Our objective at AAS is to find the ideal business solution for every customer, ensuring low risk, attractive costs, high quality and on-time delivery. We can interface the customer at any entry point, starting from Architecture and ERS (Early Spec), RTL coding, Netlist, Place & Route, DFT, GDSII creation and Physical Verifications or just handle GDSII delivery to the FAB for turnkey manufacturing. We have the expertise, resources and the flexibility to meet the unique needs of all our clients. We combine 35 years of experience in the custom chip design and semiconductor manufacturing arena to secure our commitment to high-quality products with attractive costs and on-time delivery.
AAS offers flexible models, which are transparently defined together with the customer to balance his unique needs: taking into consideration required performance, technology, cost and the business case, geopolitical considerations, reliability, longevity and many more.
1) Production Phase- Cost Models
Once your design reaches production, the business model you choose directly affects how cost, risk, and control are managed.
Yield variability, ramp-up learning, schedule pressure, and supply-chain events all materialize at this stage, and your commercial structure determines how these realities translate into financial and operational impact.
There is no single “right” model. The optimal choice depends on how much risk you want to absorb, how much transparency you require, and how involved you prefer to be in day-to-day production decisions.
2) ASIC Model- Pay Per Good Unit
If your priority is to minimize production risk, a pay-per-good-units model allows you to pay only for devices that meet the agreed quality and test criteria. Yield losses, scrap, and rework are absorbed by the supplier, not passed on to the customer.
This model gives you strong cost predictability during ramp-up, especially on new silicon or advanced nodes. Your cost scales directly with usable output, simplifying forecasting and internal budgeting. At the same time, the supplier is strongly incentivized to stabilize yield quickly and maintain tight control over manufacturing and test flows.
The trade-off is that some risk is embedded in the unit's price, and you typically have less visibility into detailed wafer-level costs. For early production or first-generation silicon, many customers consider this a worthwhile exchange for reduced downside exposure.
3) COT Model: Customer Owned Tooling (Cost+Model)
If transparency and flexibility are more important to you, a cost-plus model gives you full visibility into actual production costs, including foundry, masks, assembly, test, and logistics.
You pay the real cost of manufacturing plus an agreed margin, with no hidden contingencies.
During production, this structure allows you to make informed decisions as conditions evolve. You can adjust volumes, packaging options, or test strategies without renegotiating unit pricing, and you can participate directly in yield learning and optimization. This model is particularly well suited for advanced nodes, complex packaging, and long-term platforms where close technical collaboration is essential.
In exchange, you absorb yield variability and are expected to take a more active role in production governance. For customers who view manufacturing as a strategic capability, this level of involvement is often an advantage rather than a drawback.
4) Wafer Supply
If you prefer full control over your manufacturing flow, a wafer-sell only model gives you processed wafers while you manage all downstream activities. Assembly, test, yield management, and logistics remain under your direct responsibility.
This approach offers the lowest supplier margin and maximum independence. It integrates naturally with existing internal teams and established OSAT partners, and it gives you complete ownership of production data and decisions.
However, it also means you carry the full yield, schedule, and operational risk. This model is best suited if you already have strong in-house manufacturing expertise and are comfortable coordinating multiple production partners.
5) Aligning The Model To Your Objectives
The business model you choose should reflect your risk tolerance, internal capabilities, and long-term product strategy.
Many customers evolve their approach over time- Starting with risk-mitigated models in early production and transitioning to more cost, or control, oriented structures as the product matures.
The key is flexibility: Selecting the model that best supports your requirements and priorities at each stage of production.