UNCLASSIFIEDUNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial
Base and Supply Chain Resiliency of the United States

Assessing and Strengthening
the Manufacturing and Defense
Industrial Base and Supply Chain
Resiliency of the United States
Report to President Donald J. Trumpby the Interagency Task Force in Fulfillment of
Executive Order 13806

September 2018

Office of the Under Secretary of Defense
for Acquisition and Sustainment
Office of the Deputy Assistant Secretary of Defense
for Industrial Policy
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Contents
I.

Executive Summary .......................................................................................................... 1

II.

Introduction ....................................................................................................................... 7

III.

Methodology .................................................................................................................. 11IV.

An Overview of America’s Manufacturing and Defense Industrial Base ............... 15
The Domestic Manufacturing and Defense Industrial Base .............................................................. 16
The Global Manufacturing and Defense Industrial Base .................................................................. 16

V.

Five Macro Forces Driving Risk into America’s Industrial Base ................................. 19
1.
2.
3.
4.
5.

VI.

Sequestration and Uncertainty of U.S. Government Spending ................................................. 20
Decline of U.S. Manufacturing Capabilities and Capacity ..........................................................24
Deleterious U.S. Government Business and Procurement Practices ......................................... 32
Industrial Policies of Competitor Nations ................................................................................... 34
Diminishing U.S. STEM and Trade Skills ....................................................................................42

Ten Risk Archetypes Threatening America’s Manufacturing and Defense Industrial
Base .................................................................................................................................. 45
1. Sole Source ....................................................................................................................................46
2. Single Source ................................................................................................................................. 47
3. Fragile Supplier ............................................................................................................................. 47
4. Fragile Market .............................................................................................................................. 48
5. Capacity Constrained Supply Market ......................................................................................... 48
6. Foreign Dependency .....................................................................................................................49
7. Diminishing Manufacturing Sources and Material Shortages ...................................................49
8. Gaps in U.S.-based Human Capital..............................................................................................50
9. Erosion of U.S.-Based Infrastructure...........................................................................................50
10. Product Security ............................................................................................................................ 51

VII.

A Blueprint for Action ..................................................................................................... 53
Current Efforts ..................................................................................................................................... 53
Future Efforts and Recommendations ............................................................................................... 54

Appendix One: Executive Order 13806 ................................................................................... 59
Appendix Two: Sector Summaries ............................................................................................ 63
Traditional Defense Sectors ................................................................................................................64
Cross-Cutting Sectors .......................................................................................................................... 87

Appendix Three: Contributing U.S. Government Agencies ................................................ 105

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Appendix Four: U.S. Government Sources ............................................................................ 111
Appendix Five: Industry Listening Sessions ............................................................................. 119
Appendix Six: Agreements with Foreign Governments....................................................... 121
Photo Credits ............................................................................................................................. 125
Endnotes .................................................................................................................................... 129

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I.

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Executive Summary

Requirement
On July 21, 2017, President Donald J. Trump signed Executive Order (EO) 13806 on Assessing
and Strengthening the Manufacturing and Defense Industrial Base and Supply Chain Resiliencyof the United States. The EO directs the Secretary of Defense to conduct a whole-of-government
effort to assess risk, identify impacts, and propose recommendations in support of a healthy
manufacturing and defense industrial base – a critical aspect of economic and national security.1
The EO 13806 effort was initiated by the White House Office of Trade & Manufacturing Policy
led by the Department of Defense’s Office of Industrial Policy in coordination with the
Departments of Commerce, Labor, Energy, and Homeland Security, and in consultation with the
Department of the Interior, the Department of Health and Human Services, the Director of the
Office of Management and Budget, the Director of National Intelligence, the Assistant to the
President for National Security Affairs, the Assistant to the President for Economic Policy, and
the Assistant to the President for Trade & Manufacturing Policy.
America’s manufacturing and defense industrial base (“the industrial base”) supports economic
prosperity and global competitiveness, and arms the military with capabilities to defend the1

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nation. Currently, the industrial base faces an unprecedented set of challenges: sequestration
and uncertainty of government spending; the decline of critical markets and suppliers;
unintended consequences of U.S. Government acquisition behavior; aggressive industrial
policies of competitor nations; and the loss of vital skills in the domestic workforce. Combined,
these challenges – or macro forces – erode the capabilities of the manufacturing and defense
industrial base and threaten the Department of Defense’s (DoD) ability to be ready for the “fighttonight,” and to retool for great power competition. The following report explains the macro
forces impacting the industrial base, identifies primary categories of risk, illustrates impacts
within sectors, and provides recommendations for mitigation.

Methodology
The EO 13806 assessment evaluated risk based on current and planned operating priorities as oflate 2017/early 2018. An Interagency Task Force, led by DoD, created sixteen working groups
with over 300 subject matter experts from across the federal government. Nine working groups
focused on traditional sectors; seven working groups assessed enabling, cross-cutting
capabilities (Figure 1).

Figure 1: List of Traditional and Cross-Cutting Sectors

These macro forces collectively represent the root causes of ten risk archetypes distributed
throughout the industrial base. The working groups identified discrete impacts within theirsectors, many of which fall under more than one risk archetype, as illustrated in Figure 2.

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Figure 2: Macro Forces Map to Risk Archetypes

Findings
The risk framework used for the EO 13806 effort evolved from the working groups’ assessmentsof their sectors. The assessment identified:

Five macro forces shaping industrial base-wide trends and causing a deterioration in
U.S. capabilities;

Ten risk archetypes resulting from the macro forces, each of which contribute toinsecurity in DoD’s supply chain;Over 280 impacts across sectors, acutely affecting the vitality and resiliency of theindustrial base.*

Major findings include:

Macro forces have led to impacts primarily in the sub-tiers of the defense supply chain;A surprising level of foreign dependence on competitor nations exists;Workforce challenges face employers across all sectors; andMany sectors continue to move critical capabilities offshore in pursuit of competitive
pricing and access to foreign markets.

* A classified spreadsheet provides a comprehensive list of impacts across risk archetypes for fifteen sectors;

due to its proliferation across sectors, the software engineering working group assessed impacts across all
sectors.
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Recommendations
The DoD-led Interagency Task Force recognizes ongoing efforts to address the challenges
identified in the EO 13806 assessment, including:

Increased near-term DoD budget stability with the passage of the Bipartisan Budget Act
of 2018, providing stable funding through Fiscal Year (FY) 2019Modernization of the Committee on Foreign Investment in the U.S. and investigations
under Section 301 of the Trade Act of 1974 into Chinese intellectual property theft, tobetter combat Chinese industrial policies targeting American intellectual property

Updates to the Conventional Arms Transfer policy and unmanned aerial systems export
policy to increase U.S. industrial base competitiveness and strengthen international
alliances
Reorganization of the former Office of the Under Secretary of Defense for Acquisition,
Technology and Logistics, the work of the “Section 809 panel,” and development of theadaptive acquisition framework all aim to streamline and improve defense acquisition
processes
Restructuring the Defense Acquisition University to create a workforce education andtraining resource to foster increased agility in acquisition personnel



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
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



Response to Section 1071(a) of the National Defense Authorization Act for FY2018 which
requires establishing a process for enhancing the ability to analyze, assess, and monitor
vulnerabilities of the industrial baseCreation of a National Advanced Manufacturing Strategy by the White House Office of
Science and Technology Policy, focused on opportunities in advanced manufacturing
Department of Labor’s chairing of a Task Force on Apprenticeship Expansion to identify
strategies and proposals to promote apprenticeships, particularly in industries where
they are insufficient
DoD’s program for Microelectronics Innovation for National Security and Economic
Competitiveness to increase domestic capabilities and enhance technology adoption
DoD cross-functional team for maintaining technology advantage
Implementation of a risk-based methodology for oversight of contractors in the National
Industrial Security Program, founded on risk management framework principles toassess and counter threats to critical technologies and priority assets

In addition to the ongoing efforts outlined above, the DoD-led Interagency Task Force created a
set of recommendations aligned to four levers: investment, policy, regulation, and legislation.
The recommendations are organized by the Secretary, with DoD’s recommendations provided ina classified Action Plan. In summary, the recommendations propose:

Create an industrial policy in support of national security efforts, as outlined in the
National Defense Strategy, to inform current and future acquisition practices

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UNCLASSIFIEDExpanding direct investment in the lower tier of the industrial base through DoD’s
Defense Production Act Title III, Manufacturing Technology, and Industrial Base
Analysis and Sustainment programs to address critical bottlenecks, support fragile
suppliers, and mitigate single points-of-failureDiversifying away from complete dependency on sources of supply in politically unstablecountries who may cut off U.S. access; diversification strategies may include
reengineering, expanded use of the National Defense Stockpile program, or qualificationof new suppliersWorking with allies and partners on joint industrial base challenges through the National
Technology Industrial Base and similar structures
Modernizing the organic industrial base to ensure its readiness to sustain fleets and meet
contingency surge requirements

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
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

Accelerating workforce development efforts to grow domestic science, technology,
engineering, mathematics (STEM), and critical trade skills
Reducing the personnel security clearance backlog through more efficient processes
Further enhancing efforts to explore next generation technology for future threats

A challenge this large demands a multifaceted approach. Therefore, the classified Action Planalso includes direction for DoD to conduct a comprehensive study on the industrial baserequirements needed to support force modernization efforts, specifically focused on thetechnologies necessary to win the future fight.

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II. Introduction“It would, also, be a material aid to manufactures of this nature, as
well as a mean of public security, if provision should be made for anannual purchase of military weapons, of home manufacture, to acertain determinate extent, in order to the formation of arsenals; andto replace, from time to time, such as should be drawn for use, so as
always to have in store the quantity of each kind which should be
deemed a competent supply.”— Secretary of the Treasury Alexander Hamilton,
Report on the Subject of Manufactures (1791)

To provide for our national security, America’s manufacturing and defense industrial base must
be secure, robust, resilient, and ready. To ensure taxpayer dollars are frugally and wisely spent,
the defense industrial base must be cost-effective, cost-efficient, highly productive, and not
unduly subsidized. In the event of contingencies, the industrial base must possess sufficient
surge capabilities. Above all, America’s manufacturing and defense industrial base must
support economic prosperity, be globally competitive, and have the capabilities and capacity to

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rapidly innovate and arm our military with the lethality and dominance necessary to prevail inany conflict. As President Trump stated in the 2017 National Security Strategy:“A healthy defense industrial base is a critical element of U.S. power
and the National Security Innovation Base.† The ability of the military
to surge in response to an emergency depends on our Nation’s ability to
produce needed parts and systems, healthy and secure supply chains,
and a skilled U.S. workforce.” 2
All facets of the manufacturing and defense industrial base are currently under threat, at a time
when strategic competitors and revisionist powers appear to be growing in strength andcapability. As stated in the National Defense Strategy:“The central challenge to U.S. prosperity and security is thereemergence of long-term, strategic competition by what the
National Security Strategy classifies as revisionist powers. It is
increasingly clear that China and Russia want to shape a worldconsistent with their authoritarian model – gaining veto authority
over other nations’ economic, diplomatic, and security decisions.”3
At least five macro forces cause the risks now threatening America’s industrial base. From
FY2012 through FY2017, sequestration led to lower defense spending relative to levels projected
before sequestration was put in place. Antiquated and counter-productive procurement
practices induced contracting delays, deterred market entry, discouraged innovation, andincreased costs to suppliers. Decreases in key production capabilities and declines inmanufacturing employment, relative to the last time the U.S. faced a great power competition,left key weaknesses that threaten the nation’s manufacturing capabilities. The industrial
policies of foreign competitors have diminished American manufacturing’s global
competitiveness – sometimes as collateral damage of globalization, but also due to specifictargeting by great powers like China. Finally, emerging gaps in our skilled workforce, both interms of STEM as well as core trade skills (e.g., welding, computer numeric control operation,etc.) pose increasing risk to industrial base capabilities.4
Arising from these macro forces is a set of ten risk archetypes with discrete impacts on
America’s manufacturing and defense industrial base. These include the rise of single and solesource suppliers which create individual points of failure within the industrial base, as well as
fragile suppliers near bankruptcy and entire industries near domestic extinction. Due to erosionthat has already occurred, some manufacturing capabilities can only be procured from foreign
suppliers, many of which are not domiciled in allied and partner nations. The concomitant gaps
† The National Security Strategy defines the National Security Innovation Base as the American network ofknowledge, capabilities, and people—including academia, National Laboratories, and the private sector—
that turns ideas into innovations, transforms discoveries into successful commercial products andcompanies, and protects and enhances the American way of life.
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in U.S.-based human capital and erosion of domestic infrastructure further exacerbates thechallenge. Ultimately, these negative impacts have the potential to result in limited capabilities,
insecurity of supply, lack of R&D, program delays, and an inability to surge in times of crisis.
In recognition of these emerging threats, risks, and impacts, EO 13806,5 initiated by the WhiteHouse Office of Trade & Manufacturing Policy and signed by President Trump on July 21, 2017,
directed the Secretary of Defense to conduct a whole-of-government assessment of America’s
manufacturing and defense industrial base. The Secretary of Defense was further directed toprovide the President with a set of specific actions to address any identified risks and gaps. This
report fulfills these directives.
Part III outlines the methodology used in this assessment of the industrial base. Part IV briefly
describes America’s manufacturing and defense industrial base. Part V describes five macro
forces that collectively represent the root causes of the emerging threats to America’s industrial
base, driving risk at the market and firm level. Part VI explains each of the ten major riskarchetypes identified by the DoD-led Interagency Task Force, with examples identified by thesector working groups. Part VII provides a blueprint for specific actions to begin mitigating risk
and impacts within America’s manufacturing and defense industrial base.

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III. Methodology
To meet the goals of EO 13806, the White House Office of Trade and Manufacturing Policy andthe DoD’s Office of Industrial Policy established an Interagency Task Force and authorized a setof working groups.‡ Multiple organizations within DoD as well as the Departments ofCommerce, Education, Energy, Homeland Security, and Labor contributed resources to the 16
working groups. Each working group, led by a sector specialist, assembled teams of subject
matter experts – over 300 people in total – who identified manufacturing and industrial baserisks, outlined sector-specific impacts, and recommended actions for mitigation.
The DoD-led Interagency Task Force identified and assessed nine traditional and seven crosscutting sectors of the manufacturing and defense industrial base, listed in Figure 3. Sectors –ranging from aircraft and missiles to workforce and materials – were selected based on current
operational priorities.6 Appendix Two provides sector definitions and case studies outlining‡ DoD’s Office of Industrial Policy (formerly known as Manufacturing and Industrial Policy) provides

Congress with an Annual Industrial Capabilities report, which supplied a strong basis upon which todetermine the sectors of focus for the EO 13806 effort. The Annual Industrial Capabilities report identifies
risks but does not make recommendations, a major distinction between the two efforts.
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examples of risk and impacts in each sector. To appropriately scope the EO 13806 effort, theInteragency Task Force recommended evaluation of next generation technologies as part of afollow-on effort.

Figure 3: List of Traditional and Cross-Cutting (enabling) Sectors

To develop the manufacturing and defense industrial base assessment framework, the DoD-led
Interagency Task Force tasked each working group to determine risks within their sectors basedon their individual frameworks. After gathering and analyzing the disparate risks across theworking groups, a pattern of macro forces and risk archetypes emerged, coalescing in acomprehensive risk framework (Figure 4) from which to address the health of the industrial
base.

Figure 4: Manufacturing and Defense Industrial Base Risk Framework

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Figure 5 provides additional detail regarding the risk framework. Columns one and two
illustrate how macro forces such as budget sequestration or the decline of general U.S.
manufacturing capabilities and capacity bear down on the manufacturing and defense industrial
base to generate ten “risk archetypes” (e.g., reliance on a sole source, fragile supplier, foreigndependency, product security, etc.). The risk archetypes result in various impacts on the
manufacturing and defense industrial base, outlined in column three. Finally, column four
provides the various categories of recommendations to reduce or eliminate risk.

Figure 5: Detailed Outline of the Risk Framework

The risk framework illustrates the multifaceted mapping endemic in the 21st century
manufacturing and defense industrial base. A single macro force, such as U.S. Government
business practices or budget uncertainties, may map to multiple risk archetypes. Conversely,
multiple macro forces may create a single risk archetype.
To demonstrate the interwoven aspects of the industrial base, consider the risks facing theaircraft sector, which include sub-sectors such as fixed wing, rotorcraft, and unmanned aerial
systems. Each sub-sector faces challenges, including long product and system development
timelines, high development and qualification costs, and production limitations. The challenges
in the aircraft sector are driven by multiple risk archetypes, including single and sole source
suppliers and gaps in U.S.-based human capital with expertise in critical hardware and software
design capabilities. Collectively, these impacts could potentially reduce America’s capability to
produce and field an aircraft fleet with superior capabilities.
Such complex interactions between multiple risk archetypes are illustrated in Figure 6, which
provides the count of each risk archetype by the sector working groups, found over the course ofthis assessment.

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Figure 6: Risk Archetype Analysis across the Working Groups

In all, the working groups of the DoD-led Interagency Task Force identified almost 300 impacts
across the ten risk archetypes in the manufacturing and defense industrial base. A classified
spreadsheet with risk archetypes and impacts for all sixteen sectors is available.§
The ultimate goal of EO 13806 was to conduct a comprehensive assessment of the industrial
base and develop a set of specific, actionable recommendations to mitigate or eliminate theidentified impacts. In pursuit of this goal, the working groups relied on data and assessmentsfrom each of the coordinating agencies; qualitative feedback from industry listening sessions;
support from the Defense Science Board; and modeling and analysis from the Institute for
Defense Analyses, a federally-funded R&D center contracted by DoD for support of theassessment. Appendix Three lists the agencies and offices who supported the assessment;
Appendix Four provides a full list of government resources referenced; Appendix Five lists theindustry listening sessions.

§ Given its proliferation throughout traditional sectors, the software engineering working group assessed

impacts across sectors; as such, software risks are included in each of the sectors’ inputs to the classified
spreadsheet, not as its own inputs.
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IV. An Overview of America’s
Manufacturing and Defense
Industrial Base
America’s manufacturing and defense industrial base consists of the end-to-end set ofcapabilities, both private and public, that design, produce, and maintain the platforms andsystems (hardware and software) on which our Warfighter depends. With an extensive, multitiered global supply chain, the industrial base encompasses the extraction and refinement ofprimary materials, the manufacturing of components and parts, and the integration andsustainment of defense platforms and systems. It relies on a geographically and economicallydiverse network of private sector companies, R&D organizations, academic institutions, andgovernment-owned facilities to develop and produce the technologies enabling U.S. military
dominance and ensuring national security.

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UNCLASSIFIEDThe Domestic Manufacturing and Defense Industrial Base
For the purposes of this assessment, the domestic industrial base includes two categories of
producers of goods and services – the private sector and the organic industrial base. The private
sector (also known as the commercial sector) includes prime system integrators, major subsystem suppliers, component suppliers, and service providers, from small to large companies.
Across multiple tiers of the supply chain, private sector companies produce defense-specificproducts exclusively for use by DoD and approved foreign buyers, including platforms, weaponssystems, and components hardened for defense uses. Private sector companies may also
produce products specially designated as “dual-use,” which have both military and nonmilitary
applications and may be subject to export control, as well as commercial items without an
explicit defense use.7
The organic defense industrial base (also known as the organic base, or the government or
public sector) includes government-owned, government operated and government-owned,
contractor operated facilities that provide specific goods and services for DoD. The organic baseis composed of resource providers, acquisition and sustainment planners, and manufacturingand maintenance performers at depots, manufacturing arsenals, and ammunition plants. Bylaw, some production and maintenance activities must be executed by organic base components.

The Global Manufacturing and Defense Industrial Base
The global elements of America’s manufacturing and defense industrial base include enterprises
from countries with formal supply relationships with the United States (U.S.) and those without.
The National Defense Authorization Act for FY1993 established the National Technology andIndustrial Base, codifying the highly integrated defense industrial cooperation between the U.S.
and Canada dating back to the Ogdensburg Declaration of 1940 and subsequent Hyde Park
Declaration of 1941.8 The National Defense Authorization Act for FY2017 added the United
Kingdom of Great Britain and Northern Ireland and Australia to the definition of the National
Technology and Industrial Base.9 These types of agreements with partners and allies provide
economies of scale and scope, help facilitate cost-effective defense production, and increase
Warfighter interoperability.10
Some U.S. partners and allies outside the National Technology and Industrial Base are uniquely
vetted and qualified to produce goods and services for DoD via secure defense procurementagreements. Bilateral Security of Supply arrangements allow DoD to request priority delivery
for DoD contracts, subcontracts, or orders from companies in these countries, and allow thesignatory nations to request priority delivery for their contracts and orders with U.S. firms.
Security of Supply arrangements are conducted under the overarching Declarations of Principles
for Enhanced Cooperation in Matters of Defense Equipment and Industry signed withparticipating nations. These arrangements encourage participating nations to acquire defense
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goods from each other, promote interoperability, and provide assurance of timely delivery
during peacetime, emergencies, and armed conflict. Security of Supply arrangements are
currently in place with Australia, Canada, Finland, Italy, Netherlands, Norway, Spain, Sweden,
and the United Kingdom.
Under Reciprocal Defense Procurement Agreements, countries afford each other certain
benefits on a reciprocal basis, consistent with their national laws and regulations. Each
Reciprocal Defense Procurement agreement provides a framework for ongoing communication
between or among DoD and its respective counterparts regarding market access andprocurement matters that contribute to effective defense cooperation. Key Reciprocal Defense
Procurement agreement principles include: fair competition, reduced market barriers,transparent processes, and protection of intellectual property. In addition, U.S.-based
subsidiaries of foreign defense companies are able to leverage the support, intellectual property,
and design capabilities of their foreign parent companies, as well the U.S.-unique capabilities
developed under special security agreements or a proxy voting trust. It should be noted that, ingeneral, the U.S. maintains a positive trade balance for defense articles and services withcountries who are signatories to Reciprocal Defense Procurement agreements.
Through the ongoing globalization of industrial supply chains and commodities markets, anumber of countries without formal supply agreements support the manufacturing and defense
industrial base with items such as strategic and critical materials, commercial off-the-shelfproducts, electronics, and some defense components. Countries in this category include
Kazakhstan, Singapore, Jamaica, and strategic competitors like China.
The picture emerging from this geographically and economically diverse network of providers isof an American industrial base with multiple opportunities for growth and innovation, but
increasingly dispersed and at risk from both domestic gaps and global forces.

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V. Five Macro Forces Driving Risk
into America’s Industrial Base
The micro-level sector analyses of the working groups led to identification of five inter-related,but conceptually distinct, macro forces (Figure 7). These macro forces collectively represent theroot causes of the ten risk archetypes and associated impacts on America’s manufacturing anddefense industrial base. We must address the five causes, and mitigate the risks and threats to
our industrial base, in order to prevent further erosion of America’s military dominance.
Macro Forces

Definition

Sequestration and uncertaintyof U.S. Government spending

Inconsistent appropriations, uncertainty about future budgets,
macro-level ambiguity in U.S. Government expenditures, and theeffects of the Budget Control Act create market instability

Decline of U.S. manufacturingbase capabilities and capacity

Reductions across the U.S. manufacturing and defense industrial
base affect the viability of suppliers, overall capacity, andcapabilities available domestically

Deleterious U.S. Government
business and procurement
practices

Challenges working with DoD and other U.S. Government customers,
including contracting regulations, policies, barriers to entry,
qualification challenges, programmatic changes, and otherproblems, can lead to adverse effects on suppliers

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Macro Forces

Definition

Industrial policies of competitor
nations

Domestic industrial and international trade policies of competitor
nations, notably the economic aggression of China, directly or
indirectly degrade the viability, capabilities, and capacity of the U.S.
National Security Innovation Base

Diminishing U.S. STEM and tradeskillsGaps in American human capital, including a lack of STEM talentand declining trade skills, diminish domestic capabilities to innovate,
manufacture, and sustain

Figure 7: Definitions of the Five Macro Forces Driving Risks into America’s Industrial Base

1. Sequestration and Uncertainty of U.S. Government Spending
Markets thrive on predictability, allowing businesses to make informed decisions and invest in
the future. Defense spending inherently fluctuates with the arming for conflict and subsequent
drawdown and decrease of program funding. But as illustrated in Figure 8, these swings infunding can be very dramatic, particularly in the funding streams for weapon systems
procurement and research, design, test, and evaluation.

Figure 8: Defense Investment Spending From 1980 to 2017

A. Impacts of Budget Uncertainties
At the macroeconomic level, defense spending uncertainty makes predicting the overall market
size difficult, impeding forecasting across every tier in the supply chain. Uncertainty inspending inhibits investment in capabilities even where the overall sector market size isincreasing, impacting defense suppliers and leading to revenue fluctuation, capital investment
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shortfalls, and suboptimal investment in R&D. Over time, spending instability also createspeaks of surge and valleys of drought – a pernicious, ambiguous pattern in which suppliers whobuild for scale production are left with excess capacity when programs end, creating long-term
market distortion.
The decade-long reliance on Congressional continuing resolutions11 has exacerbated uncertainty,
both for DoD and across the supply chain. Combined with the adverse impacts of the Budget
Control Act,12 these fluctuations challenge the viability of suppliers within the industrial base bydiminishing their ability to hire and retain a skilled workforce, achieving production efficiencies,
and in some cases, staying in business. Without correcting or mitigating this U.S. Governmentinflicted damage, DoD will be increasingly challenged to ensure a secure and viable supply chain
for the platforms critical to sustaining American military dominance.
At the microeconomic level, DoD’s budget within a specific sector does not imply uniform,
stable, or even predictable funding for suppliers. Such uncertainty creates negative
ramifications within specific industrial base sectors, even in periods with overall growth inspending. For example, when the Navy is unable to provide consistent orders for ships, niche
suppliers of components such as controllers and actuators for nuclear powered ships cannot
accurately project workloads, creating inconsistency and increasing risk for production
capabilities.
Wrought aluminum plate, and specifically cold-rolled plate, is essential for armoring U.S.
ground combat vehicles, constructing Navy ships, and building military aircraft. Unlike othermore common forms of rolled aluminum materials, thick cold-rolled aluminum production
capabilities and capacities are unique. DoD relies on domestic producers as well as capabilities
available from ally countries in Europe. Due to U.S. Government budget uncertainties,
unpredictable DoD demand, and other commercial market factors, the defense industrial basecan face challenges when trying to balance diverse demands for cold-rolled plate production
capacity while also informing long-term internal capital investment decisions.
Challenges facing the ground systems sector illustrate the relationship between budget
uncertainty and diminishing workforce skills. Ground systems provide defense-unique products
for mobility and firepower and are divided into tracked and wheeled vehicles for combat,
combat support, and combat service support. Under the weight of budget uncertainties, theground systems industrial base conducted incremental adoption of new technologies on legacy
designs in order to maintain or modify current ground systems. While this approach allowed
the military to defer the long schedules and high costs of new programs, it prevented groundsystems development and maintenance personnel from experiencing the design to fielding
lifecycle for a new system. This resulted in a generation of technicians, engineers, and scientists
lacking experience in conceiving, designing, constructing, and integrating technologicallyadvanced combat vehicles.

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B. Production and Cost Inefficiencies
Fluctuations in defense procurement create production and cost inefficiencies. With confirmed
procurement and investments, suppliers will take on high fixed costs to develop expensive newcapacity in order to meet programmatic needs. When programs draw down, companies are left
with highly specialized production capabilities that may go unused for decades. As defensespecific products require extensive qualification testing and procedures, suppliers face a costly
decision to keep facilities open for potential future production, or to shutter facilities, incurringcosts and forcing DoD to pay reconstituion costs when the need arises.
The “bullwhip effect” of DoD spending forces inefficiencies across the entire supply chain. As
Figure 9 illustrates, the spike of recapitalization in space programs from 2000-2010, followed bya precipitous decline from 2010-2015, left suppliers with excess capacity.

Figure 9: The Bullwhip Effect within the Space Programs

Fluctuations in capacity requirements acutely affect suppliers of maintenance and operations
support services, to the detriment of readiness. For example, Navy ships have suffered
maintenance availability delays and deferrals, reducing time underway and diminishing U.S.
power projection. One study by the Rand Corporation found unpredictability in ship
maintenance reduced incentives to invest in facilities and human capital, delaying needed
modernizations and putting future surge maintenance capabilities at risk. Navy maintenanceproviders faced long periods of low workload coupled with short periods of surge, leading tocycles of hiring and layoffs that ultimately deterred skilled workers from the sector.13
A short history of the organic industrial base illustrates risk to overall readiness. The organicbase, consisting of 17 major organic (government-owned, government operated) depot
maintenance facilities and three manufacturing arsenals, provides maintenance and

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manufacturing services to sustain approximately 440,000 vehicles, 780 strategic missiles, 278
combatant ships14, and almost 14,000 aircraft.15
Since 2001, DoD has operated at a very high tempo with unprecedented system usage in supportof global deployments, changing previously accepted formulas that compute maintenancerequirements. Of $587.9 billion total DoD expenditures in FY 2015,16 $73.4 billion was formaintenance – aircraft represented $25 billion, followed by ships at $16.8 billion, and vehicles
at $7.7 billion.17 Overuse and underfunding in infrastructure and workforce has eroded materielreadiness levels and facility conditions, directly impacting DoD’s ability to repair equipment andmateriel quickly to ensure availability for training and future deployments.

C. Harming Maintenance, Slowing Modernization
Continuing resolutions and the ongoing threat of sequestration exacerbate problems induced bydefense spending uncertainty and hamper DoD’s ability to develop a more lethal force. After the
Budget Control Act of 2011, which introduced sequestration of the defense budget, DoD’s
procurement budget dropped 26% from its FY 2010 peak.18 This rapid decrease in spending has
negatively impacted operations, maintenance, and modernization of U.S. forces and directly
impacted the viability of suppliers in the industrial base.
A recent study by the Center for Strategic and International Studies estimates that from 2001 to2015, 17,000 companies ceased to be prime vendors for DoD.19 Specialty manufacturers criticalto the production of defense platforms have been especially hard hit and many are unable to
make the modernization investments necessary to meet product requirements. For example,
the single domestic source for large thin wall castings for rotary wing gearboxes filed forbankruptcy in 2016,20 putting programs such as the AH-64E Apache, the V-22 Osprey, and theCH-53K Heavy Lift Replacement Helicopter at risk.
Unstable appropriations over the past decade created additional uncertainty in DoD’s
procurement plans, leading to unreliable demand signals to industry. Congress enacted over 30
continuing resolutions since 2009, with an average of 127 days each year under a continuing
resolution (Figure 10), thus inhibiting long-term planning and postponing multi-year funding
obligations to new programs.21

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Figure 10: Duration of DoD Operations Subject to Continuing Resolution

D. Reducing Market Entry, Spurring Market Exits
In 2017, DoD found 75 new program starts that could not be executed while it continued tooperate under a continuing resolution, with multiple tiers of the manufacturing and defense
industrial base’s supply chain taking the brunt of the impact.22 Companies that do not haveexisting relationships are further deterred from entering into business with the DoD due to thelevel of cost and volatility associated with the engagement, thus impacting the potential of new
entrants into the market.
The Government Accountability Office reported a “non-traditional” defense company that
produces augmented reality products received funding to support engineering and development
activities by the Army. However, due to budget sequestration, the funding was lost and thecompany is no longer pursuing business in the defense market.23

2. Decline of U.S. Manufacturing Capabilities and Capacity
The roots of America’s defense industrial base are planted in the broader manufacturing
ecosystem. Not only is the manufacturing sector the backbone of U.S. military technicaladvantage, but also a major contributor to the U.S economy, accounting for 9% of employment,
12% of GDP, 60% of exports, 55% of patents, and 70% of U.S. R&D.24 The National Security
Strategy highlights the importance of a vibrant manufacturing sector to comprehensive national
power, while warning of the dangers inherent in the weakening of America’s manufacturing
base:

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A healthy defense industrial base is a critical element of U.S. power andthe National Security Innovation Base. The ability of the military tosurge in response to an emergency depends on our Nation’s ability to
produce needed parts and systems, healthy and secure supply chains,
and a skilled U.S. workforce. The erosion of American manufacturing
over the last two decades, however, has had a negative impact on thesecapabilities and threatens to undermine the ability of U.S.
manufacturers to meet national security requirements. Today, we relyon single domestic sources for some products and foreign supply chainsfor others, and we face the possibility of not being able to produce
specialized components for the military at home. As America’s
manufacturing base has weakened, so too have critical workforce skills
ranging from industrial welding, to high-technology skills forcybersecurity and aerospace. Support for a vibrant domestic
manufacturing sector, a solid defense industrial base, and resilient
supply chains is a national priority.25
Between 2000 and 2010, over two-thirds of U.S. manufacturing saw production declines interms of inflation-adjusted output.26 While multi-factor productivity in manufacturing grew on
an average of 2% per year from 1992-2004, productivity has declined an average of 0.3% peryear from 2004 through 2016, implying diminishing economies of scale from inputs including
labor, capital equipment, energy, materials, and purchased services.27 Between 2000 and 2010
alone, the U.S. lost over 66,000 manufacturing facilities.28 While the U.S. has seen an uptick inmanufacturing, adding around 380,000 jobs since January 2017,29 much work remains to bedone to remedy years of decline in the sector.
From 2000-2018, many defense-relevant sectors have seen increased import penetration with
rates more than doubling for the industrial controls and machine tools subsectors.30 Since 2010,
critical manufacturing and defense industrial base areas have seen fluctuations in obligations
spending, creating variability in vendor counts and in many cases leading to lower domestic
competition and further deteriorating DoD’s supply chain (Figure 11). The negative effects ofsequestration and the budget caps shocked the market and accelerated the downward trend invendor counts, resulting in an estimated 20% decline in the number of prime vendors.31

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Figure 11: Falling Vendor Counts in Key Manufacturing and Defense Industrial Base Areas

Although America’s traditional manufacturing base still accounts for an outsized benefit to theeconomy, decreases in key production capabilities, declines in manufacturing employment, andslow output growth for many manufacturing sectors have created key vulnerabilities andweaknesses that potentially threaten the nation’s defense-related manufacturing capabilities.
Since 1990, small and medium sized businesses – which make up a majority of U.S.
manufacturing and employ a large portion of workers in the sector – reported declines inrevenue growth, despite the largest manufacturing firms posting more than 2% annual growth.32
The next generation of weapons will require advanced software, artificial intelligence, andmachine learning, but traditional manufacturing processes continues to build the systems,
platforms, and munitions that deliver kinetic effects. Both aspects of the industrial base areneeded for long term economic growth and national security.
The decline in the U.S. manufacturing industry, relative to prior periods of great power, createsa variety of risks for America’s manufacturing and defense industrial base and, by extension, for
DoD’s ability to support national defense. Risks range from greater reliance on single sources,
sole sources, and foreign providers to workforce gaps, product insecurity, and loss of innovation.

A. Gaps in America’s Manufacturing Workforce
With the weakening of the U.S. manufacturing sector, the American manufacturing workforce
has suffered, with employment peaking in 1979 and job losses accelerating significantly in the
2000s.33 As shown in Figure 12, the share of employment attributed to manufacturing has fallen
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dramatically, from over 30% in the 1950s to less than 10% in 2017. From 1979 to 2017, the U.S.
lost 7.1 million manufacturing jobs, 36% of the industry’s workforce,34 with more than 5 million
manufacturing jobs lost since 2000 alone.35 Job losses have been most pronounced in vital
sectors subject to import competition, including primary metals, electronics, chemicals, andmachinery.36 Manufacturing and defense industrial base companies’ inability to hire or retain
U.S. workers with the necessary skill sets has led to significant gaps in skilled labor.

Figure 12: A Sharp Relative Decline in Manufacturing Employment in the U.S. Economy

A lack of skilled manufacturing workers and a decreasing number of jobs is destabilizing
workforce readiness and leading to skill atrophy. As illustrated in Figure 13, such instability andatrophy further increase the gap between job openings and hires and accentuate the effects of ashrinking workforce, making worker placement more challenging even when labor is needed.

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Figure 13: A Rising Gap between Job Openings and Hires

B. Decoupling of Design and Manufacturing
As U.S. companies lost their domestic supplier ecosystems, design decoupled frommanufacturing and many firms shifted focus from designing and building products to designingand selling products. With increased offshoring of manufacturing, many companies haveexcised their process engineering capabilities, further reducing technical innovation anddeterring future investment in next generation manufacturing.37 Together, these effects
jeopardize the ability of America’s manufacturing base to supply innovative products and skilledworkers to the industrial base, threatening capabilities needed for national security.

C. The Loss of Production of Strategic and Critical Materials
As part of the increasingly global manufacturing and defense industrial base, imports ofstrategic and critical materials, such as rare earths, have increased, causing a trade-off between
supply dependency and lower costs. Rare earths are critical elements used across many of the
major weapons systems the U.S. relies on for national security, including lasers, radar, sonar,night vision systems, missile guidance, jet engines, and even alloys for armored vehicles.38 A
2016 study by the Department of Commerce’s Bureau of Industry and Security reported that
66% of respondents, the majority of whom are vendors to DoD, indicated they imported rareearth or related materials.

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Figure 14: 2016 Rare Earth Element Imports

China’s domination of the rare earth element market (Figure 14) illustrates the potentially
dangerous interaction between Chinese economic aggression39,40 guided by its strategic
industrial policies and vulnerabilities and gaps in America’s manufacturing and defense
industrial base. China has strategically flooded the global market with rare earths at subsidized
prices, driven out competitors, and deterred new market entrants. When China needs to flex its
soft power muscles by embargoing rare earths, it does not hesitate, as Japan learned in a 2010
maritime dispute.41

D. Increased Risk of Counterfeits and Infiltration
A global industrial base means increased supply chain risk associated with foreign provision,
including counterfeits, lack of traceability, and insufficient quality controls throughout supply
tiers. The Department of Commerce’s Bureau of Industry and Security surfaced several
vulnerabilities in the electronics supply chain, including counterfeits (Figure 15), a lack oftraceability, and insufficient quality controls throughout supply tiers. Imports of electronics
lack the level of scrutiny placed on U.S. manufacturers, driving lower yields and higher rates offailures in downstream production, and raising the risk of “Trojan” chips and viruses infiltrating
U.S. defense systems.42

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Figure 15: Counterfeit Electronics Dominated by China

E. Diminishing Technical Innovation Ecosystem
Decreased emphasis on domestic manufacturing threatens technical innovation and thereby
America’s ability to capture emerging technologies. A reduced domestic manufacturing
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process improvements, further deteriorating industrial base capabilities critical to maintaining a
global advantage.
Many technology-intensive multinational corporations have established R&D facilities incountries like India and China 43 for access to cheap, high skilled labor. As part of its industrial
policy aggression, China has forced many American companies to offshore their R&D inexchange for access to the Chinese market.
As technical innovation moves abroad, changing rules around intellectual property development
will impede U.S. access to the latest manufacturing technologies and decrease overall
competitiveness. At risk is America’s loss of leadership in industries of the future such as
artificial intelligence, quantum computing, and robotics. Over the remainder of this century,these emerging industries will help redefine the battlefield.44

F. Reduced Competition
The shipbuilding sector illustrates how a decline in U.S. manufacturing, coupled with budget
sequestration, impacts the industrial base. Shipbuilding includes construction and maintenanceof Navy aircraft carriers, submarines, surface ships, and their associated weapons and commandand control systems; today, the U.S. shipbuilding industrial base consists primarily of sevenshipyards owned by four companies and their suppliers.
Shipyards – fixed facilities with dry-docks and fabrication equipment – support ship
construction, repair, conversion and alteration, and the production of refabricated ship sections
and other specialized services. The industry also includes manufacturing and other facilities
beyond the shipyard, which provide parts and services for shipbuilding activities.
Industries involved in the manufacturing of shipbuilding components were among the hardest
hit by the global shift in the industrial base over the last 20 years. Of the top ten highest
grossing industries in Navy shipbuilding, six are in the manufacturing sector. Since 2000, theseindustries experienced a combined decline of over 20,500 establishments in the U.S.
Contraction of the shipbuilding sector limits competition among U.S. suppliers of Navycomponents. In many cases, competition has altogether vanished, forcing the Navy to rely on
single and sole source suppliers for critical components. These companies struggle to survive
and lack the resources needed to invest in innovative technology. Expanding the number ofcompanies involved in Navy shipbuilding is important to maintaining a healthy industrial basethat can fulfill the 355 ship fleet and support the Navy’s long range shipbuilding plan.
Machine tools are power-driven machines used to shape or form parts made of metal, plastic, orcomposites to support both production and prototyping operations. Critical to creating modern
defense and non-defense products, machine tools impact the entire supply chain and multiple
sectors. The U.S. once led the world in the innovation and capacity of its high-end machine
tools sector, but U.S. standing has dropped significantly since 2000. Key changes in machine
tool consumption affected global patterns of production. Until the mid-2000s, China accounted
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for no more than 15% of global machine tool consumption. By 2011, China's machine toolconsumption accounted for 40% of the global total.45 As its need for machine tools increased,
China leveraged its low cost of capital and labor to build domestic machine tool factories andrequired foreign companies to execute joint ventures to access the Chinese market. The
combined effects of the 2008 recession and a general trend of industry consolidation further
reduced the number of machine tool manufacturers. In 2015, China's global machine tool
production skyrocketed to $24.7B,46 accounting for 28% of global production,47 while the U.S.
accounted for only $4.6B, after China, Japan, Germany, Italy, and South Korea.
These challenges to the overall manufacturing sector reduce the capability and capacity of U.S.
defense production, with potential long term ramifications on the industrial base, national
security, and the U.S. economy.

3. Deleterious U.S. Government Business and Procurement Practices
DoD business practices play a critical role in shaping the manufacturing and defense industrial
base and can have an outsized effect on supplier behavior and viability.
Many of the current policies and practices of the U.S. Government, and DoD in particular, strain
the industrial base and reduce incentives to supply to DoD,48 resulting in an inability to meetnational security demands, increasing foreign vulnerabilities, and a DoD challenged to meet its
goals in an era of expanding strategic competition.49

A. Procurement Complexity and Lengthy Contract Timelines
In the late 1970s, DoD had 79 offices issuing procurement regulations totaling over 30,000
pages.50 Currently, the Office of the Under Secretary of Defense for Acquisition andSustainment is the single office issuing all Defense Federal Acquisition Regulation Supplement
guidance. Consolidation of acquisition authority in one office, coupled with ongoing efforts
supporting regulation reform such as the “Section 809 panel,” demonstrate increased vigor by
DoD to streamline acquisition policy and processes. The “Section 809 panel,” created in the
National Defense Authorization Act for FY2016, recently submitted the first of three volumes of
its report outlining how DoD can further streamline acquisition processes.51
The Government Accountability Office notes that commercial companies are generally unawareof the best channels to propose business solutions to DoD. Overarching challenges noted by
non-traditional companies seeking to conduct business with DoD include the complexity of theacquisition process, an unstable budget environment, lengthy contracting timelines, andinexperienced DoD contracting officials.52 While some of the challenges may actually exist,
opportunities abound to overcome misunderstandings about doing business with DoD, througheducation and communication between industry and the government.

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B. Bespoke Accounting Standards and Burdensome Security Clearance
Processes
In a recent study, the Defense Business Board highlighted the issue of DoD’s Cost Accounting
System53 and emphasized Federal Acquisition Regulation Part 15 “Contract by Negotiation.”54
Federal Acquisition Regulation Part 15 is only one of many acquisition methods but is often
inflexible and requires strict adherence to DoD’s Cost Accounting System, which requires
private sector partners to either replace preexisting accounting systems or develop a parallelsystem in order to comply with federal requirements. Given other accounting requirements
levied on private sector companies, such as those outlined in the Sarbanes-Oxley Act of 2002,
requiring a customized accounting system creates the need for additional resources, for which
many companies cannot make the business case.
A 2017 Government Accountability Office report highlighted the excessive time and costassociated with obtaining key certifications necessary for doing business with DoD, including
meeting IT and software requirements.55 A similarly lengthy process associated with obtaining
security clearances for facilities and their personnel, most of which is the result of a backlog of
personnel security investigations processing, often impedes suppliers of both hardware andsoftware from exploring DoD as a client. Furthermore, requirements levied on companies under
foreign ownership, control, or influence can discourage their participation in the National
Industrial Security Program altogether. Operational and information security standards andwhistleblower protections are important, but nonetheless impose additional costs that may
increase barriers to entry.

C. Lengthy Acquisition and Development Timelines
Since the late 1980s, the median cycle time required to develop a major defense acquisition
program has held steady at approximately eight years.56 During this time, DoD has grownincreasingly dependent on electronics and the commercial electronics market, which moves at amuch faster pace of development and production. This slow cycle time is leading to increased
obsolescence issues.
For example, given the eight-year cycle time for a major defense acquisition program, the U.S.
Army Aviation and Missile Research, Development, and Engineering Center estimates that 70%
of electronics procured by DoD are obsolete prior to system fielding.57 There exists anopportunity for finding balance between requirements for system development and keeping
pace with technology.

D. Requirements-Driven Rather Than Solutions-Oriented Acquisition Process
The prevalent business approach and organizational culture of the U.S. Government favors a
top-down and requirements-driven process, often to the detriment of innovation. While it ispossible to achieve technological breakthroughs or innovative capabilities through such a
process, requirements-driven acquisition solicits solutions for specific capabilities rather thanfor outcomes, potentially imposing an opportunity cost on innovation.
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There appear to be few opportunities for companies to offer services or capabilities that do notalready fit within the DoD’s stated requirements and scope.58 The tendency to focus onrequirements versus solutions, compounded by the various barriers to entry, cost of doing
business, and skewed market incentives can inhibit competition and new entrants. Companies
successful in the government contracting space are often necessarily structured to comport tofederal guidelines, rules, and regulations and are typically unlikely to be able or incentivized tochallenge the requirements-driven process.

4. Industrial Policies of Competitor Nations
U.S. defense products enjoy a very successful export market with $41.93B in FY2017 sales,59
further bolstered by the Administration’s efforts to help facilitate this critical part of oureconomy. However, the erosion of parts of our industrial base, is, in part, attributable to theindustrial policies of major trading partners that have created an unfair and non-reciprocal
trade environment. Those policies contribute to the U.S. annual trade deficit in goods, thelargest in the world at more than $796 billion.60 Of this total, almost half of the U.S. trade
deficit in goods is with China – roughly $375 billion in 2017.61 The European Union accounts
for another roughly $150 billion.62

A. A Challenging Economic Playing Field
Many nation states have implemented coherent investment plans and tax policies, such as
Germany’s Industry 4.0 initiative, forcing U.S. firms to compete against nation states with wellresourced policies to support their domestic industries. In this environment, the lack of acoherent U.S. industrial policy puts domestic suppliers at a disadvantage, amplified by the trade
policies of some U.S. competitors that violate trade norms of reciprocity and open competition.
The risks now facing the soldier systems sector help illustrate these challenges. Soldier systems
includes a broad and diverse collection of products necessary to maximize the Warfighter's
survivability, lethality, sustainability, mobility, combat effectiveness, and field quality of life byconsidering the Warfighter as a system. Between 1995 and 2009, the U.S. textile industry
suffered historic contraction, and though the sector has improved since then, Asian markets now
dominate global textiles supply.63 According to a recent Department of Commerce survey, thegreatest competitive disadvantages in the clothing and textile subsector are related to theworkforce and raw material cost and/or availability.64 Though U.S. industry has invested
heavily to compete, increasing labor productivity by 60% since 2000,65 total sales and exports of
U.S. manufactured clothing and textile products have been stagnant from 2012-2016.66 As wage
growth has increased the price of labor in China, lower wage countries such as Pakistan and
Vietnam have seen the most rapid growth in textile exports, reaching 9% growth in 2016.67
While the United States is the fourth largest exporter of textile-related products in the world,
there remain acute challenges across the more than 8,000 products the domestic textile
industry supplies to DoD.68 The single qualified domestic source for high-tenacity polyester
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fiber used in many DoD tent systems dissolved its business due to its inability to compete in an
increasingly competitive global fibers and textiles market.69 Currently, there is no U.S.
manufacturing capability for high-tenacity polyester fiber that allows for military specification
qualification.

B. China’s Military Expansion and Modernization
While multiple countries pursue policies to bolster their economies at the expense of America’s
manufacturing sector, none has targeted our industrial base as successfully as China. China is
engaged in economic competition with the U.S. and our allies70 over key sectors of the global
economy,71 and China’s strategies of economic aggression and its complementary militarymodernization efforts are codified in its doctrine of civil-military fusion. By actively promoting
the fusion of its military and civilian industrial and science and technology sectors, Beijing
strives to reinforce the People’s Republic of China’s capabilities to build the country into an
economic, technological, and military power while ensuring that overall control of theseelements of national power remain firmly in the hands of the Communist Party of China.
Since joining the World Trade Organization in 2001, China’s real gross domestic product has
grown more than 300%, from $2.4 trillion in 2001 to $10.2 trillion 2017.72 During that period,
U.S. real gross domestic product grew less than 40%, from $12.8 trillion in 2001 to $17.3 trillion
in 2017 (Figure 16).

Figure 16: China Rapid Growth since Joining the WTO

China’s economic growth has, in turn, helped finance its rapid military modernization. In 2001,
China’s annual military budget was less than $20 billion.73 By 2017, it exceeded $150 billion,74
second only to the U.S.
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China’s non-market distortions to the economic playing field must end or the U.S. will risk
losing the technology overmatch and industrial capabilities that have enabled and empowered
our military dominance – even as China seeks to raise its military capabilities to U.S. levels.

C. China’s Strategies of Economic Aggression
One of the Chinese Communist Party’s primary industrial initiatives, Made in China 2025,75
targets artificial intelligence, quantum computing, robotics, autonomous and new energy
vehicles, high performance medical devices, high-tech ship components, and other emerging
industries critical to national defense.76 In order to obtain the capabilities needed to support
these advanced technologies, China relies on both legal and illicit means, including foreign
direct and venture investments, open source collection, human collectors, espionage, cyber
operations, and the evasion of U.S. export control restrictions to acquire intellectual property
and critical technologies.
For example, China imposes conditional access to its domestic market to lure intellectual
property, investment, and onshoring of manufacturing, using high tariffs and a complex web of
non-tariff barriers, including restrictive customs barriers, burdensome licensing requirements,
discriminatory regulatory standards, and local content requirements in government
procurement to boost domestic manufacturing and production.77 China also uses forced
technology transfer78 as a condition of access to the Chinese market.79
In an attempt to dominate critical global markets and manufacturing industries, China leverages
policy tools such as low interest loans; subsidized utility rates; lax environmental, health, andsafety standards; and dumping to boost its industry.80 China also uses counterfeiting andpiracy, illegal export subsidies, and overcapacity to depress world prices and push rivals out of
the global market. It has implemented these tactics to capture much of the world’s solar andsteel industries and intends to extend its dominance to other industries such as automobiles androbotics.81
As a result of its successful assault on the U.S. solar industry,82,83,84,85 China produces over 70%of the world’s solar cells.86 As the European Chamber of Commerce has documented, “for ageneration, China has been the factory of the world,” and by 2015, it already produced 24% of
the world’s power, 28% of the automobiles, 41% of the world’s ships, over 50% of therefrigerators, over 60% of the color TV sets, over 80% of the air conditioners and computers,
and over 90% of the mobile phones.87
A key finding of this report is that China represents a significant and growing risk to the supplyof materials and technologies deemed strategic and critical to U.S. national security; a challengeshared by key allies such as Germany88 and Australia.89 In addition to China dominating many
material sectors at the upstream source of supply (e.g., mining), it is increasingly dominating
downstream value-added materials processing and associated manufacturing supply chains,both in China and increasingly in other countries. Areas of concern to America’s manufacturing

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and defense industrial base include a growing number of widely used and specialized metals,
alloys and other materials, including rare earths and permanent magnets.
China is also the sole source or a primary supplier for a number of critical energetic materials
used in munitions and missiles. In many cases, there is no other source or drop-in replacement
material and even in cases where that option exists, the time and cost to test and qualify the newmaterial can be prohibitive – especially for larger systems (hundreds of millions of dollars each).
From commodity materials to rare earths,90 Chinese investment in developing countries inexchange for an encumbrance on their natural resources and access to their markets,particularly in Africa and Latin America,91 adds an additional level of consideration for the scopeof this threat to American economic and national security.

D. China’s Soft Power Projection
Since China joined the World Trade Organization in 2001 and gained greater access to U.S.
markets, the trade deficit in goods with China has grown from $83 billion to $375 billion in2017.92 China has historically used currency manipulation to artificially reduce the value of theyuan and increase the competitiveness of its exports.93 To maintain its currency peg, China
helps finance the chronic U.S. trade deficit through purchases of U.S. Government securities.94
China has then leveraged its surplus-funded capital accounts to pursue aggressive trade andinfrastructure policies such as the One Belt, One Road Initiative, a mercantile trade systempromoting China’s political domination of Eurasia and reducing U.S. market access.
Such policies further exacerbate the trade imbalance with the U.S. and have created similar
imbalances with U.S. allies and partners – as illustrated in Figure 17.

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Figure 17: China’s Trade Imbalances with the U.S. and Rest of the World

The significant asymmetry between the trade dependence of American allies in the Indo-Pacificversus China’s economic dependence on these American allies and partners is further illustrated
in Figure 18.95 In recent years, China has not hesitated to leverage its asymmetric trade
dominance to project soft power.

Country% of Country’s Exports
Purchased by China% of China’s Exports
Purchased by These
Countries

Australia

33%

2%

Taiwan26%

2%South Korea

25%

5%

Japan

18%

6%

Malaysia

13%2%Singapore

13%

2%Philippines

11%

<2%

Thailand11%

2%
Source: World Bank

Figure 18: China’s Rising Economic and Monopsony Power over American Allies

For example, after South Korea announced the placement of the U.S. Terminal High-Altitude
Aerial Defense (THAAD) system, a key element of U.S. foreign policy and military strategy,
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China undertook an aggressive economic warfare campaign against Seoul.96 China’s campaignsof economic coercion have also been observed against other U.S. allies and partners, including aban on Philippine bananas over territorial disputes in the South China Sea;97 theaforementioned restriction of rare earth exports to Japan following the Senkaku Islands disputein 2010;98 persistent economic intimidation against Taiwan;99 and the recent ceding of a Sri
Lankan port.100
China’s trade dominance and its willingness to use trade as a weapon of soft power increases therisks America’s manufacturing and defense industrial base faces in relying on a strategiccompetitor for critical goods, services, and commodities.

E. China’s Research and Development Spending Strategy
Although the bulk of China’s early exports were dependent on low value-added manufacturing,Beijing has recognized that it must innovate to obtain long term dominance, as documented in
the 2006 Medium to Long Range Plan for Science and Technology.101 This and other stateauthored policies explicitly recognize the need to capture advanced commercial technologies
with military applications, and China has directed both state-owned enterprises and private
sector investors to advance the military’s access to cutting edge civilian research.102 To advance
this goal, China’s current five year plan calls for increasing research and design spending to
2.5% of gross domestic product, up from 2.1% in 2011-2015. As Figure 19 illustrates, Chinese
R&D spending is rapidly converging to that of the U.S. and will likely achieve parity sometime in
the near future.

Figure 19: China’s Rapid Growth in R&D Spending Relative to the Rest of the World

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China’s current plan also focuses on capturing a leading position in advanced foundational dualuse industries such as semiconductors, chip materials, robotics, aviation, and satellites.
Additionally, China is investing in key foundational technologies—artificial intelligence,robotics, autonomous vehicles, augmented and virtual reality, financial technology, and gene
editing—to enable a wide array of commercial and military applications. To advance its strategic
goals, Beijing has unveiled several mega-projects (e.g., core electronics, high-end chips,
quantum communications, next-generation broadband communications) that are likely
intended to challenge the United States.103
As documented in the United States Trade Representative’s Findings Of The Investigation Into
China’s Acts, Policies, And Practices Related To Technology Transfer, Intellectual Property,
And Innovation Under Section 301 Of The Trade Act Of 1974,104 China uses legal, extra-legal,
and illicit105 industrial policy tools and tactics to force or facilitate the transfer of technologies
and intellectual property from U.S. and foreign companies to Chinese counterparts andcompetitors.106 State-backed actors are buying and stealing differentiating intellectual property
on an unprecedented scale, targeting key U.S. technology, infrastructure, and materials andexploiting the free-market system to access and acquire key components of the U.S. industrial
base, leaving defense capabilities vulnerable.
In 2016, Chinese foreign direct investment in the U.S. was $46 billion, or triple the previous
year and a ten-fold increase from 2011, demonstrating their all-of-nation long-term growthstrategy in support of both economic and military power. China’s cumulative foreign direct
investment in the U.S. since 2000 now exceeds $100 billion.107,108 Figure 20 illustrates how
China is targeting key technology sectors with its state-supported foreign direct investment.

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Figure 20: China Targets U.S. Technology with Its Outbound Foreign Direct Investment

China’s capture of foreign technologies and intellectual property,109 particularly the systematictheft of U.S. weapons systems110 and the illicit and forced transfer of dual-use technology, haseroded the military balance between the U.S. and China.111 Such transfers aid China’s efforts togain a qualitative technological advantage over the U.S. across key domains, including naval, air,space, and cyber.112
China’s aggressive industrial policies have already eliminated some capabilities with criticaldefense functions, including solar cells for military use, flat-panel aircraft displays, and theprocessing of rare earth elements.113 China’s actions seriously threaten other capabilities,
including machine tools; the production and processing of advanced materials like biomaterials,
ceramics, and composites; and the production of printed circuit boards and semiconductors.114
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As part of China’s One Belt, One Road doctrine to project Chinese soft and hard power,115 China
has sought the acquisition of critical U.S. infrastructure, including railroads,116 ports,117 andtelecommunications.118
China’s economic strategies, combined with the adverse impacts of other nations’ industrial
policies, pose significant threats to the U.S. industrial base and thereby pose a growing risk to
U.S. national security.

F. Strategic Materials and Printed Circuit Boards
Unlawful and otherwise unfair foreign trade practices (mostly by China) are injuring U.S.
strategic and critical material manufacturers. Predatory practices – including state-sponsored
dumping, public subsidies, and intellectual property theft – are destroying commercial productlines and markets of domestic DoD suppliers. The loss of commercial business can lead to theloss of domestic production capabilities essential to U.S. defense and essential civilian needs.
Impacted materials are widely used across multiple DoD systems and all major defense sectors(land, sea, air, and space systems).
In multiple cases, the sole remaining domestic producer of materials critical to DoD are on theverge of shutting down their U.S. factory and importing lower cost materials from the same
foreign producer country who is forcing them out of domestic production.
Without relief from unlawful and otherwise unfair trade practices, the U.S. will face a growing
risk of increasing DoD reliance on foreign sources of vital materials.
The case of printed circuit boards likewise highlights the growing risks to the industrial base.
The printed circuit board sub-sector provides the substrate and interconnects for the various
integrated circuits and components that make up an electronic system. Today, 90% ofworldwide printed circuit board production is in Asia, over half of which occurring in China; andthe U.S. printed circuit board sub-sector is aging, constricting, and failing to maintain the stateof the art for rigid and rigid-flex printed circuit board production capability.
With the migration of advanced board manufacturing offshore, DoD risks losing visibility into
the manufacturing provenance of its products as many domestic manufacturers have offshore
manufacturing facilities or relationships. In addition to the potential dissemination of design
information, many of the offshore facilities do not meet or comply with DoD quality
requirements.

5. Diminishing U.S. STEM and Trade Skills
Increasing globalization of the supply chain and a diminishing domestic manufacturing sector
are combining to create human capital gaps and erosion of American capabilities. STEM
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defense ecosystem. Skill gaps in both areas entail inherent risk, from a decline in production
capacity to decreased innovation.
From 2006 to 2016, STEM occupations experienced large job growth – 52% of occupations grewin their total number of employees – while 74% of manufacturing occupations lost jobs.119
Despite STEM occupations typically having greater educational requirements and hencedrawing from a smaller labor pool, the top 10 occupations in those fields added more workers inabsolute terms over the 2006-2016 time period than the top 10 manufacturing occupations, as
ranked by absolute job growth (Figure 21).

Figure 21: STEM-Oriented Versus Core Manufacturing-Oriented Occupations

A. Demographic Challenge
While the population of manufacturing workers is aging at the rate of baby boomers acrossindustry, the most concerning aspect of the manufacturing workers demographics is thedecrease in workers in the 35-44 age range (Figure 22). In the prime of their careers and poised
to internalize knowledge transfer from older workers, the loss of mid-career workers to othersectors poses a direct threat to the long-term viability of manufacturing. The risk thatknowledge will fail to be transferred to new entrants into the labor market is rising, particularly
in skilled production occupations, which account for over 50% of manufacturing workers.120

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Figure 22: The Demographics of Manufacturing Employment

B. Growing Cultural Bias and Strategic Rivals
Some of the most challenging aspects in the manufacturing sector are recruitment andretention. In a recent manufacturing skills gap study conducted by the Manufacturing Instituteand Deloitte, only one third of respondents indicated they would encourage their children to
pursue a career in manufacturing. Gen Y (ages 19-33 years) respondents ranked manufacturing
as their least preferred career destination.121 Yet once a candidate is hired, the struggle
continues. 79% of executives surveyed stated it is moderate to extremely challenging to findcandidates to pass screening and/or the probationary period, 122 leaving them with employees
unable to perform the work for which they were hired.
While the total number of bachelor’s degrees in the U.S. has increased steadily in the last two
decades, the number of STEM degrees conferred in the U.S. still pales compared to China.123 In
addition, the U.S. has seen an increase in students on temporary visas, many of whom would beunable to gain the security clearances needed to work in the defense ecosystem.124
Growth in advanced science and engineering degrees shows the U.S. graduating the largest
number of doctorate recipients of any individual country, but 37% were earned by temporary
visa holders125 with as many 25% of STEM graduates in the U.S. being Chinese nationals.126
As the U.S. continues to attempt progress in STEM, ongoing Chinese support and influence
continues to demonstrate strength in building a workforce of the future, while American
universities are major enablers of China’s economic and military rise.

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VI. Ten Risk Archetypes Threatening
America’s Manufacturing andDefense Industrial Base
Figure 23 catalogues the ten risk archetypes, at the firm and market level, emerging from the EO
13806 assessment. While each of the risk archetypes may be viewed in isolation, sub-sets ofrisks tend to cluster and threaten American’s manufacturing and defense industrial base.
The risk archetypes lead to a variety of negative impacts on America’s industrial base, including
reduced investment in both new capital and R&D; concomitant reductions in the rates ofmodernization and technological innovation; a loss of suppliers and potential bottlenecks acrossthe many tiers of the supply chain; and lower quality and higher prices resulting from reduced
competition.
At the production level, negative impacts also include cost inefficiencies, deferred maintenance,
reduced reliability, and increased vulnerability to counterfeit components. Across the supply
chain, these negative impacts can manifest as significant gaps in the industrial base, from singlepoints-of-failure and threatened capabilities to non-extinct and extinct capabilities. Ultimately,
these negative impacts have the potential to result in diminished readiness, decreased lethality,
insecurity of supply, program delays, and an inability to surge.
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Risk Archetype

Definition

Sole source

Only one supplier is able to provide the required capability

Single source

Only one supplier is qualified to provide the required capability

Fragile supplier

A specific supplier is financially challenged / distressed

Fragile market

Structurally poor industry economics; potentially approachingdomestic extinction

Capacity constrained supply
marketCapacity is unavailable in required quantities or time due tocompeting market demands

Foreign dependency

Domestic industry does not produce the product, or does notproduce it in sufficient quantities

Diminishing manufacturing sources& material shortages (DMSMS)

Product or material obsolescence resulting from decline in relevant
suppliers

Gap in U.S.-based human capitalIndustry is unable to hire or retain U.S. workers with the necessary skill
sets

Erosion of U.S.-based infrastructure

Loss of specialized capital equipment needed to integrate,
manufacture, or maintain capability

Product security

Lack of cyber and physical protection results in eroding integrity,
confidence, and competitive advantage

Figure 23: Ten Risk Archetypes Threatening America’s Manufacturing and Defense Industrial Base

The impacts identified by the working groups often fell into multiple risk archetypes – afinancially distressed foundry may be both a sole source and single source, as well as illustrate afragile market. In this section, we summarize illustrative examples from the working groups ineach of the risk archetypes. Additional descriptions of the impacts can be found in the sector
summaries (Appendix Two) and a full list of the nearly 300 impacts for all sixteen sectors isavailable in a classified appendix.

1. Sole Source
A sole source risk exists when only one supplier is able to provide the required capability. Solesource risk can occur at the prime level – such as one supplier capable of building nuclear
aircraft carriers – but more often sole source manifests in the sub-tier of a sector.
Reduced competition, lack of innovation, and potential single points of failure in the productionof chaff countermeasures underscore risks associated with a sole source. Chaff is composed ofmillions of tiny aluminum or zinc coated fibers stored on-board an aircraft in tubes. When an
aircraft is threatened by radar tracking missiles, chaff ejected into the turbulent wake of air
behind the plane creates confusion for the missile’s radar system. Defense unique requirements
and decreasing DoD demand drove out other suppliers, leaving one company as the only source
for chaff.
Similarly, DoD acquisition policy modifications to meet demand and surge requirements fromoverseas operations have led to capacity issues within our organic arsenals. Due to policy
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requirements, all large caliber gun barrels, howitzer barrels, and mortar tubes must be
manufactured at a specific organic arsenal. Currently, there is only one production line that
produces all these items, leading to a lack of capacity to meet current and near-term production
demands.

2. Single Source
When only one supplier is qualified to provide a required capability, single source risk exists.
The key distinction between sole source and single source is that for a single source, multiple
potential vendors may exist, but only one source is qualified to produce materials for the U.S.
Government.
Industries involved in the manufacturing of shipbuilding components were among the hardest
hit by the global shift in the industrial base over the last 20 years. Of the top ten highest
grossing industries in Navy shipbuilding, six are in the manufacturing sector. Since 2000, theseindustries experienced a combined decline of over 20,500 domestic establishments.**
Contraction of the shipbuilding industrial base has limited competition among U.S. suppliers ofNavy components and, in many cases, competition has altogether vanished, forcing the Navy torely on single and sole source suppliers for critical components.
There currently exists only one domestic source of ammonium perchlorate – a chemical widelyused in DoD propulsion systems. Foreign sources exists, but maintaining a domestic capability
is critical to national security.

3. Fragile Supplier
A fragile supplier is an individual firm that is financially challenged or distressed.
Within the rotary wing industrial base, one company illustrates the interaction of single source
risk and fragile supplier. The firm occupies a supply chain tier in the large and complex alloy
castings segment of the aircraft sector, and is a source for upper, intermediate, and sumphousing required for the manufacturing of a heavy lift platform for the Marines. In 2016, thecompany filed for bankruptcy, citing a decline in the military and commercial helicopter
market.127 Without a qualified source for these castings, the program will face delays, impeding
the DoD’s ability to field heavy lift support for Marine Corps expeditionary forces.
With the large movement of textile manufacturing to cheaper foreign markets, and fewer
domestic companies producing textiles, soldier systems such as tents and uniforms face greaterrisk. Currently, only a few domestic sources can provide the specific material requirements for
defense-specific textiles, especially for various types of highly engineered textile fibers (e.g.,** The six industries are machinery; transportation equipment manufacturing; fabricated metal products;

computer and electronic products; electrical equipment, appliance, and components.
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high-tenacity polyester, nylon 6,6, etc.). During the course of the EO 13806 assessment, thesingle supplier for high-tenacity polyester fiber used in DoD tent systems dissolved its business.
It was no longer able to compete in an increasingly competitive global fibers and textiles market,
and now the U.S. lacks a manufacturing capability for high-tenacity polyester fiber that allows
for military specification qualification.

4. Fragile Market
A fragile market occurs when domestic markets have structurally challenging economics andface a potential move toward foreign dependency. Fragile suppliers exist at the firm level,
whereas fragile markets exist across an industry or sector.
Domestic printed circuit board manufacturing struggles to compete in the global marketplace.
Since 2000, the U.S. has seen a 70% decline in its share of global production. Today, Asia
produces 90% of worldwide printed circuit boards, and half that production occurs in China. As
a result, only one of the top 20 worldwide printed circuit board manufacturers is U.S.-based.
With the migration of advanced printed circuit board manufacturing offshore, DoD risks losing
visibility into the manufacturing provenance of its electronics.
Also in the electronics sector, and ubiquitous in platforms and systems across the industrial
base, strategic radiation-hardened microelectronics have no commercial applications. These
components must be able to withstand short bursts of intense radiation and high temperaturesin order to satisfy mission requirements. Being commercially unviable creates continual risk forthis critical capability due to changing business conditions or technological obsolescence.

5. Capacity Constrained Supply Market
Capacity constrained supply markets arise where necessary capacity is unavailable in required
quantities or time due to competing commercial market demands or insufficient defense specificcapacity.
ASZM-TEDA1 impregnated carbon, a defense-unique material provided by a single qualified
source, is subject to a single-point-of-failure and demonstrates a capacity constrained supply
markets. A lack of competition with other potential sources precludes assurances for best
quality and price. While ASZM-TEDA1 is used in 72 DoD chemical, biological, and nuclear
filtration systems, the current sourcing arrangements cannot keep pace with demand.
The high operational tempo of the Navy in recent years, along with a lack of steady funding for
maintenance and modernization, has resulted in a backlog of repair work across the nuclear andnon-nuclear fleet. Coupled with increases in new ship construction, many suppliers areexperiencing a shortfall in their capacity to perform work and manufacture products. The
increased demand creates pressure on already-aging production equipment and could
necessitate additional hiring in highly specialized fields, where it is often difficult to find suitable
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candidates. Technical requirements for new ships, a large volume of mid-life availabilities, anda general lack of investment by industry in new dry-dock capacity will create a significant
constraint for completing Navy ship maintenance. The combination of limited suppliers and anincrease in workload could increase cost and potentially create schedule slips, impacting our
Warfighting capability.

6. Foreign Dependency
Foreign dependency risk arises when domestic industry does not produce the item, or does notproduce it in sufficient quantities. Not all foreign dependency is equal – the cases here illustratedependency on both competitors and allies.
China is the single or sole supplier for a number of specialty chemicals used in munitions andmissiles. In many cases, there is no other source or drop-in replacement material and even incases where that option exists, the time and cost to test and qualify the new material can beprohibitive – especially for larger systems (hundreds of millions of dollars each).
Single foreign sources of unique and proprietary carbon fibers from Japan and Europe represent
considerable DoD supply chain vulnerabilities. A sudden and catastrophic loss of supply would
disrupt DoD missile, satellite, space launch, and other defense manufacturing programs. In
many cases, there are no substitutes readily available. Replacing a carbon fiber factory is very
expensive and time consuming. Of similar concern is the uncertainty of qualifying replacement
suppliers and significant resource requirements.
U.S. military “night vision” systems are enabled by an image intensifier tube, a vacuum sealed
tube that amplifies a low light-level scene to observable levels. The U.S. is reliant on a German
supplier for the image intensifier tube core glass, a DoD-unique product with low demandcompared to commercial glass production. While the German supplier manufactures the core
glass in batches every few years to replenish a U.S. buffer stock, we still lack a domestic supplier,creating vulnerability in the night vision supply chain.

7. Diminishing Manufacturing Sources and Material Shortages
Diminishing manufacturing sources and material shortages risk is associated with obsolescencethat may result from the decline in relevant suppliers.
In 2017, a semiconductor chip foundry used in a voltage control switch (used in all DoD missiles
systems) was purchased by another foundry. A 5th tier supplier, the voltage control switch
company notified its next tier customer of the foundry closing and received an end-of-life buy
order for what was considered enough supply to allow time to qualify a replacement voltage
control switch. DoD was not informed of the issue or consulted on the end-of-life quantity until
the opportunity to stockpile had passed, at which point it became evident that the end-of-life
buy, intended to last 3-5 years, would only last 6 months, putting U.S. missile systems at risk.
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Trusted foundries, obsolescence, diminishing manufacturing sources and material shortages,
and counterfeit issues are common to the broad defense electronics sector and prevalent for
current and future radar systems, as well as systems in sustainment. One logistics center within
the organic base identified over 4,000 diminishing manufacturing sources and material
shortages items for just the radars maintained at that particular base. In addition tosustainment issues, the military is highly dependent upon the commercial sector for technology
maturation, but the commercial sector is driven by revenue and high volume technology
demands so development of technology for military use is not always feasible.

8. Gaps in U.S.-based Human Capital
When industry or the government is unable to hire or retain U.S. workers with the skills sets, orcapabilities, needed to support the industrial base, gaps in U.S.-based human capital arise.
In December 2017, a survey of 662 manufacturing companies conducted by the National
Association of Manufacturers found the inability to attract and retain a quality workforce the top
business challenge, cited by 72.9% of respondents. To address this workforce challenge, 66% ofrespondents said they are increasing the workload of their existing employees. 34.4% statedtheir company had been unable to take on new business and had lost revenue opportunities
because of the inability to attract and retain workers.128 Given the number of manufacturers
who exist in the supply chain of the industrial base, these numbers are significant.
The industrial base consistently competes with commercial industry for STEM talent, and theeducation pipeline is not providing the necessary resources to fully meet current or future
demands in the commercial sector and defense ecosystem, such as software design engineers
and biophysicists. In addition, the trade skills gap affects a wide range of occupations (e.g.,industrial machinery mechanics and welders) which could have potentially significant impacts
on production of critical defense-related materials, vehicles, and machinery, as well as othergoods and services necessary to supply our nation's armed forces.

9. Erosion of U.S.-Based Infrastructure
The loss of specialized capital equipment needed to integrate, manufacture, or maintain acapability creates erosion of U.S.-based infrastructure.
A largely niche market, the chemical, biological, radiological, and nuclear sector relies heavily on
DoD procurements for sustainability. One of the organic bases that provides chemical,
biological, radiological, and nuclear technology lacks a sustainable workload, degrading
readiness by creating a capabilities response lag time, increasing labor rates, and threatening
critical manufacturing capabilities. Gaps in this sector can result in limited or non-existentdomestic supply of critical protection for the Warfighter against specific threats.

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Organic base depots are working capital funded activities and are required to reinvest andrecapitalize equipment and facilities through their rate structure. While DoD’s budget replaces
and refurbishes plant equipment, and statute and policy direct follow-through onrecapitalization, infrastructure investments have not been adequate often due to sensitivity torate increases. Without significant future investment, the organic base will remain challenged
by outdated equipment, tooling, and machinery. The erosion of organic infrastructure continues
to impact turnaround time and repair costs of newly fielded weapon systems, reducing
inventory, decreasing operational readiness, and impacting future deployment schedules.

10.

Product Security

A lack of cyber and/or physical protection creates risk in product security, resulting in an
erosion of integrity, confidence, and competitive advantage.
For example, one Chinese manufacturer accounts for 70% of the commercial unmanned aerial
system market, including a dominance in the small unmanned aerial system subsector.
Recently, due to concerns around security of the software associated with the platform, the U.S.
Army issued a memo to cease use of applications created by the manufacturer.129
The defense manufacturing supply chain flows goods and critical supporting information
through multiple organizations of varying size and sophistication to transform raw materials
into components, subassemblies, and ultimately finished products and systems that meet DoD
performance specifications and requirements. These supply chain operations rely on an infinite
number of touch points where digital and physical information flows through multiple networks– both within and across many manufacturers’ systems. In today’s digitized world, every one ofthese supply chain touch points represents a potential product security risk.
According to private sector reports, in 2014 manufacturers received the greatest volume oftargeted cyber-attacks of all industries globally,130 primarily for espionage purposes,131 although
an increasing number of sophisticated cyber-espionage campaigns attempted to alter the
automation of physical processes on manufacturing lines. The Department of Homeland
Security reported in 2015 that the critical manufacturing sector reported the highest number ofattacks on industrial control systems of any critical infrastructure sector, nearly twice the 2014
level. Since then, numerous threats have emerged with the potential to cause major disruption
in manufacturing operations.

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VII. A Blueprint for Action
President Trump’s historic EO 13806 provided DoD and its interagency partners a unique
opportunity to assess the manufacturing and defense industrial base – one of the most criticalassets to our national security. The work conducted by the over 300 members of the DoD-led
Interagency Task Force lays the groundwork for important actions, mitigations, and ongoing
monitoring that will result in America’s ability to continue supporting a secure, robust, resilient,and ready industrial base.

Current Efforts
The DoD-led Interagency Task Force recognizes and supports ongoing efforts to address thechallenges identified in the EO 13806 assessment, including:

Increased near-term DoD budget stability with the passage of the Bipartisan Budget Act
of 2018, providing stable funding through FY2019

Modernization of the Committee on Foreign Investment in the U.S. and investigations
under Section 301 of the Trade Act of 1974 into Chinese intellectual property theft, tobetter combat Chinese industrial policies targeting American intellectual property

Updates to the Conventional Arms Transfer policy and unmanned aerial systems export
policy to increase U.S. industrial base competitiveness and strengthen international
alliances

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Reorganization of the former Office of the Under Secretary of Defense for Acquisition,
Technology and Logistics, the work of the “Section 809 panel,” and development of theadaptive acquisition framework all aim to streamline and improve defense acquisition
processes



Restructuring the Defense Acquisition University to create workforce education andtraining resources that will foster increased agility in acquisition personnel

Response to Section 1071(a) of the National Defense Authorization Act for FY2018 which
requires establishing a process for enhancing the ability to analyze, assess, and monitor
vulnerabilities of the industrial baseCreation of a National Advanced Manufacturing Strategy by the White House Office of
Science and Technology Policy, focused on opportunities in advanced manufacturing








Department of Labor’s chairing of a Task Force on Apprenticeship Expansion to identify
strategies and proposals to promote apprenticeships, particularly in industries where
they are insufficient
DoD’s program for Microelectronics Innovation for National Security and Economic
Competitiveness to increase domestic capabilities and enhance technology adoption
DoD’s cross-functional team for maintaining technology advantage
Implementation of a risk-based methodology for oversight of contractors in the National
Industrial Security Program, founded on risk management framework principles toassess and counter threats to critical technologies and priority assets

Future Efforts and Recommendations
The Secretary of Defense strongly recommends the President sign an Executive Order directing
DoD, and the Secretaries listed below, to promptly implement the proposed recommendations
based on the EO 13806 assessment, submitted herein. Of the nearly 300 risks identified by theworking groups across 16 sectors, the recommendations provided below and in the classified
Action Plan address risks determined to currently be of critical importance, and propose
actionable and reasonable mitigations. Each of the Secretaries will provide a status on
implementation within 180 days of execution of the Executive Order.

Secretary of Defense
DoD recommendations are provided below and in a classified Action Plan. The
recommendations include:

Create an industrial policy in support of national security efforts, as outlined in the
National Defense Strategy, to inform current and future acquisition practices
Expand direct investment in the lower tier of the industrial base through DoD’s Defense
Production Act Title III, Manufacturing Technology, and Industrial Base Analysis andSustainment programs to address critical bottlenecks, support fragile suppliers, andmitigate single points-of-failure
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UNCLASSIFIEDDiversify away from complete dependency on sources of supply in politically unstablecountries who may cut off U.S. access; diversification strategies may include
reengineering, expanded use of the National Defense Stockpile program, or qualificationof new suppliersWork with allies and partners on joint industrial base challenges through the National
Technology Industrial Base and similar structures

Modernize the organic industrial base to ensure its readiness to sustain fleets and meet
contingency surge requirements

Accelerate workforce development efforts to grow domestic STEM and critical tradeskills

Reduce the personnel security clearance backlog through more efficient processes

Further enhance efforts exploring next generation technology for future threats

Secretary of EnergySubmit legislative proposal for FY2020 to establish an Industrial Base Analysis andSustainment program to address manufacturing and industrial base risk within theenergy and nuclear sectors.

Secretary of Labor
Work with the Departments of Defense, Education, and Commerce to determine criticalmanufacturing and defense industrial base occupations and their corresponding
definitions in the 2018 Standard Occupational Classification System. Using historical
data from the Bureau of Labor Statistics and demand data gathered from industry,
determine specific occupations to target for current and future pipeline growth (e.g.
systems engineers, computer numerically controlled tool operators, welders) and:ooAssess potential incentives to recruit and retain workers to enter and/or stay in theindustrial base, such as tuition reimbursement.
Create or foster comprehensive training and education programs in coordination
with federal, state, academic, and local sponsors.

Work with states to reduce occupational licensing barriers preventing qualified workers
from quickly and efficiently meeting needs in other regions, thereby aiding geographic
movement of individuals possessing critical skills to areas in need of human capital for
production and maintenance (e.g. shipyards, depots, and production plants).

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UNCLASSIFIEDAPPENDICES

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Appendix One: Executive Order
13806
ASSESSING AND STRENGTHENING THE MANUFACTURING AND DEFENSE
INDUSTRIAL BASE AND SUPPLY CHAIN RESILIENCY OF THE UNITED STATES
By the authority vested in me as President by the Constitution and the laws of the United States ofAmerica, it is hereby ordered as follows:
Section 1. Policy. A healthy manufacturing and defense industrial base and resilient supply chainsare essential to the economic strength and national security of the United States. The ability of theUnited States to maintain readiness, and to surge in response to an emergency, directly relates tothe capacity, capabilities, and resiliency of our manufacturing and defense industrial base andsupply chains. Modern supply chains, however, are often long and the ability of the United States
to manufacture or obtain goods critical to national security could be hampered by an inability toobtain various essential components, which themselves may not be directly related to national
security. Thus, the United States must maintain a manufacturing and defense industrial base andsupply chains capable of manufacturing or supplying those items.
The loss of more than 60,000 American factories, key companies, and almost 5 million
manufacturing jobs since 2000 threatens to undermine the capacity and capabilities of UnitedStates manufacturers to meet national defense requirements and raises concerns about the health59

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of the manufacturing and defense industrial base. The loss of additional companies, factories, orelements of supply chains could impair domestic capacity to create, maintain, protect, expand, or
restore capabilities essential for national security.
As the manufacturing capacity and defense industrial base of the United States have been
weakened by the loss of factories and manufacturing jobs, so too have workforce skills importantto national defense. This creates a need for strategic and swift action in creating education andworkforce development programs and policies that support job growth in manufacturing and thedefense industrial base.
Strategic support for a vibrant domestic manufacturing sector, a vibrant defense industrial base,and resilient supply chains is therefore a significant national priority. A comprehensive evaluationof the defense industrial base and supply chains, with input from multiple executive departments
and agencies (agencies), will provide a necessary assessment of our current strengths andweaknesses.
Sec. 2. Assessment of the Manufacturing Capacity, Defense Industrial Base, and Supply Chain
Resiliency of the United States. Within 270 days of the date of this order, the Secretary of
Defense, in coordination with the Secretaries of Commerce, Labor, Energy, and Homeland
Security, and in consultation with the Secretaries of the Interior and Health and Human Services,
the Director of the Office of Management and Budget, the Director of National Intelligence, theAssistant to the President for National Security Affairs, the Assistant to the President for Economic
Policy, the Director of the Office of Trade and Manufacturing Policy, and the heads of such otheragencies as the Secretary of Defense deems appropriate, shall provide to the President an
unclassified report, with a classified annex as needed, that builds on current assessment andevaluation activities, and:(a) identifies the military and civilian materiel, raw materials, and other goods that are essential
to national security;(b) identifies the manufacturing capabilities essential to producing the goods identified pursuant
to subsection (a) of this section, including emerging capabilities;(c) identifies the defense, intelligence, homeland, economic, natural, geopolitical, or othercontingencies that may disrupt, strain, compromise, or eliminate the supply chains of goods
identified pursuant to subsection (a) of this section (including as a result of the elimination of, or
failure to develop domestically, the capabilities identified pursuant to subsection (b) of thissection) and that are sufficiently likely to arise so as to require reasonable preparation for theiroccurrence;(d) assesses the resiliency and capacity of the manufacturing and defense industrial base andsupply chains of the United States to support national security needs upon the occurrence of thecontingencies identified pursuant to subsection (c) of this section, including an assessment of:(i) the manufacturing capacity of the United States and the physical plant capacity of the defense
industrial base, including their ability to modernize to meet future needs;(ii) gaps in national-security-related domestic manufacturing capabilities, including nonexistent, extinct, threatened, and single-point-of-failure capabilities;(iii) supply chains with single points of failure or limited resiliency, especially at suppliers thirdtier and lower;
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UNCLASSIFIED(iv) energy consumption and opportunities to increase resiliency through better energy
management;(v) current domestic education and manufacturing workforce skills;(vi) exclusive or dominant supply of the goods (or components thereof) identified pursuant tosubsection (a) of this section by or through nations that are or are likely to become
unfriendly or unstable; and(vii) the availability of substitutes for or alternative sources for the goods identified pursuant tosubsection (a) of this section;(e) identifies the causes of any aspect of the defense industrial base or national- security-related
supply chains assessed as deficient pursuant to subsection (d) of this section; and(f) recommends such legislative, regulatory, and policy changes and other actions by the
President or the heads of agencies as they deem appropriate based upon a reasoned assessment thatthe benefits outweigh the costs (broadly defined to include any economic, strategic, and national
security benefits or costs) over the short, medium, and long run to:(i) avoid, or prepare for, any contingencies identified pursuant to subsection (c) of this section;(ii) ameliorate any aspect of the defense industrial base or national-security- related supply
chains assessed as deficient pursuant to subsection (d) of this section; and(iii) strengthen the United States manufacturing capacity and defense industrial base andincrease the resiliency of supply chains critical to national security.
Sec. 3. General Provisions. (a) Nothing in this order shall be construed to impair or otherwise
affect:(i) the authority granted by law to an executive department or agency, or the head thereof; or(ii) the functions of the Director of the Office of Management and Budget relating tobudgetary, administrative, or legislative proposals.
(b) This order shall be implemented consistent with applicable law and subject to the availabilityof appropriations.
(c) This order is not intended to, and does not, create any right or benefit, substantive orprocedural, enforceable at law or in equity by any party against the United States, its departments,
agencies, or entities, its officers, employees, or agents, or any other person.
DONALD J. TRUMP
THE WHITE HOUSE,
July 21, 2017.

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Appendix Two: Sector Summaries
Each of the working groups provided a summary of their respective sector in the following
pages, including explanations of impacts the risk archetypes have on their sector’s ability tosupport national security. The sector summaries focus on prime suppliers; information
regarding risk below the prime tier is available for some sectors in the classified annex.

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Traditional Defense Sectors
Aircraft Sector

Aircraft includes fixed wing, rotorcraft, and unmanned aerial systems required for air-to-air andair-to-ground military operations and transport. Fixed wing aircraft include fighters, bombers,cargo, transportation, and any manned aircraft that use a set of stationary wings to generate lift
and fly. DoD rotorcraft operate in harsh battlefield environments, requiring robust, advanced
capabilities and systems. Unmanned aerial systems include the necessary components,
equipment, network, and personnel to control an unmanned aircraft; in some cases, unmanned
aerial systems also include a launching element.
While large airframes and subsystems rely heavily on commercial technologies, processes, andproducts, defense-unique design and manufacturing skills are needed to meet the requirementsof military weapon systems, produce next-generation aircraft, and maintain technologicaladvantage. Six companies provide the majority of aircraft platforms and possess the full rangeof capabilities to bring a new weapon system from the research, design, and development phases
into full production.
The rotorcraft industry consists of two major segments: defense and commercial. The mission
and capability requirements between the two segments are substantially different. Whilemilitary rotary wing funding peaked in 2011 and has since declined by over 40%, it is projected
to increase again due to programs including Future Vertical Lift. The funding levels for the last
decade have been historically high due to the high operational tempo and utilization in theater.
Diverse and complex, the unmanned aerial systems industry ranges from bird-size (classified asGroup I) to 100+ foot wingspans (Group V) and includes both unmanned and manned-withautonomy. The industry supporting unmanned aerial system production is wide-ranging and ina state of rapid transition, as civil end-users overtake military-specific users, with a significant
shift in market development and production of small to medium-sized platforms (Groups I-III)
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from U.S. sources to those based in China. As current conflicts wind down, there will be a
reduction in planned military buys and more focus on evolving systems that can survive in an
Anti-Access Areal Denial or defended airspace.
All three aircraft sub-sectors face challenges, including long product/system development
timelines, high development and qualification costs, and production limitations. During the
1990s, a dramatic decline in aircraft procurement led to consolidation of prime suppliers in the
sector. Consolidation continues today and has expanded into the sub-tiers of the supply chain,creating additional risks for single or sole source vendors. In addition, the sector is experiencing
a shortage of workers with critical hardware and software design capabilities due to large
retirement populations, limited platform knowledge transfer opportunities, and skyrocketing
demand for software engineers outstripping supply in multiple product line sectors.

Case Studies: Aircraft Sector Impacts on National Security
Gaps in the aircraft sector directly reduce domestic capability to produce and field a fleet
capable of providing superior offensive and defensive capabilities against adversaries. The
case studies included below illustrate how trends in workforce, industry consolidation, andindividual company risk impact the quality and quantity of U.S. military aircraft.
Aircraft Design and Engineering Human Capital
Defense-unique design skills are required to spur innovation and enable revolutionary
platform development. Current modernization programs help sustain important capabilities
but do not provide enough opportunities to maintain skills to dominate major design and next
generation development work. With the approaching end of several advanced development
programs, an absence of new requirements in the next five to seven years, and increasing
numbers of retirees with critical experience, the industrial base workforce faces a shortage ofcritical design capabilities. Maintaining innovation becomes nearly impossible while facing
the constant threat of skilled aerospace, mechanical, electrical, and software engineers leaving
the workforce and not passing along critical knowledge of next-generation technologies andfifth/sixth generation enabling capabilities to new employees. Another endemic workforce
weakness experienced across much of the aircraft sector is the original equipment
manufacturers’ inability to maintain innovation and design skill development due to a lack ofconsistent R&D funds.
Each subsector faces distinct challenges. In the fixed wing sector, keeping design teams active
for next generation tactical air support fighters may become an issue because industry will notsee a new program starts until the F-X and F/A-XX programs begin to take shape.
Compounding this issue, most current tactical air support design engineering teams have
employees at or near retirement age. Industry is working closely with the Defense Advanced
Research Projects Agency on the Penetrating Counter Air and Next Generation Air
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Dominance programs, efforts that will set the stage for next generation fighter aircraft
capabilities and survivability and provide current teams with new design work, through which
older employees can transfer unique skills and knowledge to the next generation.
Impacts of Limited Innovation
Without design competition, DoD will see limited innovation, increased cost, and additionaltime added to new starts. Production capacity could also become a concern as legacy
programs end (F-15, F-16, & F-18) and production lines close. The facilities where these lines
are located will likely be refitted for other purposes and space will be occupied with newworkload or closed. If this occurs, it will have a limiting effect on industry's ability to surge
production in the future. In rotorcraft, twelve legacy platforms are currently in production orsustainment and three are in engineering, manufacturing, and development. There have been
no clean sheet program starts through production since 1983. As decisions on the Future
Vertical Lift program are delayed, industry design teams and other industrial capabilities
could be at risk. In unmanned aerial systems, only the MQ-25 is in engineering,
manufacturing, and development, with limited public new design on the horizon. As timegoes on, design teams could be in jeopardy, with domestic producers of smaller classunmanned aerial systems experiencing a shrinking market share.
Large, Complex Alloy Castings
There are currently four suppliers with the capability to manufacture large, complex, single
pour aluminum and magnesium sand castings. These suppliers face perpetual financial risk
and experience bankruptcy threats and mergers mirroring the cyclicality of DoD acquisition.
The single qualified source for the upper, intermediate, and sump housing for a heavy lift
platform for the Marines has experienced quality issues and recently went throughbankruptcy proceedings. Without a qualified source for these castings, the program will facedelays, impeding the U.S. ability to field heavy lift support to Marine Corps expeditionary
forces.

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Chemical, Biological, Radiological, and Nuclear Sector

Chemical, biological, radiological, and nuclear encompasses capabilities through science,engineering, testing, and logistics to create products that provide protection from threats andattacks.
The DoD Chemical and Biological Defense Program’s mission is to enable the Warfighter andfirst responders to deter, prevent, protect, mitigate, respond, and recover from chemical,
biological, radiological, and nuclear threats and effects as part of a layered, integrated defense.
To support this mission, the Chemical and Biological Defense Program industrial base sustains
the capabilities needed to support the three strategic readiness goals: 1) equip the force tosuccessfully conduct military operations to prevent, protect, and respond to chemical, biological,
radiological, and nuclear threats and effects; 2) develop new capabilities to counter emerging
chemical, biological, radiological, and nuclear threats; and 3) maintain industrial capabilities in
the form of workforce, infrastructure, testing, R&D, and manufacturing to achieve current andfuture National Security Strategy requirements.
The sector is composed of commercial and organic industry of all sizes to meet the Chemical andBiological Defense Program mission. It is also a niche market heavily dependent upon DoD
procurements for sustainability and defined by the engineering, testing, logistics, andproduction capabilities to meet the following technical areas: medical countermeasures toaddress chemical, biological, radiological, and nuclear and emerging infectious diseases andthreats through vaccines and antidote treatments; protection for the Warfighter throughrespirators, masks, decontamination kits, etc.; contamination avoidance through development
and use of sensors, monitors, and detectors; guardian systems to provide support for first
responders; and information systems that consist of integrated early warning, hazard prediction
models, consequence management, and decision support tools. The 2017 National Security
Strategy indicates the importance of the sector as it provides critical capabilities to counter

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hostile states and terrorist groups increasingly trying to acquire nuclear, chemical, radiological,
and biological weapons.

Case Studies: CBRN Sector Impacts on National Security
The case studies below illustrate how a capacity-constrained supply market, structurally poor
industry economics, and the erosion of U.S.-based infrastructure create gaps in the sector that
may lead to limited or non-existent domestic supply of capabilities to protect the Warfighter
against current and future threats.
ASZM-TEDA1
ASZM-TEDA1 impregnated carbon is a defense-unique material provided by a single qualified
source, subject to a single-point-of-failure. A lack of competition with other potential sources
precludes assurances for best quality and price. While ASZM-TEDA1 is used in 72 DoD
chemical, biological, and nuclear filtration systems, the current sourcing arrangements cannot
keep pace with demand. DoD is using Defense Production Act Title III authorities to establish
an additional source of this critical material.
Organic Base Arsenal
Inconsistent workload and future projections degrade the ability to sustain current
capabilities and to develop capabilities for future requirements at an organic arsenal in
support of Joint Forces readiness requirements. The difficulty in providing a sustainable
workload to this organic production base negatively impacts the ability to retain and develop
human capital, increases overhead costs, and limits the ability to surge or respond quickly to
Chemical and Biological Defense Program requirements. In addition, the sustainment of the
production facility in providing low volume legacy components and end items is vital.

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Ground Systems Sector

Ground systems provide defense unique products for mobility and firepower, and are divided
into tracked and wheeled vehicles for combat, combat support, and combat service support.
The ground systems sector is defined by a small set of prime suppliers engaged solely in
production for both tracked and wheeled vehicles. There are two main suppliers for tracked
tactical vehicles – one supplier specializing in steel fighting vehicles and another specializing
mostly in aluminum armored vehicles. Wheeled combat service support vehicles are considereda defense-unique product, but the industrial base supporting this subsector is highly dependent
on commercial automotive technology and production capabilities. Two domestic suppliers
dominate tactical wheeled vehicle manufacture, but there are multiple qualified vendors for the
repair, refurbishment, and modifications business.
There are only a few active programs within various development phases for legacy systems in
the tracked vehicles subsector, including armored multi-purpose vehicles; amphibious assault
vehicles; M1A1/ M1A2 vehicles; M109 vehicles; and armored tank retriever variants. The
ground systems sector followed a strategy of incremental adoption of new technologies on legacy
designs to maintain or modify current ground systems, allowing the military to defer the longschedules and high costs of new programs. However, this resulted in a generation of engineers
and scientists that lack experience in conceiving, designing, and constructing new,technologically advanced combat vehicles.
Many current wheeled tactical vehicle fleets are in the middle of their lifecycles, which are
generally planned for 20 years with a rebuild at the ten year mark, but this can vary withutilization. The existing vehicle fleets are healthy, as increased production has lowered theaverage age of the platforms, and Overseas Contingency Operations maintenance funding
allowed for rebuilds and modifications to be applied at the same time. Advances in technology

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and engineering innovation led to improvements in existing equipment, prolonging vehicle
service life and increasing the capability of legacy vehicles.
Opportunities for new work, modernization, and recapitalization are important to keep prime
suppliers competitive. The Army is preparing two programs that will provide much needed
work to exercise design skills in the wheeled vehicle industrial base: 1) development of a
replacement medium tactical vehicle; and 2) the Mobile Protected Firepower to design and fielda more lethal armored fighting vehicle.
Fragility exists in the sector for systems with long lifecycles and equipment not used in ongoing
combat operations or training. As a result, a lack of steady orders for vehicles leads prime
vendors and their suppliers to reduce excess capacity in labor and facilities, leaving the groundsystems sector at risk of not meeting service and combatant command requirements formodern, new, and additional equipment that can dominate the battlefield. Industrial facilities
are not readily available to produce, the workforce is limited, and competition for common
supply chain products and other materials would require prioritization across the groundvehicle supply chain as well as across services.

Case Studies: Ground Vehicle Sector Impacts on National Security
The following case studies illustrate how gaps in the ground vehicle sector directly reduce
capabilities to maintain a forward military presence needed to deter and defeat any adversary,and adapt to new strategies and techniques of battle.
Wrought Aluminum Plate Production Capacity
Wrought aluminum plate, and specifically cold-rolled plate, is essential for armoring U.S.
ground combat vehicles, constructing Navy ships, and building military aircraft. Unlike othermore common forms of rolled aluminum materials, thick cold-rolled aluminum production
capabilities and capacities are unique. DoD relies on domestic producers as well ascapabilities available from ally countries in Europe. Due to U.S. Government budget
uncertainties, unpredictable DoD demand, and other commercial market factors, the defense
industrial base can face challenges when trying to balance diverse demands for cold-rolled
plate production capacity while also informing long-term internal capital investment
decisions. Other challenges facing the domestic industrial base include the effects of foreigncompetition. Under certain circumstances, the defense industrial base could potentially face
production bottlenecks during a future surge in DoD requirements.
Manufacture of Gun Barrels, Howitzer Barrels, and Mortar Tubes
Legislation and DoD industrial policy requires DoD to manufacture all large caliber gun
barrels, howitzer barrels, and mortar tubes at one organic DoD arsenal. There is only one
production line at the arsenal for all of these items, and policy modifications to meet demand
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and surge from overseas have led to a lack of capacity to meet current production
requirements.
Capacity Shortfall for Future Armored Brigade Combat Team Goals
Over 80% of Army and Marine Corps combat vehicle production consolidated to one
manufacturer at one assembly facility. Almost none of these vehicles have ever been
completely manufactured at this facility. None have been manufactured simultaneously andthe facilities capacity to support simultaneous manufacture is currently under examination.

Munitions and Missiles Sector

Munitions include ‘dumb’ bombs, ammunition, mortars, and tank rounds, etc., and missiles
include ‘smart’ bombs, tactical (air-to-air, air-to-ground, surface-to-air, cruise) missiles, missile
defense, and strategic missiles. The sector is primarily defense-unique and is subject to wartime
needs – procurement ramps up during wartime and reduces when conflict ends. The market isdefined by this conflict-reliant pattern, creating significant management and viability challenges
for suppliers and their sub-tiers.
The missile sector has undergone significant consolidation in the past several decades. Two of
the five prime contractors account for roughly 97% of DoD’s missile procurement funding. As of
the writing of this report, one of the prime contractors is attempting to acquire another prime.
There are currently only two domestic suppliers for solid rocket motors used in the majority of
DoD missile systems, with a single foreign supplier making up the balance.
Over the past two decades, DoD has fielded no completely new tactical missile designs. New
programs have been upgrades to existing systems, but there have been no solid rocket motor
improvements. The sector is also suffering a post-drawdown decline in procurement, resulting
in loss of critical design and production skills. However, two new tactical missile programs are
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entering development and, if they continue, will provide needed work to exercise the tacticalmissile industrial base design skills – the Advanced Anti-Radiation Guided Missile Extended
Range and Long Range Precision Fires. There is also one new strategic missile program,
Ground Based Strategic Deterrent, the LGM-30G Minute Man III Inter-Continental Ballistic
Missile replacement. Numerous demonstration and validation programs have been funded overthe past several years by the Ground Based Strategic Deterrent program, providing some design
work to industry, particularly to the large solid rocket motor industrial base.
The ammunition and munitions base is critical to the life cycle management of more than 650
programs, over 1,200 end items, and over 1,300 components. Efficiencies in contracting andcost effectiveness have been gained with the Army as the Single Manager for Conventional
Ammunition for all Services, including procurement from both organic and private sector
suppliers. Private sector suppliers, the majority of which are domestic, are of crucial importanceto conventional munitions production – which does not include missiles. Historically, 70-75%
of procurement funding for munitions has been directed toward the private sector.

Case Studies: Munitions and Missiles Sector Impacts on National Security
Gaps in munitions and missiles directly reduce the U.S. capability to deliver kinetic effects
against adversaries. The case studies below illustrate how risks have hampered U.S. mission
goals in recent years, as well as the impact to immediate and long term U.S. wartime
capabilities.
Silicon Power Switch
In 2017, the issue with the most impact was the obsolescence of a voltage controlled switchfrom a sub-tier supplier. The switch is used in electronic safe and arm devices, electronic
ignition devices, and flight termination systems for all DoD missiles. The semiconductor chipfoundry used in the voltage control switch was purchased by another foundry. A 5th tiersupplier, the voltage control switch company notified their next tier customer of the foundryclosing and received an end-of-life buy order for what was considered enough supply to allow
time to qualify a replacement voltage control switch. DoD was not informed of the issue or
consulted on the end-of-life quantity until two years after the event occurred. At that point, it
became evident that the end-of-life buy, which was supposed to last 3-5 years, would only last
6 months. This left insufficient time to develop, test, integrate, and qualify the new switch
before the old switches were depleted. Until new switches are qualified, affected DoD missile
systems are at risk.
Advanced Medium Range Air-to-Air Missiles (AMRAAM)
After years of production, the supplier of the solid rocket motor for the Advanced Medium
Range Air-to-Air missile encountered technical production issues. Subject matter experts
from the government and industry were unable to determine the cause, leading to a
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temporary work stop and potential loss for a critical solid rocket motor supplier. To keep theAdvanced Medium Range Air-to-Air missile production line moving, the prime contractor forthe missile pursued an alternative source for the solid rocket motor, and selected a Norwegiancompany to produce a new solid rocket for the missile.
Explosives Demand at Holston Army Ammunition Plant (HSAAP)
A government-owned, contractor operated facility is the only domestic source for most DoD
explosives, and it can only produce 9 million pounds of a key DoD explosive per year. In early
FY 2016, demand for this explosive for bomb fills abruptly increased to levels not seen in
decades and the facility did not have sufficient capacity to meet demand. Foreign sourceswere not able to materially mitigate the capacity shortfall. A study determined that thefacility’s capacity would continue to be stressed for the foreseeable future, so a mitigation plan
to increase capacity is being implemented at a cost of $500 million and with an estimatedcompletion date of 2023.

Nuclear Matter Warheads Sector

The U.S. nuclear deterrent is a lynchpin in our defense planning and that of our allies andadversaries. Nuclear weapons are designed and produced to meet an “Always/Never” standard:
1. They must always work when authorized by proper authority, and
2. They must never work in any situation or environment (normal, abnormal, or
adversarial) without authorization by proper authority.
Supply chain availability and integrity is crucial to achieving the “Always/Never” standard, but
an increasing set of risks threaten the integrity of the enterprise. A summary is provided below,
while a classified version of this report provides further details.

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Major Risks: Nuclear Matter Warheads Sector
Skilled, Clearable Workforce
The U.S. faces a diminishing supply of clearable labor with the advanced education andtraining necessary for designing, producing, and stewarding nuclear weapons. The primarysource of that labor, U.S. colleges and universities, generate insufficient U.S. citizen graduatesin the STEM areas relevant to the nuclear enterprise. The U.S. also lacks labor with important
trade skills, including welders. Additional challenges due to clearance requirements greatly
reduce the available pool of labor.
Microelectronics/Electronic Components
Nuclear warheads depend on trusted sources of microelectronics and electronics. Because thesupply chain is globalized and complex, it is challenging to ensure that finished assemblies,
subsystems, and systems exclusively leverage trusted, discrete components due todiminishing U.S.-based microelectronic and electronic manufacturing capability.
Critical Materials
Various sole source materials, addressed through the Nuclear Posture Review, are unavailable
through trusted sources in sufficient quantities to ensure a robust and independent nuclear
capability throughout the weapons lifecycle. The problem is exacerbated by policies andrequirements that either limit or place restrictions on procurement options, e.g., life of
program buys.
Software Systems/Applications
Lack of trusted sources of software design tools, data management systems, manufacturingexecution, and facility controls introduce risk to the nuclear weapons engineering
environment. This problem is exacerbated by poor cybersecurity practices by many key
software vendors.
Analytical and Test Equipment
Given current nuclear weapons test restrictions, specialized analytical and test equipment isessential to ensure the “Always/Never” standard of nuclear weapon performance.
Components, subsystems, and systems must be tested to unique qualification standards, but
the supplier base for certain test equipment is increasingly globalized and not trusted, leading
to uncertainty in testing.

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Radar and Electronic Warfare Sector

Military radars and electronic warfare systems play a significant role in meeting our national
security objectives. Radar is essential to detecting the presence, direction, distance, and speedof targets such as aircraft, ships, and weapons, and for controlling flight and weaponry.
Detection is achieved by transmitting electromagnetic waves that are then reflected off objects
and return back to the receiver. Required to operate in the harshest environments in order tosupport combat operations, military radar system requirements are often more stringent thanthose imposed on commercial systems. Radar systems have many applications and can even be
used to detect slight changes to surfaces over time – allowing such capability as detection of
footprints of shallow depth. Recent technological advances have enabled the rise of theSynthetic Aperture Radar, which leverages signal data processing to integrate radar returns overtime as a radar system moves, and is used for search and rescue, target
search/acquisition/identification/tracking, and weapons engagement. Synthetic Aperture
Radar capabilities have become a game changer for state of the art and next generation radarsystems and platforms.
Electronic warfare systems continue to become a more integral element of military weapon
systems. Electronic warfare refers to military action involving the use of electromagnetic energy
and directed energy to control the electromagnetic spectrum or to attack the enemy. The
purpose is to deny the opponent the advantage of, and ensure friendly unimpeded access to, theelectromagnetic spectrum; it includes capabilities for electronic attack, electronic support, andelectronic protection. The systems are dependent upon technologies similar to those found inradar systems, including receivers and transmitters, and include countermeasure technologies
such as chaff and flares that can target humans, communications, radar, or other assets.
DoD has roughly 100 radar systems in development, production, or sustainment with a similar
portfolio of electronic warfare systems. These systems perform functions in four operational
domains; land, air, space and sea and provide critical mission capabilities. There are a total of75

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23 firms that produce or have produced radars for DoD. Three domestic suppliers dominate thedomestic radar market and four domestic suppliers dominate electronic warfare systems.

Case Studies: Radar and Electronic Warfare Sector Impacts on National
Security
Gaps in the radar and electronic warfare sector directly reduce American capability to detect,find, fix, acquire, track, and attack threat systems in the face of an ever increasingly complex
digitally driven environment. The case studies illustrate areas on which the U.S. needs to
avoid becoming out matched in a current or next generation warfare scenario, where wewould rely on radar and electronic warfare systems as key enablers to ensure survivability anddominance in a multi-domain battle space.
Radar and Electronic Warfare Software Developers & Engineering Shortages
Of greatest concern in this sector is prime contractors’ ability to attract and retain thenecessary software developers and engineers to develop and sustain radar and electronic
warfare systems. Traditional radar and electronic warfare systems are minimally automated,
requiring an operator to manually configure the system to operate in static modes. As theoperational environment continues to grow in complexity with regards to the types andnumber of targets, and as commercial and military spectrum usage increases, our systems areforced to be cognitive, agile, automated, and multi-purposed. As the commercial sector andadversaries field similar capabilities, U.S. forces encounter systems that can “hide in thenoise” and frequency hop to avoid detection and characterization.
To attack, defend, and counter against an increasingly complex and networked threat
scenario, we must have a robust, capable, and agile workforce to update and modernize our
military systems in critical technologies such as radio frequency solid state, power, high speed
data interconnects and networks, software, and algorithms. Decreasing numbers in domestic
software systems engineers, developers, and design engineers force defense suppliers tocompete for talent with each other and with non-defense industries. Recruitment, training,
and retention become key employer capabilities to ensure companies have the manpower to
conduct R&D, design, modernization, and system upgrades within tactically relevant
timelines. Without the appropriate depth of skilled engineers, America’s leading edge in
hardware architectures and software/firmware coding will continue to erode.
Electronic, Microelectronic, and Material Issues
Trusted foundries, obsolescence, diminishing manufacturing sources and material shortages,
and counterfeit issues are common to the broad defense electronics sector. These issues areprevalent for current and future radar and electronic warfare systems as well as systems insustainment. One logistics center within the organic base identified over 4,000 diminishing
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particular base. In addition to sustainment issues, the military is highly dependent upon thecommercial sector for technology maturation, but the commercial sector is driven by revenue
and high volume technology demands. In the microwave tube industry, DoD has only two
primary microwave tube sources because of the commercial sector’s migration to solid statetechnologies, creating a fragile market. Additionally, technology performance requirements
being driven by the general public do not always lead to the development of technology that is
feasible for military use. Given the fluidity of the commercial sector, the U.S.’s ability to leadadvancements and retain long-term support infrastructure to support defense-specificelectronics and microelectronics technologies areas will continued to be stressed.
Chaff and Flare Issues
Of concern is the limited number of U.S. based sources for chaff and flare countermeasures –both integral for defensive capabilities. Chaff is composed of millions of tiny aluminum orzinc coated fibers stored on-board the aircraft in tubes. When an aircraft is threatened byradar tracking missiles, chaff ejected into the turbulent wake of air behind the plane creates
confusion for the missile’s radar system. Defense unique requirements and decreasing DoD
demand drove out other suppliers, leaving a single qualified source for chaff.
Flares distract heat-seeking missiles by ejecting hot magnesium pellets from tubes to ignite in
the wake behind an aircraft. They burn at temperatures above 2,000 degrees Fahrenheit,
hotter than the jet engine nozzles or exhaust, and exhibit large amounts of infrared light.
Over the past decade, capacity in the flare industry has declined and DoD demand has
dropped, leaving two domestic suppliers with little incentive to invest in infrastructure.
Recently, the two domestic suppliers both experienced explosive accidents at their production
sites and the subsequent shutdowns limited DoD program offices’ ability to acquire products
on time. Both companies have experienced quality and delivery problems since the accidents.
As program offices look to improve quality and cost, they are beginning to look offshore at
more modern facilities, where there are fewer quality and safety concerns.
Reduced Competition and Innovation
The military faces risk of reduced competition and innovation for fighter aircraft tacticalactive electronically scanned array radar systems. While there are other suppliers who havethe capability to develop and produce these systems, there are only two domestic suppliers
who have the unique engineering and design requirements and capabilities for size, weight,
operational environment, and power associated with a tactical fighter aircraft. While similar
active electronic scanned array systems are being produced for other applications, once theF/A-18 production ends (roughly 2024), only a single qualified source of the systems willremain.

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Shipbuilding Sector

Shipbuilding includes the industrial base required to construct and maintain Navy aircraft
carriers, submarines, surface ships, and their associated weapons and command and control
systems.
The shipbuilding sector consists primarily of seven shipyards owned by four companies andtheir suppliers. Shipyards are fixed facilities with dry-docks and fabrication equipment that
support ship construction, repair, conversion and alteration, and the production of refabricatedship sections and other specialized services. The sector also includes manufacturing and otherfacilities beyond the shipyard, which provide parts and services for shipbuilding activities. The
industrial base supporting shipbuilding is segmented by ship type: aircraft carriers, submarines,
surface combatants, amphibious warfare, combat logistics force, and command and support
vehicles.
Over the last 60 years, Navy procurement profiles have shown sharp peaks in shipbuilding
followed by significant breaks or valleys in production, severely degrading the ability of
shipyards to conduct long-term planning and respond to near-term changes in requirements.
This created a boom and bust within the industry, degrading the industrial base and resulting in
longer construction times and increased costs. The steady, sustainable baseline shipbuilding
profiles in the Annual Long-Range Plan for Construction of Naval Vessels for FY 2019 will
establish industrial efficiency and agility, and protect workforce skills, in order for the U.S.
shipbuilding industrial base to remain cost effective and meet the demands of the 355 ship Navyrequired for national defense.

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Case Studies: Shipbuilding Sector Impacts on National Security
The shipbuilding industrial base is a national asset and absolutely vital to America’s ability tobuild and sustain the Naval fleet. The Navy is focused on improving the health of theindustrial base to meet its requirement of a 355 ship fleet with a long range plan anchored byindustrial stability. The analysis performed in response to EO 13806 identified five
underlying risks: dependency on single/sole source suppliers, capacity shortfalls, lack ofcompetition, lack of workforce skills, and unstable demand.
Dependency on Single/Sole Source Suppliers
Industries involved in the manufacturing of shipbuilding components were among thehardest hit by the global shift in the industrial base over the last 20 years. Of the top ten
highest grossing industries in Navy shipbuilding, six are in the manufacturing sector. Since
2000, these industries experienced a combined decline of over 20,500 establishments†† in the
U.S. Contraction of the industrial base has limited competition among U.S. suppliers of Navycomponents and in many cases, competition has altogether vanished, forcing the Navy to relyon single and sole source suppliers for critical components. Expanding the number ofcompanies involved in Navy shipbuilding is important to maintaining a healthy industrialbase.
A sole source issue currently impacts the manufacturing and refurbishment of shafts forsurface ships and submarines. The limited capacity of the equipment at the sole forge doing
this work for the Navy hampers the forge’s ability to meet demand. Further, it is difficult to
recruit and retain qualified personnel to operate the equipment because technical schools
have stopped training on the equipment, given its age. If the forge is not modernized, thefacility may exit the market, causing disruptions to multiple Navy programs.
Capacity Shortfall
The high operational tempo of the Navy in recent years, along with a lack of steady funding for
maintenance and modernization, has resulted in a backlog of repair work across the fleet.
Coupled with increases in new ship construction, many suppliers are experiencing a shortfallin their capacity to perform work and manufacture products. This increased demand isapplying stress to already-aging production equipment and could necessitate additional hiringin highly specialized fields, where it is difficult to find suitable candidates. The combinationof limited suppliers and an increase in workload could increase cost and potentially create
schedule slips, impacting American warfighting capability.
One risk in particular relates to Navy surface ship dry-docking requirements for maintenanceand modernization work. New ship technical requirements, a large volume of mid-life
availabilities, and a general lack of investment by industry in new dry-dock capacity will
create a significant constraint for completing ship maintenance, requiring the Navy to adopt
strategies that could potentially increase cost and schedule risk.
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Lack of Competition
The primary cause decreasing competition in shipbuilding is the small comparative size of the
U.S. commercial shipbuilding industry compared to the foreign shipbuilding industry,
coupled with the Navy’s unique military requirements. Products and services that lackcompetition are at a higher risk of being offered by a single or sole source supplier. Examplesof lack of competition can be seen in many products critical to shipbuilding such as highvoltage cable, propulsor raw material, valves, and fittings.
Lack of Workforce Skills
The skills needed to fabricate components for and build Navy ships, submarines, and theircomponents are unique and specialized. As the shipbuilding industry has long beenchallenged by an eroding skill base, today’s workforce will be challenged to meet the increased
demand in the Annual Long-Range Plan for Construction of Naval Vessels for FY 2019.
Additionally, the Department of Labor predicts that between 2018 and 2026, there will be a
6%–17% decrease in U.S. jobs in occupations critical to Navy shipbuilding, such as metallayout (ship-fitting), welding, and casting. As the amount of available jobs overall in the U.S.
decreases, the number of workers entering into these fields will also decrease. Left
unaddressed, a lack of skilled workers will significantly impact the shipbuilding industry’s
ability to meet the Navy’s long term demand.
Unstable Demand
Due to uncertainties about future budgets and shipbuilding plans, the supplier base is limitedin their ability to plan for future work, which limits production efficiencies, inhibits
investment in facility improvements and workforce development, and reduces the level of
independent R&D investment. Perhaps most significant, decreases and instability in demand
can result in workforce reductions and production lines being shut down. When this happens,
it is difficult to bring those skills back when they are needed, as it takes a significant amountof time to train a workforce to acquire the skills unique to the shipbuilding industry, andspecialized production lines are often costly to reopen. Unstable demand drives cost,schedule delays, and quality issues throughout the industrial base, especially if not proactively
managed.

†† An establishment is a single facility regardless of ownership.

For example Company “X” could own and operate fivefoundries in different states within the U.S.; this would count as five establishments.

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Soldier Systems Sector

Soldier systems include products necessary to maximize the Warfighter's survivability, lethality,
sustainability, mobility, combat effectiveness, and field quality of life by considering the
Warfighter as a system. This sector includes the weapons, body armor, clothing, footwear,
radios, sensors, power supply, shelters, food, and other Service-member support items essential
to executing the many distinct U.S. military missions – from snipers to tankers to airmen to
divers.
The soldier systems sector is composed of twelve subsectors; most have significant commercial
overlap. The subsectors are vast – a recent Department of Commerce survey, exclusively
studying the domestic clothing, textiles, and footwear industries, reported that 499 companies
operate 764 domestic textile and/or apparel manufacturing sites and 44 companies operate 65
U.S. footwear manufacturing facilities.
The commercial market provides stabilizing peacetime revenue for existing defense contractors
as well as opportunities for new players to modify commercial gear and enter the defense
market. While access to the commercial market improves industrial base robustness, it alsomeans the commercial market may drive demand and that DoD is not always the primarycustomer. When military and commercial requirements differ sufficiently, commercial market
dominance can directly impact lead time, surge capacity, and the sustainment or development ofindustrial capabilities. Often, DoD is left to adapt to commercial market driven changes andonly when unacceptable levels of industrial base risks arise, DoD may intervene in order tosustain critical industrial capabilities.
The soldier systems sector is emerging from a long-term war sustainment effort where the focus
has largely been on fulfilling immediate needs. The challenge of meeting dynamic wartime
demands consumed most of the available bandwidth and left little room for forward-looking
investment and strategic planning. Many programs have met or are approaching theiracquisition objectives, which triggers a natural peacetime cycle of decreased defense demand
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leading to consolidation, reduction in capacity, loss of capability, reduced capital investment,
and a transition toward commercial markets. Peacetime industrial readiness losses are largely
anticipated, and have historically been recovered or replaced by alternatives once the U.S. entersanother large scale military engagement.
As the war effort winds down, DoD and industry are pursuing some modernization efforts.
Future soldier systems objectives include lightening the soldiers’ load, capitalizing on lessons
learned after years of fighting, developing modular/flexible/agile materiel solutions, and taking
advantage of advancements in sensor technology and materials engineering. A skilled workforce
and modernized industry is required to achieve advanced designs and develop novel industrial
capabilities.

Case Studies: Soldier Systems Sector Impacts on National Security
Industrial capability gaps in the soldier systems sector directly reduce U.S. assurance that the
Warfighter is adequately prepared to successfully execute defense missions in any operating
environment. The case studies illustrate where industrial base risk has accumulated in waysthat may exceed industrial base elasticity and the risk of permanent capability loss is enoughto potentially warrant government action.
Erosion of U.S. Textiles Industry
Between 1995 and 2009, the U.S. textile industry suffered a historic contraction and Asianmarkets now dominate global textiles supply. According to a recent Department of Commerce
survey, the greatest competitive disadvantages in the domestic clothing and textile subsector
are related to workforce and raw material cost and availability. Since 2009, the domestic
textiles industry has shown signs of recovery, but recent data indicate a potential stall: total
sales and exports of U.S. manufactured clothing and textile products have been stagnant from2012-2016. As an example of recent domestic erosion, the single qualified domestic sourcefor high-tenacity polyester fiber used in many DoD tent systems dissolved their business due
to inability to compete in an increasingly competitive global market. Currently, there is no
U.S. manufacturing capability for high-tenacity polyester fiber at specific deniers (e.g., thatallow for military specification qualification) and significant impact to multiple tent and fabricsystems is anticipated. If risk in the clothing and textiles subsector is unacceptable, theindustry recovery momentum must be sustained and the U.S. must undertake decisive efforts
to modernize and revitalize the domestic fiber and textiles industry, including the workforce.
Erosion of U.S. Rechargeable and Non-Rechargeable Battery Industry
Characterized by irregular demand proportional to operational tempo, the military battery
industrial base is diminishing. Military-unique requirements can depart from commercial
demands in size, quality, safety, power density, weight, and environmental ruggedness. Lackof stable production orders has resulted in lost capability and capacity, increased surge lead
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times, workforce erosion, and inhibited investments by remaining suppliers. Surge-capacitylimiting constraints occur at several points along the value chain, from raw material to final
battery assembly. Additionally, foreign dependencies on essential raw minerals (e.g., lithium)
may potentially impact the rechargeable and non-rechargeable battery supply chain.
Most battery configurations are produced by single sources of supply. Production of BA-5590(i.e., preeminent non-rechargeable military battery) is currently single-sourced to a foreignowned supplier in France, with one domestic production facility. Decline in demand formilitary-unique non-rechargeable batteries has resulted in capability and capacity loss andthe supplier can no longer support any significant surge in demands. Even when there were
two manufacturers, their combined output struggled to meet surge demands for Operation
Iraqi Freedom and Operation Enduring Freedom.
Asian markets dominate the rechargeable battery industry. Domestic rechargeable battery
producers cannot compete in production volume and labor availability and cost. Most
domestic lithium ion cell packagers rely on foreign commercial lithium ion cell suppliers fromcountries such as South Korea, China, and Taiwan. Cell availability for military battery
packaging is a risk across the board for rechargeable batteries as commercial cellmanufacturers, often foreign-owned, are unwilling to divert production from theircommercial customers to U.S. military battery manufacturers.
Foreign Reliance for Essential Night Vision Components
U.S. military “night vision” systems are enabled by an image intensifier tube, a vacuum sealed
tube that amplifies a low light-level scene to observable levels. Although probability ofinterruption has proven low (surge demand during Operation Iraqi Freedom and Operation
Enduring Freedom was met) and there is a stockpiling risk management strategy in place, theU.S. is reliant on foreign capabilities to supply image intensifier tube core glass from Germany
and gallium arsenide photocathodes from Japan and Germany. Core glass is DoD-unique anddemand is very low compared to commercial glass production; the foreign sole source
manufactures the core glass in batches based on demand, every few years, to replenish a U.S.
buffer stock. Gallium arsenide allows for a more efficient conversion of light to electricalenergy at extremely low light-level so by adding gallium arsenide to the photocathode, abrighter and sharper image is achieved. Gallium arsenide risk is considered reduced as thenumber of global suppliers has increased over time.

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UNCLASSIFIEDSpace Sector

The space sector (also known as National Security Space) includes satellites, launch services,ground systems, satellite components and subsystems, networks, engineering services, payloads,
propulsion, and electronics.
National Security Space increasingly leverages the commercial space industry, both domestic
and foreign. While commercial space has similar needs to DoD, it does not require the samelevel of robustness, reliability, and security in its products. Many National Security Space
domestic products are commercially non-competitive, due to the leading-edge performance,high-level capabilities, and unique DoD requirements. Commercial space relies on satellite
replacement rather than long-term mission capability and while National Security Space
systems continue to leverage commercial space products, there are certain performancerequirements and capabilities that are more demanding or unique and are not supported by thegrowing commercial space ecosystem. DoD and U.S. Government-wide studies and analyses
have identified at-risk capabilities, fragile suppliers, and stress in the lower tiers of the spaceindustrial base. Primary areas of concern, as identified in the Defense Production Act Title III
Presidential Determination (15 June 2017) include: aerospace structures and fibers, radiationhardened microelectronics, radiation test and qualification facilities, and satellite components
and assemblies.
The DoD space industrial base remains a niche market with very specialized and capitalintensive capabilities that are not efficiently managed through individual program investments.
Many systems currently in planning and development rely on dated technology, skills, andfragile sources. Individual programs are reluctant to invest in and qualify new technology andsources, creating a need to sustain fragile domestic sources and to qualify new technologies andsources for next-generation systems, which are essential to address ever-increasing threats inthe space domain.

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UNCLASSIFIEDThe Space Industrial Base Working Group‡‡ maintains critical technology lists from member
agencies which are integrated and prioritized to establish space industrial base risk mitigation
projects. Prioritized, but unfunded, mitigations for over a dozen of the top issues have beendeveloped, along with tracking of over 100 additional lower risk issues. DoD must remain
vigilant of sources of vulnerability and maintain critical capabilities that are specialized formilitary applications.
Space systems provide an emergent capability and strategic advantage to U.S. forces yet, due to
DoD business practices, market trends, supply chain globalization, and manufacturing costs,
future access to space qualified domestic industrial sources, including microelectronics, isuncertain. Increasing cyber-threats, non-trusted supply-chains, foreign acquisitions, reliance on
vulnerable foreign sources, industrial policies of competitor nations (in the form of subsidies,
domestic preference, etc.), and erratic demand is threatening the loss of essential spacecapabilities and critical skills.

Case Studies: Space Satellite Sector Impacts on National Security
Gaps in the space sector result in a limited or degraded domestic supply of qualified criticalmaterials and components to support National Security Space missions. The case studies
below illustrate how high-performance and high-reliability requirements, long development
cycles with low and inconsistent demand, and erratic funding further reduce the strategic
advantage of the U.S. in the space sector.
Precision Gyroscopes
Precision gyroscopes are a critical component of the attitude determination and stabilizationand inertial navigation system on spacecraft, launch vehicles, and missiles. Three or moreindividual gyroscope inertial sensors are typically packaged in an internally redundant inertial
measurement unit. Three different types of gyroscopes (ring laser, hemispherical resonating,and fiber optic) are generally employed in space systems, each with varying industrial baseissues. Hemispherical resonating gyroscopes are an older technology mainly used on nonagile satellites and only one domestic provider remains with limited production capacity (oneor two units per month). As a result, this low volume item is frequently impacted byobsolescence issues and long lead times which can impact unit delivery if failures are found in
testing.
The fiber optic gyroscope is the main technology employed in high performance agile
spacecraft and missile applications. While there are currently three domestic suppliers, fiber
optic gyroscopes rely on key components – integrated optics chips and laser diodes –‡‡ The Space Industrial Base Working Group includes DoD’s Office of Industrial Policy, Air Force Space andMissile Systems Center, Missile Defense Agency, and National Reconnaissance Office; the National
Aeronautics and Space Administration is also an active participant.
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experiencing supply issues which threaten the viability of domestic product lines. The subcomponents used in integrated optics chips are increasingly manufactured overseas and laser
diode suppliers are consolidating and also moving manufacturing offshore.
Space Qualified Infrared Focal Plan Arrays
The manufacture of space infrared detectors is dependent on a single foreign source for highquality substrates, and driven by low volume and long periods between orders, resulting inquality and workforce issues. Space infrared detectors rely on both mercury cadmium
telluride and cadmium zinc telluride substrates. Despite a Defense Production Act Title III
investment over the past few years used to establish a domestic provider and improve
manufacturing capability for cadmium zinc telluride substrates, any disruption of more than a
few months could essentially shut down production of large, strategic quality, mercury
cadmium telluride infrared focal plane arrays and impact quality and long lead items forspace satellites. A complimentary Industrial Base Analysis and Sustainment program isaiming to sustain the two U.S. foundries through process improvements, as well as
demonstrate that domestic cadmium zinc telluride substrate-based detectors are equivalent in
performance to focal plane arrays utilizing off-shore substrates.
The potential loss of domestic read-out integrated circuits sources for space applications due
to low volume production will force systems to foreign vendors or to limited performancetechnologies that will severely impact on-orbit lifetime. This could also result in loss ofdomestic read-out integrated circuits design expertise, critical to integration into the sensor
chip assemblies which make up focal plane arrays utilized for missile early warning, missile
defense, space surveillance, and awareness in space systems. Radiation hardened, digital,
capacitance trans-impedance amplifier based read-out integrated circuits have no commercial
applications, resulting in extremely low volume production. The space market for read-out
integrated circuits is extremely small, representing less than 1% of business for existing
suppliers.

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Cross-Cutting Sectors
Cybersecurity for Manufacturing Sector

Cybersecurity for manufacturing is a complex and challenging issue with immediate impacts toall facets and sectors of the industrial base. It includes information technology and operational
technology within and across the supply chain.
The defense manufacturing supply chain flows goods and critical information among multiple
organizations – of varying size and sophistication – to transform raw materials into
components, subassemblies, and ultimately finished products and systems to meet DoD
performance specifications and requirements. These supply chain operations rely on an infinite
number of touch points where information flows through a network – both within and acrossthe many manufacturers’ systems that constitute the supply chain. In today’s digital world,
every one of these supply chain touch points represents a potential vulnerability to the securityof our nation’s defense production.
According to private sector reports, in 2014, manufacturers received the greatest volume oftargeted cyber-attacks of all industries globally,132 primarily for espionage purposes.133 In 2015,
the Department of Homeland Security reported the manufacturing sector received the highest
number of attacks on industrial control systems of any critical infrastructure sector, at nearly
twice the 2014 level. Sophisticated cyber-espionage campaigns seeking to alter the automationof physical processes on manufacturing lines continue to pose a significant threat.
Of the approximately 347,000 manufacturers in the United States, 99% are small and mediumsized manufacturers, yet more than 50% lack basic cyber controls. An assessment by Bureau ofIndustry and Security illustrated the cybersecurity vulnerability of small manufacturers. The
survey of over 9,000 “classified contract facilities” documented that 6,650 small facilities lagged

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medium and large firms across a broad range of 20 cybersecurity measures. It also found thatfewer than half of the small firms had cybersecurity measures in place.134
Certain defense manufacturing supply chain operations occur in classified and very tightly
controlled environments, but most information generated, stored, and exchanged is notclassified. The protection of such unclassified, covered defense information (including
controlled unclassified information) presents an enormous and complex challenge andvulnerability. Most of the manufacturing data of interest to adversaries is essentially controlled
unclassified information. This includes design information; performance specifications; shop
floor execution data; factory support information (e.g., financials, system status, and personnel);and supply chain operational information (e.g., invoicing, pricing, and contract volume).
Both the public and private sectors recognize the importance of safeguarding informational andoperational assets from cyber risks; however, cybersecurity has not become an ingrained normin manufacturing, especially in small and medium-sized manufacturers.135 Many small andmedium-sized manufacturers are unaware of federal requirements and may lack the financial
and technical capabilities required to manage cybersecurity risks.136 Defense Federal
Acquisition Regulations Supplement clause 252.204-7012 requires defense contractors andsubcontractors to have implemented the information security protections described in the
National Institute of Standards Special Publication 800-171 Rev 1, “Protecting Unclassified
Information in Nonfederal Information Systems and Organizations” by December 31, 2017, but
initial compliance by sub-tier suppliers has been low.

Case Studies: Cybersecurity for Manufacturing Impacts on National Security
Gaps in the cybersecurity sector lead to pervasive and persistent vulnerabilities to theindustrial base, contributing to the erosion of manufacturing and decreasing economic
competitiveness and national security. The case studies below illustrate how unauthorizedaccess to any facet of manufacturing information could create rippling effects and cause
innumerable negative economic and national security situations.
Inadequate Approaches to Cybersecurity Risk and Inadequate Cybersecurity
DefenseCybersecurity risks impact all facets of manufacturing supply chain operations, from productand process data flowing within and across factories, to supply chain operations and logistics,
to the reliability of tools and equipment used within manufacturing enterprises. Multiple
approaches exist to manage cybersecurity risks within the industrial base, but not all
approaches are appropriate or even adequate to meet the national security need to protect
covered defense information and controlled unclassified information. Three key issues – lackof uniform security implementation; inconsistent implementation of adequate security bydefense suppliers; and reliance on self-attestation – expose manufacturing to cybersecurity
risks. Interactions with over 1,000 small manufacturers by the Department of Commerce
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Manufacturing Extension Partnership National Network in 2017 revealed a significant lack ofawareness of the Defense Federal Acquisition Regulations Supplement cybersecurity
requirement, and a deficiency of financial and technical resources to manage cyber security
risks. In addition, many sub-tier suppliers are unaware they are in the DoD supply chain andothers who are aware are subject to conflicting interpretations of the requirement by agencies
and upper tier customers.
Inadequate Cybersecurity Defense for the Defense Manufacturing Supply Chain
Manufacturing is the most heavily attacked sector in the economy after finance, so theindustrial base is subject to continuous, coordinated cyber-attack campaigns by nation states.
As new types of cyber threats and vulnerabilities targeting manufacturing supply chainspecific information and operational systems emerge, the U.S. cannot rely on small andmedium-sized manufactures to protect against attacks from nation states. Unfortunately,
most cybersecurity research and development is focused on information systems, without
specific emphasis on the unique needs and operational aspects of the manufacturing sector. If
unaddressed, the industrial base faces a higher likelihood of serious and exploitable
vulnerabilities, as well as a substantial reduction in the number of suppliers compliant withrequirements and thereby eligible to provide products and services to DoD. Further,
commercial firms considering entrance into the defense market will be deterred. This
combination of risks will impact both the resiliency of existing suppliers and the integrity ofthe supply chain.

Electronics Sector

Greater than $1.5T, the electronics sector manufactures products for a wide variety of end user
markets, including consumer electronics, computers, automotive, industrial equipment, medical
equipment, telecommunications, aerospace, and defense. Electronic systems and components
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are ubiquitous throughout all DoD weapons systems, but global military production represents
only 6% of a market dominated by commercial devices.137 While significant compared to overall
worldwide military spending, total U.S. military spending on electronic systems in 2017 is
insignificant compared to the overall aerospace and defense marketplace, as well as thecommercial market, giving DoD limited leverage over the direction of the industry.
In electronics, staying competitive requires a significant investment in R&D, new production
facilities, and new equipment. The U.S. semiconductor industry spends 18.5% of sales on R&D,
more than any other U.S. industry, with the exception of pharmaceuticals and biotechnology,138
and the sector is driving industry consolidations and offshoring. At the prime contractor level,approximately 50% of contract expenditures related to computer and electronic productmanufacturing went to the top five suppliers, including three major defense contractors.139
Below the prime contractor level, electronics is a global industry, with a supply chain spanning
multiple countries and regions, creating a high degree of interdependence among suppliers andprofound implications for DoD.
Printed circuit boards provide the substrate and interconnects for the various integrated circuits
and components that make up an electronic system. Like the overall electronics market, theglobal printed circuit board market has experienced explosive growth – from $30 billion in2000 to $60 billion in 2015.140 However, this growth has mainly been driven by China, which
now captures 50% of the global market share, while the U.S. share has reduced from 25% in1998 to less than 5% in 2015.141
Microelectronic integrated circuits are the most technologically advanced level of the electronics
supply chain. Since 1996, the global market for semiconductors has increased from $132 billion
to $339 billion in 2016, with the Asia Pacific market outside of Japan accounting for the vast
majority of this growth. The market quintupled in size from approximately $39 billion in 1996
to $208 billion in 2016, including a $107.6 billion market in China alone (approximately 9 %increase over 2014). Asia, where much of electronics production takes place, is by far the largest
customer base for U.S. semiconductor companies, accounting for approximately 65% of all U.S.
sales, with sales to China accounting for slightly more than 50%. U.S. companies continued tohold a majority of the Chinese semiconductor market in 2016 with 51% share, marking a dropfrom 56% in 2015.142 Maintaining access to the Chinese market is a critical concern for U.S.
semiconductor companies.
The U.S. continues to hold a strong position in semiconductor manufacturing and has become aleader in microelectronics design by using the fabless model, focusing on integrated circuitdesign, and outsourcing fabrication to dedicated foundries.143 Increasingly, however, fablesscompanies are investing in design capabilities and services offshore. To address these threats,
DoD is investing in trusted foundry capabilities to serve critical defense needs, and is working
with interagency partners to develop the Microelectronics Innovation for National Security andEconomic Competitiveness strategy to address current and future microelectronics needs,
threats to assured access to a robust industrial base, and continued U.S. leadership.
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Case Studies: Electronics Sector Impacts on National Security
Gaps in the electronics sector reduce the ability deliver technological advantage in capability,
performance, and reliability against adversaries. The case studies below illustrate the increasing
divergence of commercial business models and defense requirements in electronics.
Strategic Radiation Hardened Microelectronics
Strategic radiation hardened microelectronics are a critical component of the nuclear
deterrent; they must be able to withstand short bursts of intense radiation and hightemperatures in order to satisfy mission requirements not commonly required commercially.
Strategic radiation hardened and DoD defense-unique requirements have no commercial
applications and are commercially unviable, creating continual risk for this critical capability
due to changing business conditions or technological obsolescence.
DoD continues to ensure a domestic source of strategic radiation hardened microelectronics
through investing in R&D on radiation hardening design techniques and radiation effects on stateof-the-art and state-of-the-practice semiconductor technologies. Additionally, DoD is broadening
the strategic microelectronics supplier base by developing alternate trust models, processes, andtechniques, and continuing to work closely with partners in the strategic community.
Printed Circuit Board Manufacturing
U.S. printed circuit board manufacturing struggles to remain current and relevant in the
global marketplace. Today, 90% of worldwide printed circuit board production is in Asia,
over half of which occurs in China. The United States accounts for only 5% of global
production, representing a 70% decrease from $10 billion in 2000 to $3 billion in 2015. As aresult of this decline, the U.S. industrial base is aging, shrinking, and failing to maintain thestate of the art for rigid and rigid-flex printed circuit board production capability. Capability
indicators (such as laser drills and direct imaging tools) are not prevalent across many
domestic manufacturer facilities, with some advanced high density interconnect products
simply not producible in the U.S. While commercial technology advances are frequently
developed in the U.S., they are resolved to practice offshore.
With the migration of advanced board manufacturing offshore, DoD risks losing visibility into
the manufacturing provenance of its products. In addition to the potential dissemination ofdesign information, many of the offshore facilities do not meet or comply with DoD quality
requirements. The DoD Executive Agent for Printed Circuit Board Technology has provided
technical assistance activities with domestic manufacturers and observed awareness gaps
among manufacturers related to International Traffic in Arms and other Export Control
regulations, leading to the potential for further unintended dissemination of sensitive
information. As the equipment and materials supply chain has followed the migration of the
manufacturer base, supply chain and supplier management is becoming a risk driver foraccess and availability.
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Machine Tools and Industrial Controls Sector

Machine tools are power-driven machines used to shape or form parts made of metal, plastic, orcomposites to support both production and prototyping operations. They are critical to creating
modern products for defense and industry, and impact transportation, aerospace, electronics,
energy generation and distribution, and other critical infrastructure sectors.
Machine tools provide the factory floor foundation for leveraging advances in robotics, highprecision automation, specialty materials, precision components, and additive, subtractive, andhybrid machining. Controlled via manual inputs, analog systems, or digital controls, machine
tools require inputs from a variety of sources: ferrous and non-ferrous metals and alloys,
including forgings and castings of various sizes; rubber, plastics, and composites; high-precision
screws, nuts, and bolts; bearings; and motors, drives, and computer numeric control
capabilities. Modern machine tools leverage sophisticated industrial control systems, processparameter monitoring systems, and networked sensors. Many also incorporate advanced
materials and precision components, as well as advanced lubricants, bearings, sensors, andcoatings.

Case Studies: Machine Tools and Industrial Controls Sector Impacts on
National Security
Loss of key capabilities within the domestic machine tools industry erodes U.S. ability tomaintain manufacturing dominance, which underpins technical and economic superiority,
fundamental elements of national security. The case studies below illustrate how decreasing
U.S. manufacturing market share, reductions in the needed workforce, and reduced
competitiveness in the global market impact the machine tool sector in the U.S.

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Inadequate U.S. Skilled Labor Supply
The U.S. machine tools sector lacks assured access to a sufficiently large pool of skilled labor.
Many skilled workers are exiting the workforce due to age, and there are too few technicaleducational programs to train those who could take their place. Without concerted actionthat provides both a ready workforce and a continuously-charged pipeline of new employees,
the U.S. will not be able to maintain the large, vibrant, and diverse machine tools sector
needed to produce the required number and types of products when needed.
Market Forces Decreasing Domestic Capabilities
The U.S. machine tools sector has been shrinking since at least the 1980s due to a number ofprimary and contributing factors,144 with the U.S. standing dropping significantly since 2000.
In this mature, highly commercialized market, competition on price and quality145 is fierce,
and many firms have found themselves in a poor position to leverage emerging computer
numerical control capabilities. Until the mid-2000s, China accounted for no more than 15%
of global machine tool consumption. By 2011, China's machine tool consumption accounted
for 40% of the global total.146 As its need for machine tools increased, China leveraged its low
cost of capital and labor to build domestic machine tool factories and required foreigncompanies to execute joint ventures to access the Chinese market. The combined effects ofthe 2008 recession and a general trend of industry consolidation further reduced the numberof machine tool manufacturers. In 2015, China's global machine tool production skyrocketed
to $24.7B,147 accounting for 28% of global production,148 while the U.S. accounted for only
$4.6B, after China, Japan, Germany, Italy, and South Korea. According to the U.S. Census
Bureau data, in 2015 there were 1,028 machine tool firms employing 27,919 people.
Cybersecurity Risks
While the cybersecurity industry has placed heavy emphasis on protecting traditional
information technology systems used in manufacturing enterprises, far less attention has
been paid to the operational technology systems that actually manufacture products. This
includes machine tools and industrial control systems, which are increasingly being linked
through internet protocol addresses for valid business reasons. The unintended result is adramatic, potentially decisive, increase in the manufacturing cyberattack surface. A
significant constraint on DoD’s ability to respond to all cybersecurity risks is a lack of visibility
into the lower tiers of the supply chain.149

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Materials Sector

Materials are vital to national defense and economic security. While defense demand may often
represent a small fraction of overall domestic and foreign supply, there are important subsectorsthat are heavily defense dependent. It is imperative that producers and supply chains ofmaterials deemed essential to U.S. defense and civilian demand are robust, resilient,competitive, and responsive to support current and long-term economic security, current
military operations, future wartime mobilization, and unanticipated surge demand.
The sector includes both raw and “downstream” materials produced by a global supply chain ofvalue-added processing and manufacturing companies. These and other materials are
combined into intermediate, semi-processed, and finished materials and eventually produced
into end-items (e.g., parts, components, or structures) and incorporated into subsystems andintegrated systems.
The range of materials is broad and includes metals and nonmetallic minerals produced frommining of primary materials or as a byproduct (e.g., rhenium from copper mining), or
reclamation (e.g., recycling rare metals from electronics).150 Of equal or greater importance to
raw material supply is industrial-scale capabilities and sustainable capacity to extract elementsfrom mined materials and to produce value-added products. Examples include separating
elements, processing compounds, smelting metal, alloying, and further downstream production(e.g., castings, forgings, and rolled products), particularly for the processing of rare earth
elements. Important defense applications include high-performance aluminum and steel forground vehicles and Navy ships; titanium and beryllium for military aircraft; tungsten for radars
and communication systems; rare earths for guided munitions and computers; and ceramics forbody armor and microelectronics. Another subsector is highly engineered synthetic materials
and their composites, such as carbon fibers for missiles, aircraft, and space system structures;
fibers and textiles for protective apparel and vehicle survivability; and synthetic materials

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including energetics for explosives and propellants. Newer materials of increasing importanceinclude carbon nanotubes and additive manufacturing materials.151
Within the materials sector, risk includes shortfalls that impact the production of defense items
to support current military operations; high U.S. import reliance on foreign countries who may
become adversaries and cutoff supply during conflicts (e.g., trade embargo or war damage);152
reliance on single foreign sources of proprietary materials that would be difficult to replace;
injurious foreign trade impacts (e.g., dumping and illegal subsidies) on key DoD suppliers; DoD
reliance on commercial materials that become obsolete; and dependence on domestic singlepoint-of-failure producers.

Case Studies: Materials Sector Impacts on National Security
Highlighted below are three case studies which highlight important materials-related risk
impacts. Please see the limited distribution annex for further details about specific materials
risks, estimated shortfalls, and mitigation recommendations.
Over Reliance on Sole Foreign Sources for Unique and Proprietary Advanced
Materials
Single foreign sources of unique and proprietary carbon fibers from Japan and Europe
represent considerable DoD supply chain vulnerabilities. A sudden and catastrophic loss of
supply would disrupt DoD missile, satellite, space launch, and other defense manufacturing
programs. In many cases, there are no substitutes readily available. Replacing a carbon fiber
factory is very expensive and time consuming. Of similar concern is the uncertainty ofqualifying replacement suppliers and significant resource requirements.
Injurious Foreign Trade Impacts on Critical U.S. Material Manufacturers
Unlawful and/or otherwise unfair foreign trade practices, mostly by China, are injuring
critical U.S. materials-related manufacturers. Predatory practices – including statesponsored dumping, market distorting government subsidies, and intellectual property theft– are destroying commercial product lines and markets of domestic DoD suppliers. In somecases, U.S. suppliers have lost much, and at times all, of their commercial markets supportingdual-use production lines that manufacture key materials and components for U.S. weapon
systems. The loss of commercial business can lead to the loss of domestic production
capabilities essential to U.S. defense and essential civilian needs. In multiple cases, the soleremaining domestic producer of DoD-critical materials are on the verge of shutting down
their U.S. factory and importing lower cost materials from the same foreign producer county
who is forcing them out of domestic production. Without relief from unlawful and otherwise
unfair foreign trade, the U.S. will face a growing risk of increasing DoD reliance on foreignsources of critical materials. Examples include domestic producers of specialized metals,
alloys and other materials that are widely used across multiple DoD programs and all major
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defense sectors (e.g., land, sea, air, and space systems).153 Of special concern are U.S. importsthat undermine domestic producers of materials protected under the Buy American Act, Berry
Amendment and Specialty Metals Clause.154 155
Overreliance on China for Strategic and Critical Materials
A key finding of this report is that China represents a significant and growing risk to the
supply of materials deemed strategic and critical to U.S. national security. In addition to
China dominating many material sectors at the upstream source of supply (e.g., mining), it isincreasingly dominating downstream value-added materials processing and associatedmanufacturing supply chains, both in China and in other countries. 156 Areas of concern toAmerica’s manufacturing and defense industrial base include a growing number of bothwidely used and specialized metals, alloys and other materials, including rare earths andpermanent magnets.

Organic Industrial Base Sector

The organic industrial base, a subset of the larger defense industrial base, is comprised ofresource providers, acquisition and sustainment planners, and manufacturing and maintenanceperformers. While commercial industry is the dominant component of the industrial base,government-owned, government operated maintenance depots, shipyards, and manufacturing
arsenals are critical to U.S. defense. They provide the assurance of a ready and controlled
source of technical capabilities necessary to maintain weapon systems free from many of theeconomic vulnerabilities and influences that exist in the private sector. This means that every
military ship, plane, vehicle, and weapon is accompanied by a government-owned ecosystemthat includes expertise to perform deep repair, the means to provide repair parts to the shop
floor, and the ability to deliver repaired systems to the time and place of the fight. The organic
base complies with legislation to provide core logistics capabilities, including personnel,
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equipment, and facilities that are government-owned, government operated. The law prescribes
these capabilities as inherently governmental and has allowed for the development of highly
capable depot artisans and military logisticians.
The organic industrial base provides maintenance and manufacturing services to sustain
approximately 440,000 vehicles, 780 strategic missiles, 278 combatant ships157, and almost
14,000 aircraft.158 Of $587.9 billion total DoD expenditures in FY 2015,159 $73.4 billion was formaintenance. Aircraft represented the greatest expenditure at $25 billion, followed by ships at$16.8 billion, and vehicles at $7.7 billion.160 DoD currently operates 17 major organic(government-owned, government operated) depot maintenance facilities and threemanufacturing arsenals.
DoD maintenance is performed by a military and civilian workforce spread throughout theworld. DoD materiel maintenance is performed at different organizational levels, ranging incomplexity from daily system inspection to rapid removal and replacement of components, tothe complete overhaul or rebuild of weapon systems. Depot-level maintenance entails the major
overhaul or complete rebuild of weapons systems and requires skills or equipment notcommonly available at lower levels of maintenance. Organic depot-level maintenance also
includes software maintenance and sustainment, which incorporates correcting defects,
improving performance, upgrading, and modifying software to adapt the fielded software
baseline to a changing or changed environment.
Twenty years of intermittent conflict and war have driven a very high operating tempo andunprecedented system usage that has changed previously accepted formulas used to compute
maintenance requirements. The levels of funding and the manner in which funding has been
made available and allocated to these sustainment operations have degraded our ability toachieve expected performance results. The organic industrial base has suffered from overuse
and underfunding in its infrastructure and the evidence is clearly reflected in materiel readinesslevels and facility condition indices. Workforce issues have been exacerbated by sequestration,
gaps in critical skills, and gaps in hiring. Diminishing manufacturing sources and material
shortage, counterfeit, foreign manufacturing, and single source of supply issues represent
further risks to the ability of the organic base to influence materiel readiness through thedegradation of supply chain integrity and availability of critical materials and human capitalnecessary to maintain weapon systems.

Case Studies: Organic Base Sector Impacts on National Security
Gaps in the organic base sector directly impact the ability to repair equipment and materiel as
quickly as possible and ensure its availability for training and future deployments. The casestudies below illustrate the critical need to ensure continuity of operational readiness during
times when the private sector may not be able to meet surge requirements.

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Deficiencies in Maintenance Facility Material Condition
Currently, a lack of available and effective capacity within government owned industrial
activities, coupled with a high near-term workload, is causing a capacity to workload
mismatch. This mismatch continues to drive maintenance delays and an increased loss inoperational days.
DoD has accelerated investments in its Capital Improvement Programs and the replacement
and modernization of minor property to better align with industry recapitalization standards.
These efforts and review of work backlogs, stoppages, and cost and schedule metrics aretargeted to reduce lost operational days, to facilitate on-time availability completions, toprovide adherence to training schedules, and to ready forces to meet deployment and surge
requirements.
Maintenance
DoD is operating many of its weapon systems well beyond their original designed service
lives. Coupled with increased operating tempo and exposure to harsh environmental
conditions, these platforms require engineering and overhaul processes far more extensive
than those performed under historical organic industrial base infrastructure alignments. The
infrastructure has not been refreshed to adequate levels of repair and technology
modernization.
Organic base depots are Working Capital Funded activities and required to reinvest andrecapitalize equipment and facilities through their rate structure. Sensitivity to rate increases
limits each depot’s ability to modernize and restore infrastructure to the extent required.
While DoD’s budget replaces and refurbishes plant equipment, and statute and policy direct
follow-through on recapitalization, infrastructure investments have not been adequate.
Without significant future investment, the organic base will remain challenged by outdated
equipment, tooling, and machinery. The erosion of organic infrastructure continues to impact
turnaround time and repair costs of newly fielded weapon systems, reducing inventory,
decreasing operational readiness, and impacting future deployment schedules.
Workforce Recruitment, Retention, and Onboarding
The DoD Maintenance Enterprise faces workforce skill gaps across the board. The emergenceof new weapon technologies coupled with retirements has caused a significant mismatch
between skill requirements and workforce capabilities. Recruitment and retention of criticalskill sets are concerns, partially because of sharp competition for labor with the private sector
and due to a lack of defense specific skills. Training the new workforce is essential, andimproving the organic industrial base's opportunity to recruit already trained artisans would
have significant and immediate impacts on productivity and readiness. Exacerbating theissue is the lack of policy to authorize security clearance “transfer in status” when technicians
who have clearances are hired; the statutory requirement outlined by 5 U.S. Code 3326
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prohibiting the hire of military technicians for 180 days after separating from the military;and government shutdowns and furloughs which diminish the ability to recruit, hire, andretain talented STEM personnel.

Software Engineering Sector

The software engineering discipline has evolved rapidly over the past several decades, creating acrisis within the industrial base. Software engineering is the application of a systematic,
disciplined, quantifiable approach to the development, operation, and maintenance of software.
Software engineering capability includes the processes, resources, infrastructure, and workforce
competencies to enable systems to meet operational mission requirements and evolving threats.
Software is virtually in every piece of electronics from firmware, operating systems, andapplications. This includes DoD weapon systems, mission support systems, maintenancesystems, business systems, etc. Today’s modern weapon systems rely heavily on software toprovide functionality. The F-35 is estimated to rely on 90% of its avionics specification
requirements on software; this has grown significantly over the last four decades when the F15A had just 35% software reliance in 1975. Unlike physical hardware, software can be delivered
and modified remotely, greatly facilitating rapid adaptation to changes in threats, technology,
mission priorities, and other aspects of the operating environment.
Unfortunately, software for many weapon systems is being sustained with processes developed
decades ago for hardware-centric systems. In addition, much of DoD policy remains hardwarecentric, despite software providing an increasingly larger percentage of system functionality. In
today’s fast pace changing environments with mounting cyber threats, software engineering forour software intensive systems should look to utilize agile software development processes
accompanied with appropriate contracting practices capable of rapidly delivering incremental
and iterative changes to the end-user.

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As a result of the paradigm shift from hardware to software intensive systems, a significant needfor a more software savvy acquisition workforce is essential. Policy, roles, and responsibilities
for software engineering at the DoD level are not clearly established to effectively represent
software equities at the acquisition policy and program levels. A lack of unified policy has
resulted in various interpretations and implementations across the Services. Currently, there
exists limited focus and priority on explicitly addressing software engineering sustainability ofsoftware intensive systems during the requirements process, design, and development ofsystems. The inventory of software that DoD currently possesses is immense and continually
growing, but there is limited visibility and understanding at the enterprise level of the total size,
complexity, and characteristics of the inventory, which may be exceed one billion line of custom
developed software code. A unified source of clear software engineering policy would aid in a
unilateral implementation of appropriate practices across the industrial base.
Exacerbating the need to strengthen organic software expertise is the issue of a national STEM
shortage. Today’s education pipeline is not providing the necessary software engineeringresources to fully meet the demand in the commercial and defense sectors, and resources
required to meet future demands continue to grow. Until the STEM crisis is rectified, recruiting,hiring, and retaining qualified personnel will continue to be challenging.

Case Studies: Software Engineering Impacts on National Security
The software engineering skills gap affects a wide range of occupations and could havepotentially significant impacts on production of critical defense-related materials, vehicles,
and machinery, as well as other goods and services necessary to supply our nation's armed
forces. The below case studies provide specific examples.
F-35 Schedule Delays and Cost Overruns
F-35 provides an example where complexities of highly integrated hardware and softwaresystems have led to high risks of program delays related to the release of software, further
delaying the capabilities required in the field. Hardware and software delays associated with
the Block 3F release, required to declare Air Force initial operating capability, resulted in afive-month delay and projected $532M cost overrun.
B-52 Mission Planning Agile Software Development
Organic software professionals in the Air Force implemented agile software development
processes for B-52 Mission Planning as a pilot project in 2010. The agile processes
streamlined rapid, iterative performance from development to fielding, resulting in thedelivery of the project on schedule, at a cost of $28M, and included additional major
capabilities. In addition, major defects discovered during the first operational test werereduced by 93% compared to similar programs. Initially, a contract was awarded to industry
for this effort at $54M in 2007, but was cancelled three months later due to budget shortfalls.
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Personnel Recovery Command and Control Agile Software Development
In 2014, organic sustainment engineers implemented agile software development processes
for personnel recovery command and control systems. Implementation overcame poorly
defined requirements while improving response time to changing needs by field units. In
addition, defects found during acceptance testing were reduced by 88%.

Workforce Sector

Workforce includes the occupations for the full lifecycle development and support of defense
products and inputs, including R&D, design, manufacturing, production, and maintenance.
Around 1.6 million workers have jobs that, at least in part, support national defense,161
accounting for approximately 1.3% of private sector employment. Within the industrial base,the largest occupational groups are production workers (e.g., manufacturers such as welders andmachinists) and STEM workers. The industrial base also includes workers in transportation,business and financial services, management, and office and administrative support.
Manufacturing represents a critical part of the industrial base workforce. The advanced
weaponry and supporting equipment necessary to dominate in modern warfare require highlysophisticated manufacturing, yet the domestic workforce has suffered for decades. The U.S saw
a sharp decline in manufacturing beginning in the 1970’s, with only a moderate uptick in more
recent years. The manufacturing sector lost 6 million jobs from 1998 to 2010 and while thesector has seen some gains – in January 2018, there were 12.6 million manufacturing jobs, up
approximately 1 million from early 2010 – it still lost 5 million jobs since 1998.162 The skill
atrophy accompanying such loss can have profound short and long term effects on industrial
capabilities.

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UNCLASSIFIEDA National Association of Manufacturers survey of 662 manufacturing companies, conducted in
December 2017, found the inability to attract and retain a quality workforce is the top businesschallenge, cited by 72.9% of respondents. To address this workforce challenge, 66% ofrespondents said they are increasing the workload of their existing employees. 34.4% statedtheir company had been unable to take on new business and had lost revenue opportunities
because of the inability to attract and retain workers.163 Given the number of manufacturers
who exist in the industrial base supply chain, these numbers are significant.
However, the manufacturing and defense industrial base does provide strong employment
opportunities for growth. In January 2018, the National Association for Manufacturers
reported 427,000 manufacturing job openings, with 360,000 workers hired – continuing astrong trend in hiring since August 2017.164 Although the number of workers engaged in many
traditional production occupations, such as assemblers, machine setters, and mold makers, isprojected to continue to decline over the coming decade, several other occupations that enable
and support the modern, automated manufacturing facility are expected to surge.
While the total number of bachelor’s degrees in the U.S. has increased steadily in the last two
decades, the number of STEM degrees conferred in the U.S. still pales compared to China.165 In
addition, the U.S. has seen an increase in students on temporary visas, many of whom would beunable to gain the security clearances needed to work in the defense ecosystem.166
Growth in advanced science and engineering degrees shows the U.S. graduating the largest
number of doctorate recipients of any individual country, but 37% were earned by temporary
visa holders167 with as many 25% of STEM graduates in the U.S. being Chinese nationals.168

Case Studies: Workforce Sector Impacts on National Security
The skills gap affects a wide range of occupations and could have significant impacts on
production of critical defense-related materials, vehicles, and machinery, as well as othergoods and services necessary to supply our nation's armed forces. Examples include a lack ofindustrial machinery mechanics for motor vehicles, welders for surface and subsurface
vehicles, and biophysicists for physiological sensor systems. In many of the traditional
sectors, workforce issues were identified as key impacts – the below case studies merely add
to that narrative.
Challenges to Recruit and Retain
Many companies in the industrial base recognize that significant skills gaps exist acrossmultiple occupations, creating the potential to interfere with efficient acquisition of a wide
variety of military equipment and other goods and services. Still more difficulties may beposed during a surge in defense production. A study by the Bureau of Industry and Security
shows that companies with access to classified material – a potential indicator of a company's
membership in the defense ecosystem – face significant workforce shortages. The review of102

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9,634 facilities found that 41% of the facilities cited labor availability/costs, 31% cited
worker/skills retention, and 15% cited an aging workforce as concerns.169
Traditional vs Future Trade Skills
Although the number of workers engaged in many traditional production occupations, such asassemblers, machine setters, and mold makers, is projected to continue to decline over the
coming decade, several other occupations that enable and support the modern, automatedmanufacturing facility are expected to surge. Occupations expected to grow often require thetechnical skills to program, maintain, troubleshoot, and repair increasingly sophisticatedproduction machinery. For example, the number of computer-controlled machine operatorsand programmers are projected to grow by more than 17% by 2024, adding an additional
25,000 operators and more than 4,000 programmers. The number of machinists needed to
set up and repair machine tools is expected to reach 343,200 nationwide by 2024, a 7.8%
increase over 2014 employment levels. An expected 13.2% increase in industrial machinerymechanics would increase the ranks of such workers to nearly 201,000 nationwide over the
next decade. And while the number of industrial production managers is expected to shrink
through 2024, 55,500 replacement workers with appropriate skills will be needed to fillexisting positions.
The Bureau of Labor Statistics projects that STEM jobs will see an increase of 962,000 jobs by2026. This 11% increase is much higher than the average occupational rate increase, which is
expected to be 7.4% between 2016 and 2026.170
Security Clearances
Ongoing challenges face DoD and its suppliers in getting personnel cleared to work onclassified projects or in classified spaces. Concerns about the integrity of the investigation
process coupled with diminished resources have created an ever growing backlog of
employees waiting for clearances. However, a major effort is underway to address the issue.
Pursuant to the National Defense Authorization Act for FY 2018, DoD recently stood up the
Defense Vetting Directorate within the Defense Security Service. The newly announced
directorate will oversee the creation and execution of a comprehensive personnel vetting
strategy, to renew the entire personnel security clearance process. As part of streamlining
efforts, the directorate will utilize the National Background Investigative System, which will
include automated records checks as well as risk assessment protocols and other capabilities.
The system will be founded on advanced analytics and sounds risk assessment to serve as key
capabilities, ensuring a timely, trustworthy, loyal, and reliable workforce clearance process.

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Appendix Three: Contributing U.S.
Government Agencies
Department of Defense
Air Force (USAF)
Air Combat Command (ACC)o

Warfare Center (USAFWC)

Air Staff (AF)oStrategic Plans and Programs (AF/A5/8)


Air Reserve Assessments Division (A5SM)

Materiel Command (AFMC)ooLife Cycle Management Center (LCMC)
Research Laboratory (AFRL)Electronics and Sensors Branch (RXME)

Materials (Materials)
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Technical Engineering Services Directorate (EZAD)

Secretary of the Air Force (SAF)oo

Office of the Assistant Secretary of the Air Force for Acquisition, Technology &Logistics (AQ)

Logistics and Product Support (AQD)



Missiles and Munitions Program Element Monitor (M&M PEM)

Space Command (AFSPC)Space and Missile Systems Center (SMC)

Army (USARMY)

Headquarters (HQDA)oIntelligence and Security Command (INSCOM)o

Logistics Directorate (HQDA G-4)
National Ground Intelligence Center (NGIC)

Materiel Command (AMC)ooooChemical Materials Activity (CMA)
Chief Information Officer – Information Assurance (CIO-IA)
Joint Munitions Command / Joint Munitions and Lethality Life Cycle Management
Command (JMC/JM&L)
Research, Development and Engineering Command (RDECOM)Armament Research, Development and Engineering Center (ARDEC)

Aviation and Missile Research Development and Engineering Center (AMRDEC)
Communications-Electronics Research, Development and Engineering Center(CERDEC)Contracting Command (ACC)oIntelligence and Information Warfare Directorate (I2WD)
Aberdeen Proving Ground Plans, Analysis, and Integration Office (APG
PAIO)



Edgewood Chemical Biological Center (ECBC)Natick Soldier Systems Center (NSSC)



Research Laboratory (ARL)

Tank-Automotive and Armaments Command (TACOM)
Life Cycle Management Command (LCMC)

Materiel Systems Organization (MSO)
Integrated Logistics Support Center (ILSC)
 Chemical / Biological Defense Product Support Integration
Directorate (Chem/Bio PSID)
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Office of the Assistant Secretary of the Army for Acquisition, Logistics & Technology(ASA (ALT))Joint Program Executive Office for Chemical Biological Defense (JPEO CBD)PEO Ground Combat Systems (GCS)PEO Missiles and SpacePEO Soldier

Defense Contract Management Agency (DCMA)

Industrial Analysis Group (IAG)

Defense Intelligence Agency (DIA)
Defense Logistics Agency (DLA)

AcquisitionsoStrategic Sourcing

Joint Chiefs of Staff (JCS)Strategic Plans & Policy (J5)

Marine Corps

Headquarters (HQMC)oInstallations and Logistics (DC, I&L)

Logistics Command (LOGCOM)
Systems Command (MARCORSYSCOM)oPEO Land Systems (LS)

Ground Air Task Oriented Radar (G/ATOR)

Massachusetts Institute of Technology Lincoln Laboratory (MITLL)
Missile Defense Agency (MDA)

Electronic Counter-Measures (ECM)
Office of the Assistant Director for Assurance IntegrationoQuality, Safety, and Mission Assurance (QS)

Office of the Director of Engineering (DE)

National Reconnaissance Office (NRO)Advanced Systems & Technology Directorate (AS&T)



Systems Engineering Directorate (SED)

Navy (USN)

Office of the Chief of Naval Operations (OPNAV)o

Office of the Assistant Secretary of the Navy for Research, Development, andAcquisition (ASN(RDA))
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Deputy Assistant Secretary of the Navy for Air Programs (DASN AIR)DASN for Ships (DASN SHIPS)PEO for Integrated Warfare Systems (IWS)

Rotating Radar Program Office (2R1E)

Naval Air Systems Command (NAVAIR)
Naval Sea Systems Command (NAVSEA)
Naval Surface Warfare Center – Crane (NSWC Crane)
Naval Surface Warfare Center – Dahlgren (NSWC Dahlgren)

Office of the Secretary of Defense (OSD)

Office of the Under Secretary for Acquisition and Sustainment (A&S)
oLogistics and Materiel Readiness (L&MR)



o
o

Office of the Deputy Assistant Secretary of Defense for Supply Chain Integration(SCI)
Office of the Deputy Assistant Secretary of Defense for Maintenance Policy andPrograms (MPP)

Office of the Deputy Assistant Secretary of Defense for Industrial Policy (IndPol)
Office of the Assistant Secretary of Defense for Acquisition (ASD(A))


Office of Space, Strategic, and Intelligence Systems (SSI)









Ground-Based Strategic Deterrent (GBSD)Long Range Strike Office (LRSO)
Military Satellite Communication (MILSATCOM)
Missile Defense
NRO Systems
Space-Based Infrared System

Office of the Under Secretary for Research and Engineering (R&E)
o

Office of Systems Engineering (DASD SE)



United States Special Operations Command (USSOCOM)
Defense Microelectronics Activity (DMEA)Defense Security Service (DSS)

Central Intelligence Agency (CIA)
Department of Commerce (DOC)

Bureau of Industry and Security (BIS)ooOffice of Technology Evaluation (OTE)
Office of the Deputy Assistant Secretary for Export Administration

108

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United StatesInternational Trade Administration (ITA)o

UNCLASSIFIED

Office of the Deputy Assistant Secretary for Manufacturing

National Institute of Standards and Technology (NIST)o

Industry & Innovation Services (I&IS)

Manufacturing Extension Partnership (MEP)

Department of Energy (DOE)

National Nuclear Security Administration (NNSA)
Office of Energy Efficiency and Renewable Energy (EERE)o

Office of Environmental Management (EM)ooAdvanced Manufacturing Office (AMO)
Chief of Nuclear Safety (CNS)
Los Alamos National Laboratory (LANL)

Office of Scienceo

Oak Ridge National Laboratory (ORNL)

Department of Health and Human Services (HHS)Office of the Assistant Secretary for Preparedness and Response (ASPR)

Office of the Senior Counselor to the Secretary

Department of Homeland Security (DHS)

Office of Trade and Transportation Policy

Department of the Interior (DOI)

United States Geological Survey (USGS)

Department of Labor (DOL)

Office of the Assistant Secretary for Administration and Management (OASAM)
Office of the Assistant Secretary for Policy (OASP)

Department of State (DOS)

Policy Planning Staff (S/P)

Department of the Treasury (DOT)

Office of International Affairs
109

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

UNCLASSIFIEDInternational Trade Commission (ITC)
National Aeronautics and Space Administration (NASA)
National Science Foundation (NSF)

National Center for Science and Engineering Statistics

National Security Agency (NSA)
Office of the Director of National Intelligence (ODNI)National Counterintelligence and Security Center (NCSC)White House / Executive Office of the President (WH/EOP)

National Security Council (NSC)oo

Director for International Trade and Investment
Director for Nonproliferation and Strategic Trade

Office of Management and Budget (OMB)oNational Security Division

Defense Science and Technology Examiner

Office of Policy DevelopmentooDomestic Policy Council
National Economic Council (NEC)

Director for International Economic Affairs

Office of Science and Technology Policy (OSTP)

Office of Trade and Manufacturing Policy (OTMP)

Non-U.S. Government Organizations



ANSER
Institute for Defense Analyses (IDA)

Manufacturing USA NextFlex Institute110

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

UNCLASSIFIED

Appendix Four: U.S. Government
Sources
Department of Defense
Air Force (AF)

Air Force Annual Industrial Base Assessment

Air Force ManTech AESA Radar Roadmap: A Sub-Tier Industrial Base Perspective
Air Force Research Laboratory (AFRL)ooSustainment Overview
AFRL Materials and Manufacturing Directorate Electronics and Sensors Branch(RXME)


Industrial Base Assessment Aerospace Applications for Carbon Nanotubes

Industrial Base Assessment AESA Suppliers – Market Survey and Issues
Industrial Base Assessment APG-68(V)9/(V)10 and APS-143G(V)1 Radar Systems

Industrial Base Assessment KC-46 Supplier Chain Risk Assessment
Industrial Base Assessment Multifunctional Materials Assessment
111

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

UNCLASSIFIED

Industrial Base Assessment North American Military and Commercial Engine
Assessment
Industrial Base Assessment Remotely Piloted AircraftIndustrial Base Assessment Three-Dimensional Expeditionary Long-Range Radar
Sub-tier Supplier Industrial Base Potential IssuesIndustrial Base Assessment Unmanned Systems Integrated Roadmap, FY2013-2038
Industrial Base Assessment Update to AESA Suppliers – Market Survey and Issues

Capital Investment Study on Air Force Depots

Army (USARMY)

Aerospace Casting Study

Aerospace Composite Analysis



Analysis of H-47 Supply Chain Risks
Armed Scout Helicopter Divestiture Industrial Base Report
Aviation and Missile Research Development and Engineering Center (AMRDEC)oo

Aerospace Bearing Industry Sector Analysis
Puma/Raven Unmanned Aircraft System (UAS) Supplier Analysis



Avionics Sector Analysis



B-52H Re-engine Alternate Supplier Market ResearchBody Armor Working Group Data
CH-47 Block II Analysis of Alternatives Industrial Capabilities Assessment



Defense Industrial Base E-RepositoryGray Eagle Industrial Capabilities Assessment
Industrial Base Baseline Assessments
Industrial Base Data WarehouseMissile and Aviation Supply Chain Operations Tool
Program Executive Officer Ground Combat Systems (PEO GCS)o

Industrial Base Considerations for Increased Vehicle Production to the Chief of Staffof the ArmyRotorcraft Engine Industrial Base Sector Analysis



Rotorcraft Forging Industrial Base Sector Analysis
Specialty Steel Sector Analysis

Supplier Risk Tracker

Tank-Automotive and Armaments Command (TACOM)oIndustrial Base Baseline Assessmento

UAS Sector Analysis

Defense Contract Management Agency (DCMA)

A-10 Wing Replacement Program Rate Analysis
112

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

UNCLASSIFIED

Active Electronically Scanned Array (AESA) Design Skills Assessment Report
Annual Aircraft Industry Economic Forecast Assessment



eTools Delegation Data
eTools Industrial Base Integrated Data System

eTools Supplier Risk System

Ground Combat Systems Manufacturing Capacity Assessment
Industrial Analysis Center Tactical Airborne AESA Radar White Paper

Industrial Capabilities Assessment: Advance Digital Data Set

Industrial Capabilities Assessment: Advanced Airborne Sensor
Industrial Capabilities Assessment: Aircraft SectorIndustrial Capabilities Assessment: Body Armor

Industrial Capabilities Assessment: BQM-177A Subsonic Aerial Target
Industrial Capabilities Assessment: CH-53K King Stallion
Industrial Capabilities Assessment: F-35 Long Lead Material Supplier Assessment

Industrial Capabilities Assessment: Future Vertical Lift
Industrial Capabilities Assessment: Infrared Search and Track System (F-18)



Industrial Capabilities Assessment: Microwave Tube

Industrial Capabilities Assessment: MQ-1C Gray Eagle UAS
Industrial Capabilities Assessment: MQ-4C Triton UAS

Industrial Capabilities Assessment: MQ-4C Triton UAS Addendum
Industrial Capabilities Assessment: MQ-8 Fire Scout UASIndustrial Capabilities Assessment: Multi-Spectral Camouflage Netting
Industrial Capabilities Assessment: Next Generation Jammer
Industrial Capabilities Assessment: Night VisionIndustrial Capabilities Assessment: Parachutes
Industrial Capabilities Assessment: RQ-21A Integrator Small Tactical Unmanned
Aircraft System
Industrial Capabilities Assessment: Small Arms

Infrared Decoy Industrial Base Assessment



Military Rotary Wing Design and Engineering Capabilities Assessment
Munitions Industry Production Analysis Report

Defense Logistics Agency (DLA)Casting Industry Assessment



Defense Strategic and Critical Materials Operations Report To CongressFragility and Criticality Assessments Army Robotics



Fragility and Criticality Assessments Body Armor
Fragility and Criticality Assessments Critical Energetic Materials

Fragility and Criticality Assessments F-18
113

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

UNCLASSIFIED

Fragility and Criticality Assessments F-22 (Sustainment)
Fragility and Criticality Assessments Fixed Wing Aircraft

Fragility and Criticality Assessments Focal Plane Arrays
Fragility and Criticality Assessments Gray Eagle



Fragility and Criticality Assessments Ground Combat Systems



Fragility and Criticality Assessments Ground Robotics
Fragility and Criticality Assessments Ground Vehicles

Fragility and Criticality Assessments Military Satellite Communications Systems



Fragility and Criticality Assessments Navy Shipbuilding
Fragility and Criticality Assessments Radar

Fragility and Criticality Assessments Rotary Wing

Fragility and Criticality Assessments Space
Fragility and Criticality Assessments Tobyhanna Army Depot Skills
Fragility and Criticality Assessments Vertical Lift Design Skills

Fragility and Criticality Assessments Warfighter Information Network-Tactical
Increment 1
Steel & Specialty Metals Pricing Analysis

Missile Defense AgencyFragility and Criticality Assessments Missile Seekers
Fragility and Criticality Assessments Missiles

Navy (USN)Naval Air Systems Command (NAVAIR)
o
o
o



Military Aviation Industrial Base Review (Tactical Aircraft Design)
Supplier Database
Tactical Combat Training System Analysis

Naval Sea Systems Command (NAVSEA)oRare Earth Metals & Usage in Microwave Tubes Briefing

Office of the Secretary of Defense (OSD)

Annual Aviation Inventory and Funding Plan, FY 2017-2046

Annual Industrial Capabilities Report to Congress FY2013



Annual Industrial Capabilities Report to Congress FY2014
Annual Industrial Capabilities Report to Congress FY2015



Annual Industrial Capabilities Report to Congress FY2016



Annual Industrial Capabilities Report to Congress FY2017



Annual Industrial Capabilities Report to Congress FY2018
Critical Energetic Materials Working Group Data

Defense Innovation Unit Experimental (DIUx)
114

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United StatesoDefense Innovation CapitalF-16 AESA Radar Upgrade Acquisition Strategy Paper
Federal Procurement Data SystemFuze Integrated Product Team Data

Joint Industrial Base Working Group Data
Industrial Policy (IndPol)
o
o
o
o
o
o
o
o




UNCLASSIFIED

Body of Knowledge Electronic Warfare
Body of Knowledge Fixed Wing Aircraft
Body of Knowledge Rotary Wing Aircraft
Body of Knowledge UAS
Identifying and Mitigating the Impact of the Budget Control Act on High Risk Sectors
and Tiers of the Defense Industrial Base
Impact of the Budget Control Act on the Defense Industrial Base
Program Management Review Meeting Defense Production Act Title III Tungsten
Rhenium Wire Production Sustainment Project
Proposed Acquisition of Sikorsky Aircraft by Lockheed Martin

National Defense Strategy
Nuclear Posture Review

Congressional Research ServiceChina’s Mineral Industry and U.S. Access to Strategic and Critical Minerals: Issues forCongress
Rare Earth Elements in National Defense: Background, Oversight Issues, and Options
for Congress
The Buy American Act—Preferences for “Domestic” Supplies: In Brief
The Specialty Metal Clause: Oversight Issues and Options for Congress

Department of Commerce

Bureau of Industry and Security (BIS)
o
o
o
o
o
o
o

Cost-Metric Assessment of Diminishing Manufacturing Sources and Material
Shortages
Critical Facilities Survey Data
Critical Technology Assessment: Fine Grain, High-Density Graphite
Critical Technology Assessment: Impact of U.S. Export Controls on GreenTechnology Items
Critical Technology Assessment: Night Vision Focal Plane Arrays, Sensors, andCamerasCybersecurity Framework Manufacturing Profile
Defense Industrial Base Assessment of Counterfeit Electronics
115

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o


UNCLASSIFIED

Defense Industrial Base Assessment of Rocket Propulsion
Defense Industrial Base Assessment of the Telecommunications Industry
Infrastructure
Defense Industrial Base Assessment of the U.S. Underwater Acoustics Transducer
Industry
Defense Industrial Base Assessment of U.S. Textiles, Apparel, and Footwear
Framework for Improving Critical Infrastructure Cybersecurity
Industrial Base Assessment of Consumers of U.S. Electro-Optical Satellite Imagery
National Aeronautics and Space Administration’s (NASA) Human Space Flight
Industrial Base in the Post-Space Shuttle/Constellation Environment
National Security Assessment of the C-17 Globemaster Cargo Aircraft’s Economic &Industrial Base Impacts
National Security Assessment of the Cartridge and Propellant Actuated Device
Industry: 4th Review
Reliance on Foreign Sourcing in the Healthcare and Public Health Sector:
Pharmaceuticals, Medical Devices, and Surgical Equipment
Sector to Sector, Tier to Tier Data
The Effect of Imports of Aluminum on the National Security, an Investigation
Conducted under Section 232 of the Trade Expansion Act of 1962, as Amended
The Effect of Imports of Steel on the National Security, an Investigation Conductedunder Section 232 of the Trade Expansion Act of 1962, as Amended
U.S. Bare Printed Circuit Board Supply Chain Assessment
U.S. Integrated Circuit Design and Fabrication Capability
U.S. Space Industrial Base "Deep Dive" Assessment: Employment in the U.S. Space
Industrial BaseU.S. Space Industrial Base "Deep Dive" Assessment: Impact of U.S. Export Controlson the Space Industrial BaseU.S. Space Industrial Base "Deep Dive" Assessment: Small Businesses in the Space
Industrial BaseU.S. Strategic Material Supply Chain Assessment: Carbon Fiber Composites
U.S. Strategic Material Supply Chain Assessment: Select Rare Earth Elements
U.S. Strategic Material Supply Chain Assessment: Titanium

National Institute of Standards and Technology (NIST)oNational Institute of Standards and Technology (NIST) Manufacturing Extension
Partnership Cybersecurity Self-Assessment Handbook For Assessing NIST SP 800171 Security Requirements in Response to Defense Federal Acquisition Regulations
Cybersecurity Requirements

Department of EnergyCritical Materials Strategy
116

UNCLASSIFIED

Assessing and Strengthening the Manufacturing and Defense Industrial Baseand Supply Chain Resiliency of the United States

UNCLASSIFIED

Department of the InteriorManaging Materials for a Twenty-First Century Military
Mineral Commodity Summaries



U.S. Geological Survey Data and Reports

Department of Labor

Bureau of Labor Statistics Data

Government Accountability OfficeDefense Supply Chain: The Department of Defense Needs Complete Information onSingle Sources of Supply to Proactively Manage the Risks



Nuclear Weapons: The National Nuclear Security Administration Needs to Determine
Critical Skills and Competencies for Its Strategic Materials Programs

Joint Army Navy NASA Air Force Interagency Propulsion CommitteeBi-Annual Propulsion Industrial Sector Integrated Program Plan and Key Decision
PointsWhite House / Executive Office of the President

National Security Strategy

Office of Trade & Manufacturing Policy (OTMP)oChina's Strategies of Economic Aggression: How China Threatens the Intellectual
Property and Technologies of America and the World

U.S. Government-Sponsored Sources

A.T. Kearney Combat Vehicle Industrial Base Study

Institute for Defense Analyses (IDA) Assessment Activities for Industrial Policy in
Support of Executive Order 13806



IDA Munitions Resilience Study

MFORESIGHT America's Next Manufacturing Workforce



MFORESIGHT Cybersecurity for Manufacturers

MFORESIGHT Democratizing Manufacturing
MFORESIGHT Ensuring American Manufacturing Leadership Through NextGeneration Supply Chains

MFORESIGHT Metamaterials Manufacturing

117

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Appendix Five: Industry Listening
Sessions
The below list includes the industry listening sessions the Interagency Task Force conducted.
Many of the sessions were hosted and facilitated by trade associations, allowing the working
groups a breadth of industry representatives in one meeting.
Date

Host

Session Title

Sector(s)Addressed

Dec. 15, 2017

National Defense Industrial
Association

Industry Listening Session

Electronics

Jan. 22, 2018

Center for Strategic andInternational Studies

Charting a New Course for
the Industrial Base

Macro forces

Jan. 25, 2018

Association for Manufacturing
Technology and Georgia
Tech Global Learning Center

AMT Machine Tools Data
Gathering Workshop

Machine Tools

Jan. 26, 2018

Association for Manufacturing
Technology

Advanced Manufacturing
Workshop

Machine Tools

119

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UNCLASSIFIED

Date

Host

Session Title

Sector(s)Addressed

Jan. 31, 2018

Professional Services Council

Leadership Summit

Workforce

Feb. 7, 2018

Cowen Inc.

Aerospace and Defense
Conference

Macro forces

Feb. 8, 2018

University of California San
Diego 21st Century China
Center

New Approaches to
Reviewing and Regulating
Chinese High Tech
Investment

Macro forces

Mar. 1, 2018

National Defense University

Foundation Breakfast
Briefing

Macro forces

Mar. 7, 2018

National Institute of Standards
and Technology
Manufacturing Extension
Program

Advisory Board Meeting

Macro forces

Mar. 20, 2018

Precision Strike Association

Annual Review

Munitions & Missiles

Mar. 28, 2018

Aerospace Industries
Association

Industry Listening Session

Aircraft

Mar. 28, 2018

Aerospace Industries
Association

Industry Listening Session

Space

Mar. 29, 2018

Aerospace Industries
Association

Industry Listening Session

Munitions & Missiles

Mar. 29, 2018

Aerospace Industries
Association

Industry Listening Session

Radar & EW

Apr. 3, 2018

National Defense Industrial
Association

Industry Listening Session

Ground Systems

Critical to the cybersecurity working group efforts were a series of nearly thirty sessions hosted
by the National Institute of Standards and Technology Manufacturing Extension Partnershipprogram from January - December 2017. Many of the sessions, which were conducted in overtwenty states and reached over 1,000 U.S. manufacturers, included participation from DoD
Procurement Technical Assistance Centers. The sessions familiarized small and medium size
companies with the DFARS requirement to ensure adequate cybersecurity protections are inplace by implementing the security controls contained in NIST SP 800-171. Direct personal
interactions that occurred during the sessions regarding the challenges small and medium
manufacturers face in terms of defensive and offensive cybersecurity, informed thecybersecurity in manufacturing working group's inputs and recommendations as part of the EO
13806 effort.

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Appendix Six: Agreements with
Foreign Governments
Security of Supply Agreements
DoD has entered into arrangements with several nations to ensure the mutual supply of defense
goods and services. These bilateral Security of Supply arrangements allow the DoD to request
priority delivery for DoD contracts, subcontracts, or orders from companies in these countries.
Similarly, the arrangements allow the signatory nations to request priority delivery for theircontracts and orders with U.S. firms.
Conducted under the overarching Declarations of Principles for Enhanced Cooperation in
Matters of Defense Equipment and Industry that have been signed with certain nations, Securityof Supply arrangements implement the “Meeting National Defense Requirements” section. The
arrangements recognize the potential for a certain degree of mutual interdependence of supplies
needed for national security, and calls for the parties to explore solutions for achieving
assurance of supply. Reciprocal industrial priority systems encourage partner nations to acquire

121

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defense goods from each other, promote interoperability, and provide assurance of timely
delivery during peacetime, emergency, and armed conflict.
The following countries are party to Security of Supply agreements with the United States:
Australia, Canada, Finland, Italy, Netherlands, Norway, Spain, Sweden, and the United
Kingdom.171

Cooperative International Agreements
DOD has a highly structured process governing the development, negotiation, coordination, andimplementation of cooperative international agreements:


Memoranda of Understanding;Memoranda of Agreement;Projects Agreements and Arrangements; andEquipment and Material Transfer Arrangements

International agreements are used to establish information exchanges; personnel exchanges andassignments; cooperative research, development, test and evaluation projects; cooperativeacquisitions; cooperative production (including licensed coproduction); or cooperative orreciprocal logistics support.
Any international agreement between the U.S. and another nation constitutes a commitment
binding in international law on the part of the U.S. and the foreign government. The
agreements obligate both governments to commit resources – funds, equipment, labor,
information, or action – and outline the authorization and approval process to ensure the U.S.
only commits to a course of action that is implementable and in its best interest.

Reciprocal Defense Procurement Agreements
Title 19, U.S. Code, Section 2512(a) directs the President to prohibit the procurement of foreign
products from any country that is not a party to the Trade Agreements Act of 1979, so as toprovide appropriate reciprocal competitive government procurement opportunities to U.S.
products and suppliers of U.S. products. Title 19, U.S. Code, Section 2512(b) allows the
President to authorize the Secretary of Defense to waive the prohibition on procurement offoreign products of any country that enters into a reciprocal procurement agreement with DoD.
A Reciprocal Defense Procurement agreement is an example of such an agreement.
Under a Reciprocal Defense Procurement agreement, countries afford each other certain
benefits on a reciprocal basis, consistent with their national laws and regulations. Each
Reciprocal Defense Procurement agreement provides a framework for ongoing communication
between or among DoD and its respective counterparts regarding market access andprocurement matters that contribute to effective defense cooperation. Key Reciprocal Defense

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Procurement agreement principles include: fair competition, reduced market barriers,transparent processes, and protection of intellectual property.
The authority to conclude a Reciprocal Defense Procurement agreement is found at Section 2531
of Title 10, U.S. Code. A country that has concluded a Reciprocal Defense Procurementagreement with DoD is termed a “qualifying country” in the DoD Federal Acquisition Regulation
Supplement.172 The DoD has Reciprocal Defense Procurement agreements in effect with thefollowing 27 countries: Australia, Austria, Belgium, Canada, Czech Republic, Denmark, Egypt,
Estonia, Finland, France, Germany, Greece, Israel, Italy, Japan, Latvia, Luxembourg,
Netherlands, Norway, Poland, Portugal, Slovenia, Spain, Sweden, Switzerland, Turkey, and theUnited Kingdom.

Reciprocal Government Quality Assurance Agreement
Paragraph (h) of Section 2761 of title 22, U.S. Code, provides the legal authority for anagreement for the performance of quality assurance services on a reciprocal no-charge basis
between DoD and its counterparts for any contract or subcontract for defense articles, defense
services, or design and construction services. Government Quality Assurance agreements
promote the use of common quality assurance standards and protocols whereby eachgovernment supports purchases of defense equipment from its industry by the othergovernment, and by defense contractor performing work for the other government. Suchagreements help promote the interoperability and standardization of conventional defense
equipment used by the U.S. Armed Forces and the partner’s armed forces, and facilitate
cooperation between our defense industries.
Government Quality Assurance agreements take either the form of a Government Quality
Assurance annex to the Reciprocal Defense Procurement agreement that DoD has with thepartner government, or as a stand-alone document. DoD has Government Quality Assurance
agreements with the following 21 countries: Australia, Belgium, Canada, Czech Republic,
Denmark, Finland, France, Germany, Greece, Israel, Italy, Republic of Korea, Netherlands,
Norway, Poland, Romania, Spain, Slovakia, Sweden, Turkey, and the United Kingdom.173

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Photo Credits
Page

CreditCover

iStock1

Photo by John Snyder, Watervliet Arsenal
https://www.dvidshub.net/image/4155302/arsenals-new-contract-will-increase-soldiers-safetyartillery-range

7

U.S. Air Force photo by Justin Connaher, Joint Base Elmendorf-Richardson Public Affairs
https://www.dvidshub.net/image/4419918/making-pointy-end

11

Courtesy photo by the Defense Contract Management Agency
https://www.dvidshub.net/image/2173960/fort-worth-seeks-substantial-return-keystoneinvestment

15

U.S. Air Force photo by Tommie Horton, 78th Air Base Wing Public Affairs
https://www.dvidshub.net/image/2084946/cmxg-working-toward-achieving-art-possible

19

U.S. Air Force photo by Senior Airman Quay Drawdy, 18th Wing Public Affairs
https://www.dvidshub.net/image/4669278/pretty-heavy-metal

45

U.S. Army photo by Debralee Best, Rock Island Arsenal – Joint Manufacturing and Technology
Center (RIA-JMTC)
https://www.dvidshub.net/image/3770282/ria-jmtc-tests-new-pour-basin

125

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Page

Credit53

U.S. Marine Corps photo by Staff Sgt. Britni M. Garcia Green, U.S. Marine Corps Force, Europe
and Africa
https://www.dvidshub.net/image/4560212/spmagtf-cr-af-moves-towards-3d-printing

59

U.S. Air Force photo by Wesley Farnsworth, 88th Air Base Wing Public Affairs
https://www.dvidshub.net/image/2331085/wpafb-office-saves-department-defense-millions

63

U.S. Navy photo by Mass Communication Specialist 1st Class Richard Doolin
https://www.dvidshub.net/image/4516730/180618-n-ox597-031

64

U.S. Navy photo by Mass Communication Specialist 3rd Class Alex Corona, USS Theodore
Roosevelt
https://www.dvidshub.net/image/4229024/uss-theodore-roosevelt-cvn-71-deployment-fy-2018

67

U.S. Air Force Photograph by Donna L. Burnett, Maxwell Air Force Base Public Affairs
https://www.dvidshub.net/image/3187713/maxwell-cbrne-exercise

69

U.S. Army photo by Visual Information Specialist Getrud Zach
https://www.dvidshub.net/image/3690808/1st-battalion-8th-infantryregiment-calfex

71

U.S. Marine Corps photo by Lance Cpl. Cody J. Ohira
https://www.dvidshub.net/image/3855061/2nd-laad-stinger-range

73

U.S. Air Force photo by Airman 1st Class Braydon Williams, 90th Missile Wing Public Affairs
https://www.dvidshub.net/image/4204337/missile-maintainers-tear-down-icbm-maintenance

75

U.S. Navy photo by Mass Communication Specialist Seaman Vance Hand
https://www.dvidshub.net/image/3833040/uss-america-sailor-mans-radar-terminal

78

U.S. Navy photo by Petty Officer 2nd Class Kihlo Parkhttps://www.dvidshub.net/image/287557/uss-harry-s-truman-passes-gibraltar-takes-supplies

81

U.S. Marine Corps photo by Pfc. Melanye Martinez, 2nd MARDIV, Combat Camera
https://www.dvidshub.net/image/1826576/2d-mardiv-headquarters-battalion-9-mile-hike

84

U.S. Air Force courtesy photo by United Launch Alliancehttps://www.dvidshub.net/image/3241843/wgs9-launch

87

Photo by Petty Officer 2nd Class Nathaniel Moger, Joint Task Force Guantanamo Public Affairs
https://www.dvidshub.net/image/103088/information-assurance-cyber-defenders

89

U.S. Air Force courtesy photo, Air Force Research Laboratory
https://www.dvidshub.net/image/4046791/afrl-american-semiconductor-create-flexible-systemchip-internet-things

92

Photo by John Snyder, Watervliet Arsenal
https://www.dvidshub.net/image/3670607/army-apprentices-experiencing-best-most-difficultyears-their-lives

94

Photo by Debralee Best, Rock Island Arsenal – Joint Manufacturing and Technology Center (RIAJMTC)
https://www.dvidshub.net/image/3794962/ria-jmtc-produces-production-aid-depot

96

U.S. Army Engineering and Support Center photo, Huntsville Public Affairs Office
http://www.hnc.usace.army.mil/Media/News-Releases/Article/588223/
project-underway-to-upgrade-heating-system-at-rock-island-arsenal/

99

Photo by James Lentz, Tobyhanna Army Depot
https://www.dvidshub.net/image/3962789/tobyhanna-assists-testing-encryption-solution

101

Photo by Hayley Smith, Crane Army Ammunition Activity
https://www.dvidshub.net/image/4098633/crane-army-produces-practice-rounds-fleet

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Endnotes
1 President Donald Trump, Executive Order 13806, July 2017. https://www.whitehouse.gov/presidential-

actions/presidential-executive-order-assessing-strengthening-manufacturing-defense-industrial-basesupply-chain-resiliency-united-states/
2 National Security Strategy of the United States, December 2017.

https://www.whitehouse.gov/wp-

content/uploads/2017/12/NSS-Final-12-18-2017-0905.pdf
3 2018 National Defense Strategy of the United States of America, January 2018, pg. 2.

https://www.defense.gov/Portals/1/Documents/pubs/2018-National-Defense-Strategy-Summary.pdf
4 National Science Foundation, “Science and Engineering Indicators, 2018,” 2018.

https://www.nsf.gov/statistics/2018/nsb20181/digest/sections/u-s-and-global-stem-education
5 President Donald Trump, Executive Order 13806, July 2017. https://www.whitehouse.gov/presidential-

actions/presidential-executive-order-assessing-strengthening-manufacturing-defense-industrial-basesupply-chain-resiliency-united-states/
6 The Interagency Task Force determined the assessment would focus on the capabilities needed for the“fight tonight,” thus scoping the effort to the nine traditional and six cross-cutting sectors outlined in
Figure 1. The Interagency Task Force and the Office of Trade and Manufacturing Policy agreed early onthat the most effective way to approach the task was to scope the first effort for the fight tonight andconduct follow-on efforts to assess manufacturing and defense industrial base needs for a great power
conflict scenario, as well as evaluating next generation technologies for future threats. The classified
Action Plan provides descriptions of follow-on efforts.

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7 In their study supporting the Industrial Policy Office, the Defense Science Board listed the following ascomponents of the defense industrial base: for-profit companies, not-for-profit companies, universities
and associated university-affiliated research centers, federally-funded research and development centers,
and the open-source community that provides both hardware and software.
8 W. L. Mackenzie King, Hyde Park Declaration, April 1941.

http://wartimecanada.ca/sites/default/files/documents/WLMK.HydePark.1941.pdf
9 FY2017 National Defense Authorization Act, Section 881.

Greater Integration of the National

Technology and Industrial Base.
10 Despite these designations, National Technology and Industrial Base partners are subject to a variety of

U.S. export control laws and regulations, except in those specific cases where exceptions or parallel
structures have been established. The Canadian defense industry enjoys special exceptions to some of themost rigorous export control elements, including the International Traffic in Arms Regulations regime.
Defense industry relations with the United Kingdom and Australia, however, are separately governed bypreexisting Defense Trade Cooperation Treaties. Currently, DoD is developing a plan to reduce thebarriers to the seamless integration across the National Technology and Industrial Base, as mandated by
the FY2017 National Defense Authorization Act.
11 Center for Strategic and International Studies, What the Continuing Resolution Means for Defense

Spending in FY2018, September 27, 2017. https://www.csis.org/analysis/what-continuing-resolutionmeans-defense-spending-fy-2018
12 In the 2011 Budget Control Act, Congress set budget limits known as sequestration. The deficit

reduction sequester required nine annual sequesters of $109 billion – half from defense and half from
non-defense programs – to reduce the deficit by $1.2 trillion. The first of these annual sequesters tookeffect in March 2013.
13 Bradley Martin et al, A Strategic Assessment of the Future of U.S. Navy Ship Maintenance, RAND, 2017.

https://www.rand.org/content/dam/rand/pubs/research_reports/RR1900/RR1951/RAND_RR1951.pdf
14 The Naval Registry.
15 Vehicle, missiles, and aircraft numbers derived from Service Property Book data repositories.
16 Log Cost Baseline calculation.
17 Maintenance and Availability Data Warehouse.
18 Analysis of data from DoD Comptroller’s Green Book.
19 Center for Strategic and International Studies, Measuring the Impact of Sequestration and the Defense

Drawdown on the Industrial Base, 2011-2015, 22 January 2018.
https://www.csis.org/analysis/measuring-impact-sequestration-and-drawdown-defense-industrial-base
20 Defense Production Act Title III.
21 CNAS, A Brief History of Budget Instability, 2017.

https://www.cnas.org/publications/reports/a-briefhistory-of-defense-budget-instability, includes two additional CRs of December 2017 and January 2018.
22 CSIS, “What a Continuing Resolution Means for Defense Spending,” 2017.

https://www.csis.org/analysis/what-continuing-resolution-means-defense-spending-fy-2018
23 U.S. Government Accountability Office Report: DOD Is Taking Steps to Address Challenges Faced by

Certain Companies, GAO-17-644, Washington, DC: Government Accountability Office, July 2017.
https://www.gao.gov/assets/690/686012.pdf
24 Sree Ramaswamy, et al., “Making it in America: Revitalizing U.S. Manufacturing,” McKinsey Global

Institute, November 2017. https://www.mckinsey.com/global-themes/americas/making-it-in-americarevitalizing-us-manufacturing
25 National Security Strategy of the United States, December 2017.

https://www.whitehouse.gov/wp-

content/uploads/2017/12/NSS-Final-12-18-2017-0905.pdf
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26 Robert Atkinson, et al., “Worse Than the Great Depression: What Experts are Missing about American

Manufacturing Decline,” Information Technology & Innovation Foundation, March 2012.
http://www2.itif.org/2012-american-manufacturing-decline.pdf
27 Bureau of Labor Statistics, “Multifactor productivity slowdown in U.S. manufacturing.” Monthly Labor

Review, July 2018.
28 Heather Long, “U.S. has lost 5 million manufacturing jobs since 2000,” CNN Money, March 2016.

http://money.cnn.com/2016/03/29/news/economy/us-manufacturing-jobs/index.html
29 Data from the Bureau of Labor Statistics, U.S. Department of Labor,

https://data.bls.gov/timeseries/CES3000000001.
30 Joel Yudken, Ph.D., “Manufacturing Insecurity: America’s Manufacturing Crisis and the Erosion of the

U.S. Industrial Base,” Cornell University ILR School, September 2010.
https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredi
r=1&article=1122&context=laborunions
31 Center for Strategic and International Studies, “Measuring the Impact of Sequestration and theDrawdown on the Defense Industrial Base,” 22 January 2018. https://www.csis.org/analysis/measuringimpact-sequestration-and-drawdown-defense-industrial-base
32 Sree Ramaswamy, et al., “Making it in America: Revitalizing U.S. Manufacturing,” McKinsey Global

Institute, November 2017. https://www.mckinsey.com/global-themes/americas/making-it-in-americarevitalizing-us-manufacturing
33 MForesight, “Ensuring American Manufacturing Leadership Through Next Generation Supply Chains,”

June 2017. http://mforesight.org/projects-events/supply-chains/
34 Ibid.
35 Ibid.
36 Robert Atkinson, et al., “Worse Than the Great Depression: What Experts are Missing about American

Manufacturing Decline,” Information Technology & Innovation Foundation, March 2012.
http://www2.itif.org/2012-american-manufacturing-decline.pdf
37 Vaclav Smil, “The Rise and Retreat of American Manufacturing.” The MIT Press. 2013.
38 Lee Simmons, “Rare-Earth Market,” Foreign Policy, July 12,2016.

http://foreignpolicy.com/2016/07/12/decoder-rare-earth-market-tech-defense-clean-energy-chinatrade/
39 The 2017 National Security Strategy reclassified China as a “strategic competitor” that is engaged in“economic aggression.” National Security Strategy of the United States, December 2017, pg. 45.
https://www.whitehouse.gov/wp-content/uploads/2017/12/NSS-Final-12-18-2017-0905.pdf

40 As an example of China’s economic aggression, after effectively putting the sole rare earth mine inAmerica out of business, China tried to buy the mine. Henry Sanderson. “Battle Heats Up for Control ofSole US Rare Earth Mine,” Financial Times, 30 May 2017. https://www.ft.com/content/2c3dea3e-3fc211e7-82b6-896b95f30f58
41 Keith Bradsher, “Amid Tension, China Blocks Vital Exports to Japan,” New York Times, 22 September

2010. https://www.nytimes.com/2010/09/23/business/global/23rare.html
42 Lok –Won Kim & John D. Villasenor, “A System-On-Chip Bus Architecture for Thwarting Integrated

Circuit Trojan Horses,” IEEE Transactions On VLSI Systems, Vol. 19, No. 10, pp. 1921-1926, October
2011. http://ieeexplore.ieee.org/xpl/login.jsp?tp=&arnumber=5556060
43 National Research Council, “Rising to the Challenge: U.S. Innovation Policy for the Global Economy,”

The National Academies Press, 2012. https://doi.org/10.17226/13386
44 Ibid.

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45 Steven Kline, Jr. "Understanding the Machine Tool Industry's Ups and Downs," Modern Machine Shop

Online, https://www.mmsonline.com/articles/understanding-the-machine-tool-industrys-ups-anddowns, 1 May 2017.
46 Gardner Research World Machine Tool Survey, 2016, p6.

https://www.gardnerweb.com/articles/2016-

world-machine-tool-survey
47 Dashan Kalyani, “IBISWorld Industry Report 33351 Metalworking Machinery Manufacturing in the

U.S.,” September 2017, IBISWorld Inc.
48 Randy Starr and William Lay, "2016 Aerospace and Defense Industry Trends." Strategy&, 11 March2016. Accessed January 11, 2018. https://www.strategyand.pwc.com/trends/2016-aerospace-anddefense-industry-trends
49 In full recognition of this challenge, one of the National Defense Strategy’s lines of effort is reforming

DoD’s business practices for greater performance and affordability. To that end, DoD leadership iscurrently reviewing the Defense Acquisition University teaching model to determine a more effective andefficient way to educate and empower DoD’s acquisition professionals to combat contracting barriers andinefficiencies across a broad spectrum of challenges.
50 House Committee on Armed Services, Challenges to Doing Business with the Department of Defense:

Findings of the Panel on Business Challenges in the Defense Industry (Washington, DC: U.S. Congress,
March 2012).
https://wcoeusa.org/sites/default/files/Challenges%20to%20Bus%20with%20DOD.3.12.pdf
51 Report of the Advisory Panel on Streamlining and Codifying Acquisition Regulations, Volume 1 of 3,

January 2018.
52 U.S. Government Accountability Office Report: DOD Is Taking Steps to Address Challenges Faced by

Certain Companies, GAO-17-644, Washington, DC: Government Accountability Office, July 2017.
https://www.gao.gov/assets/690/686012.pdf
53 Defense Business Board, Innovation: Attracting and Retaining the Best of the Private Sector,

Washington, DC: Defense Business Board, 2014.
http://dbb.defense.gov/Portals/35/Documents/Reports/2014/DBB-FY14-02Innovation%20report%20(final).pdf
54 Federal Acquisition Regulation, 48 Code of Federal Regulations §§15 1997.

https://www.gpo.gov/fdsys/pkg/FR-1997-09-30/pdf/97-25666.pdf#page=7
55 U.S. Government Accountability Office Report: DOD Is Taking Steps to Address Challenges Faced by

Certain Companies, GAO-17-644, Washington, DC: Government Accountability Office, July 2017.
https://www.gao.gov/assets/690/686012.pdf
56 David Tate, “Acquisition Cycle Time: Defining the Problem,” IDA, October 2016.
57 AMRDEC MORE Tool. https://www.amrdec.army.mil/amrdec/pdf/MORE%20Tool.pdf

58 U.S. Government Accountability Office Report: DOD Is Taking Steps to Address Challenges Faced by

Certain Companies, GAO-17-644, Washington, DC: Government Accountability Office, July 2017.
https://www.gao.gov/assets/690/686012.pdf
59 Defense Security Cooperation Agency, “Fiscal Year 2017 Sales Total $41.93B,” 28 November 2017.

http://www.dsca.mil/news-media/news-archive/fiscal-year-2017-sales-total-4193b
60 U.S. Census Bureau data. https://www.census.gov/foreign-trade/balance/c0004.html
61 U.S. Census Bureau data. https://www.census.gov/foreign-trade/balance/c5700.html
62 U.S. Census Bureau data. https://www.census.gov/foreign-trade/balance/c0003.html
63 Reuters, “Technical Textile Market Size, Share, Report, Analysis, Trends & Forecast to 2022,” 10 May

2017. https://www.reuters.com/brandfeatures/venture-capital/article?id=5437
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64 Department of Commerce, Industrial Base Assessments: U.S. Textiles, Apparel, and Footwear,

https://www.bis.doc.gov/index.php/other-areas/office-of-technology-evaluation-ote/industrial-baseassessments
65 National Council of Textile Organizations, “U.S. Textile Industry,” April 2018.

http://www.ncto.org/facts-figures/us-textile-industry/
66 Department of Commerce, Industrial Base Assessments: U.S. Textiles, Apparel, and Footwear.
67 World Trade Organization, “World Trade Statistical Review 2017,” October 2017.

https://www.wto.org/english/res_e/statis_e/wts2017_e/wts17_toc_e.htm
68 National Council of Textile Organizations, “U.S. Textile Industry.”
69 Department of Commerce, Industrial Base Assessments: U.S. Textiles, Apparel, and Footwear, 2017.

https://www.bis.doc.gov/index.php/other-areas/office-of-technology-evaluation-ote/industrial-baseassessments
70 As the National Security Strategy notes: “China is gaining a strategic foothold in Europe by expanding

its unfair trade practices and investing in key industries, sensitive technologies, and infrastructure.”
National Security Strategy of the United States of America,” December 2017, p. 47.
https://www.whitehouse.gov/wp-content/uploads/2017/12/NSS-Final-12-18-2017-0905.pdf.
71 For an analysis of China’s strategy to capture leading industries, see Josh Wübbeke, Mirjam Meissner,

Max J. Zenglein, Jaqueline Ives, and Björn Conrad, “Made in China 2025: The Making of a High-Tech
Superpower and Consequences For Industrial Countries,” Mercator Institute for China Studies, December
2016, p. 54. https://www.merics.org/sites/default/files/2017-09/MPOC_No.2_MadeinChina2025.pdf.
See also the Office of Trade and Manufacturing Policy’s report, “China’s Strategies of Economic
Aggression,” January 2018.
72 The World Bank Group, “Countries and Economies, China GDP,” 2017.

https://data.worldbank.org/indicator/NY.GDP.MKTP.CD?locations=CN
73 Department of Defense, “Annual Report to Congress on the Military Power of the People’s Republic ofChina,” 12 July 2002, pg 1.
https://www.globalsecurity.org/military/library/report/2002/d20020712china.pdf

74 Department of Defense, “Annual Report to Congress on Military and Security Developments Involving

the People’s Republic of China 2017,” May 2017, pg 66.
https://www.defense.gov/portals/1/documents/pubs/2017_china_military_power_report.pdf

75 State Council of the People’s Republic of China, Made in China 2025, 8 May 2015, Staff translation.
76 For discussion, see, for example, “China’s Plan to Crush the U.S. Robotics Industry”, CNBC.Com, 6September 2017, https://www.cnbc.com/2017/09/06/chinas-blueprint-to-crush-the-us-roboticsindustry.html; “China is Opening a New Quantum Research Supercenter,” Popular Science, 20 October
2017, https://www.popsci.com/chinas-launches-new-quantum-research-supercenter; “China aims tobecome world leader in AI, challenges U.S. dominance,” Reuters, 20 July 2017,https://www.reuters.com/article/us-china-ai/china-aims-to-become-world-leader-in-ai-challenges-u-sdominance-idUSKBN1A5103
77 For a review of Chinese protectionism, see, for example, Chapter 1: U.S.-China Economic and Trade

Relations p. 35-140 of “2017 Annual Report,” US-China Economic and Security Commission, 15
November 2017, or “American Business in China,” AmCham China, 2017.
78 According to the “Findings of the Investigation Into China’s Acts, Policies, and Practices Related toTechnology Transfer, Intellectual Property, and Innovation Under Section 301 of the Trade Act of 1974,”
Office of the U.S. Trade Representative, 03/22/18, p. 6,
https://ustr.gov/sites/default/files/Section%20301%20FINAL.PDF: “Technology is defined broadly inthis investigation to include knowledge and information needed to produce and deliver goods andservices, as well as other methods and processes used to solve practical, technical or scientific problems.
In addition to information protected by patents, copyrights, trademarks, trade secrets, and other types of133
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intellectual property protections, the term also includes “know-how,” such as production processes,
management techniques, expertise, and the knowledge of personnel.”
79 Forced technology transfer is prohibited by the World Trade Organization rules.
80 Documentation of China’s domination of global manufacturing dates back to Peter Navarro and Greg

Autry, Death By China, Pearson FT Press, May 2011.
81 As evidence of China’s use of overcapacity in the solar and steel industries, see, for example, “Press

Release: China’s Industrial Overcapacity is Destroying Key European Industries,” AEGIS Europe, 14 July
2016. For autos, see, for example, Trivedi, Anjani, “China Looks to Export Auto Overcapacity on SlowGrowth World,” The Wall Street Journal, 1 May 2017. For robotics, see, for example, Bland, Ben, “China’s
Robot Revolution Poses US Risks, Warns Wilbur Ross,” Financial Times, 27 September 2017.
82 Department of Justice, Office of Public Affairs, “US Charges Five Chinese Military Hackers for Cyber

Espionage Against US Corporations and a Labor Organization for Commercial Advantage,” 19 May 2014.
83 Department of Justice, “United States of America v. Wang Dong, Sun Kailiang, Wen Xinyu, Huang

Zhenyu, Gu Chunhui,” 1 May 2014, pg 14-15.
84 Coalition for American Solar Manufacturing, “Analysis: China’s New Five-Year Plan for Solar Calls for

Escalation in Government Sponsorship of Export-Intensive, Price-Subsidized Trade,” 2 May 2012.
http://www.americansolarmanufacturing.org/news-releases/05-02-12-chinas-five-year-plan.htm

85 Department of Commerce, International Trade Administration, “Fact Sheet: Commerce Finds Dumping

and Subsidization of Crystalline Silicon Photovoltaic Cells, Whether or Not Assembled into Modules fromthe People’s Republic of China,” 2012. http://ia.ita.doc.gov/download/factsheets/factsheet_prc-solarcells-ad-cvd-finals-20121010.pdf
86 As reported by the “Findings of the Investigation Into China’s Acts, Policies, and Practices Related toTechnology Transfer, Intellectual Property, and Innovation Under Section 301 of the Trade Act of 1974,”
Office of the U.S. Trade Representative, 03/22/18, p. 158-159,
https://ustr.gov/sites/default/files/Section%20301%20FINAL.PDF: “In 2012, while SolarWorld was
litigating a petition it had filed against solar imports from China, the 3PLA stole thousands of sensitive
files from SolarWorld. According to the indictment, these files included: “(i) cash-flow spreadsheets thatwould enable a competitor to identify how long SolarWorld would be able to withstand a market shock;(ii) detailed manufacturing metrics, technological innovations, and production line information thatwould enable a competitor to imitate SolarWorld’s proprietary production capabilities; (iii) production
costs for manufacturing inputs that would enable a competitor to undermine SolarWorld financiallythrough underpricing of solar products; and, (iv) privileged attorney-client communications regarding
SolarWorld’s ongoing trade litigation with China, including confidential Question and Answer documents
submitted to the [Department of Commerce] that were not discoverable by the Chinese respondents.
According to the indictment, “such information would have enabled a Chinese competitor to target
SolarWorld’s business operations aggressively from a variety of angles.”87 European Chamber of Commerce, “China Manufacturing 2025,” 2017, pg 2.

http://www.europeanchamber.com.cn/en/china-manufacturing-2025
88 Arne Delfs and Patrick Donahue, “German Spy Chief Says China’s Tech Takeovers Are a Security Risk,”

Bloomberg, 24 June 2018.
89 The Associated Press, “Australia Bans Huawei From 5G Network Over Security Concerns,” The New

York Times, 23 August 2018.
90 This strategy has already been highly successful. China controls over 95% of the world’s rare earth

minerals; see “Rare earths: Battling China’s monopoly after Molycorp’s demise,” Mining.com, 10
September 2016. http://www.mining.com/rare-earths-battling-chinas-monopoly-after-molycorpsdebacle/
91 China’s highly successful neo-colonial approach to securing global resources is documented in Peter

Navarro and Greg Autry, Death By China, Pearson FT Press, May 2011, Chapter 7. See also “2017 Annual
Report,” US-China Economic and Security Commission, 15 November 2017.
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92 United States Census Bureau, “Trade in Goods with China,” 1985-2017.

https://www.census.gov/foreign-trade/balance/c5700.html
93 Demand for U.S. dollars to buy U.S. Treasuries drives up the value of the U.S. dollar relative to theyuan. For discussion, see, for example, Global Finance School, “How China Keeps the Yuan Undervalued,”
Undated. https://www.globalfinanceschool.com/blog-post/how-china-keeps-yuan-undervalued As thismissive notes: “How does China keep the Yuan weak? By buying US currency and treasury notes on the
open market, China keeps demand for the US dollar high. They can afford to buy and hold so much US
currency due to their huge trade surplus with America, and they buy US currency roughly equal to thissurplus. To keep the influx of dollars from increasing the Chinese money supply, China “sterilizes” thedollar purchases by selling bonds to Chinese investors like commercial banks. By boosting the dollar, still
one of the most powerful worldwide currencies, the Yuan looks weak in relation.”
94 For a discussion generally of how foreign governments help finance U.S. trade deficits, see John

Benedetto, “Who Financed Recent Trade Deficits?” United States International Trade Commission,
Journal of International Commerce and Economics, May 2014.
https://www.usitc.gov/publications/332/journals/volume_vi_u_s_trade_deficit.pdf
95 World Bank Open Data, multiple data pulls, https://data.worldbank.org/.
96 Christine Kim and Ben Blanchard, “China, South Korea Agree to Mend Ties After THAAD Standoff,”

Reuters, 30 October, 2017.
97 Andrew Higgins, “In Philippines, Banana Growers Feel Effect of South China Sea Dispute,” Washington

Post, 10 June 2012.
98 The Japan Times, “No Improvement in China’s Rare Earths Ban,” 13 October 2010.
99 Ralph Jennings, “China’s Efforts to Increase Pressure on Old Foe Taiwan Are Backfiring,” Forbes, 28June 2017.
100 Kai Schultz, “Sri Lanka, Struggling With Debt, Hands a Major Port to China,” The New York Times, 12

December 2017.
101 Chamber of Commerce of the United States of America, “China’s Drive for ‘Indigenous Innovation’ A

Web of Industrial Policies,” 2010.
https://www.uschamber.com/sites/default/files/documents/files/100728chinareport_0_0.pdf
102 Center for Strategic and International Studies, “Made in China 2025,” 1 June 2025.

https://www.csis.org/analysis/made-china-2025
103 Ibid.
104 Office of the U.S. Trade Representative, “Findings of the Investigation into China’s Acts, Policies, andPractices Related to Technology Transfer, Intellectual Property, and Innovation Under Section 301 of theTrade Act of 1974,” 22 March 2018. https://ustr.gov/sites/default/files/Section%20301%20FINAL.PDF
105 China’s illegal activities include cyberattacks, cyber theft, and industrial espionage.

State-backed
hackers steal, on average, $300 billion of intellectual property per year. While cyber theft has garneredmost public attention, the FBI has cited a rise in industrial espionage: caseloads grew 53% from 20132015, with 95% of cases believed to be perpetrated by China. One source estimates that China employed
250,000-300,000 cyber spies in 2010 and 30,000 to 50,000 humans engaged in insider industrial
espionage. Source: Intellectual Property Commission, “2017 Update to the IP Commission Report,”
February 2017. http://www.ipcommission.org/ The 2013 Intellectual Property Commission Report
estimated that 96% of global cyber espionage originated in China and has led to $100 billion in lost sales
and 2.1 million lost jobs. Together, these strategies will give China access to the world's most advanced
capabilities and will erode our technological dominance over time.
106 China uses five major means to acquire the IP and technologies of America. These include: (1)industrial espionage and sabotage through traditional spycraft, cyber espionage, and reverse engineering,counterfeiting, and piracy; (2) evasion of U.S. restrictions on technology transfers; (3) coercive regulatory
gambits to force technology transfers from U.S. companies, typically in exchange for limited access to theChinese market; (4) state-sponsored strategic Chinese investment in the U.S. through vehicles such as
135
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acquisitions, greenfield investment, and venture capital financing, often involving elaborate front
companies and shell corporations and opaque investor networks; and (5) the harvesting of America’s
national security innovation base through a massive open source collection campaign; the presence oflarge cadres of state-directed Chinese nationals at America’s universities, national labs, and other centersof innovation; and a highly coordinated and government-financed program of talent recruitment aimed atbusiness, finance, science, and technology experts. As is apparent, some of these techniques are illegal
either at the national or multilateral (WTO) level, and some are not. For discussion, see the Office ofTrade and Manufacturing Policy’s report on Chinese economic aggression, January 2018.
107 Rhodium Group, “Two-Way Street: 2017 Update US-China Direct Investment Trends,” May 2017.
108 Michael Brown and Pavneet Singh, “China’s Technology Transfer Strategy: How Chinese Investments

in Emerging Technology Enable A Strategic Competitor to Access the Crown Jewels of U.S. Innovation ,”Defense Innovation Unit Experimental, January 2018, p. 4,
https://admin.govexec.com/media/diux_chinatechnologytransferstudy_jan_2018_(1).pdf.
109 Ibid.
110 In addition to sensitive reporting, the U.S. Department of Defense has discussed these issues in its

various reports to Congress on China’s military developments. The most recent report is available at:https://www.defense.gov/Portals/1/Documents/pubs/2017_China_Military_Power_Report.PDF
111 For a discussion of the U.S.-China military balance in the open source, see the most recent U.S.

Department of Defense report to Congress on China’s military developments, It is available at:https://www.defense.gov/Portals/1/Documents/pubs/2017_China_Military_Power_Report.PDF
112 Department of Defense, “Annual Report to Congress: Military and Security Developments Involving thePeople’s Republic of China 2017,” 15 May 2017.
https://www.defense.gov/Portals/1/Documents/pubs/2017_China_Military_Power_Report.PDF
113 Department of Defense, “Report to Congress: Annual Industrial Capabilities.” 16 March 2017.

http://www.businessdefense.gov/Portals/51/Documents/Resources/2016%20AIC%20RTC%2006-2717%20-%20Public%20Release.pdf?ver=2017-06-30-144825-160
114 Ibid.
115 Daniel Kliman, Testimony before the U.S.-China Economic and Security Review Commission, 25

January 2018. https://www.uscc.gov/sites/default/files/Kliman_USCC%20Testimony_20180119.pdf
116 U.S.-China Economic and Security Review Commission, “China’s High-Speed Rail, Diplomacy, 21

February 2017.
https://www.uscc.gov/sites/default/files/Research/China%27s%20High%20Speed%20Rail%20Diploma
cy.pdf
117 Adam Davidson, “Most U.S. Port Terminals Are Foreign-Run,” National Public Radio, 26 February

2006. https://www.npr.org/templates/story/story.php?storyId=5234177
118 For a recognition of the threat in the telecommunications sector by the U.S. Congress, see Wolf, Jim.

“U.S. Lawmakers Seek to Block China Huawei, ZTE U.S. Inroads,” Reuters, 7 October 2012.
119 Data provided by Institute for Defense Analyses.
120 Manufacturing Institute and Deloitte, “The Skills Gap in U.S. Manufacturing: 2015 and Beyond,” 2015,

pg. 7.
http://www.themanufacturinginstitute.org/~/media/827DBC76533942679A15EF7067A704CD/2015_Sk
ills_Gap_Report.pdf
121 Ibid, pg 15.
122

Ibid, pg 13.

123 National Science Foundation, Science and Engineering Indicators, 2018.

https://www.nsf.gov/statistics/2018/nsb20181/digest/sections/u-s-and-global-stem-education
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124 National Science Foundation, Science and Engineering Indicators, 2014.

https://www.nsf.gov/statistics/seind14/index.cfm/chapter-2/c2s2.htm#s2-2
125 Ibid.
126 Ibid.
127 Matthew Patane, “Creston helicopter parts maker Fansteel files for bankruptcy,” Des Moines Register,

September 2016. https://www.desmoinesregister.com/story/money/business/2016/09/15/crestonhelicopter-parts-maker-fansteel-files-bankruptcy/90407356/
128 National Association of Manufacturers, Manufacturers Outlook Survey, December 2017.

http://www.nam.org/Data-and-Reports/Manufacturers-Outlook-Survey/2017-Fourth-QuarterManufacturers-Outlook-Survey/
129 Ben Watson, “The US Army Just Ordered Soldiers to Stop Using Drones from China’s DJI,” Defense

One, 4 August 2017.
130 Internet Security Threat Report, Symantec, 2015.
131 Data Breach Investigations Report, Verizon, 2015.
132 Manufacturers received 20% of all attacks across all industries globally in 2014.

Symantec. “Internet

Security Threat Report,” 2015, pg 13.
133 Cyber-espionage consisted of 60% of all attacks on manufacturers in 2014.

In fact, manufacturers
received more cyber-espionage attacks than any other industry globally in 2014 (27.4%, p. 52). Other
motivations for attacks on manufacturers were crimeware (malicious software designed to carry out or
facilitate illegal online activity, 34%), insider misuse (4%) and web-app attacks (1%) (p. 34). Verizon,“Data Breach Investigations Report,” 2015.
134 Studies by organizations such as the National Defense Industry Association, Defense Science Board,

Alliance for Manufacturing Foresight, and McKinsey Global Institute have also highlighted (1) the
centrality of small and medium manufacturers to the U.S. manufacturing supply chain for domestic
economic growth, (2) small and medium manufacturers criticality to the DIB for national security, and (3)small and medium manufacturers vulnerability to cybersecurity threats and breaches.
135 While multiple size standards exist for different industry sectors, the U.S. Small Business

Administration generally considers small and medium-sized manufacturers to have fewer than 500
employees at a location.
136 NDIA, “Cybersecurity for Manufacturing Networks,” 2017.
137 IC Insights, “2018 Integrated Circuit Market Drivers,” 2017.
138 Semiconductor Industry Association, “2017 Factbook,” May 2017.
139 DIBNow data extraction, NAICS code 304, 24 January 2018.
140 World Electronic Circuits Council (WECC), "WECC Global PCB Production Report for 2015,” WECC,

October 2016.
141 Ibid.
142 Semiconductor Industry Association, “2017 Factbook,” May 2017.
143 A “foundry” is a semiconductor manufacturing facility that manufactures third party designs.
144 Interview with Brian Papke, President of Mazak USA, 16 November 2017.
145 Dashan Kalyani, “IBISWorld Industry Report 33351 Metalworking Machinery Manufacturing in the

U.S.,” September 2017, IBISWorld Inc.
146 Steven Kline, Jr. "Understanding the Machine Tool Industry's Ups and Downs," Modern Machine Shop

Online, https://www.mmsonline.com/articles/understanding-the-machine-tool-industrys-ups-anddowns, 1 May 2017.
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147 Gardner Research World Machine Tool Survey, 2016, p6.

https://www.gardnerweb.com/articles/2016-world-machine-tool-survey
148 Dashan Kalyani, “IBISWorld Industry Report 33351 Metalworking Machinery Manufacturing in the

U.S.,” September 2017, IBISWorld Inc.
149 Department of Defense, “Report to Congress: Annual Industrial Capabilities,” 16 March 2017.

http://www.businessdefense.gov/Portals/51/Documents/Resources/2016%20AIC%20RTC%2006-2717%20-%20Public%20Release.pdf?ver=2017-06-30-144825-160
150 Department of Interior, U.S. Geological Survey, Mineral Commodity Summaries, 2018.

https://minerals.usgs.gov/minerals/pubs/mcs/2018/mcs2018.pdf
151 National Academy of Sciences, Managing Materials for a Twenty-first Century Military, DOI

10.17226/12028. 2008. http://nap.edu/12028
152 Zina D. Merrit, et al., Defense Supply Chain: DOD Needs Complete Information on Single Sources ofSupply to Proactively Manage the Risks. GAO-17-768, Government Accountability Office, Washington,
2017. https://www.gao.gov/assets/690/687432.pdf
153 Congressional Research Service, Rare Earth Elements in National Defense: Background, Oversight

Issues, and Options for Congress, CRS Report No. R41744, 2013.
http://www.dtic.mil/dtic/tr/fulltext/u2/a590410.pdf

154 Congressional Research Service, The Buy American Act—Preferences for “Domestic” Supplies: In Brief,

CRS Report No. R43140, 2016. https://www.hsdl.org/?abstract&did=792493
155 Congressional Research Service, The Specialty Metal Clause: Oversight Issues and Options forCongress, CRS Report No. RL33751, 2014.
https://www.everycrsreport.com/files/20140206_RL33751_a9432dab10baa886b9c902c56d2aec279d29
b844.pdf
156 Congressional Research Service, China’s Mineral Industry and U.S. Access to Strategic and Critical

Minerals: Issues for Congress, CRS Report No. R43864 2015. https://fas.org/sgp/crs/row/R43864.pdf
157 Naval Registry.
158 Vehicle, missiles, and aircraft numbers derived from Service Property Book data repositories.
159 Log Cost Baseline calculation.
160 Maintenance and Availability Data Warehouse.
161 Bureau of Labor Statistics.
162 Federal Reserve Bank of St. Louis, FRED.

https://fred.stlouisfed.org/series/MANEMP. Not all
manufacturing job loss represents diminished U.S. manufacturing; some has been caused by automation
within manufacturing facilities that have remained in the United States.
163 National Association of Manufacturers, Manufacturers Outlook Survey, December 2017.

http://www.nam.org/Data-and-Reports/Manufacturers-Outlook-Survey/2017-Fourth-QuarterManufacturers-Outlook-Survey/
164 National Association of Manufacturers, Economic Report, March 2018.

http://www.nam.org/Newsroom/eNewsletters/Monday-Economic-Report/2018/Monday-EconomicReport---March-19--2018/
165 National Science Foundation, Science and Engineering Indicators, 2018.

https://www.nsf.gov/statistics/2018/nsb20181/digest/sections/u-s-and-global-stem-education
166 National Science Foundation, Science and Engineering Indicators, 2014.

https://www.nsf.gov/statistics/seind14/index.cfm/chapter-2/c2s2.htm#s2-2
167 Ibid.
168 Ibid.

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169 U.S. Department of Commerce, Bureau of Industry and Security, “Critical Facilities Assessment –Preliminary,” 2017.
170 Bureau of Labor Statistics.
171 For more information, please: http://www.businessdefense.gov/security-of-supply/.
172 See Defense Federal Acquisition Regulations 225.872-1: Other International Agreements andCoordination.
173 For more information, see:https://www.acq.osd.mil/dpap/cpic/ic/reciprocal_procurement_memoranda_of_understanding.html

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Assessing and Strengthening the Manufacturing and Defense Industrial
Base and Supply Chain Resiliency of the United States

Assessing and Strengthening
the Manufacturing and Defense
Industrial Base and Supply Chain
Resiliency of the United States
Report to President Donald J. Trumpby the Interagency Task Force in Fulfillment of
Executive Order 13806

September 2018

Office of the Under Secretary of Defense
for Acquisition and Sustainment
Office of the Deputy Assistant Secretary of Defense
for Industrial Policy
UNCLASSIFIEDUNCLASSIFIED