4

AGENDA7:00 am – 5:00 pm REGISTRATION OPEN

7:00 – 8:00 am NETWORKING BREAKFAST

8:00 – 8:30 am WELCOME, INTRODUCTIONS AND PLEDGE OF ALLEGIANCEDiane DempseyMeeting Chair, TRIAD Co-Chair; Director, Small Business Programs, BAE Systems, Intelligence & Security Sector

Suzanne RahebTRIAD Co-Chair; Corporate Supplier Diversity Lead, Lockheed Martin Corporation

8:30 – 9:30 am DEPARTMENT OF DEFENSE UPDATEShannon JacksonActing Director, Department of Defense, Office of Small Business Programs

9:30 – 10:00 am NDIA LEGISLATIVE UPDATEWesley HallmanSenior Vice President, Policy, National Defense Industrial Association

Christian LarsenLegislative Policy Associate of Policy, NDIA

10:00 – 10:15 am NETWORKING BREAK

10:15 – 11:20 am CUSTOMER PANELSuzanne RahebTRIAD Co-Chair; Corporate Supplier Diversity Lead, Lockheed Martin Corporation Moderator

Brad TaylorAssistant Director Department of the Navy, Office of Small Business Programs

Karen MumfordDirector, Small Business Program Office, Defense Intelligence Agency

Lee RosenbergDirector, Small Business Programs, Missile Defense Agency

Valerie MuckDirector, Small Business Programs, U.S. Air Force

Glenn DelgadoAssociate Administrator, Office of Small Business Programs, NASA

11:20 – 11:40 am DEFENSE CONTRACT MANAGEMENT AGENCY UPDATETatia Bellamy-VaughanDirector, Defense Contract Management Agency, Small Business Office and Compliance Center

11:40 am – 12:00 pm NATIONAL VETERANS SMALL BUSINESS COALITION UPDATEScott DennistonExecutive Director, National Veteran Small Business Coalition

12:00 – 1:15 pm NETWORKING LUNCH

5

1:15 – 2:15 pm SMALL BUSINESS ADMINISTRATION UPDATERobb WongAssociate Administrator, Office of Government Contracting and Business Development, U.S. Small Business Administration

Angela Terry Subcontracting Program Manager, U.S. Small Business Administration

2:15 – 3:15 pm USG LARGE BUSINESS PRIME CONTRACTOR SBLO PANELCamille GeigerGlobal Supply Chain Diversity Leader, SBLO, The Boeing Company Moderator

Lynn LivengoodManager, Small Business Office, Booz Allen Hamilton

Shawn RalstonSmall Business Liaison Officer, AECOM

Rita BrooksSmall Business Program Manager, Textron Systems

Hudson OliveiraDirector, Global Supply Chain Programs, RTI International

Dorothy CallahanDirector, FGS Small Business & Strategic Partnerships, National Government Services

3:15 – 3:30 pm NETWORKING BREAK

3:30 – 3:45 pm ALLIANCE SUPPLIER DIVERSITY PROFESSIONALS - TRAINING UPDATEThosie VargaSupplier Diversity Manager and Corporate Team Lead, L3 Technologies

3:45 - 4:00 pm MBDA UPDATEEfrain Gonzalez, Jr.Associate Director, Office of Business Development, Minority Business Development Agency, U.S. Department of Commerce

4:00 – 4:25 pm TRIAD EXERCISE RESULTS/RECAPCamille GeigerGlobal Supply Chain Diversity Leader, SBLO, The Boeing Company

Carol WoodenDirector, Supplier Diversity, Raytheon Company

4:25 – 4:30 pm CLOSING ANNOUNCEMENTS Diane DempseyTRIAD Co-Chair; Director, Small Business Programs, BAE Systems

4:30 pm ADJOURN

The NDIA has a policy of strict compliance with federal and state antitrust laws. The antitrust laws prohibit competitors from engaging in actions that could

result in an unreasonable restraint of trade. Consequently, NDIA members must avoid discussing certain topics when they are together at formal association

membership, board, committee, and other meetings and in informal contacts with other industry members: prices, fees, rates, profit margins, or other terms or

conditions of sale (including allowances, credit terms, and warranties); allocation of markets or customers or division of territories; or refusals to deal with or

boycotts of suppliers, customers or other third parties, or topics that may lead participants not to deal with a particular supplier, customer or third party.

TRIAD: NDIA Policy UpdateLegislative Summary:• BBA Act of 2018 and the return to sequestration in FY 2020.• Midterms elections and the future of defense spending.

Priorities and Potential Legislative Initiatives for upcoming Fiscal Year:• Small Business.• Manufacturing.• CPARS / PPIRS.• NIST.

Manufacturing and Industrial Base Updates:• Summary of the E.O. 13806 Report and impacts on the Defense

Industrial Base.

Questions?

10/10/181

NDIA Policy Division Contacts

• Wes Hallman, SVP of Policy, NDIA: whallman@ndia.org

• Christian Larsen, Legislative Policy Associate, NDIA: CLarsen@NDIA.ORG

• Corbin Evans, Director of Regulatory Policy, NDIA: cevans@ndia.org

• Chris Smith, Regulatory Policy Associate, NDIA: csmith@ndia.org

10/10/182

mailto:whallman@ndia.orgmailto:CLarsen@NDIA.ORGmailto:cevans@ndia.orgmailto:csmith@ndia.org

TOP LINE SUMMARY OF THE 2018 DEFENSE INDUSTRIAL BASE STUDY

ASSESSING AND STRENGTHENING THE MANUFACTURING AND DEFENSE INDUSTRIAL BASE AND SUPPLY CHAIN RESILIENCY OF THE UNITED STATESThe Defense Department has just released a study on the health and

resiliency of the defense industrial base. As directed in Executive

Order 13806, signed July of 2017, the report directed the Secretary

of Defense to conduct a government-wide examination of risks,

impacts and proposed recommendations to ensure a healthy

manufacturing and industrial base.

FIVE MACRO FORCESFindings from a micro-level sector analyses of the working groups

found that there are FIVE MACRO FORCES CURRENTLY DRIVING THE RISKS TO THE INDUSTRIAL BASE.

1. SEQUESTRATION AND UNCERTAINTY OF GOVERNMENT SPENDING levels leave companies with unpredictable markets, negatively

impacting their ability to forecast revenue, discourage them

from investing in new capabilities and R&D, and create risks

for companies undertaking capital intensive investments. With

confirmed investments, suppliers will take on high fixed costs

to develop new capacity to meet programmatic needs but

when programs draw down, companies can be left with excess

capacity and high costs. This creates a “bullwhip effect” that is

felt across the entire supply chain.

• The Rand Corp found that unpredictability in ship

maintenance reduces incentives to invest in facilities and

human capital, delaying modernization and putting future

surge maintenance capabilities at risk.

• The Center for Strategic and International Studies estimates

that from 2001 to 2015, 17,000 companies ceased to be

prime vendors for Defense Department.

• In 2017 alone, there were 75 new programs within the

Defense Department that could not be executed because of

the uncertainty of operating under a Continuing Resolution.

2. DECLINING US MANUFACTURING BASE capabilities and capacity cuts at the core of the US military technical advantage. From 1979

to 2017, the US lost 7.1 million manufacturing jobs, 36% of the

industry’s workforce, with more than 5 million manufacturing jobs

and 66,000 manufacturing facilities lost since 2000 alone. The

share of employment attributed to manufacturing has decreased

from more than 30% in 1970 to only 10% in 2017. The report

finds that loss in domestic manufacturing capabilities has reduced

technical innovation, deterred investments in next-generation

manufacturing and created dependencies on foreign sources.

• China’s strategic subsidizing of rare-earth materials, used

for things such as lasers, radar and missile guidance, has

created a vulnerability by driving out domestic competitors

and deterred new market entrants.

• Reliance on the import of electronic equipment has driven

lower yields, higher rates of failure in downstream production

and increased the risk of “trojan” chips infiltrating US

defense systems.

• Since 2000, the shipbuilding industries have been particularly

impacted, losing more than 20,500 establishments and

completely eliminating competition in a number of areas.

• While the US once led the world in the production of high-end

machine tools required for manufacturing processes, China

now accounts for over 40% of the total global consumption

and producers have shifted production locations away from

the US to more easily serve the growing Chinese market.

3. DELETERIOUS GOVERNMENT BUSINESS AND PROCUREMENT PRACTICES create complex relationships between industry and government, often requiring lengthy negotiations, the use

of bespoke accounting standards and a burdensome security

clearance process. Efforts like the Section 809 Panel represent

a bright-spot in the Defense Department’s efforts to improve the

process but the median time for developing a major defense

acquisition program has remained steady at 8 years since the

1980s. The current system of requirements-driven acquisition

solicits solutions for specific capabilities rather than for outcomes,

potentially imposing an opportunity cost on innovation.

4. INDUSTRIAL POLICIES OF COMPETITOR NATIONS have created an unfair and non-reciprocal trade environment. China remains a

focus of the ever-changing economic playing field. Since 2001,

the Chinese GDP has grown more than 300% while military

spending has increased from $20 billion to $170 billion in 2017

and the US trade deficit with China has grown from $83 billion to

$375 billion over that same period. Chinese business practices

requiring conditional access and tech transfer have increased

their dominance in global markets and the risk they post to the

supply of materials and tech deemed strategic and critical to US

national security. Chinese investment in developing countries adds

a key level of consideration to the threat to American economic

and national security and those of our allies such as Germany and

Australia. China’s current 5-year plan calls for increasing its R&D

spending to 2.5% of GDP up from 2.1% in 2011-2015, meaning

that they will likely reach parity with the US in the near future.

• China’s aggressive industrial policies have eliminated some

capabilities with critical defense functions including solar

cells for military use, flat-panel aircraft displays, and the

processing of rare earth elements

• In multiple cases, the sole remaining domestic producer of

materials critical to DoD are on the verge of shutting down

their US factory and importing lower cost materials from the

same foreign producer country that is forcing them out of

domestic production.

• 90% of the world’s printed circuit boards are printed in Asia,

half being produced in China.

• China’s cumulative foreign direct investment in the US since

2000 now exceeds $100 billion

5. DIMINISHING US STEM AND TRADE SKILLS damage the holistic and synergistic health of the defense ecosystem.

From 2006 to 2016, STEM occupations experienced a 52%

growth but the population of STEM-field workers age 35-44

decreased, endangering the knowledge transfer from older to

mid-career workers.

• The Manufacturing Institute and Deloitte did a study showing

that Gen Y respondents (ages 19-33) ranked manufacturing

as their least preferred career destination.

− 79% of executives surveyed stated it is moderate to

extremely challenging to find candidates to pass initial

screening or probationary periods.

• While the US graduates the largest number of doctoral

recipients of any country, 37% were given to temporary visa

holders, 25% to Chinese nationals.

TEN RISK ARCHETYPESThe report identified TEN RISK ARCHETYPES THAT THREATENED THE MANUFACTURING AND DEFENSE INDUSTRIAL BASE. Negative impacts of these archetypes include reduced investment in both new

capital and R&D; concomitant reductions in the rates of modernization

and technological innovation; a loss in suppliers and potential

bottlenecks across the many tiers of the supply chain; and lower

quality and higher prices resulting from reduced competition. At the

production level, negative impacts of cost inefficiencies, deferred

maintenance, reduced reliability and increased vulnerability to

counterfeit components was also cited.

1. SOLE SOURCE: Only one supplier is able to provide the required capability resulting in reduced competition, lack of innovation, and

potential of single points of failure in production.

Policy requirements require that all large caliber gun barrels must

be manufactured at a single organic arsenal, resulting in a single

production line for all these items (which currently does not have

the capacity to meet current demands).

2. SINGLE SOURCE: Only one supplier is qualified to provide the required capability as oppose to a sole source where there is only

one supplier in existence.

Examples of single source suppliers are prevalent in the Navy,

where they rely on single source suppliers for a number of critical

components and ammonium perchlorate (relied on for propulsion

systems) which only has one domestic producer.

3. FRAGILE SUPPLIER: A specific supplier is financially challenged and/or distressed in the current market.

Examples include domestic textile suppliers able to meet the

specific material requirements of defense-specific textiles and

rotary wing producers required to produce helicopters for

the Marine Corps.

4. FRAGILE MARKET: Structurally poor industry economics; potentially approaching domestic extinction.

Example: Since 2000, the US has seen a 70% decline in its share

of circuit board production.

5. CAPACITY CONSTRAINED SUPPLY MARKET: Capacity is unavailable in required quantities or time due to complete market

demands, potentially creating schedule slips and impacting

warfighting capability.

Example of ASZM-TEDA1 impregnated carbon is a defense-

specific product that relies on a single point of failure – current

capacity has resulted in a backlog of repair work across the

Navy’s nuclear and non-nuclear fleet

6. FOREIGN DEPENDENCY: Domestic industry does not produce the product or does not produce it in sufficient quantities

to meet demand.

Examples include specialty chemicals used in munitions and

missiles which are only produced in China or proprietary carbon

fibers that only come from Japan or Europe.

7. DIMINISHING MANUFACTURING SOURCES & MATERIAL SHORTAGES (DMSMS): Product or material obsolescence resulting from decline in relevant suppliers. The military is highly dependent

on the commercial sector for tech maturation, but the commercial

sector is driven by revenue and high-volume tech demands,

leaving development of tech for military specific purposes

often un-feasible

Trusted foundries, obsolescence, diminishing manufacturing

sources and material shortages, and counterfeit issues are

common to the broad defense electronics sector.

8. GAP IN U.S.-BASED HUMAN CAPITAL: Industry is unable to hire or retain U.S. workers with the necessary skill sets because the

education pipeline is not providing the necessary resources to

fully meet the current or future demands in the commercial sector

or defense ecosystem.

In 2017 a study of 622 manufacturing companies by the National

Association of Manufacturers found that 72.9% of respondents

cited an inability to attract and retain quality workers

9. EROSION OF U.S.-BASED INFRASTRUCTURE: Loss of specialized capital equipment needed to integrate, manufacture, or maintain

capability continues to impact turnaround time and repair costs of

new weapons systems, a reduction in inventory, and a decrease

in operational readiness. Without significant future investment,

the organic base will remain challenged by outdated equipment,

tooling, and machinery

10. PRODUCT SECURITY: Lack of cyber and physical protection results in eroding integrity, confidence, and competitive advantage.

A BLUE PRINT FOR ACTIONThe report concludes by providing a BLUEPRINT FOR ACTION directed at actors across the government, detailing current and future efforts

necessary to ensure the health of the manufacturing and industrial base.

THE EFFORTS CURRENTLY UNDERWAY INCLUDE:Increased near-term DoD budget stability with the passage of

the Bipartisan Budget Act of 2018, providing stable funding

through FY2019.

Modernization of the Committee on Foreign Investment in the U.S.

and investigations under Section 301 of the Trade Act of 1974 into

Chinese intellectual property theft, to better combat Chinese industrial

policies targeting American intellectual property.

Updates to the Conventional Arms Transfer policy and unmanned

aerial systems export policy to increase U.S. industrial base

competitiveness and strengthen international alliances.

Reorganization of the former Office of the Under Secretary of Defense

for Acquisition, Technology and Logistics, the work of the “Section

809 panel,” and development of the adaptive acquisition framework

all aim to streamline and improve defense acquisition processes.

Restructuring the Defense Acquisition University to create workforce

education and training resources that will foster increased agility in

acquisition personnel.

Response to Section 1071(a) of the National Defense Authorization

Act for FY2018 which requires establishing a process for enhancing

the ability to analyze, assess, and monitor vulnerabilities of the

industrial base.

Creation of a National Advanced Manufacturing Strategy by the

White House Office of Science and Technology Policy, focused on

opportunities in advanced manufacturing.

Department of Labor’s chairing of a Task Force on Apprenticeship

Expansion to identify strategies and proposals to promote

apprenticeships, particularly in industries where they are insufficient.

DoD’s program for Microelectronics Innovation for National Security

and Economic Competitiveness to increase domestic capabilities and

enhance technology adoption.

DoD’s cross-functional team for maintaining technology advantage.

Implementation of a risk-based methodology for oversight of

contractors in the National Industrial Security Program, founded on

risk management framework principles to assess and counter threats

to critical technologies and priority assets.

FUTURE EFFORTS BY THE SECRETARY OF DEFENSE INCLUDE:Create an industrial policy in support of national security efforts, as

outlined in the National Defense Strategy, to inform current and future

acquisition practices.

Expand direct investment in the lower tier of the industrial base

through DoD’s Defense Production Act Title III, Manufacturing

Technology, and Industrial Base Analysis and Sustainment programs

to address critical bottlenecks, support fragile suppliers, and mitigate

single points-of-failure.

Diversify away from complete dependency on sources of supply

in politically unstable countries who may cut off U.S. access;

diversification strategies may include reengineering, expanded

use of the National Defense Stockpile program, or qualification

of new suppliers.

Work with allies and partners on joint industrial base

challenges through the National Technology Industrial Base and

similar structures.

Modernize the organic industrial base to ensure its readiness to

sustain fleets and meet contingency surge requirements.

Accelerate workforce development efforts to grow domestic STEM

and critical trade skills.

Reduce the personnel security clearance backlog through more

efficient processes.

Further enhance efforts exploring next generation technology for

future threats.

Future efforts by the Secretary of Energy include:

Submit legislative proposal for FY2020 to establish an Industrial Base

Analysis and Sustainment program to address manufacturing and

industrial base risk within the energy and nuclear sectors.

Future efforts by the Secretary of Labor include:

Work with the Departments of Defense, Education, and Commerce

to determine critical manufacturing and defense industrial base

occupations and their corresponding definitions in the 2018 Standard

Occupational Classification System. Using historical data from the

Bureau of Labor Statistics and demand data gathered from industry,

determine specific occupations to target for current and future

pipeline growth (e.g. systems engineers, computer numerically

controlled tool operators, welders) and:

Assess potential incentives to recruit and retain workers to enter and/

or stay in the industrial base, such as tuition reimbursement.

Create or foster comprehensive training and education programs in

coordination with federal, state, academic, and local sponsors.

Work with states to reduce occupational licensing barriers

preventing qualified workers from quickly and efficiently meeting

needs in other regions, thereby aiding geographic movement of

individuals possessing critical skills to areas in need of human

capital for production and maintenance (e.g. shipyards, depots, and

production plants).

FOR MORE INFOMATION OR QUESTIONS REGARDING THE REPORT PLEASE CONTACT:WESLEY HALLMAN Senior Vice President for Policy

whallman@ndia.org | (703) 247-2595

CORBIN EVANS Director of Regulatory Policy

cevans@ndia.org | (703) 247-2598

FY 2017 NUNN PERRY AWARDSRosen Hotel Orlando, FloridaAugust 16, 2018

National Geospatial Intelligence Agency

Mentor: DXC Technology (Enterprise Services, LLC.Protégé: TM3 Solutions, Inc.HBCU/MI/PTAC/SBDC: Morehouse College

Missile Defense Agency

Mentor: Northrop Grumman Systems CorporationProtégé: QTEC, Inc.HBCU/MI/PTAC/SBDC: Oakwood University

Missile Defense Agency

Mentor: Parsons Government Services, Inc.Protégé: Mobius Consulting, LLCHBCU/MI/PTAC/SBDC: George Mason

University & Alabama Huntsville PTAC

Missile Defense Agency

Mentor: Raytheon Integrated Defense SystemsProtégé: New England Die CuttingHBCU/MI/PTAC/SBDC: Bethune Cookman

University & George Mason University SBDC

Department of the Navy

Mentor: Q.E.D. SystemsProtégé: Mills Marine & Ship Repair, LLC HBCU/MI/PTAC/SBDC: George Mason

University, PTAC

Missile Defense Agency

Mentor: Raytheon Integrated Defense Systems

Protégé: New England Die CuttingHBCU/MI/PTAC/SBDC: Bethune Cookman

University &George Mason University SBDC

Missile Defense Agency

Mentor: Raytheon Integrated Defense SystemsProtégé: TRM MicrowaveHBCU/MI/PTAC/SBDC: Bethune Cookman

University &George Mason University SBDC

Missile Defense Agency

Mentor: Raytheon Integrated Defense Systems

Protégé: Fifth Gait Technologies, Inc.HBCU/MI/PTAC/SBDC: Bethune Cookman

University

National Geospatial Intelligence Agency

Mentor: Tec-MastersProtégé: Martin Federal Consultants, LLCHBCU/MI/PTAC/SBDC: Alabama State

University

Congratulations to the 2017 Nunn Perry Awards

Winners!!

DOD UPDATE

Shannon JacksonActing DirectorDOD Office of Small Business Programs

TRIAD | October 10, 2018

People underestimate their capacity to change. There is never a right time to do a difficult thing.

by John Porter

• OSD Acquisition Technology and Logistics Reorganization

• National Defense Strategy

• Industrial Policy Priorities

• NDAA 2019 (Small Business Strategy)

• Mentor Protégé Program Update

• DoD Cyber Security Initiative

• Questions

Agenda

• Congress required the Acquisition, Technology and Logistics (AT&L) office to be divided.

• AT&L was divided into the offices of the Undersecretary of Defense for Acquisition and Sustainment (A&S) and the Undersecretary of Defense for Research and Engineering (R&E).

• The DOD Office of Small Business Programs merged with A&S’s Industrial Policy office.

• DOD’s Small Business Innovation Research (SBIR) and Rapid Innovation Fund (RIF) programs moved to R&E.

AT&L Reorganization

AT&L Reorganization

National Defense Strategy

NDS Three Line of Effort

Reform the Department for

performance and affordability

LOE #2 Strengthen

Alliances and Attract New

Partners

LOE #1 Lethality

and Readiness

Warfighters

Major Defense Acquisition Programs F35, Missile Systems,

Nuclear

Streamline Acquisition Reduce Risk Innovation

Large and Small Business to create a

Robust Industrial Base

Line of Effort 2 Line of Effort 2

• President’s Executive Order 13806 implementation

• Create and publish a DoD Industrial Policy that supports NDS

• Develop small business policy focused on supporting NDS objectives

• Develop an intellectual property framework for acquisition

• Standup the National Security Innovation Capital Program

• Field a multi-tier supply chain visibility tool

Industrial Policy Priorities

• Section 851 of the FY19 NDAA requires the Secretary of Defense to develop and implement a small business strategy. Execution of the strategy will maximize the effectiveness, efficiency and visibility of small business programs and initiatives to:

Increase innovation and lethality on behalf of the Warfighter

Align and clarify small business opportunities under a unified management structure and reformed business practices

Promote activities to provide coordinated outreach to small businesses through PTACs

• Sec 1644- Assistance for small manufacturers in the defense industrial supply chain and universities on matters relating to cybersecurity Establishes a cyber-counseling certification program or approve a similar existing program Defense acquisition workforce cyber training program

Establishes Cybersecurity for Defense Industrial Base Manufacturing Activity, by way of DoD’s Mentor Protégé Program

• Sec.846 – Support for Defense Manufacturing Communities to Support the Defense Industrial Base Authorize the secretary of defense, in coordination with the Secretary of Commerce and the defense manufacturing institutes , to establish a program to

strengthen the national security base by designating and supporting consortiums as defense manufacturing communities

Improves the national security innovation base by making long-term investment in critical skill, infrastructure, and small business support

DOD Small Business Strategy

• KEY FOCUS AREAS

• Reauthorize Mentor-Protégé Program

• On Sept. 25, 2018, U.S. Rep. Sheila Jackson Lee (D-Texas) introduced legislation, H.R. 6875, that would reauthorize the DoD Mentor-Protégé program. The bill was referred to the House Armed Services Committee.

• Identify ways to collaborate with Small Business Innovation Research (SBIR), Rapid Innovation Fund (RIF) and Industrial Policy (IP) to address critical technology areas the Mentor-Protégé Program can support

• Expand the Mentor-Protégé Program to other DOD agencies

• Mentor Protégé Program Data Base Development

DOD Mentor-Protégé Program

DOD HAS 55 ACTIVE MENTOR-PROTÉGÉ AGREEMENTS.

Section 1644 of the FY19 NDAA directs DOD to:

Enhance awareness of cybersecurity threats among small manufacturers and universities working on DOD programs and activities

Establish a cyber counseling certification program, or approve a similar existing program, to certify Small Business Professionals and other relevant acquisition staff to provide cyber planning assistance to small manufacturers and universities

Section 1644 also authorizes a Cybersecurity for Defense Industrial Base Manufacturing Activity.

Cybersecurity Awareness Training

• On Sept. 30, 2018, the Air Force Mentor-Protégé program awarded a contract to Northrop Grumman.

• Northrop Grumman will educate small businesses about the cybersecurity standards in NIST Special Publication 800-171.

• In FY19, Northrop Grumman will host 40 cybersecurity workshops in 10 regions across the country.

Cybersecurity Workshops40 Cybersecurity Workshops

Questions

Contact571.372.6191osd.business.defense@mail.mil

S B L O WORKING GROUP

Carol WoodenDirector Supplier Diversity, Raytheon

Camille GeigerSupplier Diversity Division Leader, Boeing

SBLO Working Group Updates

S B L O WORKING GROUP

Overview• SBLO Working Group formed to

– Foster relationships with small businesses to help shape new opportunities within the Aerospace & Defense industry

– Address and mitigate challenges associated with government contracting and prime subcontracting

– Become a resource and business enabler for small businesses– Create an avenue to leverage the voice of the small business to influence legislative policy

• Strategic Focus Areas

1 POLICY 2 MENTORING 3 RESOURCE■ Develop a Resource Center

guiding small businesses on “How to Do Business” with prime contractors; leveraging existing resources

■ Proactively shape and influence policy; eliminating non value-added regulatory requirements for primes which have adverse and detrimental effects on small businesses

■ Provide focused guidance and support to small businesses to better position for business opportunities

S B L O WORKING GROUP

Implementation: Resource

http://www.theworldcafe.com

BLOG FEED

SMALL BUSINESS RESOURCE CENTER

Councils & Committees

Have an idea or recommended policy improvement

SUBMIT YOUR IDEA

AIA SMALL BUSINESS RESOURCE CENTERSmall businesses help fuel the US economy and are an integral part of the Aerospace & Defense pipeline. This resource center is designed to provide additional resources to help guide you when doing business in the A&D industry and U.S. Federal Government

UPCOMING EVENTS

Doing Business with Prime Contractors

Policy & Legislative Updates(Link to Federal Register,

Additional Internal Resources(Link to CAPA Working Group, etc.)

Additional External Resources(Link to other resources i.e. PTAC, SBA, SCORE, Supplier Connection, etc.)

3 RESOURCE

S B L O WORKING GROUP

Implementation: Mentoring & Policy

http://www.theworldcafe.com

1 POLICY

2 MENTORING

■ Support panel discussions or breakout sessions at AIA SMC Meetings focused on specific small business topics

■ Field email questions from AIA small business members

■ Leverage proposed web page to include links/feeds from regulations.gov to increase awareness of legislative changes; provide instructions on how to comment on proposed changes

■ Remain engaged and aware of discussions between Industry Government Relations and AIA■ Leverage existing events to discuss regulatory changes and proposed new ruling in FY NDAA; utilize

AIA National Security Policy team as the lead to lobby for change

S B L O WORKING GROUP

Next Steps• Identify policies to propose change in FY20 NDAA• Website launch ECD January 2019

http://www.theworldcafe.com

S B L O WORKING GROUP

BACK UP

agendaNDIA Policy Division Brief_TRIAD FallTRIAD: NDIA Policy UpdateNDIA Policy Division Contacts

NDIA Policy_Top Line Summary of the 2018 Defense Industrial Base StudyNUNN PERRY AWARDS - 2018FY 2017 NUNN PERRY AWARDSSlide Number 2National Geospatial Intelligence AgencyMissile Defense AgencyMissile Defense Agency�Missile Defense AgencyDepartment of the NavyMissile Defense AgencyMissile Defense AgencyMissile Defense AgencyNational Geospatial Intelligence AgencyCongratulations to the �2017 Nunn Perry Awards �Winners!!

Shannon Jackson_TRIAD FallSlide Number 1Slide Number 2Slide Number 3Slide Number 4Slide Number 5Slide Number 6Slide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Slide Number 13

TRIAD Exercise ResultsSBLO Working Group UpdatesOverviewImplementation: ResourceImplementation: Mentoring & PolicyNext StepsBACK UP