NASA Assessment

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National Security and Critical Technology Assessments of the US Industrial Base

NASA Assessment

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National Aeronautics and Space Administration’s
(NASA) Human Space Flight Industrial Base in the
Post-Space Shuttle/Constellation Environment
June 2012

PREPARED BY
U.S. DEPARTMENT OF COMMERCE
BUREAU OF INDUSTRY AND SECURITY
OFFICE OF TECHNOLOGY EVALUATION

FOR FURTHER INFORMATION ABOUT THIS REPORT, CONTACT:
Jason Bolton, Trade & Industry Analyst (202) 482-5936
Anna Bruse, Trade & Industry Analyst (202) 482-7418
Erika Maynard, Trade & Industry Analyst (202) 482-5572
Christopher Nelson, Trade & Industry Analyst (202) 482-4727
Teresa Telesco, Trade & Industry Analyst (202) 482-4959
Brad Botwin, (202) 482-4060
Director, Industrial Base Studies
[email protected]
Fax: (202) 482-5361
Interns – Meaghan Archer, Lacey Frost, Meryl Nolan, Ryan Olivett, Jamie Tkach
For more information about the Bureau of Industry and Security, please visit:
http://www.bis.doc.gov/defenseindustrialbaseprograms

Table of Contents
Executive Summary ...................................................................................................................... 1
I. Introduction .............................................................................................................................. 3
Study Purpose ............................................................................................................................. 4
Study Authority........................................................................................................................... 4
Study Methodology..................................................................................................................... 4
Survey Respondents .................................................................................................................... 5
Study Findings ............................................................................................................................ 6
Select Study Conclusions .......................................................................................................... 16
II. Company Profile of Survey Respondents ........................................................................... 18
A. Survey Respondents and NASA Programs Supported ....................................................... 18
B. Business Lines ..................................................................................................................... 20
C. Company Locations............................................................................................................. 21
D. Company Certifications and Supply Chain Management Practices ................................... 23
E. Method of Sale to NASA .................................................................................................... 25
F. NASA Customers ................................................................................................................ 26
G. Dependency on NASA-Related Business ........................................................................... 27
III. Products and Services ......................................................................................................... 28
A. Participation in NASA HSF Program Elements ................................................................. 28
B. Product and Service List Breakdown .................................................................................. 28
IV. NASA Supplier Sales ........................................................................................................... 33
A. Total Company Sales Including NASA Sales..................................................................... 33
B. Government/Non-Government Sales .................................................................................. 36
C. NASA Sales......................................................................................................................... 39
D. HSF Sales - Shuttle, ISS, and CxP ...................................................................................... 40
E. Non-U.S. Sales .................................................................................................................... 46
F. Impacts of Export Controls .................................................................................................. 49
G. Capacity Utilization Rates .................................................................................................. 52
H. Machinery, Tooling, and Facilities ..................................................................................... 54
I. Top Space-Related Customers.............................................................................................. 55

V. Employment ........................................................................................................................... 58
A. Total Aggregate Employment ............................................................................................. 58
B. Personnel Categories Difficult to Hire and Retain .............................................................. 62
C. Critical Personnel Skills and Competencies........................................................................ 65
D. Production and/or Inspection Personnel with NASA-Required Formal
Qualifications/Certifications ..................................................................................................... 66
VI. Research and Development ................................................................................................ 68
A. Overall Research and Development Expenditures.............................................................. 68
B. NASA-Related R&D Expenditures ..................................................................................... 72
C. Overall R&D Funding Sources ........................................................................................... 76
D. NASA-Related R&D Funding Sources............................................................................... 79
E. R&D Employment ............................................................................................................... 81
VII. Capital Expenditures ......................................................................................................... 85
A. Total Capital Expenditure Breakdowns .............................................................................. 85
B. Total Capital Expenditure Trends between 2007-2010....................................................... 88
C. NASA-Related Capital Expenditure Trends ....................................................................... 92
D. Capital Expenditures as a Percentage of Total Sales .......................................................... 94
VIII. Supply Chain Relationships ............................................................................................ 97
A. Mergers and Acquisitions ................................................................................................... 97
B. Joint Venture Relationships ................................................................................................ 99
C. U.S. and Non-U.S. Competitors ........................................................................................ 100
D. U.S. and Non-U.S. Suppliers ............................................................................................ 104
IX. Future Outlook for NASA Suppliers ............................................................................... 110
A. Impact of Space Shuttle Retirement and Constellation Program Transition .................... 110
B. Preservation of Current Capabilities and Workforce ........................................................ 111
C. Existing Business Plan and Product Line Modifications .................................................. 115
D. Scheduled Business Plan and Product Line Modifications ............................................... 118
E. Current and Future Participation in Commercial HSF Programs ...................................... 120
F. Impact on Other USG Agencies ........................................................................................ 124
G. NASA-Related Product Compatibility with Non-NASA Customers ............................... 127
H. Post-Shuttle/Constellation Guidance from Prime Contractors ......................................... 129

I. Post Shuttle/Constellation Guidance from NASA.............................................................. 132
J. Interaction with Economic Development Agencies/Organizations ................................... 134
K. Willingness to Work with NASA on Future Programs..................................................... 135
L. Market Segments Served in Last 5 Years/Next 5 Years ................................................... 137
M. Actions Taken to Improve Competitiveness in Last 5 Years/Next 5 Years ..................... 138
N. Main Issues Affecting Long-Term Industry Viability ...................................................... 140
O. Recommended Policy/Regulatory Changes for the U.S. Government ............................. 142
X. Supply Chain Dependency on NASA ................................................................................ 144
A. Profile of NASA-Dependent HSF Suppliers .................................................................... 145
B. NASA Dependency and Sales ........................................................................................... 149
C. Production Capacity Utilization Rates for NASA-Dependent Suppliers .......................... 153
D. Profitability of NASA-Dependent Suppliers .................................................................... 155
E. Current Ratio of NASA-Dependent Suppliers .................................................................. 156
F. Debt Ratio of NASA-Dependent Suppliers ....................................................................... 160
G. Sales Projections of NASA-Dependent Suppliers ............................................................ 163
H. NASA-Dependent Suppliers Operating at a Loss ............................................................. 164
I. NASA-Dependent Company Participation in Product and Service Categories ................. 168
J. NASA Sales-Dependent Suppliers that did not Consider Themselves NASA-Dependent 172
XI. Conclusion .......................................................................................................................... 173
A. Overall State of NASA HSF Survey Respondents ........................................................... 173
B. Opportunities for Future NASA Action ............................................................................ 174
Appendix A. Additional Charts…………………………………………………………….. 177
Appendix B. Certification Index……………………………………………………………. 205
Appendix C. Sample List of Formal Qualifications/Certifications Necessary for Doing
Business with NASA that Are Held by Production and/or Inspection Personnel………...221
Appendix D: Regional, State, Local, and Non-Profit Agencies/Organizations Listed by
Respondents……………………………………………………………………………………223
Appendix E: Supply Chain Network Survey…………………………………...…………..225
Appendix F: Office of Technology Evaluation Publication List…………………………...265

Cover art by Phil Smith

Executive Summary
From 1981 to 2011, the National Aeronautics and Space Administration (NASA) operated the
Space Transportation System, commonly known as the Space Shuttle Program (Shuttle), with the
world’s first reusable spacecraft to carry humans into orbit. It transported satellites into space
and serviced them, carried scientific experiments, and was used to build the International Space
Station (ISS) and later carry astronauts to and from the station. In 2004, it was announced that
the Shuttle would be retired, and 2010 was established as the retirement date.1
A year later in 2005, NASA was directed to “establish a program to develop a sustained human
presence on the Moon, including a robust precursor program, to promote exploration, science,
commerce, and United States preeminence in space, and as a stepping-stone to future exploration
of Mars and other destinations.”2 This evolving program was referred to later as the
Constellation program (CxP).
Due to a projected five-or-more year gap between the end of Shuttle and full production of CxP,
NASA’s Exploration Systems Mission Directorate approached the Bureau of Industry and
Security’s (BIS) Office of Technology Evaluation (OTE) in late 2009 to conduct an assessment
on the ability of NASA’s Shuttle-related human space flight (HSF) supply chain to maintain
critical capabilities during the gap period. Unexpectedly, NASA was directed in early 2010 to
“transition” from CxP to deep-space exploration (bypassing the Moon), and CxP-related funding
was reduced to a few core components for deep-space projects, while funding for ISS was
extended through 2020. The OTE assessment was therefore modified to include these changing
factors.
NASA and OTE designed a survey to gather in-depth information on all parts of NASA’s human
space flight (HSF) supply chain and its ability to operate during the anticipated procurement gap,
now between Shuttle/CxP and future deep-space exploration. OTE collected information
covering 2007-2010 from 536 companies identified by NASA as Shuttle, CxP, and ISS program
suppliers.

1
2

This retirement date was later extended to 2011 when additional Shuttle missions were added.
From the National Aeronautics and Space Administration Authorization Act of 2005.

The Shuttle retirement and CxP transition will impact future NASA HSF programs through a
loss of unique skills, capabilities, products, and services by select suppliers. The assessment
highlights and prioritizes immediate areas of concern for NASA, with focus on the 150 survey
respondents that identified themselves as dependent on NASA. Within the group of 150 NASAdependent companies, the 46 NASA-dependent companies that reported negative net profit
margins for at least one year from 2007-2010 should be given particular attention. Without
continued business opportunities, these companies have the highest potential of shutting down.
Ongoing efforts to develop a deep-space exploration capsule and heavy-lift rocket capability are
important first steps to maintaining capabilities, and should be viewed as the building blocks to
spur a sustainable HSF supply chain.
The assessment also reveals many areas of opportunity for future NASA action, including:
increasing communication and outreach with the HSF supply chain; coordinating efforts with
regional, state, local, educational, and non-profit organizations and institutions; working with
other U.S. Government agencies to address interdependency issues, find commonalities, and
leverage mutual interests to support the industrial base; and directing more Federal Government
research and development funds to smaller companies as well as diversifying the number of
companies conducting NASA-related research and development.
For many NASA HSF suppliers, participating in NASA HSF programs and space missions is a
point of national pride and enthusiasm. In fact, the vast majority of surveyed companies were
willing to support future NASA HSF programs, despite the inconsistency of demand. Rapid
action by NASA, in conjunction with other federal and state organizations, will ensure these
companies and their skills and capabilities will be there when needed for the next great U.S.
milestone into space.

I. Introduction
The National Aeronautics and Space Administration’s (NASA) Exploration Systems Mission
Directorate and the Bureau of Industry and Security’s (BIS) Office of Technology Evaluation
(OTE) initiated an industrial base assessment of NASA’s human space flight supply chain,
specifically suppliers participating in the Space Shuttle Program (Shuttle), the Shuttle’s followup program Constellation (CxP), and the International Space Station (ISS).3 NASA had
concerns about the industrial base impacts resulting from the retirement of the Shuttle and the
transition from CxP, and sought current, in-depth, multi-tier supplier information from BIS that
would help NASA prioritize its funding allocations and program planning during the anticipated
procurement gap.4
To formalize the project, BIS and NASA signed a joint Memorandum of Understanding (MOU),
authorizing OTE to conduct a comprehensive survey and assessment of NASA’s human space
flight (HSF) suppliers. By working together, both agencies would be able to understand the
behavior and composition of the supply chain, as well as identify key capabilities and labor skills
deemed at risk of erosion during the post-Shuttle and CxP period. Furthermore, BIS and NASA
suspected suppliers dependent on Shuttle and CxP contracts may also be suppliers to the U.S.
Department of Defense (DOD) or other national security agencies, thus posing programmatic
impacts across the U.S. Government (USG).
This final report will benefit NASA and other USG agencies that are involved in space activities,
as well as the corresponding U.S. space industrial base community. With four years of complete
data and a five-year sales projection, industry and government officials can use this report as a
benchmark to better monitor trends and supplier performance in the HSF supply chain. This
previously unavailable data highlights current and potential diminishing U.S. space-related
manufacturing capabilities, technologies, and labor skills that can be used by decision makers to
plan future actions to maintain and enhance the HSF supply chain.
3

CxP was intended to return astronauts to the moon and build a lunar outpost, with the eventual goal of launching
an expedition to Mars. The future of CxP had not yet been decided by the President and Congress upon OTE’s
initiation of the NASA Supply Chain Network survey assessment. OTE was later asked by NASA to delay the
deployment of its industrial base survey to U.S. industry until the President had formally canceled the CxP.
4
This procurement gap refers to the time between the Shuttle retirement and CxP transition and the implementation
of a follow-up program.

Study Purpose
NASA faces industrial base challenges in the wake of the Shuttle retirement and CxP transition,
including large-scale layoffs and facility closures across both industry and government, and a
budget shortfall that did not allow for a NASA-owned, U.S.-based spacecraft to support ongoing
missions to the ISS. While NASA had some insight into the potential impacts on prime
contractors and their own facilities, it could not predict with precision the ramifications on
suppliers at lower levels of the supply chain. OTE’s survey instrument was designed to
document both the immediate impacts of program terminations as well as the planning and
support deemed necessary by suppliers to remain viable without a NASA-HSF mission to
support. The intent was to be able to direct NASA attention to those deemed most impacted.
The survey data collected includes production and service capabilities, sales figures, machinery
and equipment by location and type, workforce statistics, research and development (R&D),
capital expenditures, financial statements, and industry future outlook.
Study Authority
OTE has authority to conduct assessments and collect information from industry in support of
the U.S. industrial base under Section 705 of the Defense Production Act of 1950, as amended,
and Executive Order 12656. Accordingly, OTE is the focal point within DOC for industrial base
and critical technology analyses. These assessments are normally undertaken at the request of
the DOD, with one or more of the Armed Services participating, or with other federal agencies,
such as NASA in this case.
OTE has conducted more than 50 assessments over the past 25 years within various industrial
base programs. Assessments generally review in detail those industries facing employment,
international competition, financial, production, investment, and foreign sourcing and
dependencies challenges, as well as other issues affecting their ability to support defense and
national security programs.
Study Methodology
To better understand the issues facing NASA, OTE held discussions with NASA and other
government agencies across the U.S. space industrial base. These meetings were conducted with
4

experts from NASA headquarters and centers such as the Kennedy Space Flight Center, the
Goddard Space Flight Center, and the Jet Propulsion Laboratory; DOD’s Space Industrial Base
Council (SIBC); and the Office of Space Commercialization in the National Oceanic and
Atmospheric Administration (NOAA).5 Additional consultations with other defense and
intelligence community experts helped OTE appraise how Shuttle, CxP, and corresponding
supplier networks are interwoven with national security procurement needs.
OTE also conducted site visits at several small- and medium-sized suppliers and organizations in
California, Florida, and Alabama to learn how lower-tier companies were responding and
adapting to the Shuttle and CxP transition. These site visits provided OTE greater insight into
company-level issues, including human capital needs, unique production capabilities, and capital
expenditures and R&D spending specific to NASA-HSF applications.
More than 1,200 HSF suppliers were initially identified by NASA to support the survey project.
However, the number of viable survey respondents decreased due to companies submitting
consolidated survey responses for multiple facilities, the removal of companies that provided
items not deemed critical to HSF, business closures, and merger and acquisition activity.
OTE mailed letters to the identified NASA HSF suppliers in the summer of 2010 to initiate the
data collection.6 OTE provided respondents with 30 days to submit the completed survey to
OTE, but extensions were granted in select instances. Respondents were allowed to provide
either Business Unit/Division or Corporate Level/Whole Company information in multiple
sections of the survey.
Survey Respondents
OTE received a total of 536 surveys from a combination of wholly-owned small-to-medium
companies, the business units or divisions of large corporations, and a small number of
universities. To better facilitate analysis, OTE applied sales-based “tiering” criteria to group the
respondents by size: Tier 1 companies had 2009 total sales exceeding $200 million; Tier 2
companies had 2009 total sales of $25 to $200 million; and Tier 3 companies had 2009 total
5

The SIBC is comprised of National Security Space (NSS) USG agencies. Its mission is to promote the health of
the U.S. industrial base while assessing the industry’s ability to meet the needs of the NSS community in the near
and long term.
6
A copy of the NASA Supply Chain Network survey document is in Appendix E.

sales less than $25 million.7 Tier 1 companies tended to be prime contractors, while Tier 2 and 3
companies tended to be subcontractors and material suppliers. However, large, medium, and
small size firms were represented in all three tiers, as were the small number of universities.
Study Findings
Chapter II: Company Profile of Survey Respondents:


The 536 NASA HSF survey respondents participating in the assessment represent a broad
mix of companies, business units/divisions, and universities ranging from 1 employee to
more than 100,000, with total sales from $30,000 to $60 billion.



There were 433 companies that knew which NASA HSF program they supported, and of
those 136 supported all three - Shuttle, ISS, and CxP.



Of the 17 primary business line categories, Manufacturing was the primary business line
of 50 percent of respondents, followed by Distribution and R&D.



California hosted 111 companies, or 21 percent of respondents, followed by Florida with
49 companies, or 9 percent of respondents.



Fourteen percent of companies supplied products and services to NASA directly, 43
percent supplied to NASA both directly and indirectly, 33 percent supplied indirectly,
and 10 percent were not sure how they supplied products and services to NASA.



Of the 536 respondents, 411 supplied products and services to at least one specific NASA
facility, center, or laboratory, while 193 respondents supplied to four or more and 44
respondents supplied to 10 or more.



Seventy-five percent of survey respondents possess at least one professional, industry,
and/or standards certification. A majority of Tier 3 companies, 62 percent, possess
professional, industry, and/or standards certifications.



Over 70 percent of all suppliers use supply chain management methodologies and
systems.



Overall, 28 percent or 150 of 536 NASA HSF survey respondents were dependent on
NASA business, representing companies in Tier 1, Tier 2, and Tier 3.

The specific sales level thresholds (Tiers 1-3) were established by OTE and do not adhere to the “tiering” or
contract rubrics normally adopted in Federal Acquisition Regulations (FAR) or other USG contracting, which
defines “tiering” based on point-to-point sales in the supply chain. OTE used a sales-based tiering system because
of the complex and inter-related nature of the supply chain.

Chapter III: Products and Services:


Eighty-seven percent of companies were able to identify the specific HSF program or
element they supported, which reinforces the results from the Method of Sales to NASA
data.



All 536 survey respondents identified their participation in 18 product and service
categories and an additional 306 subcategories. Approximately 60 percent of respondents
selected the Services category, with NASA as the primary end-user followed by
Commercial and then DOD end-users.



Fifty-three percent of NASA HSF suppliers supported DOD end-users in at least one
product and service category.

Chapter IV: NASA Supplier Sales


While it differed by company, NASA-related sales represented only two percent of
aggregate sales for all 536 survey respondents. This was mainly due to high non-NASA
related sales of large Tier 1 companies.



Aggregate NASA sales grew 29 percent from 2007-2010. Tier 1 respondents accounted
for 93 percent of NASA sales, followed by Tier 2 at five percent and Tier 3 at two
percent. Overall, NASA HSF sales were approximately double NASA non-HSF sales
over the period.



Tier 1 companies reported 52 percent of their HSF sales as Shuttle-related, with ISS and
CxP counting for 25 percent and 23 percent, respectively. Tier 2 sales were equally
distributed among the three NASA HSF programs. Tier 3 sales were 59 percent CxPrelated, with Shuttle-related sales at 30 percent and ISS-related sales at 11 percent.



Tier 3 companies, on average, had a larger percentage of NASA sales dedicated to HSF
business than their Tier 1 and Tier 2 counterparts.



HSF respondents were not optimistic about future ISS sales, with most companies not
sure or expecting no change in ISS-related sales, while twice as many respondents
anticipated a decrease than anticipated an increase in ISS-related sales.



Approximately 73 percent of respondents’ sales took place in the United States. Those
respondents defining themselves as NASA-dependent have a smaller stake in the

international market, approximately seven percent, on average, than the survey
population as a whole, approximately 25 percent.


Only 82 respondents, 15 percent of the total, were able to report non-U.S. space-related
sales from 2007-2010. Space-related exports constituted a small fraction of total declared
non-U.S. sales – less than one percent. Japan, Italy, and the United Kingdom were the
largest customers of space-related exports out of the 22 countries identified.



Nine percent of survey respondents, 46 companies, indicated they had lost space-related
export sales to foreign competitors, with Tier 2 companies representing the largest
portion of affected NASA HSF suppliers. Seventy-eight percent of the 46 survey
respondents reported Manufacturing as their primary business line, and 37 companies
identified themselves as dependent on NASA-related business.



The production capacity utilization rates for NASA-dependent companies fell from 67
percent in 2007 to 62 percent in 2009, recovering to 64 percent in 2010. These rates were
lower than both the overall respondent capacity utilization rates, which decreased from
69 percent in 2007 to 67 percent in 2010, and the aerospace industry benchmark rates,
which declined from 89 percent to 71 percent over the period.



Fifty-two companies, almost all Tier 1, reported 48,623 specific machinery, tooling, and
facilities, with 91 percent of the items reported as Government-Furnished Property
(GFP). Eighty-six percent of the reported machinery, tooling, and facilities were used
strictly to support the Shuttle, and 90 percent of all reported machinery, tooling, and
facilities were listed as still in-use in 2010.



With the Shuttle program completed, the majority of the GFP machines and tools will be
processed by the General Services Administration (GSA) to be transferred, sold,
scrapped, or donated. A small portion of the items are being evaluated for future HSF
program use. The loss of items not in use, along with the skilled workforce to operate
them, will lead to a significant decrease in the space industrial base’s production capacity
for the foreseeable future.



The majority of respondent space-related sales were from non-NASA customers in the
United States, including branches of the military, civilian agencies, government
contractors, and commercial customers.

Chapter V: Employment


Depending on the year, the 150 NASA dependent companies accounted for between 2124 percent of total employment from 2007-2010, while those not dependent on NASA
accounted for between 76-79 percent.



From a company-specific perspective, 254 respondents experienced a decrease in
employment, and 77 respondents experienced a decrease in employment of 25 percent or
greater. The average decline per company among the 254 respondents was 19 percent
from 2007-2010.



Of the self-identified NASA-dependent companies, 60 reported a decline in employment
of greater than or equal to 25 percent. The average employment decline per NASAdependent company over the period was 20 percent. It is important to keep in mind that
this data does not reflect the full impact of the Shuttle retirement and CxP transition due
to the timing of the survey.



Similar to the overall survey population, NASA-dependent companies indicated R&D
Staff and Production Line Staff were the most difficult to hire and the most difficult to
retain, with R&D Staff selected by the most companies in both categories. NASAdependent respondents reported that Production Managers/Supervisors were more
difficult to hire than respondents not dependent on NASA-related business.



Technical Expertise, Engineering, and Experience were the top critical personnel skills
and competencies listed by survey respondents, with almost 50 percent of all responses
falling into these categories. R&D/Innovation and Technical Expertise were identified by
the most NASA-dependent respondents as their unique skills and competencies.



Nearly 40 percent of all respondents indicated they have personnel with formal
qualifications/certifications necessary for doing business with NASA. Fifty-two percent
of Tier 1 and 48 percent of Tier 2 respondents had personnel with such
qualifications/certifications, with only 27 percent of Tier 3 respondents indicated the
same.

Chapter VI: Research and Development


Nearly half of NASA HSF suppliers conduct no R&D activities, as many are build-toprint companies, distributors, service providers, or resellers. When adjusted for outliers,
9

NASA-related R&D expenditures accounted for six percent of aggregate R&D outlays in
2010, or $757 million of $12 billion.


Eighty-one companies reported NASA-related R&D expenditures, with 38 of those
respondents dependent on NASA-related business. Six of the 81 respondents accounted
for 75 percent of NASA-related R&D, with totals over $100 million each over the time
period. Median R&D expenditures were just $174,250 in 2010 for the 81 respondents.
NASA-dependent suppliers conducted between 63-66 percent of reported NASA-related
R&D over 2007-2010, depending on the year.



NASA-dependent companies reported higher R&D expenditures as a percentage of total
sales on average than companies that were not dependent on NASA. The end of the
Shuttle and CxP programs will impact R&D spending levels of these companies.



From 2007-2010, 69 of 223 respondents received R&D funding from the Federal
Government, with seven of the 69 respondents receiving 74 percent of the total Federallyfunded dollars.



On a per company basis, Internal/Self-Financed R&D funding was on average over 70
percent of total R&D funding, with Federal Government R&D funding representing
approximately 16 percent.



In 2010, for example, Tier 1 companies received the majority of Federal Government
R&D funds, 93 percent of the approximately $5 billion in total Federal Government R&D
funding, while Tier 2 received two percent and Tier 3 received five percent.



NASA-dependent respondents relied on Federal Government-financed R&D funding, as
it makes up 75 percent of their total R&D funding sources. On average, NASAdependent suppliers allocated a much larger percentage of R&D staff in their workforce,
23 percent, than suppliers not dependent on NASA, 12 percent.

Chapter VII: Capital Expenditures


Of those survey respondents that conducted NASA-related business, NASA-dependent
HSF suppliers devoted 13 percent of their capital expenditures to their NASA business
lines, while companies that were not dependent on NASA devoted one percent to NASA
business. NASA-dependent companies directed a higher percentage of their capital

expenditures toward IT, Computers, and Software, while companies not dependent on
NASA directed a higher percentage toward Machinery, Equipment, and Vehicles.


NASA-dependent suppliers maintained relatively stable levels of capital expenditures,
reducing capital expenditures only four percent from 2007-2010. The capital
expenditures of companies not dependent on NASA decreased 33 percent over the same
time period.



The decline in NASA-related capital expenditures as a percentage of total sales was
primarily due to the recession and the retirement of the Shuttle. The transition from CxP,
which was not fully captured in the survey, is expected to drive expenditures down
further in out years.

Chapter VIII: Supply Chain Relationships


Mergers and Acquisitions (M&A) involving NASA HSF suppliers declined from 107 in
2007 to 39 in 2010, and largely mirrored broader impacts of the global economic
downturn and tightening of available credit. Five M&A transactions took place in China.



Thirty-two of the 536 respondents participated in a joint venture relationship from 20072010. There were 49 NASA-specific joint ventures, 34 of which were related to Shuttle,
ISS, or CxP.



Survey respondents reported 1,032 distinct U.S. competitors, 20 percent of which were
surveyed in this effort. Not all competitors were related to the respondents’ NASArelated business activities. There were four times as many California competitors, the
most frequently identified state, as there were Florida competitors, the fifth most
frequently identified state.



There were 462 distinct non-U.S. companies identified as competitors by respondents.
France, Germany, and the United Kingdom were the top reported locations of the nonU.S. competitors.



There were 2,145 U.S. competitor and 711 non-U.S. competitor products and services
mentioned corresponding to 16 of 18 broad categories, with Services and Spacecraft
mentioned the most for both U.S. and non-U.S. competitors.



Respondents reported 1,588 distinct U.S. suppliers, 20 percent of which were surveyed in
this effort. California represented the largest concentration on U.S. suppliers.
11



There were 311 distinct non-U.S. suppliers identified, concentrated mostly in Canada,
Germany, Japan, and China.



A total of 2,978 product and service mentions were reported from U.S. suppliers across
all 18 broad categories, with Services and Spacecraft the two most frequently selected
categories. Forty percent of the 1,588 distinct suppliers were identified as supplying
products and services used for Shuttle, ISS, and CxP.



For non-U.S. suppliers, there were 414 product and services mentions across 13 of 18
broad categories, with Services and Spacecraft the two largest categories. Twenty-nine
percent of the 311 non-U.S. suppliers were identified as supplying products and services
used for Shuttle, ISS, and CxP.

Chapter IX: Future Outlook for NASA Suppliers


Survey respondents cited workforce reductions, loss of critical skills and competencies,
and declining revenue as the three most prevalent consequences of the Shuttle retirement
and CxP transition.



At the time of the survey, half of respondents had a plan in place to preserve their current
capabilities and workforce in the post-Shuttle, post-CxP environment. Many companies
reported that they believed it was impossible to preserve these capabilities and their
workforce.



Many respondents reported that they planned to adjust their workforce, cancel capital
expenditures, and diversify their customer base in reaction to the Shuttle retirement and
CxP transition. Some respondents cited a lack of direction from NASA, the White
House, and Congress as the reason they have made no plans.



The majority of respondents planning to modify their business plans or product lines
were already making modifications. These modifications included reducing workforce,
halting facility renovations and capital purchases, and reducing dependence on customer
bases that are unstable, e.g. NASA. Many suppliers cited commercial and military
markets as possible customer alternatives.



Only 20 percent of respondents indicated they participated in commercial, non-NASA
HSF programs at the time of the survey. Some of the 80 percent that did not participate
said they either made unsuccessful bids or had difficulty identifying opportunities.
12

Seventy-six percent of NASA-dependent respondents indicated they were not part of the
commercial HSF supply chain. In contrast, 54 percent of total respondents and 69
percent of NASA-dependent respondents said they intended to participate in commercial,
non-NASA HSF programs in the future.


Sixteen percent or 86 NASA HSF suppliers stated that their business with other USG
customers will be affected by the loss of Shuttle and CxP. Availability of products and
services, program costs, workforce levels, and technology development were mentioned
by respondents as areas that will be impacted. The Missile Defense Agency, the U.S.
Army Space and Missile Defense Command, and the U.S. Air Force Space and Missile
Systems Center, were as the most affected USG agencies.



There is some compatibility between NASA-related products sold by respondents and
non-NASA customers. Forty percent of respondents indicated their NASA-related
products were nearly 100 percent compatible with non-NASA customers, and an
additional 14 percent of companies noted having more than 50 percent compatibility.
Conversely, 27 percent of respondents said their products had between 50 percent and
zero percent compatibility with non-NASA customers. The remaining 19 percent of
respondents were not sure about the compatibility of their NASA-related products.



Of the 150 survey respondents that identified themselves as dependent on NASA, 31
percent indicated that their NASA-related products were nearly 100 percent compatible
with non-NASA customers, with an additional 27 percent of companies having more than
50 percent compatibility. In contrast, 26 percent of NASA-dependent companies said
they had between 50 and zero percent compatibility. The remaining 16 percent of
NASA-dependent survey respondents were not sure about the compatibility of their
NASA-related products.



The vast majority of respondents received no guidance from either NASA or prime
contractors on how to best respond to the Shuttle retirement and CxP transition.



Most respondents are not interacting with regional, state, local, or non-profit economic
development agencies/organizations to address the post-Shuttle, post-CxP environment.
Many respondents were not aware of such agencies and organizations.



The majority of respondents are willing to support future NASA HSF programs. Many
stated they desired to continue working with NASA not just for the contracts, but for the
personal fulfillment and national pride of working on HSF programs.



Some survey respondents anticipate shifting away from the Aerospace and Defense
market segments, while other respondents anticipate moving into the growing Healthcare
and Energy market segments.



The largest percent of respondents have taken and were planning to take action in
modifying Capability/PP&E Investment and introducing Cost Reductions/Efficiency in
order to improve competitiveness.



Respondents indicated that Domestic Competition, Variability of Demand, and Foreign
Competition were the three main issues affecting long-term industry viability. NASAdependent companies identified Skills Retention rather than Foreign Competition as the
third top issue.



Respondents cited Export Control Reform and Tax Reform as the top two
policy/regulatory issues for the USG to address in order to enhance the industry’s
competitiveness.

Chapter X: Supply Chain Dependency on NASA:


Of the 536 total respondents, 150 NASA HSF suppliers representing all tiers identified
themselves as dependent on NASA to maintain their core production, workforce, and
technical capabilities and overall financial viability.



Forty-six of the 150 NASA-dependent suppliers reported negative net profit margins for
at least one year from 2007-2010, with some operating at a loss over multiple years.



An additional 16 respondents did not identify themselves as dependent on NASA, but
derived 25 percent or more of their total sales from sales to NASA and/or from sales to
specific NASA programs.



NASA-dependent companies operated in 14 of the 17 primary business lines, with
Manufacturing, Professional Services, R&D, and Distribution as the most represented
categories. Eighteen of the 27 survey respondents that identified their primary business
line as R&D also identified themselves as dependent on NASA.



NASA-dependent companies supported all three NASA HSF programs: 121 supported
the Shuttle, 110 supported CxP, and 88 supported ISS.



Sales to NASA as a percentage of aggregate sales were between 28-30 percent for
NASA-dependent companies, as compared to six percent for non-NASA dependent
companies. These percentages do not reflect the full impact of the Shuttle retirement and
CxP transition, which occurred after the survey period.



In general, suppliers that identified themselves as NASA-dependent had higher levels of
excess production capacity than suppliers that were not dependent on NASA.



The average current ratios, the ability to cover short-term liabilities, of NASA-dependent
companies over the period were lower than those of companies that were not dependent
on NASA, meaning they were less able to cover liabilities.



NASA-dependent companies were slightly more likely than non-NASA dependent
companies to be highly leveraged, or higher level of debt used to purchase assets.



A significant portion of NASA-dependent suppliers anticipated increased total sales from
2011-2015. A large number of these companies were highly uncertain about how future
NASA decisions would affect NASA-related sales. The majority of NASA-dependent
respondents are unsure about their future NASA and ISS sales.



The majority of NASA-dependent suppliers reporting negative net profit margins were
Corporate/Whole Company level respondents, as compared to Business Unit/Division
level respondents.



The 150 NASA-dependent respondents participated in all 18 product and service
categories, with Services, Spacecraft, and Propulsion Systems as the top three identified
categories. A review of three- and four-digit product and service categories illustrated
that NASA-dependent companies accounted for 62-100 percent of suppliers in various
categories.



Many NASA-dependent companies were reducing staff and diversifying to new business
lines to counter loss of Shuttle- and CxP-related business. However, NASA’s lack of
direction, funding, and overall strategy were making it difficult for companies to preserve
NASA HSF-related capabilities and skills.

Select Study Conclusions
While the report data, collected for the 2007-2010 period, ended before the full impact of the
Shuttle retirement and CxP transition could be documented (Shuttle and CxP activity was still
occurring in 2011), several conclusions can be drawn about the health of the NASA HSF supply
chain and the potential implications of changes in NASA’s HSF programs on the survey
respondents.8
Overall State of NASA HSF Survey Respondents
The majority of NASA HSF survey respondents, 370 of 536, will not be negatively impacted by
the Shuttle retirement and CxP transition. However, there are potential impacts on future NASA
HSF programs through a loss of unique skills, capabilities, products, and services resident at
these companies. Therefore, all providers of products and services that are deemed important for
future HASA HSF missions should be reviewed, regardless of the company’s financial health.
Of more immediate concern are the 150 NASA HSF companies that identified themselves as
dependent on NASA and the additional 16 companies that proved to be dependent on NASA.
These companies should be reviewed to determine the importance of their unique products and
services, prioritized in three subsets: the 46 NASA-dependent companies operating at a loss;
whole companies dependent on NASA; and the divisions and business units of larger
corporations that make up the remaining NASA-dependent survey respondents.
As an alternative to a well-articulated short- to medium-term vision and strategic plan with the
requisite funding for a broad-based HSF program, NASA could be more proactive in sustaining
the varied portions of the HSF supply chain that would be the most difficult to reconstitute.
Ongoing efforts to develop a deep-space capsule and heavy-lift rocket capability are important
first steps, and should be viewed as the building blocks to spur the larger HSF supply chain.

In-depth conclusions are discussed in Chapter XI.

Opportunities for Future NASA Action
While many NASA HSF respondents indicated they are trying or plan to try to shift into other,
non-NASA space-related business areas to compensate for lost Shuttle and CxP business, there
are barriers to entering other industries. Additionally, the majority of survey respondents believe
there are too many space-related competitors, which pose a challenge to their future viability.
This indicates an opportunity for NASA to get more involved in issues related to the
sustainability of its HSF supply chain. The survey indicated several opportunities for NASA
action, including:


Increasing communication and outreach with the HSF supply chain;



Coordinating efforts with regional, state, local, educational, and non-profit organizations
and institutions;



Working with other U.S. Government agencies to address interdependency issues, find
commonalities, and leverage mutual interests to support the industrial base; and



Directing more Federal Government R&D funds to lower tiers, and diversifying the
number of companies conducting NASA-related R&D.
***

Survey respondents, as well as NASA HSF companies interviewed during field visits,
overwhelmingly expressed their willingness to participate in future NASA HSF programs. For
many, it is not entirely a money-making exercise, but rather a point of national pride and
enthusiasm to work on space missions, something which has not been identified in other OTE
assessments of the U.S. industrial base. However, this corporate goodwill is not boundless, and
will only go so far toward maintaining the vital elements of the HSF supply chain. NASA, in
conjunction with other federal and state organizations, should consider rapid action to ensure a
robust industrial supply chain and workforce will be there when needed for the next great U.S.
milestone into space.

II. Company Profile of Survey Respondents
A. Survey Respondents and NASA Programs Supported
OTE received 536 completed surveys from companies that support NASA’s human space flight
(HSF) programs – the Space Shuttle program (Shuttle), the Constellation program (CxP), and the
International Space Station (ISS). To better understand NASA’s supply chain for these three
programs, OTE categorized survey respondents as Tier 1, Tier 2, and Tier 3 companies based on
declared 2009 total sales (see Figure II-1).9 Tier 3 companies, identified as companies with total
sales of less than $25 million, were 52 percent of surveyed NASA HSF suppliers and had a
median employment level of 28 workers. Tier 2 companies represented 29 percent of the supply
chain and had a median employment level of 238 workers, while Tier 1 companies represented
19 percent and had a median employment level of 1,460 workers.

Survey respondents were asked to identify the particular NASA HSF programs, NASA
directorates, and other NASA activities they have supported since 2000. The largest segment, 57
percent indicated that they supported the Shuttle, with 14 percent of those respondents only
selecting the Shuttle (see Figure II-2). This was followed by 35 percent of survey respondents
that selected CxP. Overall, 87 percent of survey respondents had participated in at least one of
NASA’s HSF programs. Thirteen percent of survey respondents did not know the NASA
program they supported, even though NASA had documentation indicating their program

Total sales figures include NASA and non-NASA sales. Some companies provided Corporate Level/Whole
Company sales figures, while other companies provided Business Unit/Division sales figures.

participation. This is likely because many of these companies sold their product and/or service
to a third-party instead of directly to NASA.

There are a significant number of survey respondents that reported supporting more than one
NASA HSF program. Of the 536 survey respondents, approximately half reported that they
supported two or more NASA HSF programs, and 136 companies indicated they supported
Shuttle, CxP, and ISS (see Figure II-3).10 There were 103 survey respondents that did not
indicate that they supported one or more of the NASA HSF programs. This indicates that the
three NASA HSF programs share a significant portion of the supply chain.

Survey respondent participation in NASA HSF programs was determined by examining companies that directly
indicated program support, indicated they supported a part of a program, or listed program-specific sales.

B. Business Lines
To further profile the HSF supply chain, survey respondents were asked to identify and rank their
company’s three primary business lines based on total sales from a selection of 17 pre-identified
business lines. The number of companies with a “manufacturing” business line far exceeded any
other business line, with 315 out of 897 mentions; it accounted for 50 percent of respondent’s
top-ranked business lines by total sales. “Distribution” was the second most prevalent business
line with 98 mentions, but was only selected by 16 percent of respondents as their top-ranked
business line. The top-ranked business lines differ slightly in rank from the overall mentions of
respondent business lines, as illustrated in Figures II-4 and II-5. The breakout of top-ranked
business lines was similar across Tier 1, Tier 2, and Tier 3.11

See Appendix A for a breakout of top-ranked business lines by tier.

C. Company Locations
Overall, 96 percent of survey respondents or 514 companies were headquartered in the United
States. These companies operated in 40 states, the District of Columbia, and Puerto Rico. While
many NASA activities occur in Florida and Texas, California contained the most survey
respondents with 21 percent (see Figure II-6). 12 When evaluated by tier, 16 percent of Tier 1
suppliers, 19 percent of Tier 2 suppliers, and 24 percent of all Tier 3 suppliers were located in
California. Florida, with nine percent of respondents, had the second most NASA HSF
suppliers.

The Other category includes the following states: New Hampshire, Connecticut, Wisconsin, Minnesota, South
Carolina, Arizona, Missouri, Arkansas, Rhode Island, Oregon, Idaho, New Mexico, West Virginia, Tennessee,
Mississippi, Louisiana, Iowa, and Oklahoma. It also includes the District of Columbia, and Puerto Rico.

The remaining four percent of survey respondents or 22 companies were headquartered outside
of the United States, with the leading countries being the United Kingdom, Canada, France, and
Germany (see Figure II-7). Tier 2 had the largest number of companies with non-U.S.
headquarters.13

See Appendix A for a breakdown of non-U.S. headquarters by tier.

D. Company Certifications and Supply Chain Management Practices
In general, NASA officials are familiar with the professional, industry, and standards
certifications held by Tier 1 and some Tier 2 companies. Survey respondents were asked to
identify their certifications in order to enhance NASA’s knowledge of the quantity and diversity
of certifications held by companies across all tiers of the supply chain.14 Seventy-five percent of
NASA HSF respondents have at least one certification, and 19 percent have four or more.
The International Organization for Standardization (ISO) 9001 was the leading mention with 65
percent of survey respondents holding this certificate (see Figure II-8). SAE AS9100, an
aerospace quality assurance management standard, had the second most mentions with 34
percent of respondents. It is important to note that, overall, 62 percent of Tier 3 respondents
maintain at least one certification, indicating that there are small companies in the lower tiers that
have some of the same certifications as larger companies in the higher tiers.15

Survey respondents were provided with a pre-populated list of 17 certifications. A full listing of certification
descriptions can be found in Appendix B, and a breakout of the “NADCAP,” “AMS”, “NCLS,” and “Other”
certifications can be found in Appendix A.
15
Personnel-specific qualifications/certifications are discussed in Chapter V.

For current and future HSF programs, NASA was interested in learning about the practices,
methodologies, and systems used by companies to manage their supply chains, particularly in the
lower tiers. Survey respondents were provided with a list of 31 supply chain management
practices, as well as the opportunity to identify additional practices not captured.16
More than 70 percent of NASA HSF suppliers identified “close partnerships with customers”
and “close partnerships with suppliers” as supply chain management practices (see Figure II-9).
Additionally, over half of survey respondents used “subcontracting” and “bar coding” in
maintaining supply chains, and 46 percent of respondents used “outsourcing” of their supply
chains. In contrast, 27 percent of companies use “Radio Frequency Identification (RFID)” or
“Third Party Logistics (TPL)”, while only seven percent of respondents use “network centric
manufacturing.”17

16
17

A full list of supply chain management practices can be found in the OTE survey in Appendix E.
See Appendix A for a breakdown of supply chain management practices, methodologies, and systems by tier.

E. Method of Sale to NASA
Survey respondents were asked to identify the method by which they sell their products or
services to NASA. A small percentage of NASA HSF suppliers (14 percent) sell directly to
NASA. Most of the companies (43 percent) sold both directly and indirectly (see Figure II-10).
Tier 1 reported the largest percentage of suppliers that sold both directly and indirectly to NASA
(52 percent), while Tier 2 and Tier 3 reported larger percentages of indirect/third-party sales than
Tier 1 companies. Ten percent of survey respondents did not know how their products and
services were eventually sold to NASA.

F. NASA Customers
OTE asked survey respondents to identify the NASA facilities, centers, and/or laboratories which
they have served in any production or service capacity since 2007; 411 companies indicated they
supported at least one NASA customer. Kennedy Space Center was the most widely supported
facility, with 40 percent of NASA HSF suppliers identifying that location (see Figure II-11).
Goddard Space Flight Center, Marshall Space Flight Center, Johnson Space Center, and the Jet
Propulsion Laboratory were supported by roughly the same percentage of companies (ranging
between 32-36 percent each). These leading NASA customers remained consistent from Tier 1
to Tier 3.18 Overall, 145 survey respondents noted that they supported five or more NASA
locations, and 44 respondents supported 10 or more NASA locations.

See Appendix A for a breakdown of respondents supporting NASA customers by tier.

G. Dependency on NASA‐Related Business
Survey respondents were asked to identify if they were dependent on NASA-related business and
to explain their answer. OTE did not provide a definition of dependency due to the diverse
makeup and characteristics of the HSF respondents. In their responses, suppliers said they
determined dependency a number of ways, including by the percentage of their total sales to
NASA, number of employees dedicated to NASA projects, dependency on NASA-related
technology, and the focus of their corporate/division/unit business model.
Overall, 28 percent or 150 of respondents said they were dependent on NASA-related business
(see Figure II-12). From a tier perspective, Tier 3 had the largest number of companies
dependent on NASA-related business, 86, followed by 37 Tier 2 and 27 Tier 1 companies.
Chapter X provides further analysis and insight on these 150 NASA-dependent companies.

III. Products and Services
A. Participation in NASA HSF Program Elements
Survey respondents were asked to identify which of the 16 specific elements of the three human
space flight (HSF) programs they supported – the Space Shuttle (Shuttle), Constellation (CxP),
and the International Space Station (ISS). Of the 536 survey respondents, 87 percent were able
to identify the specific NASA HSF program elements they supported. The majority of these
companies were Tier 3 suppliers, consisting of almost 50 percent of total respondents. The Ares,
ISS, and Solid Rocket Booster program elements were the predominant program elements
supported by respondents, followed by Orbitor and Orion (see Figure III-1).

B. Product and Service List Breakdown
OTE provided a list of 18 product and service categories for NASA HSF suppliers, including
Services, Propulsion Systems, Space Electronics, and Environmental Monitoring and Control
28

(see Figure III-2).19 This list was included to determine the specific products and services
supplied by respondents and to allow for segmentation of the different aspects of the supply
chain. The 18 product and service categories from the Technical Element Detail (TED) list were
broken down further into an additional 306 subcategories to provide further detail for analysis.20
Additionally, survey respondents were asked if NASA, DOD, and/or commercial entities were
the end-users for each product, service, and subcategory selected.

Approximately 60 percent of respondents selected the Services category, which included
commercial satellite operation services, professional services, and other services (see Figure III3). These subcategories were futher broken down to include systems engineering, product
assurance, testing, and space medicine. NASA was the primary end-user identified of the
Services category, followed by commercial and then DOD end-users.

The complete list of products and services can be found in the OTE survey in Appendix E.
Charts detailing the subcategory breakouts for each of the product and service categories can be found in
Appendix A.

The second most prominent product and service category selected was the Spacecraft category,
with 55 percent of all survey respondents selecting items in this category. The Spacecraft
category consisted of various subcategories, including communications, energy storage, thermal
control, and payload (see Figure III-4). Products from this category were primarily sold to
NASA and DOD customers, with slightly fewer commercial end-users.

Overall, the leading product and service categories selected by NASA HSF suppliers for NASA
end-users were Services, Spacecraft, and Propulsion Systems (see Figure III-5). These are the
same three leading product and service categories NASA HSF suppliers sold to DOD and
Commercial end-users.21 Of note, Fifty-three percent of NASA HSF suppliers supported DOD
end-users in at least one product and service category.

Charts detailing the subcategory breakouts for each of the product and service categories sold to DOD and
Commercial end-users can be found in Appendix A.

IV. NASA Supplier Sales
OTE asked survey respondents to report U.S. and non-U.S. sales information with breakouts for
Government and Non-Government sales for 2007-2010, and to project sales in these areas for
2011-2015. Companies also provided NASA sales information, including data for human space
flight (HSF) and non-HSF programs, and a percentage breakout for Space Shuttle (Shuttle),
International Space Station (ISS), and Constellation (CxP) sales.22 OTE then applied the tiering
system explained in Chapter II to further analyze respondent data.
Of the 536 survey respondents, 188 companies declared their sales information at the Business
Unit/Division level, while 348 HSF suppliers reported their sales data at the Corporate/Whole
Company level.23

A. Total Company Sales Including NASA Sales
From 2007-2010, survey respondents conducted over $1.7 trillion in total sales (including a
small percentage of NASA sales) reporting an average of $431 billion in sales annually. Sales
peaked at $455 billion in 2008, falling five percent the following year. Revenues declined even
further in 2010, approaching parity with 2007 levels (see Figure IV-1). Tier 1 sales constituted
the vast majority of reported sales – $400-440 billion annually. Tier 2 sales were between $12
and $13 billion per year, while Tier 3 sales were approximately $2 billion per year.

A number of survey respondents indicated they did not know the breakout of their sales because they either did
not track sales by program, sold to someone who sold to NASA, or sold to NASA but did not know the specific
programs in which their products and services were used.
23
Respondent “Source of Sales Data” designations for Section 6.a sometimes differed from source designations
reported in other questions. This was because NASA suppliers, in particular Tier 1 companies, reported their sales
information on a NASA or space-affiliated enterprise basis but reported other data, such as their balance sheet data,
at a Corporate/Whole Company level.

Looking at the year-to-year percent change, each tier experienced similar percentage growth in
sales from 2007-2008 (see Figure IV-2). All tiers experienced decreases from 2008-2009,
though Tier 1 respondent sales did not drop as much as those in Tiers 2 and 3. However,
respondents in Tiers 2 and 3 had higher percent increases in sales from 2009 to 2010 than Tier 1
respondents. This is understandable, as Tier 2 and 3 companies have smaller sales numbers than
Tier 1 companies, and therefore experience larger percent increases and decreases.

The 2008-2009 global recession and corresponding decreases in Non-Government demand were
largely responsible for the drop in respondent aggregate sales data. Moreover, with NASArelated sales representing slightly more than two percent of the $1.7 trillion of combined sales
over the 4-year period, it could be inferred that the Shuttle retirement and CxP transition had
little impact on overall aggregate sales, at least through 2010 (see Figure IV-3). However, it is
important to note that Tier 1 companies made up 96 percent of the aggregate sales, masking any
impact the program terminations had on smaller companies in the lower tiers or on Tier 1
Business Units/Divisions dedicated to NASA programs, which make up 81 percent of survey
respondents.

The 150 survey respondents that identified themselves as dependent on NASA conducted over
$167 billion in total sales from 2007-2010, reporting an average of $41 billion in sales
annually.24 Unlike the total survey sample, aggregate sales of NASA-dependent respondents did
not decline after 2008 but continued to increase (see Figure IV-4). Tier 1 sales constituted the
vast majority of reported sales for NASA-dependent respondents – $34-43 billion in sales

See Chapter X for further discussion of NASA-dependent survey respondents.

annually. Tiers 2 and 3 sales were approximately $2.5 billion per year. NASA-dependent
companies in all three tiers experienced a total sales increase over the four-year period.

B. Government/Non‐Government Sales
Most NASA HSF suppliers sold to both Government and Non-Government customers. Before
2009, aggregate Non-Government sales surpassed Government sales by a margin greater than
$30 billion. In 2009, aggregate Government sales eclipsed Non-Government sales, and the trend
continued in 2010 when Government sales were approximately $20 billion higher. Sales to the
Government rose 22 percent from 2007-2010, growing nearly seven percent on average each
year, compared to the 16 percent decline in Non-Government sales over the period (See Figure
IV-5).

From a tier perspective, Tier 1 companies had an equal percentage of aggregate sales to
Government and Non-Government entities from 2007-2010 (see Figure IV-6). Tier 2 and Tier 3
respondents, however, exhibited a greater reliance on Non-Government work, with only 30
percent of their aggregate sales attributed to Government customers. A portion of this reliance
may be due to some companies not having enough visibility to report on Government sales.

The reliance of Tier 2 and 3 suppliers on Non-Government customers helps to explain financial
difficulties they may have faced during the recession and resulting viability concerns.25 The rise
of Government sales may have strengthened the financial position of Tier 1 NASA HSF
suppliers in the wake of the recession. However, as the lower tiers do not perform much direct
business for the public sector, at least when compared to Tier 1 proportions, the decline in NonGovernment sales after 2008 placed downward pressure on their financial positions.
Projections for 2011-2015 sales highlighted survey respondent uncertainty about the future of the
market. The majority of respondents said they either were “not sure” about their company’s
future sales trends, or anticipated “no change” for both Government and Non-Government sales
in the U.S. and elsewhere over the five-year period.26 However, survey respondents were more
likely to anticipate an increase in both Government and Non-Government sales than to project a
decrease in sales.

A more detailed discussion of the financial difficulties faced by NASA-dependent survey respondents can be
found in Chapter X.
26
Graphs on survey respondent aggregate sales projections can be found in Appendix A.

C. NASA Sales
To help distinguish NASA-based revenues from those generated from other customers, OTE
asked respondents to disclose their overall NASA sales for 2007-2010. During the period,
aggregate NASA sales grew by 29 percent, from $9.2 billion in 2007 to $11.9 billion in 2010.
The vast majority of NASA sales were attributed to Tier 1 survey respondents, who recorded a
30 percent increase during the period. Tier 1 companies also exhibited the most growth in
NASA business over the four-year period when compared to Tiers 2 and 3 (see Figure IV-7).
Nevertheless, Tiers 2 and 3 exhibited double digit growth.

Sixteen survey respondents derived 90 percent or more of their total sales from NASA in at least
one year from 2007-2010; six respondents derived 90 percent or more of their total sales from
NASA in all four years. These companies represented all tiers, though most of these respondents
were Tier 3 companies. In addition, four of these 16 companies did not identify themselves as
dependent on NASA-related sales.
Despite the growth in NASA sales since 2007, companies expressed uncertainty regarding
NASA sales for 2011-2015. Of the 415 respondents that projected NASA sales, 40 percent were
39

“Not Sure” about their future NASA sales trends (see Figure IV-8). This lack of certainty,
combined with the 91 companies who anticipated a “Decrease,” indicates a significant portion of
NASA HSF suppliers, 259 or 62 percent of the 415 responses, are not confident about their
future NASA-related business. The CxP transition and the lack of a definitive plan for HSF
likely contributed to their uncertainty.

D. HSF Sales ‐ Shuttle, ISS, and CxP
Survey respondents were asked to report their NASA-affiliated HSF and non-HSF sales in 20072010. They also submitted details of their program-specific HSF sales, including break-outs of
their Shuttle, CxP, and ISS sales.27
Overall, survey respondents had a larger amount of HSF program sales than non-HSF program
sales (see Figure IV-9). Aggregate HSF sales represented 66 percent of total NASA sales, $23.2
billion of $35.1 billion, in 2007-2010. Following the trend of respondents’ Government sales,
both NASA HSF and non-HSF program sales increased in the period, at 26 percent and 55
percent, respectively.
27

Respondents were selected to participate in the survey based on previous sales to NASA HSF programs.

During the period, Tier 1 NASA HSF suppliers sold $21.9 billion in products and services for
HSF programs and $10.5 billion for non-HSF programs, representing roughly a 2:1 proportional
relationship (see Figure IV-10). For Tier 2 and Tier 3 suppliers, the sales ratios were closer to
1:1.

Of the $22.6 billion reported in specific HSF-program sales by all tiers, 51 percent was Shuttlerelated, while ISS and CxP represented 25 percent and 24 percent, respectively.28 In the
aggregate, respondent HSF sales increased over the period largely due to rising sales from CxP
and ISS program business. CxP and ISS sales increased by 134 and 62 percent, respectively,
while Shuttle sales decreased by eight percent over the period.29 For many HSF respondents,
sales of CxP and ISS-related products and services helped reduce, at least temporarily, the
deleterious effects of the planned Shuttle retirement (see Figure IV-11).

Based on their aggregate HSF sales in the period, Tier 1 NASA HSF suppliers were more
oriented towards Shuttle-based business than ISS or CxP. Tier 1 companies recorded 52 percent
of their HSF sales as Shuttle-affiliated, while ISS and CxP program-based sales accounted for 25
percent and 23 percent, respectively (See Figure IV-12). Sales of Tier 2 and Tier 3 respondents
did not exhibit the same proportions. Tier 2 HSF program sales were nearly equally distributed
among the three programs, while Tier 3 HSF sales were more heavily drawn from CxP business
(59 percent of aggregate period HSF derived revenues) than either ISS or Shuttle business.
28

It is important to note that there is a $600 million gap between the reported specific HSF-program sales and the
reported overall NASA HSF sales. This gap is largely attributed to some respondents’ lack of visibility into the
actual end-use application of the parts and components sold to NASA.
29
Some Shuttle contracts remained in place well into 2010.

From an individual survey respondent perspective, the proportion of respondent HSF sales to
NASA-derived sales is rather distinct. For those respondents that reported HSF sales, data
showed the average Tier 3 company had a larger percentage of NASA sales dedicated to HSF
business than its more diversified Tier 1 and Tier 2 counterparts (see Figure IV-13).

Each respondent capable of estimating their NASA program sales allocations provided the
percentage of HSF sales corresponding to Shuttle, CxP, and ISS programs. The percentage of
HSF sales for CxP increased substantially over the period for all three tiers (see Figure IV-14). It
is important to note that due to the timing of the announcement, these figures do not reflect the
impact of the CxP transition.

While the CxP sales as a percentage of HSF sales increased over the period, Shuttle sales as a
percentage of HSF sales decreased for companies across all tiers (see Figure IV-15). This is
understandable, considering the planned retirement of the Shuttle was announced in 2004.
Shuttle program activity continued into 2011, when the last Shuttle mission occurred, which
accounts for the existence of Shuttle sales in 2010.

As a percentage of HSF sales, the respondent averages of ISS sales were the smallest of all HSF
programs. ISS sales of Tier 3 respondents rose slightly, while Tier 2 respondents experienced an
overall decline (see Figure IV-16). Tier 1 companies, who had the highest ISS sales as a
percentage of HSF sales, experienced fluctuating but overall growth.

Looking forward to 2011-2015, ISS has taken on increased importance to many of the
companies, with Shuttle and CxP both cancelled. However, when asked to project future ISS
sales, approximately the same numbers of survey respondents were either “Not Sure” or
projected “No Change” (see Figure IV-17).30 In addition, almost twice as many respondents
anticipated a decrease than anticipated an increase in ISS sales in the future.

E. Non‐U.S. Sales
More than half of survey respondents, 56-58 percent depending on the reporting year, had nonU.S. sales/exports over the period.31 The non-U.S. sales of these respondents consisted of all
products and services, including space-related items. Overall, approximately a quarter of
aggregate total sales were due to non-U.S. sales (See Figure IV-18).

At the time of the survey, ISS was the only NASA HSF program continuing beyond 2011.
Non-U.S. is defined as anything outside of the 50 states, Puerto Rico, the District of Columbia, the island of
Guam, the Trust Territories, and the U.S. Virgin Islands.

Of the 150 NASA-dependent respondents, 67 had non-U.S. sales between 2007 and 2010. While
the non-U.S. sales of these NASA HSF suppliers experienced an overall increase, they were only
7.7-8.8 percent of their total sales (see Figure IV-19). This means NASA-dependent respondents
have a smaller stake in the international market than the survey population as a whole.

In addition to reporting their overall non-U.S. sales, NASA HSF suppliers were asked to record
their space-related export sales from 2007-2010 by country and corresponding dollar value.32 Of
the 323 respondents who had non-U.S. sales at least once during the period, 25 percent reported
space-related exports. The exports reported by these respondents constituted a small fraction of
the total non-U.S. sales declared by suppliers – less than one percent in any given year.
Trends in the export of space-related goods and services contrasted with the direction of total
non-U.S. sales, in both the aggregate and across the tiers. Space-related exports grew 59 percent
over the period from $841 million to $1.3 billion, while aggregate non-U.S. sales fell two percent
from $110 billion to $108 billion.
The 34 percent decline in Tier 1 space-related exports over the period far exceeded the two
percent drop in total Tier 1 exports (see Figure IV-20). Tier 2 space-related exports climbed
over 300 percent in the period and far outpaced their overall non-U.S. sales gains of merely one
percent.33 Tier 3 space-related export sales remained steady, growing just one percent from
2007-2010, which was less than Tier 3’s overall non-U.S. sale gains of 13 percent.

No more than 10 countries could be reported by each respondent. Therefore, in select instances, respondents were
not able to document all of their space-related exports.
33
Tier 2 gains in 2010 were due to one company with $698 million in export sales.

Nearly half of all reported space-related exports by dollar value were destined for Japan (see
Figure IV-21). Italy was the second largest foreign consumer of respondents’ space-related
products and services, representing 14 percent. A total of 22 countries were identified as
purchasers of U.S. space-related exports from 2007-2010.

F. Impacts of Export Controls
The impacts of U.S. export controls can vary between industrial base segments and throughout
supply chains. To better determine the financial impacts associated with export controls, survey
respondents were asked if they had lost space-related export sales opportunities to non-U.S.
competitors because of U.S. export controls. Data showed nine percent of respondents indicated
they had lost space-related export sales to foreign competitors (see Figure IV-22). While losses
were reported in all tiers, Tier 2 companies represented the largest portion of affected NASA
HSF suppliers.

Some survey respondents attributed their lost sales to non-U.S. customers insisting on ITAR-free
space-related products and services. One Tier 1 company said, “We have international aerospace
customers serviced by our foreign affiliates whose contracts specify that no American export
controlled product will be considered.” Additional comments highlighted that the ITAR-free
issue affects all tiers. For example, one Tier 2 company stated, “Many foreign commercial
satellite manufacturers dictate an ‘ITAR-free’ product be offered for any given application.”
Similarly, a Tier 3 company said, “Foreign customers did not give our company the opportunity
to quote on the items once they determined that export controls would apply. It was easier [for
them] to pursue non-U.S. products.”
NASA HSF suppliers were also asked if they had stopped exporting their space-related products
or services because of past experiences with export license denials, conditions, or extended
delays. Less than two percent of respondents responded “Yes,” most of which were Tier 1
companies.34

A chart of survey respondents that stopped exporting their space-related products or services because of past
experiences with export license denials, conditions, or extended delays can be found in Appendix A.

These respondents cited various reasons for not participating in the export markets for spacerelated goods. A Tier 3 company said, “Other than Canada, we elect not to promote sales of
space-related products outside the U.S. When international customers ask for quotes, we advise
them of the potential cost and delays associated with ITAR orders, and they lose interest.”35
Another Tier 3 company stated, “The cost of doing this business outweighs the profit for a
company as small as ours. It makes the product too expensive.” A Tier 2 company said, “We
generally do not consider selling our products and services abroad, because in most cases the
time required to obtain a license precludes timely submission of bids.”
The 46 respondents who reported lost space-related export sales due to U.S. export controls also
provided the approximate dollar value of the lost sales incurred during 2007-2010. The vast
majority of lost space-related export sales fell between $100,000 and $5 million, though in select
instances respondents reported lost space-related export sales between $5-50 million (see Figure
IV-23). Seventy-eight percent declared Manufacturing as their primary business line, while 37
percent identified themselves as dependent on NASA business.

ITAR stands for International Traffic in Arms Regulations.

G. Capacity Utilization Rates
Another way to better understand industry health and competitiveness is to review the annual
capacity utilization rate of survey respondents’ operations. Companies provided their average
production capacity utilization rates for 2007-2010 based on a seven day-a-week, three eighthour shift production schedule. Out of the 536 companies that were surveyed, 340 listed a
production capacity utilization rate for at least one year. Averaging across all tiers, capacity
utilization decreased over the four-year time span from 69 percent in 2007 to 67 percent in 2010
(see Figure IV-24).
Between 2008 and 2009, every tier experienced a decline in capacity utilization rates, with Tier 1
companies experiencing the largest overall decrease. This was similar for the general trend in
U.S. industry as the national average for capacity utilization rate dropped from 71 percent to 62
percent. The survey respondents rebounded slightly based on 2010 data, although not returning
to 2007 levels. Overall, the NASA HSF survey respondents’ capacity utilization rates are lower
than those of the related Aerospace and Miscellaneous Transportation Equipment Manufacturing
industry, which had a rate of 89 percent in the fourth quarter of 2007 and 71 percent in the fourth
quarter of 2010.36

The Federal Reserve, http://www.federalreserve.gov/releases/g17/revisions/Current/DefaultRev.htm, Accessed 21
October 2011.

The companies that indicated they were dependent upon NASA followed the same trend as the
survey population for capacity utilization rates, although they exhibited lower annual rates. The
utilization rates of NASA-dependent companies fell from 67 percent in 2007 to 62 percent in
2009, recovering to 64 percent in 2010. Of the three tiers, only the Tier 2 NASA-dependent
respondents did not experience a drop in the average capacity utilization rate (see Figure IV-25).

H. Machinery, Tooling, and Facilities
NASA suppliers were asked if their company currently owned or leased any machinery, tooling,
or facilities specifically for Shuttle, ISS, or CxP program-related business. Survey respondents
were then asked to identify the item, its function, level of ownership, and the systems it
supported, as well as the item’s status. Fifty-two different companies reported that they owned
or leased these items for NASA HSF programs.
Overall, 52 companies identified 48,623 specific machinery, tooling, and facilities. Of these
items, 99.8 percent were identified by Tier 1 survey respondents. Ninety-one percent of the
items were Government Furnished Property (GFP), while nine percent were owned by the
companies.37 A vast majority of the items, 86 percent, was used strictly to support the Shuttle
(see Figure IV-26). The remaining 14 percent was divided between ISS, CxP, and a combination
of all three programs.

Out of the machinery, tooling, and facilities reported, 90 percent of the items were listed as still
in-use in 2010. With the 2011 retirement of the Shuttle, the majority of these items will be
processed by the General Services Administration (GSA) to be transferred, sold, scrapped, or
37

GFP is defined in the Federal Acquisition Regulations as “property in the possession of, or directly acquired by,
the Government and subsequently furnished to the contractor for performance of a contract.”

donated.38 A small portion of these Shuttle-related items, as well as items used for CxP, are
being evaluated for use in future HSF programs. However, the loss of the items not in use, along
with the skilled workforce to operate them, will lead to a significant decrease in the space
industrial base’s production capacity for the foreseeable future.

I. Top Space‐Related Customers
To better understand the supply chain and learn more about NASA HSF suppliers’ customers,
both domestic and foreign, respondents were asked to identify their most-significant spacerelated customers by name, domestic/foreign origin, and dollar value.
Respondents identified 2,146 customer records and 540 unique customers, which encompassed
both government and industry entities. These included branches of the U.S. military, civilian
agencies, government contractors, commercial customers, and non-U.S. entities. Most customers
identified by respondents, particularly by those in Tier 1, were from the aerospace and defense
sectors. Based upon survey comments, many companies were not sure what the end-use of their
products were and were unable to identify space-related customers.
Direct sales to NASA customers constituted only 316 customer records (15 percent of 2,146),
with most sales to NASA falling under $2 million in value. Among the nine category ranges
provided in the survey, respondents generally sold “Less than $100,000” to any single NASA
customer during the period; half of these respondents were Tier 3 companies (see Figure IV27).39 The vast majority of companies with sales to customers of “More than $100 million” were
Tier 1 respondents.

38
39

Information on acquiring surplus federal property can be found at http://www.gsa.gov/portal/content/104591.
NASA centers and other “NASA” customer affiliations were consolidated to represent “NASA Direct.”

Non-U.S. space-related customers represented only six percent of the 2,146 records of mostsignificant customers provided by survey respondents for 2007-2010. These 124 foreign
customers consisted primarily of aerospace companies, but included government agencies and
government-sponsored entities such as institutes and laboratories in select instances. The sales
dollar range most frequently selected for non-U.S. space-related customers was between
$500,000-2 million. The second and third most frequently selected dollar ranges for non-U.S.
customers were between $100,000-500,000 and $2-5 million, respectively.
Of the 540 unique customers listed, 101 were reported by more than one company; five
customers were listed more than 100 times each (see Figure IV-28). Eleven of the customers
listed by multiple companies were government agencies or entities, and eight were non-U.S.
based companies. Fifteen percent of the 540 unique customers were surveyed in this effort.

V. Employment
OTE asked survey respondents to provide the number of full-time equivalent employees in their
U.S. operations from 2007 to 2010. This information was provided for eight different
professional occupations: Administrative Staff, Facility Operations/Maintenance, IT/Network
Engineers, Production Line/Support Technicians, Production Managers/Supervisors, Quality
Control/Test Operators, Research and Development (R&D) Staff, and Sales and Marketing Staff,
plus a catch-all Other category. These employment figures capture personnel in all business
lines for the responding companies, with NASA-related activities as a small portion of the
overall aggregate figures.
Survey respondents provided the number of scientists and engineers on staff, and the percentage
breakout of personnel that were dedicated to supporting the Space Shuttle (Shuttle) and
Constellation (CxP) programs during the time period. In addition, survey respondents were
asked about the personnel categories difficult to hire and retain, critical personnel skills and
competencies, and production and/or inspection personnel with NASA-required formal
qualifications/certifications.

A. Total Aggregate Employment
Total aggregate employment for the 536 NASA human space flight (HSF) suppliers proved to be
relatively stable over the 2007-2010 period. There was a 3.7 percent increase from
approximately 574,000 employees in 2007 to approximately 595,000 employees in 2010, with a
slight peak in 2009. Approximately one-third of the total aggregate employment each year was
reported by survey respondents at the Business Unit/Division level.
Tier 1 companies employees the largest number of personnel, making up 88.2 percent of total
survey respondent employment in 2010 (see Figure V-1). Tier 2 and Tier 3 companies made up
9.4 and 2.4 percent of total employment reported for the year, respectively. Tier 1 companies
exhibited an increase of 4.5 percent in their employment from 2007 to 2010, while Tier 2 and
Tier 3 companies exhibited overall decreases of 1.8 and .63 percent, respectively, though they
did experience peaks in 2008.
58

From a company-specific perspective, however, 254 respondents experienced a decrease in
employment, and 77 respondents experienced a decrease in employment of greater than or equal
to 25 percent. The average decline per company among the 254 respondents was 19 percent
from 2007-2010. Of the self-identified NASA-dependent companies, 60 reported a decline in
employment of greater than or equal to 25 percent. The average decline per NASA-dependent
company over the period was 20 percent.
Depending on the year, the 150 NASA-dependent companies accounted for 21-24 percent of
total employment, while companies not dependent on NASA-related business accounted for 7679 percent.40 Specifically, total employment for companies that identified themselves as
dependent on NASA business increased 7.7 percent from approximately 126,000 employees in
2007 to approximately 135,000 in 2009 (see Figure V-2). This increase slowed between 2009
and 2010, when total employment grew by 319 workers.41 It is important to keep in mind that
this data does not reflect the full impact of the Shuttle retirement and CxP transition due to the
timing of the survey.
40

A chart on percentage of total employment attributable to NASA-dependent respondents can be found in
Appendix A.
41
These figures reflect total employment at these companies, and not employment specifically dedicated to NASA
work.

Survey respondents were asked to record the total number of full-time equivalent employees in
their U.S. operations by professional occupation for 2007-2010. The largest proportion of survey
respondent employees was in the Production Line/Support Technician category, followed by
Administrative Staff.42 OTE then calculated the changes for each year of data provided, as well
as for the overall time frame.
While overall employment remained relatively stable, there is noticeable variation among the
different professional occupations. Administrative Staff, Production Manager/Supervisors, and
Quality Control/Test Operators were the professional occupation categories with the greatest
increases (see Figure V-3). The largest increases in these professional occupations occurred in
2007-2008, with smaller changes occurring thereafter.
This was offset by decreases of employment in the Facility Operations Staff and Sales and
Marketing Staff professional occupations. Facility Operations Staff steadily decreased from the
2007-2008 period, while Sales and Marketing Staff decreased from 2007-2008 and 2008-2009
before recovering slightly in 2009-2010. While they did decrease, IT/Network Engineers and

A chart on employment by professional occupation can be found in Appendix A.

R&D Staff experienced the least amount of change overall out of all of the professional
occupations.

OTE asked survey respondents to estimate the percentage of their company’s total personnel in
U.S. operations who participated in Shuttle- and CxP-related work. On average, companies
reported approximately 10 percent of their personnel that participated in Shuttle-related work,
while approximately eight percent per company worked on CxP (see Figure V-4).
The average percentage of personnel in U.S. operations who participate in Shuttle or CxP was
much higher for NASA-dependent companies (see Figure V-4). Approximately 19 percent of all
personnel at NASA-dependent companies participated in Shuttle work, while nearly 18 percent
of participated in CxP work. Tier 3 respondents had the highest average percentage of personnel
who participate in Shuttle or CxP.

B. Personnel Categories Difficult to Hire and Retain
Survey respondents were asked to identify what categories of personnel are the most difficult to
hire. Of the 472 NASA HSF suppliers that answered the question, 27 percent indicated that
R&D Staff were the most difficult to hire, followed by Production Line Staff and then Sales and
Marketing Staff (see Figure V-5).

The same three categories of personnel were identified in a slightly different order by survey
respondents when asked what occupations were the most difficult to retain. Twenty-five percent
of responses indicated Production Line staff, followed by R&D Staff and Sales and Marketing
Staff (see Figure V-6).

Respondents commented that R&D personnel are difficult to hire and retain due to the high
educational levels needed and the limited number of available candidates. A Tier 2 company
said that the skills it needs for guidance, navigation and control R&D are limited to few schools.
Another Tier 2 respondent commented that, “Very few schools directly prepare their students for
[specific engineering design applications] and need to be developed internally.”
Smaller companies indicated that they face an additional burden trying to compete with larger
companies for R&D workers due to the greater opportunities and benefits that larger companies
often offer. A Tier 2 company commented, “There are not a lot of other engineering
opportunities in the area and engineers are recruited away by larger companies.” Another
respondent, a Tier 3 company, stated, “Our products require uniquely specialized engineering
backgrounds coveted in the aerospace industry. As such we struggle to fill R&D positions.”
Respondents also indicated that the lack of continuity in NASA programs and policies was a
hindrance in hiring and retaining staff. A Tier 3 company commented:
Many folks work on NASA programs for prestige and adventure,
combined with achieving human spaceflight. With Constellation, NASA
embarked on 3rd Generation program where younger people could have
worked for many years and seen their efforts realized. Without a serious
direction, people find other things to do, rather than wait for potential
direction affected by the political leaders during an election time. People
want to be productive and participate in something special, NASA can
offer such an opportunity. The most difficult challenge in retaining people
is their need to have something they consider of value to them, their
community and the country.
NASA-dependent companies also indicated R&D Staff and Production Line Staff were the most
difficult to hire and retain, with R&D Staff selected by the most companies in both categories.
However, NASA-dependent survey respondents reported that Production Managers/Supervisors
were more difficult to hire than survey respondents not dependent on NASA-related business.43

Graphs on the professional occupations difficult to hire and retain by NASA-dependent companies can be found
in Appendix A.

C. Critical Personnel Skills and Competencies
OTE asked NASA HSF suppliers to identify their critical personnel skills and competencies, or
the expertise that is critical to viability and long-term competitiveness.44 Overall, survey
respondents indicated the leading three critical personnel skills and competencies were Technical
Expertise, Engineering, and Experience, with almost 50 percent of all responses falling into those
categories (see Figure V-7).
Tier 1 respondents listed a total of 267 critical personnel skills and competencies in their
responses, the majority of which were categorized as Engineering and Specific Industry
Knowledge. Business Practices/Management and Experience were also frequently identified.
Tier 2 respondents listed a total of 374 critical personnel skills and competencies in their
responses, the majority of which were categorized as Technical Expertise. Engineering and
R&D/Innovation were also commonly identified. Of the 556 critical personnel skills and
competencies identified by Tier 3 companies, Technical Expertise and Engineering were
mentioned the most, with Experience also repeatedly identified.

The answers provided were compiled and categorized by OTE staff.

In addition to critical personnel skills and competencies, NASA HSF suppliers were also asked
which categories they considered to be unique to their companies. Overall, respondents
considered Industry Knowledge and Technical Expertise to be their most unique skill or
competency. Tier 1 companies primarily identified Industry Knowledge as their unique skills
and competencies, Tier 2 companies primarily identified R&D/Innovation, and Tier 3 companies
primarily identified Technical Expertise.
For self-identified NASA-dependent survey respondents, Engineering and Technical Experience
were considered by most companies to be critical skills or competencies, while R&D/Innovation
and Specific Industry Knowledge were considered to be unique skills or competencies. Tier 1
and Tier 2 NASA-dependent companies primarily identified R&D/Innovation as their unique
skills and competencies, while Tier 3 NASA-dependent companies primarily identified
Technical Expertise.
D. Production and/or Inspection Personnel with NASA‐Required Formal
Qualifications/Certifications
OTE asked survey respondents if they employed production and/or inspection personnel with
formal qualifications/certifications necessary for doing business with NASA, and to provide
examples. Nearly 40 percent of all survey respondents indicated they had personnel who
maintain such qualifications/certifications (see Figure V-8). Fifty-two percent of Tier 1 and 48
percent of Tier 2 respondents had personnel with qualifications/certifications, while 27 percent
of Tier 3 respondents, respectively, indicated the same.

Survey respondents provided a plethora of these qualifications and certifications. These
examples included inspection trainings such as Magnetic Particle Inspection and Through Hole
Soldering Training and Inspection and specific NASA certifications such as Workmanship
Standard for Surface Mount Technology (NASA-STD 8739.2) and Reliability Program
Requirements for Aeronautical and Space System Contractors (NASA NHB 5300.4).45

A sample list of qualifications and certifications held by production/inspection personnel can be found in
Appendix C. Company-specific certifications can be found in Chapter II.

VI. Research and Development
Research and development (R&D) expenditures are the costs a company incurs in the process of
cultivating new knowledge, applicable to the company’s business needs, that eventually will
result in new or improved products, processes, systems, or services that can increase a
company’s sales and profits. Because R&D investment typically impacts profit margins in the
medium- to long-term, current levels of R&D expenditure reflect companies’ perceptions of
future market potential. As a result, R&D expenditures often decline during economic
downturns. R&D spending usually depends on the amount of revenue companies have available
to invest, as well as on other competing internal demands for capital.
OTE asked NASA human space flight (HSF) suppliers to record their total R&D activities for
2007-2010 and to categorize them: by the types of R&D being conducted and by the sources of
funding for the R&D. Types of R&D conducted were broken into three categories: Basic
Research, Applied Research, and Product/Process Development. Funding sources of R&D were
divided into eight categories, including Internal/Self-Funded, Federal Government, and U.S.
Industry/Venture Capital sources. OTE also asked companies to estimate the percentage of R&D
expenditures that related directly to their NASA business lines, and their R&D employment.

A. Overall Research and Development Expenditures
Of the 536 NASA HSF suppliers that responded to the OTE survey, 47 percent recorded no
R&D expenditures between 2007 and 2010. The remaining 284 respondents invested in R&D
during at least one year during the period; these companies increased their overall R&D
expenditures by six percent between 2007 and 2010.
Respondents cited multiple reasons for recording no R&D expenditures for the period. Many of
these companies were Tier 3 and/or listed distribution, services, or reselling as their primary
business lines. A number of respondents commented that they were build-to-print operations and
did not conduct R&D. Other respondents said they did not track R&D or did not have separate
budget lines for R&D expenditures.

NASA HSF suppliers that reported R&D expenditures did so at either the Corporate/Whole
Company or Business Unit/Division level. Corporate/Whole Company level data accounted for
the largest share of total R&D expenditures each year, representing between 77-79 percent of the
total over the period, measured by total dollar value (see Figure VI-1).

OTE asked NASA HSF suppliers to divide their R&D expenditures into three different
categories: Basic Research, Applied Research, and Product/Process Development. The
breakdown between each category remained relatively stable across all respondents, with no
significant shifts in total R&D expenditure patterns over the period (see Figure VI-2).

One of the 284 survey respondents contributed a disproportionately large amount of total R&D
expenditures, accounting for 33-37 percent for the years 2007-2010. As a result, the R&D
breakout in Figures X and Y are skewed toward the R&D patterns of this respondent. All of
these R&D expenditures for this respondent were reported as Basic Research, inflating the
proportion of Basic Research to Applied Research and Product/Process Development. To
account for this, the respondent’s data was removed for some of the analysis and adjusted figures
are provided.
When adjusted, Product/Process Development – R&D focused on applying research to develop
preliminary products, services, or processes – accounted for the largest share of total R&D
expenditures, ranging between 61-64 percent between 2007 and 2010 (see Figure VI-3). Basic
Research – R&D focused on experimental or theoretical work with no intended application or
use – accounted for 19-20 percent during the period. Applied Research – R&D focused on a
specific practical aim or objective – accounted for the smallest portion of total R&D, ranging
between 17-18 percent of total R&D each year.

From a tier perspective, Tier 1 survey respondents had the largest amount of R&D expenditures
in 2010, followed by Tier 2 and Tier 3 (see Figure VI-4). Within Tier 1, 64 percent of R&D
expenditures went toward Product/Process Development, while Tier 2 companies also spent the
largest amount of R&D funds on this category. Conversely, Tier 3 companies spent the majority
of R&D funds on Basic Research.

To further analyze R&D expenditures by the three tiers, calculations were made to determine
R&D expenditures as a percentage of total sales.46 Average per company R&D expenditures as a
percentage of total sales increased slightly for all tiers over 2007-2010 (see Figure VI-5). On
average, Tier 3 suppliers reported higher R&D expenditures as a percentage of total sales than
companies in other tiers. In 2007, for example, Tier 3 suppliers allocated approximately 10
percent of sales revenue to R&D, on average. Tier 1 and Tier 2 suppliers allocated
approximately six and seven percent, respectively, that same year.

B. NASA‐Related R&D Expenditures
OTE asked NASA HSF suppliers to estimate the percentage of total R&D expenditures that
relate directly to their NASA business lines. When adjusted, NASA-related R&D expenditures
accounted for six percent of total R&D outlays in 2010, $757.4 million of $11.9 billion, an
increase from four percent of total R&D expenditures in 2007 (see Figure VI-6).

R&D expenditures as a percentage of net sales measure the share of sales revenue that a company allocates toward
generating new and innovative products, services, and business processes.

Eighty-one companies, or 15 percent of all respondents, recorded NASA-related R&D
expenditures during at least one year during the period. Total NASA-related R&D expenditures
for these companies increased steadily over the period by 64 percent, from $460.8 million in
2007 to $757.4 million in 2010 (see Figure VI-7). As mentioned earlier, overall R&D
expenditures increased by six percent. The majority of NASA-related R&D data was reported at
the Business Unit/Division level, as some NASA HSF suppliers have specific space-related
Business Units/Divisions devoted to NASA.

On a per company basis, the average for NASA-related R&D expenditures also increased
steadily over 2007-2010 (see Figure VI-8). There is a large difference between the average and
median for each year because NASA-related expenditures were driven by a relatively small
number of suppliers with large outlays. Six of the 81 respondents that recorded NASA-related
R&D reported over $100 million in NASA-related R&D over the period. As a group, they
accounted for 75 percent of the NASA-related R&D reported over the period, and one of the six
suppliers accounted for 25 percent by itself.

Although the average NASA-related R&D expenditures per company increased over 2007-2010,
NASA-related R&D as a percentage of total R&D expenditures per company remained relatively
flat.47 The slight decline in the proportion of R&D spending, from 30 percent in 2007 to 29
percent in 2010, indicates that companies invested proportionately more R&D funds in other
business lines.
The 38 suppliers that identified themselves as NASA-dependent conducted the majority of
NASA-related R&D expenditures from 2007-2010, between 63-66 percent of reported NASArelated R&D (see Figure VI-9). The end of the Space Shuttle (Shuttle) and Constellation (CxP)
programs will likely impact a large portion of NASA-related R&D if there is no formal followup NASA HSF mission or if these suppliers experience solvency issues.

For NASA-dependent companies, average per company R&D expenditures as a percentage of
total sales increased slightly for all tiers over 2007-2010 (see Figure VI-10).48 On average, Tier
3 NASA-dependent suppliers reported higher R&D expenditures as a percentage of total sales
47

A graph on NASA-related R&D as a percentage of total R&D expenditures can be found in Appendix A.
A graph on median R&D expenditures as a percentage of total sales for NASA-dependent suppliers can be found
in Appendix A.

than companies in other tiers. In 2007, for example, Tier 3 suppliers allocated approximately 18
percent of sales revenue to R&D, on average. Tier 1 and Tier 2 suppliers allocated
approximately six and 11 percent, respectively, that same year.

The data show that NASA-dependent companies reported higher R&D expenditures as a
percentage of total sales on average than suppliers that are not dependent on NASA. However,
there were a number of non-dependent companies that dedicated a significant portion of their
R&D expenditures to NASA-related projects.
C. Overall R&D Funding Sources
OTE asked survey respondents to report the percentage of R&D funding received from different
types of sources.49 When adjusted, Federal Government-financed R&D makes up a slightly
larger percentage or dollar amount of R&D funding than Internal/Self-Financed R&D (see
Figure VI-11).50 Over the four-year period, 69 of 223 respondents received R&D funding from
49

There were eight types of R&D funding sources included in the survey: Internal/Self-Funded; Federal
Government; State and Local Government; Universities – Public and Private; U.S. Industry, Venture Capital, NonProfit; Non-U.S. Investors; and Other.
50
One of the respondents contributed a disproportionately large amount of total Internal/Self-Funded R&D. To
account for this, the respondent’s data was removed for some of the analysis and adjusted figures are provided.

the Federal Government. Of these 69, seven received $1 billion or more over the 2007-2010
period, amounting to $14 billion or 74 percent of the total $19 billion in reported Federal
Government-funded R&D.

However, the figures for R&D funding sources look quite different on a per company average
basis (see Figure VI-12). For survey respondents reporting R&D expenditures, Internal/SelfFinanced funding was on average over 70 percent, with Federal R&D funding approximately 16
percent. Overall, Internal/Self-Financed R&D expenditures as a percentage of total R&D
expenditures increased over the period by approximately two percent, from 74 percent in 2007 to
76 percent in 2010. Federal Government-financed R&D expenditures as a percentage of total
R&D expenditures increased by less than one percent, remaining between 16 and 17 percent over
the period. R&D expenditures financed by U.S. Industry, Venture Capital, and Non-Profits as a
percentage of total R&D expenditures remained at about two percent all four years.

From a tier perspective, Tier 1 respondents accounted for 76 percent of the more than $12 billion
in R&D funding from the identified sources in 2010, which included funding for NASA projects.
Tier 1 companies received 93 percent of the approximately $5 billion in total Federal
Government R&D funding and accounted for 65 percent of the approximately $4 billion in
Internal/Self-Financed R&D funding (see Figure VI-13). Tier 2 and Tier 3 respondents received
two and five percent of reported Federal Government-financed R&D, respectively.

D. NASA‐Related R&D Funding Sources
For the 81 survey respondents that conducted NASA-related R&D, approximately half of their
R&D funding on a dollar basis came from Federal Government sources (see Figure VI-14).51
Total Federal Government-financed R&D for these companies increased from $2.3 billion in
2007 to $2.9 billion in 2009 before falling to $2.8 billion in 2010. However, it is not possible to
ascertain how much of the R&D from the identified sources, including funds from the Federal
Government, was dedicated to NASA-related R&D activities.

A graph of the average R&D funding sources as a percentage of total R&D expenditures for suppliers that
conducted NASA-related R&D can be found in Appendix A.

From a tier perspective, Tier 1 and Tier 3 companies that conducted NASA-related R&D
received the majority of their R&D funding from the Federal Government (see Figure VI-15). In
2010, 64 percent of Tier 1 R&D and 79 percent of Tier 3 R&D was from Federal Government
sources. In contrast, Tier 2 companies funded the majority of their own R&D. R&D from U.S.
Industry/Venture Capital/Non-Profit sources was the smallest for all three tiers.

A deeper examination of NASA-dependent survey respondents shows a larger dependence on
total Federal Government-financed R&D funding – 75 percent of their total R&D funding
sources (see Figure VI-16). This is more than companies that conducted any NASA-related
R&D, for which Federal Government R&D funding was approximately 55 percent of total R&D.
Overall, approximately half of the R&D funding from reported sources for NASA-dependent
respondents was attributable to NASA-related R&D.52

E. R&D Employment
OTE asked NASA HSF suppliers about their R&D workforce and hiring practices. The number
of overall R&D employees increased from approximately 38,000 in 2007 to approximately
39,700 in 2008, and then declined to approximately 37,700 in 2010 (see Figure VI-17). The
majority of reported R&D employees worked for Tier 1 companies. The number of scientists
employed by survey respondents remained between 7,800 and 8,500 during the period, roughly
20 percent of R&D staff each year.
52

A graph on total R&D funding sources for NASA-dependent suppliers that conducted NASA-related R&D can be
found in Appendix A.

Overall, the average percentage of R&D personnel employed by the 242 survey respondents that
reported R&D staff in the United States remained stable over 2007-2010 (see Figure VI-18).
Although Tier 2 suppliers allocate the highest percent of total sales to R&D expenditures, they
employed the fewest R&D employees as a percent of their U.S. workforce compared to Tier 1
and Tier 3 suppliers.53

Figure VI-5, Average R&D Expenditures as a Percentage of Total Sales, can be found on page 61. A graph on
median R&D staff as a percentage of respondent U.S. workforce can be found in Appendix A.

NASA-dependent suppliers employed a much higher average percentage of R&D employees in
their U.S. workforce than suppliers that were not dependent on NASA (see Figure VI-19). The
percentage of R&D employees for NASA-dependent respondents remained steady at
approximately 23 percent each year, while the percentage of R&D employees for respondents
not dependent on NASA increased slightly from approximately 11 percent in 2007 to
approximately 12 percent in 2010.

VII. Capital Expenditures
Capital expenditures are used by a company to acquire or upgrade physical assets such as
property, equipment, buildings, or information technology. This type of expenditure is made by
companies to maintain or increase the scope of their operations.
OTE asked NASA HSF suppliers to record their capital expenditures for 2007-2010 at the
Corporate/Whole Company or Business Unit/Division level. Respondents were also asked to
divide their capital expenditures into three main categories: Machinery, Equipment, and
Vehicles; IT, Computers, and Software; and Land, Buildings, and Leasehold Improvements. In
addition, respondents provided the approximate percentage of total capital expenditures that
related directly to their NASA business lines.

A. Total Capital Expenditure Breakdowns
Total capital expenditures reported by survey respondents amounted to $97.2 billion for the
entire 2007-2010 period.54 Tier 1 companies accounted for the largest share of total capital
expenditures, 87 percent or $85 billion (see Figure VII-1). Tier 2 companies reported
expenditures of $7.7 billion and Tier 3 companies reported $4.5 billion. Together, Tier 2 and
Tier 3 companies accounted for 13 percent of the total capital expenditures reported over the
period.55

Total capital expenditures include expenditures for all company business lines, including NASA HSF-related
projects.
55
A graph on the breakdown of total capital expenditures reported by business units can be found in Appendix A.

All survey respondents were asked to identify the percentage of their total capital expenditures
that related to NASA business. Ninety-nine percent of the reported capital expenditures between
2007 and 2010 were not directly related to suppliers’ NASA business lines. The one percent
dedicated to NASA may be undervalued, however, because some companies had difficulty
isolating the value of their NASA-related capital expenditures from capital expenditures that
serve their other business lines. Furthermore, some companies stated that their equipment was
used for all of their business lines or that they have a number of customers for the same products
and services that they supply to NASA.
When reviewing the capital expenditures reported by companies who declared themselves
dependent on NASA business, the percentage of capital expenditures devoted to NASA
increases. NASA-dependent HSF suppliers devoted 13 percent of their total capital expenditures
to NASA business lines, while companies that are not dependent on NASA and recorded NASArelated capital expenditures devoted approximately one percent (see Figure VII-2).

Companies reported their aggregate capital expenditures in three different requested categories.56
Nearly three quarters of total capital expenditures were spent on Machinery, Equipment, and
Vehicles over the period (see Figure VII-3). The shares for other categories were nearly equal.

The three categories of capital expenditures were Machinery, Equipment, and Vehicles; IT, Computers, and
Software; and Land, Buildings, and Leasehold Improvements.

Companies that are dependent on NASA have a different mix of capital expenditures than
companies that are not dependent on NASA (see Figure VII-4). NASA-dependent companies
spent a greater portion of their aggregate capital expenditures on IT, Computers, and Software,
and Land, Buildings, and Leasehold Improvements, while companies not dependent on NASA
spent more on Machinery, Equipment, and Vehicles.

B. Total Capital Expenditure Trends between 2007‐2010
Overall, total capital expenditures by survey respondents declined by 32 percent from 20072010. Between 2007 and 2008, capital expenditures increased slightly before falling abruptly
after 2008 and continued dropping in 2009 and 2010 (see Figure VII-5). While most survey
respondents did not provide a reason for this decline, a couple of Tier 3 companies commented
that they stopped capital expenditures due to the Shuttle retirement and CxP transition. It can
also be assumed that the global recession of 2008-2009 had an impact on companies’ capital
expenditures.

Total capital expenditures for all three tiers show similar trends over the period (see Figure VII6). Tier 1 companies reduced their total capital expenditures by 28 percent. Tier 2 and Tier 3
companies, starting from a much smaller base than Tier 1 companies, reduced their capital
expenditures by 37 and 54 percent, respectively, from 2007-2010.

Capital expenditures in all three main categories also declined over 2007-2010 (see Figure VII7). Expenditures on Machinery, Equipment, and Vehicles experienced the largest decline in
value, approximately $1 billion or 23 percent. Expenditures on IT, Computers, and Software fell
by 16 percent and expenditures on Land, Buildings, and Leasehold Improvements fell by 29
percent. While aggregate capital expenditures declined over from 2007-2010, the proportion of
total capital expenditures by the three main categories remained relatively stable. This was true
for both NASA-dependent companies and companies that are not dependent on NASA.

NASA-dependent suppliers maintained relatively stable levels of capital expenditures for 20072010, reducing their capital expenditures over the period by only four percent overall (see Figure
VII-8). This contrasts sharply with companies that are not dependent on NASA, as their capital
expenditures declined by 33 percent over the period.

With regard to capital expenditure patterns in the three main categories, NASA-dependent HSF
suppliers highlighted modulating spending levels in all three areas (see Figure VII-9).
Expenditures on IT, Computers, and Software fell by 11 percent, while expenditures on Land,
Buildings, and Leasehold Improvements decreased by four percent overall. Expenditures on
Machinery, Equipment, and Vehicles, the largest category, experienced an increase of 26 percent
over the period.

C. NASA‐Related Capital Expenditure Trends
Analysis of capital expenditures of the 102 companies that reported NASA-related expenditures
provides another perspective on industry actions. NASA-related capital expenditures as a
percentage of total capital expenditures declined from 2007-2010 for the 102 companies that had
any NASA-related expenditures (see Figure VII-10).57 In 2007, the percentage of total capital
expenditures that were directly related to NASA business averaged 36 percent for each company.
By 2010, the percentage averaged 32 percent per company. Some companies indicated they
reduced their capital expenditures over the period because they anticipated that NASA would
cancel the Space Shuttle program.

The decline in the percentage of total capital expenditures that are directly related to NASA
business lines seems to be driven mostly by Tier 3 companies. The average percentage per
company for Tier 3 decreased from 39 percent in 2007 to 28 percent in 2010. In contrast, the
average percentages per company for Tier 1 and Tier 2 remained relatively stable over the
period.
57

These figures represent averages of per company percentages for each year.

Of the 150 self-identified NASA-dependent suppliers, 68 reported NASA-related R&D
expenditures. The R&D expenditures for these companies were slightly more than $82 million
in 2007, and declined approximately $58 million in 2009 before increasing to $76 million in
2010 (see Figure VII-11). While NASA-related R&D expenditures for companies not dependent
on NASA remained relatively stable over the four-year period, the amount of total outlays was
much less than that of NASA-dependent companies.

The 68 NASA-dependent survey respondents with NASA-related expenditures also experienced
a decline in the percentage of total capital expenditures directly related to NASA business lines
(see Figure VII-12). The average NASA-related expenditures as a percentage of total
expenditures for NASA-dependent HSF suppliers declined approximately five percent between
2007 and 2010. In contrast, the average for suppliers not dependent on NASA increased slightly
during the period, although capital investment by NASA-dependent companies remained twice
as large.

D. Capital Expenditures as a Percentage of Total Sales
To better understand the extent to which NASA HSF suppliers reinvested revenues in physical
assets from 2007-2010, rates of capital expenditures over total sales were calculated across both
tiers and NASA dependent segments. Respondent data showed that during the period, the
percentage of total sales dedicated to capital expenditures declined from 2.5 percent to 2.3
percent on an individual company basis. On average, between two to three percent of
respondents' revenues were used for capital expenditures (see Figure VII-13). Tier 3 companies,
on average, exhibited the largest decline in capital expenditures as a percent of revenues during
the period, from 2.5 percent to 2.1 percent.

When evaluating the capital investment data reported by NASA dependent companies, those
survey respondents dependent on NASA business invested less on average than respondents not
dependent on NASA work (see Figure VII-14). Across suppliers both dependent and not
dependent on NASA business, the rate of investment in capital goods as a percentage of total
sales declined from 2007-2010.

VIII. Supply Chain Relationships
A key aspect of supply chain management is understanding the different interrelationships
between the companies within the supply chain that support NASA programs. To that end, OTE
asked NASA human space flight (HSF) suppliers to provide information on their U.S. and nonU.S. mergers and acquisitions and joint ventures. Survey respondents also provided detailed
information on their top domestic and non-U.S. competitors. Finally, companies reported on
their own supply chains by supplier as well as by products and services acquired. This provided
a unique portrait of relationships for NASA HSF companies throughout multiple tiers.

A. Mergers and Acquisitions
Survey respondents were asked to identify their most significant mergers and acquisitions
(M&As) that occurred from 2007 to 2010.58 In total, 134 survey respondents or 25 percent
reported at least one M&A transaction during the period, with a total of 306 M&A transactions
reported. The number of M&A transactions fell significantly from 107 in 2007 to 39 in 2010
(see Figure VIII-1).
In 2007, 60 Tier 1 respondents reported M&A transactions compared to 33 from Tier 2 and 14
from Tier 3. By 2010, M&A transactions decreased by 68 percent in Tier 1 and by 57 percent in
both Tier 2 and Tier 3. Although the exact reasoning behind the decline is uncertain, it can be
inferred that the economic downturn and reduction in available credit, which occurred from 2008
to 2009, had an impact on companies’ M&A activities.

A merger is a business activity involving the combination of two companies to form a single company, while an
acquisition is the purchase of one company by another.

More than two-thirds of the reported 306 M&A transactions took place in the United States. The
largest number of non-U.S. M&A transactions took place the United Kingdom and Canada; five
M&A transactions took place in China.59 The number of M&A transactions declined by more
than 60 percent both in and outside the United States from 2007-2010 (see Figure VIII-2).

A chart detailing non-U.S. M&A transactions by country can be found in Appendix A.

Companies listed a number of reasons why M&A transactions occurred, including to enter new
markets, to access potential new customers, to gain specific skills and abilities such as
information technology and engineering, and ultimately to expand business lines. Most survey
respondents did not merge or accrue firms for the sole reason of increasing NASA-related
relationships, but rather to enhance their overall customer base and market position. Only one
company specifically stated that they merged to enhance their business relationships with NASA,
DOD, and commercial businesses.

B. Joint Venture Relationships
In addition to M&A transactions, survey respondents were asked about the number of NASArelated joint venture relationships in which they participated.60 Joint venture relationships
typically involve more affordable product development, market entry, co-production, technology
transfer, or other mutually beneficial aims not requiring the large capital outlays observed in
typical M&A transactions. Thirty-two of the 536 survey respondents (six percent) indicated that
they participated in at least one joint venture relationship. Those companies reported a total of
49 NASA-related joint ventures, 34 of which were related to the Space Shuttle (Shuttle), the
International Space Station (ISS), or the Constellation (CxP) programs.
Unlike most of the documented M&A activities, which were concentrated among Tier 1 and Tier
2 HSF suppliers, the distribution of joint venture relationships between the tiers was more evenly
disbursed, with slightly more occurring at the Tier 3 level (see Figure VIII-3). The survey
respondents listed multiple reasons for taking part in joint ventures, such as to increase growth in
businesses, to expand profitability, to explore a wide variety of new markets, and to facilitate
international cooperation. Some examples of product development-based joint ventures included
advanced materials for rocket boosters and nozzles, metallurgy, rocket motors, engineering,
services, and launch support activities.

A joint-venture is a contractual agreement bringing together two or more parties for the purpose of executing a
particular business undertaking. All parties usually agree to share in the profits and losses of the enterprise.

C. U.S. and Non‐U.S. Competitors
NASA HSF suppliers were asked to identify the names and locations of their company’s leading
U.S. and non-U.S. competitors, as well as the product or service relating to the competition.
While survey respondents identified their competitors’ products and services, the competitors
were not necessarily related to the survey respondents’ NASA activities but rather the
respondent’s primary business activities. Survey respondents reported 1,032 distinct U.S.
competitors, of which 20 percent were surveyed in this effort.
A total of 46 states were mentioned as headquarter locations for competitors across the United
States (see Figure VIII-4).61 Like the survey respondents themselves, the largest number of
identified competitors was located in California.62 In fact, there were four times as many
California competitors as Florida competitors, the fifth leading competitor location.

Table X was calculated by the number of mentions listed by respondents, thus some companies may be counted
more than once.
62
Thirty-three states were reported by survey respondents but not identified in Table X. These states include (in
order of number of mentions): Utah, Michigan, Colorado, Arizona, Minnesota, North Carolina, New Jersey,
Washington, Missouri, Wisconsin, Indiana, Georgia, Kentucky, South Carolina, Kansas, Tennessee, Delaware,
Oklahoma, New Hampshire, Oregon, Rhode Island, Alaska, Idaho, Iowa, Maine, Nevada, Vermont, West Virginia,
Arkansas, New Mexico, Hawaii, Mississippi, and South Dakota. Respondents also reported the District of
Columbia as a location of U.S.-based suppliers.

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A total of 462 distinct non-U.S. companies in 33 countries were identified by survey respondents
as foreign HSF competitors, less than half the number of U.S. competitors reported. The largest
numbers of foreign competitors were located in France, Germany and the United Kingdom (see
Figure VIII-5).63

Twenty countries were reported by survey respondents but not identified in Figure VIII-5. These countries
include (in order of number of mentions): Taiwan, Mexico, Sweden, Denmark, Austria, South Korea, Finland,
Norway, Singapore, Spain, Australia, Brazil, Czech Republic, North Korea, Greece, Hungary, Liechtenstein, South
Africa, Sri Lanka, and Thailand.

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Survey respondents were also asked to indicate the product and services corresponding with a
specific system, part, component, material, or service that related to their competition with an
identified company. 64 Overall, there were 2,145 products and services mentions by NASA HSF
suppliers as areas of competition in the United States, corresponding to 16 of 18 broad product
and service categories. Services and Spacecraft were the two largest categories identified,
making up 57 percent of the responses (see Figure VIII-6). This was followed by the Propulsion
Systems and Computer Hardware and Software categories.

A list of products and services can be found in the OTE survey in Appendix E.

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There were 711 products and services mentions by NASA HSF suppliers as areas of competition
outside of the United States, corresponding to 16 of 18 broad product and service categories.
Responses indicated that Services, such as Mechanical Systems Testing and Commercial
Satellite Operation, and Spacecraft, such as Hydraulics, Valves, Actuators, and Pneumatics, were
leading areas of non-U.S. competition (see Figure VIII-7). Other categories, such as Specialty
Materials and Surface Systems, were not as prevalent. The category break-downs for United
States versus non-U.S. competition were mostly similar, even though there were three times as
many product and service mentions for U.S. competitors.

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D. U.S. and Non‐U.S. Suppliers
Survey respondents were asked to identify the names and locations of their company’s ten most
significant U.S. and non-U.S. suppliers for their NASA-related programs, as well as the top five
products and services relating to the system, part, component, or service provided by each
supplier. NASA HSF survey respondents reported 1,588 distinct U.S. suppliers supporting their
activities, of which only 20 percent were surveyed in this effort.
Similar to survey respondent and U.S. competitor locations, a large portion of U.S-based
suppliers are located in California, which was mentioned 566 times (see Figure VIII-8). There
was approximately four times the number of suppliers in California as reported in Texas, the next
most frequently-mentioned state, and almost six times the number reported in Florida. Overall,
there were a total of 48 states reported for supplier locations across the United States.65

Thirty-two states were reported by survey respondents but not identified in Table X. These states include (in
order of number of mentions): Maryland, North Carolina, Colorado, Washington, Georgia, Indiana, South Carolina,
Missouri, New Hampshire, Wisconsin, Oregon, Tennessee, Kentucky, Iowa, Delaware, New Mexico, West Virginia,
Rhode Island, Kansas, Nevada, Idaho, Maine, Arkansas, Oklahoma, Louisiana, Vermont, Hawaii, Wyoming,

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There were 301 distinct entities identified by companies as non-U.S. HSF suppliers. A total of
33 countries were identified as the location of respondents’ leading suppliers, with
concentrations in Canada, Germany, Japan, and China (see Figure VIII-9).66

Mississippi, Nebraska, North Dakota, and South Dakota. Respondents also reported the District of Columbia as a
location of U.S.-based suppliers.
66
Twenty-four countries were reported by survey respondents but not identified in Table X. These countries include
(in order of number of mentions): Sweden, Switzerland, the Netherlands, India, Ireland, the Russian Federation,
Australia, Ukraine, South Africa, Mexico, Austria, Belgium, Chile, Hungary, Israel, South Korea, Norway, Portugal,
Spain, Costa Rica, Denmark, North Korea, Philippines, Puerto Rico, Singapore, and Slovenia.

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Survey respondents were also asked to indicate the top five products and services corresponding
with a specific system, part, component, material, or service that were provided by each
identified NASA-related supplier. A total of 2,978 product and service mentions were reported
across all 18 broad product and service categories (see Figure VIII-10). The Services category
represented 29 percent and the Spacecraft category represented 24 percent of total product and
service mentions, while the Space Electronics category accounted for 11 percent.

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For non-U.S. suppliers, there were 414 products and services mentioned across 13 of the 18
broad product and service categories. The Services category accounts for 30 percent of 414
mentions (see Figure VIII-11). The Services and Spacecraft categories together represented 59
percent of the total product and service mentions. The category break-downs for United States
versus non-U.S. suppliers were similar, even though there were seven times as many product and
service mentions for U.S. suppliers.

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In addition, survey respondents indicated whether or not the suppliers provided systems, parts,
components, materials, or services that related to HSF programs. For U.S. suppliers, 40 percent
of the 1,588 suppliers identified in the survey provided products and services that were used for
the NASA HSF programs Shuttle, CxP, and ISS. Twenty-nine percent of the identified U.S.
suppliers provided products and services that were not used on NASA HSF programs. Survey
respondents were not sure if products and services procured from the remaining 31 percent of
identified U.S. suppliers were related to NASA HSF programs.
For the 301 reported non-U.S. suppliers, 29 percent provided products and services that were
related to NASA HSF programs. Twenty-eight percent of identified non-U.S. suppliers provided
products and services that were not related to NASA HSF programs. Survey respondents were
not sure if products and services procured from the remaining 43 percent of identified non-U.S.
suppliers were related to NASA HSF programs.
A total of 86 distinct non-U.S. entities were identified by survey respondents as NASA HSF
suppliers. The majority of these foreign suppliers were located in Japan, Germany, and Canada

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(see Figure VIII-12). Although Japan had the most number of mentions, NASA suppliers were
dispersed globally across 20 recorded countries.67

NASA HSF respondents were also asked to report the products and services corresponding to
each of their Non-U.S. suppliers. For those Non-U.S. suppliers supporting HSF programs, there
were three products and services most often selected: Friction Stir Welding and Spun Formed
Dome, mainly from Germany; Propellants Used for Solid Fuel Rocket Propulsion, mainly from
Canada; and Integrated Circuits/Semiconductors, mainly from Japan.

Nine countries were reported by survey respondents but not identified in Table X. These countries include (in
order of number of mentions): Australia, Chile, India, Ireland, Norway, Russian Federation, South Africa, and
Spain.

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IX. Future Outlook for NASA Suppliers
In addition to quantitative data on sales, research and development, capital expenditures, and
finances, OTE asked survey respondents to provide qualitative data on their actions and
perspectives regarding challenges and issues facing NASA HSF suppliers. These narrative
responses provide insight into the impact of the retirement of the Space Shuttle (Shuttle) and
Constellation (CxP) program transition, as well as the ability of companies to operate in other
markets. In most cases, these responses complimented and more fully explained the numeric
provided in other sections of the survey.

A. Impact of Space Shuttle Retirement and Constellation Program Transition
Survey respondents were asked to explain how the Shuttle retirement and CxP transition would
affect their business. Workforce reductions, the loss of critical skills and competencies, and
declining revenue were the three most prevalent themes provided by a significant number of
NASA HSF companies. A Tier 2 company summarized the issues, stating:
The retirement of the Shuttle program without an apparent successor program will
place in peril the expertise and knowledge of experienced personnel. The
Constellation program allowed for transition of that knowledge, which is now in
jeopardy. In addition, the sudden cancellation of the multiple Constellation
contracts not only impacted future business outlook, but squanders the significant
investment we have made to capture and maintain human-rated knowledge &
technology.68
Other companies at different tiers expressed similar concerns about having to reduce their
workforce and losing competencies as a result of the Shuttle retirement and CxP transition. For
example, one Tier 3 company said, “We have already had to lay off 20 percent of our employees
and may have to lay off more if we cannot find replacement business.” A Tier 1 company
commented that the Shuttle retirement and CxP transition “… may oblige us to close our
[program office] and eliminate personnel. [The transitions] will also adversely affect our sales
and personnel at several manufacturing locations.”

Man-rating or human-rating is term used to describe the certification of items as suitable for transporting humans.

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Companies also expressed concerns about a reduction in revenue. One Tier 3 company said,
“We anticipate losing approximately $400-500K of revenue we would otherwise have garnered
without the cancellation for Constellation. This represents approximately 5 percent of any one
year’s revenues.” A Tier 1 company dependent on NASA stated, “We will lose between
$100,000 to $500,000 worth of NASA contracts per year,” which accounted for 15 percent of
their sales.
Not all companies provided negative comments on the Shuttle retirement and CxP transition.
One Tier 3 company stated, “These decisions may allow for more resources to be directed to
non-human-flight scientific missions – providing more science per dollar and lower risk.
Developing new technology for the human space program will increase the long-term strength of
NASA.” A Tier 2 company stated that there would be a “short-term impact to 2011 and 2012
sales” but they expected “new revenue streams will be generated by the replacement NASA
programs.”69

B. Preservation of Current Capabilities and Workforce
To assess the possible implications of the post-Shuttle, post-CxP environment, NASA HSF
suppliers were asked if they had a plan in place to preserve current capabilities and workforce.
Slightly more than half of survey respondents said they did have an established plan (see Figure
IX-1). Approximately the same percentage of respondents in each tier had plans in place to
preserve current workforce and capabilities.

Further analysis of the impact of the Shuttle retirement and CxP transition on survey respondents can be found in
Chapters IV, V, VI, VII, and X.

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When asked to explain why they did not have a plan in place, the majority of companies said
they did not do enough business with NASA to warrant a plan. In addition, several companies
said they did not have a plan because of the difficulty of preserving competencies and the
workforce. One Tier 1 company explained, “The nature of the business is such that long-term
preservation of skilled teams is difficult. Given the long timelines generally required to craft
new programs, considerable capability will be lost.”
Survey respondents in lower tiers also lacked a plan due to difficulties in preserving their
workforce. A Tier 2 company said, “[The] company is a small business; our people had nowhere
else to go. They left the space program, many for good.” A Tier 3 company stated, “As a
company of 24 people- down from 36 due to the NASA CxP cutback – it is financially
unrealistic for us to retain any of the workforce as to ‘preserve capabilities’. The ‘capabilities’
are inside the workforce’s heads. When the workforce left, the capabilities left.”
Those NASA HSF suppliers with a plan in place faced significant challenges in maintaining
competencies and their workforce. One Tier 1 company commented:
The termination of these programs cannot easily be planned for - it would result in
the termination of thousands of employees, reduction of R&D available for space
programs company-wide, and the abandonment of Government Furnished
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Equipment (GFE) and capital equipment in place. We have been successful in
transitioning some of the workforce to existing company programs but have still
seen terminations on the order of 2,000 people.”
Lack of direction from NASA and frustration with the ambiguity of NASA’s future plans and
programs were common themes in the comments from industry. A Tier 1 company stated, “We
rely on a matrix management approach to maintain engineering capability across multiple
programs. However, this approach is best for small changes in staffing, not wholesale
cancellation of capability.” A Tier 2 company said, “We have a plan but we are still dependent
upon NASA. If there is a long delay between Constellation and a replacement program we will
not be able to preserve capability.”
Survey respondents cited that diversification of business lines and a focus on commercial
enterprises were the leading courses of action to preserve current capabilities and workforce
levels. A Tier 1 company said, “We are fortunate that [our product] has become a very attractive
product for use in commercial aviation as well. We expect these upcoming requirements to allow
us to retain and hopefully expand our capabilities and workforce.” Another Tier 1 company
focused on diversification, stating they were “working with [another company] on the
preservation plan for some products. Most products made for NASA are similar to products
made for other customers.”
Sixty-one percent of respondents that identified themselves as NASA-dependent said that they
had a plan in place to preserve their current capabilities and workforce. Of the respondents with
plans to maintain their current capabilities in place, approximately half were tier 3 companies
(see Figure IX-2).

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Many of the survey comments from NASA-dependent companies reflected the tentative nature
of their future plans. A Tier 3 company stated, “As a small business, all we can do is adjust
expenses as related to our overall business. If revenues drop off dramatically, then all we can do
slash expenses and unfortunately this would mean cutting jobs.” A Tier 2 company said, “We
are actively looking for other business opportunities in the event that the Constellation program
is terminated but due to the magnitude of the effort, the loss of the Constellation program would
devastate our business base and that would result in significant job loses.”
While most NASA-dependent companies with plans in place prepared to decrease their
workforce, some companies planned to redistribute workers in an effort to prevent layoffs. A
Tier 1 company said, “Our plan is to redeploy as many of our staff as we can to other
government programs/projects. Those we can't redeploy will be terminated. We can't guarantee
that any staff that is redeployed to other programs will be available to NASA in the future.”
NASA-dependent survey respondents without a plan in place mentioned similar concerns about
their future stability. Companies without a plan viewed job losses as the most significant impact
of the Shuttle retirement and CxP transition and did not see alternatives to prevent the decrease
in workforce. One Tier 3 company stated, “We will not be able to maintain our current
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workforce if the space program is completely retired. We will be forced to lay off 30 percent of
our employees.” Another Tier 3 company voiced similar fears, stating, “If Constellation is
canceled, the company will lose over half of its annual income.”

C. Existing Business Plan and Product Line Modifications
Survey respondents were asked if they have already modified their business plans and/or product
lines in response to the Shuttle retirement and CxP transition. Twenty-nine percent of companies
said they had modified business plans and/or product lines (see Figure IX-3).

The majority of the survey respondents that have not modified their business plans stated they
were waiting for definitive decisions on future HSF programs from NASA and Congress. For
instance, a Tier 1 company commented, “We are waiting to understand the effects on the
ongoing Orion and Ares development work before changing our business plans.” A number of
other companies said their sales to NASA are not significant to warrant changes to their business
plans. One such respondent, a Tier 3 company, said, “We do not directly sell to NASA. Some
of our customers may but there is no means to identify this activity or if it even takes place.”
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Of the 29 percent of survey respondents that modified their business plans, the primary action
taken was to reduce their workforce. For example, one Tier 3 company stated, “We have
reduced our workforce and have plans to sell or close the business and retire.” Similarly, a Tier
1 company said, “We reallocated approximately 75 employees to other projects and have not
hired back approximately 50 others.” A Tier 2 company said:
We have built a workforce to support the Constellation program activities. This
program is included in our strategic business plan, our sales forecasts and our
staffing plans. The loss of Constellation would devastate our workforce and
result in significant job loss.
Although personnel reductions were mentioned most in industry comments, many companies
also modified their plan to reduce their scale of operations. A Tier 1 company said, “We have
halted hiring and plans for facility renovations and capital purchases.” Similarly, a Tier 3
company said “We have already begun to not replace employees that leave and are cutting
capital improvements.”
Some companies also re-prioritized their business plans and objectives away from NASA,
reducing their NASA-specific capabilities over time. A Tier 1 company said, “Based on the stop
work order on [a] project received from the prime contract, we have begun reassignment
activities and reduced the forecast for future business.” A Tier 3 company said, “We cannot wait
for NASA’s decision – we are changing our priorities.”
Some respondents focused specifically on commercial space flight and aerospace industries as a
means of reducing dependency on NASA programs. For example, one Tier 3 company said,
“We have begun aggressively targeting other market segments with the plan to diversify our
revenue streams and ultimately eliminate our dependence on customer bases that are very
unstable.” Another Tier 3 company stated, “We have looked to modernize our machining
capabilities to become more efficient with hopes to enter commercial [space] arenas.” A Tier 1
company said, “We are allocating floor space once used for NASA production to commercial
aircraft applications.”

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Of the NASA-dependent companies, 49 percent said that they had already modified their
business plan and product lines in response to the Shuttle retirement and CxP transition.
Approximately half of these respondents were Tier 3 companies (see Figure IX-4).

NASA-dependent companies that have already modified their business plans mentioned
downsizing their workforce and considering alternative programs to generate sales. One Tier 3
company stated, “We have begun aggressively targeting other market segments with the plan to
diversify our revenue streams and ultimately eliminate our dependence on customer bases that
are very unstable.” Another Tier 3 company said, “We were concerned with this for some time
and have begun diversifying the company to include non-human spaceflight products and
services and non-space products and services.”

A number of NASA-dependent survey respondents with modified business plans identified a
shift from actively planning to protecting their company with anticipated changes. A Tier 3
company stated, “We have modified our business plan with the workforce reductions, although it
is very difficult to really strategize to determine ways to assist NASA when their direction,
funding and strategy are undefined. We are in a reactionary mode vs. strategic mode.”

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D. Scheduled Business Plan and Product Line Modifications
In addition to existing modifications, survey respondents were asked if they were planning to
modify or anticipated modifications to their business plans and/or product lines in response to the
Shuttle retirement and/or CxP transition. Twenty-six percent of NASA HSF suppliers said they
intended to adjust their plan (see figure IX-5). Of the 143 survey respondents that intended to
modify their business plans, 101 had already made modifications to their business plans due to
the Shuttle retirement and CxP transition.

Many of the 143 companies were looking at shifting from reliance on NASA contracts to
contracts with other USG agencies and/or the commercial sector. For example, one Tier 3
company said, “We have always specialized in aerospace materials and have no plans to modify.
We will continue that specialty but with extra focus on commercial and military to try to offset
the loss of business from [the NASA] programs.” A Tier 1 firm said, “We will have to
reexamine our [product] investment strategy and potentially make changes to reflect an almost
exclusive dependence on commercial aviation, with some space activity remaining via our
[commercial space] business.”

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Some companies indicated that business planning was difficult due to fluctuating USG budgets
and policy priorities. A Tier 3 company stated, “The lack of technical direction and
appropriation funding inhibits our ability to have long-term vision and insight.” For example, a
Tier 3 company said, “Our plan is extremely fluid because Congress, the White House, and
NASA are still changing their plans. Once there is stability we will have a better idea of how to
move forward.”
Of the 150 companies that indicated they were NASA-dependent, 58 percent plan to modify their
business plans in response to the Shuttle retirement and CxP transition, compared to 29 percent
of all companies surveyed (see Figure IX-6). Many companies were prepared to modify their
business plan in order to remain afloat. For example, one Tier 1 company stated, “We have been
and are continuing to modify our business plans and production facilities to accommodate the
lower production rates anticipated in the Constellation Program and have developed contingency
plans for further reductions/plant closures.”

However, some NASA-dependent companies were finding it difficult to modify their business
plans. As one Tier 3 company put it, “We have already been pursuing multiple other customers,
[but] in today's space and defense markets, it is quite tough.” Other companies are even more
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desperate, when asked about modifying their business plan stating “Yes, we are looking to
survive somehow.”
E. Current and Future Participation in Commercial HSF Programs
Survey respondents were asked if they currently participate in commercial, non-NASA HSF
programs. Eighty percent of the 536 companies indicated they were not currently part of the
commercial HSF supply chain (see Figure IX-7). A portion of these respondents made attempts
to participate but have not received any commercial business or were unable to identify
opportunities.

Some of the 106 companies participating in non-NASA HSF programs indicated they provided a
number of specific products and services – such as propulsion systems, electronics, structural
components, mechanical products, and training support – to U.S. commercial companies. A Tier
2 company stated, “We are currently supporting [companies] with their commercial space flight
programs and we are hoping to support others.”
When asked if they currently participate in commercial, non-NASA HSF programs, 76 percent
of NASA-dependent survey respondents indicated they were not part of the commercial HSF
supply chain (see Figure IX-8). Many of these companies were not sure of the destination of
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their final goods, or stated that wanted to enter the commercial HSF market but believed there
were no opportunities to do so.

In addition to current participation, all survey respondents were asked if they anticipated taking
part in commercial, non-NASA HSF programs in the future. More than half of respondents said
they intended to participate in commercial HSF programs (see Figure IX-9).

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While many companies expressed desire to participate in commercial HSF programs, they
anticipated barriers to entering the market. A Tier 3 company hoped to participate, but stated,
“…there is currently nothing in our backlog that supports commercial human space.” Another
Tier 3 company said, “That will depend on how successful we are in building new professional
relationships in the commercial sector. We expect this to be difficult, but we are willing to try.”
Another barrier to entering the commercial HSF market listed by respondents was vertical
integration. One Tier 3 company said they will attempt to gain commercial HSF business, but
have not received orders because commercial HSF companies were performing the work inhouse. A Tier 2 company stated, “Although we are hopeful to participate in future programs,
early indications are that the primes involved have a preference for vertical integration except for
commercial off-the-shelf hardware.”
Some respondents expressed concern with conducting work on both commercial and NASA HSF
programs in the future. For example, a Tier 2 company said, “Participation in commercial
human spaceflight programs may be possible, but will be examined on a case-by-case basis.
Avoidance of organizational conflicts of interest with current work is a significant factor.” A

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Tier 1 company said their participation in commercial HSF programs will depend on NASA,
stating:
As NASA determines how to move forward with commercial human spaceflight,
we anticipate we will participate in whatever [effort is] mandated. [It] depends on
NASA funding level of commercial human spaceflight programs and the
willingness of commercial ventures to contract with existing NASA contractors
for human spaceflight engineering services expertise. There may be a bias against
expertise developed under support to NASA Field Centers being viewed as too
traditional or too bureaucratic in nature to support a commercially funded venture.
Of the survey respondents that identified themselves as dependent on NASA, 69 percent
indicated they planned to participate in commercial, non-NASA HSF programs (see Figure IX10). Many of these companies were willing to support commercial programs if they could find
opportunities or find the right fit for their business. However, some respondents indicated that
they were not sure about the feasibility of participating in such programs. For example, a Tier
1company stated, “Without NASA providing the base and stability we do not believe human
spaceflight will advance beyond the venture capital stage. With a NASA commercial space
program to provide an anchor tenant, commercial spaceflight programs may be viable.”

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F. Impact on Other USG Agencies
Survey respondents were asked if the loss of Shuttle or CxP business would directly or indirectly
affect their ability to maintain business lines with other USG customers, and to identify the
affected customers. Sixteen percent or 86 NASA HSF suppliers stated that their business with
other USG customers will be impacted in some form. Of these companies, 77 percent were
dependent on NASA business. Overall, Tier 3 companies had the highest rate of cross-agency
impact as a result of the Shuttle retirement and CxP transition.
Companies expected the loss of Shuttle or CxP business to primarily impact the availability of
products and services, program costs, workforce levels, and technology development. These
companies provided goods and services not only to other NASA programs, but to the National
Oceanic and Atmospheric Administration, the Federal Aviation Administration, and various
defense-related agencies.70
The Shuttle retirement and CxP transition will primarily affect NASA’s centers and non-HSF
programs, with 60 survey respondents reporting that their NASA business will be impacted (see
Figure IX-11). After NASA, the Missile Defense Agency, the U.S. Army’s Space and Missile
Defense Command, and the U.S. Air Force’s Space and Missile Systems Center were identified
as the most affected agencies.

Defense-related agencies were the Defense Advanced Research Projects Agency (DARPA), the Office of the
Director for Defense Research and Engineering (DDR&E), the Missile Defense Agency (MDA), the National
Reconnaissance Office (NRO), the U.S. Army’s Space and Missile Defense Command (SMDC), and the U.S. Air
Force’s Space and Missile Systems Center (SMC), and the U.S. Navy’s Office of Naval Research (ONR).

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Specifically, survey respondents noted that the loss of Shuttle or CxP program business will
impact contracts with other USG agencies through the loss of experienced personnel, increased
cost of equipment and operations, potential loss of software and manufactured products, and
reduction in R&D expenditures. Encapsulating many of the issues raised by survey respondents,
a Tier 1 company explained:
The Constellation Program … has been a significant source of business for us and
our supplier base. Sales base generates R&D funds that are used to innovate
across the enterprise. The reduction of sales will result in the reduction of R&D
funds across the enterprise. Additionally, critical capabilities being developed for
the Constellation program … have cross cutting applicability to the enterprise—in
talent that moves between programs and in capital facilities. The skilled
workforce that supports the Constellation Program is of direct benefit to our
NASA and other government customers. The importance of high visibility
programs such as the Space Shuttle and Constellation programs for education and
outreach in STEM areas should not be underestimated. In most cases these
programs are the ambassadors on college campuses drawing students to work in
defense and aerospace jobs.
NASA’s non-HSF programs stand to be most affected, as the workforce and expertise of survey
respondents providing services to Shuttle and/or CxP were also used for other NASA-programs,
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including earth sciences. Some survey respondents indicated that CxP work was critical in
allowing companies to maintain large, skilled workforces that could then be used to support a
variety of NASA programs. The loss of personnel and increased cost of operations could impact
many companies’ ability to cost-effectively support NASA in the future. As a Tier 3 company
explained:
Prior to Shuttle and Constellation cancellation we were able to leverage
Shuttle/Constellation personnel to support, for example, Space Station needs.
Post-Shuttle/Constellation cancellation, these personnel are no longer available
for cross-utilization.
The Missile Defense Agency (MDA) was the second most mentioned agency, with 28 companies
indicating that their business with MDA will be impacted by the Shuttle retirement and CxP
transition. A Tier 3 company explained the cross-functional impact, stating, “MDA business
opportunities have benefited from our successful NASA R&D efforts.” Likewise, a Tier 2
company stated, “We have applied similar skills sets to both NASA and MDA and the loss of our
NASA personnel will negatively influence our ability to provide such resources to MDA.” Not
only will innovation and workforce be affected, but maintenance of physical inventory could be
vulnerable, as a Tier 3 company explained, “With the loss of the space customers we may not be
able to keep enough inventory to satisfy Missile Defense.” Finally, a Tier 2 company stated,
“The loss of the Constellation & Space Shuttle programs will invariably cause an increase in
costs to MDA and SMDC.”
In addition to MDA, 27 survey respondents maintaining business with the U.S Air Force/Space
and Missile Systems Center (SMC) expected cost increases and collateral impact to workforce
and innovation as a result of lost NASA work. Cost seemed to be the primary issue concerning
suppliers, as several Tier 2 and 3 companies said the loss of Shuttle or CxP business will force
prices to rise for other programs. A Tier 3 company explained, “Technology developed on
NASA projects provided foundation for proposals and programs with DOD customers.”
Regarding workforce, a Tier 2 company stated:
Because we had developed a workforce to support large programs such as
Constellation, we have the ability to respond to other opportunities as they arise.
The Constellation program gives us the ability to share human resources across
programs and to retain a skilled workforce.

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Additionally, 27 companies said their business lines to the U.S Army/Space and Missile Defense
Command (SMDC) would be impacted as result of the loss of Shuttle and/or CxP business.
Survey respondents again indicated that reductions in NASA-related workforce, capability, and
revenue will affect their performance in furnishing SMDC programs. As a Tier 1 company
stated, “Some [NASA-related] materials are in common [with SMDC programs], and therefore
the overall technical base gets impacted by the loss.” Additionally, a Tier 3 company explained,
“Loss of skill and capabilities means any new work will start without the benefit of in-place
resources.”
Companies will be strained to begin new work with other USG agencies, as one Tier 3 company
described, “The loss of expertise and revenue from NASA will directly impact our ability to bid
tasks and the quality of those bids.” Overall, there could be fewer companies bidding on NASArelated and other USG projects because of declining skills and capabilities. The repercussions of
lost NASA HSF business could be more dramatic as some survey respondents, especially in the
lower tiers, did not know what USG agencies they supported.

G. NASA‐Related Product Compatibility with Non‐NASA Customers
Compatibility between NASA-related products and non-NASA customers indicates the potential
ability of companies to diversify their customer base in light of declining NASA HSF business
opportunities. To gauge the industrial base’s ability to diversify, OTE asked survey respondents
to report the percentage of their NASA-related products that were compatible with non-NASA
customers and applications.
Forty percent of survey respondents indicated that their NASA-related products were nearly 100
percent compatible with non-NASA customers, with an additional 14 percent of companies
having more than 50 percent compatibility (see Figure IX-12). Conversely, 27 percent of
companies said they had between 50 and zero percent compatibility between their NASA-related
products and their non-NASA customers and applications. The remaining 19 percent of survey
respondents were not sure about the compatibility of their NASA-related products, which could
be due to a lack of market knowledge or inexperience with non-traditional customers.

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From a tier perspective, approximately 40 percent of the companies in each tier said they had
near 100 percent compatibility between their NASA-related products and their non-NASA
customers (see Figure IX-13).

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Of the 150 survey respondents that identified themselves as dependent on NASA, 31 percent
indicated that their NASA-related products were nearly 100 percent compatible with non-NASA
customers, with an additional 27 percent of companies having more than 50 percent
compatibility (see Figure IX-14). Conversely, 26 percent of NASA-dependent companies said
they had between 50 and zero percent compatibility between their NASA-related products and
their non-NASA customers and applications. The remaining 16 percent of NASA-dependent
survey respondents were not sure about the compatibility of their NASA-related products.

H. Post‐Shuttle/Constellation Guidance from Prime Contractors
Survey respondents were asked if they received any guidance from prime contractors affiliated
with NASA on how to respond to the Shuttle retirement and CxP transition. Ninety-two percent
of companies received no guidance from NASA-affiliated prime contractors (see Figure IX-15).

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For the vast majority of respondents, there was a general lack of information and communication
from the prime contractors on this subject. To this point, a Tier 3 company said, “The prime
contractors do not provide any guidance on the issue or really any other issues. Their only
concern is that we are available when needed.” Another Tier 3 company said, “We received no
communication from the prime other than the stop work order.” A third Tier 3 company said,
“No guidance has been provided directly and/or indirectly from NASA or the primes. As such,
the only source of information is based upon media reports.”
Some companies were sympathetic to primes and indicated that the primes were in a similar
situation of uncertainty. A Tier 3 company said, “NASA’s current lack of strategic vision and
programmatic opportunities presents the same challenges to primes.” Another group of survey
respondents were not concerned by the lack of guidance from prime contractors, stating that their
NASA-related business was too small to warrant such communication.
Some of the eight percent of survey respondents that received guidance documented the benefits
of communication with prime contractors. For example, a Tier 3 company said, “We have
worked with [the prime contractor] and NASA to adjust our inventory levels and helped
transition departments that have been closed. We have shifted resources accordingly.” One
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prime, a Tier 1 company, also reported that they “provided guidance to [their] subs on required
reductions based on reduced funding and revised task orders from NASA.”
Of the 150 companies that identified themselves as dependent on NASA, 84 percent received no
guidance from their NASA-affiliated prime contractors (see Figure IX-16). One Tier 3 company
stated, “I think there is still too much confusion as to what is going to take place with regards to
how it will impact our business.” A Tier 2 company said, “I think they are probably figuring that
we will all take care of ourselves if we are not a major supplier.”

The majority of those that did receive guidance were Tier 3 companies. One Tier 3 company
said of their prime contractor, “To the best of their ability they have attempted to project future
requirements for the Constellation Program.” A Tier 2 company commented, “We worked with
[the prime contractor] to address production of final components and maintenance of tooling and
other customer-owned resources as required under existing contracts.”

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I. Post Shuttle/Constellation Guidance from NASA
Similar to their experiences with prime contractors, the vast majority of survey respondents did
not receive guidance from NASA. Ninety-four percent of survey respondents indicated they
have not received any guidance on how to best respond to the Shuttle retirement and CxP
transition (see Figure IX-17).

The comments from companies that did not receive guidance from NASA were similar to those
who did not receive guidance from prime contractors. A Tier 3 company stated, “We have
received no communication from an official source.” Several companies stated that the survey
for this assessment was the first government notice they received that the Shuttle and CxP
programs were being cancelled, with one Tier 3 company stating, “This survey is the first
interaction I have had on the subject.”
Those companies that did receive guidance from NASA were satisfied with the information and
quality of services they received. A Tier 1 company said, “Industry forums and workshops
NASA sponsored in 2010 … have proven helpful in planning alternative uses for [our]
technologies and capabilities beyond Constellation.” A Tier 2 company stated:

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The [Johnson Space Center (JSC)] Joint Leadership Team is working with senior
contract management to determine JSC core competencies and how they can be
applied to surrounding job markets such as petrochemical, medical, and shipping.
JSC is also working to make available resources that can aid the
Shuttle/Constellation workforce in the transition.
Of the survey respondents that identified themselves as NASA-dependent, 85 percent indicated
they have received no guidance from NASA (see Figure IX-18). Most of these companies stated
that they have had no conversations with NASA personnel on this subject. A Tier 3 company
said, “There have been no opportunities for such interchange.”

The majority of those NASA-dependent companies that did receive guidance from NASA were
Tier 1 companies. For example, a Tier 1 company stated, “We work closely with NASA senior
management at the center and headquarters level, along with local community and state-level
initiatives.” A Tier 3 company said that while it has had contact with NASA, “it has been
difficult due to the fact that NASA does not have a great degree of information to share with its
Contractors regarding Constellation.”

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J. Interaction with Economic Development Agencies/Organizations
OTE asked survey respondents if they had worked with any regional, state, local, or non-profit
economic development agencies/organizations to address the post-Shuttle, post-CxP
environment and to explain their response. Of the 536 responses, 45 companies or eight percent
indicated that they had worked with any such agency/organization (see Figure IX-19). The top
locations of the agencies/organizations that companies reported working with were in California,
Alabama, and Florida.

Contact with agency/organizations varied between tiers. Eighteen percent of all Tier 1
companies indicated that they had worked with an agency/organization to address the postShuttle, post-CxP environment. In comparison, six percent of both Tier 2 and Tier 3 companies
reported that they had done the same.71
Some companies indicated they have worked extensively with numerous organizations to
address multiple issues. A Tier 1 company commented, “Our company works with numerous
agencies, organizations, and universities to promote and advance human spaceflight, our
communities, and our business interests. These efforts include policy advocacy and the location

A list of organizations/agencies mentioned by survey respondents can be found in Appendix D.

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of future business operations.” A Tier 2 company also commented on their extensive work with
agencies/organizations, stating,
We have worked extensively with [multiple organizations/agencies], providing
information related to our workforce's capabilities, skills availability, and
demographics. Together we've identified industries and businesses where our
skills are directly transferable. … We are also working with local DOD
representatives, representatives from the [universities] to help define
opportunities, possibilities and challenges.
Other companies had less extensive interactions with agencies/organizations regarding
addressing the post- Shuttle, post-CxP environment. A Tier 3 company stated the, “Center for
Economic Growth in NY has helped us with training.” Another company explained that,
“Introductory meetings [have been] held with Space Florida.”
Ninety-two percent of companies indicated they had no contact with any agency/organization to
address the post-Shuttle, post-CxP environment. Many of these companies were struggling with
a lack of available information, as one Tier 3 company explained, “We were not aware that these
resources were available to address the post Shuttle and Constellation programs.” Some did not
see a need to work with an agency/organization because, as one company stated that their
“revenue from NASA related projects is inconsequential to our overall business.”

K. Willingness to Work with NASA on Future Programs
In an effort to obtain industry views on future cooperation with NASA, OTE asked survey
respondents if they were willing to support future NASA human space flight (HSF) programs.
Despite losing current and future Space Shuttle (Shuttle) and Constellation (CxP) contracts, 86
percent of survey respondents indicated their willingness to support future NASA HSF programs
(see Figure IX-20). This willingness was apparent in all three tiers.

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Many companies highlighted their competencies and ability to assist in future NASA HSF
programs. For example, a Tier 3 company said, “We believe our skill set(s) would be useful for
any future space program, and would be helpful for the man-rating of software and hardware.”72
Another company commented that, “The expertise and capabilities developed with the Space
Shuttle program can translate directly to the next generation of programs for forming, machining
and processing of complex sheet metal parts and assemblies.”
Some of these companies emphasized that while there was personal fulfillment in working with
NASA, it often was not the easiest business relationship for them to maintain due to business
uncertainties and risks. A Tier 1 company said, “…Our support for NASA's human spaceflight
dates back many decades, and we would like to continue to support it in the future. However, the
uncertainty in NASA's planning creates a difficult situation for businesses.” A Tier 3 company
echoed similar concerns, stating:
We love assisting NASA. We have the best aerospace engineers and technicians
available in the USA today, many who came to NASA because of Constellation
and Shuttle. Today, many work on NASA programs fully knowing they can
make higher pay elsewhere. While there is potential that they will look elsewhere
because their dream job is disappearing, any new, strong leadership with a focus
on human spaceflight and a near term mission will likely entice people to stay.
Otherwise, it's just a job and they will go for the highest pay.
72

Man-rating or human-rating is a term used to describe the certification of items as suitable for transporting
humans.

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Some of the 74 survey respondents or 14 percent who indicated they were not willing to support
future NASA HSF programs also mentioned uncertainties faced by NASA suppliers. More than
half of these respondents, 54 percent, were Tier 3 companies. Some respondents said NASA was
unrelated to the main focus of their business, while others said the environment was too
uncertain to factor NASA business into future plans. For example, one Tier 3 company
commented, “Probably not. It does not appear to be a sustainable business.”

L. Market Segments Served in Last 5 Years/Next 5 Years
Survey respondents were asked to identify what industry/market segments their company served
in the last five years, as well as what segments their company planned to target in the next five to
ten years. Companies could identify up to five industries/market segments for each timeframe,
which OTE then classified into 29 different categories. It is important to note that while a
company might have indicated that it will stay in the same category, any shifts in focus to other
aspects of the industry/market segment are not captured by these broad categories.
The largest industry/market segments served in the past five years were Aerospace and Defense
at 16 and 15 percent of total reported segments, respectively (see Figure IX-21). While these
two segments remained the largest industry/market segments identified by respondents for the
next five to ten years, both experienced declines. In addition, the Energy and Healthcare
industry/market segments experienced the largest increases in the number mentions by
respondents for the next five to ten years.

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M. Actions Taken to Improve Competitiveness in Last 5 Years/Next 5 Years
Survey respondents were asked to describe the actions they have taken in the past five years to
improve their competiveness. They were also asked to describe the actions they planned to take
in the next five years to improve their competiveness. OTE then classified the narrative
responses into ten action categories. Companies could provide one or more responses.
Capacity/Property, Plant and Equipment (PP&E) Investment was the action most commonly
identified by companies for increasing past and future competiveness (see Figures IX-22 and IX23). Cost Reductions and Efficiency was the second most commonly cited action identified by
companies for increasing past as well as future competiveness, comprising 16 percent of
responses for both past and future actions. Staff Adjustments and Training/Certifications
continued to be actions taken to improve competitiveness by 10 percent or more of NASAdependent respondents.

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N. Main Issues Affecting Long‐Term Industry Viability
Survey respondents were asked to identify the main issues and challenges that affected the longterm viability of their company. OTE asked companies to choose from 12 pre-identified issues;
respondents could select one or more issues that were of concern. The issue identified by the
most respondents was Domestic Competition, with 55 percent of respondents overall (see Figure
IX-24). It was also the main issue identified by the most respondents in each tier. A Tier 2
company stated, “Larger competitors offer lower prices due to being more vertically integrated
and having more automation.” A Tier 2 company said, “Domestic competition has increased due
to fewer customers in tough economic times.”

The second most commonly cited issue/challenge by survey respondents was Variability of
Demand. Many of these respondents commented on how this issue affects all aspects of their
businesses. For example, a Tier 2 company stated, “Variability of demand driven by changing
launch manifests as well as low volume & single year orders, is the single greatest challenge we
face in both retaining a qualified workforce and justifying minimal capital investment/
improvements.” A Tier 3 company said, “Variability of demand has been brutal over the last
two years, before that we could withstand the slight variations but the last two years has seen us
set back in growth by 10 years.”
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Respondents face other challenges, such as Healthcare. Several respondents mentioned that
healthcare costs were their highest cost after payroll, and most companies cited the increased
costs of healthcare as driving up their expenses. As one Tier 3 company explained, “Healthcare
costs increasing at 10 to 15 percent per year are unsustainable and will crush us in the next five
to 10 years and likely force us to abandon or decrease benefits.” A majority of Tier 3 companies,
51 percent, cited Healthcare as a main issue/challenge affecting their company, as compared to
only 39 percent of Tier 2 and 32 percent of Tier 1 companies.
Similar to the overall survey population, NASA-dependent respondents cited Variability of
Demand and Domestic Competition as the top two issues affecting their long-term viability (see
Figure IX-25). However, NASA-dependent companies identified Skills Retention as the third
top issue, which was impacted mostly by uncertain economic conditions. As one Tier 2
company stated, “Without a program such as the Constellation program we will be unable to
retain a skilled workforce that has the ability to support the potential commercial providers when
they are ready.” One Tier 1 company said, “In programs which fluctuate year after year, it is
very difficult to continue to keep skilled positions without them desiring more stability and will
leave the company.”

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O. Recommended Policy/Regulatory Changes for the U.S. Government
OTE asked survey respondents to identify what policy changes or regulatory reforms they
recommend the USG implement to enhance their competiveness. OTE received 429
recommendations and sorted them into 13 different categories (see Figure IX-26). Due to the indepth narrative provided by some survey respondents, a number of individual comments were
classified into multiple categories.

Export Control Reform was the most commonly cited recommendation, with 17 percent of
responses recommending the USG take action in the area. For example, a Tier 1 company
recommended that the USG should engage in “developing a better ITAR regime for launch
vehicle and space products.”73 Another Tier 1 company wanted export regulations to be simpler,
stating:
The U.S. Government should provide a single export control restriction list
limited to only those critical technologies that we must protect, and the list should
be reviewed frequently for relevancy. There should be clear criteria what should
be on the list. Provide a single agency for handling all export control.
Fifteen percent of responses cited Tax Reform as the second most mentioned recommendation
for the USG. A Tier 2 company commented, “Tax strategies in the U.S. prevent us from
bringing money into the U.S. that was earned by our subsidiaries - including royalties owed to
73

ITAR stands for International Traffic in Arms Regulations.

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the parent company. This limits funds available for U.S. investment by the parent company.” A
Tier 3 company explained, “High taxes on small businesses reduce the amount of capital that
could otherwise be invested in R&D or expanding the business.”
In addition, 15 percent of survey responses also recommended policy changes related to
Industrial Policy, with the majority of comments for strengthening current policies. For
example, one Tier 3 company said, “Remove all the exceptions to the Buy America Act;
purchase domestic materials only wherever possible.” Another respondent, a Tier 1 company,
suggested implementing “a U.S. Government policy that requires all Government payloads
(including secondary and hosted payloads) to be launched by U.S. launch service providers…”
A Tier 2 company stated, “Foreign contribution should be considered a viable option in the areas
where U.S. firms do not maintain the greatest level of experience and heritage.”
Many of the responses grouped into the Industrial Policy category expressed concerns about
currency manipulation and their desire for the USG to address the issue. Comments from these
companies highlighted the belief that this practice puts U.S. companies at a disadvantage. For
example, a Tier 3 company commented that the USG should, “Punish sovereign currency
manipulation.” Another Tier 3 company stated that the USG should “implement and enforce
stronger policies with foreign countries that are using unfair trading practices such as currency
value manipulation.”

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X. Supply Chain Dependency on NASA
The transition of NASA human space flight (HSF) programs, specifically from the Space Shuttle
(Shuttle) and Constellation (CxP), will have a varied effect on the health and competitiveness of
companies identified in NASA’s supply chain. For survey respondents with limited financial
exposure to NASA business, the loss of these programs is anticipated to have minimal, if any
financial impact. Other groups of survey respondents that had more exposure to NASA-related
business expressed some concern about the potential loss of sales, skills, knowledge, and
production capabilities. The remaining 150 survey respondents – the focus of this chapter – were
companies determined to be dependent on business from NASA to maintain their core
production, workforce, and technical capabilities and overall financial viability.
HSF suppliers that are dependent on NASA were identified through their survey responses.
Survey respondents were asked if they thought they were dependent on NASA-related business.
The definition of dependency was left open to allow companies to reflect on how they were
specifically affected by NASA business. Most of these respondents supplied explanations to
provide insight into the reasons for and potential consequences of their dependency on NASA.
In total, 150 companies, or 28 percent of all survey respondents, declared themselves dependent
on NASA-related business.
To validate and further understand this dependency, OTE determined NASA-dependent HSF
suppliers using a sales metric as a determinant of dependency – the percentage of total sales they
derived from NASA-related business. This percentage also allowed OTE to isolate dependencies
on specific programs in NASA’s supply chain – the Space Shuttle (Shuttle), Constellation (CxP),
and the International Space Station (ISS). Based on this analysis, OTE determined a minimum
of 25 percent of total sales in at least one year from 2007-2010 was a reasonable threshold value
to establish NASA HSF program dependency. Approximately half of the 150 companies who
identified themselves as NASA-dependent met this criteria.
In addition, OTE examined a subset of the 150 NASA-dependent HSF suppliers that experienced
low profitability as a potential area of concern for the health and viability of NASA's supply
chain. Forty-six NASA-dependent suppliers reported negative net profit margins for at least one

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year in 2007-2010, with some operating at a loss in multiple years. Overall, these 46 suppliers
underperformed both operationally and financially compared to other NASA HSF suppliers, and
represent the highest risk of insolvency and potential lost capability to NASA’s HSF supply
chain.
Finally, 16 survey respondents that did not consider themselves NASA-dependent (and are not
part of the 150 companies) but derived 25 percent or more of their total sales from sales to
NASA and/or from sales to specific NASA HSF programs were also reviewed.74
To better assess the comparative performance of NASA-dependent suppliers with those not
dependent on NASA work, OTE analyzed four performance metrics: capacity utilization rates,
net profit margins, current ratios, and debt ratios. These metrics measure suppliers' efficiency,
profitability, solvency, and indebtedness. Unless otherwise stated, the 150 HSF suppliers who
declared themselves as dependent on NASA business were those suppliers utilized in the
forthcoming analysis.

A. Profile of NASA‐Dependent HSF Suppliers
Survey respondents that identified themselves as NASA-dependent were represented in all three
tiers, participated in an array of primary business lines, and were spread geographically
throughout the United States. Moreover, a number of these suppliers listed reasons for their
dependency and what actions they were taking in response to the Shuttle retirement and CxP
transition.
The majority of the 150 NASA-dependent suppliers were Tier 3 companies (see Figure X-1).
Eighty-six Tier 3 companies, 37 Tier 2 companies, and 27 Tier 1 companies identified
themselves as dependent on business from NASA.

An analysis of these 16 companies can be found in section J of this chapter.

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NASA-dependent companies were also identified across multiple primary business lines (see
Figure X-2). NASA-dependent companies operated in 14 of the 17 primary business lines listed
in the survey. The largest number of companies that identified themselves as NASA-dependent
indicated their primary business line was Manufacturing. The other most common primary
business lines were Professional Services, R&D, and Distribution. Of the 27 survey respondents
that identified R&D as their primary business line, 18 were dependent on NASA.

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From a HSF program perspective, of the 244 companies that identified themselves as supporting
the Constellation program (CxP), 110 or 45 percent identified themselves as being dependent on
NASA. Of the 389 survey respondents that indicated they supported the Space Shuttle program
(Shuttle), 121 or 31 percent identified themselves as NASA-dependent. For the 203 companies
that indicated they support the International Space Station (ISS), 88 or 43 percent of companies
identified themselves as being dependent on NASA.
NASA-dependent HSF suppliers were located in 31 states across the United States, but were
geographically concentrated in California, Alabama, and Florida (see Figure X-3).75 These states
had a mix of companies in all tiers, but the majority of companies were Tier 3. Approximately
two-thirds of the California-based, NASA-dependent companies were Tier 3, while the NASAdependent companies in Alabama and Florida consisted of only Tier 2 and Tier 3 companies.

Fifteen states were reported by survey respondents but not identified in Table X. These states include (in order of
number of mentions): Tennessee, Arkansas, Georgia, New Hampshire, Arizona, New Mexico, Oregon, Nevada,
Missouri, Louisiana, New Jersey, North Carolina, Michigan, Wisconsin, and South Carolina. Respondents also
reported the District of Columbia as a location of U.S.-based suppliers.

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A number of NASA-dependent companies commented that NASA funds helped support their
specialized workforce. For example, a Tier 1 company stated that while it is not financially
dependent on NASA-related business, its “account structure includes a NASA account that
employs about 350 staff that solely support NASA and are dependent on NASA business.” A
Tier 2 company said:
Our company is very dependent upon NASA business. Approximately 50 percent of the
engineering staff is dedicated to supporting the Orion Crew Exploration Vehicle (CEV)
… program. We are also supporting NASA on various other planetary probe activities
and are currently supporting NASA Langley on the Inflatable Reentry Vehicle (IRVE)
program.
NASA-dependent respondents cited a number of other consequences of and reasons for their
dependency. One commonly cited reason for dependency was that the company’s business
operations were built around serving NASA. For example, a Tier 3 supplier stated, “As a small
business, our infrastructure has been developed to deal with the rigors of NASA related business
and makes it difficult to expand into more commercial markets.” Another Tier 3 supplier said
that, “Our business was built on supporting the Space Station through NASA and its
subcontractors.”
In addition, some suppliers indicated they were dependent on NASA because of their sales
relationships with NASA prime contractors. For instance, a Tier 3 company stated,
“Subcontracts on the ISS provide a stable labor base and help us maintain core competencies.
Competencies in engineering and design enable [our company] to pursue additional business
opportunities in cyclical commercial business.” Some of these respondents also commented that
the subcontractor relationship hindered their visibility to NASA’s priorities and changing
policies, as information on end-users is often not passed down to the subcontractors.
When asked about the actions their company had taken in the past five years or planned to take
in the next five years to increase their competiveness, survey respondents indicated a focus on
Cost Reductions/ Efficiency and Capability/Property, Plant and Equipment (PP&E) Investment
(see Figure X-4). Marketing Improvements showed the greatest percent change in strategy of all
the actions reported; five percent of respondents listed Marketing Improvements as an action for
the last five years while nine percent listed this strategy for the next five years.

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Companies that identified themselves as NASA-dependent were also more likely to indicate that
they needed to make changes in the Staff Adjustment category as compared to companies who
did not consider themselves NASA-dependent.76 For the next five years, 10 percent of the
responses from NASA-dependent companies indicated that they were making staff adjustment
verses 2 percent of non-NASA dependent survey respondents.

B. NASA Dependency and Sales
Survey respondents that declared themselves NASA-dependent had a per year average of NASA
sales as a percentage of aggregate sales between 28 and 30 percent over 2007-2010 (see Figure
X-5). This ratio increased over the period, suggesting that NASA-dependent suppliers became
slightly more dependent on sales to NASA. Companies that are not dependent on NASA
averaged NASA sales that were approximately six percent of total sales each year.

As mentioned in Chapter IX.

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The vast majority of comments from the 150 NASA-dependent cited a large percentage of sales
to NASA as the primary reason for their dependency. For example, one respondent said, “Our
business relies heavily on the health of NASA. Our U.S. business units derive over 50 percent of
their work from robotics, space structures, mechanisms, engineering services, and manned
operations services.”
As stated previously, approximately half of the 150 NASA-dependent respondents had sales to
NASA that were equal to or greater than 25 percent of their total sales for at least one year from
2007-2010. These companies accounted for 83-89 percent of survey respondents with sales to
NASA that were equal to or greater than 25 percent of their total sales, depending on the year
(see Figure X-6). The companies that identified themselves as NASA-dependent but did not
have more than 25 percent of their sales directed to NASA indicated they had indirect sales to
NASA through prime contractors. These sales would not be recorded as NASA sales.

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NASA sales were broken out by three specific HSF programs: Shuttle, CxP, and ISS.77 The
number of companies that had greater than or equal to 25 percent of sales to Shuttle declined
after 2009, from 14 respondents to only six respondents (see Figure X-7). It is conceivable that
companies anticipated the Shuttle retirement and made decisions which lowered their sales
exposure to the program. There were a small number of companies that derived greater than or
equal to 25 percent of total sales from Shuttle sales between 2007-2009 that did not consider
themselves NASA-dependent. In 2010, however, the six companies that had 25 percent or more
total sales from Shuttle sales all identified themselves as NASA-dependent.

Unlike Shuttle, the number of suppliers that had greater than or equal to 25 percent of sales to
CxP increased each year over the period, from 13 in 2007 to 18 in 2010 (see Figure X-8). This
increase could be due to companies shifting their focus from Shuttle to CxP. This finding
reflects the increasing trend of CxP sales as a percentage of HSF sales over the period, identified
in Section IV.

Not all survey respondents were able to provide data at the program-level.

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Similar to Shuttle, the number of companies that derived 25 percent or more of total sales from
ISS program sales decreased from five over 2007-2009 to four in 2010 (see Figure X-9). Every
company that reported greater than or equal to 25 percent of total sales from ISS sales identified
itself as NASA-dependent.

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C. Production Capacity Utilization Rates for NASA‐Dependent Suppliers
Survey respondents were asked to report their overall production capacity utilization rate for
2007-2010. High capacity utilization rates mean that companies are more efficiently using their
total annual installed production capacity, while low capacity utilization rates can be a sign of
current and future financial problems. In general, suppliers that identified themselves as NASAdependent had higher levels of excess capacity than suppliers that are not dependent on NASA.
All suppliers experienced a drop in capacity utilization rates from 2007 to 2009; NASAdependent suppliers experienced a four percent drop in capacity utilization and suppliers not
dependent on NASA experienced a drop of six percent (see Figure X-10). This is primarily
because companies that are not dependent on NASA participated more in the commercial sector,
which experienced a large contraction in demand during the recession.78 Government sales
reported by survey respondents, on the other hand, increased during the recession.

At the program-level, suppliers that derived 25 percent or more of total sales revenue from ISS
and Shuttle exhibited declines of 15 percent in their average capacity utilization rates over the
78

See Section IV.

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period, though ISS-dependent suppliers had higher capacity utilization rates on average than
Shuttle-dependent suppliers (see Figure X-11). These declines are in line with the maturity of
ISS and the pending retirement of Shuttle. Suppliers that derived 25 percent or more of total
sales revenue from CxP did not exhibit the same trend, but maintained relatively stable capacity
utilization rates over the period as CxP contracts were still underway during the survey time
period. While these results are informative, they are not that significant because there were only
five ISS-dependent suppliers, 10 CxP-dependent suppliers, and 11 Shuttle-dependent suppliers in
the population that reported production capacity utilization.

In addition to diminished sales revenue, some NASA-dependent suppliers commented that
reduced production volume resulting from declining NASA sales would negatively impact their
companies. One Tier 3 company stated that their production will significantly drop as NASA
cuts back purchases. Another Tier 3 company said, “About one-third of our company supported
NASA prior to the Constellation cancellation cutback of June 2010. Now less than 4 percent of
our company supports NASA. This hurts our rates, revenues, etc. a lot…” This suggests that
this company may have to increase prices to other customers to remain profitable, and as a result
become less competitive overall.
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D. Profitability of NASA‐Dependent Suppliers
As part of their financial statement information, survey respondents provided total sales and total
income data for 2007-2010. OTE used this data to calculate net profit margins for NASA HSF
suppliers in order to analyze company profitability. 79
The average net profit margins for NASA-dependent and non-dependent suppliers tracked
closely together, though the average profitability of NASA-dependent suppliers was less affected
by the recession than non-dependent suppliers (see Figure X-12). Profitability rebounded
beginning in 2008 for NASA-dependent companies and beginning in 2009 for non-dependent
companies. It is likely that continued NASA sales during the recession helped NASA-dependent
suppliers rebound more quickly, since they tended to participate in the commercial sector less
than non-dependent suppliers. Median net profit margins followed the same trend over the
period, but tended to be a percent lower than the average values.80

At the program-level, respondents that were dependent on ISS and Shuttle experienced a
decrease in net profit margins from 2007-2009, which was followed by an increase in 2010 (see
79
80

Net profit margins evaluate the amount of profit generated, after expenses, for each dollar of booked revenue.
A graph on median net profit margins can be found in Appendix A.

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Figure X-13). CxP-dependent companies increased their profitability on average between 2007
and 2009 and experienced a modest decline in 2010. The trend line for the net profit margins of
CxP-dependent companies was less volatile than Shuttle and ISS, as was the case for average
capacity utilization rate trends over the period.

E. Current Ratio of NASA‐Dependent Suppliers
Survey respondents also provided financial statement data on their current assets and current
liabilities for 2007-2010. 81 OTE used this data to calculate current ratio for NASA HSF
suppliers in order to analyze the ability of companies to cover short-term liabilities with cash or
assets that can be converted to cash within one year. A current ratio of less than 1.0 indicates a
company has fewer current assets than current liabilities, which can lead to liquidity and
solvency problems.
Overall, the number of total suppliers with current ratios of less than 1.0 decreased between 2007
and 2009; approximately a third of illiquid companies each year identified themselves as NASA81

Current assets include accounts receivable, inventory, and other assets that can be quickly converted to cash.

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dependent (see Figure X-14). It is difficult to determine the exact reason for this decline due to
the broad nature and diversity of the surveyed companies. The decline may indicate that NASAdependent suppliers accumulated cash to increase liquidity and protect against potential loss, or
that inventories increased. After 2009, the number of companies with illiquid current ratios
increased to a level closer to that of 2007.

The average current ratios of NASA-dependent companies over the period were slightly lower
than those of companies that were not dependent on NASA (see Figure X-15). NASAdependent companies’ current ratios increased over the period from approximately 3.0 in 2007 to
3.5 in 2010. Non-dependent NASA suppliers followed a similar trend, increasing from
approximately 3.5 in 2007 to 4.0 in 2010.

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The median current ratios also increased over the period, but were generally lower than the
average values (see Figure X-16). Like the average values, median current ratios indicate that
both NASA dependent and non-dependent suppliers may have accumulated cash or cashequivalence during the period. Companies that were not dependent on NASA tended to have a
higher median current ratio than their NASA-dependent counterparts.

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NASA-dependent suppliers that reported current assets and current liabilities had average current
ratios that far exceeded the aerospace industry over the period (see Figure X-17).82 The
aerospace industry experienced an increasing trend between 2007 and 2010, which was similar to
respondent averages, but current ratio values remained between 1.0 and 1.5 over the entire
period. NASA-dependent respondents seemed to have held much higher levels of liquidity than
their aerospace industry counterparts over the period.

At the program level, Shuttle- and CxP-dependent suppliers exhibiting program sales greater
than or equal to 25 percent of total sales tended to have higher current ratios over the period than
ISS-dependent suppliers (see Figure X-18). CxP- and ISS-dependent suppliers had more volatile
current ratio trends over the period compared to Shuttle-dependent suppliers, declining
substantially before increasing after 2008 and then declining again. Overall, ISS-dependent
companies’ average current ratios declined by nearly one-half between 2007 and 2010.

The Quarterly Financial Report issued by the U.S. Census Bureau tracks select financial information for industries
on a quarterly basis. To obtain annual figures for 2007-2010, OTE averaged data over four quarters. The Quarterly
Financial Report can be found at http://www.census/econ/qtf.

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F. Debt Ratio of NASA‐Dependent Suppliers
The debt ratio is a measure frequently used to assess financial leverage and refers to the level of
debt/liabilities used to purchase assets. This measure is calculated by dividing total
debt/liabilities by total assets. The higher the debt ratio, the higher the level of debt used to
purchase assets; a debt ratio greater than 1.0 indicates that a company has more total liabilities
than total assets.
Overall, the number of suppliers with debt ratios greater than 1.0 increased between 2007 and
2009 (see Figure X-19). The increase in companies with debt ratios higher than 1.0 indicates
that some suppliers may have had to take on more debt as a result of the recession and/or the
Shuttle retirement and CxP transition to maintain operations and capabilities. After 2009, the
number of companies with debt ratios higher than 1.0 declined.

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More than a third of highly leveraged companies each year identified themselves as NASAdependent. Since NASA-dependent companies made up roughly 28 percent of the total survey
population, this indicates that NASA-dependent companies were slightly more likely than nondependent respondents to be highly leveraged, especially in 2008 and 2009.
The likelihood of NASA-dependent respondents to be more leveraged is also reflected in the
debt ratio levels (see Figure X-20). According to the average values, NASA-dependent
companies exhibited greater leverage between 2007 and 2009, while non-dependent companies
reduced their leverage.83

A graph on median debt ratios can be found in Appendix A.

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The average debt ratio values follow the same trend as their aerospace industry counterparts,
though they tend to be much lower (see Figure X-21).84 The average values for both show
deleveraging beginning in 2009 and likely continuing after 2010.

The Quarterly Financial Report issued by the U.S. Census Bureau tracks select financial information for industries
on a quarterly basis. To obtain annual aerospace industry figures for 2007-2010, OTE averaged data over four
quarters. The Quarterly Financial Report can be found at http://www.census.gov/econ/qfr.

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Suppliers dependent on sales to ISS showed higher debt ratios on average than those dependent
on the other HSF programs (see Figure X-22). Moreover, the increase from 2007-2010 is
sharper than the debt ratios for Shuttle and CxP, suggesting that ISS-dependent companies are
becoming more leveraged by comparison. Due to the small number of observations, this finding
should not be broadly applied to other parts of NASA’s supply chain.

G. Sales Projections of NASA‐Dependent Suppliers
OTE asked all NASA HSF suppliers to provide their future sales projections for 2011-2015
based on 2010 conditions. According to survey responses, a significant portion of NASAdependent suppliers anticipated an increase in their Total Sales for all customers (see Figure X23). In contrast, a greater proportion of companies were highly uncertain as to how future
decisions by NASA would affect sales revenue, as the largest number of NASA-dependent
suppliers was unsure if sales to NASA would increase or decrease. Furthermore, the number of
suppliers that forecasted an increase in NASA sales was virtually equal to the number that
anticipated a decrease.

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For ISS sales, the only NASA HSF program scheduled to continue at the time of the survey,
NASA suppliers were either unsure about future sales or predicted there would be no change.
Almost twice as many suppliers anticipated that ISS sales would decline than those that
anticipated they would increase.

This survey data indicates that uncertainty in NASA-related policies is making it difficult for
companies to assess market risk with confidence and plan for the future. As a result, companies
can be hesitant to engage in expansionary economic activities such as capital investment and
research and development expenditures. Moreover, they might resist hiring new employees and
dismissing current employees to lower overhead costs.

H. NASA‐Dependent Suppliers Operating at a Loss
There is clear evidence of the financial strain faced by many HSF suppliers during the global
economic recession in 2008 and 2009. The number of suppliers operating at a loss rose from 55
to 99, an 80 percent increase, despite total sales for these companies increasing from $6.4 billion

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in 2007 to $7.5 billion in 2010.85 Both the average and median net profit margin measures
among HSF suppliers operating at a loss declined from 2007-2010 (see Figure X-24). The
average annual net profit margin fell from negative eight percent in 2007 to negative nine
percent in 2010, while the median loss figure declined from negative three percent to negative
six percent.

Of all the survey respondents, approximately 27 percent of these companies were NASAdependent. This indicates that NASA-dependent companies were no more likely to experience
negative net profit margins than other NASA suppliers during the period, because NASAdependent companies make up roughly 28 percent of the total survey population. The majority
of NASA-dependent suppliers reporting negative net profit margins were Corporate/Whole
Company level respondents, as compared to Business Unit/Division level respondents (see
Figure X-25).

A graph on total sales of NASA-dependent suppliers operating at a loss can be found in Appendix A.

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NASA-dependent suppliers that experienced low profitability are an area of concern for the
health of NASA’s supply chain. NASA-dependent suppliers operating at a loss, defined as
exhibiting negative profit margins, were most at risk for insolvency and losing capabilities that
are important to NASA’s current and future. Forty-six of the 150 NASA-dependent suppliers
exhibited negative net profit margins in at least one year during 2007-2010. These HSF
suppliers experienced low profitability for a number of reasons, including overall decline in
demand, the decision to cancel Shuttle and CxP, the 2008-2009 recession, and other operational
and financial difficulties that affected profitability.
Furthermore, the average capacity utilization rates for NASA-dependent companies operating at
a loss did not follow the trend for all NASA-dependent companies (see Figure X-26). Average
capacity utilization rates for NASA-dependent companies operating at a loss fluctuated over the
period, but remained at lower rates in 2007-2009. NASA-dependent companies that operated at
a profit followed the general trend for NASA-dependent companies, experiencing declines
between 2007 and 2009 and a modest increase in 2010.

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NASA-dependent companies that had negative net profit margins at least one year between 2007
and 2010 tended to have higher average current ratios on average than other NASA-dependent
companies (see Figure X-27). This may signal that NASA-dependent companies operating at a
loss maintained excess liquidity to protect against financial problems during the recession.

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On average, the NASA-dependent suppliers operating at a loss had higher debt ratios and were
more likely to be leveraged than other NASA-dependent HSF suppliers (see Figure X-28).
Moreover, the debt ratio spread between NASA-dependent companies operating at a loss and the
other NASA-dependent companies widened between 2007 and 2009 from 0.09 to 0.25. This
means that NASA-dependent companies operating at a loss became more highly leveraged
during 2007-2009 on average, while other NASA-dependent suppliers lowered their levels of
financial leverage.

I. NASA‐Dependent Company Participation in Product and Service Categories
The potential risk of NASA losing important supply chain capabilities is elevated in areas where
a large portion of product and services are provided by NASA-dependent companies. To
determine the areas of risk, OTE analyzed the product and service categories identified by
NASA HSF suppliers as within their business lines.86 These 18 categories were broken down
into one, two, and in some cases three subcategory levels to improve specificity.

See Section III.

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The 150 NASA-dependent survey respondents worked in all 18 product and service categories,
and were at least a third of the companies that reported each product and service category (see
Figure X-29). The overall product and service categories that represent the greatest potential
loss include In-Situ Resource Utilization, Structures, Ground Systems, and Space Electronics
(see Figure X-29).

Furthermore, lost capabilities in NASA’s supply chain could impact a number of specific product
and service list (PSL) subcategories of the 18 categories. The PSL subcategories that may be at
the highest risk of lost capabilities are where NASA-dependent suppliers, and those operating at
a loss in particular, have the highest proportion of involvement.
Figure X-30 lists the top three-digit PSLs where NASA-dependent suppliers are most
concentrated compared to suppliers that did not identify themselves as NASA-dependent.87
Most of these PSL subcategories correspond to the one-digit Surface Systems category.
87

The three-digit PSLs refer to product and service categories where NASA HSF suppliers identified one of the
main categories and further specified two subcategory levels.

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However, some of the three-digit codes correspond to other PSF categories, such as
Environmental Monitoring and Control, Robotic Systems, and Extra-Vehicular Activity (EVA).
The top three three-digit PSL subcategories represent areas where 100 percent of companies that
identified these three-digit PSLs were NASA-dependent suppliers.

NASA HSF suppliers also identified four-digit PSL subcategories in which they participated.88
NASA-dependent suppliers identified 37 of 40 four-digit PSL subcategories, the vast majority of
which were under the Services main category. Figure X-31 list the top 15 four-digit PSL
subcategories where NASA-dependent suppliers are most concentrated compared to suppliers
that did not identify themselves as NASA-dependent. The top two four-digit PSL subcategories,
Services-Professional Services-Spacecraft-Program Management and Services-Professional
Services-Spacecraft-Architecture Design represent areas where 75 percent or more of companies
that identified these four-digit PSLs were NASA-dependent suppliers.

Four-digit PSL codes refer to product and service categories where NASA HSF suppliers identified one of the
main categories and further specified three subcategory levels.

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When the 150 NASA-dependent survey respondents were asked if they had a plan in place to
preserve their current capabilities and workforce in the post-Shuttle, post-CxP environment,
many said they planned to pursue new business, including outside of the space industry, or
diversify their products and services. Other NASA-dependent companies said they planned to
reduce staffing levels and stop hiring. Some companies were waiting for NASA and Congress to
make decisions on the future of NASA’s HSF programs, although this delay could be
problematic for those NASA-dependent companies operating at a loss. For example, a Tier 3
company stated, “We have modified our business plan with workforce reductions, although it is
very difficult to really strategize to determine ways to assist NASA when their direction, funding
and strategy are undefined.”

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J. NASA Sales‐Dependent Suppliers that did not Consider Themselves NASA‐
Dependent
There were a small number of NASA suppliers that did not identify themselves as NASAdependent, but after further analysis fit into OTE’s sales dependency criteria. Sixteen companies
derived 25 percent or more of their total sales from sales to NASA and/or from sales to specific
NASA programs, but did not consider themselves dependent on NASA-related business.
Twenty-five percent of these companies derived 90 percent or more of their annual total sales
from sales to NASA in at least one year from 2007-2010.
Of these 16 survey respondents, 11 were Tier 3 companies, four were Tier 2 companies, and one
was a Tier 1 company. Sixty-three percent of the 16 companies selected Spacecraft as a business
line, while 38 percent selected services. The largest number of these survey respondents, seven,
indicated that they supported the Shuttle, five supported CxP, and two supported ISS.
These suppliers tended to have, on average, lower debt ratios and higher current ratios, capacity
utilization rates, and net profit margins than self-identified NASA-dependent companies.89 In
other words, NASA sales-dependent companies that did not identify themselves as NASAdependent had lower levels of financial leverage, higher levels of liquidity to cover short-term
needs, higher capacity utilization rates and, better financial performance than suppliers that
identified themselves as NASA-dependent. However, further analysis indicated that despite the
current high performance of these companies, they also deserve to be tracked over time to
monitor their health and competitiveness.

See Appendix A for graphs on the debt ratios, current ratios, capacity utilization rates, and net profit margins for
NASA-dependent suppliers that did not consider themselves NASA-dependent.

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XI. Conclusion
While the report data, collected for the 2007-2010 period, ended before the full impact of the
Space Shuttle (Shuttle) retirement and Constellation (CxP) transition could be documented
(Shuttle and CxP activity was still occurring in 2011), several conclusions can be drawn about
the health of the NASA HSF supply chain and the potential implications of changes in NASA’s
programs on the 536 survey respondents.

A. Overall State of NASA HSF Survey Respondents
The majority of NASA HSF companies, 370 of 536, will not be negatively impacted by the
Shuttle retirement and the CxP transition. This is reflected most prominently in the 2007-2010
sales data collected by the survey, which indicated that total NASA sales represented only two
percent of total respondent aggregate sales. Similarly, the vast majority of the employment
levels, capital expenditures, and research and development (R&D) spending for all 536 survey
respondents were not reliant or focused on NASA-related HSF business.
While the Shuttle retirement and CxP transition will not negatively affect the financial outlook
for the majority of NASA HSF survey respondents, there are potential impacts on future NASA
HSF programs through a loss of unique skills, capabilities, products, and services resident at
these companies. Many of the 370 survey respondents not dependent on NASA may decide to
drop a business line and related skills and capabilities necessary for future NASA HSF missions,
as the majority of these companies stated in the survey they were not sure if they would have
future NASA-related sales. Therefore, it would be prudent for NASA to review all providers of
products and services that are deemed important for future NASA HSF missions, regardless of
the company’s financial health or dependence on NASA-related business.
Of more immediate concern for NASA supply chain analysts, however, are 150 NASA HSF
companies that identified themselves as dependent on NASA and the additional 16 companies
that, after further analysis, proved to be dependent on NASA. These companies, representing all
tiers, are most likely to be impacted by the Shuttle retirement and CxP transition, which in turn
would directly impact NASA. These companies participate in all 18 product and service
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categories, are the main suppliers for some of these categories, and conduct the majority of
reported NASA-related R&D. A further review of each of these 166 survey respondents, beyond
the scope of this assessment, is necessary to determine the importance of the companies and their
unique products and services for future NASA HSF missions.
There are subsets within the 166 NASA-dependent survey respondents where NASA could
prioritize its attention, as these subsets pose the most immediate challenge to the NASA HSF
supply chain. One subset is the 46 NASA-dependent companies operating at a loss pre-Shuttle
retirement/CxP transition, as they have the highest potential of shutting down. A second subset
is whole companies dependent on NASA where closure could also result in the loss of skills and
capabilities. Finally, NASA could review divisions and business units of larger corporations that
make up the remaining portion of the 166 NASA-dependent companies. While the skills and
knowledge of closed divisions or business units can be absorbed into other divisions of the larger
companies, there is still a likelihood that capabilities needed for NASA HSF programs could
disappear.
It is important to note that while the survey covered 536 NASA HSF suppliers, there are many
more suppliers and competitors that were not captured by this study effort. Of the suppliers and
competitors listed by the HSF survey respondents, only 20 percent of each category received the
NASA HSF survey. This means there is a pool of companies NASA is currently contractually
unaware of that could potentially be used for future HSF efforts.
As an alternative to a well-articulated short- to medium-term vision and strategic plan with the
requisite funding for a broad-based HSF program, NASA could be more proactive in sustaining
the varied portions of the HSF supply chain that would be the most difficult to reconstitute.
Ongoing efforts to develop a capsule and heavy-lift rocket capability are important first steps,
and should be viewed as the building blocks to spur the larger HSF supply chain.

B. Opportunities for Future NASA Action
Many NASA HSF survey respondents indicated that they are trying or plan to try to shift into
other, non-NASA space-related business areas in order to compensate for lost Shuttle and CxP
174

business. However, Federal Government budget cuts and Department of Defense plans to reduce
spending make shifts to defense-related business uncertain, while the current commercial HSF
industry is small and vertically integrated, limiting opportunities for companies to enter the
industry. Almost half of survey respondents have already made the decision not to pursue future
commercial HSF business, while 14 percent are not willing to support future NASA HSF
programs. Additionally, the majority of survey respondents believe there are too many domestic
and foreign space-related competitors, which pose a challenge to their future viability. This
indicates an opportunity for NASA to get more involved in issues related to the sustainability of
its HSF supply chain.
One issue apparent from the NASA HSF survey data is the lack of communication between
NASA, prime contractors, and the HSF supply chain. With the Shuttle retirement and CxP
transition, only eight percent of companies received guidance from prime contractors and five
percent received guidance from directly from NASA. In addition, many survey respondents
commented on the lack of insight into NASA’s HSF and non-HSF plans and decisions.
Increased communication and outreach, such as a series of forums to articulate NASA’s current
programs and future plans, could help suppliers develop business plans that would allow them to
remain viable entities and continue to maintain capabilities important for NASA.
Outreach efforts by NASA and its various facilities, centers, and laboratories could also be better
coordinated with regional, state, local, educational, and non-profit organizations and institutions.
Survey respondents listed more than 40 such organizations and institutions, but only eight
percent of the 536 companies had worked with them. NASA could take a leading role in getting
the HSF survey respondents and identified suppliers and customers to participate with the
organizations and institutions. In turn, these organizations and institutions could assist NASA in
reaching out to companies in lower tiers, and could help create programs to maintain the supply
chain’s generic business base and related skills and competencies. NASA’s large pool of excess
machine tools and equipment, primarily from the Shuttle program and strategically located
around the country, could be leveraged to assist these state and regional efforts.
Another issue that calls for further action is the identified supplier interdependencies, not only
within NASA HSF and non-HSF programs but also between U.S. Government agencies. For
example, 86 HSF suppliers stated that their business with other U.S. Government agencies would
175

be impacted by the Shuttle retirement and CxP transition. Moreover, 53 percent of NASA HSF
survey respondents said they also support Department of Defense end-users. These supply chain
interdependencies open up the opportunity for NASA to work with other U.S. Government
organizations, primarily defense agencies and the intelligence community, to find commonalities
and leverage mutual interests to support the industrial base. This coordination is especially
important, considering U.S. Government agencies with space interests are all facing budget
challenges, which could impact current and future NASA programs. Several interagency
organizations are already in place that can be utilized, such as the Critical Technology Working
Group of the Space Industrial Base Council (SIBC).
A third issue revealed by the survey data is the state of NASA-related R&D funding. Of the 81
NASA HSF survey respondents providing R&D data, six Tier 1 companies accounted for 75
percent of all NASA-related R&D expenditures; four of the six companies were dependent on
NASA. The data also showed that the majority of reported NASA-related R&D expenditures
stemmed from Federal Government R&D funds. This indicates a concentration of Federal R&D
funding in the largest companies and upper tiers and a lack of NASA-related R&D expenditures
occurring in the lower tiers. NASA could work to direct more Federal Government R&D funds
to lower tiers, especially those which indicated formal professional, industry, and standards
qualifications/certifications necessary for doing business with NASA, and diversify the number
of companies conducting NASA-related R&D.
***
Survey respondents, as well as NASA HSF companies interviewed during field visits,
overwhelmingly expressed their willingness to participate in future NASA HSF programs. For
many, it is not a money-making exercise, but rather a point of national pride and enthusiasm to
work on space missions, something which has not been identified in other OTE assessments of
the U.S. industrial base. However, this corporate goodwill is not boundless, and will only go so
far toward maintaining the vital elements of the HSF supply chain. NASA, in conjunction with
other federal and state organizations, should consider rapid action to ensure a robust industrial
supply chain and workforce will be there when needed for the next great milestone into space.

176

Appendix A: Additional Charts
CHAPTER II: COMPANY PROFILE OF SURVEY RESPONDENTS

CHAPTER III: PRODUCTS AND SERVICES

CHAPTER IV: NASA SUPPLIER SALES

CHAPTER V: EMPLOYMENT

CHAPTER VI: RESEARCH AND DEVELOPMENT (R&D)

CHAPTER VII: CAPITAL EXPENDITURES

CHAPTER VIII: SUPPLY CHAIN RELATIONSHIPS

CHAPTER X: SUPPLY CHAIN DEPENDENCY ON NASA

Appendix B: Certification Index
ANSI/ISO/IEC 17025
The ANSI/ISO/IEC 17025 is a standard used by testing and calibration laboratories. It applies to those
organizations that produce testing and calibration results. The requirements emphasize the
responsibilities of senior management and provide requirements for continual improvement of the
management system itself. The two main sections of the standard are Management Requirements and
Technical Requirements. Management requirements are primarily related to the operation and
effectiveness of the quality management system within the laboratory. Technical requirements include
factors that determine the correctness and reliability of the tests and calibrations performed in laboratory.
Laboratories use ISO/IEC 17025 to implement a quality system aimed at improving their ability to
consistently produce valid results.
Source: http://webstore.ansi.org/RecordDetail.aspx?sku=ISO%2fIEC+17025%3a2005

ANSI/ESD S20.2
The ANSI/ESD S20.2, or The ESD Association Standard for the Development of an Electrostatic
Discharge Program for Protection of Electrical and Electronic Parts, Assemblies, and Equipment
(Excluding Electrically Initiated Explosive Devices), works to specify the method for developing an
electrostatic discharge (ESD) control program. The standard covers the requirements necessary to design,
establish, implement, and maintain an ESD control program for activities that handle electrical or
electronic parts, assemblies, and equipment subject to damage by ESD equal to or greater than a 100 V
human body model (HBM)." The fundamental control principles presented in the standard are: 1) All
conductors in the work environment, including personnel, must be electrically connected to ground 2)
Ionization systems must be used to neutralize charges on necessary nonconductors in the work
environment 3) ESD-sensitive items must not be transported outside a protected area except when they
are enclosed in static-protective materials.
Source: http://www.esdsystems.com/whitepapers/wp_ESD-S20.html

ANSI/ASQC Z1.4
The ANSI/ASQ Z1.4 standard, or Sampling Procedures and Tables Package, establishes sampling plans
and procedures for inspection by variables and attributes for use in procurement, supply, storage and
maintenance operations. Tables are provided to guide the process of measuring, examining and testing.
Source: http://webstore.ansi.org/RecordDetail.aspx?sku=ANSI%2fASQ+Z1.4+and+Z1.9++Sampling+Procedures+and+Tables+Package

AMS
The objective of the Aerospace Materials Specifications are to provide guidelines and requirements for
detailed production, interoperability and high quality manufacturing of parts and components used in
aerospace technologies and equipment. AMS requirements clarify legal and regulatory grey areas;
condense product development cycles and work to ensure consistency.
Source: http://store.sae.org/intstan.htm

A2LA
The American Association for Laboratory Accreditation (A2LA) is a nonprofit, non-governmental,
public service, membership society. The mission of A2LA is to provide comprehensive services in
accreditation and accreditation-related training. A2LA also offers programs for the accreditation of
testing laboratories, calibration laboratories, inspection bodies, proficiency testing providers, medical
testing laboratories, reference material producers and product certification bodies.
Source: http://www.a2la.org/#

ANSI Z54.1
This standard establishes guidance for the design and use of installations that use x-ray–generating
devices and sealed gamma-ray sources of energies up to 10 MeV for non-medical purposes. The
standard’s main objectives are to keep the exposure of persons to radiation to levels as low as reasonably
achievable (ALARA) and to ensure that no one receives a dose equivalent greater than the maximum
permissible dose equivalent. These objectives may be achieved by the use of engineered controls, firm
management controls, safe operating procedures, appropriate equipment, and a comprehensive
maintenance and surveillance program.
Source: http://hps.org/hpssc/documents/N43_3-2008.pdf

AS 9100
AS9100 is the quality management standard specifically written for the aerospace industry. The current
version of AS9100 aligns the standard with ISO 9001:2008 and has extra requirements regarding
Regulatory Compliance and the following aerospace-sector specific requirements: Configuration
management, Design phase, design verification, validation and testing processes, Reliability,
maintainability and safety, Approval and review of subcontractor performance, Verification of purchased
product, Product identification throughout the product’s life cycle, Product documentation, Control of
production process changes, Control of production equipment, tools and numerical control machine
programs, Control of work performed outside the supplier’s facilities, Special processes, Inspection and
testing procedures, Methods, resources and recording, Corrective action, Expansion of the internal audit
requirements in ISO 9001:2000, First article inspection, Servicing, including collecting and analyzing
data, delivery, investigation and reporting and control of technical documentation, Review of disposition
of non-conforming product.
Source: http://www.isoqar.com/uk/Standards/AS9100/AS-9100-About.aspx

AS 9100 Rev B or AS9100B
See AS9100. AS9100 Rev A contained both ISO9001/2, 1994 and ISO9001:2000. AS9100 was reissued
as Rev B in 2004 and the only difference was that references to ISO9001/2, 1994 were removed.
Source: http://www.smithersregistrar.com/as9100/page-differences-between-as9100-as9100b.shtml

AS 9100: 2004
The current version, AS9100 Rev B published in 2004, includes the ISO 9001:2000 standard verbatim
and adds supplementary requirements that apply to the aerospace industry. These supplementary
requirements emphasize areas that impact on process and service safety, quality and reliability for
aerospace products. It is designed to meet the complex and unique demands of the aerospace industry,
from commercial aviation to defense and include several additional requirements to ISO 9001 that
participating aerospace OEM companies felt were necessary to clearly define their expectations for
aerospace suppliers.
Source: http://www.askartsolutions.com/faqas9100.html

AS9101
AS9100 is the international management system standard for the Aircraft, Space and Defense (AS&D)
industry. The standard provides suppliers with a comprehensive quality system for providing safe and
reliable products to the aerospace industry. It also addresses civil & military aviation requirements.
Source: http://as9100store.com/what-is-AS9100.aspx

AS9104
The AS9104 is a part of the AS9100 standard. It provides the guidelines and details for the Quality
Management Systems Assessment
Source: http://www.whittingtonassociates.com/v2/standards/aerospace.shtml

AS9110
This standard defines the quality system requirements and offers additional comprehensive
requirements/criteria for overhaul facilities and the maintenance repair for the aircraft industry at all
levels of the Maintenance, Repair & Overhaul process. It is tailored for organizations with national
airworthiness authority (NAA) repair station certification, but is also suitable for non-certificated
organizations including those that provide maintenance, repair, and overhaul services for military
aviation products. Companies whose primary business is providing maintenance, repair, and overhaul
services for aviation sector products. It is also intended to be used by organizations with maintenance,
repair, and overhaul operations that operate autonomously, or that are substantially different from their
manufacturing operations.
Source: http://as9100store.com/what-is-AS9110.aspx#implementas9110

AS 9120
AS 9120 is for use by the organizations that procure parts, materials and assemblies, and sells these
products to a customer in the Aerospace industry. This includes organizations that procure products and
split them into smaller quantities. The standard provides the requirements and guidelines for Traceability,
Controls of records, Airworthiness certificates, Splitting, and Evidence of Conformance.
Source: http://www.isaregistrar.com/as9120.html

ASME
The American Society of Mechanical Engineers, ASME, is the leading international developer of codes
and standards associated with mechanical engineering. ASME’s codes and standards have grown to
nearly 600 offerings, covering a breadth of topics that include pressure technology, nuclear plants,
elevators / escalators, construction, engineering design, standardization, and performance testing.
Source: http://www.asme.org/

ASNT
The American Society for Nondestructive Testing, Inc. or ASNT is a technical society for nondestructive
testing (NDT) professionals. There are four divisions of ASNT: Technical and Education, Research,
Section Operations, and Certification. ASNT publishes and maintains important standards including
Codes of Practice that covers all aspects of qualification and certification of NDT personnel.
Certifications include an employer based certification scheme for Level I and Level II NDT personnel,
which is extensively used in countries not enforcing EN 473 (European Union) and a central certification
scheme for Level III NDT professionals.
Source: http://asnt.org

ATEX EN13980
ATEX is a European Union directive for equipment used in hazardous locations. The directive covers the
different requirements applicable to mining (group I) and surface (group II) applications, and applies to
electrical and mechanical equipment, including electric motors, compressors, diesel engines, lighting
fittings, control and communications devices, and monitoring and detection equipment. For most
categories, mandatory third party certification by an ATEX Notified Body is required. A second ATEX
directive applies to the locations themselves and contains rules for the persons responsible for the
location. Employers must classify areas where hazardous explosive atmospheres may occur into zones.
The classification given to a particular zone, and its size and location, depends on the likelihood of an
explosive atmosphere occurring and its persistence if it does.
Source: http://ce-mark.com/atexdir.html

AWS
The American Welding Society offers certification programs to assist industry in identifying qualified
welding personnel and to provide opportunities for welding professionals to demonstrate their
qualifications to the welding industry. Certifications include the Certified Welding Engineer, Certified
Robotic Arc Welding, Certified Welding Fabricator, and Accredited Test Facility. These programs have
been contributors to improved weld quality and reduced costs of inspection. AWS offers certification
programs for welding supervisors, engineers, radiographic interpreters, educators, and welders.
Source: http://www.aws.org/w/a/about/index.html

Baseefa
Baseefa is the certification body for explosion protected equipment, delivering IECE, ATEX and DSEAR
certification. The credibility, assurance and international recognition associated with the services that
Baseefa provide is supported by comprehensive formal third party accreditations and approvals. Each of
these endorsements involves independent third party assessment against recognized standards. Baseefa
gives confidence to Manufacturers, Equipment Users and Regulatory Authorities within the area that we
operate by demonstrating our competence, impartiality and performance capability.
Source: http://www.baseefa.com/index.asp

CFR-21
CFR-21 is the Federal Aviation Authority’s certification procedures for products and parts. It describes
the procedural requirements for issuing and changing design approvals, production approvals,
airworthiness certificates, and airworthiness approvals. It also states the rules governing applicants for
reporting falsification of applications, reports, or records and failures, malfunctions, and defects. It
establishes the rotorcraft flight manual and the requirements for the manufacture of new aircraft, aircraft
engines, and propellers.
Source: http://www.access.gpo.gov/nara/cfr/waisidx_06/14cfr21_06.html

CISSP
The Certified Information Systems Security Professional (CISSP) is an independent information security
certification governed by the International Information Systems Security Certification Consortium,

commonly known as the ISC. The CISSP was the first information security credential accredited by
ANSI ISO/IEC Standard 17024:2003. It is formally approved by the U.S. Department of Defense (DoD)
in both their Information Assurance Technical (IAT) and Managerial (IAM) categories.
Source: https://www.isc2.org/cissp/default.aspx

CMM II
The Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) provides a well-known
benchmark of software process maturity. The CMM has become a popular vehicle for assessing the
maturity of an organization’s software process in many domains. CMMI in software engineering and
organizational development is a process improvement approach that provides organizations with the
essential elements for effective process improvement.
Source: http://www.sei.cmu.edu/cmmi/

DoD 5000
The DoD 5000 provides the management principles and mandatory policies/procedures for managing
acquisition programs. An acquisition program is a directed, funded effort that provides a new, improved,
or continuing material, weapon, information system, or service capability in response to an approved
need. The Defense Acquisition System exists to manage the nation’s investments in technologies,
programs, and product support and acquire quality products that improve mission capability and
operational support.
Source: http://www.dtic.mil/whs/directives/corres/pdf/500001p.pdf

FAA 145
This part describes how to obtain a repair station certificate. This part also contains the rules a certificated
repair station must follow related to its performance of maintenance, preventive maintenance, or
alterations of an aircraft, airframe, aircraft engine, propeller, appliance, or component part to which part
43 applies. It also applies to any person who holds, or is required to hold, a repair station certificate
issued under this part.
Source:
http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&tpl=/ecfrbrowse/Title14/14cfr145_main_02.tpl

ISO 9000
The ISO 9000 family addresses "Quality management", meaning what a business or organization does to
fulfill the customer’s quality requirements and regulatory requirements while aiming to enhance
customer satisfaction and improve performance in pursuit of this objective. The ISO 9000 family of
standards represents an international consensus on good quality management practices. It consists of
standards and guidelines relating to quality management systems and related supporting standards. The
other standards in the family cover specific aspects such as fundamentals and vocabulary, performance
improvements, documentation, training, and financial and economic aspects.
Source:
http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/quality_management/iso_9
000_essentials.htm

ISO 9001
ISO 9001 is an international standard that gives requirements for an organization’s quality management
system (QMS). The requirements cover a wide range of topics, including your supplier’s top
management commitment to quality, its customer focus, adequacy of its resources, employee
competence, process management (for production, service delivery and relevant administrative and
support processes), quality planning, product design, review of incoming orders, purchasing, monitoring
and measurement of its processes and products, calibration of measuring equipment, processes to resolve
customer complaints, corrective/preventive actions and a requirement to drive continual improvement of
the QMS. The ISO 9001 is the only standard in the ISO 9000 family that can be used for the purpose of
conformity assessment.
Source:
http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/quality_management/more
_resources_9000/9001supchain.htm#what_is_iso_9001

ISO 10012-1
ISO 10012 is an international standard that gives requirements and guidance for successful management
of an organization’s measurement processes and metrological confirmation of measuring equipment used
to support and demonstrate compliance with metrological requirements. It specifies quality management
requirements of a measurement management system that can be used by an organization performing

measurements as part of the overall management system. The ISO 10012 applies to testing laboratories,
including those providing a calibration service, suppliers of products or services, and other organizations
where measurement is used to demonstrate compliance with specified requirements.
Source: http://www.iso.org/iso/iso_catalogue/catalogue_ics/catalogue_detail_ics.htm?csnumber=26033

ISO 13485
ISO 13485 is a standard that represents the requirements for a comprehensive management system for the
design and manufacture of medical devices. While it remains a stand-alone document, ISO 13485 is
generally harmonized with ISO 9001. It establishes controls in the work environment to ensure product
safety, risk management activities and design transfer activities during product development, specific
requirements for inspection and traceability for implantable devices, specific requirements for
documentation and validation of processes for sterile medical devices, specific requirements for
verification of the effectiveness of corrective and preventive actions.
Source: http://www.iso.org/iso/catalogue_detail?csnumber=36786

ISO 14000
The ISO 14000 family addresses "Environmental management", meaning what a business or organization
does to minimize harmful effects on the environment caused by its activities. This includes efforts to
achieve continual improvement of its environmental performance and implement a systematic approach
to setting environmental objectives and targets. The standards deal with environmental management
systems (EMS) by providing the requirements and guidelines for a successful EMS. Other standards in
the ISO 14000 address specific environmental aspects, including: labeling, performance evaluation, life
cycle analysis, communication and auditing.
Source:
http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/environmental_manageme
nt/iso_14000_essentials.htm

ISO 17025
ISO/IEC 17025:2005 specifies the general requirements for the competence to carry out tests and/or
calibrations, including sampling. It covers testing and calibration performed using standard methods,

non-standard methods, and laboratory-developed methods. It is applicable to all organizations performing
tests and/or calibrations. These include, for example, first-, second- and third-party laboratories, and
laboratories where testing and/or calibration forms part of inspection and product certification.
Source: http://www.iso.org/iso/iso_catalogue/catalogue_tc/catalogue_detail.htm?csnumber=39883

ISO 18001
The ISO 18001 provides the results of three surveys identifying the applications for radio frequency
identification (RFID) in an item management environment, and the resultant classification of these
applications based on various operational parameters, including operating range and memory size. It also
provides an explanation of some of the issues associated with the parameters of distance and number of
tags within an RFID interrogator's field-of-view, a means by which classification of RF tags may be
accomplished based on the application requirements defined in the survey results, and recommendations
for areas of standardization.
Source: http://www.iso.org/iso/iso_catalogue/catalogue_tc/catalogue_detail.htm?csnumber=40733

ISO 20000
ISO/IEC 20000-1:2005 promotes the adoption of an integrated process approach to effectively deliver
managed services to meet business and customer requirements. For an organization to function
effectively it has to identify and manage numerous linked activities. Co-ordinated integration and
implementation of the service management processes provides the ongoing control, greater efficiency and
opportunities for continual improvement. Organizations require increasingly advanced facilities (at
minimum cost) to meet their business needs. With the increasing dependencies in support services and
the diverse range of technologies available, service providers can struggle to maintain high levels of
customer service. The ISO/IEC 20000 series enables service providers to understand how to enhance the
quality of service delivered to their customers, both internal and external.
Source: http://www.iso.org/iso/catalogue_detail?csnumber=41332

ISO AS9100
AS9100 is a widely adopted and standardized quality management system for the aerospace industry.
AS9100 replaces the earlier AS9000 and fully incorporates the entirety of the current version of ISO
9000, while adding additional requirements relating to quality and safety. Major aerospace manufacturers
and suppliers worldwide require compliance and/or registration to AS9100 as a condition of doing
business with them.
Source: http://www.isoqar.com/uk/Standards/AS9100/AS-9100-About.aspx

ISO TS 16949
The ISO/TS16949 is an ISO technical specification aiming to the development of a quality management
system that provides for continual improvement, emphasizing defect prevention and the reduction of
variation and waste in the supply chain. ISO 16949, in conjunction with ISO 9001, defines the quality
management system requirements for the design and development, production and, when relevant,
installation and service of automotive-related products. ISO/TS 16949 is applicable to sites of the
organization where customer-specified parts, for production and/or service, are manufactured.
Source: http://www.iso.org/iso/iso_catalogue/catalogue_tc/catalogue_detail.htm?csnumber=52844

J-STD-001DS
The IPC J-STD-001 standard specifies the requirements for Soldered Electrical and Electronic
Assemblies. The standard describes materials, methods and verification criteria for producing high
quality soldered interconnections and emphasizes process control and industry-wide consensus
requirements for a broad range of electronic products. The standard works to ensure the quality and
reliability of soldered electrical and electronic assemblies that must survive the vibration and thermal
cyclic environments.
Source: http://www.ipc.org/ContentPage.aspx?pageid=J-STD-001

JSC RITF
JSC RITF stands for Johnson Space Center Receiving Inspection & Test Facility. The JSC RITF is a high
standard laboratory and testing facility. The RITF has a wide range of testing and analysis capabilities

including Chemical Analysis, Mechanical Testing, Metallography, and Screening of Parts and
Components. All services offered at the JSC RITF are certified according to NASA and Aerospace
industry requirements.
Source: www.jsc.nasa.gov/info/annualreports/ar2001/s11.pdf

MIL-DTL-55302
The MIL-DTL-55302 is the requirement for Connectors, Printed Circuit, Subassembly and Accessories.
This specification covers connectors (plugs and receptacles) for printed circuit subassembly and their
accessories, for use with single-sided printed wiring, double-sided printed wiring, and multilayer printed
wiring.
Source: http://www.dscc.dla.mil/Programs/MilSpec/ListDocs.asp?BasicDoc=MIL-DTL-55302

MIL-I-45208
This specification establishes requirements for contractors' inspection systems.
These requirements pertain to the inspections and tests necessary to substantiate product conformance to
drawings, specifications and contract requirements and to all inspection and tests required by the contract.
It provides technical specifications for the contractor responsibilities, documentation, records, corrective
action, inspection and testing, drawings and changes, measuring and test equipment, process control, and
indication of inspection status.
Source: http://www.quality-control-plan.com/mil-i-45208-spec.htm

MIL-STD-45662A
The MIL-STD-45662A was the standard in use before the ISO-10012 for Measurement and Calibration
System Requirements. It was cancelled in 1995. It provided guidance for selecting intervals for the
frequency of calibrations, instrument checks, personnel, traceability, reference materials, environment,
procedures, and records. The MIL-STD-45662A may still apply to legacy equipment and tooling.
Source: http://www.kingsburycorp.com/?s=inav&p=mil-std_45662a

MIL-Q-9858
MIL-Q-9858 requires the establishment of a quality program by the contractor to assure compliance with
the requirements of the contract. The program and procedures used to implement this specification are
developed by the contractor. A government representative reviews the quality program, including the
procedures, processes and products. The specification requires that the program assure adequate quality
throughout all areas of contract performance including design, development, fabrication, processing,
assembly, inspection, test, maintenance, packaging, shipping, storage, and site installation.
Source: http://www.quality-control-plan.com/mil-q-9858-spec.htm

NADCAP
Nadcap, formerly the National Aerospace and Defense Contractors Accreditation Program, is a global
cooperative standards-setting program for aerospace engineering, defense and related industries.
Nadcap's membership of "prime contractors" convenes to coordinate industry-wide standards for special
processes and products. Through the Performance Review Institute, Nadcap provides independent
certification of manufacturing processes for the industry. PRI's mission is to "provide international,
unbiased, independent manufacturing process and product assessments and certification services for the
purpose of adding value, reducing total cost, and facilitating relationships between primes and suppliers."
Source: http://www.pri-network.org/Nadcap/

NAS 410
NAS 410 is Aerospace Industries Association's National Aerospace Standard for Certification and
Qualification of Nondestructive Test Personnel. The standard specifies the requirements for ultrasonic,
magnetic-particle, liquid penetrant, radiographic, remote visual inspection (RVI), eddy-current testing,
and low coherence interferometry, and other common Nondestructive testing techniques.
Source: http://global.ihs.com/news/temp/aia-nas-ppc/aianasppclp.htm?RID=Z56&MID=5280&s_kwcid=TC%7C5891%7Clockheed%20specifications%7C%7C
S%7C%7C5679028754

NASA STD 8739
The NASA STD 8739 prescribes NASA’s requirements, procedures, and documenting requirements for
hand and machine soldering of surface mount electrical connections. These may be tailored to the
program applications to obtain the most cost effective, best quality product. The standard describes basic
considerations necessary to ensure reliable soldered surface mount connections and establishes the
responsibility for documentation of those fabrication and inspection procedures to be used for NASA
work including supplier innovations, special processes, and changes in technology.
Source: http://snebulos.mit.edu/projects/reference/NASA-Generic/NASA-STD-8739-2.pdf

NHB 5300.4
This publication sets forth inspection system requirements for the procurement of materials, parts,
components, and services for aeronautical and space systems. These requirements provide for an
effective system to ensure that contractual quality requirements and technical criteria are satisfactorily
met.
Source: http://www.usa-suppliernet.com/NHB%205300.4%201C%20Document.pdf

SAE AS9003
The AS9003 standard contains the minimum requirements for an Inspection and Test Quality System and
was intended for use by small build/machine to print organizations. The intent of the AS9003, Inspection
and Test Quality System; is to ensure that the inspection, conformity and airworthiness of products are
maintained. A quality system structured to include the AS9003 requirements provides the supplier with a
system that defines activities necessary to support product integrity.
Source: http://standards.sae.org/as9003/

SAE AS9100
This standard AS9100 includes ISO 9001 quality management system requirements and specifies
additional requirements for a quality management system for the aerospace industry. It is emphasized that
the quality management system requirements specified in this standard AS9100 are complementary (not
alternative) to contractual and applicable law and regulatory requirements. This International Standard

AS9100 specifies requirements for a quality management system where an organization a) needs to
demonstrate its ability to consistently provide product that meets customer and applicable regulatory
requirements, and b) aims to enhance customer satisfaction through the effective application of the
system, including processes for continual improvement of the system and the assurance of conformity to
customer and applicable regulatory requirements.
Source: http://standards.sae.org/as9100b/

Appendix C: Sample List of Formal Qualifications/Certifications
Necessary for Doing Business with NASA that Are Held by Production
and/or Inspection Personnel
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













AS 9100: Quality Management Systems – Requirements for Aviation, Space and Defense
Organizations
AS 9120: Quality Management Systems – Aerospace – Requirements for Stockist
Distributors
American Welding Society Certified Weld Inspectors
American Welding Society Certified Weld Operators
Electrostatic Discharge Training
NASA 8739.1: Workmanship Standard for Polymeric Application on Electronic
Assemblies
NASA 8739.2: Workmanship Standard for Surface Mount Technology
NASA 8739.3: Soldered Electrical Connections
ISO 9001: Quality Management Systems - Requirements
IPC 610: Acceptability of Electronic Assemblies
J-STD 001: Requirements for Soldered Electrical and Electronic Assemblies
NDT Level 1: Non Destructive Testing, Level 1
NDT Level 2: Non Destructive Testing, Level 2
NDT Level 3: Non Destructive Testing, Level 3
NADCAP Accreditation
Six Sigma Black Belt
Six Sigma Green Belt
X-Ray Technician Level III

Appendix D: Regional, State, Local, and Non‐Profit
Agencies/Organizations Listed by Respondents




































Aerospace Industry Association
Alabama Economic Development Authority
American Astronautically Society
Bay Area Houston Economic Partnership
Brevard County Economic Development Council
Brevard Workforce Development
California Space Authority
Center for Economic Growth in NY
City of New Orleans
Colorado Office of Economic Development
Colorado Space Business Roundtable
Colorado Space Coalition
Commercial Spaceflight Coalition
Department of Defense
Economic Development Corporation of Utah
Enterprise Florida
Florida Economic Counsel
Greater New Orleans, Inc.
Horizon Initiative
Huntsville Association of Small Business in Advanced Technology
Huntsville Chamber of Commerce
Huntsville Space Professionals
Louisiana Economic Development
Manufacturing Extension Partnership of Louisiana
Metro Denver Chamber of Commerce
Michoud Aerospace Corridor Alliance
Mississippi State University
National Electronic Distributors Association
National Space Foundation
National Defense Industrial Association
Procurement Technical Assistance Center
Space Enterprise Council
Space Florida
Space Transportation Associates
St. Tammany Economic Development












Texas Workforce Commission
The Economic Commission of Florida’s Space Coast
Texas Space Grant Consortium
University of Alabama, Huntsville
University of Central Florida
University of Houston, Clear Lake
US Air Force
Utah Governor’s Office of Economic Development
Von Braun Center for Science and Innovation
Women in Aerospace

Next Page
OMB Control Number: 0694-0119
Expiration Date: 12/31/2010

INDUSTRIAL BASE ASSESSMENT:
NASA Supply Chain Network

SCOPE OF ASSESSMENT
The U.S. Department of Commerce, Bureau of Industry and Security (BIS), Office of Technology Evaluation (OTE), in coordination with the National
Aeronautics and Space Administration (NASA), Exploration Systems Mission Directorate (ESMD), is conducting an industrial base survey of NASA's
supply chain network. The principal goal of this data collection is to analyze the health and competitiveness of this U.S. supplier segment. The data
collected will also be used to measure the industrial base impacts attributed to both the retirement of the Space Shuttle program and NASA's transition
from the Constellation program.
RESPONSE TO THIS SURVEY IS REQUIRED BY LAW
A response to this survey is required by law (50 U.S.C. app. Sec. 2155). Failure to respond can result in a maximum fine of $10,000, imprisonment of
up to one year, or both. Information furnished herewith is deemed confidential and will not be published or disclosed except in accordance with
Section 705 of the Defense Production Act of 1950, as amended (50 U.S.C App. Sec. 2155). Section 705 prohibits the publication or disclosure of this
information unless the President determines that its withholding is contrary to the national defense. Information will not be shared with any nongovernment entity, other than in aggregate form. The information will be protected pursuant to the appropriate exemptions from disclosure under the
Freedom of Information Act (FOIA), should it be the subject of a FOIA request.
Not withstanding any other provision of law, no person is required to respond to nor shall a person be subject to a penalty for failure to comply with a
collection of information subject to the requirements of the Paperwork Reduction Act unless that collection of information displays a currently valid
OMB Control Number.
BURDEN ESTIMATE AND REQUEST FOR COMMENT
Public reporting burden for this collection of information is estimated to average 11 hours per response, including the time for reviewing instructions,
searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send
comments regarding this burden estimate or any other aspect of this collection of information to BIS Information Collection Officer, Room 6883, Bureau
of Industry and Security, U.S. Department of Commerce, Washington, D.C. 20230, and to the Office of Management and Budget, Paperwork
Reduction Project (OMB Control No.0694-0119), Washington, D.C. 20503.
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Section II
WHO MUST RESPOND TO THIS SURVEY
Please select the description(s) that most closely reflects your company.
My company has manufactured products and/or provided services, including integration, R&D, or software, for the
1.
National Aeronautics and Space Administration (NASA) since January 2000.
2. Has your company, directly or indirectly, performed any work for NASA since January 2007?
If you selected "Yes" to either of the above questions, identify the corresponding programs your company has supported, if known, and
continue completing this survey.
3.

Space Shuttle

International Space Station

Constellation

Science Mission Directorate
Aeronautics Research
Other NASA
(SMD)
Directorate (ARD)
4. If you selected "No," complete "Exemption From Survey" below.
EXEMPTION FROM SURVEY
If your operations have not involved any NASA business since 2000, you may be exempt from completing this U.S Government survey.
Please call one of the BIS contacts listed in the "General Instructions" to verify your status. Then complete steps 5-7 below.
Briefly explain the products and/or services provided by your organization in the space below:
5.
Before 2000, did your company do any work for NASA? If "Yes," describe the products and/or services below.
6.
Please complete and print out the "Certification" page. Then return a signed copy of the "Certification" page only after your Empowered
7. Official or Point of Contact has confirmed your company's exemption by speaking with one of our staff. Please transmit the
"Certification" to our offices via U.S. mail, express courier, e-mail, or fax (202) 482-5361.
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Section III
General Instructions
BIS will only accept Excel versions of this survey that are downloaded and saved from http://www.bis.doc.gov/NASA_Survey. Before
A.
making inputs make sure to save a copy of the Excel survey to your computer.
For your convenience and internal data collection/reference purposes only, a PDF version of the survey is made available on the BIS web
B.
link. Do not submit the PDF version. BIS will only accept the Excel version.
Upon completion, review, and certification of the survey please transmit the Excel survey document by e-mail to the secure, U.S. Federal
C.
Government e-mail address at [email protected].
Questions related to this questionnaire should be directed to:
[email protected] (preferred method of contact for survey questions)
D.

Jason Bolton, Trade and Industry Analyst, (202) 482-5936
Michael Finucane, Trade and Industry Analyst, (202) 482-3893
Meaghan Archer, Trade and Industry Analyst, (202) 482-2081
Valerie Goldman, Trade and Industry Analyst, (202) 482-5415
Erika Maynard, Trade and Industry Analyst, (202) 482-5572

E. Upon completion, review and certification of the survey, transmit the survey via e-mail to [email protected]
For letter correspondence or program questions to the Office of Technology Evaluation (OTE), please write to:
Brad Botwin, Director, Industrial Studies
Office of Technology Evaluation, Room 1093
U.S. Department of Commerce
F. 1401 Constitution Avenue, NW
Washington, DC 20230
Please do not submit completed surveys to this address; all surveys must be submitted electronically.
Brad Botwin can also be reached at [email protected] or (202) 482-4060.
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Section IV
Section #
Scope of Assessment
I

Next Page
Table of Contents
Section Name

Who Must Respond to This Survey

III

General Instructions

Table of Contents

Definitions

Company Information - Location, Points of Contact, Business Description

Product and Service Type List

Future Outlook

Relationships - Mergers and Acquisitions, Joint Ventures, Competitors, Suppliers, NASA Customers

Operations - Production Capacity Utilization, Supply Chain Management, Machinery/Tooling/Facilities

Financial Health - Sales Table, Top 10 Customers, Export Sales, Select Financial Statement Line Items

Employment - Personnel Numbers, Personnel Description

Research and Development - R&D Expenditures, R&D Funding Sources

Investment - Capital Expenditures

Certification
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Section V
Term

Table of Contents
Definitions

Definition
R&D research expenditure category dedicated to the application of findings from basic research toward
discovering new scientific knowledge that has specific commercial objectives with respect to new product,
Applied Research
services, processes, or methods [National Science Foundation].
Executive officer of the company or business unit or other individual who has the authority to execute this
Authorizing Official
survey on behalf of the firm.
R&D research expenditure category dedicated to the pursuit of new scientific knowledge or understanding that
does not have specific immediate commercial objectives with respect to new products, services, processes, or
Basic Research
methods [National Science Foundation].
Commercial and Government Entity (CAGE) Code identifies companies doing or wishing to do business with
the U.S. Federal Government. The code is used to support mechanized government systems and provides for
a standardized method of identifying a given facility at a specific location. The code may be used for a Facility
CAGE Code
Clearance, a Pre-Award survey, automated Bidders Lists, pay processes, source of supply, etc. In some
cases, prime contractors may require their sub-contractors to have a CAGE Code.
Capacity Utilization
The extent to which an enterprise uses its total annual installed manufacturing capacity.
Non-government, non-NASA industry operated human carrier spaceflight services, systems, or hardware.
Commercial Human Spaceflight
This would include business lines in support of human spaceflight tourism or ISS "taxi" support.
End-User
Entity responsible for the intended application or use of a particular product or service.
Meaning U.S. administered laws, regulations, or lists governing the export of space-related dual-use and/or
munitions items from the U.S. to non-U.S. customers and end-users. These include the Arms Export Control
Export Controls
Act of 1976, the Export Administration Regulations (EAR), the International Traffic in Arms Regulations (ITAR),
the Commodity Control List (CCL), and the U.S. Munitions List (USML).
Employee in each labor type/function area based on a 40 hour work-week. NASA suppliers should allocate no
Full Time Equivalent (FTE)
less than 1/4 of a person to a particular function and also convert part-time employees into "full-time"
Employees
equivalent, e.g. 10 part-time employees working 20 hours per week for a full 12 month period are the full-time
equivalent of 5 full-time employees for that 12 month period.
Manned spaceflight programs (commercial or government run) containing manned vehicles (orbiters) like the
Human Spaceflight
Space Shuttle or Orion.
A contractual agreement joining together two or more parties for the purpose of executing a particular business
Joint Venture
undertaking. All parties agree to share in the profits and losses of the enterprise.
Business activity involving the combination of two companies (merger) to form a new single company or the
Merger and Acquisition
purchase of one company by another (acquisition) in which no new company is formed.
North American Industry Classification System (NAICS) codes identify the category of product(s) or service(s)
NAICS Code
provided by your company. Find NAICS codes at http://www.census.gov/epcd/www/naics.html

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Reusable human spacecraft used in the Space Transportation System (STS), e.g. Atlantis, Challenger,
Columbia, Discovery, and Endeavor. The orbiter, also known as the orbiter vehicle, contains both the
astronauts and payload on STS/Space Shuttle missions.
Human spacecraft formally known as the Crew Exploration Vehicle (CEV) and part of the Constellation
Orion
program.
R&D development expenditure category dedicated to the systematic use of the knowledge or understanding
gained from research or practice experience directed toward the production of significant improvement of
Process/Product Development
useful products, services, processes, or methods, including the design and development of prototypes,
materials, devices, and systems [National Science Foundation].
Refers to all product, service, and technology categories enumerated in this survey's Product and Service
Space-Related
Type List.
Space Transportation System Includes the Space Shuttle and all NASA facility operations in support of Space Shuttle launch. NASA will
have performed 134 STS missions from 1982-2010.
(STS)
Income Statement line item reflecting expenses related to primary business operations. This includes
Research and Development (R&D); Selling, General, and Administrative (SG&A); Non-Recurring; and Other
Total Operating Expenses
operating expenses. For BIS assessment purposes, Interest Expense and Tax Expense are not included in
Total Operating Expenses.
Total Operating Income
Income Statement line item reflecting Gross Margin or Gross Profit less Total Operating Expenses.
The "United States" or "U.S." includes the 50 states, Puerto Rico, the District of Columbia, the island of Guam,
United States
the Trust Territories, and the U.S. Virgin Islands.
Percentage measure of production capacity use based on a 7 day-a-week, 3x8 hour shift production schedule.
Utilization Rate
Orbiter

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Section 1.a
U.S. Address Only
Name of Company
A.
Internet Home Page

Table of Contents
Company Information
Street Address

City

State

Phone Number

Zip Code
Fax Number

Business Identification Information
Data Universal Numbering
System (DUNS)
Number(s)*

Space-related NAICS (6digit) Code(s)**

Commercial and
Government Entity
(CAGE) Code(s)

Space-related Harmonized
Tariff Schedule (HTS) (10digit) code(s)***

Primary Point of Contact Regarding Survey Completion
C. Name(s)
Phone Number

* Find your company's DUNS number(s) at
http://www.usitc.gov/index.htm
** North American Industry Classification System (NAICS)
codes identify the category or product(s) or service(s)
provided by your company. Find NAICS codes at
http://www.census.gov/epcd/www/naics.html
*** Harmonized Tariff Schedule (HTS) codes (10-digit) can
be found at "HTS Online Resource Tool" located under
"Research Tools" at http://www.ustic.gov/index.htm
State

E-mail Address

Business Description
From the drop-down select the business lines describing your company's primary focus. Provide a short description of the corresponding business
lines next to each selected category. If your company has more than one dominant focus, rank them 1st-3rd by net sales.
D.
Business Lines
Additional Description
1.
2.
3.
Comments
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Section 1.b
Company Information (cont.)
Identify the certifications that your company currently has below:
AMS (specify)
ISO TS16948
ANSI/ASQC Z1.4
J-STD-001DS
ANSI/ESD S20.20
MIL-Q-9858
ANSI/ISO/IEC 17025
MIL-STD-45662 A
NADCAP (specify)
DoD 5000
NCLS (specify)
ISO 9000
A. ISO 9001
SAE AS9003
ISO 10012-1
SAE AS9100
Other (specify)
ISO 14000
* AMS (Aerospace Material Specifications)
* NADCAP (National Aerospace and Defense
* ANSI (American National Standards Institute)
Contractors Accreditation Program)
* ASQ (American Society for Quality)
* NCLS (National Clinical Lab Specialist)
* ISO (International Organization for Standards) * SAE (SAE International, formerly the Society of
Automotive Engineers)
B. How does your company sell its products or services to NASA?
Company Ownership
My company is headquartered in:
I am the parent company:
C. I am a U.S. subsidiary of a non-U.S. parent company:
I am a business unit or division of a U.S. parent company or organization:
City
State
Parent Company Name, if applicable
Country
Comments:
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Section 2.a
Product and Service Type Listing
Identify the NASA Space Shuttle, International Space Station (ISS), or Constellation program elements in which your company has participated.
HSFPE1

Ares

HSFPE9

ISS - International Space Station

HSFPE2

Altair Lunar Lander

HSFPE10

Launch Abort System

HSFPE3

Ares Upper Stage

HSFPE11

Orbiter

HSFPE4

Ares Upper Stage Engines

HSFPE12

Orion

HSFPE5

CaLV - Cargo Launch Vehicle (e.g. Ares V)

HSFPE13

RSRM - Reusable Solid Rocket Motor

HSFPE6

CLV - Crew Launch Vehicle (e.g. Ares 1)

HSFPE14

Service Module

HSFPE7

ET - External Tank

HSFPE15

SRB - Solid Rocket Booster

HSFPE8

EVA - Extravehicular Activity

HSFPE16

SSME - Space Shuttle Main Engine

Comments:
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Section 2.b
Product and Service Type Listing
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
A
NASA
DoD
Commercial
Other
Not Sure
Services
A1
Commercial Satellite Operation
A1A
Broadcast
A1B
Communication/Data
A1C
Remote Sensing
A2
Professional Services
A2A
Spacecraft
A2A1
Product Assurance, Quality Control, Safety
A2A2
Assembly, Integration and Testing
A2A3
Systems Engineering
A2A4
Program Management
A2A5
Performance, Analysis and Simulation
A2A6
Architecture Design
A2B
Launch
A2B1
Operations
A2B2
Product Assurance, Quality Control, Safety
A2B3
Assembly, Integration and Testing
A2C
Ground
A2C1
Operations
A2C2
Maintenance
A2D
Research and Development
A2D1
Aeroscience
A2D2
Atmospheric/Sub-Orbital Flight
Biomedical Affects of Space Flight
A2D3
Materials
A2D4
Testing
A2E
Acoustics
A2E1
Vibration
A2E2
Aeronautics Ground
A2E3
A2E4
Aeronautics Flight
Thermal Vacuum Chamber
A2E5
A2E6
Materials
A2E7
Mechanical Systems
A2F
Crew Operations and Training
A2G
Space Medicine
A2H
Human Factors Engineering
A3
Other (specify)
Comments:
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Section 2.c
Product and Service Type Listing (cont.)
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
Spacecraft
B
NASA
DoD
Commercial
Other
Not Sure
Communications
B1
Antenna Technology
B1A
Microwave Technology
B1B
Digital Technology
B1C
Switching Equipment
B1D
Transponder
B1E
Laser Technology
B1F
Software
B1G
Energy Generation
B2
Solar Cell Technology
B2A
Solar Array Technology
B2B
Power Generators (Excluding Solar)
B2C
Energy Storage
B3
Batteries
B3A
Other Energy Storage Equipment
B3B
Power Conditioning
B3C
Thermal Control
B4
B4A
Blankets
Coatings
B4B
Cryogenics
B4C
Heaters
B4D
Radiators
B4E
Insulation
B4F
Heat Pipes
B4G
Structural
B5
Hydraulics, Valves, Actuators, Pneumatics
B5A
B5B
Mechanisms (Gimbals, Antennas, Arrays, Masts, etc.)
Safety, Destruction Technology, Pyrotechnics
B5C
Metalworking
B5D
B6
Attitude Determination and Control
B6A
Sensors
Stabilization Hardware
B6B
Momentum Wheel
B6C
Rendezvous and Docking
B6D
B6D1
Navigation Using Lunar Bearings

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B6E
B6E1
B6E2
B6E3
B6E4
B6E5
B6E6
B6E7
B6F
B7
B7A
B7B
B7C
B7D
B7E
B7F
B7G
B7H
B8
B8A
B8B
B8C
B8D
B8E
B8F
B8G
B8H
B8I
B9
B9A
B9B
B9C
B9D
B9E
B10

Guidance, Navigation and Control
Automation for all Mission Phases
Autonomous Landing
Hazard Detection and Avoidance
Automated Rendezvous and Docking
Natural Feature Image Recognition
LIDAR Feature Recognition
Lunar Surface Navigation
Software
Propulsion (Spacecraft)
Chemical Propulsion Technology
Electronic Propulsion Technology
Cold Gas Propulsion Technology
Non-Toxic Monopropellant
HTPB (Hydroxyl-Terminated Polybutadiene)
LOX/LH2 (Liquid Oxygen/Liquid Hydrogen Reaction
Control System)
LO2/LCH4 (Liquid Oxygen/Liquid Methane Propulsion
System)
Composite Nozzles
Payload
Optical Components
Infrared Detectors
Visible Detectors
Nuclear Detectors
Hyper-Spectral Detectors
Radar Components
Software
Atomic Clocks
Microwave Instruments
Entry, Descent and Landing
Deceleration
Guidance Navigation and Control
Thermal Protection
Structural Support
Landing
Other (specify)
Comments:
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Section 2.d
Product and Service Type Listing (cont.)
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
Space Electronics
C
NASA
DoD
Commercial
Other
Not Sure
C1
Data Handling & Storage
Integrated Circuits/Semiconductors
C2
Fiber Optics
C3
Traveling Wave Tubes
C4
Radiation-Hardened/Tolerant Electronics
C5
Field Programmable Gate Arrays
C5A
Non-Volatile Memory
C5B
Fault Tolerant Computing
C6
Memory
C7
Microprocessors
C7A
Micro-Sized Data Acquisition, Processing, and Storage
C8
C9
Other (specify)
Computer Hardware and Software
D
NASA
DoD
Commercial
Other
Not Sure
D1
Development Tools
Verification and Validation
D2
Design Level Re-Use
D3
Modeling and Analysis Tools of Physical Systems
D3A
Modeling and Analysis Tools of Software Systems
D3B
Compliance and Model Checkers
D3C
Data Mining and Knowledge Management
D4
Training Support and Simulation
D5
D6
Mission Automation
D6A
Operation
D6B
Monitoring
D7
Integrated Systems Health Management
D7A
Prognostic/Diagnostic Tools
D7B
Solid Rocket Motor Health Management
D7C
On-Board Decision Support Tools
D7D
Fault Isolation and Root Cause Determination Tools
D8
High Performance (Super) Computing
Large Scale Computational Simulations
D8A
Data Visualization and Analysis
D8B
D9
Other (specify)
Comments:
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Section 2.e
Product and Service Type Listing (cont.)
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
E
NASA
DoD
Commercial
Other
Not Sure
Propulsion Systems
Liquid Fuel Rocket
E1
E1A
Chamber
E1B
Propellant
E1C
Igniter
Nozzle
E1D
Solid Fuel Rocket
E2
Casing
E2A
Igniter
E2B
E2C
Propellant
Nozzle
E2D
Thrust Control
E2E
Electrical Power
E3
Generator
E3A
E3B
Battery
E3C
Harness
E4
Operating System
E4A
Hydraulic
E4B
Pneumatic
Electro-Mechanical
E4C
Guidance Systems
E5
GPS
E5A
Receivers
E5A1
Processor
E5A2
Inertial
E5B
Gyroscope
E5B1
Processor
E5B2
Controls
E5B3
E6
Safety System
E6A
Destruct Receiver
Ordnance
E6B
E6C
Navigation Devices
E7
Structural System
E7A
Inter-stage

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E7B
E7C
E8
E8A
E8B
E8C
E9
E9A
E9B
E10
E10A
E10B
E10C
E11
E12
E13

Fairings
Skirt
Launch Related Materials
Ablatives
Advanced Composites
Fibers
Rocket Engines and Motors
Solid
Liquid
Cryogenic
In-Space Storage
In-Space Transfer
In-Space Management
Telemetry
Software
Other (specify)
Comments:
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Section 2.f
Product and Service Type Listing (cont.)
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
Ground Systems
F
NASA
DoD
Commercial
Other
Not Sure
Ground Antennas
F1
F2
Telemetry, Tracking and Control Equipment
Software
F3
Mission Data Processing Equipment
F4
Communications Equipment
F5
F6
Other (specify)
DoD
Commercial
Other
Not Sure
Specialty Materials
G
NASA
G1
Thermal Coatings
G2
Optical Coatings
G3
Dust Resistant Coatings
G4
Protective Coatings
Structures
G5
Substrates
G6
Composites
G7
Optics
G8
G9
Other (specify)
DoD
Commercial
Other
Not Sure
Structures
H
NASA
H1
Friction Stir Welding and Spun Formed Dome
Composite Strut
H2
Lunar Habitats
H3
Long Life, Low Temperature Mechanical Systems
H4
Lightweight High Strength Window Materials
H5
Radiation Shielding
H6
Tools to Determine Effect of Fields on Structures
H7
Advanced Composites
H8
Habitation Structures
H9
Prototypes
H10
H11
Other (specify)
DoD
Commercial
Other
Not Sure
Protection Systems
I
NASA
I1
Radiation Shielding Systems
Heat Shields
I2
Bonding Systems
I3
Free Flying Damage Protection System
I4

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I5
I6
I7
J
J1
J2
J3
J4
J5

Analysis Tools
High Temperature Composites
Other (specify)
Dust Management
Dust Mitigation
Dust Removal
Lunar Regolith Stimulants Development and Production
Dust Tolerant Connectors
Other (specify)

NASA

DoD

Commercial

Other

Not Sure

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Section 2.g
Product and Service Type Listing (cont.)
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
K
NASA
DoD
Commercial
Other
Not Sure
Surface Systems
K1
Energy Storage
Rechargeable Batteries
K1A
Fuel Cells
K1B
PEM
K1B1
Regenerative
K1B2
Power Systems
K2
High Voltage Distribution
K2A
Power Management
K2B
Lightweight Cabling
K2C
Lightweight, High Strength Solar Arrays
K2D
Nuclear Fission
K2E
Thermal Control
K3
Phase Change Material
K3A
Heat Rejection Systems
K3B
Heat Sinks
K3C
Heat Exchangers
K3D
Long Duration Fluids
K3E
Coldplate
K3F
Supportability
K4
Detection, Repair, and Self-Repair
K4A
Non-Destruction Evaluation
K4B
Light Weight, Lower Power Manufacturing
K4C
Repair Tools and Techniques
K4D
K5
Other (specify)
Extra-Vehicular Activity (EVA)
DoD
Commercial
Other
Not Sure
L
NASA
Space Suite
L1
Packaging
L1A
Ventilation
L1B
Oxygen Supply
L1C
Thermal Control
L1D
Communications, Avionics, and Informatics
L1E
Dust Tolerant Fluid Connectors
L1F
Materials and Pressure Garment Components
L1G

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L1H
L2
L3
L4
M
M1
M1A
M1B
M1C
M1D
M2
M3
M4
M5
N
N1
N2
N3
N4
N5
N6
N7
N8
N9

Rapid Recharge
CO2 and H20 Recovery
Suitport/Suitlock/Airlock
Other (specify)
Robotic Systems
Lunar Rover
Wheels
Automated Docking
Drivetrain and Suspension System
Active Suspension Control System
Automated Payload Offloading
High Dexterity Manipulation Systems
Element Mating Mechanism
Other (specify)
Environmental Control and Life Support (ECLS)
CO2 and Moisture Removal System
High Pressure Oxygen Supply
Wastewater Recovery
Oxygen Recovery from Carbon Dioxide
Biocides
Hygiene and Waste Removal Systems
Post-Fire Cleanup Device
Water Treatment
Other (specify)

NASA

DoD

Commercial

Other

Not Sure

NASA

DoD

Commercial

Other

Not Sure

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Section 2.h
Product and Service Type Listing (cont.)
Indicate the product and service type codes corresponding to your company's current business lines and indicate whether the end-user is "NASA,"
"DoD," "Commercial," "Other," or "Not Sure." Blank or "No" responses mean your company presently has no corresponding business lines.
Environmental Monitoring and Control
O
NASA
DoD
Commercial
Other
Not Sure
O1
Atmospheric
O1A
Particulate
Microbial
O1B
Fire
O1C
Gases
O1D
Water
O2
Materials and Pressure Garment Components
O2A
Rapid Recharge
O2B
CO2 and H20 Recovery
O3
Suitport/Suitlock/Airlock
O4
O5
Other (specify)
In-Situ Resource Utilization
DoD
Commercial
Other
Not Sure
P
NASA
Regolith Excavation and Handling
P1
Oxygen and Water Extraction from Regolith
P2
Lunar Excavation
P3
Mineral Mapping
P4
Volatile (H, C, N, He) Extraction from Regolith
P5
P6
Other (specify)
Communications and Navigation
DoD
Commercial
Other
Not Sure
Q
NASA
Q1
Lunar Wireless Network
Q2
Delay Tolerant Networking
Q3
Atomic Clocks
Routers
Q4
IPSec
Q5
High Bandwidth Optical Communications
Q6
Q7
Other (specify)
End-User Equipment
DoD
Commercial
Other
Not Sure
R
NASA
R1
Communication/Data
R2
Navigation
R3
Other (specify)
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Section 3.a

Table of Contents
Future Outlook - NASA Supply Chain Network

Is your company dependent on NASA-related business? Explain.
A.
How will NASA's retirement of the Space Shuttle program and transition from Constellation affect your business? Explain.
B.

Does your company have a plan in place to preserve its current capabilities and workforce in the post-Space
Shuttle, post-Constellation program environment? Explain.

Has your company already modified its business plan and/or product lines in response to Space Shuttle
retirement and/or Constellation transition? Explain.

Does your company plan to modify its business plan and/or product lines in response to Space Shuttle
retirement and/or Constellation transition? Explain.

Does your company currently participate in commercial (non-NASA) human spaceflight programs? Explain.
F.
In the future, will your company participate in commercial (non-NASA) human spaceflight programs? Explain.
G.
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Section 3.b
Future Outlook - NASA Supply Chain Network (cont.)
Will the loss of Space Shuttle or Constellation program business directly or indirectly affect your company's ability to maintain
its business lines with other government customers? If "Yes," indicate which government customer and/or programs and
explain.
Agency
Yes/No
Explanation

Central Intelligence Agency (CIA)
Defense Advanced Research Projects Agency
(DARPA)
Director, Defense Research and Engineering
(DDR&E)
Federal Aviation Administration (FAA)
A.

Missile Defense Agency (MDA)
NASA Centers/NASA Non-Human Space Flight
Programs
National Oceanic and Atmospheric
Administration (NOAA)
National Reconnaissance Office (NRO)
U.S. Air Force/Space and Missile Systems
Center (SMC)
U.S. Army/Space and Missile Defense Command
(SMDC)
U.S. Navy, Office of Naval Research (ONR)
Other (specify)

B. Record the degree of compatibility of your overall NASA-related product lines with non-NASA customers and applications.

Have prime contractors affiliated with NASA programs provided your company any guidance on how to best respond to Space
Shuttle retirement and/or Constellation transition? Explain.

Have NASA officials provided your company any guidance on how to best respond to Space Shuttle retirement and/or
Constellation transition? Explain

Is your company willing to support future NASA human spaceflight programs after NASA's retirement of the Space Shuttle and
transition from Constellation? Explain.

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Section 3.c
Future Outlook - NASA Supply Chain Network (cont.)
Identify what industry/market segments your company has served in the last 5 years.
1.
2.
A.
3.
4.
5.
Identify what industry/market segments your company will target in the next 5-10 years.
1.
2.
B.
3.
4.
5.
Describe the actions your company has taken in the last 5 years to improve its competitiveness.
C.

Describe the actions your company plans to take to improve its competitiveness over the next 5 years.
D.
In addition to retirement of the Space Shuttle and Constellation program transition, identify the main issues and challenges affecting the longterm viability of your company. Explain your response.
Domestic Competition
Healthcare
Environmental
Imports
Export Controls
R&D Tax Credit
E.
Foreign Competition
Skills Retention
Government Regulations
Taxes
Other (specify)
Variability of Demand

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Section 3.d
Future Outlook - NASA Supply Chain Network
Identify what policy changes or regulatory reforms you recommend the U.S. Government implement to enhance your
competitiveness.
A.

Have you worked with any regional, state, local, or non-profit economic development agencies/ organizations
to address the post-Space Shuttle, post-Constellation program environment? These might include Space
Florida, the California Space Authority (CSA), Texas Space Grant Consortium (TSGC), or public/private
B.
universities. Explain.

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Section 4.a
Relationships - NASA Supply Chain Network
Mergers and Acquisitions
Identify your company's five most significant U.S. mergers and acquisitions from 2007 to date. Record the merged/acquired company's name(s) and
location, the year the merger/acquisition occurred, and the primary objective of the merger/acquisition.
Company Name
Primary Objective
State
Year
1.
A.
2.
3.
4.
5.
Identify your company's five most significant non-U.S. mergers and acquisitions from 2007 to date. Record the merged/acquired company's name(s)
and location, the year the merger/acquisition occurred, and the primary objective of the merger/acquisition.
Company Name
Primary Objective
Country
Year
1.
B.
2.
3.
4.
5.
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Section 4.b
Relationships - NASA Supply Chain Network (cont.)
Joint Venture Relationships
Identify your company's current NASA-related joint venture relationships, including public/private R&D partnerships. Provide the name of the
company/entity involved, indicating whether a U.S. or non-U.S. enterprise, and a description of the joint venture's purpose, e.g. patent licensing, coproduction, product integration, after-market support, etc. Then, indicate whether the joint venture is related to Space Shuttle, ISS, or Constellation
programs.
Space Shuttle, ISS, or Constellation
A.
Company/Entity Name
Primary Objective of Relationship
U.S./Non-U.S.
Program-Related?
1.
2.
3.
4.
5.
Competition
Identify your company's leading U.S. and non-U.S. competitors. Record the name, location, and corresponding Product and Service Type Codes
relating to the competition.
System/Part/Component/Material/Service
Name and Location of Five U.S. Competitors
Company Name
State
1
2
3
4
5
1.
2.
3.
B. 4.
5.
System/Part/Component/Material/Service
Name and Location of Five Non-U.S. Competitors
Company Name
Country
1
2
3
4
5
1.
2.
3.
4.
5.
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Section 4.c
Relationships - NASA Supply Chain Network (cont.)
U.S. and Non-U.S. Supplier Relationships
Identify your company's ten most significant U.S. and non-U.S. supplier relationships that support NASA programs, directly or indirectly. Record the names
and locations of the ten supplier facilities. Do not include internal company suppliers. Then, select the top 5 most significant codes corresponding to the part,
component, material, or service supplied to your company by each supplier. Lastly, indicate if the supplied systems, parts, components, materials, or services
are used in Space Shuttle, ISS, or Constellation programs.
Name and Location of Ten U.S. Suppliers
System/Part/Component/Material/Service
Space Shuttle, ISS, or
Constellation ProgramCompany Name
State
1
2
3
4
5
Related?
1.
2.
3.
A. 4.
5.
6.
7.
8.
9.
10.
Name and Location of Ten Non-U.S. Suppliers
System/Part/Component/Material/Service
Space Shuttle, ISS, or
Constellation ProgramCompany Name
Country
1
2
3
4
5
Related?
1.
2.
3.
B. 4.
5.
6.
7.
8.
9.
10.
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Section 4.d
Relationships - NASA Supply Chain Network (cont.)
NASA Customers
Identify the NASA facilities/centers/laboratories your company has served in any production or
service capacity since 2007. If you do not know which facilities/centers/laboratories your company
has served, indicate this in the box below.
We do not know which ones have been served
1. Ames Research Center - Moffett Field, California
2. Dryden Flight Research Center - Edwards, California
3. Glenn Research Center - Cleveland, Ohio
4. Goddard Space Flight Center - Greenbelt, Maryland
5. Goddard Institute of Space Studies - New York, New York
6. IV and V Facility - Fairmont, West Virginia
7. Jet Propulsion Laboratory - Pasadena, California
A. 8. Johnson Space Center - Houston, Texas
9. Kennedy Space Center - Cape Canaveral, Florida
10. Langley Research Center - Hampton, Virginia
11. Marshall Space Flight Center - Huntsville, Alabama
12. Michoud Assembly Facility - New Orleans, Louisiana
13 NASA Headquarters - Washington, DC
14. Plum Brook Station - Sandusky, Ohio
15. Stennis Space Center - Mississippi
16. Wallops Flight Facility - Wallops Island, Virginia
17. White Sands Test Facility - Las Cruces, New Mexico
18. Other (specify)
19. Other (specify)
20. Other (specify)
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Section 5.a
Operations - NASA Supply Chain Network
Product Capacity Utilization
Record your company's annual overall production capacity utilization for 2007-2009, and projected rate for 2010.
Note: Indicate whether Business Unit/Division or Corporate/Whole Company-level data.
Note: If you do not manufacture but perform only services or R&D, select "Yes" here and proceed to the next question.
A.
Level of Reporting:
2007
2009
2008
Production Capacity Utilization Rate (%)
* If data is not available for 2010, please provide estimates.
Supply Chain Management
From the list below, select the supply chain management practices, methodologies, and systems that your company uses.
1. Advanced Planning System (APS)
18. Network Centric Manufacturing
2. Bar Coding
19. Outsourcing
3. Close Partnership with Customers
20. Plan Strategically
4. Close Partnership with Suppliers
21. Radio Frequency Identification (RFID)
5. Customer Relationships Management (CRM)
22. Subcontracting
6. Decision Support/Expert System
23. Supplier Relationships Management (SRM)
7. E-business
24. Supply Chain Benchmarking
B. 8. E-commerce
25. Supply Chain Management (SCM)
9. Electronic Data Interchange (EDI)
26. Theory of Constraints (TOC)
10. Enterprise Resource Planning (ERP)
27. Third Party Logistics (3PL)
11. E-procurement
28. Use of External Consultants
12. Few Suppliers
29. Vendor Managed Inventory (VMI)
13. Hold Safety Stock
30. Vertical Integration
14. Just in Time (JIT)
31. Warehouse Management System (WMS)
15. Manufacturing Resources Planning (MRPII)
32. Other (specify)
16. Many Suppliers
33. Other (specify)
17. Materials Requirements Planning (MRP)
34. Other (specify)

2010*

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Section 5.b
Operations - NASA Supply Chain Network (cont.)
Machinery, Tooling, Facilities
Does your company currently own or lease any machinery, tooling, or facilities specifically for NASA Space Shuttle,
International Space Station (ISS), or Constellation program-related business?
If "Yes," record [1] all related machinery, tooling, and/or facilities; [2] the use/purpose of each item; [3] whether the item was purchased, leased, or
government furnished equipment (GFE), or combination thereof; [4] whether the item currently supports Space Shuttle, ISS, Constellation programrelated business lines, or a combination thereof; and [5] the current status of the machine/tool/facility (e.g. idle, mothballed, in-use, re-tooled/re-built
for non-NASA business lines, etc.).
Note: Indicate whether Business Unit/Division or Corporate/Whole Company-level data.
Level of Reporting:
Use/Purpose
Level of Ownership
Program Use
Current Status
Machine/Tool/Facility
A.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
First
Most Recent
Provide the first and most recent year of your company's receipt of a Space Shuttle-related
B.
NASA production or service order.
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Section 6.a
Financial Health - NASA Supply Chain Network
Sales Table
Provide your company's 2007-2010 sales information and projected 2011-2015 sales trend information.
Note: Calendar year data is preferred.
Source of Sales Data:
Reporting Schedule:
Record in $ Thousands, e.g. $12,000.00 = survey input $12
"U.S." means U.S. domestic sales; "Non-U.S."
2007
2008
2010*
2009
means export sales from U.S. located facilities
U.S.
Non-U.S.
U.S.
Non-U.S.
U.S.
Non-U.S.
U.S.
Non-U.S.

2011-2015*
U.S.
Non-U.S.

A. Total Sales, all Customers
B.
C.

Total Non-Government Sales
(as a % of part A)

Total Government Sales
(as a % of part A)

D. Total NASA Sales, all Programs
E. NASA Non-Human Space Flight
F. NASA Human Space Flight
Total Space Shuttle
Human (as a % of part F)
Space
Total ISS
G.
(as a % of part F)
Flight
Categories Total Constellation Program
(as a % of part F)

* If data is not available, please provide estimates.
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Section 6.b
Financial Health - NASA Supply Chain Network (cont.)
Top 10 Customers
Identify your company's ten most significant space-related customers (e.g. government, commercial, other) by dollar amount for
years 2007-2010. Record the individual customer names and the dollar amount corresponding to aggregate sales from 20072010. Do not include internal customers.
Source of Customer Data:
Customer Name
U.S. or Non-U.S. Customer
2007-2010* Aggregate Dollar Sales
1.
A. 2.
3.
4.
5.
6.
7.
8.
9.
10.
* If data is not available, please provide estimates.
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Section 6.c
Financial Health - NASA Supply Chain Network (cont.)
Export Sales
Record the country of destination for your company's space-related export sales in 2007-2010.
Note: Calendar year data is preferred.
If your company has not exported space-related export products or services since 2007, indicate so here:
Source of Export Sales Data:
Reporting Schedule:
Record in $ Thousands, e.g. $12,000.00 = survey input of $12
Country
2007
2008
2009
2010*
1.
A. 2.
3.
4.
5.
6.
7.
8.
9.
10.
* If data is not available for 2010, please provide estimates.
Export Controls
Have you decided to stop exporting space-related products or services because of past experiences with U.S.
export license denials, conditions, or extended delays? Explain.
B.
Have you lost export sales opportunities of space-related products or services to non-U.S.
competitors because of U.S. export controls? If "Yes," select the total dollar amount of lost
C. export sales opportunities from 2007-2010. Explain.

Yes/No

Lost Sales

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Section 6.d
Financial Health - NASA Supply Chain Network (cont.)
Report select line items from your company's financial statement for years 2007-2010. From the drop-down indicate whether the reported
income statement and balance sheet select line items are Business Unit/Division or Corporate/Whole Company financials.
Note: Business Unit/Division financials are preferred.
Note: Calendar year data is preferred.
Source of Financial Line Items:
Reporting Schedule:
Income Statement (Select Line Items)
A.
B.
C.
D.
E.
F.
G.
H.
I.

2007

Record in $ Thousands, e.g. $12,000.00 = survey input of $12
2008
2009
2010*

2007

Record in $ Thousands, e.g. $12,000.00 = survey input of $12
2008
2009
2010*

Net Sales (and other revenue)
Cost of Goods Sold
Total Operating Expenses
Total Operating Income (Loss)
Total Other Income (Expenses)
Earnings Before Interest and Taxes
Interest Expense
Income Tax Expense
Net Income
Balance Sheet (Select Line Items)

A. Cash
B. Marketable Securities
C. Accounts Receivable
D. Inventories
E. Total Current Assets
F. Property, Plant, and Equipment
G. Total Non-Current Assets
H. Total Assets
I. Accounts Payable
J. Total Current Liabilities
K. Long-Term Debt (less current portion)
L. Total Non-Current Liabilities
M. Total Liabilities
N. Total Owner's Equity
* If data is not available for 2010, please provide estimates.
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Section 6.e
Financial Health - NASA Supply Chain Network (cont.)
Financial Statements (cont.)
Use the space below to qualify with narrative any anomalies, transactions, or non-recurring events reflected in your financial
statement line items, e.g. reporting restatement, merger and acquisition, chapter 11, SEC investigation, etc.
A.

2007

2008

2009

2010

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Section 7.a
Employment - NASA Supply Chain Network
Record the total number of full time equivalent (FTE) employees in your U.S./domestic operations by labor type for the 2007-2010 period. Do not
double count personnel who may perform cross-operational roles.
Note: "Total in U.S. Operations" should comprise all preceding labor categories. If not, please indicate why in the comment box.
Source of Operational Data:
Reporting Schedule:
2007
2008
2009
2010*
Professional Occupations
1. Administrative Staff
2. Production Managers/Supervisors/Executives
3. Research and Development (R&D) Staff
4. Production Line Workers, Support Technicians
5. Quality Control, Test Operations
6. Sales and Marketing
A. 7. Facility Operations, Maintenance
8. IT/Network Engineers
9. Other (specify)
10. Other (specify)
11. Total in U.S. Operations
12. Total Number of Scientists
13. Total Number of Engineers
* If data is not available for 2010, please provide estimates.
Personnel Description
B. Estimate the percentage of your company's total personnel in U.S. operations who participate (at any
Space Shuttle
Constellation Program
level) in Space Shuttle and Constellation program-related work?
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Section 7.b
Employment - NASA Supply Chain Network (cont.)
From the drop-down list of professional occupations, indicate what
Difficult to Hire
categories of personnel are the most difficult to hire and retain.
A. Explain.

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Difficult to Retain

Identify your company's critical personnel skills and competencies, i.e. expertise that is critical to your company's viability and
long-term competitiveness.
B. 1.
2.
3.
4.
From the above list, which does your company consider its unique skills and competencies? Explain.
1.
2.
C. 3.
4.

Does your company have production and/or inspection personnel that possess formal
qualifications/certifications necessary for doing business with NASA, e.g. Non-Destructive Testing,
Soldering Workmanship, etc.?
D. Provide examples of such qualifications/certifications.
1.
5.
2.
6.
3.
7.
4.
8.
Does your company require its suppliers to maintain these same qualifications/certifications?
Identify any additional qualifications/certifications your company requires of its suppliers below.
5.
E. 1.
2.
6.
3.
7.
4.
8.
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Section 8
Research and Development - NASA Supply Chain Network
R&D Expenditures and R&D Funding Sources
Record your company's total research and development (R&D) dollar expenditures and the percentage of total R&D expenditures relating to NASA
business lines. Then, indicate both the type of R&D performed, by percent allocation, and your company's R&D funding sources, by percent of total R&D
dollars sourced.
Note: If your company's annual Total R&D Expenditures and Total R&D Funding Sources do not match, explain the discrepancy in the space provided.
Note: Calendar year data is preferred.
Source of R&D Data:
R&D Reporting Schedule:
R&D Expenditures

1.
2.
3.
4.
5.
6.

Total R&D Expenditures
Basic Research (as a percent of 1)
Applied Research (as a percent of 1)
Product/Process Development (as a percent of 1)
Total (must equal 100%)
% of Total R&D Expenditures relating to NASA business lines
R&D Funding Sources

Record $ in Thousands, e.g. $12,000.00 = survey input of $12
2007
2008
2009
2010*

1. Total R&D Funding Sources
2. Internal/Self-Funded/IRAD (as a percent of 1)
3. Total Federal Government (as a percent of 1)
B.
4. Total State and Local Government (as a percent of 1)
5. Universities - Public and Private (as a percent of 1)
6. U.S. industry, venture capital, non-profit (as a percent of 1)
7. Non-U.S. investors (as a percent of 1)
8. Other (specify)
* If data is not available for 2010, please provide estimates.
Comments:
BUSINESS CONFIDENTIAL - Per Section 705(d) of the Defense Production Act

Do Not Submit - Excel Only!

Table of Contents
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Section 9
Investment - NASA Supply Chain Network
Capital Expenditures
Record your company's capital expenditures corresponding to the select categories.
Note: Calendar year data is preferred.
Source of Capital Expenditure Data:
Capital Expenditure Reporting Schedule:
Record in $ Thousands, e.g. $12,000.00 = survey input of $12
Capital Expenditure Category
2007
2008
2009
2010*
1. Total Capital Expenditures
2. Machinery, Equipment, and Vehicles (as a percent of 1)
3. IT, Computers, Software (as a percent of 1)
4. Land, Buildings, and Leasehold Improvements (as a percent of 1)
5. Other (specify)
6. Other (specify)
7. % of Total Capital Expenditures relating to NASA business lines
* If data is not available for 2010, please provide estimates.
Comments:
BUSINESS CONFIDENTIAL - Per Section 705(d) of the Defense Production Act

Do Not Submit - Excel Only!

Previous Page
Table of Contents
Section 10
Certification Page
The undersigned certifies that the information herein supplied in response to this questionnaire is complete and correct to the best
of his/her knowledge. It is a criminal offense to willfully make a false statement or representation to any department or agency of
the United States Government as to any matter within its jurisdiction. [18 U.S.C.A. 1001 (1984 & SUPP. 1197)]
Company or Organization Name

Internet Address

Name of Authorizing Official

Title of Authorizing Official

Phone Number

Fax Number

Point of Contact

Title

Email Address

Phone Number

Extension

How many hours did your company dedicate to completion of this survey?
Indicate here if you would like a copy of the completed NASA Supply Chain Network industrial base
assessment.
Comments
In the space below, please provide all additional comments or any other information you wish to include regarding your participation
in this assessment:

BUSINESS CONFIDENTIAL - Per Section 705(d) of the Defense Production Act

Do Not Submit - Excel Only!

OFFICE OF TECHNOLOGY EVALUATION (OTE)

PUBLICATIONS LIST
September 19, 2012

The U.S. Department of Commerce’s Office of Technology Evaluation is the focal point within the Department for conducting assessments of defenserelated industries and technologies. The studies are based on detailed industry-specific surveys used to collect information from U.S. companies and
are conducted on behalf of the U.S. Congress, the military services, industry associations, or other interested parties.

PUBLICATION TITLE

*Bold indicate forthcoming studies

Defense Industrial Base S2T2 Survey of C4ISR Sector – Spring 2013
Assessment of the U.S. Space Industrial Base Supply Chain – Spring 2013
Defense Industrial Base Assessment of the U.S. Underwater Acoustics Transducer Industry – Fall 2012
Industrial Base Assessment of Consumers of U.S. Electro-Optical (EO) Satellite Imagery – Summer 2012
National Security Assessment of the Cartridge and Propellant Actuated Device Industry: Fourth Review – Summer 2012
National Aeronautics and Space Administration (NASA) Industrial Base – Post-Space Shuttle – June 2012
Defense Industrial Base Assessment of the Telecommunications Industry Infrastructure – April 2012
Reliance on Foreign Sourcing in the Healthcare and Public Health (HPH) Sector – December 2011
Defense Industrial Base S2T2 Survey of Six Sectors –July 2011
Cost-Metric Assessment of Diminishing Manufacturing Sources and Material Shortages – August 2010
Critical Technology Assessment: Impact of U.S. Export Controls on Green Technology Items – August 2010
Technology Assessment of Fine Grain, High-Density Graphite – April 2010
Defense Industrial Base Assessment of Counterfeit Electronics – January 2010
Technology Assessment of 5-Axis Machine Tools – July 2009
Defense Industrial Base Assessment of U.S Integrated Circuit Design and Fabrication Capability – March 2009
Defense Industrial Base Assessment of the U.S. Space Industry – August 2007
Technology Assessment of Certain Aromatic Polyimides – July 2007
Defense Industrial Base Assessment of U.S. Imaging and Sensors Industry – October 2006
National Security Assessment of the Cartridge and Propellant Actuated Device Industry: Third Review – August 2006
Economic Impact Assessment of the Air Force C-17 Program – December 2005
National Security Assessment of the Munitions Power Sources Industry – December 2004
National Security Assessment of the Air Delivery (Parachute) Industry – May 2004
Industry Attitudes on Collaborating with DoD in R&D – Air Force – January 2004
Industrial Base/Economic Impact Assessment of Army Theater Support Vessel Procurement – December 2003

A Survey of the Use of Biotechnology in U.S. Industry – October 2003
Industrial Base Assessment of U.S. Textile and Apparel Industries – September 2003
Technology Assessment of U.S. Assistive Technology Industry – February 2003
Heavy Manufacturing Industries: Economic Impact and Productivity of Welding – Navy – June 2002
The Effect of Imports of Iron Ore and Semi-Finished Steel on the National Security – October 2001
National Security Assessment of the U.S. High-Performance Explosives & Components Sector –June 2001
National Security Assessment of the U.S. Shipbuilding and Repair Industry - May 2001
Statistical Handbook of the Ball and Roller Bearing Industry (Update) - June 2001
National Security Assessment of the Cartridge and Propellant Actuated Device Industry: Update - December 2000
The Effect on the National Security of Imports of Crude Oil and Refined Petroleum Products - November 1999
U.S. Commercial Technology Transfers to The People’s Republic of China – January 1999
Critical Technology Assessment of Optoelectronics - October 1998
National Security Assessment of the Emergency Aircraft Ejection Seat Sector - November 1997
Critical Technology Assessment of the U.S. Semiconductor Materials Industry - April 1997
National Security Assessment of the Cartridge and Propellant Actuated Device Industry - October 1995
Archived Studies
The Effect of Imports of Crude Oil and Petroleum Products on the National Security December 1994

Natl. Sec. Assessment of the Dom. and For. Subcontractor Base~3 US Navy
Systems - March 1992
Natl. Sec. Assessment of the U.S. Semiconductor Wafer Processing Equipment
Industry - April 1991

Critical Technology Assessment of U.S. Artificial Intelligence - August 1994

National Security Assessment of the U.S. Robotics Industry - March 1991

Critical Technology Assessment of U.S. Superconductivity - April 1994

National Security Assessment of the U.S. Gear Industry - January 1991

Critical Technology Assessment of U.S. Optoelectronics - February 1994

The Effect of Imports of Uranium on the National Security – Sept. 1989

A Study of the International Market for Computer Software with Encryption – NSA -1995

Critical Technology Assessment of U.S. Advanced Ceramics - December 1993
Critical Technology Assessment of U.S. Advanced Composites - December 1993
The Effect of Imports of Ceramic Semiconductor Packages on the National Security August 1993

The Effect of Imports of Crude Oil and Refined Petroleum on Natl. Security
– Jan. 1989
The Effect of Imports of Plastic Injection Molding Machines on Natl. Security
– Jan. 1989
The Effect of Imports of Anti-Friction Bearings on the Natl. Security - July 1988

National Security Assessment of the U.S. Beryllium Industry - July 1993

Investment Castings: A Natl. Security Assessment – Dec. 1987

National Security Assessment of the Antifriction Bearings Industry - February 1993

An Economic Assessment of the U.S. Industrial Fastener Industry – Mar. 1987

National Security Assessment of the U.S. Forging Industry - December 1992

Joint Logistics Commanders/DOC Precision Optics Study - June 1987

The Effect of Imports of Gears & Gearing Products on the National Security – July 1992

Joint Logistics Commanders/DOC Bearing Study - June 1986

For further information about OTE’s programs or for additional copies of reports, please visit us at
http://www.bis.doc.gov/ and select “Defense Industrial Base Programs,” or contact:
Brad Botwin, Director, Industrial Base Studies, OTE
Phone: 202-482-4060
Fax: 202-482-5650
E-mail: [email protected]

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