The main risk is not technology failure; it is value capture. Jabil can win more AI and infrastructure work yet still disappoint if
hyperscalers keep bargaining power, if direct procurement pushes programs toward net-basis economics, or if a few large customers slow ramps. The second risk is execution around new capacity,
Hanley integration, and supply-chain tight spots. If those go right, the business can
rerate; if not, it stays an efficient but low-multiple builder.