Editing National Semiconductor (section)

===Leadership under Gilbert F. Amelio===
On May 27, 1991, Charles E. Sporck was replaced by [[Gil Amelio]] as CEO and president. Amelio was then president of [[Rockwell International]]'s semiconductor division and had a Ph.D. in physics from [[Georgia Institute of Technology]]. Amelio had also been formerly employed at Fairchild.

Amelio was faced with a company plagued with over-capacity and shrinking market share. Amelio found that, just prior to his taking helm, despite having spent US$1 billion over the last five years on research and development, National Semiconductor had a disappointing record in new products. The Business section of ''The New York Times'' January 11, 1991, reflected the over-capacity generated by Sporck that had to be inherited by Amelio.

Amelio disposed of the non-core products and assets in which National Semiconductor had no market motivation or expertise and turned the company towards its core expertise{{mdash}}analog semiconductors. National Semiconductor under Amelio emphasized on reduction of cost of sales, improving capacity utilization,  scrap reduction and cycle-time reduction. Redundant facilities were sold and consolidated.

With the progress of restructuring, National Semiconductor increased revenues each year. In 1994, National Semiconductor under Amelio posted record net revenues of US$2.29 billion. It was also a time when US semiconductor companies had regained market leadership. Amelio introduced benchmarking to evaluate productivity, restructured marketing strategies and reorganised management by introducing modern management practices and workplace environments.

Amelio divided products into two divisions: Standard Products Group which comprised low-margin, logic and memory chips{{mdash}}commodity products which were more susceptible to cyclical demands and through which National Semiconductor had matured; and Communications & Computing Group which comprised high-margin, value-added analog and mixed-signal chips. Amelio's division of products seemed to prepare National Semiconductor for the eventual disposal of low-margin commodity products, which came to fruition later with the sale of a reconstituted Fairchild.

National Semiconductor under Amelio chose to build a brand new eight-inch (200&nbsp;mm)  wafer fabrication plant in [[South Portland, Maine]]. It chose to divest itself of its then somewhat new plant in [[Migdal HaEmek]], Israel, which became [[Tower Semiconductor]].

In 1995, Amelio was elected as the chairman of the board of directors of National Semiconductor.

In 1996, Amelio accepted an invitation from [[Apple Computer]], a customer of National Semiconductor, to join its board of directors. Troubles at Apple later prompted the board to invite Amelio to take on the position of CEO, which he accepted in February 1996.  National Semiconductor announced the resignation of Amelio as the company's president, chairman and chief executive officer on February 2, 1996.<ref>{{Cite web |title=Amelio out at Apple - Jul. 9, 1997 |url=https://money.cnn.com/1997/07/09/technology/apple/ |access-date=2023-03-31 |website=money.cnn.com}}</ref>