Issue link: https://iconnect007.uberflip.com/i/1456062
MARCH 2022 I SMT007 MAGAZINE 27 But what you're talking about, though, is more than the awareness of the immediate; it's the awareness of a long-term remedy. First, you need a moment to catch your breath to even look at the long term, as you're scram- bling to deal with the short-term crisis. at's the catch-22. en, there's the mentality of quarterly reports that gets in the way of what you're suggesting. Johnson: For our readers who are in the indus- try, looking at the complexity of the supply chain and knowing that something needs to be done in the U.S., how do they get involved? Vardaman: First, you need to understand the complexity and have a conversation about whether it can be done. Is there a large enough market in the U.S. to support, for example, sub- strate manufacturing? What should that sub- strate manufacturing be? Making those road- maps clearer would probably be a first step. e other thing is you've got to have a cus- tomer base that's willing to commit to bring- ing up volumes; that's part of the issue. It's a combination of things. ere are business issues and technology issues. ey all must be aligned, so it's a complex situation. e complexity is that you've got to have a market, investment, and the right material set. You've got to have a customer base, and good management. ey must all be combined at the same time. Matties: Where do you see the greatest oppor- tunity for a company that might be thinking differently? Vardaman: I see it within the infrastructure of the assembly. ey need to get a commitment from the people who would have the chips fab- ricated at these places. Johnson: Based on that comment, the greatest need for investment in this part of the supply chain is to put the cut die into the final pack- aging. Vardaman: at's what that report takes a first step at doing. I think it's a good step. Johnson: anks, Jan. Vardaman: Take care. SMT007