Kyndryl’s Role in the Columbia-class Submarine Industrial Base Program – Multi-Phase Analysis

Phase 1: RFP Context and Solicitation Evolution

In late 2023, the Navy (via GSA FEDSIM) issued an initial Submarine Workforce & Industrial Base RFP to address production shortfalls for new submarines. This solicitation was canceled and revised in March 2024 as RFP 47QFCA24R0024, incorporating industry feedback, FY25 budget updates, and AUKUS partnership needsfoundershaven.consulting. The revised RFP shifted to a more “systemic, holistic” approach, explicitly seeking an Enterprise Integration Partner (EIP) to coordinate efforts across local, regional, and national stakeholdersfoundershaven.consulting. In contrast to the broad original, the final RFP laid out concrete objectives and multi-level coordination mandates.

Objectives and Urgency: Both the original and revised solicitations aimed to rapidly expand the submarine industrial base’s capacity, focusing on workforce growth and supplier readiness to meet the Navy’s urgent build ratesfoundershaven.consultingfoundershaven.consulting. The RFP calls for an integrator to work with DoD’s Industrial Base (ICAM) Office and the Navy to “deliver systemic, holistic solutions” spanning workforce development, supplier expansion, manufacturing process improvements, technology insertion, and program managementfoundershaven.consulting. The overarching goal is enabling the Navy to “rapidly reach and sustain” a production rate of 1 Columbia-class SSBN + 2 Virginia-class SSNs per year – i.e. three submarines annually – to fulfill U.S. strategic requirementsfoundershaven.consulting. This 1+2 subs/year cadence is critical given the need to replace aging Ohio-class ballistic missile subs on a tight timeline. The revised RFP emphasized this urgency and sharpened its scope: it included an Amendment A0001 with black-line revisionsfoundershaven.consulting to broaden scope and detail tasks, and set an aggressive timeline (final RFP released late Feb 2024, proposals due by early April)foundershaven.consulting, underscoring the mission’s priority.

Solicitation Evolution: The final RFP (47QFCA24R0024) introduced eight defined lines of effort (see Phase 2) with specific outcomes and metricsfoundershaven.consulting. It framed the EIP’s role as orchestrating a nationwide industrial mobilization: standing up regional workforce programs, boosting key suppliers, piloting shipyard improvements, creating outsourcing roadmaps, accelerating tech adoption, establishing governance frameworks, and drafting sustainment plansfoundershaven.consulting. Unlike the initial RFP’s generalities, the new language reflected a strategic shift to integration at all levels and the recognition that submarine production challenges are interrelated (people, suppliers, processes, etc.). The RFP language and Q&A highlighted urgency – e.g. repeated references to accelerating outcomes – and stressed that achieving “three submarines per year” is a national security imperativefoundershaven.consulting. Contextually, the RFP aligns with concerns about the submarine industrial base: the Columbia-class is top priority to maintain the sea-based nuclear deterrent, and delays in its delivery (first patrol by 2031) are unacceptable. Moreover, AUKUS commitments (helping Australia acquire nuclear submarines) add pressure to expand capacity in parallelfoundershaven.consulting.

Evaluation & Award: The procurement was a full-and-open, best-value tradeoff. Not many firms were capable of leading such a massive effort – in fact, only two offers were receivedfoundershaven.consultingfoundershaven.consulting. GSA managed source selection on the Navy’s behalffoundershaven.consulting. Proposals were likely evaluated on technical excellence across all eight task areas, integration approach, management plan, past performance, and cost. The government prioritized an integrator with the breadth to tackle workforce, supply chain, and technology concurrently, and the resources to execute swiftlyfoundershaven.consulting. On July 15, 2024, Deloitte Consulting LLP was awarded the prime contract (Definitive Contract #47QFCA24C0003), a cost-plus-fixed-fee contract valued up to $2.4375 B over 5 yearsfoundershaven.consultingfoundershaven.consulting. The award notice described the work as providing “labor, materials, and equipment” to expand the submarine workforce and industrial base and speed manufacturing technology improvements for the supply chainfoundershaven.consulting. This means Deloitte will not only advise but also directly manage funding and implementation of training programs, supplier upgrades, and other interventions on the government’s behalffoundershaven.consulting. The Navy chose to leverage a third-party EIP because it lacked the bandwidth and specialized expertise in-house to coordinate such a vast enterprise; an outside partner can dedicate full-time focus and act as a single point of accountabilityfoundershaven.consulting. Deloitte’s win reflects the Navy’s confidence in its comprehensive approach – Deloitte likely distinguished itself via a robust technical plan covering all focus areas, relevant past successes, a large pool of cleared personnel, and an ability to “immediately engage a nationwide network” of partnersfoundershaven.consulting.

 

Artist’s rendering of a Columbia-class ballistic missile submarine. The Navy plans to procure 12 Columbia-class SSBNs to replace the aging Ohio-class, making this program a top shipbuilding prioritynavy.mil. Meeting the schedule (first boat delivery by 2028, on patrol by 2031navy.mil) requires surmounting workforce and supplier bottlenecks that could otherwise delay construction. The SWIB initiative awarded to Deloitte is designed to galvanize the entire industrial base – workforce, suppliers, processes, technology – so that Columbia-class production stays on track and the U.S. undersea deterrent is fielded on time.

Phase 2: Component-Level Breakdown

Under RFP 47QFCA24R0024, the scope was broken into eight major components (lines of effort), each with specific goals tied to boosting submarine production. Below we analyze each component’s intended goals (per RFP language), how it supports the Columbia-class program, and the typical constraints or historical issues it addresses:

1. Workforce Development: Goal – Dramatically expand the pipeline of skilled trade workers and professionals for submarine construction and sustainment. The RFP directs the EIP to “build and recruit adequate hiring pools for vendors and shipbuilders; train current and future trades; [and] improve wrap-around support to increase student and worker retention”foundershaven.consulting. In practice, this means establishing or scaling programs for welding, machining, quality control, etc., partnering with technical schools and unions, and enhancing apprenticeships and retention (e.g. better housing, transportation, or childcare to improve job retention) in key sub-building regions (New England, Virginia, etc.)foundershaven.consulting. Supports Columbia-class – Both the Columbia SSBN and Virginia SSN programs have been hampered by workforce shortages. After the Cold War, the naval shipbuilding workforce atrophied, and ramping it back up has proven difficult. The Navy estimates over 100,000 new workers are needed in the next decade to meet demandfoundershaven.consulting – a massive recruitment challenge. Right now, prime contractors Electric Boat (CT) and Newport News (VA) have production backlogs partly because they cannot hire/train skilled trades fast enoughfoundershaven.consulting. For example, specialized welders and pipefitters are in short supply, which slows assembly of submarine hull sections. Columbia-class submarines are on a tight schedule to replace the retiring Ohio-class, so any labor shortfall directly threatens delivery timelinesfoundershaven.consulting. The Navy recognizes that without proactive workforce development (beyond traditional hiring), the 1+2 subs/year goal is unachievablefoundershaven.consulting. Some efforts have begun – e.g. the state-run Accelerated Training in Defense Manufacturing (ATDM) program in Virginia – but a broader, coordinated effort is needed to meet the Columbia schedulefoundershaven.consulting. Constraints addressed – This component tackles the classic bottleneck of an insufficient skilled labor pool. Common issues include an aging trades workforce nearing retirement, too few young workers entering industrial trades, competition for talent from commercial industries (e.g. construction, energy), and regional hurdles (high cost of living near shipyards, which deters new entrants)foundershaven.consulting. Previously, various workforce initiatives (Navy programs, Dept. of Labor grants, state training funds) existed but were fragmented and uncoordinatedfoundershaven.consulting. By unifying efforts, the program addresses recruiting shortfalls (improving outreach and the appeal of manufacturing careers), training throughput limits (expanding training capacity, instructors, facilities), and retention problems (reducing attrition due to burnout or higher-paying jobs elsewhere)foundershaven.consulting. This aligns with the Navy’s holistic view that workforce issues interconnect with supply chain and economic factorsfoundershaven.consulting. In sum, expanding and upskilling the workforce relieves a critical constraint on submarine production while rejuvenating the defense industrial talent basefoundershaven.consulting.

2. Supplier Development: Goal – Grow and strengthen the submarine supply chain, both by increasing capacity of existing suppliers and onboarding new qualified suppliers. The RFP calls for the EIP to “add capability and/or capacity to existing suppliers” and identify/develop new sources for critical materials and componentsfoundershaven.consulting. The intended outcomes are to reduce single points of failure in the supply chain, shorten lead times for key parts, and raise overall output from vendors (e.g. makers of propulsion plant components, specialty forgings, electrical systems, etc.). Success would mean a more robust subcontractor base – fewer late deliveries or quality issues, and a larger pool of companies contributing to sub construction and maintenancefoundershaven.consultingfoundershaven.consulting. Supports Columbia-class – Outside of the two shipyards, the submarine industrial base is relatively narrow. Decades of industry consolidation and sporadic Navy demand left many sole-source or single-point-of-failure suppliers for critical sub partsfoundershaven.consulting. For Columbia-class, certain components (e.g. missile tubes, heavy castings) are made by only one or two companies; if any struggles, the whole program is delayed. The Virginia program has already seen parts shortages and supplier quality problems causing significant schedule slipsfoundershaven.consulting. Now, with a ramp-up to build Columbia SSBNs and additional Virginias – plus potential AUKUS-driven demand from Australia/UK – the current supplier base is insufficientfoundershaven.consulting. The Navy is investing heavily (over $11 B planned in FY25–FY29) in industrial base expansionfoundershaven.consulting, including Defense Production Act projects to help suppliers add factories and workforce. The RFP’s supplier development task is meant to coordinate and target those efforts. It acknowledges that boosting submarine output isn’t just a shipyard issue but also hinges on “modernizing the shipbuilding component supply chain”foundershaven.consulting. For example, in Sept 2024 the Navy paid Austal USA (a non-traditional shipbuilder) $152 M to build a new facility for submarine componentsfoundershaven.consulting – an effort to bring in a new supplier and broaden capacity. Such moves need to fit into a cohesive plan. Constraints addressed – This targets industrial base capacity and resiliency bottlenecks. Typical problems include over-reliance on a few suppliers, limited surge capacity, and lengthy qualification processes for new vendors (especially for nuclear-certified sub components). Traditionally, expanding a defense supply base is slow due to complex contracting and stringent quality standards. The RFP pushes an enterprise solution: find the chokepoints (e.g. castings, valves, electronics), work with current suppliers to boost output (via capital investments, process improvements, workforce help), and qualify alternate suppliers (help them meet Navy specs/certifications)foundershaven.consultingfoundershaven.consulting. This approach mirrors a broader DoD shift from a constrained “defense industrial base” to a more agile “defense industrial network” of diverse providersfoundershaven.consulting. By proactively diversifying and scaling the supply chain, the program aims to mitigate part shortages and ensure if one vendor falters, others can fill the gap. It’s essentially risk management for the supply chain – a forward-leaning posture rarely seen at this scale in past programs.

Global supply chains – including maritime logistics – are critical for submarine production. The Columbia-class program relies on timely delivery of components from a network of specialized suppliers. Strengthening the supplier base goes hand-in-hand with improving logistics and tracking, to ensure each part arrives when needed. By focusing on supplier development and supply chain resiliency, the Navy aims to avoid delays caused by single-source bottlenecks or transportation disruptions.

1. Industrial Process Optimization: Goal – Improve the efficiency and throughput of manufacturing and industrial processes vital to submarine production. This component centers on optimizing workflows at the shipyards and key suppliers – essentially modernizing facilities, processes, and tooling to build subs faster and more efficiently. The RFP likely calls for lean process improvements, removal of production bottlenecks on the shop floor, and upgrades to aging infrastructure. Intended outcomes include reduced labor hours per submarine, faster cycle times for sub-assembly, higher first-time quality rates, and better utilization of shipyard facilitiesfoundershaven.consulting. In short, make the existing industrial base produce more, faster: for example, enabling Electric Boat and Newport News to build submarine sections in parallel more effectively, or helping a metal fabrication supplier increase output via improved factory layout and workflow. Supports Columbia-class – The surge in submarine construction is straining not just people and suppliers, but also processes and infrastructure. Many sub construction processes remain labor-intensive and have changed little in decades (some rely on outmoded IT systems). Issues like suboptimal work sequencing, trade skill mismatches, and manual rework can cause delays on the production linefoundershaven.consulting. Physical infrastructure at the yards is also a constraint – e.g. limited bay/drydock space, not enough crane capacity, or outdated machinery. The Navy and industry acknowledge that to reliably achieve 1+2 subs/year, they must adopt modern manufacturing techniques and processes across the boardfoundershaven.consulting. This includes modular construction improvements, better production planning (potentially using digital tools), introducing robotics/automation for repetitive tasks, and de-bottlenecking critical path operations. In fact, the Washington Technology report on the Deloitte award highlighted “accelerating the development and adoption of more modern manufacturing techniques and processes across the U.S. maritime supply chain” as a major goal alongside workforce growthfoundershaven.consulting. The inclusion of an Industrial Process Optimization task signals that simply adding workers and suppliers won’t suffice without also streamlining how submarines are built. Constraints addressed – This tackles internal inefficiencies that plague large manufacturing programs: outdated workflows, poor facility layouts, lack of real-time production data, and other process frictions. In shipbuilding, these manifest as schedule delays, cost overruns, and quality issues. By optimizing processes, the program addresses bottlenecks like long queue times between work centers, excessive scrap/rework rates, and inflexible production linesfoundershaven.consulting. It goes hand-in-hand with technology insertion (see next component) – many process gains will come from deploying new tech or at least modern management methods (e.g. digital scheduling tools, advanced welding techniques). Crucially, this also covers infrastructure modernization: aging shipyard facilities have been cited as limiting throughput (for example, a lack of available drydocks or out-of-service equipment). The RFP, influenced by the 2021 DoD CAPE study, explicitly included infrastructure development as a line of effortfoundershaven.consulting, and the Navy has a parallel $11.1 B plan to upgrade shipyard infrastructurefoundershaven.consulting. The EIP will help prioritize and coordinate those upgrades. In summary, Industrial Process Optimization ensures that increases in workforce and suppliers actually translate to higher output, rather than being wasted due to outdated production methods.

2. Strategic Outsourcing Plan: Goal – Develop and implement a strategic outsourcing roadmap to redistribute work from overloaded primary facilities to other capable sites, thereby alleviating bottlenecks and accelerating delivery. The intended outcome is a clear plan for what parts of submarine construction or related work can be outsourced to external entities – whether to other private shipyards, fabrication companies, or even allied nation capabilities – without compromising quality or securityfoundershaven.consulting. For example, the plan might identify certain non-nuclear modules or components currently built in-house that could be built by a third-party shipyard or manufacturer. (We’ve already seen Austal USA contracted to fabricate Columbia-class command modules, an early case of outsourcing beyond the traditional two shipyardsfoundershaven.consulting.) The outsourcing roadmap would increase total production capacity by tapping additional partners, and also mitigate risk by geographically dispersing some manufacturing. The plan would detail timelines and business arrangements for each outsourcing initiative (subcontracting strategies, public-private partnerships, use of special funding authorities, etc.)foundershaven.consulting. Supports Columbia-class – Traditionally, U.S. nuclear submarines are only built at two shipyards (GD Electric Boat in CT/RI, and HII Newport News in VA). This duopoly inherently limits capacity, and now both yards are simultaneously building Virginia-class attack subs and the new Columbia-class – plus performing maintenance on older subs. With the prospect of AUKUS (which could involve building submarines for Australia or sharing workload with the UK)foundershaven.consulting, it’s clear the Navy cannot rely solely on two yards to handle all future demand. The Navy has begun exploring outsourcing and third-party investments to expand capacity. The 2024 Austal USA contract mentioned above (to start producing sub components in Mobile, AL) is a notable examplefoundershaven.consultingfoundershaven.consulting – essentially subcontracting part of Columbia’s build to a Gulf Coast yard not previously involved in nuclear shipbuilding. The Strategic Outsourcing Plan component of the RFP institutionalizes this approach. It tasks the EIP to systematically determine “who else can do X, and how to get them on board.” This could include engaging smaller U.S. shipyards to build submarine sub-modules, leveraging Navy fleet maintenance depots for less complex fabrication, or even coordinating with allied shipbuilders for certain parts (though involving foreign entities in nuclear sub work is sensitive and would be long-term). By planning now, the Navy hopes to broaden the industrial base beyond its traditional confines and add resiliency. Constraints addressed – This addresses the capacity bottleneck and geographic concentration risk. If all work stays confined to two overburdened facilities, even the best process improvements won’t achieve the required output in time. Bottlenecks here include limited physical space (drydocks, assembly bays) at the two shipyards, workforce saturation in those local labor markets, and vulnerability to local disruptions (a strike, hurricane, etc. could halt all production). Strategic outsourcing spreads the workload, providing surge capacity and redundancy. It’s analogous to how NASA or the Air Force might qualify a second source for rocket engines or satellites to augment capacity. It also confronts bureaucratic hurdles: normally establishing a new qualified production source for a sub component could take years of approvals; the plan would outline how to streamline this, perhaps via accelerated certifications or using Commercial Off-The-Shelf (COTS) components where feasiblefoundershaven.consulting. In sum, this component aims to break the bottleneck of limited production venues by tapping external partners. Challenges include ensuring outsourced work meets the Navy’s strict quality and nuclear safety standards, but addressing that (through supplier development and certification support) is part of the plan’s scopefoundershaven.consulting. If executed well, strategic outsourcing will shorten build times by enabling work in parallel at multiple sites, and provide surge capacity that the two main yards alone lack.

3. Technology Adoption Acceleration: Goal – Rapidly introduce and scale new technologies to enhance submarine design, manufacturing, and sustainment. This component aims to shorten the innovation cycle in the submarine enterprise – identifying promising advanced technologies and accelerating their adoption across the industrial basefoundershaven.consulting. Intended outcomes include higher productivity and quality through technologies such as automation and robotics, additive manufacturing (industrial 3D printing of sub parts), AI/ML for design optimization and supply chain forecasting, advanced welding techniques, modernized nondestructive testing (NDT), digital twin simulations of submarine components, and modern IT systems for managing productionfoundershaven.consultingfoundershaven.consulting. The RFP envisions the EIP piloting new tech and then rolling out those that prove effective, thereby injecting innovation faster than typical defense acquisition processes allowfoundershaven.consulting. In concrete terms, success might be measured by, say, deploying a robotic welding system that cuts certain weld times by 20%, or implementing an AI-based supply chain tool that reduces material stockouts. Supports Columbia-class – The submarine industrial base historically has been slow to adopt emerging manufacturing tech, due in part to the conservative culture around nuclear-certified processes and the long design cycles (submarine classes span decades). However, to meet aggressive production goals, the Navy now recognizes it must leverage 21st-century technology. For example, additive manufacturing could produce certain parts or tooling faster and has already been trialed for submarine use on a limited basis; digital twins and digital thread technology could allow engineers to virtually model and troubleshoot assembly of modules before physical build. The Columbia program, with its tight schedule, stands to gain from any efficiency these techs provide. There’s also strategic urgency: peer adversaries are innovating quickly, and the U.S. wants to maintain an edge in how fast it can build and field submarines. The RFP’s inclusion of tech acceleration – essentially a mandate to “bring modern manufacturing techniques to the shop floor now, not years from now” – speaks to this urgencyfoundershaven.consulting. It complements the process optimization task, since many process improvements will be enabled by new tech. Additionally, the Pentagon has broader innovation initiatives (e.g. the Defense Innovation Unit, NavalX tech bridges) that this effort can leverage. Constraints addressed – This component tackles the innovation adoption bottleneck common in defense programs – the lag between when technology is available and when it actually gets integrated into operations. Federal acquisition and certification can be glacial, with lengthy testing, cultural resistance to change, and siloed funding slowing things down. By giving the EIP a role (and budget) in tech adoption, the Navy is trying to bypass some bureaucracy: the contractor can use program funds to experiment with and implement tech on the fly. Bottlenecks targeted here include obsolete equipment on production lines, inefficient legacy IT systems for design and logistics, and lack of real-time data for decision-makingfoundershaven.consulting. Accelerating tech adoption helps replace these with modern solutions – e.g. introducing a new cloud-based ERP or IoT sensor network to improve visibility. Another bottleneck is the fragmented approach to innovation: previously, NAVSEA, shipbuilders, OSD, etc., might each try separate tech pilots with poor coordination. Under this program, the EIP can act as a central coordinator so that a successful pilot at one shipyard is quickly shared with othersfoundershaven.consulting. Essentially, it creates a fast-track pipeline for innovation into the submarine enterprise, cutting through red tape. The expectation is a more digitally advanced production line that keeps pace with “Industry 4.0” trends instead of lagging years behindfoundershaven.consulting.

4. Metrics & Program Management: Goal – Establish a comprehensive program management structure and performance measurement system to govern all the above efforts. The RFP expects the EIP to create an integrated Program Management Office (PMO) with robust metrics and dashboards to track progress on each line of effortfoundershaven.consulting. Intended outcomes include: a unified schedule that links workforce, supply chain, and production milestones; a risk register and mitigation plan spanning all initiatives; and regular data-driven reporting to Navy/DoD leadership. The Navy wants a single authoritative view of how these disparate efforts (training programs, supplier improvements, tech insertions, etc.) are collectively moving the needle toward the 1+2 subs/year goalfoundershaven.consulting. Deliverables likely include monthly or quarterly progress reports with quantitative metrics, a central “control tower” dashboard of key performance indicators, and coordination forums bringing together stakeholders to review status and issues. The end result should be tight oversight, transparency, and agility in execution – enabling early identification of problems and course corrections (in other words, true integration management). Supports Columbia-class – Ramping up submarine production is an extremely complex undertaking involving many players. Historically, large federal initiatives often falter due to lack of unified oversight – multiple offices do bits and pieces without a coherent picture. In this case, submarine workforce and base expansion efforts cut across NAVSEA (shipbuilding programs), OPNAV (resource sponsors), OSD (Industrial Policy office), Congress (funding plus oversight), the two prime contractors, dozens of subcontractors, state governments (workforce programs), and more. Prior to this, no single entity tracked combined progress; e.g., a Navy office might track how many workers a training program graduates, but there was no system linking that to improved production output at Electric Boat. By embedding Metrics & Program Mgmt in the RFP, the Navy essentially outsourced the role of master integrator to Deloittefoundershaven.consulting. The EIP (Deloitte) is expected to be the central point collecting data, measuring impact, and enforcing accountability that the Navy itself lacked bandwidth to do. This mirrors best practices in large private-sector transformations, where a “control tower” PMO monitors KPIs and coordinates sub-projects to ensure everything aligns. GSA FEDSIM emphasized this need, given the contract’s magnitude – the integrator is accountable for outcomes, not just delivering reportsfoundershaven.consulting. Constraints addressed – This tackles bureaucratic and coordination bottlenecks. In federal programs, one common failure mode is lack of real-time metrics and feedback loops – things go off-track before leadership even realizes. By instituting integrated dashboards (covering everything from recruiting stats to part delivery timelines), the program can detect shortfalls quickly and take actionfoundershaven.consulting. It also addresses fragmented responsibilities: with Deloitte as the PMO, there is clear ownership for driving results. Typical bottlenecks like slow decision-making are mitigated by having an agile management process – e.g. weekly cross-agency sync meetings led by the EIP, and data-driven decisions enabled by the metrics systemfoundershaven.consulting. End-to-end visibility is a goal; Deloitte is expected to implement modern tools (possibly a cloud-based data platform or “supply chain control tower”) that aggregate data across sourcesfoundershaven.consulting. For instance, Deloitte might set up a dashboard showing how many workers were trained this quarter, how many valves were delivered by suppliers, and how those compare to planfoundershaven.consulting. This provides transparency and helps justify the $2.4B investment by showing Congress tangible outcomes. In short, Metrics & Program Mgmt is the glue holding the effort together, preventing the classic “initiative overload” problem where many efforts don’t add up due to poor integrationfoundershaven.consulting. It creates a single source of truth and coordination for the whole enterprise improvement program.

5. Cross-Government/Industry Collaboration: Goal – Foster seamless collaboration among the many government and industry stakeholders in the submarine enterprise. The RFP envisions the EIP coordinating “all participating partners and stakeholders, including government and non-government entities”foundershaven.consulting. The outcome should be a sustained partnership framework – possibly formal working groups, steering committees, or collaboration portals – that brings together the Navy, OSD (e.g. the ICAM Office and the DASD for Industrial Base Resilience), the prime shipbuilders (Electric Boat, Newport News), key suppliers, educational institutions, state and local governments in shipyard regions, and nonprofits like the workforce-focused BlueForge Alliancefoundershaven.consultingfoundershaven.consulting. By improving collaboration, the effort aims for aligned goals and synchronized actions: for example, having state-run training programs feed directly into Navy hiring needs, or DoD and industry jointly invest in a supplier’s expansion. Concrete deliverables might include a governance board with Navy, DoD, and industry leaders meeting regularly to guide the initiative, and data-sharing agreements that allow government and industry to exchange information (like workforce projections or supply chain health metrics) more freely than beforefoundershaven.consultingfoundershaven.consulting. Essentially, this component is about breaking down traditional silos and creating a unified “one team” mentality focused on reviving the submarine industrial base. Supports Columbia-class – The scope of building up the sub industrial base spans multiple stakeholders that historically didn’t coordinate closely. For instance, OSD’s Industrial Base office (through ICAM) is funding many supplier and workforce projects; the Navy’s program offices (like PEO Submarines) will consume the output of these efforts (trained workers, more parts); the Department of Labor might support apprenticeships; state governments (CT, RI, VA, etc.) have their own economic development initiatives around the shipyards. Before, these actors interacted in an ad-hoc or limited way. At the Sea-Air-Space 2024 expo, a panel on “The Submarine Workforce Industrial Base Challenge” stressed the need for “a robust partnership between government, industry, and educational institutions”foundershaven.consulting. Navy and industry leaders on that panel agreed collaboration is key to achieving 3 subs/year – no single entity can solve it alonefoundershaven.consulting. Thus, the RFP formalizes the mandate for cross-sector collaboration, even contracting it out (which is unusual) to ensure it actually happens. The Navy knows it must play an integrator role beyond normal acquisition – reaching into community colleges, coordinating with the Department of Education on vocational programs, etc. By using an outside integrator, it hopes to bridge gaps more easily (the contractor can be seen as a neutral facilitator) and apply focused effort to coordination that the Navy staff could notfoundershaven.consultingfoundershaven.consulting. Constraints addressed – This tackles institutional and communication bottlenecks. Often different agencies and companies fail to communicate, causing duplication or gaps. For example, a local technical school might graduate workers that industry isn’t ready to hire due to timing or skill mismatch – simply because plans weren’t coordinated. By establishing structured collaboration (e.g. joint planning committees, info-sharing platforms), such disconnects can be reducedfoundershaven.consulting. It also mitigates the “stovepipe” syndrome: each stakeholder only minding their piece. The EIP’s job in collaboration is to ensure everyone sees the big picture and is rowing in the same direction. Additionally, bureaucracy can slow public-private partnerships (negotiating MOUs, data use agreements, etc.); a contractor intermediary can often expedite these by facilitating negotiations and maintaining neutralityfoundershaven.consulting. In essence, this component greases the interfaces between stakeholders – critical for an effort that spans public and private boundaries. By the end of the contract, the goal is to have a sustainable collaborative network (perhaps an enduring council or task force) so the partnerships and communication channels outlast the EIP’s tenurefoundershaven.consulting.

6. Lifecycle Planning: Goal – Ensure that the improvements to workforce and industrial base are sustained over the long term and aligned with the Navy’s future force needs. Lifecycle Planning means looking beyond the immediate Columbia/Virginia construction rush and planning for the full lifecycle of submarines – including their maintenance/overhaul cycles, future submarine programs, and even the post-Columbia production downturn. Intended outcomes include a strategic workforce and production roadmap covering the next 10–20 yearsfoundershaven.consulting. This would address how to keep the workforce engaged when new construction tempos eventually dip, how suppliers can transition to sustainment work (performing maintenance and refits) after new-build demand levels off, and prepping for the next-generation submarine program (SSN(X) attack sub or a future SSBN) so that the talent and supplier base are ready. Essentially, it’s to avoid a boom-bust cycle by planning a more stable utilization of the industrial base. A deliverable might be a Submarine Industrial Base Strategic Plan delivered to the Navy, with scenarios (e.g. if AUKUS adds orders, or if there’s a gap between Columbia and SSN(X) builds) and recommended actions for eachfoundershaven.consultingfoundershaven.consulting. This plan would inform Navy budgeting and policy to smooth out the workload over decades. Supports Columbia-class – The Navy has experienced the consequences of poor long-term planning: after the end of the Cold War in the 1990s, submarine production dropped and the industrial base shrank dramatically, leading to today’s shortages (workforce lost, suppliers gone). Now, conversely, there’s a risk of over-expansion for Columbia/Virginia that could collapse later if not managed. With AUKUS, the U.S., U.K., and Australia are attempting to coordinate submarine building plans over decades – so lifecycle planning has an international dimension toofoundershaven.consulting. Congress will also scrutinize that the huge investments being made now aren’t wasted later – they will expect a plan for how capacity will be maintained or downsized responsibly. Submarines have ~30+ year service lives with mid-life overhauls; the workforce being built up now could potentially transition to life-cycle support roles (e.g. working in naval shipyards for refueling and overhauls) when new construction wanes, but only if that’s planned and facilitatedfoundershaven.consulting. Hence the RFP includes lifecycle planning to ensure the Navy gets a future-proof industrial base, not just a short-term surge. This aligns with broader defense industrial policy calls to sustain critical industrial capabilities. For example, as Columbia production winds down in the 2030s, those skilled workers might shift to refueling those same subs or building whatever comes next – avoiding layoffs and preserving expertisefoundershaven.consultingfoundershaven.consulting. By having Deloitte map this out now, the Navy gains a proactive strategy instead of reactive scrambling later. Constraints addressed – Lifecycle planning addresses the strategic planning bottleneck in government acquisitions. Often programs ramp up and then ramp down without a smooth transition, due to the lack of cross-program vision and the nature of budget cycles. This leads to the loss of skilled labor and supplier bankruptcies when a production run ends. By planning the full lifecycle, the program mitigates the risk of a “bust” after the current “boom.” It also tackles policy bottlenecks: for instance, it’s hard to justify funding to keep a workforce or supplier line warm in years with fewer new orders, but a solid data-backed plan can support budget requests for such sustainmentfoundershaven.consulting. Additionally, lifecycle planning will identify future capability gaps early (e.g. if the future SSN(X) will need new tech or materials, start developing that workforce skill or supplier now). In short, this is about institutionalizing the gains made so they endurefoundershaven.consulting. It ensures the Navy and DoD don’t treat the submarine surge as a one-off emergency, but rather integrate it into a continuous cycle of industrial base managementfoundershaven.consulting. By doing so, it addresses the long-term “feast or famine” cycle that has historically plagued shipbuildingfoundershaven.consulting. The end result should be a stable core workforce and supplier base that can flex as needed but not fall apart after peak production, preserving the nation’s strategic shipbuilding capability for the future.

Phase 3: Kyndryl Capability Mapping

In this phase, we map Kyndryl’s current offerings and strengths to the needs identified above. Kyndryl (spun off from IBM in 2021) is the world’s largest IT infrastructure services providerkyndryl.com, with extensive experience in secure systems, digital operations, and enterprise modernization. The following are key Kyndryl capability areas relevant to supporting the Columbia-class program, along with examples and credentials:

• Secure Infrastructure Services (Cloud, Hybrid, Mainframe): Kyndryl’s core business is designing, building, and managing large-scale, secure IT environments. It operates mission-critical infrastructure for 75 of the Fortune 100 companieskyndryl.com, and has deep expertise in hybrid cloud and mainframe systems. For example, Raytheon Technologies (a top defense contractor) selected Kyndryl to modernize its hybrid multi-cloud computing platform – leveraging Kyndryl’s expertise in migrating workloads to cloud and managing multi-vendor environments while maintaining a strong cybersecurity posturekyndryl.comkyndryl.com. Kyndryl offers services like managed private cloud deployments for government that combine on-premises security with cloud flexibilitykyndryl.comkyndryl.com (allowing agencies to meet strict security requirements with cloud-like scalability). It also provides mainframe modernization services to integrate legacy systems with modern platformskyndryl.comkyndryl.com. These capabilities mean Kyndryl can ensure that any IT systems underpinning the submarine program (e.g. shipyard production systems, supplier portals, training program IT) are robust, secure, and scalable. Kyndryl’s global infrastructure footprint and network operations centers are geared to high availability – an asset for a program that requires 24/7 mission assurance.

• AI-Based IT Operations (AIOps & Automation): Kyndryl infuses AI and automation into IT operations to increase efficiency and reliability. Its Kyndryl Bridge platform is an AI-powered, open integration platform that gives enterprises visibility and orchestration across their IT estateskyndryl.com. In practice, Kyndryl Bridge and related AIOps tools leverage machine learning to automate IT processes, optimize resource allocation, and proactively resolve issues before they impact performancekyndryl.com. Kyndryl has been incorporating technologies like NVIDIA AI chips into its platform to accelerate anomaly detection and response in complex systemsprnewswire.com. This focus on cognitive automation means Kyndryl can manage large-scale IT environments (data centers, cloud services, networks) with minimal downtime – important if Kyndryl is supporting critical production infrastructure for Electric Boat or suppliers. For instance, Kyndryl’s AIOps can detect a failing server or network bottleneck in a shipyard’s IT network and automatically reroute workloads or alert technicians, ensuring continuous operations. It also enables handling the massive data streams (from IoT sensors, production machines, etc.) by applying AI analytics in real-time. By using AIOps, Kyndryl reduces manual effort and speeds up problem resolution in IT systems, which aligns with the program’s need for agile, data-driven management.

• Workforce Reskilling and Managed Services: Kyndryl is essentially a people + process organization with ~88,000 employees worldwidekyndryl.com, including thousands of technical experts. The company places strong emphasis on continuous upskilling of its workforce and clients’ teams. Since becoming independent, Kyndryl has aggressively trained its personnel in modern technologies – for example, since partnering with AWS in 2022, Kyndryl staff have earned over 11,000 AWS certificationskyndryl.com and the company achieved 12 AWS Competency accreditationskyndryl.com. Similarly, Kyndryl has strategic partnerships with Microsoft and Google Cloud, and has upskilled thousands on Azure and GCP. This demonstrates a culture of rapidly reskilling at scale. In practical terms, Kyndryl often takes over or supplements a client’s IT operations as a managed service, which involves transitioning client personnel and enhancing their skills (or backfilling with Kyndryl’s own certified experts). For example, when Kyndryl (as IBM) took on the U.S. Army’s logistics IT services contract, it provided a large team to run the Army’s data centersexecutivebiz.com – bringing in expertise while also working with Army civilian staff. Kyndryl can similarly deploy cleared, experienced personnel to support defense programs, and has the HR infrastructure to recruit and train talent for specialized needs. Its workforce services also extend to end-user support and digital workplace solutions, which could help in training environments (e.g. setting up and managing the IT for new regional training centers, and training the trainers on those systems). Furthermore, Kyndryl’s partnerships with learning platform providers and its internal learning programs mean it could assist in curriculum development for digital skills (for instance, teaching shipyard workers data analytics or enabling remote/AR-enhanced training). In sum, Kyndryl has the manpower and methodologies to address the people side of technology – recruiting, managing, and continuously training a workforce to operate advanced systems.

• Predictive Maintenance and Asset Visibility: A key aspect of efficient industrial operations is using data to anticipate equipment failures and manage assets – an area where Kyndryl has applicable experience. Kyndryl frequently implements IoT and analytics solutions for clients in manufacturing, aviation, and energy to enable predictive maintenance. For instance, Kyndryl has worked with aerospace companies on digitizing MRO (maintenance, repair, overhaul) processes: in one case, Kyndryl helped an aircraft maintenance provider integrate a cloud-based MRO software that tracks equipment status and digitizes checklists, improving how maintenance crews access data and reducing human errorkyndryl.comkyndryl.com. They have also partnered with industrial firms to deploy sensors and collect data from production machines, using AI to predict failures in advance. In the shipping and logistics sector, Kyndryl is helping organizations use advanced IT infrastructure to anticipate problems and respond with agilitykyndryl.com – for example, working with the Port of Barcelona on a technological transformation to better monitor port operationskyndryl.com. These capabilities translate well to submarine production: Kyndryl could implement IoT sensors on critical shipyard equipment (like welding machines, cranes, etc.) and set up dashboards to monitor their health. Using predictive analytics, they could help Electric Boat and Navy depots move from reactive maintenance to predictive maintenance, scheduling downtime for repairs at optimal times and preventing catastrophic equipment failures that could halt production. Asset visibility is another strength – Kyndryl can integrate asset management systems (like IBM Maximo or ServiceNow modules) to give program managers a real-time view of key assets (machines, tools, even high-value materials) across sites. This ensures that tools and parts are where they need to be and that any constraints are flagged early. By leveraging IoT, digital twin models, and maintenance analytics, Kyndryl would help increase the uptime of production infrastructure and improve overall throughput.

• Supply Chain Digitalization and Resilience: Kyndryl has significant experience in supply chain IT solutions, given its work for large manufacturers and retailers. It helps companies build agile supply chains leveraging automation, tracking, and data collection to reduce costs and improve efficiencykyndryl.com. One example is Kyndryl’s work with Dow Inc., where it improved the process of managing the lifecycle of devices and assets, which ties into procurement and supply chain complexitieskyndryl.com. In the shipping industry, Kyndryl experts have noted that many organizations lack an integrated view of their logistics data, and Kyndryl is working on solutions to unify those data streams for better decision-makingkyndryl.com. It highlights technologies like generative AI, IoT, 5G, and blockchain as tools to improve supply chain visibility and responsivenesskyndryl.com. Kyndryl’s approach for clients often involves integrating legacy supply chain systems with modern cloud analytics, creating a “single pane of glass” for supply chain managers. They also have a Security & Resiliency practice that ensures supply chain systems have robust backup, disaster recovery, and cybersecuritylinkedin.com. For the submarine program, these skills mean Kyndryl could set up a digital supply chain platform that connects Electric Boat, Newport News, and all the tier-1/tier-2 suppliers, providing real-time tracking of parts and materials. This could include RFID or IoT tracking of critical components in transit, analytics to predict and mitigate delays (e.g. if a shipment is running late, automatically alert and adjust production schedules), and collaboration tools for suppliers. With its knowledge of supply chain AI, Kyndryl can help implement predictive supply/demand models to foresee shortages. Importantly, Kyndryl’s cybersecurity expertise would ensure that the supply chain data exchanges are secure – a key consideration when dealing with defense suppliers (protecting sensitive designs and preventing disruptions like cyber-attacks on the supply network). Overall, Kyndryl can contribute to making the submarine supply chain more transparent, data-driven, and resilient against shocks.

• Federal Partnerships and Prior DoD Work: Kyndryl may be a young brand, but it inherited decades of federal contract experience from IBM. It has a dedicated Government & Public Sector unit that works on digital transformation for agencieskyndryl.com. Kyndryl is on the GSA Multiple Award Schedule (IT-70) as the successor to IBM’s federal contractsbidbuy.illinois.gov, and is an authorized provider on vehicles like NASA SEWP and others. Its personnel hold U.S. government security clearances (including Secret and Top Secret levels) to work on classified systemskyndryl.wd5.myworkdayjobs.com. Concretely, Kyndryl (via IBM) has worked for the U.S. Army, providing a full portfolio of IT management services for Army logistics and data centers – for instance, a 5-year $138.4 M contract to support the Army’s ALTESS enterprise IT environmentexecutivebiz.com. It has also supported the Navy and Marine Corps on various IT programs (often as IBM), ranging from shipyard IT infrastructure to financial systems. In the private defense sector, Raytheon’s partnership with Kyndryl (mentioned above) shows a major defense prime entrusting Kyndryl with its core IT modernizationkyndryl.com. Kyndryl’s alliances with tech firms also bolster its federal offerings: e.g., it’s working with Microsoft to bring AI and cloud to government, and with Red Hat (IBM’s subsidiary) as a leading integrator for OpenShift and Ansible automation (Kyndryl is Red Hat’s top global systems integrator partner)kyndryl.comredhat.com. Furthermore, analyst evaluations reflect Kyndryl’s capabilities: Gartner has named Kyndryl a Leader in its Magic Quadrant for Outsourced Digital Workplace Servicesinvestors.kyndryl.com and other managed service categories, and IDC likewise recognized Kyndryl as a Leader in managed cloud servicesglobalsecuritymag.com. These endorsements indicate Kyndryl’s strengths in execution and complementation of client strategies. In summary, Kyndryl brings a wealth of experience in federal IT, knowledge of DoD contracting requirements (e.g. FedRAMP, IL5 cloud security, CMMC cybersecurity standards for contractors), a large pool of cleared personnel, and established partnerships with defense primes and tech providers. This makes Kyndryl well-prepared to operate in the defense environment as a collaborative, non-competitive supplier.

Phase 4: Strategic Approach & Integration Plan

In this final phase, we outline how Kyndryl could strategically integrate into the Columbia-class supplier improvement program under Deloitte’s EIP leadership and within General Dynamics Electric Boat’s supplier framework. The focus is on how Kyndryl would deliver value in each Phase 2 component area, using its capabilities (Phase 3) in a collaborative, supporting role. We also consider delivery models (e.g. digital twins, secure collaboration platforms, agile methodologies), differentiation for Kyndryl, and innovation opportunities beyond Deloitte’s core. For each component, we assume Kyndryl as a subcontractor/partner to Deloitte (the prime EIP), providing technology services and operational support that complement Deloitte’s management and integration role:

1. Workforce Development: Kyndryl’s Integration: Kyndryl can support the EIP’s workforce initiatives by providing the technical infrastructure and services for training programs. For example, Kyndryl could deploy and manage virtual learning platforms, simulators, and collaboration tools to connect trainees, instructors, and industry mentors across different regions. Given Kyndryl’s cloud expertise, it can set up a scalable e-learning environment (possibly in a GovCloud or IL5-authorized cloud for sensitive technical training data) that hosts curriculum for welding simulation, blueprint reading, etc. It can also leverage partnerships with providers of AR/VR training – for instance, creating virtual reality welding simulators or maintenance task trainers, which have been shown to accelerate skills development. Kyndryl’s role would be to ensure these digital training tools are reliably available and integrated into a cohesive learning management system that the EIP oversees. Additionally, Kyndryl can use its analytics prowess to build a dashboard for workforce metrics: tracking how many students enroll, graduate, get hired, and their proficiency progress. This ties into the metrics/PMO component but is specific to workforce stats. Delivery Models & Methodologies: Kyndryl could introduce “digital twin” concepts for workforce planning – i.e. a data model of the workforce pipeline. By aggregating data on trainees, job openings, and skill requirements, they could help Deloitte and the Navy simulate different scenarios (e.g. if a new shipyard opens, how many more workers are needed?). Agile methods can be applied as well: Kyndryl can set up an agile project management office for the workforce line of effort, coordinating frequent feedback from industry (Electric Boat’s HR needs) and adjusting training content quickly. Differentiation: Kyndryl’s scale and IT pedigree allow it to rapidly implement the tech backbone for these programs, something Deloitte might not do alone. Unlike a typical consulting firm, Kyndryl can actually run managed services (e.g. an outsourced helpdesk or IT support for new training centers) to ensure technology in schools or training sites is up and running. This leaves Deloitte free to focus on curriculum partnerships and funding strategy. Kyndryl also brings experience training its own massive workforce (recall the 10,000+ cloud certifications achievedkyndryl.com) – it can apply those best practices (structured learning paths, vendor-certified courses) to help shape defense trade training. Innovation Opportunities: One area beyond Deloitte’s core could be AI-driven personalized learning. Kyndryl could pilot an AI tutor system that assesses each trainee’s progress and provides individualized practice modules (for instance, more practice on tricky welds if needed) – an innovation in vocational training. Kyndryl’s familiarity with AI and partnerships (like with Microsoft’s AI tools) make it well-suited to test such tech in a way Deloitte likely wouldn’t on its own. Moreover, Kyndryl can coordinate with employers (EB, HII) to integrate HR systems – ensuring that as students become certified, their info flows into hiring pipelines seamlessly. This technical integration between training outcomes and hiring systems helps realize the program’s goal of direct workforce impact.

2. Supplier Development: Kyndryl’s Integration: Kyndryl can act as the technology enabler for supplier development efforts, especially for tracking and improving supplier performance. One contribution could be creating a Supplier Innovation Portal – a secure online platform where current and potential suppliers can interface with the program. Through this portal (which Kyndryl would build and host), the EIP and Navy could solicit capability data from suppliers, run supplier readiness assessments, and disseminate best practices (e.g. guides on how to implement quality improvements or cybersecurity requirements for Navy contracts). Kyndryl’s supply chain data integration skills would allow it to aggregate data from various sources (DLA procurement systems, Electric Boat’s supplier reports, etc.) into a central supplier database. Deloitte and Navy leaders could then query this to identify bottlenecks (e.g. if supplier X is late on deliveries repeatedly, or supplier Y has capacity to take on more orders). Delivery Models: Kyndryl could implement a digital supply network model akin to what it has done for other industries – connecting suppliers through cloud-based systems for real-time visibility. This might include deploying IoT sensors or ERP extensions at key supplier facilities to automatically report production status of critical components. By using a *“control tower” dashboard (a service Kyndryl is experienced in delivering)foundershaven.consulting, the program can visualize supply chain health at a glance. In terms of methodology, Kyndryl would bring a DevOps approach to rapidly develop and iterate on these supplier systems (for example, quickly adding a new module to track a particular component’s production if needed by the EIP). Differentiation: Kyndryl’s vendor-agnostic nature and open integration philosophy means it can integrate a variety of supplier IT systems – many small sub-vendors might be using disparate systems (Excel sheets, small ERPs, etc.). Deloitte’s strength is program management, but it’s not an IT integrator; Kyndryl filling that gap ensures the supplier development initiatives have a strong IT spine. Also, Kyndryl’s experience with security and compliance is a differentiator here: as suppliers are onboarded, they need to comply with cybersecurity standards (CMMC for DoD suppliers). Kyndryl can offer consulting to suppliers on how to harden their IT (a service in its Security & Resiliency practice), thus indirectly improving the resilience of the supply chain. Innovation: Kyndryl could introduce tools like blockchain for supply chain provenance (to certify and track parts through the supply chain, enhancing trust and transparency) – something Deloitte might conceptually recommend but not build. Kyndryl can prototype a blockchain-based part tracking system, for instance, ensuring that every critical part has an immutable record of its journey. Another innovation is applying predictive analytics: using AI to predict which suppliers are at risk of delay or failure (perhaps by analyzing financial data, production trends, etc.). Kyndryl’s data scientists could develop these predictive models and integrate them into the program’s decision-making tools, giving the Navy early warning on supplier issues (akin to how Kyndryl uses AI for IT incident prediction).

3. Industrial Process Optimization: Kyndryl’s Integration: In optimizing shipyard and supplier plant processes, Kyndryl can provide both industrial IT and analytics. One concrete way is by implementing a digital twin of the production line. Kyndryl could work with Electric Boat and Newport News to create a digital replica of certain manufacturing processes (e.g. the hull section fabrication line or the missile tube assembly process) using data from sensors and production systems. This would allow the EIP team to simulate changes (like resequencing tasks, or adding an extra shift) virtually to see potential time savings. Kyndryl has the capability to integrate the necessary data (CAD models, workflow timings, sensor outputs) into such a digital twin platform. They can also deploy IoT devices to gather new data where needed – for example, attaching RFID tags to work packages to analyze how materials move through the shop. Once data is flowing, Kyndryl’s data engineers can apply process mining algorithms to identify inefficiencies (e.g. a queue that always forms before X machine, indicating a bottleneck). Delivery Models: Kyndryl would use an Agile continuous improvement model here, in partnership with Deloitte’s process consultants and the shipyard’s industrial engineers. They might run 90-day sprints to pilot specific improvements: for instance, Sprint 1 could focus on automating a weld inspection process with machine vision (Kyndryl sets up the tech, Deloitte coordinates training and change management; together they measure results), Sprint 2 tackles optimizing yard layout using simulation, etc. Kyndryl’s role is to supply the technology (sensors, software, analytics) and to integrate it with existing factory systems (MES, ERP, etc.) at the yards. Differentiation: Kyndryl’s familiarity with industrial IoT and OT (operational technology) differentiates it. Deloitte likely has some capability in process improvement, but not the in-house capacity to deploy say, a plant-wide sensor network or to configure a manufacturing execution system. Kyndryl can do those tasks efficiently and securely (understanding of OT security is crucial given the risk of cyber threats to factory equipment). Also, Kyndryl’s experience optimizing IBM’s own manufacturing (IBM has hardware factories that Kyndryl people came from) could be relevant – they understand lean Six Sigma as well as IT, a rare combo. Innovation: Kyndryl could push innovative ideas like AI-assisted robotics. For example, Kyndryl could partner with a robotics company to introduce collaborative robots (“cobots”) for repetitive tasks in the shipyard, using its AI to control and optimize them. While Deloitte defines what needs improvement, Kyndryl can figure out how via tech. They could also propose the use of augmented reality (AR) for process optimization – e.g. AR helmets for supervisors that overlay real-time workflow data on the shop floor, improving decision speed. Such tech-forward solutions ensure process improvements are not just incremental but potentially transformative, going beyond the typical consulting toolkit.

4. Strategic Outsourcing: Kyndryl’s Integration: In developing the outsourcing roadmap, much of the work is analytical and planning (which Deloitte would lead), but once the plan is in motion, Kyndryl can help operationalize the outsourcing. For instance, say the plan identifies a secondary shipyard to fabricate a certain Columbia module. Kyndryl could be tasked with setting up the IT and communication infrastructure between Electric Boat and that new outsource partner. This includes secure data links, collaboration tools, and perhaps an integration of CAD/CAM software so design changes flow seamlessly between sites. Essentially, Kyndryl ensures that outsourcing doesn’t mean disconnection – the distributed production sites will function as one virtual shipyard through good IT integration. Kyndryl can also assist in evaluating outsource partners’ technical capabilities (e.g. assessing if their IT and controls systems meet Navy cybersecurity requirements, and upgrading them if not). Delivery Models: One approach is “digital outsource integration.” Kyndryl could deploy a unified project management system accessible by all participating sites (the main yards and outsourced sites), to coordinate schedules and workflows. This might be a cloud-based platform where each site updates task completion, and everyone sees the overall build plan. Kyndryl can customize commercial tools (like MS Project Online or Oracle Primavera) for this multi-entity use, with appropriate data access controls. To ensure quality, Kyndryl could implement a remote inspection technology: for example, high-resolution live video feeds or IoT quality gauges at outsourced sites, so that Electric Boat engineers can remotely oversee work. With its network expertise, Kyndryl would set up the bandwidth and cyber protections for such monitoring. Differentiation: The value Kyndryl adds here is systems integration at enterprise scale. As outsourcing introduces new players, Deloitte’s challenge is organizational; Kyndryl’s is technical. Kyndryl can differentiate by offering an “open but secure” integration – its solutions won’t force everyone onto one vendor’s system but will bridge different systems. Also, Kyndryl’s global presence and experience working on multinational projects means it’s comfortable coordinating across time zones and cultures – useful if any outsourcing involves foreign partners (e.g. AUKUS ally contributions). Deloitte might not have deep IT knowledge of, say, connecting Australian and US design networks with proper encryption; Kyndryl does. Innovation: Kyndryl could suggest cloud-based collaborative design environments for outsourced manufacturing. For example, host a secured Siemens Teamcenter or Dassault 3DExperience (PLM software) in the cloud where all stakeholders (prime and outsource yards) work on the digital model together. This ensures real-time alignment of designs and changes. Implementing this would be an innovative step away from isolated development. Another forward-leaning idea is using smart contracts (blockchain) to manage outsourced work orders – automatically verifying completion and handling payments when milestones are digitally certified. While perhaps experimental, Kyndryl’s tech proficiency means it could pilot such an approach on a small scale, adding efficiency and trust to outsourcing arrangements.

5. Technology Acceleration: Kyndryl’s Integration: This is perhaps where Kyndryl shines brightest – serving as the innovation engine under Deloitte’s integrator umbrella. Kyndryl can lead the identification, piloting, and scaling of new technologies in the program. Working closely with the Navy’s tech community and the shipyards, Kyndryl would evaluate tools like advanced analytics, AI, IoT devices, additive manufacturing machines, etc., and run pilot projects to test their viability. For example, Kyndryl could set up an Additive Manufacturing pilot lab at Electric Boat or a major supplier: bringing in 3D printers (with partners like Markforged or Stratasys), printing sample submarine parts, testing them for quality, and developing the process qualifications for broader use. Similarly, Kyndryl could introduce an AI-based quality inspection system – using computer vision to automatically detect weld defects – in a trial phase. Kyndryl’s role is not only to deploy the tech but also to collect data and analyze results, feeding information to Deloitte/Navy to decide on wider adoption. Once a tech is approved for scale-up, Kyndryl can create the rollout plan (installing equipment at multiple sites, training users, providing ongoing support via its managed services). Delivery Models: Kyndryl likely would use a “Tech Forge” model – essentially an innovation hub in coordination with entities like the Navy’s Warfare Centers or the Defense Innovation Unit. They could run hackathon-style sprints where Kyndryl engineers and Navy/EB personnel co-create solutions (this is akin to Kyndryl’s “Vital” co-creation service). For instance, over 8 weeks, a team might develop a prototype AI that optimizes submarine design layouts for manufacturability. Kyndryl provides the AI experts and cloud resources, Navy provides domain knowledge; together they iterate rapidly. Kyndryl can leverage its alliances too: bringing in Microsoft to help with an AI model or Nvidia for high-performance computing, etc., which speeds up development (Deloitte would welcome this since it expands capacity). Differentiation: Unlike some integrators, Kyndryl is not locked to a single technology vendor – it has active partnerships with Microsoft, AWS, Google, IBM/RedHat, SAP, etc. This means Kyndryl can integrate “best-of-breed” technologies for the Navy rather than pushing a proprietary solution. That flexibility and breadth differentiates it from smaller tech firms. Deloitte, being advisory-focused, would lean on Kyndryl to do the heavy lifting in tech implementation. Another differentiator is Kyndryl’s experience in regulated industries: it knows how to implement cutting-edge tech in environments with stringent safety and security requirements (e.g., bringing AI into a healthcare data center or automating processes in a bank). This experience is directly applicable to introducing tech into
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6. Technology Adoption Acceleration (Innovation): Kyndryl’s Integration: Kyndryl would serve as the technical innovation engine for the EIP, taking point on identifying, piloting, and scaling new technologies. In practice, Kyndryl can lead hands-on tech pilot projects on behalf of the program – for example, setting up an additive manufacturing pilot lab at Electric Boat to 3D-print submarine components and test their quality, or introducing an AI-driven quality inspection system on the shop floor to automatically detect welding defects. Kyndryl’s engineers and architects (in concert with shipyard experts) would evaluate cutting-edge solutions, rapidly deploy prototypes, measure results, and – if successful – roll them out across the enterprise. For instance, Kyndryl could implement a digital twin simulation for a complex module assembly, allow NAVSEA engineers to iterate virtually, and then integrate that with real production datfoundershaven.consulting】. Delivery Models: Kyndryl could employ an innovation pipeline model with agile sprints. They might maintain a Technology Incubator Team under the EIP: a multi-disciplinary group (Kyndryl tech experts + Navy/EB personnel) that continuously explores new tools. Using agile methods, this team can deliver MVP (minimum viable product) solutions in 8–12 week sprints – e.g., a pilot of AR (augmented reality) headsets for training or a machine-learning model to optimize supply logistics – and then hand off successful solutions for full implementation. Kyndryl’s broad partner ecosystem (Microsoft, Amazon, IBM/Red Hat, NVIDIA, etc.) is a force-multiplier here: they can quickly pull in cloud credits, hardware, or specialist support from these partners to accelerate pilots (for example, leveraging Microsoft’s HoloLens for AR maintenance training, or NVIDIA GPUs for AI modeling). Differentiation: Kyndryl’s strength is being vendor-agnostic and deeply experienced in systems integration – it can combine technologies from multiple sources to create a tailored solution. This means the Navy isn’t locked into one vendor’s platform; Kyndryl can integrate “best of breed” tech. Moreover, Kyndryl has experience deploying advanced tech in highly regulated, mission-critical environments (banks, airlines, government) – so it knows how to introduce new technology without disrupting operations or security. This is crucial for nuclear submarine work where any tech must meet rigorous QA and cyber standards. Kyndryl’s familiarity with compliance (FedRAMP security, NIST SP standards, etc.) ensures accelerated tech adoption does not compromise safety or data integrity, a key differentiator. Innovation Opportunities: Kyndryl can push the envelope by proposing uses of emerging tech that go beyond what Deloitte might normally implement. For example, Kyndryl could pilot generative AI tools to assist submarine design engineers – using AI to suggest design optimizations that could simplify manufacturing (an idea aligned with the RFP’s interest in AI/ML for designfoundershaven.consulting】. Or Kyndryl might explore quantum computing simulations for complex fluid dynamics or scheduling problems, via its connections to IBM Research. Another innovation is creating a “digital innovation hub” accessible to Navy, industry, and academia: a cloud-based sandbox (managed by Kyndryl) where new ideas (like novel materials or processes) are modeled collaboratively. In essence, Kyndryl would enable a culture of continuous tech refresh, ensuring the program can rapidly adopt proven innovations from the commercial world or research labs – something that injects long-term competitive advantage against peer adversaries.

7. Metrics & Program Management: Kyndryl’s Integration: Kyndryl can build and operate the integrated data systems and dashboards that are the backbone of the program’s PMO. For example, the RFP expects a single authoritative view of progress (a “control tower”foundershaven.consultingfoundershaven.consulting】 – Kyndryl can implement this by creating a central data platform that aggregates inputs from all lines of effort. This might involve standing up a cloud-based data warehouse and using business intelligence tools to create live dashboards. Kyndryl’s Bridge platform (its AI-enabled IT management system) could be adapted here: Bridge is designed to integrate data from disparate sources and present unified, AI-enhanced insightkyndryl.com】. By deploying Kyndryl Bridge or a similar solution, the program PMO would get real-time metrics on workforce numbers, supplier deliveries, production milestones, funding burn rate, etc., all in one interface. Kyndryl would handle the heavy data engineering – writing connectors to pull data from Navy HR systems, shipyard production databases, supplier portals, etc., and normalizing it. It would also set up role-based access so that, say, Navy leadership sees high-level KPI summaries while a project manager can drill into details. Additionally, Kyndryl can support program communication tools: setting up secure SharePoint sites or Teams channels for document sharing, configuring schedule management software, and ensuring video teleconferencing and other collaboration tech are reliable for the many cross-organizational meetings. In short, Kyndryl supplies and manages the IT infrastructure of the PMO. Delivery Models: Kyndryl would use an iterative approach to developing dashboards and reports, working closely with Deloitte’s PMO staff. They might start with a few key metrics (e.g., “subs/year rate” and its drivers) and then progressively refine and expand the dashboard based on feedback. Kyndryl can apply Agile/Scrum here as well – treating the metrics platform as a product, with bi-weekly releases adding functionality or data streams. They also would institute strong data governance (master data management, data quality checks) so that the PMO trusts the information coming in. Differentiation: Kyndryl’s capability to integrate complex IT systems quickly is a big asset. Deloitte will define what needs to be measured and ensure stakeholders use the info, but Kyndryl will make it technically possible by bridging systems that don’t typically talk to each other (for example, linking a state workforce database with a Navy contracting system). Moreover, Kyndryl’s scale and reliability in managed services means it can operate this integrated platform 24/7, with high uptime – providing continuous situational awareness. A differentiator is Kyndryl’s use of AI in operations: it could embed predictive analytics into the PMO dashboard, such as predicting “at this hiring rate, workforce will fall short of target in 6 months” or flagging “supplier deliveries this month are 10% below trend, risk of schedule slip.” This proactive insight capability is something Deloitte alone might not offer. Innovation: Kyndryl can bring in cutting-edge project management innovations, like natural language processing to automate reading of progress reports (scanning text from field reports or meeting minutes to identify sentiment or risks) and summarizing them for leadership. It could also implement a form of digital assistant (chatbot) for the program: for example, a PMO team member could query, “How many welders were trained in Q1 in Virginia?” and the system (built by Kyndryl) would fetch the data instantly. This kind of AI-driven query system would make the wealth of metrics easily accessible to busy decision-makers. Lastly, Kyndryl can ensure that the “single source of truth” created for this program is portable and evolves into a long-term Navy capability – an innovative hand-off where the Navy, after five years, inherits a state-of-the-art data command center for industrial base management.

8. Cross-Government/Industry Collaboration: Kyndryl’s Integration: Here, Kyndryl’s role is to provide the secure collaboration tools and information-sharing platforms that enable seamless partnership among stakeholders. One key contribution could be setting up a secure collaboration portal for the submarine industrial base stakeholders – effectively a digital ecosystem where Navy, DoD, state officials, educators, shipbuilders, and suppliers can share data and coordinate. Kyndryl can implement fine-grained access controls so that each entity can access what they need (and nothing more) in a common system. For instance, workforce development data might be shared with state workforce agencies, while supply chain risk data might be shared between the Navy and primes, all within the same portal but compartmentalized. The RFP specifically calls out establishing data-sharing agreements and breaking down silofoundershaven.consulting】; Kyndryl can translate those agreements into technology solutions – e.g., a cloud-based data repository where industry can upload supply metrics that government analysts can view securely. Additionally, Kyndryl can deploy robust communication and project management tools across organizational boundaries: setting up a dedicated MS Teams environment or Slack workspace for the program (including external partners), with channels for each line of effort. Kyndryl’s administrators would manage user onboarding (handling the fact that users come from different organizations with different IT policies), ensure security (perhaps implementing multi-factor auth and monitoring for any unauthorized access), and provide user support. Delivery Models: Kyndryl could use a hub-and-spoke model for collaboration tech – acting as the central hub that connects the spokes (stakeholder organizations). They might establish a federated identity management system so that, say, a university partner can log into the collaboration portal using their university credentials but still access Navy-shared content – Kyndryl’s familiarity with enterprise identity (via Azure AD, etc.) would enable this. They would also likely facilitate regular virtual collaboration events (town halls, workshops) by provisioning webinar platforms, and capturing the outputs into a knowledge management system. Differentiation: Kyndryl’s neutrality and tech focus actually become a trust-builder – as an independent party, they can host shared systems without either the Navy or industry worrying about control or bias. This is similar to how the EIP itself is a neutral orchestrator; Kyndryl reinforces that neutrality on the IT side (for example, Electric Boat might be more willing to share sensitive data if it’s being managed by a trusted third party like Kyndryl under contract, rather than directly by a competitor or the government). Furthermore, Kyndryl’s cybersecurity acumen is a big differentiator. One reason agencies hesitate to share data is fear of breaches; Kyndryl can implement strong encryption, network segmentation, and continuous monitoring to assure everyone that the collaboration platform is secure from espionage or leaks. This competence in securing multi-tenant environments (developed through its cloud and outsourcing services) sets it apart. Innovation: Kyndryl could introduce collaborative innovations such as a blockchain-based information exchange for certain data that requires high integrity and auditability (imagine a ledger of critical supplier commitments that all parties can trust as tamper-proof). It might also deploy social networking analytics within the collaboration platform – for example, to identify which stakeholders are not well connected and proactively link them (visualizing the “collaboration graph” to find and address gaps). Another innovative idea is a crowdsourcing portal where ideas or problems are posted and any stakeholder (a shipyard engineer, a professor, a supplier) can contribute solutions or resources – Kyndryl can build a moderated forum for this purpose, encouraging cross-pollination of ideas. By providing modern, user-friendly and secure collaboration tech, Kyndryl helps build the “community of practice” that the RFP envisions, leaving behind a self-sustaining network.

9. Lifecycle Planning: Kyndryl’s Integration: In long-term lifecycle planning, Kyndryl can support by developing data-driven models and decision support tools to forecast the industrial base’s future. Deloitte will likely handle strategic scenario planning, but Kyndryl can supply the analytics muscle. For example, Kyndryl could build a system dynamics model of the submarine industrial base – a simulation that takes in variables (hiring rates, production rates, retirements, new program starts like SSN(X), etc.) and projects workforce and supplier capacity 10-20 years out. Using its experience with big data and AI, Kyndryl can incorporate historical data and trends (e.g. how quickly workforce ramp-ups happened in past shipbuilding surges, or how supplier markets contract after program ends) to make the model robust. This tool would let the Navy test scenarios: What if there’s a production gap between Columbia and the next class – how many jobs are at risk and which suppliers might go under? Or what if AUKUS adds 1 sub per year from 2030-2040 – how to scale without collapse later? Kyndryl can present these outcomes via intuitive dashboards or even an interactive “strategy simulator” for leaders. Moreover, as the program progresses, Kyndryl can ensure that all the enterprise data being collected (workforce numbers, supplier performance, etc.) is archived and analyzable for future planning. By program end, the Navy will have a wealth of data – Kyndryl would organize this into a knowledge base and perhaps deliver a tailored analytic tool for the Navy’s use in the 2030s and beyond. Delivery Models: Kyndryl might use advanced analytics and AI/ML to support Deloitte’s policy work. For instance, they could employ machine learning on workforce data to identify leading indicators of attrition, which informs how to sustain the workforce post-build. They could run optimization algorithms to recommend an optimal steady-state workload that keeps key suppliers viable (avoiding feast-or-famine extremes). These kinds of analyses would be delivered as periodic studies and software tools. Differentiation: Kyndryl’s value here is in providing a technical, quantitative foundation for what is often qualitative planning. Deloitte will produce the strategic roadmap document, but Kyndryl can back it with rigor – “the model predicts X layoffs in 2032 unless Y is done, so here’s the data justification for our recommendation.” This strengthens the credibility of the plan with Congress and DoD. Additionally, Kyndryl’s long-term engagement model means it is invested beyond just immediate deliverables. As a company that often has decade-long outsourcing contracts, Kyndryl is sensitive to planning the end game of projects. They can apply that mindset to ensure the submarine industrial base improvements are not temporary. Innovation: One innovative angle is for Kyndryl to create a digital twin of the industrial base itself – not just one factory, but a twin of the whole network (workforce, suppliers, infrastructure). Using that, decision-makers could virtually explore various future states (much like a SimCity for the defense industrial base). This is forward-thinking, but Kyndryl’s mix of IT, data, and simulation expertise could make it feasible. Another idea: Kyndryl can integrate external data into lifecycle planning – for example, macroeconomic data, regional education trends, even climate risk (for shipyard locations) – to inform a more holistic plan. This goes beyond traditional defense planning and shows an innovative, resilience-focused approach. By blending diverse data, Kyndryl helps ensure the lifecycle plan is robust against a wide range of future conditions.

Conclusion: Across all these components, Kyndryl would act as a collaborative, enabling partner within the larger enterprise integration effort led by Deloitte and centered on Electric Boat and the Navy. Kyndryl’s role is not to compete with the prime or dictate strategy, but to provide the technology, scale, and operational know-how to execute the strategy – essentially, making the ideas real. By integrating secure infrastructure, advanced analytics, and managed services into the program, Kyndryl ensures that initiatives can be implemented at scale and sustained. Its global experience and alliances allow for rapid scaling and insertion of best practices from other industries (commercial aviation, energy, etc.), which inject fresh ideas into what has been a traditional sector. Moreover, Kyndryl’s emphasis on open integration and neutrality means it can work within Electric Boat’s supplier framework without turf conflicts – it’s enabling EB and its vendors rather than vying to build submarines itself. This stance, combined with Kyndryl’s proven ability to manage complex, multi-party IT projects, supports a smooth integration under the EIP model. Ultimately, Kyndryl’s involvement would emphasize value, scalability, and mission assurance: bringing cost-efficient solutions (e.g. optimizing processes to save time and money), ensuring any solution can scale across the entire submarine enterprise, and providing the rock-solid reliability and security that a nuclear shipbuilding program demands. In areas like cutting-edge tech and continuous IT operations – which are not core strengths of a consulting integrator like Deloitte or a shipbuilder like Electric Boat – Kyndryl’s contributions could be the decisive factor in meeting the Columbia-class program’s ambitious goals.

Sources:

• Navy Submarine Workforce & Industrial Base RFP evolution and objectivefoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consulting】

• Eight-component scope of RFP 47QFCA24R0024 and context for each (FH Consulting analysisfoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consultingfoundershaven.consulting】

• Deloitte’s role as Enterprise Integration Partner (award details, $2.4B contractfoundershaven.consultingfoundershaven.consultingfoundershaven.consulting】 and expectations as integratofoundershaven.consultingfoundershaven.consulting】

• Kyndryl’s capabilities and partnerships: infrastructure services and cloud expertiskyndryl.comkyndryl.com】, Kyndryl Bridge and AIOps platforkyndryl.comkyndryl.com】, workforce and training ethokyndryl.com】, federal contract experience (Army IT supportexecutivebiz.com】, defense partnerships (Raytheon multi-cloudkyndryl.com】, analyst recognitioinvestors.kyndryl.com】, and more.

• Industry context: Need for 3 submarines per year and urgency of Columbia prografoundershaven.consulting】, industrial base challenges (workforce shortagfoundershaven.consulting】, supplier constraintfoundershaven.consulting】, process inefficienciefoundershaven.consulting】).

• All embedded images are illustrative and sourced from the content: Columbia-class SSBN rendering (U.S. Navy illustrationnavy.mil】 and a representative global supply chain shipping image (stock depiction).