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2026 Global: Copper Clad Laminate Market -Competitive Review (2032) report

Publisher PerryHope Partners
Published Dec 15, 2025
Length 32 Pages
SKU # PHP20693210

Description

The 2026 Global: Copper Clad Laminate Market -Competitive Review (2031) report features the global market size and projected growth/decline data for the period 2021 through 2032. The report primarily provides an examination of the business strategies for the ten largest global companies in the market and how their strategies differ.

Perry/Hope Partners' reports provide the most accurate industry forecasts based on our proprietary economic models. Our forecasts project the product market size nationally and by regions for 2021 to 2032 using regression analysis in our modeling. and Perry/Hope is the only market research publisher that utilizes both longitudinal (historical) and vertical (from market section to market division to market class) analysis, since we study every manufactured product in the countries we analyze. The report also provides written analysis on the market definition, market segments, and SWOT analysis (market strengths, weaknesses, opportunities, and threats).

The market study aims at estimating the market size and the growth potential of this market. Topics analyzed within the report include a detailed breakdown of the global markets for copper clad laminate market by geography and historical trend. The scope of the report extends to sizing of the copper clad laminate market market and global market trends with market data for 2024 as the base year, 2025 and 2026 as the estimate years with projection of CAGR from 2027 to 2032.

The report also features a list of the top ten largest global players in the market. A review of each company includes 1) an estimate of the market share, 2) a listing of the products and/or services in the market, and 3) the features of these products and/or services in the market. The report has a chapter on Comparative Business Strategies for the largest four players. An example of the Comparative Business Strategies analysis would be -- How does Netflix's business strategy to expand its market share in the global online streaming compare to Amazon Prime's business strategy through its video products and services?

The ten market players in this report and a brief synopsis of their participation in the market are:

Kingboard Holdings Ltd., Shengyi Technology Co., Ltd., Nan Ya Plastics Corporation, Panasonic Holdings Corporation, Rogers Corporation, Isola Group, ITEQ Corporation, DuPont de Nemours, Inc., Mitsubishi Gas Chemical Company, Inc., and Kingboard’s regional peer Taiwan Union Technology (Taiflex/TUC) are widely recognized among the ten major companies shaping the global copper clad laminate (CCL) market, each distinguished by scale, product specialization, or technology leadership. Kingboard leads in large-volume rigid FR‑4 production and vertical integration that supports cost-competitive multilayer PCB substrate supply. Shengyi (SYTECH) is a high‑capacity Asian supplier with heavy investment in ultra‑low‑loss resins for high‑speed and high‑frequency applications and large annual shipment volumes. Nan Ya (part of the Formosa Plastics group) supplies a broad portfolio across rigid and flexible laminates and benefits from extensive regional manufacturing and material chemistry expertise. Panasonic offers specialty laminates targeted at high‑reliability, high‑frequency and automotive electronics applications and remains a key supplier for multilayer and high‑speed boards. Rogers Corporation occupies a premium position in PTFE and other specialty low‑loss substrates used in RF, aerospace and telecom equipment where dielectric performance and thermal stability command high margins.

Isola Group, ITEQ Corporation and DuPont play complementary roles in advanced substrate materials, high‑frequency laminates and innovation partnerships that accelerate next‑generation PCB materials adoption. Isola is known for proprietary resin systems and a strong footprint in high‑speed digital and RF laminates, serving telecom and data center markets where signal integrity is critical. ITEQ focuses on FR‑4 and high‑TG materials with growing presence in Asia and tailored products for multilayer PCB makers. DuPont, with Pyralux polyimide and other specialty flex/rigid laminates, competes in performance niches and frequently collaborates with regional substrate manufacturers to validate materials for large server and AI packaging customers. Mitsubishi Gas Chemical contributes advanced resin chemistries and specialty laminates for demanding thermal and electrical requirements in automotive and industrial electronics.

Collectively these ten companies drive market concentration, technological differentiation and capacity expansion across regions while responding to demand for lower dielectric loss, improved thermal management and sustainability claims that influence procurement decisions. Market reports indicate the top five suppliers account for a large share of shipments and that barriers to entry include high capital intensity for modern press lines and proprietary formulations that ensure copper‑resin adhesion and surface roughness control critical for high‑yield PCB fabrication. Recent industry moves—capacity expansions, strategic divestments, and collaboration agreements—highlight a competitive landscape where incumbents push advanced materials (low‑loss, low‑CTE, bio‑epoxy variants) and automation to capture growth in 5G, data center, EV and automotive electronics end markets.

Table of Contents

32 Pages
1.0 Scope of Report and Methodology
2.0 Market SWOT Analysis and Players
2.1 Market Definition
2.2 Market Segments
2.3 Market Strengths
2.4 Market Weaknesses
2.5 Market Threats
2.6 Market Opportunities
2.7 Major Players
3.0 Competitive Analysis
3.1 Market Player 1
3.2 Market Player 2
3.3 Market Player 3
3.4 Market Player 4
3.5 Market Player 5
3.6 Market Player 6
3.7 Market Player 7
3.8 Market Player 8
3.9 Market Player 9
3.10 Market Player 10
4.0 Comparative Business Strategies
4.1 Comparative Business Strategies of Player 1 and 2
4.2 Comparative Business Strategies of Player 1 and 3
4.3 Comparative Business Strategies of Player 1 and 4
4.4 Comparative Business Strategies of Player 2 and 3
4.5 Comparative Business Strategies of Player 2 and 4
4.6 Comparative Business Strategies of Player 3 and 4
5.0 Appendix

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