Today, AM growth runs on talent
AM Survivor #29
Just a few years ago, competitive advantage in 3D printing was built around technology. Patents, unique product solutions, price.
But in 2025, that narrative is no longer valid.
3D printers based on FFF, SLA/DLP, or even low-budget SLS technologies have become standard- accessible to both global corporations and local companies and users. Hardware, materials, and processes have largely been unified.
After 2022, when most companies simply decided to copy Bambu Lab - much like five years earlier when everyone started copying Anycubic in the DLP space (which itself had copied Photocentric) - technological and price differences began to blur.
As a result, the AM market entered a phase of commoditization, and competitive advantage shifted from technology to people.
Today, in this industry, only talent truly matters
The modern AM market no longer rewards merely owning technology. Hardware innovations are copied quickly, and margins on machines and materials continue to shrink. Success is determined by who can use these tools most effectively, align them with real customer needs, and deploy them in a scalable way.
And that is always a matter of team competence.
In R&D, talent matters more today than ever before. 3D printing offers enormous design freedom—but only if engineers think in terms of DfAM rather than traditional manufacturing.
The most interesting projects emerge where teams combine material science, design expertise, and application knowledge. Patents without people who can translate them into real products are practically worthless.
Moreover, the industry is increasingly feeling a shortage of specialists who understand AM not only technically, but also from a business perspective. Companies that invest in developing competencies - from advanced design to process data analytics - build an advantage that is extremely difficult to replicate.
Software engineering – the real foundation of competitive advantage
One of the most underestimated areas in AM is software engineering. Yet it is software that increasingly determines the efficiency of the entire ecosystem: from data preparation and 3D model processing, through simulations, to production monitoring.
3D printers may be similar in terms of hardware, but software is what makes the difference.
AM software engineers must understand both code and process physics. Without them, there is no automation, no scalability, and no meaningful integration with MES or ERP systems. In practice, software is becoming the actual “product,” while hardware is merely its carrier.
Sales, marketing, and support - the human side of technology
In a market where technological offerings are increasingly similar, sales and marketing become critical. A strong sales team in AM does not sell printers - it sells solutions to problems. Salespeople must understand applications, industries, and customer constraints, while also being able to build long-term relationships.
Support is just as important. In 3D printing, problems are inevitable: materials, parameters, post-processing. The quality of technical support often determines whether a customer stays with a company for years or starts looking for alternatives.
Today, support is not a cost - it is a strategic element of competitive advantage, provided it is backed by a competent and committed team.
Logistics - where scale is won
3D printing does not end with the print itself. Logistics is the area where talent directly translates into profitability. Managing production, inventory, service operations, and delivery timelines requires experience and process-oriented thinking. Skill gaps in these areas lead to delays and customer dissatisfaction.
Companies that can effectively integrate AM with traditional supply chains gain a massive advantage. And once again - it is people, not technology, who make the difference.
The biggest challenge facing the AM industry today is not a lack of innovation, but a lack of qualified professionals. Specialists with experience in AM, software, or sales are in high demand. Organizational culture, skill development, work flexibility, and meaningful projects are becoming increasingly important. Companies that fail to understand this lose people - and with them, their future.
In 2026, the AM industry will not be facing a technological race, but a talent race. Hardware can be purchased, materials ordered, processes copied. Teams cannot.
It is people who decide whether a company grows - or disappears from the market.