GROTON, CT — The U.S. Navy has implemented the Direct Reporting Portfolio Manager (DRPM) Submarines structure and the Portfolio Acquisition Executive (PAE) Undersea structure to centralize acquisition and sustainment oversight. The service has concentrated technical authority, contracting authority, and milestone decision authority within the Director of Submarine Programs to streamline decision-making processes.

Stephanie Link serves as the Deputy Director for In-Service Submarines and the Industrial Base for the Department of the Navy. "The benefits of that reorganization are that it centralizes accountability…to support on-time delivery of new-construction submarines, and to support our sustainment side, ensuring that we have submarines that are ready," Link said.

The restructuring addresses production goals within a complex supply chain environment. Over 50% of the submarine industrial base relies on single-source suppliers for critical submarine parts. To mitigate these dependencies, the U.S. Navy is deploying targeted supplier development funding to help specialized vendors upgrade facilities and train industrial workers.

The service is also introducing advanced information technology systems to alert vendors of long-term demand requirements. These measures aim to stabilize the industrial base and ensure consistent component availability for ongoing submarine programs. The Navy has allocated $900 million to automate 80% of submarine production work, including welding, machining, and inspections, via partnerships with automated factory developers like Hadrian.

General Dynamics Electric Boat operates a shipyard in Groton, CT. Dave Roberts is the Vice President of Attack Submarine Programs at General Dynamics Electric Boat. We’re bringing in thousands of new ship builders this year, and for the foreseeable future, Roberts said.

To support the influx of new personnel, General Dynamics Electric Boat is deploying flat screens and Active Learning Centers on its construction facility floors. The company uses interactive gaming engines to allow shipbuilders to visualize electrical hangers and wire pathways in steel modules. These technologies assist workers in understanding complex internal structures before physical installation begins.

Tom Callender is the Senior Manager for Navy Programs at General Dynamics Electric Boat. Restoring the submarine industrial base to achieve at least one Columbia and two Virginia class submarines per year remains the nation’s and the Navy’s top acquisition priority, Callender said.

Historical production data provides context for current output targets. During the 1980s, General Dynamics Electric Boat employed approximately 25,000 workers. During that same period, the shipyard produced three Los Angeles-class submarines per year. The Navy’s Submarine Industrial Base (SIB) funding program includes $2.1 billion in targeted investments to upgrade 70% of sole-source suppliers, addressing critical bottlenecks in Virginia-class production.

Beyond new construction, the Navy is integrating advanced technologies for maintenance and repairs. The service is integrating robotic welding for hull inspections and repairs. It is also integrating underwater drones for hull inspections and repairs. These tools allow for detailed assessments of submarine hulls without requiring dry-docking for every inspection.

The U.S. Navy is expanding the use of digital remote advisory tools to deliver real-time technical advice to sailors. This capability enables shore-based experts to guide crew members through technical issues while at sea. The Navy’s Shipbuilding Plan (May 2026) explicitly outlines the PAE structure as a reform to accelerate submarine delivery, citing alignment with the FY26 NDAA and Trump’s 2019 Executive Order 14265 on defense acquisition modernization.

In 1986, the U.S. Navy formed Program Executive Offices (PEOs) to centralize shipbuilding oversight, a structural reform that predates current Portfolio Acquisition Executive (PAE) initiatives and reflects a precedent for centralized authority in submarine acquisition. By FY31, the Navy aims to achieve a submarine production rate of 2.33 Virginia-class boats per year, up from the current 1.5, as part of its $120 billion modernization plan for the submarine industrial base.

The consolidation of authority under the DRPM and PAE structures represents a significant shift in how the Navy manages its undersea fleet. By centralizing technical and contracting decisions, the service aims to reduce delays and improve accountability across the acquisition lifecycle. The integration of automation and digital tools addresses both labor shortages and supply chain fragility, which are critical constraints on current production rates.

The focus on restoring the industrial base to meet specific annual production targets for Columbia and Virginia class submarines reflects the strategic importance of undersea capabilities. With over half of the supply chain dependent on single-source vendors, the targeted funding and technological upgrades are designed to create a more resilient manufacturing network. These efforts align with broader modernization plans that seek to increase the annual output of attack submarines while maintaining the readiness of the existing fleet.