Fujitsu, collaborating with partners, logistics operators, and local governments as well as regional businesses, will blend knowledge based on social acceptance with flow-of-commerce and logistics data and make use of AI-driven evaluations and modelling to develop regional delivery services that optimize transport modes, such as trucks and drones as well as autonomous delivery robots.

The results implemented in this endeavor are derived from collaborative research carried out by Fujitsu together with researchers from Kyushu University and Sungkyunkwan University, as well as other institutions. The findings of this study have been published via the internet in the international academic journal Transportation Research Part E: Logistics and Transportation Review on July 29, 2026, and will be presented in Volume 215 of the journal in November 2026.

The growth when it comes to the e-commerce market and the 2024 logistics issue have caused serious social problems, such as a lack of labor and an absence of transportation capacity. In the mountain areas, depopulation is posing problems for maintaining current delivery networks, whereas in the urban areas, the requirements are more varied, including speed, flexibility of receipt methods, and cost-effectiveness. Drones and autonomous delivery robots offer potential solutions, but advancements in technology are not enough for social deployment.

In the Fujitsu Uvance business model, Fujitsu is working to realize next-generation logistics through data and AI, particularly in the domains of Dynamic Supply Chain Management and Physical AI. It is important to record not only flow-of-commerce as well as logistics data, but also the circumstances under which novel delivery techniques are accepted, and to incorporate these findings into service design, with the aim of building logistics networks customized to the requirements of individual regions and residents.

Application of Research Inferences to Dynamic Supply Chain Management

Fujitsu will use the social acceptance findings from this research in combination with flow-of-commerce and logistics data, including delivery demand and transport capacity along with lead times. Fujitsu will analyze with AI-based analysis and simulation, together with partner organizations, logistics operators, local governments, and regional businesses, the optimal logistics services based on the features of various regions and their residents.

Furthermore, Fujitsu will use this knowledge to optimize the integration of transports and to make specific delivery plans according to local demand and conditions.

Fujitsu will also look into the means of connecting to existing logistics systems like Warehouse Management Systems – WMS and Transportation Management Systems – TMS with Physical AI like drones and autonomous delivery robots by means of data linkage. Fujitsu will optimize the allocation of roles between trucks and drones as well as autonomous delivery robots in accordance with the needs and transportation situation in each region, and the drones will be used for short lead time deliveries or shipments that are difficult to be delivered successfully by trucks, thus redesigning the whole last-mile logistics network.

For instance, Fujitsu aims to realize delivery plans that offer packages by employing suitable methods at the appropriate time based on delivery demand and lead time, as well as convenience and price sensitivity prioritized by residents in areas with high populations. In contrast, in mountainous areas where it has become difficult to sustain current delivery networks because of declining populations, Fujitsu will cooperate with local authorities and regional businesses to develop and implement new delivery services via drones, taking into account delivery consistency and approval by residents.

It is well to be noted that Fujitsu integrates its supply chain business knowledge with a data linkage platform and AI-driven analysis and simulation technologies in order to connect conventional planning, decision-making, and execution with data and AI.

With this strategy, the company is more than simply a supplier of technologies, it is dedicated to offering comprehensive assistance, right from the creation of services that are accepted by local communities as well as residents to their social execution with partners.

Exploiting Physical AI for Social Realization

Fujitsu is moving forward with the development of Fujitsu Kozuchi Physical OS, which is a platform that combines systems, robotics, sensors, and spatial data via the Fujitsu-Carnegie Mellon Physical AI Research Center, founded in April 2026. Fujitsu will apply the knowledge gained by the social acceptance of drone delivery towards areas including deployment standards for drones and autonomous delivery robots, operational requirements, involvement with residents, and building a foundation of trust, from both the technical and social acceptance viewpoints, and will speed up the social adoption of physical AI.

Research Findings that Have Been Utilized

The study surveyed 5,113 people throughout Japan in order to investigate the elements affecting public acceptance of Urban Air Mobility – UAM for last-mile delivery. The results showed that the adoption of drone delivery is substantially affected not just by functional factors, like delivery speed and cost, but also by confidence in the support networks and mechanisms and compassion for the social value it delivers, such as addressing social problems and making contributions to regional communities.

The study also identified two different acceptance groups, one that reacts to functional features like delivery lead time and operator types and another that places greater importance on faith in the fundamental systems and general availability of logistics services, also for elderly people and those in underserved areas. These findings emphasize the need for the design of service and communication customized to the specific attributes of different regions and residents.

What’s Ahead

The results of this study will be used by Fujitsu as a basis for designing services and communication strategies for different age groups, providing suggestions for policy when it comes to institutional design like safety certification, and for putting in place ecosystems in the supply chain arena, such as drone delivery, through using flow-of-commerce and logistics data.

In addition, Fujitsu will apply the findings on institutional trust and social value to Dynamic Supply Chain Management and Physical AI activities so as to promote service creation and social execution.

This further solidifies the existing logistics presence of DP World in one of the biggest consumer and manufacturing markets in Europe and enhances its contract logistics capabilities within the food and beverage business. Notably, from Castel San Pietro Terme, nearby Bologna, DP World will bring together e-commerce fulfillment, warehousing, transport, and value-added logistics services in order to offer integrated, comprehensive supply chain solutions to customers within Italy and throughout Europe.

The FMCG Contract Logistics operations in Italy was set up by means of a strategic alliance with an Italian organic food company and anchor customer for the site, Alce Nero. The partnership also allows DP World to oversee key components of Alce Nero’s logistics activities, such as warehousing, e-commerce fulfillment, and shipping, which allows the company to put its resources into developing its fundamental business and driving future growth.

DP World Europe’s CCO, Rainer Schmid, said that “launching our first FMCG contract logistics operation in Italy is an important milestone for DP World. Italy is a key European market, and expanding our capabilities here strengthens our network while opening new opportunities in the food and beverage sector.  Our partnership with Alce Nero is a strong example of how we want to grow: by starting with a customer need, building the right solution around it and creating capabilities that can then support other businesses in the market.”

The operation comprises capabilities for organic product handling, temperature-controlled storage at 18-20 degrees Celsius, and integrated logistics technology. These capabilities allow the operation to service a variety of consumable businesses ranging from premium and organic brands to customers throughout e-commerce, consumer goods, and technology.

The multi-customer FMCG Contract Logistics operations in Italy comprises of 22,000 square meters has about 30,000 pallet positions and room for other customers. Its proximity to Bologna means it has access to both Italy’s domestic market as well as key European transport corridors, providing an opportunity for DP World to further develop its contract logistics services as customer demand increases.

The general manager of Alce Nero Spa, Renzo Patelli, said, “We are very pleased with the launch of our partnership with DP World. Finding the right logistics partner was an important process for Alce Nero, given the complexity of our business model, which brings together different supply chains, members, partners, and customers across multiple channels, each with specific requirements and logistics flows.  This partnership gives us a more integrated approach to managing that complexity and will help make our logistics operations more efficient, flexible, and responsive as we pursue further growth in Italy and internationally. It will also allow us to focus even more closely on our core business: producing and bringing to market high-quality organic food that reflects the values that have always guided Alce Nero.”

Interestingly, the expansion complements the present logistics footprint of DP World in Italy and bolsters its extensive European network, which supports the company’s strategy to offer customers progressively comprehensive, full-fledged supply chain solutions.

The probe, launched in August 2025 by the Commerce Department, led Trump to order Howard Lutnick, the Commerce Secretary, and U.S. Trade Representative Jamieson Greer to collaboratively open or continue negotiations with trading partners in order to resolve concerns related to imports of wind turbines along with their components. Trump has ordered officials to not impose new tariffs on wind turbines imports and to report back to him in 180 days on the progress of talks.

The proclamation says the U.S. relies on imports of wind turbines and parts, which have grown over the past decade. The probe’s findings also revealed that foreign-made wind turbines as well as parts pose unique cybersecurity dangers, Trump said. The president pointed to inverters, noting that the vast majority of the components are made outside the U.S. Many tariffs have been imposed as a consequence of past Section 232 investigations by the Trump administration, including on drones as well as components, furniture imports, and also certain semiconductors. Trump’s latest order stops short of category-specific tariffs, however, there are some wind turbines as well as parts that will be subject to tariffs on steel and copper, as well as aluminum.

The order doesn’t cover those tariffs. Trump also said in an October 22, 2026, missive that he would look into alternative solutions depending on what comes out of negotiations.

Trump’s decision on wind turbines and parts is nothing new in his second term. He has put in place several new tariffs since he returned to the Oval Office. The president issued a comparable order in July 2026 following a Section 232 investigation when it comes to imports of commercial aircraft and jet engines as well as parts.

These most recent actions by Trump come as his administration is continuing to attack the wind energy sector, including efforts to withdraw offshore wind approvals and compensate developers to cancel offshore wind leases.

In the October 22 order, Trump called wind energy uncertain and a load as far as the domestic power grid is concerned, referring to the findings of the Section 232 probe.

This automated logistics center in France, built by LCR – Les Constructeurs Réunis, spans 41,000 square meters and is for the business-to-business – B2B operations of PUMA.  The site was officially inaugurated on 21 October 2026 but has been operational since the end of 2025 after the transfer of logistics operations from Landersheim.

The facility is capable of processing around 57,000 order lines per day, with a target processing time of 4 hours as far as priority orders are concerned. Its automated infrastructure allows it to handle footwear, apparel, and accessories and offers versatility to cope with seasonal demand variations.

The inauguration also follows the renewal of the collaboration between ID Logistics and PUMA for a further six years.

Automation in the warehouse helps speed up order processing

Vendenheim’s facility is equipped with an AutoStore automated storage and retrieval system connected to the Reflex Warehouse Management System – WMS.

It is worth noting that the installation comprises 15 order-picking stations along with 12 product induction stations, with a first storage capacity of 70,000 bins. The system can be grown to over 85,000 bins by 2030 to meet any possible growth in the logistics volumes of PUMA.

Apparently, ID Logistics handles the receipt, storage, picking, and shipping, along with returns at the site, thereby tailoring the processing priorities to the customer’s needs.

The facility employs an average of about 100 people, rising to 150 in peak periods. Employees from the former Landersheim site have moved to Vendenheim and have benefited from local recruitment and training to facilitate the transition.

As per Frédéric Grenier, Managing Director of ID Logistics France, “Ten years after the start of our collaboration with PUMA, the inauguration of Vendenheim marks a new milestone in our partnership.”

Grenier also said the platform was built to address the needs for supply chain responsiveness but also has space for future growth.

Long-term support for logistics operations

The new platform also includes environmental features to enhance its operational sustainability.

The facility is BREEAM Excellent certified and features LED lighting, energy consumption tracking systems, and rooftop photovoltaic generation as far as self-consumption is concerned along with electric vehicle charging infrastructure.

When it comes to PUMA, the investment is meant to improve its response capabilities for the changing distribution needs and to back the continuous development of its business activities in France.

Says Christophe Cance, Managing Director, Southern Europe, PUMA, “Logistics performance is a key driver of our development in France. With this new platform, we are strengthening our ability to respond more quickly, better meet the expectations of our business partners, and support our long-term growth.”

The Vendenheim site is another investment when it comes to automated contract logistics, integrating warehouse technology and scalable storage capacity so as to beef up PUMA’s distribution network across France.

With a view to enhance U.S.-Mexico freight transportation, the facility combines storage, shipping, customs broking, standard inventory management, and delivery services under one roof, the company said on October 21, 2026.

The investment is a component of the wider plan by DSV so as to further develop its cross-border logistics system in North America, including a new office in McAllen, Texas.

According to Josh Summers, CEO of Contract Logistics, North America, in a news release, “Our Laredo facility is a milestone in DSV’s strategy to lead with innovation and scale. We’re committed to helping our customers grow by providing smarter, more agile logistics solutions.”

It is well to be noted that the new multi-client facility is situated on Interstate 35 in Laredo, which is one of the country’s most active gateways when it comes to commercial trade with Mexico.

Interestingly, shippers currently have strong bargaining power with conventional carriers in Laredo. The Outbound Tender Rejection Index – STRI has fallen from 8.15% a month ago to 5.10% as of October 21, 2026.

In July 2025, DSV officially broke ground on the new project in Laredo at a 49-acre site in Majestic Realty’s 2,000-acre Port Grande Logistics Park industrial development.

The facility accommodates a variety of logistics operations, such as cross-docking, e-commerce fulfillment, stock management, standard distribution, and international shipping.

It also provides bonded warehousing and Foreign-Trade Zone storage, as well as northbound U.S. customs services and on-site Mexican customs processing.

The features are intended to assist shippers in decreasing delays, speeding up customs approval, and boosting freight awareness when transporting goods between both countries.

Notably, the Laredo and McAllen facilities are in addition to the current border operations by DSV in Brownsville, El Paso, Los Indios, Texas, and San Diego, California.

The Laredo operation is part of the global logistics network, which has about 150,000 employees across over 90 countries.

It is well to be noted that the agreement was announced on October 20, 2026, at the Vietnam-Denmark business forum that took place in Denmark and is not itself an approved or financed construction program.

The Vietnamese government predicts that the potential wider rail terminal network could be worth almost US$3.5bn in investment. The figure is provisional and includes aspirations beyond a fully defined Hai Phong facility.

The memorandum does not allocate any kind of committed budget between the four potential locations. The Hai Phong concept officially calls for cargo-handling space and a container yard, with three more sites to be examined. The funding structures, land requirements, and the sequence of construction will depend on the outcome of the feasibility work and subsequent agreements among the participants.

Hateco and APM Terminals already collaborate in the Lach Huyen area at Hateco Hai Phong International Container Terminal, which started operations in 2025. The existing seaport partnership offers expertise in cargo handling and information sharing around the gateway.

The facility was an investment of over $400 million, not counting the possible rail sites. Inland terminals could link factory cargo with the port by rail, provided perfect rail alignments and handling capacity, as well as service frequency, are established. The operational design would also have to interconnect the wagon and container records with the reception and release processes at the port.

At each of the proposed rail freight terminals in Vietnam, containers or conventional cargo would have to be transferred onto road vehicles, allocated to storage or onwards distribution, and discharged against legitimate transport and customs documentation. The crane capacity, reach, and stacker availability, as well as wagon access, must be matched to the expected traffic and train length. The mix of equipment will depend on the proportion of containerized and conventional cargo, the footprint of each location, and the hours of operation envisaged.

The design specs are still to be established through the feasibility process.

Whether the concept works at the scale of the network will also depend on the design of rail connections. A terminal’s practical capacity depends on the length of trains, the number of available paths, access to industrial zones, and the connection of services to the national and cross-border rail infrastructure. If the depot has large storage areas but only an infrequent service by train, manufacturers can still be left relying on road haulage for most transportation. In contrast, a standard service with predetermined terminal turnaround times could motivate shippers to combine consignments that are currently sent separately by lorry.

The partners also see digital systems for receiving, storing, transferring, and releasing goods. Terminal operators, rail carriers, forwarders, and the connected port would exchange shipment identities, wagon positions, and collection status between those systems. Common identifiers could reduce manual reconciliation, and event records would provide visibility on when cargo is ready for loading or collection. The physical terminal designs are evolving, and data definitions and obligations for correcting exceptions will be part of the integration work.

Manufacturers in northern Vietnam require dependable access to export markets and inbound supplies of components and raw materials. Rail might provide a substitute to road-only transport for freight that fits with train schedules. The commercial outcome will depend on distance travelled, shipment density, terminal transit charges, dependability, and service frequency; additional handling may offset savings on less frequent movements. The partners have not published any verified estimates of savings per container, journey-time comparisons, or emissions for the proposed network. However, these measures require specific route and shipment assumptions before they can be used to support investment decisions.

The proposed network would have potential freight origins and destinations in Hai Phong, an already established manufacturing and logistics gateway. However, each candidate location will still need to have a workable land plan, rights related to rail access, and terminal permissions, as well as the right to customs processes. The partners must agree on who pays for the infrastructure and equipment, who manages the terminals, and how risks are shared if freight demand does not match the predictions. The feasible timetable will also be contingent on the train paths and the interchange capacity that exists beyond the terminal boundaries.

The memo broadens a prevailing seaport partnership to a proposed inland rail freight facilities network. The next significant step is to evaluate the four sites for engineering feasibility and rail capacity as well as demand from manufacturers and logistics customers. Then a binding investment decision would set particular sites, capital obligations, and delivery programs. Hateco Hai Phong International Container Terminal will distinguish future rail terminal capacity from current traffic.

The new Automated Electric Rubber-Tyred Gantry – AeRTG cranes are part of the $800 million program by DP World to modernize the South Container Terminal – SCT, which involves upgrades to infrastructure, enhanced yard capacities, and plans to raise the annual handling capacity from 3.9 million to 5 million twenty-foot equivalent units – TEUs, the company said in a statement.

The new 17 AeRTG cranes at the Jeddah port cut annual CO2 emissions per crane by roughly 64% in comparison to traditional diesel-powered equipment and boost the terminal’s container-handling capacity as it moves toward more effective and sustainable port activities, it said.

The terminal fleet now consists of 77 Rubber-Tyred Gantry – RTG cranes, 50 of which are electric and automated, accounting for around 65% of the fleet and reducing dependence on diesel-powered equipment, it added.

The AeRTGs’ advanced automation and smart positioning, as well as remote-control technology, enable more precise and consistent container movement, with higher reliability throughout yard operations. The cranes are operated from dedicated control stations, and fully electric drive systems prevent direct diesel exhaust fumes in operation and minimize sound levels.

According to Mohammad Alshaikh, CEO of DP World KSA, “Our continued investment in Jeddah is focused on delivering a more efficient, reliable, and competitive terminal for our customers. By combining automation and electrification, we are strengthening our ability to handle growing trade volumes while reducing the environmental impact of our operations.  This is part of our long-term commitment to Saudi Arabia, ensuring Jeddah has the infrastructure and capabilities to support the Kingdom’s ambitions for the future of trade.”

He further said that collectively, these investments are indeed strengthening the position of Jeddah Islamic Port as an essential gateway when it comes to trade in Saudi Arabia, providing shipping lines and cargo owners with more effective and reliable access as far as regional and international markets are concerned.

With the investment in NAiSE, Körber broadens its product line in fleet management for intralogistics and is strategically growing the software offerings of its Supply Chain Business Area. NAiSE was founded in 2017 and has been self-funded so far. Its fleet management software – FMS combines AGVs as well as autonomous mobile robots – AMRs from various manufacturers, as well as manual-driven industrial trucks, on a common control layer. With this investment, Körber is enhancing the prevailing cooperation between both companies to a strategic partnership and thus assisting NAiSE in its forthcoming growth phase.

The fact is that as automation grows, firms are considering larger fleets of vehicles from multiple vendors. Without a higher-level control layer, these fleets operate as independent solutions, this limits efficiency and transparency as well as scalability. Here is where NAiSE comes into play – the system links various vehicles and systems through a standardized fusion layer that can be quickly set up with bundled tools, irrespective of the WMS, Warehouse Execution System – WES or Warehouse Control System – WCS which operate in the background.

Both companies aim to join forces and expertise to fully tap into the entire potential of OEM-agnostic fleet management within the warehouse environment and thereby strengthen the link between NAiSE’s platform and Körber’s warehouse solutions.

NAiSE will keep supporting and further enhancing its platform when it comes to production logistics and associated standard applications and will make its current ecosystem of AGVs as well as AMR partners accessible to joint and new clients. NAiSE and Körber also intend to jointly develop new use cases for intralogistics applications such as humanoid robotics.

According to the member of the Körber Executive Board and responsible for the Business Area Supply Chain, Dr. Helena Garriga, “With NAiSE, we are gaining a partner that addresses the orchestration of mixed fleets with an approach that is vendor-agnostic, standardized, and field-proven, exactly what the market needs today. Together with the founding team, we will unlock this potential and offer our customers an end-to-end automation solution.”

Kai Przybysz-Herz, co-founder and CEO of NAiSE GmbH, says, “We deliberately chose a partner that respects our independence and also helps us scale internationally.  Körber brings deep industrial experience, a global customer network, and a genuine understanding of entrepreneurial thinking. At the same time, we remain positioned as NAiSE – open to working with additional system integrators and vehicle manufacturers. For us, this approach is the foundation of our growth model.”

Interestingly, NAiSE will continue to do transactions with current and new partners as per routine. The operational management of the company will continue with the founding team of Kai Przybysz-Herz, Robert Libert, as well as Raphael Kusumoto. Körber is going to be a strategic investor and sparring partner to accompany the following stage of growth of NAiSE.

Stord did not disclose terms of the transaction but said in a news release on October 21, 2026, that the purchase price was nine figures.

The deal adds 10 warehouses with about 1.3 million square feet of storage, packing and transportation space in Los Angeles and Salt Lake City, as well as Philadelphia, expanding the worldwide network of Stord to over 100 own-controlled and partner locations, the company remarked.

AMS customers should gain from scale and technology of Stord when it comes to managing inventory, speed and dependability.

Stord, an e-commerce logistics provider and calling itself a competitor to Amazon in e-commerce fulfilment, says it handles in excess of $15 billion a year of gross merchandise value over 1,000 e-tailers, many of which are small-and-medium businesses. It’s increasingly serving bigger brands with frequent orders. The company says revenue has grown tenfold in the past four years and is nearing $1 billion.

Stord offers retailers a turnkey solution that manages their inventory throughout multiple locations, processes orders, and picks carriers for final-mile delivery. It claims it can deliver to a quarter of U.S. households in a timely way.

In 2026, it raised $650 million in equity and credit capacity so as to fund the expansion of its infrastructure and technology. Atlanta-based Stord earlier in October 2026, shut down a $400 million credit facility and added new chief financial and chief revenue officers. In May 2026, it scored $250 million in funding from venture capitalists that estimated the company at $3 billion. It is making use of the capital to expand its fulfilment network and to boost its investment in robotics and AI.

The large fulfilment center operators want scale to more effectively compete with Amazon as well as certain other marketplaces such as Walmart that also offer bundled fulfilment and logistics services for third-party sellers.

AMS provides warehouse and inventory control, reverse logistics and other value-added, omni-channel fulfilment services to consumer products companies, mainly when it comes to cosmetics, apparel, footwear as well as accessories sectors. It also offers white-glove services such as kitting, displays and personalization for fulfilment customers.

It is worth noting that AMS brings some of the most prestigious brands in the sector onto their platform, and they go on to enter peak season with more scale, expertise, and growth compared to at any point in their history,’ said Sean Henry, the CEO and co-founder.

Henry has previously discussed how he built Stord to provide standalone brands the physical and digital infrastructure they needed for shipping and fulfilment to compete with Amazon Prime in terms of consumer convenience and cost via a shared platform that no single retailer could create on their own.

Apparently, Stord has invested in its development hub to establish automated bin sorting systems already operating at the California and Delaware locations of AMS, providing Stord with automated capacity to implement new robotics and AI.

According to Stord, its physical infrastructure, paired with vertically integrated technology and a huge and expanding dataset, will enable it to train models on live fulfilment data spanning almost 100 facilities, surpassing normal technology deployment cycles, which will make the network more intelligent, more rapid, and less costly to manage.

AMS is Stord’s eleventh acquisition, and it follows the 2024 acquisition of the e-commerce fulfilment business of Pitney Bowe, Ware2Go from UPS, Penny Black, a startup software-as-a-service solution that offers hyper-personalized post-purchase insertions in 2025, and Shipwire from Ceva Logistics in January 2026. In 2026 itself, the logistics provider acquired a former warehouse of Quiet Logistics to broaden its presence across the Dallas market.

It is worth noting that collaborating with Amkor Technology, IBIDEN, King Yuan Electronics – KYEC, Samsung Electro-Mechanics, Siliconware Precision Industries – SPIL, and Unimicron Technology Corporation, NVIDIA is helping existing suppliers in expanding critical manufacturing capabilities in substrates, testing and optical engines, and advanced packaging, enhancing resiliency as well as redundancy across their global supply chain.

Says Jensen Huang, the founder and CEO of NVIDIA, “We are in the midst of the largest AI infra buildout in human history. Demand is extraordinary. Capacity is the constraint. Our supply chain partners are the world’s best manufacturers. I’m grateful they are expanding capacity around the globe to scale production and help us deliver the AI supercomputing systems powering this new industrial revolution.”

Increasing Substrate Capacity for Volume Growth

NVIDIA is going to grow substrate capacity for its products by 2.5 times in the coming three years. More are planned, and the below agreements are going to help with this level of capacity growth.

IBIDEN earlier in 2026 announced it had signed an agreement for a multibillion-dollar capacity reservation advance from NVIDIA so as to support its Ono Plant in Japan. The expansion is targeted to provide 3 times the current capacity at the plant, with further capacity scheduled to start ramping up in the Q1 of 2028.

Samsung Electro-Mechanics is joining the substrate supply chain from NVIDIA for immediate capacity from its current operations in South Korea. The partnership additionally endorses facility upgrades as well as new plants in Sejong and Busan, Korea. Samsung is expected to dedicate a sizable share of its yearly package substrate production capacity to NVIDIA by 2028.

NVIDIA has signed a capacity reservation agreement to support KF substrate manufacturing capacity expansion of Unimicron in Taiwan. The expansion is anticipated to start adding capacity in the Q2 of 2027, reaching full capacity by mid-2028.

Advanced Packaging for Future Platforms

Amkor and NVIDIA look forward to expanding Advanced Packaging Capacity in South Korea, hence in a way targeting over 300% growth when it comes to Interposer Wafer Capacity by 2028. Apparently, the planned capacity expansion and development of new manufacturing facilities by Amkor in South Korea will enable greater production volumes of the current and next-generation platforms from NVIDIA.

Strengthening US Manufacturing and Improving Semiconductor Testing

The company expects its overall semiconductor testing capacity to be doubled from calendar 2026 to 2027, backed up by expansions in the U.S. and Taiwan as well as Singapore.

NVIDIA’s $1.1 billion capacity reservation advance to KYEC will cover costs for new US testing facilities and equipment, with high-volume production planned for April 2027.

Expanded testing operations are projected to start high-volume production in Singapore in February 2027.

Building the Infrastructure for Co-Packaged Optics

NVIDIA and SPIL will boost manufacturing capacity for optical engines in Taiwan for co-packaged optics in order to meet the rising connectivity needs of large-scale computing facilities. The expansion is looking to grow 15 times by mid-2027 and another doubling by the end of 2028.