加强美国半导体制造业劳动力

Executive Summary Purpose Over the past decade, the United States has sought to rebuild a larger share of leading-edge domestic production capacityof semiconductorsto reduce geographicconcentration risk and improve supply chain resilience. However, fabrication facilities(fabs) cannot operate at scale without a steady pipeline of workers with specializedskills, experience, and readiness to work in high-reliability cleanroom environments. This report focuses on the workforce required to expand and sustain U.S.-basedsemiconductor fabrication. It is intentionally scoped to front-end manufacturing,whereprocess complexity, equipment intensity, and quality demands make talent constraintsespecially binding. This focus is motivated by the distinctive workforce profile of fabs: amix of highly credentialed engineers and scientists, experienced tool and facilitiestechnicians, and production-line roles where the bottleneck is often not formaleducation alone but job-specific competencies and retention in demanding workingconditions. Methods To better understand policy issues surrounding the demand for skilled semiconductorworkers, this report reviews existing literature produced by semiconductor industrygroups, government agencies, academic journals, and news media. The Center forSecurityand Emerging Technology also hosted a roundtable discussion in May 2025toask industry stakeholders for their perspectives on issues raised in the literature review.Attendees represented a wide variety of stakeholders from the semiconductor industry,trade associations, and government agencies. Their comments provided a morecurrentpicture of the issues facing the workforce than was available in published literaturefrom recent years. The report also incorporates summary statistics for skills demands in semiconductormanufacturing from a set of recent U.S. job postings provided by Lightcast. To isolatethis sample of job postings, we gathered a list of firms that operated foundries from theSemiconductor Industry Association and a list of semiconductor manufacturingoccupations from theU.S.Bureau of Labor Statistics. We then developed a list ofkeywords that were related to each step of the production process, in orderto excludejobs that were unrelated to semiconductor manufacturing. Findings ●Our analysis found 3,441 U.S. semiconductor manufacturing job postings in theobservation period from January2023 to April 2025.●While job postings are concentrated among a few large employers, there aremany manufacturers with smaller numbers of job postings.Thirty-oneemployerswere represented in our sample.●Job postings are concentrated in states where major employers are located,andthese states are distributed across the United States.Forty-eightstates and theDistrict of Columbia are represented in our sample.●Engineering and technician roles make up the most common occupations amongthe 85 separate O*NET occupations covered in job postings, reflecting a widerange of required education and training.●Semiconductor manufacturing jobs require a mix of soft skills and technical skills,but certain skills likeelectronicsmanufacturing andmicromanufacturing appearmany times more often in our sample than in jobs overall. Recommendations Tailor workforce training to skills demands.Based on their frequency in postings,both industry-specific technical skills and soft skills that can be utilized acrossindustries are in high demand. Formal degree programs in relevant fields and workexperience programs such as registered apprenticeships should coordinate withemployers to ensure that workers receive instruction in necessary skills. Recruit skilled immigrants and underrepresented talent.One avenue for expandingthe semiconductor workforce is through outreachto underrepresented groups, such asfemale, African American, and Hispanic workers. Establishing mentorship programs atcolleges and employers can help retain these workers and advance their careers.Meanwhile, expanding immigration pathways would grow the number of foreign-bornskilled workers that are eligible for these roles. Invest in industry clusters for long-term growth.Building training facilities to offerhands-on experience with manufacturing equipment likely exceeds the budgets ofmost colleges. Instead, collegesshouldform partnerships with employers to provideadequate access to training facilities. Physically locating employers near sources oftalent also facilitates transfers of knowledge, capital, and talent that pays dividends onlong-term investments being made in training, equipment, and construction. Table of Contents Executive Summary................................................................................................................................1Purpose..................................................................................................................................................1Methods................................................................................