转变联邦供应链：执行政府政策授权的三管齐下方法

A Three-Pronged Approachto Executing GovernmentPolicy Mandates Executive Summary U.S. federal supply chains are under sustained pressure, and the strain is increasingly visible.Backlogs and delays are not abstract policy issues: they leave warfighters needing equipment andallies waiting for capabilities they’ve already paid for. Major defense programs are falling behind on what they have committed to deliver. The F-35program, for instance, saw average delays of 238 days in 2024 and has built up a backlog of morethan 400 aircraft. The Patriot missile program faces similar pressure with a backlog of ~1,500missiles — the production rate is about 20 a month against the demand for 35.1 At the root of the problem is a persistent lack of visibility. A July 2025 Government Accountability Office (GAO) report found that the Department ofDefense’s (DoD) supply chain visibility efforts are uncoordinated and provide little insight into thevast majority of its 200,000-plus suppliers.2Federal civilian agencies face similar gaps in spendvisibility and supplier performance. These gaps impact operational efficiency at scale. Fragmented buying processes, long cycletimes, and limited spend transparency are costing agencies billions annually through lostnegotiation leverage, maverick purchasing, and duplicated effort. At the same time, policy pressure is rising. Executive Orders (EOs) on supply chain resilience,customer experience, and AI governance demand measurable progress. Agencies have to put inplace structured programs, not just aspirational plans, that deliver outcomes. This paper outlines how federal supply chains can improve performance by focusing on threepriorities: efficient procurement operations, AI-driven supply chain planning, and built-in resilience. It translates federal policy mandates into a practical three-play framework, delivered throughproven methodologies in procurement transformation, cost optimization, risk assessment, processimprovement, and operational excellence. Together, this approach forms the foundation for a supply chain center of excellence — anoperating model that brings commercial best practices, analytical rigor, and process discipline togovernment procurement and supply chain operations. The Federal Supply Chain Landscape The federal supply chain environment has fundamentallyshifted. Geopolitical competition, tariff volatility, andcontested logistics have exposed deep structuralweaknesses in how the government buys, plans, andsustains operations. These are not just production scheduling problems. Theypoint to deeper supply chain management failures thatripple through sub-tier suppliers, inventory levels, andmilitary readiness. On the civilian side, the pressure is just as real. Agencieslike the Department of Veterans Affairs manage healthcare supply chains that must constantly balance cost,quality, and access. The Department of Energy overseescritical infrastructure programs where procurementdelays directly impact national capability timelines.Meanwhile, components of the Department of HomelandSecurity run logistics and acquisition across everything— from maritime assets to emergency response andinfrastructure protection. On the defense side, the inability of several primecontractors to meet production targets has become adefining problem. •Lockheed Martin delivered 191 F-35s in 2025 — arecord number on paper — but nearly half the jetswere from a backlog accumulated during a year-long delivery pause caused by software integrationissues. The program still faces a backlog of morethan 400 aircraft against a planned total of nearly3,000. Across all of these agencies, the challenges arecommon: legacy procurement processes, fragmenteddata, manual workflows, and insufficient analyticalcapability to support the speed and complexity ofmodern operations. •RTX Corporation’s Raytheon business ended 2025with a record $75-billion defense backlog. Patriotmissile production is running at about 20 units a month,far short of a contracted backlog of around 1,500missiles, even as global demand continues to rise. Key Federal Policy Drivers Transforming Customer Experience and Service Delivery Directs agencies to redesign service delivery, including procurement, around userneeds. For acquisition organizations, it means treating program offices and supplierslike customers whose experience must be measured and continuously improved. EO 14058 AI Governance Requires agencies to deploy AI that’s safe, governed, and human supervised.For supply chains, this creates an opportunity to apply AI-enhanced analytics todemand forecasting, risk detection, and operational planning within the guardrailsthat federal environments require. AI Executive Order+ OMB AI Policy Managing Supply Chain Risk and Resilience Sets systematic requirements for supply chain risk assessment and formalizesthe quadrennial review process. The FY2026 NDAA further codifies supply chainvisibility requirements, including mand