Everything, from the development of new manufacturing processes and products to enhanced manufacturing techniques for the repair and maintenance of current equipment, must be considered to ensure that the Navy and Marine Corps has the best, most reliable, most cost-effective weapons systems possible. Navy ManTech strives to reduce the cost of advanced weapon systems and the repair, maintenance, and overhaul of fielded systems through improvements in productivity and responsiveness of suppliers and support facilities. Emphasis is placed on the development of technologies that will be implemented in time to make a difference; technology development for its own sake is not pursued.

The primary ManTech Program objectives are defined as follows:

  • RISK REDUCTION associated with the transition from research and development to implementation on the production floor
  • IMPLEMENTATION of MANTECH efforts in the production of Navy and DoD weapons systems
  • MAXIMUM DISSEMINATION of manufacturing technology to the defense and commercial industrial base, to stimulate industry, and to invest in and implement new manufacturing techniques and equipment

Planning for the Navy ManTech Program is based on a top-down methodology that begins with the identification of critical acquisition programs and repair requirements. Planning then proceeds through a structured methodology to identify necessary manufacturing and repair technologies and significant risk reduction opportunities.

According to the established criteria for project selection, projects must:

  • PROVIDE A SOLUTION to a well-defined Navy need
  • DEVELOP PERVASIVE TECHNOLOGY applicable to multiple weapons systems
  • ENCOMPASS technology development at risk levels beyond those normally assumed by industry
  • PROVIDE timely implementation for the achievement of anticipated benefits
  • PROVIDE economic, performance, and/or safety improvements

The Navy ManTech Program has many customers. They range from the acquisition system Program Manager, responsible for transitioning major weapons systems from development into production, to the logistics managers at the naval depots and shipyards who are responsible for the repair, overhaul, and remanufacture of major weapons systems. Additional customers of the Navy ManTech Program include industry, academia, and the other Services.

Investment Strategy

The Navy ManTech Program investment strategy concentrates ManTech investments on reducing both the acquisition and lifecycle costs of key naval acquisition programs.

ManTech transitions manufacturing technology which, when implemented, results in a cost reduction or cost avoidance. Platforms for investment are determined by total acquisition funding; stage in acquisition cycle; platform cost reduction goals; cost reduction potential for manufacturing; and other factors primarily associated with the ability of ManTech to deliver the technology when needed.

ManTech investments are currently focused on the following affordability initiatives:

  1. Virginia Class Submarine/Ohio Replacement Program: Now expanding focus to Block IV and reduction of total ownership cost goals. Includes acquisition cost savings, maintenance cost savings and reducing total time in dry-dock to improve operational availability. 
  2. DDG 51 Class Destroyer: Ramping up ManTech portfolio for DDG 51 restart and Flight 3 
  3. CVN 78 Class Carrier: Focusing on cost reduction through process improvements with stable design 
  4. F-35 Joint Strike Fighter: Working with Department of Defense ManTech and Air Force ManTech programs on a coordinated portfolio
  5. CH-53K Heavy Lift Helicopter: Recently added to the ManTech investment strategy as an affordability target for FY16 and out.

Although different in focus, scope and size, the affordability initiatives function similarly. For each, ManTech has established an integrated project team, or IPT, with representatives from Navy ManTech, the platform program office and representative industry. The IPT meets regularly to coordinate and review the portfolio and ensure that projects are completed in time to meet the platform’s window of opportunity for implementation.

Individual Navy ManTech projects are developed in conjunction with industry and the acquisition program offices. With their expertise in specific manufacturing areas, the Navy ManTech Centers of Excellence play a key role in project definition and serve as the program's execution agents. Planning for transition prior to the initiative of projects is critical for the implementation of technology on the factory floor.

The critical elements that must be addressed before a task is proposed are:

  • TECHNOLOGICAL INNOVATION can significantly affect the U.S. defense posture through increased productivity. The application of state-of-the-art technologies is vital to the achievement of Navy-Marine Corps requirements. With the commitment to a modern streamlined naval service, the optimum use of advanced technology, investment capital, and labor become necessary in order to reduce production and overhaul costs.
  • POTENTIAL BENEFITS are a major goal of the ManTech Program because they identify, measure, and evaluate the impact of proposed technology improvements and their contributions to the project goals. All benefits, quantifiable and non-quantifiable, such as cost savings/avoidance, productivity improvement, improved quality, increased reliability, and improved readiness are significant to the project decision process. They directly impact a weapons system's acquisition and operating costs. Therefore, those projects offering substantial benefits are given the highest priority.
  • IMPLEMENTATION is an important criterion in the selection process. It further demonstrates that the technology developed from a selected project will be used to its fullest extent regardless of whether that office/agency has the wherewithal to assist in the funding. This demonstration will assure reviewers at all levels that the project is not just purely a research effort without a specific ending, but will ultimately be used in the production and/or correction of a DoD weapons system. Projects will normally be tied directly to an acquisition program and will show a scheduled plan that describes the implementation transition.
  • LEVERAGING of any potential funding from other sources is a significant issue. Leveraging may be a joint funding from a contractor, a naval depot, a PEO/PM office, another government agency, one of the other services, or other program such as the Small Business Innovative Research (SBIR) program. Leveraging is important because it demonstrates up front that the task technology is needed and that the community feels strong enough about the particular technology that they will support it with their own funding. The combination of funds will then give the R&D dollar more "bang for the buck."


With few exceptions, a stakeholder is a representative of a Navy/DoD acquisition, procurement, or depot organization that is willing to support a ManTech project and assist in its implementation. There is no requirement to commit funding to a particular project by the supporting stakeholder. However, the stakeholder must be willing to take an active guidance and monitoring role in the project and work through the Navy ManTech Program Manager to ensure that program objectives are achieved. The stakeholder should also be willing to voice to the Office of Naval Research strong support for continuation of the project if funding reviews threaten continued support of their particular project.  Stakeholders and other key decision makers that oversee ManTech projects are typically included in the project plan coordination as well as sign the project’s Transition Plan.

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