3D InCites Podcast
3D InCites Podcast
Why Supply Chain Resilience Matters and How to Get It
Navigating today's complex manufacturing landscape demands unprecedented supply chain resilience. This eye-opening conversation with Barry O'Dowd (Kuehne+Nagel) and Kamal Aluwalia (Resilinc) reveals why robust supply chains matter more than ever—particularly for semiconductor capital equipment.
The semiconductor industry operates at extraordinary precision, with equipment working at scales as small as five nanometers—roughly 1/18,000th the width of a human hair. This precision makes these multi-million dollar tools exceptionally vulnerable during transport, requiring meticulous handling across tens of thousands of miles between manufacturing and installation. With leading-edge fabs costing up to $20 billion, equipment failures or delays can trigger catastrophic financial consequences.
Our experts explain how companies are reimagining resilience through sophisticated data analysis, multi-tier visibility, and proactive risk management. Barry shares how Kuehne+Nagel's risk mitigator tool brings together all supply chain stakeholders to identify vulnerabilities and implement mitigation strategies—expertise developed during their flawless delivery of over 2 billion COVID vaccines. Meanwhile, Kamal describes how Resolink helps organizations leverage AI to anticipate disruptions across 40 different risk categories, from natural disasters to financial instability.
The conversation offers practical advice for strengthening your own supply chain: understand your end-to-end process, engage with experienced partners, and adopt a first-principles approach to reimagining resilience with current technology. As global uncertainties continue mounting—from geopolitical tensions to extreme weather events—supply chain resilience isn't merely about risk avoidance; it's becoming a strategic competitive advantage.
Trust Semicon Logistics by Kuehne+Nagel to navigate even the most demanding supply chain challenges.
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This episode of the 3D InCites Podcast is sponsored by Kuehne+Nagel. You can trust Semicon Logistics by Kuhn Nagel to navigate even the most demanding supply chain challenges. Whether you move raw materials, finish chips or sensitive capital equipment, every shipment is backed by the Semicon Chain Certified Network. Discover more at wwwkuhnandennagelcom. That's K-U-E-H-N-E-N-A-G-E-L. com.
Francoise von Trapp:Hi there, I'm Francoise von Trapp, and this is the 3D InCites Podcast. Hi everyone, welcome to today's discussion on why supply chain resilience matters and how to get it. Now more than ever around the world, manufacturing industries are grappling with geopolitical, economic and environmental issues that are impacting their supply chains every day. In this episode, we'll look at these issues through the lens of the semiconductor capital equipment supply chain and the ripple effect that can happen from just one misstep. My guests today are experts in risk mitigation, logistics and transport. I'll be speaking with Barry O'Dowd of Kununagal and Kamil Aluwalia of Resolink. Welcome to the podcast, guys, thank you very much, Ransom.
Francoise von Trapp:Barry, this is your second time on the podcast. Can you remind us what Cunanoggle does and what your role is there?
Barry O'Dowd:Certainly I can. Cunanoggle has been a global logistics provider now for 135 years. We were founded in Germany, but we're now headquartered and listed in Switzerland. We're the global leader in both sea and air international transport and we operate road operations and contract logistics warehousing operations across the world. I've been with Cunha Noggle for over 20 years and I am our global business development lead for our Semicon industry. Our Semicon business is a key growth focus for Cunha Noggle as part of our roadmap 2026. It was a strategy announced two years ago. We identified an opportunity to bring industry specific solutions for an industry that really was crying out for quality, certified companies that can support the complex semiconductor supply chain, and we now deployed approximately 35 stations across our network to support the semiconductor industry globally.
Francoise von Trapp:Okay, thank you excellent, Kamal, this is your first time here. Can you briefly describe Resilink? We have had Bindiya Vakil, who was the founder of Resilinc, on several times, but just for people who may not have heard those, can you describe Resilinc for us and tell us what you do there?
Kamal Ahluwalia:Absolutely, and thanks for having me so. Resilinc is a supply chain risk and compliance company. Bindiya founded it 15 years ago and over the years, we've had fantastic opportunities to serve and understand supply chains for some of the largest organizations in the world. So whenever it gets to having a multi-tier supply chain whether it's semiconductor tech, manufacturing, heavy manufacturing, aerospace, pharmaceutical, et cetera we're actually very good in mapping out both the visibility and then what your risk opportunities are, as well as compliance opportunities.
Kamal Ahluwalia:Now and as you can all imagine, I mean we're living in interesting times that this thing is now sort of moving so fast it's almost dizzying speed. And so what we are doing and I've been in the seat now for about two months we will be launching our agents to help our customers actually manage their supply chain risk and compliance more effectively. Actually manage their supply chain risk and compliance more effectively, because the number of things that the teams have to do is just amazing and not getting done, and they all realize that, and so my role here is the CEO, but I'm basically running around meeting all our clients and seeing how we can actually run faster and faster with them.
Francoise von Trapp:Baptism by fire.
Kamal Ahluwalia:Yes.
Francoise von Trapp:Okay, well, I'm really happy to talk with both of you. I think this is a really important topic. In the world right now. Things are so unpredictable and uncertain and changing every day. Let's start with the big picture. What do we actually mean when we're talking about supply chain resilience?
Barry O'Dowd:Well, from my perspective Kuehne+Nagel within , we're a logistics provider, so we look at the supply chain resilience from an operational perspective, in particular, when it comes to the international transport and all of the associated functions that are linked to international transport. So when we think about supply chain resilience, it's about knowing where your goods are, where they come from, where they're going to, how they move, what the risks are, and have I appropriately dealt with those risks? Do I know how to do whatever I need to do if something happens? Risks Do I know how to do whatever I need to do if something happens? So for us, resilience is about dealing with risk and to improve the capacity to react and pivot and recover from any disruption that happens in that supply chain within a reasonable timeframe.
Francoise von Trapp:Okay, and Kamal.
Kamal Ahluwalia:Yeah, just to add to that, I think it does come down to, first of all, visibility, and we do have a maturity model around this. First is being aware of what does your supply chain look like, and especially if you have a multi-year supply chain, which is the case with semiconductors. Second is your ability to being proactive. So it's one thing to react once things have happened. So it's one thing to react once things have happened, but then you're almost at the same playing field, because managing your supply chain properly is actually a competitive advantage and everybody does not have the latitude to be able to do what needs to be done when something bad happens. And today we track about 40 different categories of events that are happening externally. Today we track about 40 different categories of events that are happening externally. And then it's the issue of being integrated up and down across your supply chain so that everybody understands what your drivers are. Incentives are aligned and the disincentives are also aligned, because it is that you know you're really as good as the weakest part of your supply chain and the resilient part. Today, I think, is very different than how you would define it five, six years ago, because today it's not just agility, but it's also the ability, as Barry said, to be able to withstand and get through adverse effects, but I would put on the table that it's got as much to do with the upside also, because it's not just because it typically sits as reducing costs or managing costs, but it is a lot more than that now, because this is how you're going to build, and all the stuff about whether it's tariffs, whether it's sanctions, whether it's the bad actors, all that stuff that's happening today.
Kamal Ahluwalia:I think, if I were to, and because we are living through it, just look at what's happening with the eggs in US. Right, prices have gone up, right, so something happened. None of us actually caused the issues that have caused the price to go up. Now we have only a couple of options Either we suck it up and pay, you know, a couple of bucks an egg for this year. The rest of the year we can stop eating eggs, and or we can continuously look at the grocery stores that may have it slightly cheaper. But what if each of us were making products where eggs were essential? So you have to manage to get the eggs at the best possible price that you can and continue the supply, because this thing will continue for the rest of the year, right, so when your livelihood depends on that, it's a very much more serious discussion on what to do with eggs.
Francoise von Trapp:It seems that, more than ever, resilience is important to a supply chain, more than we ever imagined, probably since COVID and then with all of the geopolitical things happening. Barry, from a perspective of you know, dealing with the logistics of semiconductor equipment, how are things like sanctions and tariffs going to impact that? Do we know?
Barry O'Dowd:or any of the materials, chemicals that go in it, and the internationalized manufacturing process of semiconductors all presents a huge challenge to tariffs and any of the trade barriers that have been brought up.
Barry O'Dowd:The big change that came around as a result of COVID is the exposure of all industries to the semiconductor industry became apparent and as a result of that, supply chains have begun to change, driven by national security interests, etc.
Barry O'Dowd:The impact of that is the globalized supply chain will change for all of the companies that are involved in that supply chain as well. So what was the supply chain previously for the semiconductor industry will be different in the future, with or without tariffs. Tariffs just add that extra little bit of cost and complexity to it, and in the past, as companies went to look for supply chain resilience, they initially looked at where their supply bases were and looked around diversifying their supply chain. And now they're really looking at diversifying it to multiple suppliers in multiple countries. And that requires them, from an operational perspective, to really get into the detail of all of these new supply chains and have the agility to be able to adjust those supply chains in the future without giving up the requirement to go into detail to really investigate the impact of those supply chains and how resilient they really are and have to be.
Francoise von Trapp:You're talking about the different aspects of the semiconductor supply chain and speaking about materials and equipment. Speaking about materials and equipment, it seems to me that with equipment you have a supply chain to the equipment manufacturers themselves where they're sourcing all of the parts that go into their tools, and then there's a supply chain of the manufacturer that is sourcing the equipment into their facilities. I can see where it makes sense the second source parts, but are you also second sourcing equipment themselves?
Barry O'Dowd:No well, the equipment themselves tends to be very specialized. Semiconductor manufacturing equipment is amongst the most precise equipment created by mankind. Equipment such as the advanced lithography machines can work in a few nanometers with silicon wafers. So when you consider that a human hair is 90,000 nanometers, then you can understand that when you're making, you're printing, at five nanometers they're one 18,000th of a hair each. So the precision that's required and the engineering to get that level of precision is really quite impressive and it requires really delicate equipment that needs to be moved in a very, very controlled environment. So for the manufacturers of the equipment, so these tend to be large items that need to be moved on freight or aircraft and they're so sensitive that they need to move on routes which minimize the amount of touch points for that equipment while it's in transit. You know the equipment often is moving over tens of thousands of miles from the point of manufacturer to the point of delivery of that equipment. So this is really all high risk activity to the point of delivery of that equipment. So this is really all high-risk activity and the shipments need to be handled with utmost care and attention for shock and tilt, but also for other environmental situations like humidity and extreme temperatures etc. And that all requires proper investigation to understand that end-to-end supply chain and a full analysis of the risks that are involved in that so that you cater for those in the transportation of that equipment.
Barry O'Dowd:When it comes to the parts, parts tend to be stored locally.
Barry O'Dowd:They tend to advance all of the critical parts as much as they possibly can to be near where the manufacturing fabs are so that if a part is required by the engineers they can get that part in very, very quickly without any disruption for the manufacturing. Because that's the critical point for semiconductor manufacturing, that the new fabs are amongst the most capital-intensive manufacturing sites globally. A new leading-edge fab could be up to $20 billion of investment. You can't afford to have that fab not operating. So if a part is required and it's not actually in stock nearby it has to be moved with utmost time-critical urgency and again, that has to be on a supply chain that has active risk mitigation, active determination of what risks are there, looking at potential immediate weather patterns or traffic delays for aircraft, traffic delays etc. To ensure that a route is chosen that can get that part to its destination in the fastest physical possible time, because the potential downside is so critical, and all of this requires a different level of risk investigation and risk mitigation.
Francoise von Trapp:Kamal, you at Resolink specialize in identifying in real time events that could disrupt the supply chain. Can you describe an example of a situation that would be critically disruptive to the capital equipment supply chain?
Kamal Ahluwalia:Yeah, several things have happened that one couple of times for example, the tsunami in japan a lot of the manufacturing was there. It was actually a massive impact on so many industries, because today everybody it's just both upstream and downstream impact and the issue was that typically you would go to depending on the and we track like 40 different categories of events. In some cases, for example, it just could be financial impact, bankruptcy or M&A. Those are maybe a little easier to address because you can go to a different supplier who could actually step in and take care of that, who could actually step in and take care of that. But in case of this earthquake, where the core was impacted for a long period of time, there was no easy way to recover from that. Or, for example, what's right now happening with Taiwan and all the pressure that's on and how TSMC is having to actually rethink their FAB strategy, and TSMC is actually a very big critical part of this semiconductor industry, right. So some of these bigger events are much difficult to address and in some cases, what has happened to your point is you may even have be paying millions for your business continuity insurance, but in some cases the factory is right there but it can't operate because other issues were impacted, whether the power supply was impacted or something else was impacted. So you're not even getting the insurance to cover your operations right, and this thing can run to hundreds of millions of dollars of impact. So it's not just what's happening there.
Kamal Ahluwalia:The issue with the tariff situation that's happening now is very rarely do you have something that is being built entirely inside US.
Kamal Ahluwalia:Only in some of the defense contracts is when everything from soup to nuts is being built locally, right from raw materials to the finished product.
Kamal Ahluwalia:In most other cases it is going back and forth through different factories across the world.
Kamal Ahluwalia:So managing all of that and the moment you get past the first tier of suppliers, this thing becomes really hard that what's happening in tier two, what's happening in tier three, and just go all the way back to the raw materials we're now starting to track 40 different commodities that are going into building the chips, because it's a long term play, but, depending on where the issue is, it can take months, if not quarters, to recover from it. So being able to plan all this out is very, very hard. And what is compounding this thing is, even in the largest organizations, the risk and compliance teams are actually small, so you're asking too much from a very small team to manage basically critical part of your business. So that's why what's coming out with where all both of you have called it out? These days, managing your supply chain and managing the risk is almost the number one job, because otherwise things can come to a standstill, and these days nobody can afford to have their factories come to a standstill. Nobody recovers from that.
Francoise von Trapp:You know, from an equipment perspective, I think that it's even a little more complicated. Barry, you're talking about second sourcing parts, and as you were talking about that I was thinking, the tools themselves are very sensitive and specially designed and complex, but so are the parts for a lot of these. In fact, a lot of companies manufacture their own parts, so how does the second source that I mean? How much time does it take to find another source and qualify that in, to make that even possible?
Barry O'Dowd:No, for a lot of equipment there are unique suppliers and for the unique suppliers there isn't really a second source and people design their manufacturing processes around certain equipment types.
Barry O'Dowd:Some types there are more.
Barry O'Dowd:They say they're more established and there might be multiple suppliers, but for a lot of the equipment you really are looking at a very limited number of suppliers that you have to look in to see what their supply chain is and how that supply chain works.
Barry O'Dowd:The change that's happening in the supply chain it's happening up and down the supply chains and where companies used to ship from yesterday may be different to tomorrow and that requires new supply chains that need to be then stress tested to see how they operate from new origins and new destinations. Transportation capacity from a transportation logistics perspective to an area that doesn't have as much capacity or has trade imbalances and therefore capacity is harder to come by. It makes that new lane, even though it might be a competitive place and a friend-shoring place to ship from, it may be much more difficult to ship on a reliable basis, particularly when it comes to specialized handling, because that new origin may not be established in the same way as the previous origin. And these are some of the challenges that we will come to as the supply chain changes rapidly and going forward and going forward.
Francoise von Trapp:Now I have a feeling that each of you have figured out how to help customers with this at different steps. You're both working in supply chain resilience and risk mitigation, but at different steps of the process, so I wanted to ask each of you if you could give an example of how you evaluate and mitigate supply chain resilience for your customers.
Kamal Ahluwalia:Kamal Sure. So from our perspective, this is essentially a data problem of all. You need to actually have enough data for each of these things so that you can actually tee up both the risk as well as the mitigation opportunity. And in most cases, large companies and we serve some of the biggest companies in the world they have their standard operating procedure. It's not like they're making stuff up as it comes up. I mean, they all know how to operate a very large, global, complex organization.
Kamal Ahluwalia:But as things are evolving, how do you marry your SOP playbook and be able to take action when things are happening? Because when they do happen, only sometimes you have some leading indicators that something is unraveling. But then how do you actually do that? So we do a couple of things. Number one we recognized early on that all of this cannot be digitized to a level that we want, because in some cases you will lose access to everything digital and connected up and down your supply chain everything digital and connected up and down your supply chain. So we bridge that gap so that you have the right cadence and information that you need to actually understand the risk. Second part that I'll add is and I went through this just a few months back with one of the largest companies in the world. They literally, when they were assessing us as a supplier and assessing risk to them, it was almost as if I was having to go through a colonoscopy with a new investor. No, seriously, it's like we have very different businesses and for them to understand how a software company would operate and clearly they are in a different business but how do you explain to a financial team that this is how this thing will work? So there is that disconnect, right that? What are the variables on our side versus what they care about?
Kamal Ahluwalia:Then the third piece is once you have the data layer across your multiple tiers of supply chain. Now how do you actually start to take action up and down? Now, the ones who have done the best job with us, who are operating at a very high level of both visibility and being proactive and integrated, they actually put it in their contracts. If you want to do business with us, these are the things that we need from you, and we need it in this frequency and we'll work together so that you're also aware and we're all looking at the same stuff, because I am counting on you to manage your downstream suppliers as well.
Kamal Ahluwalia:Right, so it becomes one complex and extended part of the organization and the last part is actually actually sharing the risk across that. What do you do? Because they need to know what the action is Right At the end of the day. What I liked about serving some of these largest companies was they did not want you to go under. The suppliers are as important because, yes, you're always negotiating to get the best price. Important because, yes, you're always negotiating to get the best price. But at the end of the day, they were very clear up and down the chain, whoever was negotiating with us, they did not want us to go under.
Francoise von Trapp:And I think that when you hear that, then you start to realize we're all in it together, right?
Kamal Ahluwalia:Yes, then there's some of the gaming. Yes, you should do to maximize profits on all sides, but resiliency means everybody is as strong as the weakest link.
Barry O'Dowd:Absolutely. From our perspective, it's about bringing together all of the stakeholders in the supply chain. We look at it from an operational perspective and we've developed a key tool to evaluate that supply chain risk, which we call our risk mitigator. It's part of our digital solution suite that enables us to bring together all of the key stakeholders that are involved in the key components of that end-to-end flow of goods and within this tool we identify the risks and it facilitates that we can make an assessment of those risks and determine on the tool what action should be taken. So it's effectively a strategic risk mitigation tool. It's not a live tool that's looking at weather events that are happening today. They're looking at what the weather is in that origin or in that destination or in those transit points, to be conscious of that on an ongoing basis.
Barry O'Dowd:This is something that we developed for the pharmaceutical supply chain, which is a highly regulated industry and within that the governance requires that they're able to ensure the integrity of the flow of components which are temperature sensitive, to make sure that that supply chain is not interrupted and the components that are used in the manufacture of pharmaceuticals become inefficient or don't work. As a company, we gained a lot of experience for this, in particular during COVID. We delivered over 2 billion COVID-19 vaccines during the pandemic without a single failure or deviation, going to some of the most challenging parts of the world. And this is part of what we used our risk mitigator tool to determine how these supply chains were set up, had everybody from an operational perspective working in this, to determine what each lane was like, so that we can identify the risks in each lane and mitigate or deal with the risks. Sometimes you have to accept the risks that are there because there isn't a mitigation, but as long as everybody knows what they're dealing with and what the challenges are, it empowers you to make the correct decisions.
Francoise von Trapp:Can you give an example of how this can be applied or the features that you've adapted to serve specifically semiconductor capital equipment? Sure.
Barry O'Dowd:From a semiconductor capital equipment perspective, it's just a very sensitive supply chain that has very specific handling requirements. So as we're looking to prevent mishandling of shipments within that supply chain, we would establish some mitigation strategies within the risk mitigator that they would need to determine within the risk mitigator that they would need to determine. So one of the key ones, as Kamal mentioned, is ensuring that the SOPs are all there for handling of the equipment and we have developed another digital tool, which is the Checklist app, which guides the users that are executing those SOPs on the floor to undertake and conduct those handlings in a particular way. They're guided by how to handle the goods and also record the status of goods as they're doing them. We conduct comprehensive training programs to ensure that all of the personnel involved know the handling requirements and how to transport semiconductor capital equipment and components so that they're aware of best practice and we share those best practices across the network.
Barry O'Dowd:We use specialized carriers and specialized suppliers that have that equipment, that we have validated that the equipment is there and the equipment is appropriate so that we can minimize the shock and impact during loading and unloading.
Barry O'Dowd:We use tools to determine the most direct way of moving freight on critical lanes from point A to point B, minimizing the amount of handling at critical handling points, because these are always the areas where you're most at risk of damage. And then we would employ sensors that are monitoring devices to monitor the goods as they're being transported if they're not built into the equipment already so that we can track the shipments and address any deviations as they're happening, as we're monitoring these in a live environment. And from that we would then deploy strategies to deal with all of these risks that we're encountering, using these measures, as well as other measures that would be deployed to ensure that we can meet the customer requirements and understand that supply chain from end to end and to be able to deal with any deviations that come in that supply chain by all of the stakeholders involved knowing what to do Okay.
Kamal Ahluwalia:Yeah, I'll add something to what he's sharing, because he's actually painting a very vivid, clear picture on all the complexities and moving parts and where different pieces are right, and what we are trying to do is essentially work backwards from the outcomes that the clients are looking for Most of them are actually very clear on what they want at the end of it but then making sure that wherever they stand, there is a path from there to actually get to the state where they feel good about their supply chain resilience and interim part on the breaking down. This problem is if and we clearly are bringing agents to automate as much as possible and wherever we you need human in the loop, like in regulated industries or very high impact decision making, then the AI is bringing the explainability so that the user can make an informed decision. And that basically means have I looked at all the data inputs that I need to look at? How does that marry with the sequencing of stuff, the smaller steps that a person would take before they make that recommendation, and the second part is the traceability or auditability of that, so that things will still go sideways. But then did you make the best informed decision at that point when you had to make that call right. So it's a marriage of this very complex environment and how to set up people for success.
Kamal Ahluwalia:Now, what we are also seeing because it's always about change management and people at the end of the day, right, we have all the in theory, we have all the data and technology to do a much better job, but it doesn't happen that easily.
Kamal Ahluwalia:So the people side is simply this because the risk and compliance teams are always small and always understaffed and almost never have the capacity. Here we are not running into the pushback that are you taking away my job? It is simply oh, thank God, you can help me do my job and to some extent, we are anticipating this avoided option of essentially, agents being brought in, your digital labor coming in to actually manage these things and tee up the recommendations. So it'll go from being visibility and awareness and information to actions, actions, actions, actions. And the thing that you're calling out with tariffs is it's not like we can change our production schedule or location or country very easily, but you have to plan for it almost every other day, if not every day, because it's moving so fast. So that's scenario planning. That's basically the board level discussion.
Francoise von Trapp:Okay, so we have to wrap it up. I wanted to give you the opportunity to each answer one final question. What would you advise listeners to do primarily? Maybe three top things to do to build resilience into their supply chain.
Barry O'Dowd:Yeah, into their supply chain.
Barry O'Dowd:Yeah, I mean.
Barry O'Dowd:For me, the key is to understand that supply chain, to engage with companies or people that have the tools to enable you to break down that supply chain and bring the stakeholders that are involved in it, because the supply chain is made up of so many different stakeholders across a really long geographic line that people speak in different languages, have different cultures, have different approaches, and you need to bring those together, but with the operational expertise that recognizes the risks that will come as people identify where they have the appropriate measures in place and where the gaps might be.
Barry O'Dowd:We bring it together in our risk mitigator tool in a very simple assessment tool a main risk assessment that brings all of the stakeholders together and outputs a report that identifies the risks that we have identified, what the mitigation measures are or what risks we accept, and then we bring the key owners together to sign off on that so that people understand the risks that they're embracing in these critical supply chains. This enables you to understand and know what you're dealing with and it's only through the power of that knowledge that enables you to really hand in heart, say that you've been able to mitigate the risks in the best possible way.
Francoise von Trapp:So there's a lot of moving parts.
Barry O'Dowd:Absolutely.
Francoise von Trapp:And the risk mitigator tool helps bring it all together.
Barry O'Dowd:With the expertise of the people who know how to address those risks and mitigate those risks in the best possible way, using best practice, methods and Kamal.
Kamal Ahluwalia:I think, fantastic opportunity, with all the complexity that we are all living in, to really see what the current technology can do for us.
Kamal Ahluwalia:So paint a vision that's a little further out because supply chain is not a short-term tactical thing and turn it into a strategic asset and then work backwards. That these are this is what I would like to share with my board, and then break it down into smaller chunks, but think big. I think the issue is small things will take too long and you almost don't have the impact, whereas what will happen now is, just like with these GPUs, et cetera, that there are all these young companies that are jumping in to solve the problem in a very different way, and I'm seeing that repeatedly. This first principle approach is what you need to apply to your supply chain that how would I build it today and then make those bigger changes, and I think you will see more and more suppliers and people parts of your supply chain are actually willing, if you're willing, to lead that change, because there is a better way to solve this problem now. It is about data and it is about level of automation that we've never seen before.
Francoise von Trapp:Okay, so where can people go to learn more about your companies?
Barry O'Dowd:Yeah, from Akuna Noggle. It's. Go online to Akuna Noggle K-U-E-H-N-E hyphen Noggle and look for semiconductor solutions.
Francoise von Trapp:Okay, and Kamal Resolink.
Kamal Ahluwalia:Resolinkcom, and soon it'll be Resolinkai. So, yes, come find us and happy to talk more. And I'm actually traveling a lot, so happy to grab a drink as well.
Francoise von Trapp:So I, if it's okay with you, we'll put links to your LinkedIn profiles in the show notes. If people want to learn more, they can reach out directly. Barry will be putting a link to the Kuninagal website, because it's really hard to spell, and yeah, so thank you, both of you so much for joining me today. Thank you.
Kamal Ahluwalia:Thanks for having us. Thank you, thanks for having us. Thank you, kamal.
Francoise von Trapp:Want to learn more about the importance of supply chain resilience? Coming in June, we're hosting a webinar roundtable discussion, sponsored by Cuninoggle. Find out what equipment suppliers and IDMs need to consider as part of their Scope 3 plans as they work with logistics and transport experts to address resiliency with sustainable solutions. And next time, on the 3D Insights Podcast, it's back to the IMAPS Device Packaging Conference and conversations with the winners of the 2025 3D Insights Awards. Thanks for listening. There's lots more to come, so tune in next time to the 3D Insights Awards. Thanks for listening. There's lots more to come, so tune in next time to the 3D Insights Podcast. The 3D Insights Podcast is a production of 3D Insights LLC.