Alleviating the Semiconductor Supply Shortage
Summary
TLDR在这段对话中,Art Figueroa,史密斯公司的北美和EMEA运营与质量副总裁,与主持人讨论了半导体供需不平衡的问题。Figueroa指出,当前的芯片短缺问题比以往任何供应链中断都要严重和持久,影响了许多行业,尤其是汽车行业,导致生产大幅减少。他提到,由于依赖及时库存管理,公司未能在供应链中建立弹性和冗余,这增加了假冒组件进入市场的风险。Figueroa建议,为了应对这种短缺,公司需要重新思考库存管理策略,考虑增加缓冲库存或安全库存,以保护自身免受未来不可避免的供应链中断的影响。他还强调了选择有风险缓解流程的供应商的重要性,以确保长期供应的稳定性和产品的真伪性。
Takeaways
- 📉 半导体供需失衡是一个当前非常关键的问题,影响了许多行业。
- 🔍 当前的半导体供应情况并没有改善,预计至少在2021年剩余时间和2022年全年都会持续。
- 🚫 COVID-19疫情和随后的芯片短缺暴露了供应链管理的缺陷,特别是在汽车行业中。
- 🔄 由于供应链的脆弱性,缺乏冗余,导致了假冒组件进入市场的风险增加。
- 🚨 假冒芯片的问题是现实存在的,特别是在TI和Xilinx等主要制造商的零件中。
- ⚙️ 没有表面标记的组件,如电容器和MLCC,容易被假冒,增加了供应链的风险。
- 🏭 短期内,由于建立新工厂需要大量资金和时间,合法产品的生产不会立即增加。
- 🤔 制造商需要重新思考他们的库存管理策略,以应对当前的芯片短缺。
- 🛡️ 长期来看,制造商可能需要增加缓冲库存或安全库存,以防止未来类似的短缺。
- 🤝 选择有适当流程以降低风险的供应商变得至关重要,以确保供应链的稳定性。
- 🏢 像Smith这样的公司可以在帮助客户识别库存管理解决方案方面发挥作用,提供必要的支持。
- 🌟 公司需要从当前的危机中学习,改进未来的战略,以更好地应对不可避免的供应链中断。
Q & A
目前半导体供需不平衡的现状如何?
-半导体供需不平衡的情况目前仍然存在,并且预计将至少持续到2022年全年。这种不平衡影响了许多行业,特别是汽车行业,由于缺乏芯片,不得不大幅削减车辆生产。
半导体供应链中断的主要原因是什么?
-半导体供应链中断的主要原因包括新冠疫情导致的公司运营中断,以及随后的芯片短缺问题。这些问题不仅影响了单一行业,而是多个垂直市场。
为什么这次半导体短缺的影响特别严重?
-这次半导体短缺的影响特别严重,因为它的深度和范围都很大,影响了众多公司和多个行业。此外,与以往通常由自然灾害等引起的短期供应链中断不同,这次短缺是长期的。
半导体短缺对汽车行业有哪些具体影响?
-半导体短缺导致汽车行业严重削减了车辆生产,因为它们无法获得足够的芯片。此外,依赖于及时生产概念的低库存水平和材料采购方式在这次短缺中暴露出了缺陷。
半导体短缺带来的另一个威胁是什么?
-半导体短缺带来的另一个威胁是假冒组件进入市场的风险增加。在当前环境下,假冒者特别活跃,市场上出现了假冒的TI和Xilinx等主要制造商的零件。
企业应如何防范假冒组件的风险?
-企业需要与有适当流程以降低风险的供应商合作,确保供应链的透明度和安全性。此外,企业应建立库存管理解决方案,以增强供应链的弹性,并避免依赖单一供应商。
短期内半导体生产能否增加以缓解短缺?
-短期内半导体生产难以增加,因为建立新的制造工厂需要数亿美元和数年时间。因此,企业需要寻找其他解决方案,如改进库存管理和寻找可靠的供应链伙伴。
企业应如何改进其库存管理策略以应对半导体短缺?
-企业应考虑放弃或调整及时生产模型,增加缓冲库存或安全库存,以保护自身免受未来潜在的供应链中断的影响。这可以被看作是一种风险管理策略,类似于购买房屋保险。
史密斯公司在半导体短缺期间如何帮助客户?
-史密斯公司可以提供库存管理解决方案,帮助客户识别并采购所需的半导体组件。史密斯公司强调选择有适当流程和透明度的供应商的重要性,以减少假冒组件的风险。
制造商在短期内应采取哪些实际措施来获取所需的供应?
-制造商需要重新思考他们的供应链策略,与有库存的可靠供应商建立合作关系,并确保这些供应商有适当的流程来降低风险。此外,他们可能需要接受增加库存以保持生产的可能性。
长期来看,制造商应如何调整其库存策略?
-长期来看,制造商可能会更倾向于增加缓冲库存或安全库存,以避免未来类似的短缺情况。这可能意味着对及时生产模型进行一定程度的修改,以确保在面对不可避免的供应链中断时,有足够的库存来维持运营。
半导体短缺给行业带来的最深刻的教训是什么?
-半导体短缺给行业带来的最深刻的教训是,公司需要建立更有弹性的供应链,并且要有适当的库存管理策略来应对未来的不确定性和潜在的中断。这包括与可靠的供应商建立关系,并可能需要增加安全库存。
Outlines
📉 半导体供需失衡现状
在本段落中,讨论了半导体供需失衡的问题,目前情况依然严峻。Art Figueroa,史密斯公司的北美和EMEA地区运营和质量副总裁,提到了供应链中断的问题,这并非新现象,但这次持续时间更长,影响范围更广。他指出,新冠疫情后,芯片短缺问题凸显,影响了多个行业,尤其是汽车行业,导致生产量大幅减少。此外,还提到了供应链中缺乏弹性和冗余,导致假冒组件进入市场的风险增加。
🚧 应对半导体短缺的策略
在第二段中,讨论了短期内如何应对半导体短缺的问题。由于建立新的芯片制造工厂需要巨额投资和数年时间,因此在短期内难以增加合法产品的生产。Art Figueroa建议,公司需要重新考虑其库存管理策略,放弃仅依赖及时生产模式,寻找能够提供更好洞察力的库存管理解决方案。他强调了选择有适当流程以降低风险的供应商的重要性,以确保所采购的部件不是假冒产品。
🛡️ 长期库存管理策略
最后一段讨论了长期库存管理策略。Art Figueroa认为,尽管及时生产模式有其成本优势,但鉴于当前的挑战,制造商可能需要增加缓冲库存或安全库存,以防止未来再次发生类似的短缺。他比喻缓冲库存就像房屋保险,在不需要时可能看似多余,但在紧急情况下却至关重要。他希望公司能从当前的经历中学习,未来在应对不可避免的供应链中断时能做得更好。
Mindmap
Keywords
💡半导体
💡供应链
💡库存管理
💡假冒组件
💡安全库存
💡缓冲库存
💡地理政治因素
💡生产中断
💡供应链弹性
💡供应链冗余
💡供应链伙伴
Highlights
半导体供需失衡是一个当前非常关键的问题,影响了许多行业。
目前半导体供应情况仍然停滞不前,短期内没有明显改善迹象。
新冠疫情导致的供应链中断比以往更持久,影响深远。
汽车行业因缺乏芯片而大幅减少车辆生产,这是前所未有的。
疫情和芯片短缺暴露了“及时库存”管理方法的缺陷。
缺乏供应链的弹性和冗余导致了更大的风险,包括假冒零件的威胁。
假冒零件问题在当前环境下是现实存在的,特别是在芯片市场。
没有标记的组件,如电容器和多层陶瓷电容器(MLCC),容易被假冒。
企业在寻找零件时可能会不自觉地引入假冒组件,这可能带来长期风险。
短期内,由于建立新工厂需要时间和大量投资,合法产品的生产不会立即增加。
史密斯公司可以在当前环境下帮助客户,提供库存管理解决方案。
制造商需要重新思考组件采购方式,选择有风险缓解流程的供应商。
长期来看,制造商可能需要增加缓冲库存或安全库存以避免未来的短缺。
“及时库存”模型可能不会被完全放弃,但需要进行一定程度的修改。
企业需要为不可避免的供应链中断做好准备,通过拥有缓冲库存来保护自己。
希望目前的经验教训能够延伸到未来的策略中,帮助企业更好地应对未来的中断。
Transcripts
[Music]
for a discussion on alleviating the
semiconductor supply and demand
imbalance i'm joined by art figueroa he
is vice president of operations and
quality north america and emea with
smith hello art
hi robert thanks for having me uh here
yeah thanks very much for talking to me
about this extremely critical issue that
is on everyone's mind it is affecting so
many industries these days where are we
right now with regard to supplies of
semiconductors has the situation remains
stagnant is it getting better is it
getting worse what's going on
well you know it's there's certainly a
lot happening in that in the current uh
you know current market current
environment
you know you know there's certainly been
this this this large disruption uh if
you will which is you know which is
nothing new
to to the supply chain right you know
we're used to having disruptions i think
the biggest difference here has been you
know the length of time that this has
been you know this has been more of a
prolonged usually with a supply chain
disruption you know it's it's typically
attributed to a natural disaster perhaps
someplace and you know and that and that
span can last you know a few months and
then it kind of fizzles fizzles out well
in this case
you know we've seen you know one and
it's two factors really you know one is
is you know covet you know as companies
have gone through
cobit and and managed everything that
that resulted from that you know then it
kind of you know morphed into
the the current chip shortage and i
think what's different about this
experience has just been the the depth
and the scope of this you know there's
so many companies out there in so many
vertical markets that are involved by
this and it's not just one one sector
it's multiple sectors and from where we
sit you know we see this as a as a
situation that's going to continue at
least for the remainder of this year and
potentially all of 2022 now as you say
these do go in cycles but i don't recall
a situation where it was so serious that
it caused for instance the automotive
industry to severely cut back on
production of vehicles because they just
didn't have access to the chips that
feels new
yeah absolutely and that and i think
that has been the biggest you know you
know the the most eye-opening experience
for that sector uh has been the the
impact i mean and you see this wherever
you go you know you drive by a car
dealership these days and what do you
see you know you see empty lots and and
the impact is real uh and it's something
that you know the automotive sector has
seen has been impacted the most you know
and and i think part of that you know
robert stems from the fact uh you know
you know that a lot of the models have
you know more recently relied on this
you know just in time you know concept
in terms of you know that you're you're
maintaining low inventory levels and you
know you're procuring materials you know
in line with your scheduled uh you know
productions
well what's what's happened here is that
unfortunately you know the contribution
you know the effect of the global
pandemic uh and then the subsequent chip
shortage you know exposed to real you
know flaws if you if you will in this
type of of inventory uh management
approach and
and one
is that companies have failed to to
build resiliency within their supply
chain and and and there is no redundancy
uh in that supply chain and and because
of that
it's given way to an even greater threat
and that's the threat of counterfeit
components entering into into the market
tell me more about that is that actually
are we seeing that happening now are you
just talking about it as a possible
threat
no it's it's it's the reality of of the
current environment uh robert i think
you know it's during these types of
situations where you know counterfeiters
are most active and you know we're
seeing this obviously uh in the in the
chip market you know as we look at
you know counterfeiters are you know you
know we're seeing them
uh counterfeit you know ti parts uh
xilinx parts are two of the main
you know kind of manufacturers that
we're seeing potentially have issues you
know then there's always
those components are those commodities
that that that don't have markings on
them think of a capacitor think of an
mlcc you know those are components
that's engineering
yeah that have no surface markings are
easy for counterfeiters to to
counterfeit so you know the situation is
certainly a real uh situation and it's
something in which companies have to be
very cognizant of and in this rush to
find parts to find the material they
need to complete their build you know
it's it's forcing them to expand you
know their supply chain and you know
expand that supply chain to include
you know suppliers out in the open
market and that's where you know the
greatest risk uh uh exists is in that
open world when it comes to counterfeit
ships are are buyers of those chips
unaware that they're counterfeit or are
they so desperate for chips that they're
willing to buy them just because they
need something for production and i
think that's it's it's it's the latter
situation there that you know
buyers are desperate for for the
components that they're willing to take
you know a risk to bring that material
in you know to be able to complete the
build but but you know the the more
critical factor is that you know it's
it's a short-sighted approach right
because you're you're you're trying to
satisfy
a short-term gain and that's you know
bringing the material in
the long-term potential effect is if
you're not sourcing material from the
right suppliers that you've just
introduced a potential counterfeit
component into whatever application that
you may be using it think of you know
whether you know life safety in in the
case of automotive you know you get into
aerospace and defense um you know these
the potential impact could be far
greater uh you know down down the line
and that's why it's very important you
know for companies to truly know who
they're dealing with yeah and to find
the right types of suppliers well what's
going to happen in the short term art
because you know we hear it takes about
a billion dollars in several years to
stand up a new fab
somewhere so there's no short-term
increase in production of legitimate
product in the book in in in the wings
how is it going to what's like the
coming year going to look like more of
the same
i think so robert unfortunately i think
so that by the time you know the
manufacturers and the and and the fabric
you know the plants are up and running
you know we're still you know it takes a
while for a plant to to to become fully
operational so you know short term you
know i think that's where a company like
smith can can come in and and help
customers you know this is the
environment that we and thrive that we
thrive in uh as a as a business you know
what what i suggest is you know
companies have to look at you know
identify an inventory management
solution okay we we
we've identified the just-in-time model
just is not is not working right now you
know now is the time identify an
inventory management solution that's
where a partner like smith can come in
where we can provide those okay but you
can identify it but
still supplies aren't there
i mean
better insight into essentially nothing
so what how might manufacturers in this
short term are they do they is it just a
question of suffering and keeping
production down until the until the
chips come back
is there anything they can do
in a practical way to acquire the
supplies needed to resume production or
keep production going
yeah and that's where i think it's it's
you know companies have to rethink you
know how they approach
you know knowing that you know with with
the short supply of of components um and
and again it's it's when you identify
that partner that has that supply okay
it's very very important that that
supplier have processes in place right
to mitigate that risk so of those parts
that are out there okay it's important
that you know a a a company select a
supplier that has
processes in place okay and that and
that's again where where smith comes
into play
yeah go ahead no i just want again for
the long term though
in terms of i'm thinking about what are
the long-term inventory strategies going
forward you suggest that the
just-in-time model did not work uh i'm
sure that it doesn't mean it's going to
be abandoned entirely right because it
definitely has advantages cost
advantages but it's going to have to be
modified to some degree so do you think
that going forward manufacturers are
going to
be more open to increasing
buffer stock safety stock
just in order to keep this from
happening again because yeah
real question isn't it absolutely and
and i think you know we know there's
certain you know a couple you know
givens in in what we've realized and
what we've learned going through this in
that you know natural disasters will
happen okay
uh geopolitical you know factors may
come into play whether it's tariffs
whether it's others um you know so those
factors won't go away and and what we've
learned you know by going through this
is that companies you have to have
you know you have to protect yourself
okay you have to protect yourself and
that's by having you know that buffer
buffer stock having some inventory
that's available you know think of that
as as you know you know what you and i
would have as our homeowners insurance
you know
you don't always need it right but you
know when there's a fire you know you're
sure going to be happy that that you
have and you know i think hindsight as
some of these companies are going
through what we're currently going
through you know i think boy you know i
wish i wish we had you know some level
of buffer stock you know to get us
through this uh through this uh through
this rock let's hope that the lessons
being learned right now will extend into
future strategies and the companies will
do
a better job of dealing with the
inevitable disruptions are going to be
happening forever
but in the meantime art figueroa of
smith thank you very much for helping us
to understand the problem and some
possible solutions to the imbalance of
supply and demand and semiconductors and
just generally an industry thanks for
being with me today i really appreciate
it absolutely robert thank you so much
for your for your time
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