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Evaluate an ASIC vendor against a written project baseline, not a generic reputation ranking. Require each candidate to map your requirements to its proposed technology, design approach, services, schedule, quality and test plan, costs, supply arrangements, and contractual responsibilities. Then compare the evidence and assumptions behind those proposals. The result should be a project-specific shortlist and a set of comparable offers—not a winner chosen from marketing claims.
Start with requirements you can verify
Before approaching suppliers, write down what the chip must do, the conditions under which it must work, and what a successful delivery means. A vendor cannot make a meaningful fit assessment if core constraints are still implicit. Separate fixed requirements from targets that could change after a cost, schedule, or feasibility trade-off.
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Build a requirements baseline
- Function and interfaces: Describe the required behavior, external connections, protocols, and dependencies on other components.
- Performance: State relevant speed, latency, throughput, and timing constraints, including how they will be verified.
- Power and area: Identify limits or targets and the conditions in which they apply.
- Operating environment: Specify temperature, radiation exposure, reliability expectations, and any other application-specific conditions.
- Production and lifecycle: Give anticipated volumes and the expected period of availability or support. If forecasts are uncertain, ask vendors to quote comparable scenarios.
- Quality, qualification, and test: Identify applicable standards or customer requirements, the evidence needed for acceptance, and any destination-market obligations.
- Schedule: Set the required milestones and delivery window, then identify dependencies that could affect them.
Ask each candidate to identify which requirements it considers fixed, which need confirmation, and which assumptions its proposal makes. NASA/JPL’s ASIC guide recommends comparing design requirements with process capabilities and considering process maturity and stability, radiation hardness, power, speed, and other technology characteristics. Its guide is a useful technical and procurement framework, but the pages reviewed do not display a publication date; treat examples from it as prompts for project-specific analysis, not as automatically current standards.
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Suppliers may offer a narrow design service, selected engineering stages, manufacturing coordination, or a broader turnkey package. Two proposals bearing the same label can therefore leave very different work with the customer. Make scope explicit before comparing price or schedule.
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Map the work from architecture to delivered parts
For every stage, name the party responsible, the deliverable, the acceptance point, and any customer input required:
- Architecture and feasibility
- Front-end design, including RTL where applicable
- Verification and validation
- Physical design and implementation
- Design-for-test (DFT) planning and implementation
- Tape-out and foundry coordination
- Packaging, assembly, and production test
- Qualification, characterization, and delivery
- Production supply, support, and end-of-life planning
Also identify responsibility for licensed IP, design libraries, tools, documentation, and any software work that is part of the offer. Arm describes service categories that include turnkey, front-end, verification, back-end, supply-chain, and software scopes. Infineon describes a sequence from feasibility through manufacturing, qualification, and lifecycle support; Renesas lists design, foundry, tool, and software partner categories. These company descriptions illustrate how scope can vary; they are not independent evidence of performance.
Choose the contracting structure deliberately
A focused design house plus separately contracted foundry and assembly/test suppliers can give the buyer more direct control over those relationships, while an integrated offer can consolidate coordination. Neither structure is established as inherently cheaper or safer. Compare the actual responsibility matrix, dependencies, commercial terms, and remedies for a missed handoff. Ask who remains accountable when a problem crosses supplier boundaries.
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General claims such as “experienced team” or “high quality” are not enough to assess project fit. Request evidence tied to the proposed team, process, technology, and delivery scope. NASA/JPL’s evaluation outline treats management, facilities and personnel, past performance, schedule and cost, quality and reliability, and technical capability as distinct evaluation areas.
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Test whether past work is comparable
- Request examples of projects involving similar technical constraints, process or technology choices, package needs, production context, and quality expectations.
- Ask which people from those projects would actually work on yours, and request relevant biographies or role descriptions.
- Where available, ask for references and permission to speak with them. Ask about scope delivered, schedule assumptions, handoffs, and the kinds of issues encountered—not just whether the customer was satisfied.
- Distinguish the organization’s overall history from the specific team and subcontractors proposed for your work.
Inspect the technical basis of the proposal
Ask the vendor to identify the proposed process options, design libraries, IP blocks, and tools; explain their relevance to your requirements; and state their qualification and maintenance status. Request a written mapping that shows what evidence supports each important technical claim. If a requirement is not met or is conditional, have the vendor document the gap, mitigation, and customer decision needed.
For quality and reliability, request applicable quality-system evidence, qualification and characterization plans, defect-management processes, and proposed acceptance criteria. The point is not to demand a particular label in isolation; it is to establish that the approach fits the application and any customer or regulatory obligations.
Plan testability and packaging before design is underway
Test methodology affects design decisions, schedule, area, performance, I/O, package options, and cost. Agree on the DFT approach early enough for the design team to incorporate it, and ask the vendor to explain the expected trade-offs. NASA/JPL’s guide states, “All parties must agree upon a test methodology from the start,” warning that a mid-design decision can lead to delays or redesign.
Make test deliverables and acceptance measurable
Ask what verification, DFT implementation, production test, characterization, qualification, and acceptance evidence the proposal includes. Identify which party provides each artifact, when it is delivered, and what constitutes passing. If a coverage target is proposed, ask how it is defined, measured, and applied to your device. NASA/JPL gives 99 percent stuck-at fault coverage as an example of a typical test requirement in its guide; that example is not a universal requirement or current market benchmark.
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Resolve package and I/O assumptions alongside the test plan. Ask for the proposed package, its constraints, and any alternatives under consideration, together with the effects on area, performance, test access, and quoted cost. A package or test assumption that is absent from a proposal can become a costly scope or schedule change later.
Compare schedule plans, not just tape-out dates
A headline tape-out date does not show whether a plan is realistic or what must happen first. Request a milestone schedule with dependencies, review gates, critical-path activities, long-lead items, customer decisions, and assumptions. Have the supplier identify schedule risks, the party responsible for each, and recovery options. Compare the plan’s underlying work and risk allocation, not only its final date.
Ask what conditions would change the schedule—for example, a revised requirement, delayed customer input, a change in process or package assumptions, or a verification issue. The proposal should explain how changes are handled and how they affect cost and delivery. NASA/JPL includes schedule and cost as dedicated vendor-evaluation concerns, reinforcing the need to examine the assumptions behind both.
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There is no universal current price benchmark in the public materials reviewed. Request project-specific proposals and normalize them to the same scope, assumptions, and production scenarios. A low initial engineering quote is not directly comparable if it excludes work another supplier includes.
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Request an itemized commercial proposal
Ask each vendor to state the price or pricing basis, payment milestones, assumptions, and exclusions for relevant cost categories:
- Non-recurring engineering (NRE) and design services
- IP licensing and other recurring or usage-based charges
- Prototype work and mask-related costs
- Package, assembly, and production test
- Qualification and characterization
- Production pricing, forecast assumptions, and volume breaks if offered
- Engineering changes, rework, or other change-control triggers
NASA/JPL specifically identifies NRE, turnaround time, and production quantity as evaluation matters. Ask for production economics at more than one volume scenario when your forecast is uncertain, and make sure all candidates use the same assumptions. For every exclusion, ask who will perform the work and how it will be priced.
Separate fixed commitments from estimates
Have vendors distinguish firm commitments from estimates that depend on final specifications, foundry availability, volume, or other conditions. Record what triggers a price change, who approves it, and whether a changed assumption also affects schedule. Compare payment milestones to deliverables and acceptance points so that financial exposure follows the work being completed.
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Assess manufacturing, supply, and lifecycle support
Find out which foundry, assembly, packaging, and test suppliers are involved, what each one is responsible for, and how the proposed plan depends on them. Ask about capacity assumptions, supply continuity, change notification, product longevity, ongoing support, and the end-of-life process. Put important commitments and remedies in the contract rather than relying on a general service description.
Evaluate concentration risk as well as convenience: identify whether critical design data, IP, manufacturing access, or support depends on a single party, and what the buyer can do if that relationship or supply arrangement changes. Infineon’s description includes lifecycle support as part of its service proposition, but a vendor’s public description does not establish the terms available for your project. Confirm specific obligations in the proposal and agreement.
Protect IP, data, and project-specific obligations
Before sharing design files or confidential specifications, establish how the vendor handles customer RTL, layouts, third-party IP, confidential data, access rights, and subcontractor access. Clarify ownership and license rights for customer-funded work and any pre-existing or third-party components. Have legal and security stakeholders review the terms and the actual data flows.
For regulated or government work, identify the applicable qualification, security, geographic, and supplier-eligibility requirements before shortlisting. DMEA describes a trusted-supplier accreditation requirement for applicable U.S. Department of Defense custom ASIC procurement. The page could not be opened for verification in the source review, so confirm current accreditation requirements and applicability with the relevant procurement authority before relying on that statement.
Use a consistent scorecard and decision process
Score candidates against the same requirements and request the same evidence from each. A simple project-specific scorecard can use the following axes; assign weights based on the consequences of failure for your project rather than applying a universal weighting.
| Evaluation axis | Evidence to request | Decision test |
|---|---|---|
| Requirements and technical fit | Written mapping of requirements to process, architecture, libraries, IP, tools, packaging, and constraints | Are any requirements unmet, conditional, or supported only by an assumption? |
| Execution record | Comparable project examples, proposed-team experience, and references where available | How closely does the evidence match this project’s technical and production context? |
| Scope and accountability | Responsibility matrix, deliverables, handoffs, dependencies, and acceptance points | Is any work unowned, ambiguous, or dependent on an unconfirmed party? |
| Quality, reliability, and test | Quality evidence, qualification approach, test strategy, DFT assumptions, and acceptance criteria | Does the plan address the application’s requirements with verifiable evidence? |
| Schedule and risk | Milestones, critical path, dependencies, long-lead items, risks, and recovery options | Are assumptions and ownership clear, and is there a credible plan for disruptions? |
| Commercial proposal | Itemized costs, exclusions, volume scenarios, payment milestones, and change control | Are offers being compared on equivalent scope and assumptions? |
| Manufacturing and lifecycle | Supplier roles, supply plan, capacity assumptions, change notification, support, and end-of-life terms | Are critical dependencies visible and important commitments contractual? |
| IP, data, and trust | Ownership and license terms, access controls, confidentiality, data handling, and applicable eligibility evidence | Do the arrangements meet the project’s legal, security, and procurement conditions? |
For each axis, record the evidence, open questions, and owner responsible for closing them. Separate a demonstrated capability from an assertion, and a confirmed commitment from an estimate. A candidate that scores well overall may still be unsuitable if it has an unresolved hard requirement, an unowned deliverable, or a contractual gap that your project cannot accept.
Send every candidate the same due-diligence questions
- Which requirements are you treating as fixed, and what assumptions need customer confirmation?
- What comparable projects can the proposed team document, and may we speak with references?
- Which libraries, IP blocks, tools, and process options are covered, and what are their qualification and maintenance status?
- Who owns each deliverable and interface from architecture through packaged, tested parts?
- What verification, DFT, characterization, qualification, and acceptance evidence is included?
- What are the milestones, dependencies, schedule risks, and conditions that would change the plan?
- What is excluded, and how do changes affect NRE, delivery date, and production price?
- Which foundry, assembly, packaging, and test suppliers are involved, and what supply, change-notification, and lifecycle commitments will be contractual?
- How are customer RTL, layouts, third-party IP, confidential data, and access rights handled?
- For regulated or government use, which qualification, security, geographic, or trusted-supplier conditions apply?
Check whether an ASIC is the right route
Vendor selection is only useful after confirming that a custom chip is warranted. Infineon says an ASIC may be considered when standard ICs or FPGAs do not meet requirements for performance, integration, power efficiency, or cost at scale. That is a decision prompt, not a conclusion for every project: compare the actual requirements, lifecycle, volumes, NRE, schedule, and production costs.
Technology choices also involve trade-offs rather than a universal best answer. NASA/JPL describes standard cells as potentially offering better performance and lower cost at high volumes, while gate arrays may suit lower volumes or shorter turnaround. Those are general tendencies in the guide, not guarantees. Ask candidates to explain project-specific process and implementation alternatives with their NRE, schedule, performance, and volume assumptions in writing.
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