Trend


The challenges and opportunities in the semiconductor crisis


By Christophe Bianchi, EMEA Sales Director High Tech & Semiconductor, Ansys


semiconductor shortage, the energy crisis and the upcoming autonomous transportation era. Yet, only a quarter has to date successfully scaled digital transformation initiatives beyond their proof of concept. A look at these trends highlights where the difficulties lie and what the electronics industry needs to move forward. New approaches, strong collaborations and the effective use of engineering simulation are enablers for global companies both today and tomorrow. Increased use of artificial intelligence,


A


along with developments in electric and autonomous cars, means that demand for chips in the automotive industry is at an all-time high. Market analysis firm McKinsey predicts that the semiconductor industry will grow between 6% and 8% annually, with the automotive industry’s demand for chips increasing 15%. Complex supply chains and just-in-time manufacturing processes mean the automotive industry has been hit particularly hard by supply-chain issues, and with more than 10 million people employed globally in the sector, it remains high priority when it comes to semiconductor chips. To best prepare for future supply


shortages, there must be better communication between the semiconductor industry and its automotive customers, so they can accurately predict supply and demand. Many manufacturers in the automotive sector are already aware of the supply


cross the supply chain, leaders have identified digitalisation as a way to address some of the critical challenges presented by the


The EU has taken the semiconductor crisis into its own hands, developing legislation and rules to prevent future bottlenecks in the supply chain


chain dependency and are implementing a vertically-integrated chip production model that involves direct responsibility for multi-year, high-volume contracts, to avoid future capacity shortages. Ten, it is just a case of scaling and standardising this model across the industry. Te EU has taken the semiconductor


crisis into its own hands, developing legislation and rules to prevent future bottlenecks in the supply chain. Launched last year, the idea of the legislation is to put the semiconductor ecosystem as a whole on a more crisis-proof footing, increasing the European market share from 10% to 20%. Te ambitious plan will require a huge increase in European production capacities, and will depend on the ability of the semiconductor manufacturer to optimise returns and resources. This means that new factories


will need to be built or existing ones further developed to combine technical innovation and efficient management processes. Managing the electronic component side of the manufacturing chain will depend, of course, on the ability to anticipate and analyse baseline factors that impact production and


04 July/August 2022 www.electronicsworld.co.uk


performance levels. These factors – connectivity, mechanical and thermal stress, and more – are extremely dynamic, making new techniques essential for optimising production processes. Engineering simulation offers the chance to test components in a virtual environment in thousands of scenarios, ensuring the chips meet the reliability, performance and longevity requirements of their respective applications. Tis also means developments in


simulation must also evolve. Artificial intelligence (AI) and machine learning (ML) are disruptors here, permeating all sectors. Tey are capable of positively impacting the design process from its early design phase, to analysis and throughout the product lifecycle. Leveraging the vast amounts of simulation data collected over time allows engineers to train their models, make better predictions, perform optimisations and find patterns they would not have recognised without AI and ML. One thing is certain: there is still a


lot to do to prepare for the future of the electronics industry. Yet, together with engineering simulation, the industry can move forward and unleash new potential that previously seemed impossible. Moreover, when simulation is used throughout the entire development process, new synergies between departments, partners and other players emerge, which are beneficial for the entire industry, its customers and the environment. It is time to question traditional


development processes and adapt them to our fast-moving, complex reality. Tis can only be achieved by accelerating digital transformation across all areas of manufacturing.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52