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Media: Apple VP Johny Srouji has received an offer from Intel to lead the company

Smartphones/tablets certainly took market share from PCs and continue to do so. Now other companies are chasing the PC market with non-Intel chips and with AMD back in the game it is going to be a very competitive market. Same for datacenter. Hopefully the new Intel CEO will have the proper expectations set prior to them joining.
 
Smartphones/tablets certainly took market share from PCs and continue to do so. Now other companies are chasing the PC market with non-Intel chips and with AMD back in the game it is going to be a very competitive market. Same for datacenter. Hopefully the new Intel CEO will have the proper expectations set prior to them joining.
I still think the non-TSMC fab play is the best direction to go. Only two or three real players compete there, including IFS. All other areas are super competitive; thanks to ARM, chip design does not have such a high entry barrier anymore.

Let's do a thought experiment, if Intel had decided not to work on 4Y5N, what could Intel have done to have a better feat today? Focus on GPUs? Let's be honest, no matter how hard Intel try in the past 3-4 years, it would probably still be a distance number 3 GPU player today. Focusing on CPUs? its CPU products (that are selling today) was largely decided when he joined.

PG clearly has made a few mistakes during his tenure, these mistakes are mostly financial. But if 18A works well, he will be remebered as THE ceo who saved Intel.
 
Building infrastructure to be a foundry is a decade long affair. IFS is starting from nothing and trying to catch a behemoth that has the worlds biggest chip companies feeding its ecosystem for decades.

Intel really has 2 of three nodes done: intel10/7 and Intel4/3 and will get 18a out next year. This is well along the way to get to parity.

There is no corner on tools, process or capability. They should be in spitting distance to TSMC on technology next year. To build a competitive ecosystem and culture to be success head to head is another question.

Can it be done yes, should it be done is a bigger question. Thru a geopolitical lens there could be valid arguments that technology capability of IFS is necessary and should continue and be funded to be. Now is it a necessary for the product team success and what MJ and Dave really think and the next CEO is the question. Clearly with Pat his view was clear, but he is gone.

From a business point of view the technology strategy is one choice. To fault Pat for failure in AI isn’t fare.

As to if or will Johnny should be CEO, he should be smart enough to decline. He has no Fab or Foundry expensive but could replace MJ for the product side. As to who runs the combined there really is no candidate I am aware that has both the Process-technology as well as the product, and that may be why Intel was never going to be a leader and that was cast more than a decade ago.
 
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Before we celebrate the success of Intel 3,4, 18A (they all work from my understanding) .... lets wait for the finances. Its a terrible process if its not cost effective. We wont know the yields or the exact wafer starts.... but we have spreadsheets to deduce cost effectiveness from finance numbers.
I don't think it can be worse than Intel 7 in any way
Intel is very good a PC and DC CPUs.... those markets will change.... Intel products can profitable lead that change
Their Laptop CPUs are fine but not that good outside of Lunar Lake and in DC GNR is very competitive
 
I still think the non-TSMC fab play is the best direction to go. Only two or three real players compete there, including IFS. All other areas are super competitive; thanks to ARM, chip design does not have such a high entry barrier anymore.

Let's do a thought experiment, if Intel had decided not to work on 4Y5N, what could Intel have done to have a better feat today? Focus on GPUs? Let's be honest, no matter how hard Intel try in the past 3-4 years, it would probably still be a distance number 3 GPU player today. Focusing on CPUs? its CPU products (that are selling today) was largely decided when he joined.

PG clearly has made a few mistakes during his tenure, these mistakes are mostly financial. But if 18A works well, he will be remebered as THE ceo who saved Intel.

I think Intel Foundry could also be the foundry's foundry by providing N-2 (Intel 14, 7, and 3nm) process technologies to other foundries such as UMC, GF, Tower, and even Samsung if they get out of the leading-edge process business.

I remember back in 2004 IBM, Samsung, and GF joined forces and did the Common Platform Alliance to better compete with TSMC. The goal was to develop a platform for compatible processes to share an ecosystem and allow customers to design to one PDK and split manufacturing between the foundries. This was back in the 28nm days. Unfortunately, IBM was in charge and it did not work. This is one reason why TSMC owned 28nm.

IBM's 28nm HKMG version used the gate-first implementation while Intel and TSMC used gate-last. IBM's version did not yield and the alliance failed. IBM was not known for HVM processes and they still are not even today. IBM later paid GF to take the IBM semiconductor fabs off their balance sheet and the rest is history.

Intel could easily create a common platform for other foundries providing the fabs, PDKs, and ecosystem. The margins may not be big but it could fill Intel fabs which, in my opinion, is the root cause of Intel's problem. They have to fill the fabs.
 
I think Intel Foundry could also be the foundry's foundry by providing N-2 (Intel 14, 7, and 3nm) process technologies to other foundries such as UMC, GF, Tower, and even Samsung if they get out of the leading-edge process business.

I remember back in 2004 IBM, Samsung, and GF joined forces and did the Common Platform Alliance to better compete with TSMC. The goal was to develop a platform for compatible processes to share an ecosystem and allow customers to design to one PDK and split manufacturing between the foundries. This was back in the 28nm days. Unfortunately, IBM was in charge and it did not work. This is one reason why TSMC owned 28nm.

IBM's 28nm HKMG version used the gate-first implementation while Intel and TSMC used gate-last. IBM's version did not yield and the alliance failed. IBM was not known for HVM processes and they still are not even today. IBM later paid GF to take the IBM semiconductor fabs off their balance sheet and the rest is history.

Intel could easily create a common platform for other foundries providing the fabs, PDKs, and ecosystem. The margins may not be big but it could fill Intel fabs which, in my opinion, is the root cause of Intel's problem. They have to fill the fabs.

It's a wonderful idea. But Intel must first let go those big-mouth managers who dare to attack Intel's own customers and partners.
 
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I think Intel Foundry could also be the foundry's foundry by providing N-2 (Intel 14, 7, and 3nm) process technologies to other foundries such as UMC, GF, Tower, and even Samsung if they get out of the leading-edge process business.

I remember back in 2004 IBM, Samsung, and GF joined forces and did the Common Platform Alliance to better compete with TSMC. The goal was to develop a platform for compatible processes to share an ecosystem and allow customers to design to one PDK and split manufacturing between the foundries. This was back in the 28nm days. Unfortunately, IBM was in charge and it did not work. This is one reason why TSMC owned 28nm.

IBM's 28nm HKMG version used the gate-first implementation while Intel and TSMC used gate-last. IBM's version did not yield and the alliance failed. IBM was not known for HVM processes and they still are not even today. IBM later paid GF to take the IBM semiconductor fabs off their balance sheet and the rest is history.

Intel could easily create a common platform for other foundries providing the fabs, PDKs, and ecosystem. The margins may not be big but it could fill Intel fabs which, in my opinion, is the root cause of Intel's problem. They have to fill the fabs.
Good Input. I talked to some more people at IEDM. I think I could make an argument that Intel foundries biggest failure is not getting the mature nodes running. I am not sure what happened to Intel 16 (22nm), and the UMC, Tower deal (not the purchase) but I get the feeling from my discussions they might be gone for a variety of problematic reasons for Intel

After decade plus of foundry plans and 4 years of foundry prioritization intel is Maybe a top 20 wafer foundry. and the revenue is lower than 2 years ago. how is that possible?
 
Good Input. I talked to some more people at IEDM. I think I could make an argument that Intel foundries biggest failure is not getting the mature nodes running. I am not sure what happened to Intel 16 (22nm), and the UMC, Tower deal (not the purchase) but I get the feeling from my discussions they might be gone for a variety of problematic reasons for Intel

After decade plus of foundry plans and 4 years of foundry prioritization intel is Maybe a top 20 wafer foundry. and the revenue is lower than 2 years ago. how is that possible?
Yes, Intel has a decade plus of foundry "experience", but prior to Gelsinger's arrival it wasn't experience that adds value. Intel insisted on using their design workflows using outdated and proprietary systems. No one was seriously interested in that and given what TSMC was offering, no one should blame them. I would argue that Intel's prior "experience" was detrimental and taught lessons that had to be unlearned before they could move forward. So from my perspective, Intel has been at the foundry game for < 4 years and has made great strides. And while they still have a very long way to go, they are moving in the right direction.
 
I think Intel Foundry could also be the foundry's foundry by providing N-2 (Intel 14, 7, and 3nm) process technologies to other foundries such as UMC, GF, Tower, and even Samsung if they get out of the leading-edge process business.
The problem is Intel 14 and Intel 7 have to be designed on Intel's proprietary systems. They would require customers to invest in those design systems, knowing that nothing else would ever be build using them. Unless Intel were to invest in completely replacing their design systems for those legacy nodes I don't see how they attract customers. Right now the only viable legacy node I see is Intel 3 given the design concerns.
 
The problem is Intel 14 and Intel 7 have to be designed on Intel's proprietary systems. They would require customers to invest in those design systems, knowing that nothing else would ever be build using them. Unless Intel were to invest in completely replacing their design systems for those legacy nodes I don't see how they attract customers. Right now the only viable legacy node I see is Intel 3 given the design concerns.
Intel 3 is not a legacy node it is right there in between N5/N3 and it is thier first EUV the best value will be Intel 16 and than Intel 12 using UMC if it happens also there is not much Intel 3 capacity
 
The problem is Intel 14 and Intel 7 have to be designed on Intel's proprietary systems. They would require customers to invest in those design systems, knowing that nothing else would ever be build using them. Unless Intel were to invest in completely replacing their design systems for those legacy nodes I don't see how they attract customers. Right now the only viable legacy node I see is Intel 3 given the design concerns.

Are you talking about EDA tools and IP? What are design systems?
 
Intel has to be saved at all cost. This is not a question of finances, but national security. I hope the new administration in the US will have the necessary foresight.
 
Intel has to be saved at all cost. This is not a question of finances, but national security. I hope the new administration in the US will have the necessary foresight.

Agreed. I think it will be more up to the new Intel CEO but Intel must be saved. I have high hopes based on the CEO search rumors I have heard lately. Hopefully the right person gets the job and that person has political skills the previous CEO did not.

The majority of the people I have spoken to at the conferences feel the same and are hoping for the best, even TSMC. We need semiconductor innovation and Intel is the leader.
 
Yes, Intel has a decade plus of foundry "experience", but prior to Gelsinger's arrival it wasn't experience that adds value. Intel insisted on using their design workflows using outdated and proprietary systems. No one was seriously interested in that and given what TSMC was offering, no one should blame them. I would argue that Intel's prior "experience" was detrimental and taught lessons that had to be unlearned before they could move forward. So from my perspective, Intel has been at the foundry game for < 4 years and has made great strides. And while they still have a very long way to go, they are moving in the right direction.
Apparently, Intel is still having issues in customers relations by not being flexible and it is costing them revenue.

What are the great strides? Intel was planning on foundry revenue on mature processes by 2023 back in 2021. The revenue is much less than was planned. Why is that?

If there is <$1B in 18A external revenue in 2026 is that success? If foundry loses 7B in 2025 (when the cost reductions are supposed to be complete), is that success?

just wondering. thanks
 
Are you talking about EDA tools and IP? What are design systems?
I'm not a design guy by any means, what I have heard is that their EDA tools on the processes prior to Intel 3 are proprietary, and therefore, not industry standard. It is also my understanding that the process design kits are also not industry standard. Both of these issues were significant impediments to success in Intel's previous foundry efforts, though these weren't the only issues by a long shot.
 
Intel 3 is not a legacy node it is right there in between N5/N3 and it is thier first EUV the best value will be Intel 16 and than Intel 12 using UMC if it happens also there is not much Intel 3 capacity
That is a very fair criticism. I'm viewing any process that isn't cutting edge as legacy. I was looking at recent comments by Naga that 18A development was essentially done and now they were focusing you yield improvements. But 18A isn't in production yet and Intel 3 is Intel's leading edge, so you are right. Even by my definition Intel 3 isn't a a legacy node until 18A is in HVM.
 
Apparently, Intel is still having issues in customers relations by not being flexible and it is costing them revenue.
I haven't seen any specific reports that Intel's inflexibility has cost them a specific engagement, but I wouldn't rule it out. Discounting Intel 3 that isn't being pushed very hard for foundry, Intel has one process to offer with no variants. I expect it will take a while to have multiple offerings and to learn how to be flexible enough to satisfy more customers. This is a whole new skill set for Intel and not an easy one to master.

What are the great strides? Intel was planning on foundry revenue on mature processes by 2023 back in 2021. The revenue is much less than was planned. Why is that?

If there is <$1B in 18A external revenue in 2026 is that success? If foundry loses 7B in 2025 (when the cost reductions are supposed to be complete), is that success?

just wondering. thanks
Intel (specifically Gelsinger who was way too optimistic IMHO) expected far more foundry volume on Intel 3 that was reasonable. All their financial expectations were set way too high considering the herculean task ahead of them. Consequently, I'm not even to the point where I'm looking at the financials for signs of progress. Once they rolled out their foundry numbers they set an expectation of break even in 2027. With the first Intel 18A product not launching until the end of 2025 Intel will be taking a financial hit to produce 18A wafers that will not count towards revenue until the product launches. That is a typical ramp cost and should weigh on their financials as every ramp does. I don't expect to see significant improvement in foundry financials until 2026 when the begin selling more 18A volume.

Instead, I'm looking at the changes Intel needs to make to be a real player in the foundry business. Unlike previous efforts, Intel has moved to reporting industry standard velocity metrics (not as trivial as you might think), using industry standard EDA tools (which seem to take time to co-develop with the EDA companies), using industry standard PDKs and having to develop a pricing structure that spans a long product life. In addition they have meaningful engagements with 8 customers if I've heard correctly.

I don't think it is reasonable to expect these first engagements to be large. Who in their right mind would take significant risk on an unproven Intel foundry partnership? The real test will be if they get repeat business from those initial customers, how large those folow on deals are, and how many new customers they pick up based on these intial engagements.
 
Agreed. I think it will be more up to the new Intel CEO but Intel must be saved. I have high hopes based on the CEO search rumors I have heard lately. Hopefully the right person gets the job and that person has political skills the previous CEO did not.

The majority of the people I have spoken to at the conferences feel the same and are hoping for the best, even TSMC. We need semiconductor innovation and Intel is the leader.
I hope Intel will manage this on its own account, but if not, the Government will be needed.
 
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