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D2.3
“The research leading to these results has received funding from the European Community's
Seventh Framework Programme (FP7/2007-2013) under grant agreement n° 320004”
Document Identity
Revision History
Content
1 Introduction .................................................................................................................... 7
2 European SWOT matrix. ................................................................................................ 8
3 Scientific Commonalities and Complementarities ..........................................................13
4 Commonalities and complementarities for the Human Capital .......................................15
5 The Technological Commonalities and Complementarities ...........................................17
6 The Economical Commonalities and Complementarities ...............................................19
6.1 Commonalities and Complementarities for the Smart Specialization Strategies .....19
6.2 Commonalities and Complementarities for the Value Chain ...................................20
6.3 Commonalities and Complementarities for the Markets ..........................................22
7 The Policy Commonalities and Complementarities ........................................................24
7.1 Complementarities and Complementarities for the Cluster Policies and Initiatives. 24
7.2 Economical Development Policies. .........................................................................25
7.3 Policies Evaluation of European and International Context. ....................................27
7.4 Policies on Business Creation. ...............................................................................29
7.5 Commonalities and Complementarities on Geographical aspect. ...........................31
8 Conclusions from the Analysis of the Commonalities and Complementarities. ..............32
9 Overview of the Consolidation. ......................................................................................33
10 Consolidation of the Commonalities and Complementarities with High Priority. .........35
11 Consolidation of the Commonalities and Complementarities with Intermediate Priority.
36
12 Consolidation of the Commonalities and Complementarities with Low Priority. ..........37
13 Conclusions from the Analysis of the Commonalities and Complementarities. ...........38
List of figures
List of tables
List of abbreviations.
Austr Austria
B2B Business to Business
C&C Commonalities and Complementarities
FL Flanders
FFF Factory of the Future
IDM Integrated Device Manufacturer
JAP Joint Action Plan to be defined in WP3
KI Knowledge Institute
LE Large Enterprise
MNE Micro- and Nano electronic (systems/components)
PMC Product market Combination
R&A Rhône-Alpes
RDI Research, Development and Innovation
RTD Research, Development and Innovation
Sax Saxony
S&ENL South and East The Netherlands
SME Small and Medium size Enterprise
TBD To be defined
VC Venture Capital
WP4 Work package on Internationalization
1 Introduction
In this deliverable, the conclusions from the regional SWOT analysis are established in order
to enable an adequate and efficient development of the Joint Action Plan in the next Work
Package.
The start is the regional SWOT analysis that has been elaborated in the deliverable D2.2
“Regional SWOT analysis from an economic, innovation and RTD perspective”. Now the
purpose of the Deliverable D2.3 is to explore the complementarities and commonalities from
the regional SWOTs from the different partners for the definition of possible actions for
improvement including an assessment of the priorities.
From the first analysis of the regional SWOT we experienced a large variety in the definition
of the different indicators used in the SWOT and therefore no simple consolidation was
possible.
Therefore as an intermediate step a common denominator SWOT is established with a
number of more generic indicators that could be mapped on each of the regional SWOT
tables.
These generic indicators have then been evaluated by each partners by qualifying the
relevant indicators as a Strength, Weakness, Opportunity or Threat for each region.
From this European SWOT the complementarities are defined. It is equally important to
define the commonalities because a common Strength or Threat can be further exploited or
cured by common actions.
In a third step the partners are requested to assign possible actions to the different
Complementarities and Commonalities (C&C) together with a priority assessment. This
allows consolidating the conclusions from the C&C analysis in a common and prioritized list
of actions that will be the basis for the JAP and a list of specific actions between one or more
partners.
In D2.2 (Regional SWOT analysis from an economic, innovation and RTD perspective) a qualitative
approach was chosen to present the SWOT in a narrative way. For each region this
approach gives a very good overview of the elements in the SWOT that are deemed most
important for that particular region.
In this deliverable first a structured common European matrix is developed that spans the
performance indicators that are relevant for the Silicon Europe project. This approach does
allow proper comparison of the five regions as all SWOT statements are now based on an
agreed and common interpretation of the various aspects and the determination of the
complementarities and commonalities over the five regions is now possible.
In total 100 common indicators with a unique interpretation are identified. These are divided
in 11 categories and grouped in 5 sections as defined in the Silicon Europe project. The
overall structure is as follows:
1. Scientific
1.1. Knowledge transfer
2. Human Capital
3. Technological
4. Economical
4.1. Smart Specialization Strategies
4.2. Value chain
4.3. Market
5. Policies
5.1. Cluster policies/initiatives
5.2. Economic development policies
5.3. Evaluation of European and international context
5.4. Business creation
5.5. Geographical
The full definition of the SWOT indicators is presented in the Table 1 below.
Indicator Interpretation
Scientific
Knowledge transfer
cross cutting over more disciplines leading to real
interdisciplinary RDI innovations
(open) innovation infrastructure is open innovation well established
knowledge transfer infrastructure is knowledge transfer well-structured or ad hoc
is there a good mechanism to valorise
innovation valorisation innovations
Industry - Knowledge Institutes is there a good relation between KIs and the
(KIs) interaction industry, in particular the SMEs
Asia as upcoming innovator Asia will develop creative innovation
presence of platforms group of actors with a common interest
group of actors interested in a specific application
application platforms area
Human Capital
middle & high level education is the education level adequate
technology interest of students is the influx of technology students adequate
exchange of knowledge workers within EU and
internationalisation global
a good balance is needed as HW/SW
HW/SW balance development must be concurrently
cost of labour does labour cost contribute to competitiveness
is changing management during SME growth
successors for SME management common practice
female students for micro- and
nanotechnology MINT is technology pursued by female students
ageing society will lead to less senior knowledge
demographic changes workers
dedicated education system on
worker level is education towards craftsman well established
Technological
processes
CMOS
3-5 materials
SOI / FDSOI
digital
analog
mixed signal
RF
MEMS/sensors
Moore/More Moore
More than Moore how do these technologies rate on a regional
≤200 mm level
300 mm this section is rather an indication of available
450 mm technologies than a SWOT indication
natural resources
embedded software & systems
materials
imaging
design
silicon photonics
large area electronics
power electronics
mask manufacturing
software
Indicator Interpretation
Economical
Smart Specialisation Strategies
are national smart specialisation strategies
national in practice executed
are regional smart specialisation strategies
regional in practice executed
are the ecosystems organised from within
self-sustaining eco system themselves
LE orchestrated eco system is the ecosystem dominated by a large company
Value chain
presence of design house for micro- and nano
MNE-system design electronic components
presence of design house for micro- and nano
MNE-component design electronic components
production tools (FE) RD&I on production tools for Front-End
production tools (BE) RD&I on production tools for Back-End
is a 2nd and lower tier supply chain well
2nd and lower tier supply chain established
dominant KIs are Knowledge Institutions leading
dominant LEs are large enterprises leading
dominant SMEs are SMEs leading
LE fostering SMEs do large enterprises support SMEs
is multidisciplinary (cross value chain) RD&I well
multi disciplinarily established
availability of foundries (production sites for bare
foundries die)
assembly houses availability of assembly houses
cost of production (eg energy,
labour) as economical production possible
application focus is MNE-design application driven
technology focus is MNE-design technology driven
availability of component design house with own
IDMs fab
Market
high mix - medium volume
(niches) is niche market a target market
high volume market is high volume a target market
market pull is market pull dominant
international orientation is export a main driver
global competition strong position or to be established
B2B professional market B2B focus on global level established?
consumer market availability of regional consumer market
is there a strong focus on energy efficiency in
energy efficiency application/production technology?
agro-food is there a focus on the impact for agriculture?
Indicator Interpretation
Policies
Cluster policies/initiatives
does the cluster play a significant role in the RDI
cluster role in RDI (policy and/or operation)
does the cluster play a significant role in
cluster role in valorisation valorisation
cluster role in developing product-Market-
cluster role in developing PMCs Combinations
does the cluster arrange for strategic cooperation
fostering strategic cooperation’s ((inter)nationally)
interdisciplinary coop. (biotech,
optical-, organic electronics) is the cluster open to interdisciplinary research
cluster role in support to SMEs is the cluster crucial for the success of SMEs
Economic development policies
financial National RDI-support how is financial support to RDI on a national level
how is financial support to RDI on a regional
regional financial RDI-support level
regional support to Smart
Specialisation is this well developed and adequate
smart public procurement is this in place
national SME-program is this in place
regional SME-program is this in place
are efforts in place to assure an equal
"level" playing field for the industry opportunity situation across Europe
"level" playing field for the are efforts in place to assure an equal
Institutes opportunity situation across Europe
are the policies driven by LE and knowledge
LE and KI driving the policy institutions
SME driving the policy are the regional/national policies driven by SMEs
tax incentives for R&D are tax incentives in place
Evaluation of European and international context
is there already involvement in or application for
involvement in KET Pilot lines KET pilot-lines projects
participation of LEs in FP7 (ENIAC, CATRENE
participation of LE in EU projects etc)
participation of SMEs in EU participation of SMEs in FP7 (ENIAC, CATRENE
projects etc)
participation of SMEs in Horizon will Horizon 2020 and e.g. ECSEL provide
2020 adequate opportunities for SMEs
strategic cooperation with foreign
clusters is there international cooperation on cluster level
international visibility of the cluster is the cluster well recognised abroad
exports of SMEs products export capabilities of the SMEs
competition from Asia and US considered as …
business creation
capital availability (VC) ease of obtaining money
SME creation, start ups (financial) support of creating new businesses
are shared facilities available for start-up
shared (RDI) facilities companies
geographical
is the region infrastructural well connected to the
transport accessibility outside world
1. Scientific S W O T S W O T S W O T S W O T S W O T S W O T
Using these well-defined aspects the SWOT is assessed for each region separately and
combined in a five-regions Silicon Europe cluster view. The example below illustrates this
approach for the “knowledge transfer” category. This example also illustrates that not all
aspects are relevant for all regions. Even though the aspects are chosen to be as generic
and common as possible, this is an element to be aware of when assessing the
complementarities.
To reveal the complementarities and commonalities the consolidation result over the five
regions result must be analyzed. This is the subject of the next chapters.
We define a commonality a situation where each region has assigned the specific indicator to
the same class (Strength-Weakness-Opportunity-Threat). This is for instance the case with
the indicator;”Asia as upcoming innovator” in the Figure 1. In case a region that has not
assigned a class to the specific indicator because it was not considered relevant is
discarded. In the analysis we will show that there are only a few commonalities. These
communalities are an important tool to consolidate the impact of the common clusters on
international scale.
In the next chapters the consolidated SWOT is analyzed for each mean category of
indicators.
Table 2 and Figure 2 compare the SWOT analysis for the scientific complementarities related
to the transfer of knowledge between research and industry. Overall this is positively
appreciated as a strength or an opportunity. Looking more into the details the
interdisciplinary R&I, the presence of the European Technology Platforms, such as the actual
ECSEL and the previous ENIAC and Catrene, and the infrastructures fostering knowledge
transfer are considered a strength. The most important weaknesses are the difficulties for
innovation valorization perceived in Flanders and S&E NL. This is at the same time
considered a major opportunity by Austria and Saxony and a strength by Rhône&Alpes. All
partners agree that the strong innovation growth in Asia constitutes a major threat.
1. Scientific S W O T S W O T S W O T S W O T S W O T S W O T
Scientific C&C
0,9
0,8
0,7
0,6
interdisciplinairy RDI
This figure shows the quantitative validation of the SWOT results for the categories related to
the transfer of knowledge. The height of the bar is proportional to the number of votes
assigned to the specific qualification of the category. If for a specific category such as “Asia
as an upcoming innovator” is qualified as a threat by all regions, then it gets a weight of 1.
Commonalities are characterized by a weight of 1. Complementarities have a weight spread
over more than one qualification.
The results of the SWOT analysis for the category of the Human Capital are summarized in
Table 3 and Figure 3. The educational system is seen as the most important strength. Also
the training on the job is generally appreciated as strength except for the Rhône&Alpes
region where for the latter an opportunity is seen to improve on the weakness. The labor cost
is generally perceived a threat except for Saxony. Other complementarities are seen in the
internationalization, on the move from hardware to software and on how to create the interest
of students for technical careers. Generally the Human Capital is rather seen as strength and
to a minor extent as a threat or an opportunity.
Hw/SW balance
0,4
internationalisation
0,2
From Figure 3 we see that education and training obtain a high score as strength,
Internationalization is validated as the most important opportunity and the demographic
changes followed by the cost of labor are seen as the largest threat. Complementarities can
be defined on all categories except for the education at high and middle level that can be
further exploited as common strength.
In total 24 basic semiconductor technologies have been identified. The SWOT analysis is
rather indicative for the availability and the needs for the future.
3. Technological S W O T S W O T S W O T S W O T S W O T S W O T
processes 1 1 1 1 1 5 0 0 0 Strength
CMOS 1 1 1 1 3 1 0 0 Compl
3-5 materials 1 1 1 1 1 0 3 0 Compl
SOI / FDSOI 1 1 1 1 0 2 0 Compl
digital 1 1 1 1 4 0 0 0 Strength
analog 1 1 1 3 0 0 0 Strength
mixed signal 1 1 1 1 4 0 0 0 Strength
RF 1 1 1 1 4 0 0 0 Strength
MEMS/sensors 1 1 1 1 3 0 1 0 Compl
Moore/more Moore 1 1 1 1 1 3 1 1 0 Compl
More than Moore 1 1 1 1 1 4 0 1 0 Compl
Technology
200 mm 1 1 1 1 4 0 0 0 Strength
300 mm 1 1 1 1 4 0 0 0 Strength
450 mm 1 1 1 1 1 1 1 3 0 Compl
natural resources 1 1 1 1 1 0 0 0 5 Threat
embedded software & systems 1 1 1 1 1 3 0 2 0 Compl
materials 1 1 1 2 0 1 0 Compl
imaging 1 1 1 2 1 0 0 Compl
design 1 1 1 1 1 5 0 0 0 Strength
silicon photonics 1 1 1 1 2 1 1 0 Compl
large area electronics 1 1 1 1 1 1 0 4 0 Compl
power electronics 1 1 1 1 1 4 1 0 0 Compl
mask manufacturing 1 1 1 1 2 0 0 Compl
software 1 1 1 2 0 1 0 Compl
Technology 5 cluster result 66 8 20 5
Technological C&C
1
0,9
0,8
software
mask manufacturing
0,7
power electronics
large area electronics
0,6
silicon photonics
design
imaging
0,5
materials
embedded software & systems
0,4
natural resources
450 mm
300 mm
0,3
≤200 mm
0,2 More than Moore
Moore/More Moore
MEMS/sensors
RF
0,1
mixed signal
analog
0
digital
SOI / FDSOI
3-5 materials
CMOS
processes
As is seen from the SWOT analysis several technologies are qualified as common strength.
These include design, technologies for state-of-the-art wafer diameters up to 300 mm,
technologies for RF, mixed signal, analog, digital and also process development.
Remarkable is the unanimous consent regarding the unique threat to the technological
developments attributed to the scarceness of natural resources and the sustainability of the
technological developments.
For several other technologies synergy between the partners can be exploited. These
include in the first place the technologies considered strength for the majority of the partners
and a weakness or an opportunity for a single cluster. These apply for the technologies such
as power electronics, embedded software and systems, imaging, MEMS and sensors, basic
CMOS, More than Moore.
There is also sufficient complementarity potential available to cooperate on the remaining
technologies.
In the section regarding the consolidation the priorities will be established for a possible
implementation in the Joint Action Plan.
Here we see a clear perception of the Smart Specialization Strategy as strength on regional
level and except for Flanders also on national level. Most regions see also the self-sustaining
eco-system as strength.
0,9
0,8
0,7
0,6
0,5
0,4
0,3
national in practice
Generally spoken the Smart Specialization Strategies are clearly perceived as strength for all
clusters
The presence of the IDMs and the multidisciplinary aspect of the value chain are perceived
as a common strength. The remainder indicators are perceived on the average as strength
with many complementarities towards weakness or opportunity. This leaves a lot of room for
cooperation to take advantage of the complementarities. These opportunities can be
identified in the production tools, both backend and frontend, MNE component and system
design and in the technology focus and to a lesser extend in the application focus, in the
presence of a lower tier of the supply chain and in the dominance by research institutes and
large enterprises.
4. Economical S W O T S W O T S W O T S W O T S W O T S W O T
1
0,9
0,8
0,7
IDMs
0,6
technology focus
0,5
application focus
cost of production (eg energy, labour)
0,4
assembly houses
Foundries
0,3
multi disciplinarity
LE fostering SMEs
0,2
dominant SMEs
dominant LEs
0,1
dominant KIs
0
2nd and lower tier supply chain
production tools (BE)
production tools (FE)
MNE-component design
MNE-system design
Except for the cost of production very little threats are perceived in the Value Chain.
The SWOT analysis on the Markets reveals a clear strength in the markets for high-mix and
medium volumes and with international orientation. The high-volume market is perceived as
an important weakness and only the competition from globalization is seen as a minor threat.
Complementarities that exploit the strength of one or more partners are found in the markets
related to energy efficiency and the professional B2B market. Opportunities that can be
developed by collaboration are found in the consumer market and the agro-food market. The
details of the potential collaboration are further elaborated in the section on the consolidation.
19 7 14 2
0,9
0,8
0,7
0,6
0,5 agro-food
energy efficiency
0,4 consumer market
0,3 B2B professional market
0 market pull
Figure 7 shows that the potential of the B2B professional and the energy efficiency related
market while agro-food and consumer is perceived as a good opportunity. The only threat is
seen from the globalization which at the same time is considered also an important
opportunity.
The cluster policies and initiatives are mainly seen as an opportunity. The SWOT analysis
shows that among the clusters an interesting mix exists where at least one partner can share
his strength with the other actors to further exploit the opportunities. The most important
opportunities are assigned to the role of the cluster in research for innovation, and fostering
interdisciplinary cooperation in the field of biotechnology, optical and organic electronics.
5. Policies S W O T S W O T S W O T S W O T S W O T S W O T
Compl
Cluster policies/initiatives
1
0,9
0,8
0,7
0,6
0,5
0,4
0,3
0,2
0,1
0
cluster role in RDI
cluster role in valorisation
interdisciplinairy coop. (biotech, opto-, organic electronics)
fostering strategic cooperations
cluster role in developping PMCs
cluster role in support to SMEs
Overall the clusters perceive the different aspects of the Economic Development Policies as
an important strength and an opportunity in the second place. Very few indicators are
perceived as a threat or weakness. For every aspect at least one partner considers it his
strength and this opens the possibility to share his experiences and convert the opportunities
seen by other partners into strengths. The exception to this is the indicator for SMEs driving
the policy. Here the role of the clusters needs to be clarified.
1
0,9
0,8
0,7
0,6
0,5
Taks incentives for R&D
0,4
SME driving the policy
LE and KI driving the policiy
0,3
"level" playing field for the Institutes
0,2
"level" playing field for the industry
0,1
regioanl SME-program
0
national SME-program
smart public procurement
regional financial support to Smart Specialisation
regional financial RDI-support
financial National RDI-suppot
Most indicators have a high score as strength. The biggest opportunity is seen from the
SMEs driving the policy, while the biggest threat is seen from the large enterprises and the
knowledge institutes driving the policies.
Except for the competition from Asia and US, the international and European context is seen
as a combination of strengths and opportunities, among which the Horizon 2020 program is
considered important especially for SMEs. Since the program is only recently launched, no
cluster has already built important experience on this program. Saxony is well placed to
share its experience on the internationalization aspects of cluster activities. Regarding the
other aspects, always more than one partner claims already good experience.
5. Policies S W O T S W O T S W O T S W O T S W O T S W O T
Evaluation of European and international
13 9 11 6
Table 10: C&C for the European and International Context of the Policies.
0,9
0,8
0,7
0,6
0,5
0,4
competition from Asia and US
0,3 Exports of SMEs products
International visibility of the cluster
0,2
Strategic cooperations with foreign clusters
0,1 Participation of SMEs in Horizon 2020
0 Participation of SMEs in FP7
Participation of SMEs in CATRENE projects
Participation of LE in CATRENE projects
Involvement in KET Pilot lines
Figure 10: C&C for the European and International Context of the Policies
The most important indicators are the competition from Asia and the US as threat, the
participation of SMEs to Horizon 2020 and the strategic cooperation with foreign cluster as
opportunity, the international visibility of the clusters as weakness and the involvement in the
KET pilot-lines as strength.
On the average the clusters of Silicon Europe perceive the actual policies for business
creation mostly as strength or opportunity. Again for each aspect at least one cluster is
available existing experience that can be used by the other clusters to exploit the
opportunities. This will be further elaborated in the section of the consolidation of the
complementarities.
5. Policies S W O T S W O T S W O T S W O T S W O T S W O T
0,9
0,8
0,7
0,6
0,5
0,4
0,3
0,2
0,1
0
Figure 11: C&C for the European and International Context of the Policies
The most important opportunity in the context of the policies for business creation is the
shared research facilities.
Strength
phical
transport accessibility 1 1 2 0 0 0
Geographical 5 cluster result 2 0 0 0
Saxony and S&E NL consider their geographical situation as strength. The other clusters
consider this aspect not relevant.
From the previous analysis the regions have been requested to propose a suitable action to
exploit the C&C. At the same time the relevance of the specific indicator is evaluated by
means of an assigned priority.
To enable later consolidation, the proposed actions should fit into one of the following
categories:
Priority
Priority
Priority
Priority
Gerneric SWOT parameters South and East
C&C Saxony Rhône-Alpes Flanders Austria
derived from the 5 Regional Netherlands
SWOTs
1. Scientific
Sax to collaborate with Sax to collaborate with
get to know needs from
interdisciplinairy RDI Compl others to convert 3 2 others to convert 3 3 3
applications/market
opportunity in strength opportunity in strength
Sax and Austr to Sax and Austr to
Learn from Best
collaborate with others collaborate with others
(open) innovation infrastructure Compl 2 2 2 2 Practises from the 2
to convert opportunity in to convert opportunity in
other regions
strength strength
Define action in JAP for Define action in JAP for learning through
Open Industrial
knowledge transfer infrastructure Compl collaboration between 1 2 collaboration between 1 1 installed technology 1
Infrastructure for SME's
S&ENL, FL and others S&ENL, FL and others platforms
Knowledge transfer
Figure 12: Example of inputs from the regions for preferred actions for every C&C.
This example considers only the section of the Scientific C&C.
For the consolidation of the evaluation of the C&C we apply the following process:
- The consolidated priority is taken as the average from the 5 regions. In case the
region did not quantify the priority a default of 3, meaning the lowest priority is
assigned for that region.
- Consolidated “high priority” means that the majority of the regions has assigned the
highest priority level and that no other region has assigned a lowest priority level. This
means an average score of maximum 1,4.
- Consolidated “low priority” means that the majority of the regions has assigned the
lowest priority level and that no other region has assigned the highest priority. This
means a priority score of minimum 2,6.
- For the average consolidated priority score between 1,5 and 2,5 the C&C is
categorized under “Intermediate priority”
Concerning the proposed actions:
- Specific actions between one or more of the partners are assigned the generic label
TBD (to be defined)
- A common action meaning an action assigned to the JAP, WP4, WP6 or a “No
Action” by the majority of regions is categorized under Agreement.
- Other actions are categorized under :To be discussed. Here the 3 categories of
actions are kept:
o Common actions for the JAP, WP4 and WP6
o Specific actions TBD
o The No actions
In the next chapters you will find the results of the consolidation for the C&C separated in
high priority, intermediate priority and low priority. The different C&C are no longer structured
according to the sections; Scientific, Human Capital, Technological, Economical and Policies
but are listed in descending order of priority.
Number of C&C
25
20
15
Number of C&C
10
0
1,0 1,2 1,4 1,6 1,8 2,0 2,2 2,4 2,6 2,8 3,0
Consolidated Priority Score
Priority 1 means the highest priority and 3 means the lowest priority.
A high priority between 1,0 and 1,4 is assigned to 24% of the C&C, intermediate priority
between 1,6 and 2,4 is assigned to 39% of the C&C and 37% obtain a low priority.
Priority
Gerneric SWOT parameters
derived from the 5 Regional C&C Agreement To be discussed
SWOTs
Common action Specific action Blanks / No Action
Knowledge
Asia as upcoming innovator Threat 1
Action in JAP and WP4
transfer
Smart national in practice Strength Action in JAP
Specialisation
1
Strategies regional in practice Strength 1 Action in JAP
Priority
Gerneric SWOT parameters
derived from the 5 Regional C&C Agreement To be discussed
SWOTs
Common action Specific action Blanks / No Action
cluster role in valorisation Compl 1,6 TBD
Cluster fostering strategic cooperations Compl 1,6 TBD
policies/initiative interdisciplinairy coop. (biotech, opto-,
s organic electronics)
Compl 1,6
TBD
cluster role in support to SMEs Compl 1,6 TBD
Evaluation of
European and Participation of LE in CATRENE
international projects
Compl Action in JAP
context 1,6
Technology design Strength 1,6 Action in JAP
production tools (BE) Compl 1,6 Action in JAP
Value chain
assembly houses Compl 1,6 TBD
technology interest of students Compl 1,6 TBD
Human Capital
Hw/SW balance Compl 1,6 TBD
Market High mix - medium volume (niches) Strength 1,6 Action in JAP
Knowledge
innovation valorisation Compl 2 Action in JAP
transfer Industry - Knowledge Institutes
interaction
Compl 2
TBD
presence of platforms Compl 2 TBD
Cluster
policies/initiative cluster role in RDI Compl TBD
s 2
Economic regioanl SME-program Compl 2 TBD
development SME driving the policy Compl 2 Action in JAP
policies 3-5 materials Compl TBD
2
Foundries Compl 2 Action in JAP
cost of production (eg energy, labour) Compl 2 Action in JAP/FFF
Value chain
application focus Compl 2 Action in JAP
IDMs Strength 2 Action in JAP
Economic
development LE and KI driving the policiy Compl TBD
policies 2,2
Evaluation of
European and
international
Participation of SMEs in FP7 Compl No priority / No action
context 2,2
SOI / FDSOI Compl 2,2 TBD
Technology MEMS/sensors Compl 2,2 TBD
imaging Compl 2,2 TBD
Value chain LE fostering SMEs Compl 2,2 TBD
Human Capital cost of labour Compl 2,2 TBD
Market consumer market Compl 2,2 Action in JAP
Technology Moore/more Moore Compl 2,4 Action in JAP
Table 14: Consolidation for the C&C with intermediate priority 1,6 to 2,4
24 out of the 39 complementarities require specific actions for cooperation between one or
more partners in the project. These actions will be further specified in the WP 3. Common
actions in the JAP can be defined for another 14 C&Cs. Finally one complementarity on the
participation of SMEs in FP7 requires no action since it is obsolete.
Priority
Gerneric SWOT parameters
derived from the 5 Regional C&C Agreement To be discussed
SWOTs
Common action Specific action Blanks / No Action
Economic national SME-program Compl 2,6 TBD
development
Taks incentives for R&D Compl 2,6 TBD
policies
processes Strength 2,6 TBD
natural resources Threat 2,6 No priority / No action
Technology
large area electronics Compl 2,6 No priority / No action
mask manufacturing Compl 2,6 No priority / No action
Human Capital middle & high level edu Strength 2,6 No priority / No action
Market agro-food Compl 2,6 No priority / No action
Knowledge
transfer
interdisciplinairy RDI Compl TBD
2,8
Smart
Specialisation LE orchestrated eco system Compl No priority / No action
Strategies 2,8
300 mm Strength 2,8 No priority / No action
Technology
silicon photonics Compl 2,8 No priority / No action
Value chain technology focus Compl 2,8 No priority / No action
Human Capital demographic changes Compl 2,8 No priority / No action
high volume market Compl 2,8 No priority / No action
Market
B2B professional market Compl 2,8 No priority / No action
Smart
Specialisation self sustaining eco system Compl TBD
Strategies 3
Economic financial National RDI-suppot Compl 3 No priority / No action
development "level" playing field for the industry Compl 3 No priority / No action
policies "level" playing field for the Institutes Compl No priority / No action
3
CMOS Compl 3 No priority / No action
digital Strength 3 No priority / No action
analog Strength 3 No priority / No action
mixed signal Strength 3 No priority / No action
Technology
RF Strength 3 No priority / No action
200 mm Strength 3 No priority / No action
materials Compl 3 No priority / No action
software Compl 3 No priority / No action
2nd and lower tier supply chain Compl 3 No priority / No action
dominant KIs Compl 3 No priority / No action
Value chain dominant LEs Compl 3 No priority / No action
dominant SMEs Compl 3 No priority / No action
multi disciplinarity Strength 3 No priority / No action
successors for SME management Compl 3
No priority / No action
From the 37 C&C with low priority, 32 have “no action” assigned. The remainder 5 concern
possible specific actions between one or more partners in the project.
The result of this deliverable is a detailed list of C&C resulting from the analysis of a generic
“European” SWOT. To each C&C a priority is attached and a preferred category of action.
The list is consolidated from inputs from the 5 involved regions.
Finally this consolidation should be the starting point for the WP 3: Development of a Joint
Action Plan, where a selection and a detailed elaboration of actions to be implemented will
take place.