Rooted in Korea’s smartphone industry, JNTC has emerged as an innovator in curved glass for automobiles and in fully integrated TGV processes for glass substrates, a key enabler of next-generation AI chip packaging.
Over the past several years, global supply-chain realignment has become a major theme. The United States has pursued protectionist measures that encourage companies to diversify away from Chinese suppliers. As a result, Korean manufacturers have increasingly replaced Chinese vendors, strengthening cooperation with Western companies. From your perspective, does this shift represent further opportunities for Korean SMEs going forward?
Speaking from JNTC’s position, this shift represents one of the most significant opportunities in decades. China has become extremely strong in equipment, tooling, and mass-scale manufacturing, achieving high quality at highly competitive prices. Competing directly with that level of scale is extremely difficult.
However, the U.S. strategy of securing technology supply chains among “trusted partners” creates a strategic opening for Korean SMEs. Many Korean SMEs, including JNTC, have developed advanced technology and manufacturing know-how through long-term collaboration with major domestic conglomerates such as Samsung, SK, and Hyundai. This foundation is strong. So the current geopolitical environment allows companies like ours to position ourselves as reliable and high-value partners in global supply chains.
To illustrate: Ten years ago, Korea had eleven companies specializing in mobile and automotive glass processing. Today, only one remains. Price competition from China eliminated the others. Even Samsung now buys much of its mobile cover glass from China. Meanwhile, Huawei selects JNTC for its premium 3D-shaped camera cover glass because we have the technology others cannot replicate. The situation is ironic, but it demonstrates that differentiated technology, not price, determines long-term survival.
How did you overcome the challenge of competing in a market where Chinese companies dominate on price, yet still supply a major Chinese brand?
The key is our proprietary 3D-bending and shaping technology. Huawei’s premium phone series such as the Mate X, Mate and Pura series requires uniquely curved and structurally stable cover glass. Most companies can only achieve full bending, which distorts optical clarity. Our process produces a precise, controlled 3D curvature with minimal distortion. This capability is not easily replicated, so we retain competitive strength even against companies with lower pricing.
What have been the primary challenges and key success factors when working with non-Korean conglomerates, compared to working with domestic ones?
The biggest challenge is always price competition. However, our advantage is vertical integration. JNTC has 40 years in equipment engineering, 30 years glass processing for IT display products, and 25 years in metallization technology. Our chairman is an engineer, which means the company culture prioritizes innovation, custom development, and problem-solving. We do not sell standardized glass; we design to the client’s exact concept and function requirements. This is essential when working with global clients.
As an example, one of our clients is Mercedes-Benz. The EQ series features a 1.2-meter ultra-wide display spanning from the driver to the passenger side. This glass requires multiple bending axes, complex optical tolerance control, and high durability. JNTC was the first to successfully develop and commercialize this type of cover glass. This is why we are now also working with Porsche and Bentley on similar advanced interior display glass projects.
Cover glass for automotive
The mobile phone market is now mature and slow-growing, while automotive interior displays are expanding. How do you see both industries evolving, and how will this affect JNTC?
Mobile is saturated. Demand is stable, innovation is incremental, and pricing continues to fall. Only a few brands dominate the market, making it difficult to maintain margins.
Automotive is moving toward autonomous and digital interiors. As driving becomes automated, the vehicle interior becomes a connected entertainment and interaction space. Display sizes will increase dramatically, surfaces will become interactive, and glass shaping requirements will grow more complex. These are areas where JNTC has technological differentiation, so we view automotive as a strong long-term growth engine.
I’d like to move to semiconductor packaging, specifically TGV (Through-Glass Via) glass substrates. What was the origin of your decision to enter this field?
Our mobile IT cover glass business, including smart phones and smart watches, has become a price-only market. To secure sustainable growth, we needed to move to a segment where our capabilities provide real differentiation. We assessed our strengths precision glass processing, in-house equipment development, and metallization and identified that these align directly with the needs of next-generation semiconductor packaging, especially for AI processors. That strategic analysis led to our entry into the TGV glass substrate field. And to be honest, these are the key factors behind why we are so successful in what we do.
We have secured around 21 partners across the entire glass-substrate supply chain, including partners in glass supply, packaging, OSAT, and IDM. Collaborating with us is essential. Since we design our own equipment and have already optimized production, we are fully aligned with the industry’s timeline. Our clients do not need to make additional investments while waiting for the supply chain to be ready, because we already are.
When do you expect glass substrate packaging to be used in real products?
Our current assessment, based on qualification progress with packaging companies and IDMs is that meaningful commercialization will begin in 2026. The packaging lines already exist; they are simply transitioning from organic substrates to glass substrates. Once standardization is established, scalability follows rapidly.
TGV glass
Producing ultra-fine-pitch TGV requires extremely precise inspection and crack-resistant processing. How did you overcome these challenges?
Many companies specialize in only one part of the process, laser drilling, etching, or metallization. The difficulty lies in managing the interaction between all stages. Because we design the equipment, run the process, and metallize in-house, we can control stress distribution, thermal strain, and micro-crack prevention. We have achieved zero detected micro-crack rates in qualified trials, which is essential for semiconductor reliability.
Another key differentiator is that JNTC already holds government-approved licenses for metallization chemistry processes which are now tightly restricted worldwide. This is a major barrier for new entrants.
Looking ahead, how will JNTC’s business composition change?
Over the next three years, we expect the fundamentals of JNTC’s business to undergo a major transformation. We are transitioning from a ‘mobile IT materials company’ to a truly AI-driven business. Our core products, AI semiconductor glass substrates, new glass solutions for large-scale data processing, and advanced automotive display glass, will account for more than 85% of our future revenue. Internally, we are targeting annual revenue of KRW 2 trillion within the next four years, and we believe this is a fully achievable goal.
You currently operate factories in Vietnam and China, and about 75% of revenue comes from overseas. What is your global strategy going forward?
The semiconductor and automotive transitions are global. Demand is distributed across North America, Europe, and Asia. Therefore, our strategy is to expand partnerships globally rather than focusing on a single region. We already work with partners worldwide, including in Korea, China, Taiwan, Japan, Europe, and North America.
If we meet again in 2029, where do you hope JNTC will be?
Four years from now, I envision JNTC firmly established as a global leader in precision glass technologies. Our goal is to be recognized for innovation not only in TGV semiconductor substrates but also in advanced automotive displays and next-generation optical applications. Building on this vision, we aim to achieve annual revenues of approximately KRW 2 trillion while continuing to deliver lasting value to our customers and the market.
I also hope that ultra-precision glass components we produce will serve as key building blocks for the AI-driven world that is already becoming part of our daily lives.
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