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Russia-Ukraine War will Boom Western Semiconductor Prod.

October 17, 2023

The Russia-Ukraine war has brought globalization in distributed industrial supply chains to the forefront. Semiconductor equipment manufacturers have built very distributed supply chains all over the world. Justifiably much of the focus has been on the war’s impact on oil, however we believe its impact on semiconductors is likely to become significant.


The challenges surrounding global semiconductor equipment supply chains, still trying to recover from the impact of Covid-19, will begin to intensify because of the war. These disruptions impact industries reliant on chips such as the automotive sector, which can’t build enough vehicles to satisfy current demand levels. Prices for both new and used car prices are at record highs.


The semiconductor industry has reached a critical point. The return of strong supply chains will require the transition to more localized production in the U.S. and Western Europe. According to TrendForce, Taiwan accounts for 65% of the global foundry market share and Taiwan/South Korea/China account for a combined 88% of foundry market share based on revenue.


The surge in gas prices underscores how serious the semiconductor issue could become. According to IEA, Russia accounts for 11.4% of the global oil supply, which makes it the third largest supplier globally. Consider that chips produced in Asia make up a much larger percentage of the global total than the percentage of oil produced in Russia; consequently, the impact on chip prices if the U.S. and Western Europe do not increase production could be unprecedented.


In fact, Intel [Nasdaq: INTC] CEO Pat Gelsinger told the Silicon Valley Business Journal that in a technological age, semiconductors have become “the new oil,” and encourages the U.S. government to subsidize efforts “to produce more” of them here in the U.S., to not be vulnerable to supply “disruptions” in China and elsewhere in Asia. Micron Technology [Nasdaq: MU] CEO Sanjay Mehrotra recently told Nikkei Asia that it’s “extremely important” that the U.S. pass “the so-called CHIPS Act to support semiconductor research and manufacturing” and “catch up” in semiconductor manufacturing capability.

Recognizing the critical role the U.S. semiconductor industry plays in America’s future, in 2021 Congress enacted the CHIPS for America Act to promote domestic production. Similarly, in early 2022 the EU implemented the European Chips Act. However even with this government support, the barriers to domestic production are high. Semiconductor companies need to invest $10 billion and two to three years to build a leading-edge node fab from zero to completion.


The main beneficiaries of this increased investment in localized domestic production are the suppliers of the equipment required to manufacture semiconductor chips. These companies are called Wafer Fabrication Equipment vendors and the top five companies are:

  •    ASML [Nasdaq: ASML]
  •    Applied Materials [Nasdaq: AMAT]
  •    KLA Corporation [Nasdaq: KLAC]
  •    Lam Research Corporation [Nasdaq: LRCX]
  •    Tokyo Electron [8035.T]


Of these five, ASML is in a leading position because of its strong monopoly position in EUV lithography systems, which are used to print the most intricate layers of a chip. ARI currently holds positions in ASML on behalf of its clients. Additionally, we have exposure to leading edge semiconductor manufacturer, TSMC.


While increased domestic production is likely to be a significant job creator in the U.S. and the UK, we should note that the catalyst for the Chips Acts was the external geopolitical forces along with the pandemic – not specifically a push for job creation. Interestingly, both Democrats and Republicans are in favor of the idea. So, it’s no surprise that semiconductor CEOs support the idea of the government giving them $52 billion in subsidies.


Globally, we can expect to see more semiconductor manufacturing to become localized in the U.S. and Western Europe instead of distributed the way it is now with a disproportionately large percentage in Southeast Asia and China.


What the market has learned is that it’s not just about supply, it’s also importantly about the security of that supply. Countries that strive to have secure and reliable sources of energy in good and bad times must invest in internal manufacturing capacity and/or trade with countries with stronger diplomatic ties.

At Applied Research Investments, we continue to advise clients to focus on secular growth for the next three to five years while actively managing risk.

 

Jonathan Mzengeza serves as portfolio manager at Applied Research Investments. For more than a decade, Mzengeza has been a leader in investment management, bringing deep experience in guiding portfolio management and stock selection across multiple global equity mandates. Before joining Applied Research, Jonathan spent a decade at CIBC, where he occupied various positions, most recently serving as lead portfolio manager of global equity funds.


Throughout his investment career, Jonathan analyzed Technology and Consumer industries as well as financial services, communications, and REITs. He had also worked as an analyst at Chubb Insurance Company, where he focused on business and system technology needs and supported production and development environments including design documentation and implementation plans. He began his career as a network analyst at Nortech Efficient Business Solutions. Jonathan holds a Bachelor of Science degree in electrical and computer engineering from the University of Capetown, where he graduated with honors and an MBA in Investment Management from Concordia University’s John Molson School of Business. Jonathan is a CFA Charterholder and a member of the CFA Society.



January 20, 2025
Luxury brands epitomize exclusion, craftsmanship, and status. Ferrari and Hermes are the market leaders in high-end markets. This article provides an insight into investment dynamics from the two companies and their significant lessons to investors. Ferrari and Hermes' brand heritages are their main sources of comparability. Ferrari, established in 1939, is known for its high-performance sports cars, while Hermes, founded in 1837, is known for its luxury quality goods. High-end brand success is greatly dependent on a sense of exclusivity. Ferrari manufactures a few car units, allowing it to preserve demand and appreciation over time. The firm produces only a few models that guarantee profitability and loyalty over time. On the other hand, Hermes ensures that its products, such as the Birkin bag, remain highly exceptional. The company occasionally manufactures the bag, making it scarce and expensive. Ferrari and Hermes are highly considerate of demand and pricing dynamics. Ferrari balances production to meet demand and at the same time maintain exclusivity. The company further encourages its clients to personalize cars, reducing the likelihood of unsold cars. Hermes produces goods in small quantities, making them unique and unsellable. Unsold products are often destroyed to protect market exclusiveness by ensuring that their products never appear in sales or outlet stores. Market trends and consumer preference significantly influence market sales. Hermes is changing focus to sustainability to safeguard future markets. The firm can boast about its continued focus on quality and sustainability, hence retaining a steady market. Hermes has expanded to emerging markets while still focussing on sustainability. Ferrari and Hermes offer steady performance and are promising to investors. Ferrari thrives on limited production capacity, which guarantees profitability. Moreover, the company has adeptly innovated designs to tap hybrid and electric markets. Hermes uses pricing strategies and limited products to grow while expanding in developing economies. Investors ought to learn from the strategy and develop unique laws. Firm heritage and supply control are the primary lessons. Commanding premium prices and exclusivity is another chief mega law from the two. There is a need to focus on quality and personalization to attract customer loyalty. Luxury brands like Ferrari and Hermes provide insightful examples of how strategic business practices can drive success and create valuable investment opportunities. By leveraging their rich heritage, managing supply and pricing, and adapting to market trends, these companies have established themselves as leaders in the luxury market. For investors, the resilience and growth potential of Ferrari and Hermes offer compelling reasons to consider them as part of a diversified investment portfolio. As these brands continue to innovate and expand, they are poised to deliver sustained value for years to come. Moreover, the practice of destroying unsold inventory to prevent discounts and maintain exclusivity further underscores their commitment to preserving brand integrity. This, combined with their strategic supply control and pricing strategies, ensures that Ferrari and Hermes remain at the pinnacle of luxury, offering not just products but a promise of unparalleled quality and exclusivity.
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