DEFENSE LOGISTICS AGENCY

SUPPLY CHAIN SECURITY STRATEGY

Strengthening Operational Resiliency

Appendix 1 to DLA’s 2018 - 2026 Strategic Plan

The Nation’s Combat Logistics Support Agency
2 www.dla.mil

Darrell K. Williams

Lieutenant General, US Army

Director, Defense Logistics Agency

DEFENSE LOGISTICS AGENCY

MESSAGE FROM THE DIRECTOR

i

DLA’s Supply Chain Security Strategy is the roadmap for how the Agency will 

address supply chain security challenges across the enterprise. This cross-cutting effort 

is fundamental to our operations and underpins DLA’s ability to support the Warfighter. 

Interruption of DLA supply chain operations compromises our nation’s ability to deliver 

combat power and execute critical missions. It’s that serious! 

As the nation’s Combat Logistics Support Agency responsible for end-to-end 

management of nine supply chains supporting the Warfighter, DLA has an inherent 

imperative to ensure we have the proper detection, protection, redundancy and resilience 

built into our systems, processes, infrastructure and people to ensure continued support 

to the Warfighter.

Today’s world presents a multitude of challenges to DLA’s supply chain 

operations. Threats from natural disasters, geopolitical developments, nefarious 

activities, diminishing manufacturers, and the ever-present threat from the cyber-domain 

demand that DLA continues the journey to strengthen operational resiliency. As the 

threat environment evolves, so too must DLA’s ability to detect, protect, and continue 

operations in a contested or degraded environment through redundant and resilient 

supply chain operations.

This document carves a path forward for the Agency to follow in pursuit 

of strengthening operational resiliency across the enterprise. The strategy within 

it anchors to the fundamental elements of Supply Chain Risk Management (SCRM) 

and Mission Assurance. I need every DLA member to understand this strategy and to 

support it wherever you may fit in because supply chain disruption is not an option for 

the Warfighter. With each of us synchronized on supply chain security, together we can 

thwart disruption by strengthening operational resiliency. 

Warfighter First!
Defense Logistics Agency Supply Chain Security Strategy 1

MESSAGE FROM THE DIRECTOR .............................i

STRATEGIC CONTEXT.............................................. 2

DLA’S GLOBAL SUPPLY CHAIN ................................ 2

THREAT SPECTRUM ................................................. 2

DESIRED END STATE................................................ 2

SUPPLY CHAIN SECURITY ARCHITECTURE........... 3

THREAT/VULNERABILITY IDENTIFICATION AND 

 RISK PRIORITIZATION........................................... 3

OFFENSIVE RISK MITIGATION.................................. 3

DEFENSIVE RISK MITIGATION.................................. 3

RESILIENT SUPPLY CHAIN OPERATIONS................ 3

PREVENT, DETECT, PROTECT AND DEFEND.......... 3

SUPPLY CHAIN SECURITY STRATEGIC 

FOCUS AREAS .......................................................... 4

INSTITUTIONALIZE SUPPLY CHAIN SECURITY....... 4

MAINTAIN INTEGRITY AND ACCESS TO KEY DATA ... 5

PARTNER WITH REPUTABLE VENDORS ................. 6

STRENGTHENING RESILIENCY................................ 6

LEVERAGING ENTERPRISE ENABLERS................. 8

CONCLUSION............................................................ 9

Warfighter First!

TABLE OF CONTENTS
2 www.dla.mil

DLA’S GLOBAL SUPPLY CHAIN

While speaking at the HQ CIA Supply Chain Summit in April 

2019, the Joint Staff Director for Logistics observed that 

the character of logistics has changed dramatically over 

the years, but the nature of logistics remains the same. 

Getting the right things where they need to be at the right 

time and in serviceable condition has always been the 

primary objective. However, in the current 

technology-enabled environment, “the 

way” logisticians accomplish that is very 

different compared to the past. Today’s 

supply chains are expansive, non-linear, 

and highly relationship-dependent. DLA’s 

Global Supply Chain is staggeringly 

expansive and consists of Acquisitions, 

Storage, Distribution, and Disposal primary 

mission-sets. It extends to 46 states and 

28 countries and encompasses a myriad 

of complex and interconnected systems, 

processes, facilities, infrastructure, 

suppliers, transportation nodes, endusers, and employees. Twenty-three 

sub-elements enable these primary 

components of DLA’s Global Supply 

Chain. They include business processes, 

business systems, distribution centers, 

vendor-networks, industrial support, 

financial health, employee readiness, 

cybersecurity, DLA’s six Major Subordinate Commands and 

nine supporting supply chains. Each of these supply chain 

components and sub-elements are susceptible to adversarial 

exploitation and disruption from a host of potential threats.

THREAT SPECTRUM 

Cyber-attacks are a continuous threat to DLA’s Global 

Supply Chain due to the interconnectedness of our 

information technology-dependent operations. There 

are more electronic devices than people in DLA, and 

cyber-attackers are growing in their sophistication. Each 

year there are millions of attempts to access sensitive 

information on the DoD network. However, the threat 

spectrum extends far beyond cyber-attacks. Natural and 

man-made disasters and accidents can disrupt a vendor’s 

ability to supply DLA critical parts for the Warfighter for an 

extended period of time. Geopolitical developments have 

the potential to constrain DLA’s access to allied partners, 

vendors, and critical resources. The proliferation of sensitive 

information by the unintentional mishandling of export 

controlled technical data can lead to an adversary’s ability 

to intercept US military technology. Bad-actors engaging 

in nefarious activities can steal the 

identity of legitimate suppliers, introduce 

counterfeit parts into DLA’s Global Supply 

Chain, and disrupt the Agency’s financial 

position. Sole-source and diminishing 

manufacturers can ground fleets of 

aircraft if they choose to discontinue 

operations while foreign dependencies 

and lack of visibility into sub-tier suppliers 

can lead to additional counterfeiting, 

cyber-attack, and espionage. 

DESIRED END STATE

DLA’s mission is to sustain Warfighter 

readiness and lethality by delivering 

proactive global logistics in peace and 

war. Maintaining an effective supply 

chain security posture through Supply 

Chain Risk Management (SCRM) is 

fundamental to the Agency’s ability to 

meet its mission. It is within the threat 

spectrum captured above that DLA must innovate to 

strengthen operational resiliency in support of the Warfighter. 

DLA must continuously identify, assess, report and mitigate 

threats, vulnerabilities, and disruptions to its Global Supply 

Chain. DLA’s end state is to establish an enterprise 

architecture that comprehensively addresses supply chain 

security challenges. An architecture that evolves as new 

threats emerge, one that endures the test of time and 

provides uninterrupted support to the Warfighter.

DELIVER UNCOMPROMISED

“Today our adversaries may have a better understanding of our strategic vulnerabilities than do we. This includes 

vulnerabilities introduced via networks or through the supply chain. This is because of poor/inadequate intelligence on such 

threats, excessive compartmentation that precludes effective sharing of such threat information, lack of prioritization, and 

widespread availability of information in the public domain.”

- MITRE Report, 8 Aug 2018, Strategy for Supply Chain Security and Resilience in Response to the Changing Character of War 

SUPPLY CHAIN SECURITY 

VS. SCRM

Supply Chain Security is DLA’s 

comprehensive approach to 

protect supply chains, key 

infrastructure and critical assets 

in order to assure uninterrupted 

delivery of proactive global 

logistics in peace and war. 

Supply Chain Risk Management 

(SCRM) is the process for 

managing risk by identifying, 

assessing and mitigating threats, 

vulnerabilities and disruptions 

to the DOD supply chain from 

beginning to end to ensure mission 

effectiveness.

- DODI 4140.01

STRATEGIC CONTEXT
Defense Logistics Agency Supply Chain Security Strategy 3

What does a “secure” global supply chain look like? DLA’s 

overall supply chain security strategy is designed to 

establish an architecture that comprehensively addresses 

supply chain security from an enterprise perspective. The 

architecture consists of five broad components. These 

components are depicted in Figure 1 and explained in the 

following 5 paragraphs:

THREAT/VULNERABILITY IDENTIFICATION AND 

RISK PRIORIZATION

The first architectural component is foundational to the 

Agency’s supply chain security strategy. Its purpose is to 

establish a repeatable process to identify and report threats 

and vulnerabilities across DLA’s expansive Global Supply 

Chain and to prioritize associated risk. To strengthen 

operational resiliency, DLA must first understand where the 

“soft-underbellies of logistics” are within the Agency. This 

first architectural component does that. The process must 

be comprehensive, repeatable and continuous, given the 

emergent and ever-changing nature of threats. 

OFFENSIVE RISK-MITIGATION SOLUTIONS

The second architectural component is dependent upon the 

first. Once threats are identified, DLA must have the ability 

to develop innovative offensive mitigating solutions that 

attack and minimize those threats. Examples of offensive 

solutions include market-intelligence, cyber-operations and 

DNA-marking of microelectronics.

DEFENSIVE RISK-MITIGATION SOLUTIONS

Similarly, once vulnerabilities are identified, DLA must 

have the ability to develop innovative defensive solutions 

that protect vulnerabilities and mitigate risk. Examples of 

defensive solutions include Business Decision Analytics, 

Vendor Network Mapping and Export Controlled Technical 

Data Supplier Validation Processes. 

RESILIENT SUPPLY CHAIN OPERATIONS

The fourth architectural component is the guarantor of 

uninterrupted support to the Warfighter. Its purpose is to 

infuse resiliency into DLA’s systems, processes, infrastructure 

and people. In the event that an adversary or natural disaster 

threatens DLA’s Global Supply Chains, resilient supply 

chain operations ensure the mission continues. Examples 

of resiliency include redundant capabilities, continuity of 

operation plans and systems hardening. 

PREVENTION THROUGH DETECTION, 

PROTECTION AND DEFENSE

The purpose of the fifth architectural component is to 

operationalize supply chain security within the Agency 

and to ensure that it endures the test of time. DLA must 

continuously prevent disruption by integrating supply chain 

security into the Agency Synchronization and Operations 

Center business rules in order to effectively detect, 

report, protect and defend against emergent threats. The 

Agency must also fully integrate SCRM into DLA’s Mission 

Assurance portfolio and ultimately into the Enterprise 

Risk Management framework to ensure that supply chain 

security is addressed from an enterprise perspective. 

DID YOU KNOW?

DNA Marking of Microelectronics: To counter 

the growing sophistication of counterfeiters, 

DLA launched an anti-counterfeiting program to 

improve delivery time, reduce costs, strengthen 

supply chain controls and enhance quality 

assurance. DNA marking consists of applying 

a botanical DNA identifier to the surface of 

a microcircuit to authenticate originality. The 

DNA mark cannot be replicated and deters 

counterfeiters. A hand-held scanner for easy 

identification within the supply chain can detect 

the DNA mark. The mark can also be used for 

forensic testing by providing detailed information 

about the microcircuit, such as supplier, CAGE 

code, part and lot number. 

Vendor Network Mapping: Relationships in 

DLA supply chains are complex. However, DLA 

is employing a powerful tool to map vendor 

networks from Tier 1 through Tier 3 suppliers 

called Vendor Network Mapping. This capability 

makes it possible to look upstream in vendor 

networks to identify risks in areas such as vendor 

financial position, compliance, legal and foreign 

relationships.

DLA’S SUPPLY CHAIN SECURITY ARCHITECTURE
4 www.dla.mil

SUPPLY CHAIN SECURITY STRATEGIC FOCUS AREAS 

To create an architecture that comprehensively addresses 

supply chain security from an enterprise perspective, DLA 

will concentrate on the following four Strategic Focus Areas:

• Institutionalize Supply Chain Security across the 

DLA enterprise

• Maintain integrity and access to key data

• Partner with valid, reputable vendors who produce 

quality supplies and services

• Strengthen the resiliency of systems, processes, 

infrastructure and people

The Strategic Focus Areas represent “strategy bins” that 

house supply chain security-related initiatives, which are 

mapped to objectives within DLA’s 2018-2026 Strategic 

Plan. Those objectives are depicted in Figure 2 as indicated 

by the purple circle labeled with an “S” ( ).

The supply chain security initiatives are the essence of 

DLA’s overall supply chain security strategy. They put the 

strategy into motion by actuating the four Strategic Focus 

Areas for the purpose of achieving an architecture that 

comprehensively addresses DLA’s supply chain security 

challenges. The next four sections takes a closer look at 

each of them.

INSTITUTIONALIZE SUPPLY CHAIN SECURITY 

ACROSS THE DLA ENTERPRISE

The first Strategic Focus Area underwrites DLA’s ability to 

execute its Mission Essential Functions during peace and 

war, regardless of the nature of disruption. The bedrock 

initiative within this Strategic Focus Area is integrating 

Supply Chain Security into the Agency’s Mission Assurance 

portfolio and Enterprise Risk Management framework. 

Key and essential to this is developing a standardized, 

repeatable process to assess enterprise-wide supply chain 
Defense Logistics Agency Supply Chain Security Strategy 5

vulnerabilities. Establishing such a process is foundational 

to DLA’s ability to identify and report vulnerabilities and 

to prioritize, manage and mitigate supply chain risk. This 

initiative also unequivocally assigns the Office of Primary 

Responsibility for Supply Chain Security to DLA J3, Logistics 

Operations. Explicit ownership of this cross-cutting effort 

enables an integrated approach to securing DLA’s Global 

Supply Chain. 

This Strategic Focus Area also includes an initiative 

to finalize the development of the Agency’s Resilient 

Supply Chain Operations Scorecard which will provide 

a “live” operational view of DLA’s Supply Chain Security 

environment. The Scorecard includes DLA’s primary supply 

chain components and 23 sub-elements and portrays 

them from an Agency, Major Subordinate Command and 

Regional Command perspective. This live-fed resource will 

be integrated into DLA’s Enterprise Dashboard which will 

allow the Agency Synchronization and Operations Center to 

proactively prevent supply chain disruption through detection, 

protection and defense of DLA’s Global Supply Chain. The 

initiative takes a phased approach to implementation by first 

(Phase I) developing the initial concept and business rules 

for its use. Phase II then incorporates existing feeds within 

the Enterprise Dashboard for an initial live-view and Phase III 

maps the remaining feeds and fully integrates the completed 

Scorecard into the Enterprise Dashboard. 

MAINTAIN INTEGRITY AND ACCESS TO KEY DATA

The second Strategic Focus Area includes two primary 

initiatives that protect data and network systems. The first 

one is designed to protect the Agency’s data and systems 

for internal use by operationalizing DLA’s Cybersecurity 

Strategy. Data and system breaches can cause significant 

disruption to supply chain operations. They are often times 

more difficult to detect and counter and can undermine 

confidence in the data or system in ways other disruptions 

do not. This initiative operationalizes DLA’s deployment of 

layered cybersecurity activities to protect, defend and infuse 

resiliency into information technology systems. Maintaining 

a secure and resilient cyberspace operating environment 

and ensuring prioritized remediation of top cyber risks 

are essential components of this initiative. It also sets in 

motion an effort to explore strategic partnerships between 

DLA and US Transportation and Cyber Commands to 

provide integrated, secure supply chain solutions to DoD. 

The Global Supply Chain is as strong as its weakest link. 

Because of this, strategic alignment among these partners 

is critical to ensure cyber-secure transitions between DLA 

supply chain operations and USTRANSCOM mission sets.

The second initiative strengthens Operations Security 

(OPSEC) practices by controlling the exportation of DLA’s 

data to external partners through various measures. Much 

of DLA’s data is sensitive in nature. Military specifications 

and standards, technical data packages (TDP), schematics, 

customer delivery destinations and many other forms of 

exportable data are subject to exploitation if in the wrong 

hands. This initiative strengthens technical data controls 

across the enterprise by instituting an enhanced validation 

procedure for suppliers requiring access to export controlled 

technical data and develops the capability to block foreign 

Internet Protocol addresses from accessing export controlled 

data stored in DLA’s data repository. This initiative also 

assigns the highest level of restriction to the data repository 

for exportable data that includes a TDP and minimizes the 

amount of time a TDP is made available in the repository. 
6 www.dla.mil

A third initiative within this Strategic Focus 

Area optimizes the use of cybersecurity 

as a discriminator in source selections 

and awards to ensure DLA conducts 

business with vendors who take appropriate 

action to protect DoD sensitive data and 

information. The Agency will also continue its 

collaborative partnerships with academia and 

industry to share Supply Chain Security best 

practices and innovations with an emphasis 

on cybersecurity and data protection. 

PARTNER WITH VALID, REPUTABLE 

VENDORS WHO PRODUCE QUALITY 

SUPPLIES & SERVICES

The purpose of the third Strategic Focus Area 

is to ensure that the vendors DLA partners 

with produce high-quality materiel for the 

Warfighter. The accompanying initiatives are 

heavily focused on preventing counterfeit 

and non-conforming parts from entering 

into DLA’s Global Supply Chain. With well 

established processes in-place to ensure 

DLA partners with valid and reputable vendors, fraudulent 

exploitation still exists given the sheer volume of purchases, 

business transactions and the automation required to 

support them. Further complicating this is the complexity of 

sub-vendor relationships that support DLA’s primary vendor 

base. DLA has limited insight into these 

relationships which often times have several 

upstream providers, foreign dependencies 

and a multitude of potential entry points for 

counterfeit and non-conforming parts to enter 

into DLA’s Global Supply Chain. 

To protect against counterfeit parts and 

fraudulent vendor activity, DLA engages 

in a number of mitigating activities. First, 

the Agency will continue to “DNA mark” 

trusted-source microcircuits through DLA’s 

Product Test Center for Electronics in order 

to positively identify integrated circuit cards 

throughout their life cycle. The Agency will 

also refine and implement vendor network 

mapping tools and Business Decision 

Analytics platforms to help identify subvendor relationships and enhance DLA’s 

ability to report suspect counterfeit activity to 

the Defense Criminal Investigation Service. 

DLA will also continue its collaborative 

efforts to enhance the Agency’s 

capabilities to protect against counterfeit 

parts and supplier fraud through existing 

cross-functional working groups. Three 

in particular provide tremendous 

opportunities for functional area experts to 

engage at the enterprise level to address 

the counterfeit/fraud problem-set; the 

Technical Quality (TQ) - Distribution Fraud 

Council, the TQ - Trade Security Fraud 

Council and the Procurement Working 

Group. Discovery from these working 

groups will be captured in a revised 

version of DLA Instruction 4000.04, 

Counterfeit Materiel Prevention and 

Mitigation. DLA is also in the process 

of developing enhancements to DLA’s 

Internet Bid Board System (DIBBS) to 

strengthen the Agency’s capabilities to 

mitigate counterfeit and fraud risk when 

procuring parts from an independent 

distributor as opposed to a trusted supplier 

within DLA’s existing vendor base. DLA also established a 

market intelligence initiative designed to give the Agency a 

better understanding of the atmospherics within its vendor 

network. Fundamental to this initiative is the development 

of a business process focused on collecting, analyzing and 

disseminating actionable intelligence for 

specific markets of interest to help shape 

acquisition strategies. 

STRENGTHEN RESILIENCY 

OF SYSTEMS, PROCESSES, 

INFRASTRUCTURE AND PEOPLE

The fourth Strategic Focus Area ensures 

DLA’s support to the Warfighter continues 

even in the midst of disruptive activity. 

The supporting initiatives were developed 

to strengthen operational resiliency by 

building resiliency into the Agency’s 

systems, processes, infrastructure and 

people. The hallmark initiative within 

this Strategic Focus Area is designed to 

make the Agency’s supply chains resilient 

to all hazards and threats. To achieve 

this, DLA will enhance supply chain 

resiliency by continuing to provide worldclass protection to its employees and 

OPERATIONS SECURITY

Operations Security (OPSEC) 

is a systematic process to 

preserve friendly essential 

secrecy by identifying, 

controlling and protecting 

critical information and 

indicators that would allow 

adversaries or potential 

adversaries to identify and 

exploit friendly vulnerabilities. 

DLA must be ever vigilant 

when handling logistics 

information and must protect 

it at all times, especially 

when interacting with its 

vendor network. Each DLA 

organization maintains Critical 

Information and Indicators 

Lists that identify unclassified 

but sensitive information 

that must be protected from 

disclosure.

OPSEC is everyone’s job!

CONTINUED SUPPLY CHAIN SECURITY STRATEGIC FOCUS AREAS 

BUSINESS DECISION 

ANALYTICS

DLA uses a decision support 

tool called Business Decision 

Analytics (BDA) to analyze 

nearly 1 million bids a day to 

help mitigate procurement 

risk. BDA is part of a suite 

of tools that use machine 

learning, predictive variables, 

multiple data sources and 

advanced analytics to help 

make informed material and 

purchasing decisions by 

evaluating supplier, solicitation, 

price and item risk. BDA helps 

DLA mitigate risk when making 

material and purchasing 

decisions.
Defense Logistics Agency Supply Chain Security Strategy 7

infrastructure. These two critical supply chain resources 

are key and essential to successful supply chain operations. 

Facilities must be secure and reliable and employees must 

be able to detect and prevent disruptions and spring into 

action to provide continued operations when 

disruptions occur. DLA will also strengthen 

resiliency in its infrastructure by reducing 

cyber risks to installations and critical facility 

control systems through the development 

of an inventory, assessment and mitigation 

program for mission critical control systems.

DLA will also strengthen operational 

resiliency by exploiting current and 

emerging technologies that optimize 

supply chain risk identification, analysis 

and reporting through internal and 

external stakeholder collaboration. The 

Agency will also establish comprehensive 

counterintelligence support plans for critical 

elements of the Global Supply Chain. 

These tailored support plans will identify 

and mitigate counterintelligence vulnerabilities within specific 

supply chains, deter threats posed by Foreign Intelligence 

Entities (FIE) and preempt foreign intelligence targeting 

of DLA’s supply chains for the purpose of strengthening 

operational resiliency. 

Continuity of operations is a key aspect of this Strategic 

Focus Area and to the Agency’s overall 

Supply Chain Security Strategy because 

it ensures uninterrupted support to the 

Warfighter during disruptive events. DLA 

has extensive continuity of operations 

plans (COOP) that underwrite the Agency’s 

Mission Essential Functions. The plans 

range from broad enterprise-wide mission 

areas, to Major Subordinate Command/

supply chain problem-sets and process/

system-specific mission areas. DLA 

ensures continuity of operations through 

devolution/relocation plans and backup processes for key systems and 

infrastructure through a range of resilient 

and redundant capabilities. DLA will 

continue to develop and refine its plans 

to guarantee continuity of operations and 

evaluate them through continuous tests and exercises to 

ensure plans are effective in providing uninterrupted support 

to the Warfighter. 

WHAT’S THE 

DIFFERENCE?

Resiliency: Defines the 

ability to recover, converge 

or self-heal to restore normal 

operations after a disruptive 

event. 

Redundancy: Idefines the 

deployment or provisioning of 

duplicate devices or systems 

in critical areas to take over 

active operation if the primary 

device or system fails. 

ROLE OF COUNTERINTELLIGENCE

The mission of the DLA Counterintelligence (CI) Program Office is to neutralize and mitigate FIE attempts to exploit DLA’s 

global supply chain as well as acquisition vulnerabilities. By leveraging organic capabilities and relationships with the 

intelligence community, the CI Program Office assesses CI vulnerabilities of DLA equities, analyzes corresponding FIE 

threats, and develops tailored CI support plans to better ensure the integrity and security of the entire DLA supply chain.
8 www.dla.mil

4 INNOVATION

Design Sprints ♦ Crowdsourcing ♦ Prototyping

4 DATA MANAGEMENT

Analytics ♦ Dashboards ♦ Digitization

4 TECHNOLOGY

Artificial Intelligence ♦ 3D Printing ♦ Automation

4 CYBERSECURITY

Prevention ♦ Detection ♦ Virtualization

LEVERAGING ENTERPRISE ENABLERS

The 2018-2026 DLA Strategic Plan Enterprise Enablers are 

essential ingredients in the recipe for successful Supply 

Chain Security Strategy. Innovation, Data Management, 

Technology and Cybersecurity underpin the initiatives within 

the four Supply Chain Security Strategic Focus Areas. They 

leverage key attributes of each to amplify and synthesize 

the multitude of cross-functional tasks associated with 

implementing the individual initiatives. 

Securing DLA’s expansive Global Supply Chain, within the 

context of a broad threat spectrum, calls on the Agency 

to unlock new solutions to non-linear challenges through 

bold, innovative ideas. It also demands effective data 

management techniques to fully integrate the Resilient 

Supply Chain Operations Scorecard into the Enterprise 

Dashboard in order to provide a comprehensive, digitized 

view of the supply chain security landscape. It also requires 

the Agency to leverage readily accessible and emerging 

technologies to drive competitive advantage and effective 

supply chain solutions for the Warfighter. Technological 

solutions that are trusted, safe and cyber secure.
Defense Logistics Agency Supply Chain Security Strategy 9

Maintaining an effective supply chain security posture 

is key and essential to DLA’s ability to support the 

Warfighter. The Agency’s Supply Chain Security Strategy 

is designed to establish an enterprise architecture 

that comprehensively addresses supply chain security 

challenges. An architecture that evolves as new threats 

emerge, one that endures the test of time and provides 

uninterrupted support to the Warfighter. The four Strategic 

Focus Areas, actuated by their associated supply 

chain security initiatives, were developed to create that 

architecture. 

By institutionalizing Supply Chain Security, DLA will have 

the ability to manage supply chain risk at the enterpriselevel by fully integrating it into the Mission Assurance 

portfolio and Enterprise Risk Management framework. 

By maintaining integrity and access to key data, DLA will 

develop offensive and defensive mitigating solutions that 

protect the Agency’s data for internal use and strengthens 

OPSEC by controlling the exportation of DLA’s data to 

external partners. 

By partnering with reputable vendors, DLA will develop 

offensive and defensive mitigating solutions that prevent 

counterfeit parts from entering into DLA’s Global Supply 

Chain and ensure that the vendors DLA partners with 

produce high-quality materiel for the Warfighter. 

By strengthening the resiliency of systems, processes, 

infrastructure and people, DLA will ensure that support to 

the Warfighter continues even in the midst of disruptive 

activity by strengthening operational resiliency across the 

Global Supply Chain. 

CONCLUSION

Warfighter First!
The Nation’s Combat Logistics Support Agency

8725 John J. Kingman Road • Fort Belvoir, Virginia • 22060 

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