agencies worldwide: MSCI ESG STATS and Vigeo-Eiris.

A system dynamics model was developed with the primary purpose of visualizing the behavior of a supply chain (SC) when it adopts a disruptive technology such as additive manufacturing (AM). The model proposed a dynamic hypothesis that defines the following issue: what is the impact of the AM characteristics and processes in the SC? The model was represented through a causal diagram in thirteen variables related to the SC, organized in two feedback cycles and a data flow diagram, based mainly on the three-essential links of the SC and the order display traceability: supplier–focal manufacturer–distribution Network. Once proposed, the model was validated through the evaluation of extreme conditions and sensitivity analysis. As a result, the dynamic behavior of the variables that condition the chain management was analyzed, evidencing reduction times in production, especially in products that require greater complexity and detail, as well as reductions in inventories and the amount of raw material due to production and storing practices from AM. This model is the starting point for alternative supply chain scenarios through structural operating policies and operating policies in terms of process management. [ABSTRACT FROM AUTHOR]