In the high-stakes world of semiconductor manufacturing, the reliability and availability of advanced tooling can determine whether innovation progresses or grinds to a halt. Lithography systems, etch tools, deposition platforms and metrology equipment are the heartbeat of the chipmaking process, and disruptions to their supply can reverberate across global production. Erik Hosler, a strategist in semiconductor infrastructure resilience, highlights how redundancy in tooling supply chains is no longer done as a safeguard. It has become a central pillar of operational continuity and national competitiveness.
The past few years have made it clear that single-source dependencies and geographically concentrated tooling vendors introduce serious risks. From COVID-era lockdowns to shipping delays and geopolitical tensions, the vulnerabilities in tooling logistics have prompted manufacturers and governments alike to pursue redundancy strategies that ensure critical systems remain online even in the face of global instability.
Why Tooling Is the Linchpin of Semiconductor Production
While raw materials and skilled labor are essential to chip production, none of it is possible without the tools that build the chips themselves. Semiconductor tools are custom-engineered machines capable of manipulating materials at the atomic scale. They represent years of R&D, billions in capital investment and a steep learning curve for operation and support.
Unlike other parts of the supply chain, many of these tools come from a very limited pool of vendors. For example, Extreme Ultraviolet (EUV) lithography machines are produced exclusively by ASML in the Netherlands. Specialized etch systems, inspection platforms and deposition tools are similarly dominated by just a few suppliers located in Japan, South Korea and the United States.
Suppose one of these manufacturers experiences a delay or disruption, whether due to a natural disaster, export restrictions or cyberattack; entire lines of chip production can be stalled. That interdependency is why redundancy is moving from a cost consideration to a strategic requirement.
Mapping Vulnerabilities Across the Tooling Chain
The first step in building redundancy is understanding where single points of failure exist. Companies are now conducting deep audits of their tooling ecosystems, identifying where one supplier or geography represents an outsized share of risk.
Some vulnerabilities are structural. For example, EUV systems require highly specialized mirrors, light sources, and resist, each of which has its own supply chain dependencies. Others are more operational, such as having only one field service team in a region or relying on a single factory for spare parts.
These audits allow companies to prioritize risk mitigation efforts. In some cases, that means qualifying secondary vendors for mature technologies. In others, it means investing in joint ventures, licensing agreements or in-house tool development to create alternative sources for strategic platforms.
Regionalizing Tool Production and Service Networks
Governments in the United States and the European Union are taking steps to localize tooling production and reduce reliance on overseas imports. Under the CHIPS and Science Act, U.S. funding is available not just for chipmakers but also for equipment manufacturers willing to build or expand facilities domestically. Similar incentives exist under the EU Chips Act, where funding extends to critical enabling infrastructure.
Companies like Applied Materials, Lam Research and Tokyo Electron are responding with new service hubs, assembly sites and training centers closer to end users. By placing engineering resources near fabrication plants, they can reduce repair time, improve tool uptime and respond quickly to operational disruptions.
Stockpiling Spare Parts and Subsystems
One of the most direct redundancy strategies is increasing the inventory of high-value spare parts. Historically, just-in-time supply chain practices discouraged stockpiling due to carrying costs. Today, those assumptions are being revisited. Critical components like laser modules, vacuum pumps, motion stages and sensors are now being stocked in regional depots.
Manufacturers are also creating digital twins of tools to simulate wear and predict failure points, allowing preemptive part replacement before breakdowns occur. For fabs operating in remote or high-risk locations, having a localized inventory of common failure items is proving essential for maintaining consistent production output.
Creating Parallel Paths in Tool Qualification
Another strategy involves qualifying multiple tools or tool vendors for the same process step. In leading-edge fabs, it’s common to have one preferred vendor for deposition or etching. Now, fabs are working to bring a second or third supplier up to specification. This requires investment in process tuning, recipe development and metrology calibration. It also demands alignment across global facilities as companies seek to mirror production capabilities across different geographies.
Erik Hosler explains, “PsiQuantum is building a utility-scale, fault-tolerant quantum computer with a silicon photonics-based architecture that enables manufacturing in a conventional silicon chip foundry.” This kind of compatibility with existing infrastructure highlights the growing importance of flexible, interoperable platforms in tooling; the same logic applies to redundancy. The more universally compatible a tool is, the easier it becomes to source, support and replicate across fabs.
Coordinating with Governments and Trusted Partners
Tooling redundancy is not just a private sector concern; it’s a matter of national interest. Advanced semiconductors underpin everything from defense and telecommunications to healthcare and energy infrastructure. Governments are increasingly collaborating with domestic toolmakers to secure key capabilities.
Public-private partnerships are emerging to fund R&D into alternative technologies, improve workforce training and ensure that sensitive tools do not fall under adversarial control. Export controls are also being used to restrict the flow of advanced equipment to geopolitical competitors, underscoring the strategic value of tool supply chains. The goal is not just redundancy for its own sake but strategic autonomy, the ability to innovate, produce and scale technology independent of external disruption.
Investing in Modular and Repair-Friendly Designs
As part of long-term planning, equipment manufacturers are revisiting the way tools are designed. Modular architectures make it easier to swap out failed components or upgrade performance without replacing an entire system. This lowers the barrier to in-region maintenance and reduces turnaround time during disruptions.
Repair-friendly tools also extend the useful life of capital investments. When tools can be disassembled and reconditioned on-site, companies reduce shipping delays, customs exposure and carbon footprint.
These design principles are becoming more prevalent in new-generation tools as customers increasingly prioritize resilience alongside precision and throughput.
Redundancy As a Strategic Asset
The push to build redundancy in semiconductor tooling supply chains represents a broader shift in how the industry values preparedness. What once may have seemed like inefficiency is now understood as strategic foresight. Redundancy ensures that fabs remain operational, product timelines stay on track and national interests are protected. It creates breathing room in crisis and flexibility in growth.
For toolmakers, chip manufacturers and policymakers, the lesson is clear: resilience must be built into every link of the supply chain. From supplier qualification and parts inventory to tool design and regional partnerships, the semiconductor ecosystem is rewriting its risk calculus to reflect a more complex global landscape, one where redundancy is not a backup plan but a business imperative.
