Engineers and buyers must find ways to cope with ongoing component shortages. Below are 5 recommendations to help keep projects on time and on budget.

Maintain Relationships with Suppliers

Top-tier manufacturers provide most electronic components for PCBs. Working directly with these suppliers often is the best first step in securing necessary parts. Some assembly shops even have dedicated quoting teams on-site at suppliers, giving them priority access to available inventory. In addition to the direct manufacturers, several certified supply brokers specialize in sourcing hard-to-find or obsolete parts and components. Working closely with these brokers can also help in locating and purchasing what you need.

Hold Inventory

Another best practice during this time is to purchase and maintain an internal inventory of high-demand parts. Once you find a supplier, purchase enough parts to meet your demand over the next 12 months, especially passives. Most PCB assembly companies allow customers to supply their own parts and boards when necessary. By maintaining your own small inventory, you can avoid project delays and eliminate the frustrating process of part location each time you order a run.

Plan Ahead

The sooner buyers can begin looking for parts, the better. If designers have specific component requirements, it is advisable to send the Bill of Materials to buyers and your assembly partner as soon as possible. This way, they can begin locating and securing parts so they are ready to be placed once the design is verified and the order is ready to go.

Network with Other Designers

Most PCB assembly shops require customers to purchase additional parts to account for any losses that may occur, especially with smaller components such as 0603, 0402, and 0201-sized capacitors, resistors, and inductors. Small parts may get lost during mount/dismount from the feeder, and no one wants to put the project on hold while waiting on a replacement order of parts. But the extras don’t go to waste; we return unused parts with the customer’s completed order. As the English proverb states, “one man’s trash is another man’s treasure.” While you may not need the extra parts, they may just be what your colleague is trying to find for their project. Networking with other designers can be a valuable source of parts when supply is tight.

Be Open to Substitutions

This is probably the most important strategy for keeping your projects on time. If you can, be open to substituting any part that matches fit, form, and functionality. If that is not possible, at the very least, consider allowing part substitutions for passives only. This strategy provides confidence that the main components are purchased as designated but avoids all the other issues associated with locating passives. At Advanced Assembly, we identify alternates that have not been affected thus far by tight component demands. Part suppliers don’t always suggest substitutions, so it is often advantageous to go outside the originally designated manufacturer. By allowing possible alternates, customers lessen the impact of the part shortage and get their completed projects when they need them – even the next day.

Beyond the Board: What Companies Need to Know Before Entering the MilAero PCB Market

Originally published September 16, 2025, in PCB007’s “Beyond the Board” column by Jesse Vaughan.  Article >

The MilAero electronics supply chain offers opportunities for manufacturers that are both prestigious and strategically important. Serving prime contractors and Tier-1 suppliers can mean long-term program stability and the satisfaction of contributing to national security. At the same time, this sector is unlike commercial electronics in almost every respect. Success requires more than technical capabilities, it requires patience, preparation, attention to detail, and a clear understanding of how the business model differs.

The Long Road to Revenue: Sales Cycle and Customer Acquisition Costs

The most immediate difference companies notice when pursuing MilAero business is the extended sales cycle. Winning meaningful opportunities can often take years. Becoming an approved vendor involves audits, compliance checks, and trial orders before a supplier is even eligible to bid. Even once qualified, contracts can be delayed by bid cycles, revisions, and BAFO (Best and Final Offer) negotiations.

This lengthens the cost of customer acquisition. By the time a company invests in compliance systems, program management, and site visits, it may have incurred significant expenses before a production order is placed. Once that order is completed, additional requirements such as third-party lab and source inspection, can delay shipping and invoicing. Companies entering the MilAero market need to think of acquisition costs as strategic investments and be ready to weather delayed revenue recognition with adequate capitalization and disciplined planning.

Compliance Is a Language of Its Own

MilAero customers don’t just expect a product—they expect documented proof that it was built correctly. Certifications such as ITAR, AS9100, and NADCAP, to name a few, along with strict customer-specific flow downs, are standard requirements. Full traceability, counterfeit parts prevention, and secure handling of controlled data are not optional; they are core to doing business in this space. Compliance complexities are further intensified by Cybersecurity Maturity Model Certification (CMMC) language beginning to be flowed down in RFPs, which also presents a list of costs and personnel requirements to be considered by these organizations.

For many companies, cultural adjustment is as significant as the technical one.

Design for Survivability, Not Just Performance

Commercial electronics are typically optimized for performance, cost, and speed to market. MilAero designs, by contrast, prioritize survivability in extreme conditions. Materials, plating thickness, via reliability, coatings, and testing protocols are all shaped by the need for electronics to function reliably across years—or even decades—of deployment in environments that can involve vibration, temperature extremes, or radiation.

A product that performs well in the lab but cannot withstand harsh field conditions is not viable in this market.

Forecasts That Aren’t Really Forecasts

Suppliers often have limited visibility into MilAero demand. Forecasts are broad, but firm orders can be unpredictable and subject to lengthy contract award processes. For companies used to the relative speed of commercial electronics, this requires a shift in mindset: Agility and disciplined resource allocation become critical.

Relationship-Driven Access

Breaking into the MilAero space is rarely transactional. Earning a place on a program is about building relationships and trust. Site visits, small pilot orders, and audits are the first steps in a long journey toward being considered a reliable partner. Once established, suppliers tend to remain in place due to the cost and risk of requalification but achieving that position requires persistence and credibility.

Capital Equipment and Workforce Readiness

Beyond compliance and process controls, companies must also prepare for the capital investment necessary for MilAero production. For example, specialized equipment for testing controlled impedance, sequential lamination, microvia drilling, X-ray inspection, and advanced testing is often required to meet design specifications. Unlike commercial work, these investments are not optional upgrades; they are prerequisites to even qualifying for certain programs.

Equally important is workforce readiness. MilAero customers expect to see experienced staff in quality, engineering, and program management roles who can navigate audits, interpret flow downs, and handle controlled technical data. Maintaining this organization is as critical as acquiring the correct capital equipment, since customer confidence often hinges on demonstrated expertise.

Companies considering entering this market should carefully evaluate whether they can justify the capital outlay and attract the talent needed to sustain MilAero-level operations. Without that foundation, even technically capable firms may find themselves unable to compete.

The Bottom Line

For companies considering entry into the MilAero market, the decision is less about whether you can build the product and more about whether you are prepared for the environment:

1. Can you support long sales cycles and higher customer acquisition costs?
2. Do you have the compliance systems and documentation practices required?
3. Are you structured to operate with limited demand visibility and relationship-driven opportunities?
4. Can you make the capital and workforce investments to build at the required standard?

The MilAero sector rewards patience, resilience, and readiness. Companies that approach it with clear expectations and a willingness to invest in the long game can become trusted partners in one of the world’s most critical supply chains.

Jesse Vaughan is a senior account manager at Summit Interconnect.