Deloitte’s Strategy for the U.S. Navy’s Submarine Workforce & Industrial Base Program

Phase 4: Tactic & Methodology Matrix

For each RFP component, Deloitte’s proposal outlines specific tactical solutions, methods, stakeholder integration plans, and use of any pre-existing assets or intellectual property (IP) to expedite results. Below is a summary matrix of how Deloitte intends to tackle each component:

• Workforce Development: Deloitte will establish regional Workforce Acceleration Hubs in key submarine-building areas (e.g. New London, CT; Norfolk, VA) in partnership with local community colleges, trade schools, and organizations like BlueForge Alliance. These hubs will implement rapid training bootcamps for skills like welding, fitting, quality inspection – using curriculum and simulators Deloitte has refined in other manufacturing contexts. Tactically, Deloitte plans to deploy digital learning tools (e.g. virtual reality welding trainers and online learning portals) to train more students faster. An agile sprint approach will be used: in the first 90 days, launch a pilot training program (perhaps expanding an existing one) and an aggressive recruiting campaign (“Join the Mission to Build the Navy’s Future”) leveraging marketing expertise. Stakeholder integration is key – Deloitte will coordinate with the Department of Labor for apprenticeship credentials, with NAVSEA’s Human Capital office, and with state workforce agencies to align incentives (like tuition assistance or stipends for trainees). The team will reuse IP from prior workforce initiatives: for example, Deloitte’s proprietary competency frameworks and analytics for labor market supply/demand will be applied to identify which skills to prioritize in each region. Pre-cleared teams of Deloitte experts (including former shipyard training managers now with Deloitte) will engage on-site at shipyards to understand precise skill gaps. Additionally, Deloitte might integrate the BuildSubmarines.com pipeline (BlueForge’s national recruiting website) into its strategy, ensuring leads from that site funnel into the programs it sets up (insidedefense.com). By reusing proven training content and tools, and closely involving industry (EB, Newport News HR will have seats at the table to hire graduates), Deloitte’s tactical plan accelerates worker throughput. Metrics like number of graduates placed into jobs will be tracked weekly via a dashboard.

• Supplier Development: Deloitte’s immediate tactic is to stand up a “Supplier Advancement Team,” composed of supply chain SMEs, industrial engineers, and supplier quality specialists, that will engage directly with the roughly 200 key submarine suppliers. This team will perform rapid diagnostics of capacity constraints at each supplier (e.g. machine utilization studies, staffing needs, capital shortfalls) and then execute improvement projects. For instance, if a casting supplier is a bottleneck, Deloitte might bring in lean Six Sigma black belts to help optimize their production line or advise on procuring an additional furnace (leveraging program funds if needed). A core tool will be Deloitte’s GovConnect Supplier portal, which will be deployed to connect suppliers with the program. Using this platform, suppliers can input production data and flag needs, while the Navy/Deloitte can monitor and assist in real time (deloitte.comdeloitte.com). Tactically, Deloitte will also conduct Supplier Showcases or workshops – essentially industry days – to identify new potential suppliers (especially non-traditional vendors or those from adjacent industries) and then guide them through the process of qualifying for submarine work. Integration with stakeholders includes working closely with NAVSEA’s supplier quality assurance offices and the Defense Contract Management Agency (DCMA) to streamline new supplier approvals. Deloitte will reuse its Supplier Risk Intelligence IP – data models that predict supplier financial or performance risk – to preempt issues (for example, identifying if a small supplier might need bridge funding or earlier payments to ramp up, and coordinating with Navy contracting to facilitate that). Pre-cleared supply chain analysts will handle sensitive data like exact quantities of certain sub components needed, enabling Deloitte to create a supply/demand model for critical parts under classification. If certain materials or components could be sourced via allies or alternate suppliers, Deloitte will outline those options as part of a strategic second-source plan (with Navy approval). By leveraging its Control Tower analytics for supply chain, Deloitte will ensure real-time visibility into supplier progress and orchestrate assistance where needed, embodying a hands-on, “embedded with suppliers” methodology that goes beyond traditional consulting.

• Industrial Process Optimization: Deloitte’s approach is to deploy tiger teams on-site at the production facilities (the two main shipyards and select supplier plants) to observe, map, and improve production processes. They will utilize Deloitte’s Industrial Redesign methodology, which blends lean manufacturing, theory of constraints, and digital twin simulation. For example, at Electric Boat, Deloitte might create a digital twin of the module assembly process – using software to simulate workflows and test adjustments in sequencing or staffing to reduce bottlenecks. Tactically, Deloitte will facilitate Kaizen events (continuous improvement workshops) with mixed participation from Navy supervisors, shipyard workers, and its own experts to generate process improvement ideas and implement changes rapidly. Stakeholder integration is delicate here: Deloitte will work closely with shipyard management and even labor unions to ensure buy-in for new processes or shift changes. Any infrastructure needs identified (e.g. an extra crane or updated tool) will be fed into Navy’s investment plan – Deloitte will help write the business case and justification using data (thus influencing Navy’s use of the $11B industrial base fund). They’ll also coordinate with NAVSEA 04 (Industrial Operations) to ensure alignment with ongoing Naval Shipyard improvements (there may be lessons from improvements in public shipyards that can apply to private ones, and vice versa). As for IP reuse, Deloitte can bring in its Smart Factory assets: IoT sensors and data collection tools to gather cycle-time data on the production floor, and manufacturing analytics software to pinpoint inefficiencies. Pre-cleared technical teams will access sensitive shipyard process data (like layouts of nuclear component assembly areas) to advise on reconfiguration without violating security protocols. An example tactical win: Deloitte might implement a scheduling software (which it has from a prior automotive engagement) at a submarine module fabrication shop, which optimizes the sequence of tasks and reduces idle time, thereby increasing throughput by, say, 15%. Through dozens of such micro-improvements, the overall submarine build timeline can shrink. The methodology is iterative: pilot a fix on one work cell, then scale it across the shipyard. By contract’s end, the goal is a dramatically more efficient production system with measurable reductions in labor hours per sub – achieved by blending Deloitte’s industry best practices with the workforce’s expertise.

• Strategic Outsourcing Plan: Deloitte will take a data-driven approach to formulate the outsourcing roadmap. First, it will analyze the value stream of submarine construction to identify which elements could be peeled off to external entities with minimal risk. This involves consulting with design authorities to ensure no critical nuclear or sensitive work is outsourced improperly. Likely candidates (e.g. construction of simple modules, fabrication of sub-components, or heavy fabrication of structures) will be evaluated for outsourcing. Deloitte will then develop business case packages for each outsourcing opportunity: identifying potential partner yards/facilities (such as Ingalls Shipbuilding for modules, or Portland, ME’s shipyard for certain assemblies, as hypothetical examples), estimating cost/time benefits, and outlining required investments. They will coordinate closely with Navy acquisition officials and legal advisors on contracting mechanisms for each outsourcing (could be subcontracts through the primes, direct contracts via NAVSEA, or even public-private partnerships). A tactical element is Deloitte leveraging its industry network – through its commercial consulting, Deloitte has relationships with many shipbuilders and manufacturers. They will convene private meetings or workshops with these companies to gauge interest and capabilities under NDA (since some data is sensitive) – effectively marketing the opportunity to widen industry participation. Stakeholder integration includes working with Congress and local political stakeholders because outsourcing can have political implications (jobs moving locations, etc.). Deloitte’s plan will likely include a communication strategy to highlight how outsourcing supplements rather than takes away (adding capacity, not shifting base work). Pre-cleared team members including retired Navy acquisition experts on Deloitte’s staff will ensure alignment with Navy’s stringent submarine quality requirements in any outsourced work. Deloitte might also reuse an optimization model it has (developed for another client) to decide the geographic allocation of work for minimal transportation delay and maximum efficiency. As pieces of the plan are approved, Deloitte can facilitate initial execution – for instance, helping set up the contract with a new vendor and providing project management support through first articles. We already see one early execution: Deloitte will interface with the United Submarine Alliance Qualified Opportunity Fund that Austal is involved in (govconwire.com), potentially channeling additional work to that venture as part of the plan. Ultimately, the methodology is: rigorous analysis -> stakeholder vetting -> phased implementation. The deliverable is a detailed outsourcing roadmap, but Deloitte will also initiate some outsourcing within the contract period (quick wins like subcontracting less complex piece parts to qualified shops), thus demonstrating immediate value.

• Technology Adoption Acceleration: Deloitte intends to create an Innovation Incubator within the program – essentially a rapid prototyping and piloting mechanism for new tech. This incubator will solicit input on pain points from shipyard workers and suppliers, scan the market for relevant technologies (Deloitte will leverage its tech scouting teams and relationships with tech vendors/startups), and then run quick pilot projects. For example, a pilot could be using augmented reality (AR) headsets for quality inspectors to speed up inspections with digital checklists. Deloitte’s approach is to run multiple pilots in parallel (using a portion of contract funds as seed money), evaluate results within months, and if successful, scale them across the enterprise. They’ll employ Agile development cycles for any software-related adoption – such as developing a custom app for workforce scheduling or an AI model to predict part failures. Integration with stakeholders includes partnership with organizations like the Office of Naval Research (to tap into any existing R&D), NavalX Tech Bridges, and even DIU (Defense Innovation Unit) if some commercial solutions need adaptation. Deloitte will ensure any technology meets Navy’s rigorous standards – its team of cleared cybersecurity and nuclear certification experts will assess tech for compliance (a necessary step to adopting, say, new equipment on the nuclear production line). Reuse of IP is big here: Deloitte has many pre-built solutions – for instance, it has a Digital Twin framework from previous aerospace projects; they can adapt this to create a digital twin of a submarine module or of the workforce flow to test scenarios. They also have a library of automation use cases (from manufacturing client work) which they can propose to the Navy. A concrete tactic might be introducing a robotic process automation (RPA) bot to handle some paperwork or data entry tasks in the supply chain, freeing human time – not glamorous, but effective and quick to implement. Deloitte will also maintain a Tech Adoption scorecard for transparency, listing all ideas, their trial status, and outcomes, which it will share with the Navy so there is accountability for progress. Essentially, Deloitte is acting as the Navy’s fast-moving tech integrator: something that normally takes the Navy years via traditional acquisition, Deloitte can do in months by directly contracting a solution provider under its umbrella, testing at a shipyard, and reporting results. This accelerative methodology, combining Deloitte’s broad tech know-how and agile processes, will push the submarine enterprise into modern technology usage much faster than status quo.

• Metrics & Program Management: From day one, Deloitte will implement a central Program Management Office (PMO) structure co-led by its program manager and Navy’s designated leads. On the tactics side, Deloitte will deploy its program management toolkit: an integrated master schedule (IMS) covering all component projects, a risk management plan (with identified risks, mitigation actions, owners, and status), and a performance metrics hierarchy. For metrics, Deloitte will stand up a Program Dashboard using its analytics platforms – this dashboard will capture key performance indicators aligned to each RFP component (e.g., # of trainees graduated, # of new supplier production lines added, reduction in build time per sub, etc.). They will likely use a secure, cloud-based solution (possibly an instance of Microsoft PowerBI or Tableau with data pipelines managed by Deloitte’s team) to allow real-time updates. This is akin to the supply chain control tower concept, extended to all metrics. For example, a metric like “supplier on-time delivery rate” can be tracked and improved from 85% to 95% over time, with the dashboard showing progress. Deloitte’s PMO will facilitate weekly status meetings among sub-team leads and monthly governance meetings with Navy leadership and stakeholders. By using its Agile PM approach, Deloitte will ensure each component team sets 2-week or monthly targets and reviews them regularly, enabling quick course corrections. The firm’s earned value management (EVM) specialists will monitor budget vs. actuals, important in a cost-plus contract to control cost growth. Pre-cleared financial analysts will have access to all necessary cost data to do this. One novel method Deloitte brings is Outcome-based management – they will tie activities to outcomes in their reporting. For instance, instead of just saying “X people trained,” they’ll show how that is closing the gap toward the 100k workers goal, using data visualizations. Tools aside, a big part of Deloitte’s tactic is cultural: instilling a **“one team” ethos across the many players, using its facilitation skills to keep everyone aligned to the mission. They will reuse content from similar large programs (like playbooks for stand-up of a PMO, communication plans to keep all parties informed, etc.). In effect, Deloitte’s PMO acts as the nerve center, ensuring rigorous project management discipline, which mitigates risk and keeps the complex effort on schedule. The Navy gains from this not only improved transparency but also transfer of best practices – Deloitte will train Navy personnel in these modern program management techniques so that, by the end, the Navy can sustain the governance structure on its own.

• Cross-Gov/Industry Collaboration: Deloitte will formalize collaboration through establishing a Submarine Industrial Base Task Force (or a similar governing body) that includes representatives from all key stakeholders – Navy (PEO Subs, NAVSEA, OPNAV N1 for personnel), OSD (ICAM office reps, Industrial Policy), industry primes (Electric Boat, HII), major suppliers, state economic development officials, workforce non-profits, and so on. As the integrator, Deloitte will serve as the secretariat of this body, scheduling regular coordination meetings and ensuring follow-through on actions. A key tactic is the creation of a shared collaboration portal – likely an extension of the GovConnect platform – where stakeholders can access schedules, meeting notes, and contribute to shared documents (for example, a unified strategic plan or a repository of best practices each partner has discovered). Deloitte will use facilitated workshops (in the style of its Greenhouse labs) to bring these diverse stakeholders together to solve specific problems in real time. For instance, they might hold a workshop on “streamlining security clearances for new hires” with Navy HR, DoD clearance office, and industry all brainstorming solutions, then assign actions. They’ll integrate government stakeholders by aligning meetings with existing forums (they might piggyback on the quarterly Navy-Industry submarine conference or create a new one under this program’s banner). A notable method is transparent communication: Deloitte will produce concise briefings illustrating how various efforts tie together, to build a shared vision (many stakeholders tend to only see their piece; Deloitte will continuously illustrate the whole elephant). Pre-existing relationships help here: Deloitte’s consultants often have prior working relationships in these communities, which helps break barriers. The firm will also facilitate MOUs or agreements between agencies when needed – for example, if the Department of Labor needs to formally partner with the Navy on a workforce grant, Deloitte can draft the framework and coordinate legal reviews, accelerating the process. They may reuse their stakeholder mapping frameworks to ensure no important party is overlooked (like including organized labor leadership in discussions, given their influence on workforce). By acting as an honest broker, Deloitte reduces turf battles – everyone can point to the EIP as neutral ground. Additionally, Deloitte can quickly tap experts from other federal projects (like someone who did a similar interagency coordination for a different sector) to advise. The firm’s tactic is essentially to institutionalize collaboration – making it systematic rather than personality-driven. By the end, the Navy would have an enduring collaboration model, possibly an official Submarine Industrial Base Council, as one of the program’s legacies.

• Lifecycle Planning: Deloitte’s methodology for lifecycle planning starts with developing a comprehensive model of the submarine force structure and industrial base workload over time. They will use systems dynamics modeling (something Deloitte has done for long-term workforce planning in other contexts) to simulate different scenarios – e.g., extended production of Columbia, introduction of SSN(X) in 203X, potential export or foreign orders, and varying maintenance/refit schedules – and the corresponding workforce and supplier demand curves. With this analysis, Deloitte will identify potential future troughs or peaks in workload. Tactically, they will then work with Navy leadership to devise strategies for those situations. For example, if a dip in new construction is predicted in 2030, the plan might recommend pulling some maintenance availabilities earlier to keep workers occupied, or using excess capacity to start modular construction for allied programs. They will coordinate with the Navy’s shipyard and fleet maintenance community, ensuring that the plan for private industry complements the public naval shipyards’ plans (which will handle more sustainment work as the fleet grows). Stakeholder integration includes briefing this plan to OSD (CAPE and Industrial Policy offices) and to Congress (since legislative support might be needed for some measures like workforce retention incentives during lulls). Deloitte will reuse analytical IP from past long-range planning engagements – for instance, they have proprietary tools for workforce age-out projections which they can apply to see how retirements will hit the production workforce in 10+ years and plan mitigation (like continuous recruitment to avoid a gap). A concrete step might be developing a skills crosswalk program to transition construction workers into submarine maintenance roles later, which they would include in the lifecycle plan and perhaps pilot during the contract. Pre-cleared strategy consultants and data scientists will handle any classified aspects (like projecting classified future sub programs) in secure facilities, so the Navy gets a fully informed plan. Throughout the project, Deloitte will ensure that short-term actions support long-term objectives – for instance, when setting up training programs now, they’ll choose ones that teach versatile skills usable in construction and sustainment. The lifecycle planning methodology also involves risk assessment of external factors (e.g., what if there’s a downturn in defense budget in a decade? How to retain critical workforce then – maybe by diversifying into commercial work?). By addressing such questions, Deloitte provides the Navy with a robust Industrial Base Sustainability Plan. The final plan will likely include recommendations such as a steady-state maintenance workload profile, continuous learning culture to retain talent, and investment strategies to keep key suppliers in business post-production. It’s essentially Deloitte helping the Navy play chess, not checkers – looking several moves ahead to ensure today’s gains are not lost tomorrow. This strategic foresight is something Deloitte excels at and is a capstone to the more immediate tactics in other components.
   

Overall, Deloitte’s matrix of tactics across components shows a highly proactive, hands-on approach. The firm is deploying integrated teams with the right expertise, using agile and data-driven methods, and leveraging its own proven solutions (whether software, frameworks, or skilled personnel) to jump-start progress. By integrating stakeholder engagement into every component and reusing IP where possible, Deloitte both mitigates execution risk and speeds up implementation. The use of pre-cleared and experienced teams in sensitive areas ensures there’s no delay in tackling even classified or ITAR-restricted aspects of the work. Each component has a tailored game plan, but Deloitte also synchronizes them (through the PMO and cross-cutting teams) so that, for example, a tech adopted in Process Optimization is immediately scaled to suppliers via Supplier Development, or workforce plans are adjusted in sync with lifecycle projections. This holistic yet component-focused methodology is exactly what the Navy sought in an Enterprise Integration Partner.