US Pushes Companies to Improve Transparency in Chip Supply Chains

Recommendation: Publish a standard data template that vendors can read daily, covering region-level capacity, white-label assembly, and next-quarter demand to shrink half of the blind spots in the semiconductor ecosystem.

To empower head-level decision-making, firms should publish data na brands oraz vendors performance, including products delivered, defect rates, and the region coverage.

Government guidance should look at how a few brands rely on globalfoundries and other manufacturers to cover roughly half of critical outputs, while those makers in the region look for more diverse vendors to dampen shortages. This planning must be coordinated with the house and industry bodies, not left to market signals alone.

Standard reports should cover key functions of the ecosystem, from head of design to manufacturing, packaging, and post-sale support; this will help buyers read signals across the region and align products roadmaps with real-world demand.

Looking ahead, a transparent, data-driven approach can reduce mismatch among vendors, brands, and end-markets. This addresses a key challenge for the ecosystem. In the next year, firms should publish quarterly dashboards that show vendor performance, production cadence, and regional capacity, helping buyers read signals faster and plan around shortages in elektronika.

US Chip Supply Chain Transparency: Practical Steps for Tech and Auto Firms

Recommendation: Establish a real-time map of critical semiconductor inputs with a board-approved governance layer and a dynamic dashboard that traces tier-1 and tier-2 sources, aiming for a exposure valued in the low single-digit billions and coverage of at least 85% of annual spend within 60 days, with a 90‑day cadence for updates.

Data governance and cross-functional setup: Create a cross-functional functions team to identify high-risk inputs, collect data on lead times, capacity, and plant locations, and push this to the board for action.

Risk scoring and geopolitical angles: Use a compass-based framework to rank risk by disruptions likelihood and by country risk; highlight Asia exposure and Ukraine-related contingencies; set thresholds for triggering contingency actions.

Collaboration with authorities and third parties: Engage with authorities and industry groups; use third-party data to validate internal maps; issue a white paper that outlines progress and next steps.

Operational steps for automotive and technology firms: For automotive, secure at least two alternative suppliers for the top 20 items and establish dual-plant production where feasible; for technology, lock in component variations and re-designs to minimize dependence on single sources; plan for near-term shifts to regional production to mitigate disruptions.

Metrics and governance: Use board-level KPIs to measure shortages, production risk, and cost impact; track time-to-switch for disrupted items; report recent trends every quarter; align with commerce and regulatory expectations.

Global context and horizon: A rising share of inputs comes from Asia; diversify sources beyond a single region; monitor Ukraine-related risk and global traffic disruptions; use a white paper to communicate progress to stakeholders.

Next steps and outcomes: Institute a 60-day map, publish a 90-day review, and set a long-term target to stabilize on-time output across sectors through proactive planning and collaboration with the board and authorities.

US Pushes Companies for More Transparency on Chip Supply Chains

Within 60 days, issue a binding openness standard for the semiconductor ecosystem under the White House and department of commerce, followed by quarterly updates. Require suppliers to disclose regional exposure, production capacity, and order volume, with data published in a machine-readable format on a central portal. In recent weeks, this move has been framed as a step to increase openness and to support value creation across the sector.

Boards at giants and mid-sized firms, including those that produce semiconductors, must establish risk committees, publish audit results, and ensure independent verification. Data harmonization should align with international standards; governments should access the disclosures to inform policy and procurement decisions. Close collaboration with GlobalFoundries and other key producers will sharpen oversight and support continuous innovation.

From a macro perspective, the measure helps stabilize prices by reducing information asymmetry, benefiting end markets including auto and consumer electronics. The department will monitor the impact on the economic equilibrium and the production cycle, particularly within Ukraine-related risk exposures and zero-covid disruptions. White House officials, including President Biden, align with this framework to strengthen control over the network.

Entity	Focus Area	Action	Deadline	Wpływ
GlobalFoundries	Capacity disclosure	Publish factory ownership, capacity, and risk exposure	60 days	Enhances visibility for pricing and planning
Giants	Governance	Establish risk committee, publish audit results	60 days	Strengthens oversight
Auto sector	Production exposure	Assess price implications and supply reliability	Quarterly	Stabilizes cost structure

End-to-end Data Transmission: Mapping chip origin, transit, and usage data across suppliers

Recommendation: Establish a region-wide, auditable ledger that records origin, transit milestones, and end-use deployment for key semiconductor components, with plant-level granularity and cross-node synchronization. Use standardized identifiers and APIs to feed data across makers, distributors, and assemblers, creating a single source of truth that supports transparency and timely decision-making.

The data model should map three layers: origin evidence (plant, region, country), transit events (shipping, dates, carriers, ports), and usage signals (end-use site, device class, assembly line). Each event links to a unique trace ID, enabling traceability between parties and reducing data gaps in the manufacturing and logistics flow. Stakeholders have diverse needs, including compliance, cost control, and cross-ecosystem coordination.

Governance and implementation plan: create a cross-sector council with a head-level sponsor and a Gina-appointed data-ops lead. In june, pilot in the southeast region with participants such as Micron and Samsung will validate schemas and API mappings; in the following quarters, broaden coverage to additional sectors and regions. The approach, called Trace Ledger, should scale for long horizons, and align with future pricing signals and stock-availability indicators.

Operationally, the system should support end-to-end shipping event validation, between plant gates and final usage, with automated checks against production data and bills. It should enable management to mitigate risk and enhance responsiveness, while preserving privacy where needed. Today, many firms are becoming comfortable sharing non-sensitive metadata to improve region-wide governance, and that trend supports a broader movement among the sectors.

Impact metrics include mass-trend visibility, cost alignment, and risk exposure by region. For today’s operational teams, the ledger enables faster root-cause analysis between plants and distribution hubs, while the president-level dashboards highlight compliance and prices, helping regions head toward a more resilient future.

Electrification and Autonomous Driving: How transparency shapes EV and ADAS chip sourcing

Create a multi-source map of semiconductor devices used in EV and ADAS programs, and secure capacity through shared forecasts with vendors.

• Implement a live dashboard that catalogs device families (MCU, power management, sensors, radar, connectivity), each vendor, country, plant, lead times, and current capacity; flag bottlenecks and constraints to trigger proactive mitigation.
• Track June trends: monitor increased demand signals, verify backlog shifts, and align term commitments with auto makers’ roadmaps to reduce delays and avoid shortages across critical segments.
• Publish a white paper internally on risk exposure and remediation steps; cite health, disruption, and coronavirus-era lessons to justify diversified sourcing and longer-term contracts with multiple vendors.
• Engage Volkswagen and Apple as reference points for governance: require their procurement departments to share forecasts and risk ratings, enabling cross-industry learning and faster decision cycles.
• Diversify across geographies and fabrication nodes to blunt regional disruptions; reframe dependencies as provision networks rather than single-source links, lowering single-point bottlenecks.
• Standardize vendor scorecards with clear, verifiable metrics: on-time delivery, quality pass rates, safety compliance, and transparent capacity outlooks to support safer production planning.
• Incorporate term horizons from days to years; balance short-term triage with long-range sourcing plans to meet needs without compromising performance or safety in ADAS and electrification programs.
• Coordinate with adjacent sectors (health, services, plant operations) to share data about disruption risks; use joint drills to anticipate and contain impact on plant readiness and system integrity.

Growing Industry Dynamics: Tracking demand, capacity, and supplier diversification

Recommendation: Launch a quarterly, cross-border dashboard tying demand signals to capacity and multi-sourcing, with a president-level sponsor and explicit accountability across governments, house committees, and industry groups.

Key actions to implement now:

• Adopt a standardized 12-month demand view for chips by region (US, European, Asia) and by sector (auto, industrial, consumer, data center); update monthly, using the June data baseline to calibrate plans.
• Map capacity at the main nodes (foundries, assembly/test, packaging) and track utilization, lead times, and yield trends; include globalfoundries and major European facilities to spot shifts quickly; track vehicle-specific allocations.
• Quantify supplier diversification by region and process node; set a target to qualify at least two independent suppliers per critical node within 12 months; publish supplier counts quarterly.
• Align policy and procurement actions with governments through clear milestones; empower executive teams to approve alternate sourcing when disruption risk exceeds a defined threshold; coordinate with automotive and other key sectors.
• Publish a public risk report with a compass‑style framework that balances cost, resilience, and time-to-market; include scenario analyses for disruptions and long-cycle capex.

Context and data today:

• The sector has shown steady demand growth in June data, with overall appetite up by about 4–6% year over year, led by auto and data-center applications.
• Lead times for critical chips remain longer in some regions; availability improved as zero-covid constraints eased, but disruptions persist in a few supply routes.
• Capacity pressure remains acute in Europe; auto chip demand within the European automotive sector rose about 8–12% year over year, while the US market grew more modestly.
• Monitoring by governments through policy levers supports a broader supplier base; several groups are accelerating investments in domestic fab capacity and the supply of tested components.
• Globalfoundries activity and European suppliers’ expansion are key indicators for the medium term; however, the long tail of demand in vehicle electrification and industrial automation remains uncertain.

Carmakers Call for Transparency: What automakers require from chipmakers and regulators

Automakers called for a standardized, verifiable footprint for semiconductors, including plant locations, production volumes, and supplier tiers, with a real-time information feed accessible to governments and regulators to validate data there.

Regulators should require timely reporting on disruptions, including plant outages, outbreaks, weather events, and political incidents, with root-cause analyses and mitigation steps, when disruptions occur. Reporting should cover recent occurrences in southeast asia and other regions, enabling lead times to adjust production and shipping schedules.

Automakers require disclosure of process-node details, micron-scale tolerances, test results, and quality-event data from semiconductor producers, plus an altimime metadata tag to accelerate cross-border validation. This helps manufacturing teams anticipate lead times and mitigate disruptions before there is a ripple through the logistics network.

Autonomous operation relies on ecus; regulators should require disclosure of the unit mix, firmware versions, and change histories for ecus, plus cross-reference with the upstream group inventories to avoid misalignments in control software and safety features.

To support resilience, automakers want clear data on shipping routes, inventory buffers, and investments in regional manufacturing capacity, especially in asia and the southeast. Governments should align tax incentives and trade rules to shorten lead times there and enable faster make, create, and produce cycles while minimizing price volatility.

In this context, the glowinsky group recommends establishing a common information framework; encourage ecus data sharing and a unified data-structure that can be accessed by regulators and participants, so there is a single source of truth for products across the region. The approach ties into economic resilience and requires cross-border harmonization and timely updates.

Semiconductors, Hardware, and Software: Coordinated governance across chip ecosystems

Recommendation: Convene a regional governance group led by the president and the biden administration, including globalfoundries, automakers (notably passenger vehicles), electronics vendors, and component providers to manage semiconductors across the ecosystem. The group should operate on quarterly cycles, publish risk dashboards, and codify data-sharing rules to minimize disruptions, closely aligning management across stakeholders.

Establish a standard set of metrics: health of vendors, capacity, and prices; track electronics sales; monitor regional demand for devices that produce consumer goods; coordinate near-term production plans with region-focused buffers; incorporate health data and zero-covid considerations to keep operations safe and resilient, particularly for passenger electronics.

Implementation steps: run pilots in two regions with high automotive activity; connect data from globalfoundries and other vendors, logistics partners, and health authorities; target a 30% reduction in disruptions within 12 months and stabilize prices for semiconductors that feed electronics sales. If pilots show positive results, scale to additional regions and groups that produce critical components. That approach will reduce roughly half of disruptions originating from a few vendors by increasing visibility and diversification.

Governance and risk management: appoint cross-functional risk owners in each region, establish a rapid-decision protocol, and implement a control framework with clear escalation paths. Ensure data-sharing respects health data privacy and industrial security; align with zero-covid health practices; maintain safe operating limits for fabs such as globalfoundries and other fabs that produce advanced semiconductors.

Expected outcomes: more stable prices, steadier electronics sales, and stronger regional resilience as automakers and other buyers gain certainty. This approach supports US leadership under president and helps the region keep pace with globalfoundries-driven market dynamics, balancing group interests and market demand.

Volkswagen Group Reorganizes Semiconductor Supply: Sourcing strategy and risk management implications

Adopt a dual-sourcing framework for semiconductors powering ECUs across passenger and commercial lines: lock in four primary vendors and two contingency suppliers within 12 months through a structured transition to minimize single-source risk and shorten lead times that threaten production.

Build a compass-guided risk dashboard linking capacity, vendor health, and delivery volatility across sectors, with red/amber/green thresholds for rapid corrective actions and ongoing improvement.

Expand geographic coverage today by adding two partners in Asia-Pacific and one in Europe; target a 25% boost in external ecus capacity within three years; maintain 60 days of safety stock for critical items.

Finance plan: investments around 1.2 billion euros over three years to lift semiconductor capacity, fund advanced testing, and expand local packaging; align with gina guidelines and authorities to share data during health events; support a coordinated industry response.

Governance and execution: ensure cross-functional head of procurement oversight; implement supplier risk assessments with live dashboards; leverage white papers to communicate progress to stakeholders; be mindful that the ecosystem must remain safe and compliant with evolving standards.

Becoming more resilient requires continuous collaboration with vendor partners, meticulous control of the supplier portfolio, and a clear timetable that today translates into measurable reductions in shortages and improved reliability for passenger and commercial lines alike.