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C O M M U N I T Y M A G A Z I N E 1 6 S U M M E R 2 0 2 5 its final form. No country, not even China, can claim full supply chain sovereignty. Attempts to localize production often underesti- mate the scale, cost, and timeline involved. Building fabrication plants, testing facilities, packaging sites, and upstream materials capacity takes not only years of planning and regulatory clearance, but also bil- lions of dollars in capital investment. It also requires access to talent, utility infrastructure, and stable long-term demand. These are not plug-and-play systems that can be moved or recreated overnight. Even when new capacity is built, it rarely replaces old capacity one for one. Instead, it often adds complex- ity without necessarily reducing vulnerability. Moreover, the assumption that redundancy auto- matically translates to resilience is flawed. In prac- tice, creating parallel supply chains can increase costs, introduce inefficiencies, and create new bot- tlenecks. Simply duplicating capacity does not guar- antee adaptability. True resilience comes not from isolation but from intelligent diversification. This includes building flexible sourcing strategies, devel- oping alternative input providers, improving supply chain transparency, and understanding where single points of failure exist in upstream components. When electronics trade is increasingly driven by inputs rather than final goods, resilience means man- aging interdependence rather than trying to elim- inate it. For governments and businesses, the path forward lies in strategic coordination rather than iso- lation. Understanding the hidden geography of elec- tronics inputs is not just a matter of efficiency. It is a matter of long-term competitiveness and security. Strategic Guidance for Industry Leaders For electronics firms, an input-centric world view demands strategic positioning: • Rethink sourcing: Diversification is not just about geography. It is about supplier capability, component criticality, and substitution risk. • Invest in upstream visibility: Companies need better line-of-sight into second- and third-tier suppliers. • Align with policy but do not depend on it: Gov- ernment incentives may help with capacity build- ing, but long-term strategy must be anchored in market realities, not policy aspirations. Geopolitical awareness must also become a core business competency. Policy shifts can reshape entire supply chains overnight. The electronics industry offers a powerful lens to understand the evolving dynamics of globalization. While much of the recent conversation has focused on decoupling and domestic resilience, the evi- dence points to an increasingly distributed, input- driven supply chain that spans continents and defies simple boundaries. Finished electronics may carry national labels, but their true origins are scat- tered across a global web of upstream components, suppliers, and processes. Those who understand the hidden geography of electronics trade will be best positioned to shape its future. For policymakers and industry leaders, this reality demands a shift in perspective. Strategic advantage in electronics no longer stems solely from final assembly capacity or export volume. It comes from mastering the complexities of the input econ- omy, building redundancy in the right places, and anticipating where dependencies pose the great- est risk. Managing interdependence, rather than attempting to eliminate it, will define the next era of global competitiveness. B I T S & B Y T E S