Key Summary

Kevin O'Hanlon, writing from Washington, D.C., examines the growing disconnect between U.S. policy ambitions and manufacturing realities across three critical areas: global oil price volatility driven by the Iran conflict, America's push to lead in AI exports despite domestic data center manufacturing gaps, and the FCC's complicated effort to ban foreign-made consumer routers on national security grounds. His takeaway: good policy intent isn't enough when the supporting infrastructure doesn't yet exist.

By Kevin O’Hanlon, VP, North American Government Relations

From my perch in Washington, D.C., I see every headline through a policy lens, and right now, the gap between policy intent and on-the-ground reality is widening. This week’s picks spotlight that disconnect and why it matters for U.S. manufacturing and the electronics ecosystem.

Oil is Liquid Gold – Until It Isn’t 

As the Iran conflict enters its third month, global oil prices continue to rise. News from Europe suggests that the manufacturing sector is starting to suffer not from the price of oil, but from the oil derivative price increases. As we look to strengthen U.S. domestic manufacturing, it’s worth exploring how we can future-proof against volatility. 

U.S. is not the 'manufacturing powerhouse' it once was. During the Iran war, that's a good thing.

Remind Me What We’re Exporting?

The U.S. is an undisputed leader in technology development. Our intellectual property laws are second to none, which leads to some of the foremost research and development globally. As the Trump Administration looks to extend the country’s leadership on artificial intelligence, it raises an important concern: we can build parts of data centers, but we can’t manufacture the entirety of a data center in the U.S. Should we be focused on domestic capacity building before aiming to export leadership?

White House postpones executive order on AI

Made in the U.S.A. – One Router at a Time

In March, an interagency task force, including the Department of War, Department of Homeland Security, and the Federal Communications Commission (FCC), identified consumer routers as a risk to national security. Since then, we have been on a policy roller coaster trying to balance national security against the reality of manufacturing capabilities. The evolution of the FCC’s guidance to consumers and the subsequent policy changes highlight the disconnect between well-intentioned policy and reality. 

The FCC's Foreign-Made Router Ban Gets Complicated. What You Need to Know

Key Summary

At the 2026 Apprenticeships for America Summit in Washington, D.C., leaders from industry, education, workforce development, and government explored how apprenticeships are evolving into a strategic workforce solution for industries facing talent shortages and rapidly changing skills needs. 

David Hernandez, VP of Education at the Global Electronics Association, highlights the importance of collaboration, employer-centered design, and cross-state coordination to scale apprenticeship programs while maintaining flexibility and local responsiveness.

By David Hernandez, VP, Education, Global Electronics Association

Last week, I had the opportunity to spend several days in Washington, D.C., participating in the 2026 Apprenticeships for America Summit alongside employers, workforce leaders, educators, policymakers, intermediaries, and apprenticeship advocates from across the country.

The summit brought together leaders committed to strengthening and scaling apprenticeship as a workforce solution for industries facing persistent talent shortages and rapidly evolving skills needs. Discussions throughout the week focused on employer engagement, return on investment, state and regional systems, expanding access, and the practical challenges that continue to impact apprenticeship growth. One thing became increasingly clear during the summit: apprenticeship is no longer simply a workforce initiative. It is becoming a strategic imperative for employers looking to build sustainable talent pipelines and develop workforce capacity for the future.

A highlight of the week for me was moderating the panel discussion, “Closer to Employers, Tougher to Scale: Solving the Cross-State Apprenticeship Puzzle,” featuring Melanie Flowers, Chief Workforce Strategy Officer at Craft Education; Lisa McIntyre-Hite, Chief Operating Officer at the Competency-Based Education Network (C-BEN); and John Ladd, Senior Advisor at Jobs for the Future (JFF). The session explored one of the most pressing questions facing apprenticeship expansion today: how do we maintain the employer responsiveness and local partnerships that make apprenticeship successful while creating systems capable of supporting multi-state scale?

For many employers operating nationally, apprenticeship programs often encounter varying state requirements, registration processes, funding structures, data practices, and implementation models. While local flexibility is important, these differences can create friction when organizations attempt to expand successful programs across state lines. The discussion focused on what it will take to reduce that friction.

Panelists explored the role intermediaries and industry associations can play in creating stronger alignment across regions, establishing shared standards, improving transparency around data and outcomes, and leveraging technology-enabled collaboration to support scale without sacrificing quality. The conversation also highlighted the importance of competency-based approaches and employer-centered design. As industries evolve and workforce needs change more rapidly, apprenticeship systems must become more adaptable, portable, and easier for employers to engage with.

One takeaway that resonated throughout the discussion was that scale does not require uniformity; it requires coordination. Moving apprenticeship forward will depend on stronger collaboration between industry, workforce systems, educators, intermediaries, and state partners to build frameworks that preserve local strengths while reducing unnecessary complexity. What made the panel especially impactful was that it moved beyond identifying challenges and focused instead on advancing practical solutions and shared ownership. 

For organizations like the Global Electronics Association, this conversation is particularly relevant as the advanced manufacturing and electronics industries continue facing workforce shortages and increasing demand for skilled talent. Employers need solutions that are flexible enough to meet local workforce needs while scalable enough to support national growth strategies. Today, the Association continues advancing apprenticeship as part of a broader workforce development strategy for the electronics industry. We continue to focus on helping employers adopt and scale programs that align with industry needs while creating clear career pathways for workers.

Employers can engage through multiple pathways depending on their workforce needs: implementing a Registered Apprenticeship Program to develop new talent, using apprenticeship models to upskill incumbent workers, or participating in broader workforce pipeline efforts that connect education, training, and industry partners. This flexibility is critical because workforce challenges vary by company, region, and stage of growth. 

The future of apprenticeship will depend on partnerships, innovation, and a willingness to rethink how systems work together. I left Washington encouraged by the momentum and the growing recognition that apprenticeship is not only an effective workforce strategy but also an essential component of building the workforce our industries will need tomorrow.

At the Global Electronics Association, we are already seeing that momentum translate into action. Our apprenticeship efforts continue to expand across employers and occupations, demonstrating that industry-led approaches can create a measurable impact. As more organizations adopt apprenticeship to recruit new talent, upskill existing employees, and strengthen workforce pipelines, we are building a stronger foundation for the future of electronics manufacturing—one partnership, one apprentice, and one success story at a time.

Key Summary:

• Electronics circularity must be practical, not theoretical.
• Atlantic Copper’s CirCular project shows large-scale e-waste metal recovery in action.
• Rising global e-waste makes stronger recycling and circularity efforts urgent.

By Dr. Diana Radovan, Director of Sustainability Policy, Global Electronics Association

Circularity policy discussions in electronics risk remaining abstract and unworkable unless they are grounded in actual industry practice. 

That’s why I couldn’t pass up the opportunity to experience Atlantic Copper‘s work near Sevilla, Spain, firsthand -- from copper production to the end-of-life stage, via its pioneer e-waste recycling CirCular Project. 

Copper’s characteristics make it essential to modern life and global decarbonization:

• thermal and electrical conductivity - in electricity and transport
• malleability - in sheaths, decorations, coins, electronics 
• ductility - in cables and circuits 
• resistance to corrosion - in conduits and roofs
• easy to alloy with other metals - in bronze and brass 
• easy to weld together - in pipes and fittings
• energy efficiency - in motors, solar energy, and wind energy. 

CirCular is Atlantic Copper’s flagship circular economy project. The CirCular project plant has the ability to annually process about 60,000 tons of nonferrous metal shreds from WEEE, which have already been pre-processed by authorized agents. This project, declared of strategic interest by the European Commission and the Regional Government of Andalusia, will allow the Huelva company to recover materials such as copper, gold, silver, platinum, tin, and palladium, and give them a new life.

The visit was facilitated by the International Tin Association Ltd, as a satellite event of the International Tin Conference 2026 that took place in Sevilla, where I was a speaker and panelist.

The amount of global waste from electrical and electronic equipment (WEEE) has been on the rise in recent years: in 2022, 62 million tons of WEEE were generated, equivalent to filling 1.55 million 40-ton capacity trucks, and it is expected to continue growing at a concerning rate, reaching 82 million tons in 2030, unless something changes in the way we approach electronics reuse, recycling, and recovery. Only a small fraction, about 22.3%, is properly recycled. Promoting the circular economy and responsible consumption, as well as policy shifts, are required on the path toward solutions. 

by Sydney Xiao, president, East Asia, Global Electronics Association 

As AI continues to accelerate change across the electronics industry, I am paying close attention to how this transformation is reshaping both the digital and physical foundations of our ecosystem. 

These three articles provide a strong view of where the electronics industry is heading. Asia’s growing role as a global supply chain hub shows why regional manufacturing strength and resilience matter more than ever. 

At the same time, AI is changing both the digital and physical foundations of the industry — from the trusted data flows needed to scale enterprise AI, to the advanced packaging capacity required to support next-generation AI semiconductors. Together, they reinforce an important point: future competitiveness will depend on how well companies connect supply chains, data infrastructure, and manufacturing capabilities.

• Roland Berger — Go East! Asia’s Rise as the World’s Supply Chain Hub https://www.rolandberger.com/en/Insights/Publications/Go-East-Asia-s-rise-as-the-world-s-supply-chain-hub.html
• AI Factories Are the Future of Enterprise AI—But Data is the Real Assembly Linehttps://www.forbes.com/councils/forbestechcouncil/2026/03/10/ai-factories-are-the-future-of-enterprise-ai-but-data-is-the-real-assembly-line
• Addressing the Biggest Bottleneck in the AI Semiconductor Ecosystem https://www.eetimes.com/addressing-the-biggest-bottleneck-in-the-ai-semiconductor-ecosystem/

KEY SUMMARY

After decades of working in semiconductor sourcing at major technology companies, Aftab Farooqi recognized how inefficient and manual the procurement process remained for hardware OEMs. His solution was ChipHub, an AI-native platform designed to streamline supplier discovery, component evaluation, and sourcing workflows while keeping human expertise at the center of decision-making. 

Built by a globally distributed team, ChipHub reflects the increasingly international nature of the electronics industry and the value of collaboration, innovation, and community within the global hardware ecosystem.

After more than three decades in the hardware industry, Aftab Farooqi knew one thing for certain: the way companies source semiconductors and components wasn’t working as well as it could.

“I spent years at companies like Google and Amazon working in semiconductor sourcing,” he explains. “We were evaluating hundreds of thousands of components, with billions of dollars in spend, but the process was still incredibly manual and inefficient.”

From supplier discovery to technical evaluation to contract negotiation, the workflow relied heavily on emails, spreadsheets, and fragmented tools. Finding the right components, especially ones that matched form, fit, and function, was often time-consuming and complex.

“It was a very painful process,” Aftab says. “That’s when I started asking myself a simple question. Why are we still doing it this way? There must be a better way.”

That question became the foundation for ChipHub, an AI-native procurement platform designed specifically for hardware OEMs. Built by a small, globally distributed team, the platform helps companies streamline supplier discovery, component evaluation, and sourcing decision tracking.

“It’s not about replacing people,” Aftab emphasizes. “It’s about giving them a better tool. Something that makes their work more efficient and helps them make smarter decisions. For hardware OEMs, ChipHub represents a shift from manual, fragmented sourcing to a more intelligent procurement platform, unlocking cost avoidance, optimizing component spend, and bringing greater speed, visibility, and control to sourcing workflows."

His perspective on AI is pragmatic. While it plays a central role in ChipHub, he’s quick to cut through the hype.

“AI is just another tool in the toolbox,” he says. “It can save time and improve efficiency, but it’s not a complete problem solver. You still need human expertise, especially in a field as complex as electronics.”

Like many engineers-turned-entrepreneurs, Aftab didn’t set out to start a company; he set out to solve a problem.

“You don’t have to invent something entirely new,” he says. “Sometimes it’s about taking an existing process, removing the inefficiencies, and making it work better for people.”

That mindset extends to how he’s built his team as well. With developers based across the U.S., U.K., and Pakistan, ChipHub reflects the global nature of today’s electronics ecosystem.

“There’s talent everywhere,” Aftab says. “What matters is finding people who are curious, capable, and committed to solving problems together.”

Joining the Global Electronics Association was a natural next step. After exhibiting at APEX EXPO, Aftab saw firsthand the value of the community.

“It’s an authentic and credible organization,” he says. “If you want to reach the hardware community, this is the place to be. This industry moves forward when people share ideas, challenge assumptions, and collaborate. That’s what makes this community so powerful.”

As ChipHub continues to grow, Aftab remains focused on the same goal that started it all: making the complex world of semiconductor sourcing just a little bit simpler, and a lot more efficient.

KEY SUMMARY

• India is moving aggressively to grow its electronics ecosystem, with strong government focus on scaling design, manufacturing, semiconductors, components, and PCB production as part of a broader push toward a $500B+ industry by 2030-31.

• Talent and policy are emerging as core strengths, with India pairing a deep engineering base and global chip-design expertise with industrial programs, incentives, and workforce development efforts aimed at building long-term manufacturing capacity.

• The Global Electronics Association is deepening its presence in the region, expanding government relations in India and Southeast Asia to help bring global industry perspective, strengthen collaboration, and support the growth of India’s electronics design and manufacturing ecosystem.

by Chris Mitchell, chief advocacy officer, Global Electronics Association 

I was thrilled to be in India last week with Gaurab Majumdar, the Association’s Vice President of India, Southeast Asia & MEA, for meetings with government leaders, peer associations, industry stakeholders, and member companies — including Tata Advance, Rossell Techsys & Thales India. The visit coincided with our decision to expand and deepen our government relations program in India and Southeast Asia; we will soon hire a dedicated lead in India to engage strategically and consistently with policymakers and industry. Our goal is to contribute to the national conversation as a global voice — partnering with India's strong network of tech and electronics associations to bring worldwide perspective and help accelerate the growth of India's electronics design and manufacturing ecosystem.

Here are my top takeaways from the trip, informed by on-the-ground conversations and India's current policy trajectory.

1. India's vision for electronics is grounded and granular. India doesn't just embrace the idea of a robust electronics ecosystem; it understands the segments, economics, and growth drivers that spur investment in design and manufacturing capabilities. With electronics production reaching roughly $135B in FY2024-25 and exports near $39B, the government's ambition to build a $500B+ ecosystem by 2030-31 is animating coordinated action across ministries and industry.

2. Iteration is built into the industrial strategy. Leaders stressed speed and learning: not every investment will land perfectly, and that's expected. The government has introduced a range of investment schemes — Skill India, Make in India, Digital India, Production Linked Incentives, the Electronics Component Manufacturing Scheme, and the India Semiconductor Mission — all helping India move from large-scale assembly toward deeper value-chain development. Importantly, the posture is to iterate: adjusting policy levers, streamlining processes, and recalibrating incentives to keep capital flowing and projects moving, particularly as firms diversify global supply chains toward trusted, scalable locations.

3. Semiconductors: from design strength to manufacturing scale. India's near-total reliance on imported chips is a recognized strategic vulnerability, and the government's India Semiconductor Mission — backed by roughly $10 billion in incentives across fabs, packaging, and design — aims to change that. With about 20% of the world's chip-design workforce, India has genuine talent to build on; the challenge is translating that strength into competitive domestic manufacturing at scale. Every meeting I had reinforced how central that manufacturing buildout is to India's broader ambitions.

4. PCBs are a national priority. India has historically held a small share of global PCB fabrication, but is now treating PCBs as essential infrastructure for electronics competitiveness — with policy focus, capacity investment, and ecosystem-building aligned across Make in India, Digital India, and PLI programs aimed at moving the country from assembly to deeper value-chain participation. The 2025 Electronics Component Manufacturing Scheme explicitly targets PCBs alongside other critical components, complementing a broader PLI for electronics components that funds multi-layer PCBs, SMD passives, and related parts where India remains heavily import-dependent.

5. Talent is the flywheel — and investment is following. India's workforce advantage is not just about scale; it is about depth. The country produces roughly 1.5 million engineering graduates annually and is home to approximately 20% of the world's semiconductor chip-design talent — a concentration that has made India a default location for Global Capability Centres across the electronics and semiconductor sectors. Over 1,700 GCCs now operate in India, spanning R&D, embedded systems, chip design, and advanced manufacturing support. Government and industry are reinforcing this base through expanded training pipelines, industry-aligned university programs, and skills certification frameworks tied to OSAT/ATMP, packaging, and compound semiconductor manufacturing. 

The Association is actively engaged in the workforce effort, working with government ministries and peer associations to align training and credentialing with global industry standards. Doing so ensures that as manufacturing capacity grows, the talent pipeline meets the quality, process, and technology expectations of customers and partners worldwide. The talent story is what gives India's manufacturing ambitions their credibility. The engineering base is already here, capital is increasingly following it, and we intend to help make sure the workforce is ready to deliver.

6. Navigating geopolitics as an opportunity. In a more dynamic global environment, India is positioning itself as a reliable, scalable node in diversified supply chains. The focus is on adaptability — attracting investment, advancing indigenous design, and building resilience — so firms can grow amid shifting global trade dynamics.

Bottom line: The energy in India is real. Ambition is increasingly matched with execution. I left with a clear sense that India believes it has the right ingredients to lead across electronics design and manufacturing and it is moving with intent to make that vision a reality.