Nzengue, Alliance Gracia BibiliMpofu, KhumbulaniMathe, NtombizodwaMuvunzi, RumbidzaiOyesola, Moses2025-02-142025-02-142023-01-012212-8271 (E)https://doi.org/10.1016/j.procir.2023.09.095https://hdl.handle.net/20.500.14519/137356th CIRP Conference on Manufacturing Systems, CIRP CMS ‘23, South Africa.The increasing speed of product development and the ability to deliver complex, near-net-shaped engineering metal parts are key benefits of additive manufacturing (AM). Producing or replacing parts by leveraging AM relies heavily on supply chain (SC) functions. Inadequately managed SC could lead to lower productivity and process waste. Hence, the aim is to integrate value-adding activities into the SC network using the principles of lean manufacturing, such as Value Stream Mapping (VSM) and flowchart. A case study of a braking system manufacturer company in South Africa was used to exploit VSM and the flowchart for reducing process waste. The result of the case study revealed that the frequent use of expedited shipping increased transportation costs and lead times required excess raw material inventory, and lengthy supplier order processing. The approach demonstrated the need to adjust the business model by virtually synchronising the flow of information across the SC players in the configuration of the entire AM production and distribution activities. The study provides a framework that can guide AM organisations in improving efficiency and achieving significant cost and time savings.892-897 PagesenAttribution-NonCommercial-ShareAlike 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-sa/4.0/Additive manufacturingSupply chainMetal componentsLean principleArticle