Just when the industry thought the shortage saga was over, the parts giant hit refresh on the chaos.

The global electronics industry faces another shortage situation. What began as a governance dispute between the Dutch government and the Chinese ownership of Nexperia has morphed into a geopolitical crisis with wide-ranging impacts on the printed circuit board assembly industry.

The real bottleneck isn’t the layout; it’s decoding those half-hidden specs stuffed into a PDF.

Every electronics engineer and PCB designer knows the feeling: the design is done, the data package is zipped, and the request for quote (RFQ) is sent. And then ... you wait.

This is the quoting “black box.” A project’s momentum comes to a halt, sometimes for days, as you wait for a price. When the quote finally arrives, it might come with design for manufacturability (DfM) queries, unexpected costs or lead times that jeopardize the entire schedule.

How a longtime PCB supplier became a contract manufacturer.

More than a handful of US-based printed circuit board fabricators offer some degree of assembly in order to meet customer demand. Often, these companies are flex circuit manufacturers which add in-house SMT as a strategic advantage so they can offer a one-stop supply model.

Recently, however, a Chicago-area supplier of bare PCBs took a different approach: It acquired, of all things, a full-service EMS company.

Nine critical checks for OEMs to avoiding bottlenecks.

Established OEMs with ambitious growth goals often hit a wall as they expand their product ranges. Internal design and development (D&D) teams become overloaded while juggling updates to legacy products, managing lifecycles and integrating new features. Meanwhile, mounting pressure to innovate and accelerate time-to-market for new products adds to the challenges.

For many, the answer is clear: outsource D&D. But choosing the right partner is anything but straightforward. This is the tipping point. OEMs often need to work fast to choose a D&D partner or face a vicious cycle of competing demands and delays that impact revenue (Figure 1).