Deloitte’s Strategy for the U.S. Navy’s Submarine Workforce & Industrial Base Program
 
Phase 3: Deloitte Capability Mapping

To execute a program this ambitious, Deloitte will leverage its extensive experience and assets from both its government and commercial consulting practices. Below is an analysis of how Deloitte’s capabilities and past performance map to the Navy’s needs:
 

• Deep DoD and Federal Experience: Deloitte Consulting is a top-tier provider of consulting and integration services across the U.S. defense and security sector. It has a strong track record with the Department of Defense (DoD), Department of Homeland Security (DHS), Department of Veterans Affairs (VA), and other agencies on large transformation programs. Deloitte has previously tackled challenges analogous to the SWIB project: for example, it helped stand up new organizational frameworks and analytics platforms for the DoD’s Chief Management Officer and reportedly has been involved in OSD’s Advana data analytics program (which required integrating data across the department). Deloitte’s past performance includes modernizing the VA’s financial and acquisition systems under a recent $219M contract (ovconwire.com) – demonstrating ability to drive enterprise-wide change in a large bureaucracy. In DHS, Deloitte has supported U.S. Customs and Border Protection in overhauling hiring processes and technology, and aided FEMA in improving disaster logistics – both relevant to managing complex operational challenges. Notably, Deloitte is one of the few firms that has simultaneous insight into DoD, civilian agencies, and industry. This means it can coordinate cross-agency efforts (as required for workforce programs involving DoL or Dept. of Education) with credibility. The firm’s performance with Five Eyes allies is also significant: Deloitte has advised the UK Ministry of Defence on workforce and innovation strategy, highlighting similar issues the Royal Navy faces in attracting tech talent (deloitte.comdeloitte.com). In Australia, Deloitte has been involved in defense acquisition reform and is poised to contribute to AUKUS-related industry development through its Australian practice. This global defense presence allows Deloitte to inject international best practices (e.g. insights from UK’s successful apprenticeship programs or Australia’s shipbuilding workforce initiatives) into the U.S. Navy’s project. In sum, Deloitte’s federal and international defense portfolio positions it well to understand the Navy’s mission and speak the language of both government and industry stakeholders.

• Private-Sector Transformations (Aerospace, Manufacturing, Healthcare): A unique strength Deloitte brings is its experience driving transformations in the commercial sector, which often leads the government in innovation. In aerospace and manufacturing, Deloitte has worked with Fortune 500 companies to implement Industry 4.0 technologies, lean out production, and manage workforce transitions. For instance, Deloitte has consulted for major aerospace OEMs on supply chain risk management and advanced analytics – relevant to submarine supplier development. The firm has published industry studies on creating a “defense industrial network” by broadening supplier bases (www2.deloitte.comwww2.deloitte.com), reflecting lessons learned from commercial supply chain diversification. Deloitte also operates “Smart Factory” collaborations (such as its Smart Factory @ Wichita partnership), where it showcases digital manufacturing solutions (IoT sensors, AR/VR training, etc.) – these are directly transferable to Navy shipbuilding. In the automotive sector, Deloitte has led agile production system implementations and supplier quality improvement programs, very similar to what the Navy needs for sub production. Additionally, Deloitte’s work in healthcare transformations is relevant to workforce development; for example, scaling up healthcare staffing or training during the COVID-19 response gave Deloitte experience in rapid workforce mobilization, managing credentialing, and deploying training technology at scale. The firm’s ability to integrate technology and human capital solutions was demonstrated in large hospital system overhauls and in supporting vaccine manufacturing expansion during the pandemic. These private-sector engagements arm Deloitte with methods for process optimization, change management, and rapid scaling that will be invaluable in the SWIB program. Deloitte can pull experts from its automotive and aerospace practices – who know how to shave off production time and improve quality – and apply them to shipbuilding, providing a fresh perspective that pure defense contractors might lack. This cross-industry insight is a major differentiator: the Navy’s problem isn’t entirely unique; it echoes large-scale industrial scale-ups in other sectors, and Deloitte has seen those play out.

• Proprietary Platforms and Tools: Deloitte will also map its proprietary platforms and frameworks to the RFP components. Key among these are:

  • Digital Foundry & Operate™ – Deloitte’s Digital Foundry offering is designed to help organizations rapidly stand up new digital capabilities by bridging talent and technology gaps (www2.deloitte.com). Deloitte can establish a “Digital Foundry” team for the Navy that continuously prototypes and deploys digital solutions (for example, a new workforce analytics dashboard or a training app for shipyard workers) in an agile manner. This approach ensures continuous innovation throughout the contract, not one-and-done deliverables. The Foundry model emphasizes iterative development and scaling, which aligns with the Technology Adoption component – essentially providing a factory for tech solutions within the program.

  • Supply Chain Control Tower – Deloitte has a proven Control Tower framework for supply chain visibility and orchestration. This is a combination of process, organization, and technology that gives end-to-end transparency and proactive management of supply and production issues (www2.deloitte.comwww2.deloitte.com). For the submarine base, Deloitte can deploy a Supply Chain Control Tower solution that integrates data from shipyards, key suppliers, and logistics systems to monitor progress in real time. Such a tool would support Metrics & Program Management by enabling insight-driven decisions (e.g. flagging a supplier delay early so the team can intervene). Deloitte even has pre-built analytics modules (often branded as Trellis™ or similar) that provide scenario analysis and “what-if” simulations for supply disruptions (www2.deloitte.comwww2.deloitte.com). Implementing a control tower will help manage the complexity of thousands of parts and activities needed for submarine construction, aligning with the program’s need for an integrated view.

  • GovConnect™ Suite – GovConnect is Deloitte’s modular platform for government solutions, which includes accelerators for things like stakeholder engagement, grants management, and importantly Supplier Relationship Management. The GovConnect Supplier Management module (built on Salesforce) provides a “comprehensive digital hub” to view real-time supplier data, track performance, and manage risk (deloitte.comdeloitte.com). Deloitte can leverage this for the Supplier Development component: by quickly standing up a supplier portal where suppliers and the Navy/EIP team share key metrics, it will dramatically improve real-time data visibility on the supply base. GovConnect’s analytics (with AI/ML for trend analysis) can identify emerging supplier risks (e.g. financial troubles or quality slip) so the team can respond (deloitte.com). The platform also has collaboration features that fit Cross-Gov/Industry Collaboration – allowing various parties to log in and get tailored information. Beyond supplier management, GovConnect has modules for workforce engagement that could be used to interface with trainees, educational partners, etc., creating a one-stop-shop collaboration platform. In essence, Deloitte is not starting from scratch; it will configure its GovConnect accelerators to jump-start the information systems needed for this program, saving time and cost.

  • Analytics and AI Toolkits: Deloitte has a library of analytics tools (like CenterSight™ for supply chain analytics (www2.deloitte.com) and AI models that it can apply. For example, Deloitte can use its predictive modeling capabilities to forecast workforce supply vs. demand under various scenarios, or to optimize production schedules. Its MissionGraph tool (originally developed for network link analysis in security) could be repurposed to map the network of suppliers and their sub-tier dependencies, identifying hidden chokepoints. These toolsets, combined with cloud infrastructure expertise (Deloitte often partners with AWS, Azure, etc.), mean the Navy’s program will have cutting-edge data analysis at its disposal – a key enabler for metrics-driven management.

  • Agile Program Management Methodologies: In terms of process, Deloitte will apply its Agile and Human-Centered Design methodologies through frameworks like Deloitte Greenhouse™ labs for problem-solving and Agile sprints for implementation. For each component, Deloitte likely will run rapid 2-4 week sprints to design solutions (e.g. develop a curriculum or implement a pilot technology), then review with stakeholders, then scale up – as opposed to traditional waterfall projects. This iterative approach is a Deloitte hallmark in recent years and fits the need to deliver quick wins while adapting to feedback. Additionally, Deloitte’s Cleared Talent Pool is a capability: the firm has hundreds of consultants with active security clearances and experience in NAVSEA, shipyards, and defense manufacturing. This means they can hit the ground running on sensitive topics (like handling ITAR-controlled technical data packages for submarine parts when vetting new suppliers). They also have in-house retired Navy experts and acquisition specialists who know how to navigate Navy processes – all part of Deloitte’s “bench strength.”
     

In summary, Deloitte’s capabilities map strongly to the SWIB requirements: experienced people (from ex-naval officers to supply chain MBAs to data scientists), proven processes (agile, foundry, control tower frameworks) and ready tools (GovConnect, analytics platforms) that will accelerate execution. This combination of government savvy and private-sector innovation know-how is likely a big reason the Navy chose Deloitte for this enterprise integrator role.