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1、 Global Semiconductor Industry OutlookSemiconductor leaders anticipate a strong 2025 powered by AIGrowth expected to be fueled by AI,but talent and geopolitics are still concerns.This is the 20th annual KPMG Global Semiconductor Industry Outlook,with key findings from a survey of 156 senior executiv

2、es from global semiconductor companies.More than half of the respondents were from companies with more than US$1 billion in annual revenue.The survey was conducted in the fourth quarter of 2024 by KPMG LLP and the Global Semiconductor Alliance(GSA).The publication is designed for semiconductor CEOs,

3、COOs,CFOs,controllers,finance leaders,and strategic and corporate development personnel.This work is equally relevant for executives of companies whose products are heavily reliant on semiconductor components,including products for telecommunications,telecommunications infrastructure,cloud services,

4、data centers,artificial intelligence,platform providers,devices supporting Internet of Things(IoT)applications,and automotive electronic applications.ContentsForeword .2Key findings .3Industry issues and strategic priorities .4Growth applications and products .12Financial expectations .16Operational

5、 expectations .22Next steps .27About KPMG and the GSA .28Research methodology .29About the authors .30 2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English com

6、pany limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook1Our annual KPMG Global Semiconductor Industry Outlook,developed in collaboration with the GSA,draws on the perspectives of 156 senior executives from leading global companies,offering a wide view of the industry

7、s challenges and opportunities.The report sheds light on continuing challenges such as talent acquisition,geopolitical tensions,and supply chain vulnerabilities.Talent and tariffs were cited as the biggest issues facing the semiconductor industry over the next three years.In response,leaders are foc

8、using on talent development strategies and enhancing supply chain flexibility.In fact,the number one action executives are taking to improve their companys supply chain agility is increasing geographical diversity and resiliency.Regarding financial expectations,the semiconductor industry will contin

9、ue to benefit from technological progress,as the world moves toward a future where artificial intelligence(AI)not only enhances existing applications but also creates new markets and opportunities.In our survey,86 percent project their companys revenue will grow over the coming year,which is on par

10、with last years 83 percent.ForewordMoreover,the demand for AI enablers such as graphics processing units(GPUs),advanced storage solutions in data centers and smartphones,along with the increasing use of sensors and microelectromechanical systems(MEMS)across various sectors such as IoT,automotive,ind

11、ustrial,and healthcare,were identified as key growth drivers.The research also showed 72 percent of respondents predict an increase in research and development(R&D)spending,and 63 percent expect to increase semiconductor capital spending,reflecting the commitment to innovation and technological lead

12、ership.This years report emphasizes the semiconductor industrys resiliency and proactive stance in fostering innovation and growth despite these challenges.Looking to 2025,the industry can expect continued financial improvement and new opportunities.Chris Gentle Leader,Global Semiconductor practice

13、KPMG LLP The semiconductor industry continues its recovery from the challenges of a few years ago and is poised for significant growth again in 2025.While concerns about supply chains,the talent supply,and customer demand remain,executives are expressing a strong positive outlook for the year ahead.

14、2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook2Key findingsSo

15、urce:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.FINANCIAL EXPECTATIONSproject their companys revenue will grow in 2025.expect to increase semiconductor capital spending.predict an increase in R&D spending.86%63%72%OPERATIONAL EXPECTATIONS29%25%say an excess supply of semiconductor

16、inventory already exists,while another believe demand will match supply for the next four years due to emerging technologies.Increasing geographical diversity is the top change leaders expect to make to improve their companys supply chain agility and resiliency.GROWTH APPLICATIONS AND PRODUCTS AI ha

17、s become the most important application driving semiconductor revenue for the first time,and cloud/data centers has risen to second.Automotive,which topped the survey for the last two years as the most important revenue driver,fell to fourth place this year.Microprocessors,including GPUs,again ranke

18、d as the top product opportunity for industry growth over the next year.#1INDUSTRY ISSUES AND STRATEGIC PRIORITIES As nontraditional semiconductor companies (tech giants,platform companies,and automotive companies)expand their chip capabilities,executives are most concerned that there will be increa

19、sed competition for talent as new competitors emerge.Supply chain flexibility and talent development/retention tied as the top strategic priorities over the next three years,followed by digital transformation and implementing generative artificial intelligence(GenAI).Territorialism/Tariffs and talen

20、t risk tied as the biggest issues facing the semiconductor industry over the next three years.Reducing on-hand inventory levels is the number one response to the current economic environment.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of i

21、ndependent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook3tied as the biggest issues facing the semiconductor industry over the next three years.Territorialism/Tariffs and talent ri

22、skINDUSTRY issues and strategic priorities K EY TAK E AWAY Stied as the top strategic priorities over the next three years,followed by digital transformation and implementing GenAI.Supply chain flexibility and talent development/retentionAs nontraditional semiconductor companies(tech giants,platform

23、 companies,and automotive companies)expand their chip capabilities,executives are most concerned that there will be increased competition for talent as new competitors emerge.New competitors emerge 2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organizati

24、on of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook4Rising concerns over tariffs and geopolitics Industry issues and strategic prioritiesSemiconductor manufacturing,ass

25、embly,test,and distribution spans multiple countries,making it sensitive to geopolitical shifts and conflicts.A great amount of geopolitical instability affects much of the world,from international trade tensions to conflicts in Europe and the Middle East.The trajectory of these and their ripple eff

26、ects remain uncertain,yet they stand to significantly influence global semiconductor operations and market dynamics.Among our respondents,armed conflicts and tariffs were named the two most concerning geopolitical matters that could affect the semiconductor ecosystem over the next two years.Other ma

27、tters such as government subsidies and the nationalization of semiconductor technology also ranked near the top.Government subsidies can distort market competition,and nationalization poses concerns around intellectual property,market access,and the potential for industry fragmentation.The prominenc

28、e of Taiwan in the supply chain was also identified as a high concern by respondents.Europe and Asia-Pacific(ASPAC)were highly concerned about climate How concerned are you about the impact of the following geopolitical matters on the global semiconductor industry and ecosystem over the next two yea

29、rs?(select one per row)Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.Climate change legislationGlobal tax reformEvolving monetary policiesNationalization of semiconductortechnology and IPGovernment subsidies to localizeinvestment i

30、n semiconductorsProminence of Taiwanin the supply chainTariffs and renegotiated trade dealsArmed conflictsLow concernHigh concernNeutral13%27%60%25%43%32%26%37%37%15%31%54%55%17%45%38%13%32%9%28%63%12%20%69%change legislation compared to relatively low concern in the US.At the same time,the US and A

31、SPAC listed global tax reform as a high concern,compared to Europe.After placing second in last years survey,territorialism(including tariffs and trade restrictions)tied with talent risk as the biggest issue facing the industry over the next three years.However,territorialism was clearly the most si

32、gnificant issue among large companies with$1 billion or more in annual revenue,likely due to more extensive global operations and greater exposure to international trade disruptions.Supply chain disruption,cited by 35 percent,was the third of the top three issues,indicating a growing concern over pr

33、otectionist policies being imposed by governments.Respondents were less concerned about global inflation and government responses,which fell to ninth place from third place last year as inflation rates generally declined in 2024.2025 KPMG LLP,a Delaware limited liability partnership and a member fir

34、m of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook5Industry issues and strategic prioritiesFocus on US tariffs and export controlsTariff

35、s In the US,increasing tariffs and nontariff barriers have significantly impacted many industries,including the semiconductor sector.This is particularly true for companies that source from China,as many products are subject to an additional 25 percent tariff in addition to the normal tariff rate.As

36、 a result,production costs have significantly increased.2025 will likely see increased tariffs on semiconductors and semiconductor manufacturing equipment imported in the US.The Biden administration was pursuing an investigation on unfair trade practices of Chinese general-purpose semiconductors.Sho

37、rtly after taking office,President Trump announced that he would impose tariffs on Canada,Mexico,and China under the International Emergency Economic Powers Act(IEEPA)based on border security concerns.Further,President Trump campaigned on universal baseline tariffs for all goods entering the United

38、States.These tariffs will force US companies to either absorb higher costs or pass them on to consumers.While the specifics related to new tariffs are evolving,it is likely that new tariffs will be implemented early in the Trump administration.Export controls Export controls have progressed from con

39、trolling specific technology or hardware to preventing the acquisition or development of emerging technologies,and advanced semiconductors and computing have been especially impacted.The implications for the industry include:Revenue impact:Restrictions on exporting advanced semiconductor technologie

40、s have reduced the potential market size and revenue for US companies.Supply chain issues:Companies must navigate complex regulations,leading to disruptions and increased costs as they seek alternative suppliers or customers.2025 will likely see new export controls aimed at further restricting both

41、semiconductors and semiconductor manufacturing equipment.The Biden administration released an interim final rule that focuses on new export controls for semiconductor manufacturing equipment,adds new foreign direct product rules,and designated 140 new companies to the Entity List.The Trump administr

42、ation is expected to broaden export controls.Impact on manufacturing,production,and assembly decisions The combination of tariffs and export controls has prompted US semiconductor companies to reconsider their manufacturing and production strategies.Many are exploring reshoring,nearshoring,and frien

43、dshoring options to reduce dependency on foreign suppliers and mitigate risks associated with international trade policies.This shift,while potentially increasing operational costs,offers greater control over the supply chain.What do you see as the biggest issues facing the global semiconductor indu

44、stry over the next three years?(select up to three)OtherCybersecurityASP erosionGlobal inflation and government responsesSemiconductor production capacity constraintsGovernment subsidies to localizeinvestments in semiconductorsExcess semiconductor production capacityHigh foundry costIncreasing R&D c

45、ostsSupply chain disruptionTerritorialism/Tariffs/Trade restrictionsTalent risk(not enoughskilled workers,talent struggle)40%40%35%24%21%20%19%19%17%16%1%26%Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Multiple responses allowed.Percentages do not sum to 100%.2025 KPMG LLP,a D

46、elaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook6Industry issues and strategic p

47、rioritiesSource:KPMG Global Semiconductor Industry Outlook Survey 2025,n=80.Percentages may not sum to 100%due to rounding.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.Government fundingIn recent years,governments have increased t

48、heir focus on semiconductor investments as part of broader initiatives to advance technological leadership and national security.Our survey shows a substantial inclination among semiconductor companies toward government funding,with nearly half(47 percent)of respondents having said they have applied

49、 or are planning to apply for some kind of government funding.Among those who have applied or received funding,almost half(45 percent)sought less than$100 million in funding,suggesting that a majority of semiconductor Has your company already applied for,or is planning to apply for in the next 12 mo

50、nths,government subsidy funding (e.g.,US CHIPS Act,European Chips Act)?(select one)How much government subsidy funding is your company seeking to obtain/has already obtained?(select one)Already applied or are planning to applyHave not appliednor are planningto applyNot sureHave already been awardedf

51、unding47%26%22%4%$1 billion or more$500 million$999 million$100 million$499 millionLess than$100 millionNot sure20%5%16%45%14%companies might be eyeing government grants to supplement their capital plans rather than entirely fund large-scale projects.Another 20 percent of these respondents sought$1

52、billion or more in funding,indicating ambitions for substantial strategic initiatives,such as building new fabrication plants.These results were consistent across regions,except Europe,where respondents were more likely to seek$100 million to$499 million in government funding.2025 KPMG LLP,a Delawar

53、e limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook7Industry issues and strategic priorit

54、iesTalent is also a top issueAs the semiconductor industry grows and the global demand for technical talent becomes greater,the industry is grappling with talent gaps,and talent risk was again identified as the biggest issue facing the semiconductor industry over the next three years(although tied t

55、his year with tariffs/trade restrictions).It also ranked as the top issue in the previous three surveys.The top response for ensuring that semiconductor companies have enough talent was investing in employee training,upskilling,and development programs(37 percent),reflecting the industrys understand

56、ing that up-to-date competencies in new technologies and tools are essential.That was followed by implementing succession planning and leadership development initiatives.These proactive strategies demonstrate an emphasis on continuity of leadership and the identification and nurturing of future lead

57、ers to guide the company through an increasingly volatile,uncertain,complex,and ambiguous global business environment.Also cited was leveraging technology and automation to optimize workforce productivity,enabling employees to focus on higher-order,strategic tasks while routine operations are automa

58、ted.US respondents put a greater emphasis on offering competitive compensation,incentives,and flexible work arrangements than their European and ASPAC counterparts,reflecting the evolving employee preferences.For their part,Europe most favored enhancing employee retention and engagement strategiesth

59、ese initiatives help foster a loyal workforce that feels recognized and valued,which can significantly improve productivity.ASPAC emphasized partnering with educational institutions or industry organizations for talent pipeline development.Such symbiotic relationships with educational and industry b

60、odies can ensure a steady influx of qualified professionals for the company and the industry at large.What is your company doing to ensure it has the talent it needs to achieve its growth goals?(select up to three)Expanding global talent search effortsFocusing on culture and inclusion to attract a b

61、roader talent poolPartnering with educational institutions or industryorganizations for talent pipeline developmentEnhancing employee retentionand engagement strategiesRecruiting new talent with specialized skillsLeveraging technology and automationto optimize workforce productivityOffering competit

62、ive compensation,incentives,and flexible work arrangementsImplementing succession planningand leadership development initiativesInvesting in employee training,upskilling,and development programs34%37%33%33%32%31%29%21%20%Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Multiple re

63、sponses allowed.Percentages do not sum to 100%.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Globa

64、l Semiconductor Industry Outlook8Industry issues and strategic prioritiesAs nontraditional semiconductor companies(e.g.,tech giants,platform companies,automotive companies)continue to develop their own chips and silicon capabilities,what do you expect the primary impact will be to the industry over

65、the next three years?(select one)Nontraditional companies disrupting the talent pictureAs nontraditional semiconductor companies(e.g.,tech giants,platform companies,automotive companies)continue to expand their own silicon capabilities,industry executives view competition for talent as the main impa

66、ct.They are also increasingly wary of new competitors emerging from this trend.The responses are related,given that a rise in semiconductor business units at these industry-adjacent companies will consequently create a need for even more skilled workers.The entry of nontraditional players,often with

67、 deep pockets and compelling employee value propositions,intensifies this talent race.The demand for skilled professionals who can design,develop,and manufacture complex semiconductor solutions is expected to rise further.In addition,tech giants and platform companies venturing into the design and m

68、anufacture of semiconductors could potentially disrupt the market dynamics,given their financial prowess,established distribution networks,and customer bases.Tech giants and established semiconductor players are now in a fierce battle for market share,with tactics such as optimizing chips for AI,enh

69、ancing data center modeling capabilities,and forging strategic alliances.As the industry becomes more competitive,significant investments and cutting-edge strategies will be essential for companies to not only survive but also thrive in this rapidly evolving landscape.Source:KPMG Global Semiconducto

70、r Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.2%13%35%39%11%1 Supply chains will be disrupted1 Increased competition for talent1 New competitors will emerge1 Increased foundry capacity constraints1 Other 2025 KPMG LLP,a Delaware limited liability partnership and

71、 a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook9Industry issues and strategic prioritiesIn addition to growth,what are t

72、he top three strategic priorities for your company over the next three years?(select up to three)Other strategic priorities include supply chain and GenAIGiven that talent remains a top issue for semiconductor executives,it should be no surprise that talent development and retention also remains a t

73、op strategic priority for the next three years.This reflects the industrys need for highly skilled labor given the specialized and technical nature of chip design and manufacturing.As semiconductor technologies increase in complexity,attracting,developing,and retaining skilled workers becomes a crit

74、ical challenge that companies must address.However,other issues have moved up on executives agendas compared to last years survey.Making the supply chain more flexible and adaptable to geopolitical changes was also listed as the top strategic priority(tying with talent development/retention),after b

75、eing named second in last years survey.The ascent of this issue represents 2024 Outlook Report2025 Outlook ReportDivestiture of noncore business units Mitigating cybersecurity risk Culture and InclusionParticipating in government subsidy fundingImplementing a carbon footprint reduction plan,includin

76、g supply chain partnersAddressing the product sustainability needs of our customersPrice renegotiation due to inflationTransformative merger and acquisition activityImplementing GenAIDigital transformation of our existing systems/processesTalent supply/development/retentionMaking the supply chain mo

77、re flexible and adaptableto geopolitical changes and other disruptions42%45%25%26%22%18%20%20%14%14%9%9%53%42%38%33%28%20%20%17%15%10%6%6%growing apprehensions about potential tariffs and trade restrictions,which can have significant disruption on global supply chains,affecting everything from raw m

78、aterial procurement to final product delivery.Digital transformation of existing systems/processes and implementing GenAI again ranked among the top strategic priorities,ahead of other priorities such as mergers and acquisitions,sustainability initiatives,and cybersecurity.These priorities underscor

79、e the essential role digitalization,cloud,and AI have in maximizing operational efficiency,product design,and manufacturing processes.Surprisingly,cybersecurity tied for last among the strategic priorities,suggesting that industry executives believe the fundamental issues around security have been a

80、ddressed or are being sufficiently monitored to manage the risk.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.KPMG Global Semiconductor Industry Outlook Survey 2024,n=172.Multiple responses allowed;percentages do not sum to 100%.2025 KPMG LLP,a Delaware limited liability partne

81、rship and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook10Industry issues and strategic prioritiesIn which of the follow

82、ing functions has your company already implemented GenAI,or expect to implement GenAI within the next year?(select one per row)GenAI deploymentBusinesses of all kinds have begun using GenAI to enhance their operational efficiencies,stimulate innovation,and gain a competitive edge.Semiconductor compa

83、nies are no exception.In our survey,IT and R&D/Engineering are the primary areas where semiconductor companies have already implemented GenAI.Given that the efficiency of these functions directly affects the speed of semiconductor design,development,and manufacturing processes,it is not surprising t

84、hey are the first to leverage GenAI.AI-driven automation can lead to faster decision-making,improved process optimization,and more streamlined workflows.Looking ahead,supply chain management and marketing/sales are the top functions where GenAI is expected to be implemented within the next year.The

85、use of AI Risk and LegalR&D/EngineeringProcurement and supply chain managementMarketing and salesManufacturing and operationsITHuman ResourcesFinance and accountingCustomer supportWill implement GenAIwithin the next yearDont knowAlready implemented GenAI33%42%24%31%56%13%27%60%13%34%38%28%26%51%22%3

86、5%41%24%37%51%12%31%42%27%24%67%10%in supply chain management can lead to better predictive analytics for demand forecasting,optimization of logistics,and mitigating supply chain risks.In sales and marketing,GenAI can help to enhance customer engagement,personalize marketing strategies,and improve s

87、ales forecasting.Regionally,the US appears to be at the forefront of GenAI implementation,due to its robust technological infrastructure and a high concentration of tech and semiconductor companies.Despite the potential of GenAI,the planning and execution of GenAI adoption requires careful considera

88、tion due to the technical complexities,costliness,and potential for disruption involved.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organ

89、ization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook11GROWTH applications and products K EY TAK E AWAY Sincluding GPUs,again ranked as the top product opportunity f

90、or industry growth over the next year.Microprocessors,has become the most important application driving semiconductor revenue for the first time,and cloud/data centers has risen to second.AI which topped the survey for the last two years as the most important revenue driver,fell to fourth place this

91、 year.Automotive,2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlo

92、ok12Discretes/PassivesOther logicAnalog/RF/Mixed signalOptoelectronicsSensors/MEMSMemory(NAND/DRAM)Microprocessors(GPU/MCU/MPU)Low growth opportunityNeutralHigh growth opportunity29%13%26%22%22%39%19%41%21%49%31%43%40%32%30%65%26%47%35%21%49%Rate each of the following in terms of growth opportunity

93、for the semiconductor industry over the next year.(select one per row)Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.The microprocessor category includes graphics processing units(GPUs),which are used extensively for AI computations

94、 and microcontroller units(MCUs)used in embedded systems.This category again ranked as the top product opportunity for industry growth over the next year,reflecting the increasing interest and application of AI and GenAI.As AIs adoption expands,its dependency on access to high-speed,efficient microp

95、rocessors similarly grows.Respondents also saw memory(NAND/DRAM)and sensors/MEMS as other areas of high growth.The global demand for high-capacity storage and high-bandwidth memory reflects the growth tied to AI GPUs and increased build-out of related Microprocessors/GPUs are highest product growth

96、opportunity Growth productsdata centers.Meanwhile,sensors/MEMS are integral to IoT devices and other applications demanding precise measurements and controls,such as automotive,industrial,and healthcare sectors.A decline in growth opportunity from last year was noted in analog/RF/mixed signal as wel

97、l as optoelectronics,reflecting slower demand from automotive and industrial segments.Analog,RF,and mixed-signal chips are foundational to a variety of applications such as telecommunications,automotive electronics,and industrial control systems.2025 KPMG LLP,a Delaware limited liability partnership

98、 and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook13Companies in various industries,from retail to healthcare to financ

99、e and manufacturing,are increasingly leveraging AI to optimize operations,make data-driven decisions,and improve customer service.Organizations were expected to spend$235 billion globally on AI in 2024.AI spending is expected to reach more than$630 billion by 2028,with a nearly 30 percent compound a

100、nnual growth rate(CAGR).GenAI currently represents 17.2 percent of global AI spending and is expected to grow to 32 percent by 2028,driven by a 60 percent five-year growth rate.1 This years survey revealed that AI has become the most important application driving semiconductor company revenue for th

101、e first time,as businesses increasingly incorporate the technology into their digital transformations.Spending on AI AI tops applications driving company revenueGrowth applications1 Source:“A Deep Dive Into IDCs Global AI and Generative AI Spending,”IDC Blog,August 16,2024.2 Source:“GenAI Monetizati

102、on-Assessing the ROI Equation,”Morgan Stanley,February 25,2025.MetaversePersonal computingWireline communicationsCleantechIndustrial equipmentInternet of thingsConsumer electronicsAutomotiveWireless communicationsCloud computing/data centersGenAI/AILess importantNeutralMore important22%24%34%26%30%2

103、4%46%26%35%11%28%21%28%54%63%55%24%32%44%19%15%67%29%24%36%22%31%49%19%32%42%42%46%How important are each of the following applications in driving your companys revenue stream over the next fiscal year?(select one per row)semiconductors is expected to be$174 billion in 2025 and increase to$280 billi

104、on in 2028.2 Semiconductor leaders also believe that AI enablers(including high-bandwidth memory)are the production technology that will have the greatest impact on the industry over the next three years,moving up from the third spot in last years survey.In an era where AI applications are rapidly p

105、ermeating all industriesfrom autonomous vehicles to healthcare diagnostics,household devices to personalized recommendationstheres an increasing demand for semiconductors that can support AI capabilities.High-bandwidth memory plays a critical role in these developments,supporting more efficient proc

106、essing that enables more complex computations and data analyses required in AI applications.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global o

107、rganization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook14This years survey is also the first time that cloud computing/data centers placed second among revenue dri

108、vers.The continued expansion of data centers and cloud computing has created substantial demand for semiconductors,fueling revenue growth and fostering innovation within the industry.The global data center market is projected to grow at a CAGR of about 10 percent over the next five years,reaching a

109、market size of nearly$485 billion by 2029.3 Similarly,the global cloud computing services market was estimated to be more than$600 billion in 2023 and is expected to grow at a CAGR of 21.2 percent from 2024 to 2030.4Semiconductor companies benefit because they produce the processors,memory chips,and

110、 networking components that enable cloud service providers to deliver scalable and reliable solutions to their customers.They also supply the advanced memory chips and storage solutions needed to handle large volumes of data.Automotive,which topped the survey for the last two years as the most impor

111、tant revenue driver,fell to fourth place this year.The decline in automotive reflects the slowing growth in that sector generally and particularly with electric vehicles of all types.Growth applications3 Source:“Global Data Center Market Projected to Near$500 Billion by 2029,”DataCenter Knowledge we

112、bsite,November 27,2024.4 Source:”Cloud Computing Market Size&Share Industry Report,2030,”Grand View Research website,undated.AI tops applications driving company revenue(continued)Thinking about the future of production technology,which will have the greatest impact on the semiconductor industry ove

113、r the next three years?(select one)OtherApplications for 200mm wafersEUV lithographyCompound semiconductorsIncreased investments in softwareHeterogeneous SoC architecturesProduction at sub-5mm technology node2.5D or 3D integration(interposer,TSV monolithic 3D,etc.)High-bandwidth memory andother AI e

114、nablers17%21%14%13%11%10%10%3%1%Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG

115、 International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook15FINANCIAL expectations K EY TAK E AWAY Sproject their companys revenue will grow in 2025.expect to increase semiconductor capital spending.predict an increase in R&D

116、spending.86%63%72%2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outl

117、ook16Revenue and profitability Despite economic uncertainty,increased costs,supply chain headwinds,and potential tariffs,semiconductor executives remain bullish in their outlook for the industry.A majority(86 percent)project their companys revenue will grow over the coming year,which is on par with

118、last years 83 percent.Even more encouraging is that almost half(46 percent)expect their companys revenue to grow more than 10 percent.All regionsUS,Europe,and ASPACare positive in their outlook,with only ASPAC being slightly less so.Smaller companies were generally more optimistic than larger organi

119、zations,seeing the opportunity for larger revenue increases because they are at an earlier stage of growth.This continued optimism by US companies is being driven by the increased momentum powered by government funding related to the CHIPS Act of 2022 and the rapid rise of GenAI.Looking more broadly

120、,executives are also very enthusiastic about industry revenue growth in 202592 percent forecast the industrys revenue will grow in the coming year.One-third(36 percent)predict industry revenue growth of more than 10 percent.These responses for strong revenue growth are in line with analyst predictio

121、ns for 2025.Financial expectationsSource:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.What is your outlook for the annual

122、revenue growth of the global semiconductor industry over the next year?(select one)20%11%20%6%10%1%5%No change1%5%6%10%11%20%20%8%28%33%5%0%1%1%1%23%IncreaseDecreaseWhat is your outlook for your companys revenue growth over the next year compared to the current year?(select one)20%11%20%6%10%1%5%No

123、change1%5%6%10%11%20%20%22%24%21%10%2%2%0%1%19%IncreaseDecrease 2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights re

124、served.KPMG Global Semiconductor Industry Outlook17Revenue and profitability(continued)As for the profitability of the semiconductor industry,forecasts were slightly subdued compared to revenue growth,with 77 percent predicting an overall increase in profitability.Yet this is higher than last years

125、result when 70 percent of respondents foresaw an increase.One reason for the views around profitability is that certain end markets,such as industrial and automotive(including electric vehicles),are seeing decreasing demand,causing a decline in revenues and margins among suppliers.Nevertheless,taken

126、 as a whole,the results reflect a positive 2025 outlook on a healthy industry.Financial expectationsSource:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.What is your estimate for the change in the annual operating profitability of the glo

127、bal semiconductor industry over the next year?(select one)20%11%20%6%10%1%5%No change1%5%6%10%11%20%20%6%13%32%15%0%0%1%7%26%IncreaseDecrease 2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG Inte

128、rnational Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook18Capital spending The survey reveals upward sentiment toward capital spending.A significant majority of respondents(63 percent)plan to increase their semiconductor-related

129、capital spending over the next year.That compares to 55 percent last year.Europe was slightly less positive,with 59 percent predicting an increase in spending,while ASPAC was more optimistic,with 68 percent planning an increase.The variation in optimism reflects regional differences in economic cond

130、itions,government support,and exposure to global supply chain challenges.The improving economy plays a crucial role in driving demand for semiconductors.The OECD projects global GDP growth to be 3.3 percent in 2025,up from 3.2 percent in 2024,and 3.3 percent in 2026.5 As consumer confidence grows,th

131、e demand for electronics and smart technologies is expected to rise,further stimulating the semiconductor industry.In addition,government subsidies aimed at bolstering domestic semiconductor production are also a reason for the positive outlook for capital spending.Financial expectations5 Source:“Ec

132、onomic Outlook:Global growth to remain resilient in 2025 and 2026 despite significant risks,”OECD website,December 4,2024.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.What is your outlook for semiconductor-related capital spending

133、 by your company(both equipment and software)over the next year compared with your companys current-year spending?(select one)R&D spending Spending to innovate is a constant for the semiconductor industry.However,the growth of GenAI appears to be a further catalyst,encouraging more companies within

134、the semiconductor industry to increase their spending on R&D.Reflecting that focus on innovation and development of new technologies,72 percent of respondents said they plan to increase their R&D spending in the next year.Europe was somewhat softer,with 59 percent seeing an R&D increase,while ASPAC

135、was more aggressive with 83 percent predicting an increase.The results show a slight increase from last year,where 69 percent overall were planning to increase R&D spending.20%11%20%6%10%1%5%No change1%5%6%10%11%20%20%15%13%21%25%3%0%4%4%15%IncreaseDecreaseWhat is your expectation for the change in

136、R&D spending by your company for the next year over the current year?(select one)20%11%20%6%10%1%5%No change1%5%6%10%11%20%20%8%13%27%21%1%0%3%3%24%IncreaseDecreaseSource:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156Percentages may not sum to 100%due to rounding.2025 KPMG LLP,a Delawa

137、re limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook19Workforce growthAs the complexity o

138、f semiconductor production and the pace of innovation increase,companies within this sector require a workforce with potent technical knowledge and abilities.Moreover,the industry has a growing need for specialists capable of navigating cutting-edge areas,such as quantum computing and AI.Despite nea

139、rly half a million tech layoffs globally since 2022,positions in technology-driven companies are still highly sought after globally.This has created a talent gap in the tech sector.6 For example,in the US,of the more than 100,000 new industry jobs in manufacturing and design expected to be created b

140、y 2030,67,000 are at risk of going unfilled.7 Europe will need an estimated 400,000 more workers to achieve its goal of doubling its market share by 2030,a goal included in the European Chips Act.8 And in India,the semiconductor industry is facing a potential deficit of 250,000 to 300,000 profession

141、als by 2027.9 Finding the right talent,therefore,remains a chief priority for semiconductor companies,which face a scarcity of skilled workers to create a workforce to meet the needs of business.And that priority appears to have become even more pressing.Overall,62 percent of respondents said that t

142、hey plan to increase their global workforce in the next year,compared with 55 percent overall last year.Geographically,Europe was less inclined to add workers,with only 48 percent saying they plan to increase their workforce,with 30 percent saying they actually plan to reduce their workforce.On the

143、other hand,the US was the most positive,with 69 percent citing an increase.Financial expectations6 Source:“Whats Happening In The Tech And IT Sectors,According To Staffing Experts,”Forbes,March 28,2024.7 Source:“Chipping away:Assessing and addressing the labor market gap facing the U.S.semiconductor

144、 industry,”Semiconductor Industry Association,July 25,2023.During the next year,do you expect your companys global workforce to increase or decrease?(select one)Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.20%11%20%6%10%1%5%No cha

145、nge1%5%6%10%11%20%20%6%8%17%22%1%0%3%12%31%IncreaseDecreaseThe size of companies also plays a role in their hiring intentions.While large corporations($1 billion or more in annual revenue)show an eagerness to recruit more personnel(57 percent expect to increase),smaller firms(less than$100 million i

146、n annual revenue)indicate an even stronger inclination toward workforce expansion(77 percent expect to increase).This could reflect smaller companies efforts to remain competitive in an industry dominated by global giants,driving them to invest more in human capital aimed at product development for

147、faster growth.8 Source:“Semiconductor capacity is up,but mind the talent gap,”EE Times Europe,April 15,2024.9 Source:“This industry may be short 300,000 skilled professionals in India,”CNBC TV18,June 11,2024.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global

148、organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook205859485859735145535369202520242025542024RevenuegrowthCapitalspendingWorkforcegrowthR&DspendingProfitabili

149、tyThe Semiconductor Industry Confidence Index score rose to 59 for 2025,exceeding last years score of 54,due to increased confidence across all factors:company revenue growth,profitability growth,workforce growth,R&D spending,and capital expenditures.A value above 50 indicates a more positive outloo

150、k than negative.Among the indexs components,company revenue growth posted the strongest showing with a score of 73.Workforce growth has the weakest showing with a score of 48,but that was still 3 points higher than last year.The biggest positive shift was in capital expenditure,which gained 7 points

151、 for a score of 58.That was followed by profitability change of the global semiconductor industry next year,which gained 6 points from last year to a score of 59.Confidence Index scores varied by company size,but all scores are still positive,especially at smaller companies.The positive results acro

152、ss all categories point to an industry on the upswing and poised for further growth in 2025.2025 Semiconductor Industry Confidence IndexIndustry Confidence IndexSource:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.KPMG Global Semiconductor Industry Outlook Survey 2024,n=172.2025 KPMG

153、LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook21K EY TAK E AWAY Ssay an

154、 excess supply of semiconductor inventory already exists,while another believe demand will match supply for the next four years due to emerging technologies.29%25%levels is the number one response to the current economic environment.Reducing on-hand inventoryis the top change leaders expect to make

155、to improve their companys supply chain agility and resiliency.Increasing geographical diversityOPERATIONAL expectations 2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a pr

156、ivate English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook22By a large margin,semiconductor executives see uncertain customer demand as the economic/market factor to have the largest impact on their company,cited by 67 percent of respondents.This uncert

157、ainty can have large effects on an industry that relies heavily on future-oriented investments and long-term planning.The second-most cited factor was cost of materials,assembly,and supplies at 35 percent.The cost of these resources is a pivotal concern for semiconductor companies,given that the con

158、stant race for innovation necessitates frequent updates in manufacturing equipment and obtaining materials through to final assembly and test.Economic and market factorsOperational expectationsRate the impact you expect the following economic/market factors to have on your company in the next year.(

159、1=very small impact and 5=very large impact)Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.Interest rate uncertainty/cost of capitalGovernment subsidiesbenefiting your companyGovernment subsidiesbenefiting competitorsCost of materia

160、ls/suppliesUncertain customer demandSmall impactNeutralLarge impact31%35%35%40%28%33%44%29%27%46%35%20%11%22%67%Regionally,ASPAC saw cost of material and supplies as having more of an impact than the US and Europe.And Europe more frequently cited uncertain customer demand as having a high impact,com

161、pared with the US and ASPAC.The results reflect concerns over a still recovering economy,where certain markets remain sluggish.For example,the deepening relationship between the automotive sector and the semiconductor industry is palpable,as advanced automobiles continue to require increasingly soph

162、isticated chip systems.Consequently,shifts in car demand significantly influence the semiconductor companies serving that end market.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International

163、 Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook23The semiconductor industry,characterized by its cyclical nature,is profoundly influenced by global economic trends.The industry is grappling with issues arising from the global eco

164、nomic environment marked by a recent period of higher interest rates and inflation and ongoing trade and tariff tensions between countries,which have led to uncertain customer demand in many end markets.Looking at how to respond,semiconductor executives are reassessing their management strategies ar

165、ound inventory.Overall,47 percent of respondents said reducing on-hand inventory is the primary action they have taken,or expect to take,in response to the economic conditions,making it the top choice overall.Last years top pick,postponing capital expenditures,ranked third this year.Responding to th

166、e economic environmentOperational expectationsWhat are the primary actions your company has taken,or expects to take in the next year,in response to the current economic environment(e.g.,interest rates,inflation,uncertain customer demand)?(select up to three)Reduce on-hand inventory levels Reduce em

167、ployee headcount Postpone/Reduce capital asset programs Stock buybacksPostpone/Reduce planned ESG programs Postpone/Reduce planned culture andinclusion programs Other cost-cutting measures not listed OtherNone of the above47%40%39%9%8%6%5%4%19%Geographically,the concern was more intense in Europe,wh

168、ere 56 percent of respondents said they would be reducing inventory,which was tied with reducing employee headcount.The European results may reflect that European companies are more exposed to the automotive and industrial industries,which had been experiencing downward revisions in demand for much

169、of 2024.Overall,the result suggests that worries over supply chain disruptionsthough still top of mindmight be starting to wane.For example,amid the initial disruptions caused by the pandemic,companies adopted a cautious“just-in-case”approach to inventory management.Now,with the easing of these disr

170、uptions,it appears that companies are reverting to the more efficient“just-in-time”model.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Multiple responses allowed.Percentages do not sum to 100%.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG

171、global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook24Semiconductor executives expressed general optimism about revenue growth for semiconductors,driven

172、 by technological advancements and new applications.During the pandemic,the sudden surge in demand for electronics for remote work and entertainment,coupled with supply chain disruptions,led to a global chip shortage.After the pandemic,the shortage has been alleviated,and the concern is now creating

173、 the delicate balance between supply and demand and reversion back to the cyclical norm.In our survey,views on inventory levels present a mixed picture.Slightly less than a third of respondents(29 percent)believe an excess of semiconductor inventory already exists.And another third(37 percent)feel a

174、n inventory excess will become a reality in the next four years,although that was a significant decline from last years 45 percent.Conversely,one-quarter of executives believe emerging technologies like AI represent a continual growth engine,and semiconductor demand will be balanced with supply for

175、the next four years.This is an increase from last years survey(19 percent).Finally,8 percent say demand will outrun supply,resulting in another inventory shortage within the next four years.A mixed outlook on inventory levelsOperational expectations30%29%12%25%Already an excess supply of inventoryOn

176、e yearfrom nowTwo yearsfrom nowThree yearsfrom nowFour yearsfrom nowDemand will outrun supply,resulting inan inventory shortageDemand will keepincreasing due to technologies such as AI,electric vehicles,and cleantech19%9%12%12%12%10%9%8%8%6%When will the next excess supply of semiconductor inventory

177、 occur?(select one)4 2025 Outlook Report4 2024 Outlook ReportSource:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.KPMG Global Semiconductor Industry Outlook Survey 2024,n=172.Percentages may not sum to 100%due to rounding.2025 KPMG LLP,a Delaware limited liability partnership and a me

178、mber firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook25The industrys global supply chain is inherently complex,involving many playe

179、rs from various corners of the world.This complexity is accentuated by factors such as trade tensions,geopolitical uncertainties,and regional supply chain dependencies.The prominence of Taiwan in the global supply chain and trade tensions with the Chinese mainland are significant concerns for semico

180、nductor executives that could affect the industrys supply chain and revenue growth.Overall,47 percent of respondents said that they plan to improve their companys supply chain agility and resiliency by increasing the geographical diversity of their supply chain in the next 12 months.That response ju

181、mped to 53 percent when the question was asked with a 1336-month timeline.The other top actions were investing in digitizing the supply chain and building a more sustainable supply chain.The US governments increasingly protectionist stance when it comes to trade is a key factor for companies to seek

182、 suppliers from a wider scope of geographies,thereby maintaining supply chain integrity and ensuring continued growth.Operational expectationsSupply chain agility and resiliencyWithin the next 12 months In the next 1336 monthsWhat changes do you expect to make to improve your companys supply chain a

183、gility and resiliency?(select all that apply)Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Multiple responses allowed;percentages do not sum to 100%.Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Multiple responses allowed;percentages do not sum to 100%.Do

184、not anticipate further changesOtherBuild out more inventoryParticipate ingovernment funding/subsidiesIncrease internalsupply chain capabilitiesIncrease manufacturing capacityBuild a more customer-centricsupply chainReprioritize end marketsNew/Revised continuity plansBuild a more sustainable supply c

185、hainInvest in digitizing my supply chain(predictive analytics,AI automation,etc.)Increased geographical diversityof supply chain47%37%34%26%25%19%18%15%10%6%1%30%Do not anticipate further changesOtherBuild out more inventoryParticipate ingovernment funding/subsidiesIncrease internalsupply chain capa

186、bilitiesBuild a more customer-centricsupply chainReprioritize end marketsIncrease manufacturing capabilityNew/Revised continuity plansInvest in digitizing my supply chain(predictive analytics,AI,automation,etc.)Build a more sustainable supply chainIncreased geographical diversityof supply chain53%40

187、%38%25%24%22%17%14%8%7%1%29%2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Ind

188、ustry Outlook26Geopolitical risks The semiconductor industry,being a critical and strategic sector with significant geopolitical implications,should consider adopting a multifaceted approach to manage and mitigate geopolitical risks.Avoid heavy reliance on a single source or region for materials,man

189、ufacturing,or intellectual property to reduce vulnerability to regional disruptions caused by geopolitical tensions or conflicts.Implement advanced risk assessment tools to monitor geopolitical developments continuously,including setting up a dedicated team or department responsible for assessing ge

190、opolitical risks and advising on strategic decisions.Prepare a comprehensive crisis management plan that includes scenarios related to geopolitical risks.Next stepsDigital transformation and GenAI The semiconductor industry,standing at the forefront of technology,should continue to pursue digital tr

191、ansformation and leverage emerging technologies like GenAI to stay competitive and innovative.Define clear objectives for digital transformation,such as increasing production efficiency,reducing time-to-market,enhancing product design,or improving predictive maintenance.Plan specific applications fo

192、r GenAI,such as design modeling,automated system testing,predictive analytics for equipment maintenance,and optimization algorithms for supply chain management.Recruit AI and machine learning specialists,data scientists,and digital transformation experts.Provide training and continuous learning oppo

193、rtunities for existing employees to upskill them in new technologies and methodologies relevant to digital transformation.Develop a robust data governance framework to manage the quality,security,and accessibility of data,which is crucial for effective AI applications.Tariffs and export controlsAddr

194、essing proposed tariffs,export controls,and increased protectionism requires a strategic and proactive approach from the semiconductor industry.Establish partnerships or joint ventures in key markets to navigate local regulatory environments more effectively and benefit from local incentives.Develop

195、 an agile business model that can quickly adapt to new trade policies and regulations.This includes having flexible manufacturing and distribution strategies that can be adjusted as required.Continuously invest in R&D to reduce dependency on foreign technologies and materials.Focusing on homegrown i

196、nnovation can also help in circumventing some export controls targeted at specific foreign technologies.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English co

197、mpany limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook27Supply chainTo achieve a more efficient,secure,and reliable supply chain,the semiconductor industry needs to address multiple areas of its operations.Here are key strategies to consider:Avoid reliance on a sin

198、gle supplier or region by establishing relationships with multiple suppliers across various geographical locations.Where possible,source materials and components closer to manufacturing facilities to reduce transit times,costs,and dependency on international shipping.Leverage predictive analytics to

199、 forecast demand more accurately and anticipate disruptions.Employ inventory management techniques such as just-in-time and safety stock models to optimize inventory levels and reduce holding costs.Treat suppliers as strategic partners.Regular interactions,shared goals,and mutual benefits can lead t

200、o a more reliable and committed supply chain network.Invest in supplier development programs to improve the suppliers capabilities,which in turn enhances their performance and reliability.TalentAddressing the talent gap in the semiconductor industry is crucial for sustaining innovation and meeting g

201、rowth goals.Here are several strategies the industry can employ:Offer continuing education programs for current employees to keep their skills up to date with the latest technologies and processes.Encourage obtaining certifications and advanced degrees.Define clear career pathways within the organiz

202、ation to help employees understand their potential career progression.Establish mentorship programs where experienced professionals can guide newer employees,providing them with advice,support,and knowledge transfer.Employ automation and AI to handle routine tasks,allowing human workers to focus on

203、more complex and intellectually stimulating work.This not only improves efficiency but can also make positions more appealing.Next stepsAbout KPMG and the GSAKPMG Global Semiconductor practiceTechnology affects and influences virtually every aspect of our personal and professional lives.The semicond

204、uctor industry is leading the way in this digitized and connected world.The KPMG Global Semiconductor practice can make the difference in helping semiconductor companies navigate this evolving environment.KPMG firms across the globe work with semiconductor clients of all sizes to look beyond todays

205、pressing industry challenges and anticipate the strategic choices that can best position them for both short-and long-term success.For more information,please visit Semiconductor AllianceThe GSA is Where Leaders Meet to establish an efficient,profitable,and sustainable high-technology global ecosyst

206、em encompassing semiconductors,software,solutions,systems,and services.A leading industry organization that represents more than 300 corporate members,including more than 120 public companies,GSA provides a unique,neutral platform for collaboration where global executives interface and innovate with

207、 peers,partners,and customers to accelerate industry growth and maximize return on invested and intellectual capital.GSA members represent over 80 percent of the$620 billion semiconductor industry.Learn more at www.gsaglobal.org.2025 KPMG LLP,a Delaware limited liability partnership and a member fir

208、m of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook28LocationAnnual company revenue$1B-5B or more$100M-$999MLess than$100M25%56%19%Respon

209、dent titleVice PresidentDirector/Executive Director31%11%26%21%10%The survey was conducted in conjunction with the GSA.Data was collected from 156 global respondents in the fourth quarter of 2024 using an online survey.The charts below provide the respondent profile.Research methodologyCompany typeP

210、rivate EquityVenture-funded startupPrivatePublic61%27%5%7%Industry segmentFab semiconductor company(IDM)Fab semiconductor company(IDM)Fabless semiconductor company24%20%25%8%24%Rest of worldEMEAASPACU.S.43%17%26%14%1 US1 ASPAC1 Europe1 Middle East/Africa/Rest of world1 Less than$100M 1$100M$999M1$1B

211、 or more1 Public 1 Private 1 Venture-funded start-up1 Private equitybacked 1 Director/Executive director1 Vice president/leader of BU or division1 President/CEO/Chairman/Founder1 Other C-level1 Other 1 Fabless semiconductor company1 Fab semiconductor company(IDM)1 Industry supplier or vendor1 Servic

212、e,systems,software,or solutions provider 1 Other Source:KPMG Global Semiconductor Industry Outlook Survey 2025,n=156.Percentages may not sum to 100%due to rounding.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms aff

213、iliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook29Anna Scally is an International Tax Partner at KPMG Ireland and KPMGs Technology,Media&Telecommunications Sector Leader in EMA.She has 20 years exper

214、ience advising Irish and international companies on tax matters,including M&A,financing,group structuring,R&D,IP,and international tax.Annas clients include companies in the technology,media,telecommunications,fintech,pharmaceutical and life sciences sectors.She is passionate about innovation and sc

215、aling ambitious start-ups and advises early-stage companies on fundraising,shareholding arrangements,rewarding founders,incentivizing employees and growing global operations.anna.scallykpmg.ie Chris Gentle is the leader of the KPMG Global Semiconductor practice and a member of the KPMG Technology,Me

216、dia&Telecommunications practice in the US.He has 30 years of experience providing financial statement audit and deal advisory services to public and private companies in the semiconductor,software,and life sciences sectors both in the US and the UK.Having served as lead partner for a number of Fortu

217、ne 500 semiconductor companies,Chris has extensive experience with debt&equity offerings,business combinations,and Simon Dubois is a Partner at KPMG Australia and the ASPAC&Australia Technology Sector Leader,where he leads a team of professionals providing services to organizations in the Technology

218、 sector,from startups through to large multinationals.Simons audit and accounting advisory career has spanned a range of industries beyond technology that includes consumer markets,infrastructure,agribusiness,energy,and manufacturing.Formerly at KPMG Australia,he was a National Executive for the Aud

219、it,Assurance,and Risk Consulting division.Simon is also a current member of the Audit and Risk Committee of CEDA(Committee for Economic Development of Australia).auMark Gibson is the Technology,Media&Telecommunications global sector leader for KPMG International.During his 35 years in public account

220、ing and advisory,he has served clients in the technology,consumer products,and retail industries as both an Audit and Advisory partner.He serves as the account executive for several large clients in the Seattle and Silicon Valley markets and as global lead partner for a leading technology company,wh

221、ere he works with KPMG professionals from Audit,Tax,and Advisory in more than 15 countries.Prior to his current role,Mark was the Seattle office managing ContributorsLincoln Clark,Partner,Global Semiconductor practice,KPMG US Jessica Mueller,Vice President of Research,GSA jmuellergsaglobal.orgAbout

222、the authors 2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.KPMG Global Semiconductor Industry Outlook30T

223、he information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.Although we endeavor to provide accurate and timely information,there can be no guarantee that such information is accurate as of the date it is received or

224、that it will continue to be accurate in the future.No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation.2025 KPMG LLP,a Delaware limited liability partnership and a member firm of the KPMG global organization of inde

225、pendent member firms affiliated with KPMG International Limited,a private English company limited by guarantee.All rights reserved.MGT#9244The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global or all of the services described herein may not be permissible for KPMG audit clients and their affiliates or related entities.Learn about us in: