In the first quarter, the company generated $5.5 billion in cash from operations, paid dividends of $1.4 billion, and used $2.3 billion to repurchase stock.
Nothing demonstrates this more than Intel’s financial results for the first quarter of 2021, where its Data Center Group stomached an overall decline of 20.4 percent to $5.56 billion, and the core platform sales – meaning processors and chipsets and motherboards – fell by 23 percent to $4.81 billion. As we have been saying, Intel has been able to mask some of the effects of the competition that AMD has brought to bear by bundling together different components, both inside of Data Center Group and from other Intel groups, to keep the revenue coming in. But the combination of a number of factors has made even this strategy fall flat.
and no one is willing to take prior generation “Cascade Lake” CPUs at anything even close to list price, and so, inevitably Intel’s Data Center Group revenues declined and – here is the important bit – its operating profits declined over three times faster, falling a stunning 63.5 percent to $1.27 billion.
Isso é algo que já vinha dizendo à algum tempo.The Intel Datacenter Party Starts Feeling The Hangover
https://www.nextplatform.com/2021/04/23/the-intel-datacenter-party-starts-feeling-the-hangover/
80 cores para aproveitar 56
https://www.lrz.de/presse/ereignisse/2021-05-04-SuperMUC-NG-Phase-2_ENG/For this purpose, the system will be equipped with next-generation Intel Xeon Scalable processors (codenamed Sapphire Rapids) and “Ponte Vecchio”, Intel’s upcoming GPU based on the Xe-HPC micro-architecture for high per-formance computing and AI. The storage system will feature distributed asynchronous object storage (DAOS), and leverage 3rd Gen Intel Xeon Scalable processors and Intel Optane persistent memory to accelerate access to large amounts of data.
https://www.politico.com/sponsor-co...in-chip-production-must-support-us-prioritiesAt Intel, we understand the risk of allowing manufacturing prowess to slip. My top priority since rejoining Intel as CEO has been to restore the company’s leadership by restoring our manufacturing strength. We are already making important strides towards industry leadership, underpinned by a global supply chain that reflects the security interests of the United States and its partners. We have created a new business, Intel Foundry Services, to provide manufacturing and advanced packaging capacity based in the U.S. and Europe in an effort to rebalance global supply chains.
Although there is still a long way to go, we are hungry to restore our primacy in production, and I am confident we will do so. I am also confident that, with partnership spanning the public and private sectors, the U.S. can do the same.
The federal government is poised to invest $52 billion by 2026 to support the semiconductor industry. We have two choices in investing this money: simply providing incentives that subsidize production of chips in the U.S. or fostering an ecosystem that makes the U.S. the world’s best place to manufacture technology for years to come.
Let’s choose wisely.