BAE Systems’ Electronic Systems (ES) sector is embarking on a critical transformation: a strategic realignment of its manufacturing footprint designed to meet evolving customer expectations, navigate dynamic market forces, and ensure long-term success. This effort goes beyond a simple restructure; it’s the evolution of a resilient, scalable operations ecosystem that’s built on a foundation of deep collaboration and clear alignment on what we do and how we do it. Leading this effort is Jennica Dearborn, vice president of Operations, who is engaging ES sites, setting the vision and removing roadblocks to set the sector up for success today and into the future.
“The challenge before us isn’t simply about doing things better, it’s about doing better things – and being able to do them at scale,” said Dearborn. “To remain competitive and effectively serve our missions, we must adapt and optimize how we manufacture our products, ensuring we can respond rapidly to changing market dynamics.”
At the core of the strategy is a deliberate shift toward an ecosystem of interconnected sites, strategically categorized as either manufacturing hubs or specialized factories, designed to leverage their expertise.
Four locations – Austin, Texas; Cedar Rapids, Iowa; Fort Wayne, Ind.; and the headquarters in Nashua, N.H. – have been designated as manufacturing hubs. These hubs are designed to scale talent, support multiple businesses, and house core capabilities applicable to a broad range of products. By consolidating resources, co-locating similar technologies, and making sure teams are clear on the role they play in the ecosystem, these hubs will unlock significant operational effectiveness and accelerate innovation.
The remaining factories across BAE Systems’ diverse footprint will operate as specialized factories, retaining unique capabilities focused on specific tools, skills, and techniques. “Specialized factories aren’t just supporting players; they are critical to our overall success,” said Dearborn. “They provide essential flexibility and innovative solutions that our business relies on.”
Throughout this process, the team actively sought varied perspectives, leveraging ideas fueled by a network of “battle buddies” across functions and businesses. This allowed the team to identify potential roadblocks and find creative ways to overcome them. The manufacturing ecosystem is designed to thrive on that same model – empowering every program team to leverage a trusted network of cross-functional colleagues who bring different perspectives and expertise to the table. “Solving the hardest problems requires teammates with different vantage points, rowing in the same direction,” emphasized Jennica. “It’s about leveraging the expertise and insights of our entire workforce, from the shop floor to the engineering labs, to develop a deep understanding of this complex system and a shared commitment to success.”
This collaborative approach extends beyond internal teams. BAE Systems is also fostering closer partnerships with customers and suppliers, creating a more integrated and responsive supply chain. “We see them as extensions of our own operations ecosystem,” she said. “Our supply chain organization plays a critical role in flowing this mentality out to the organizations we partner with, and ensuring we are working together to anticipate challenges, mitigate risks, and deliver even greater value.”
Some leaders seek to simplify challenges. Jennica and team are diving into the complexity. That mindset is a deliberate choice rooted in a deep commitment to BAE Systems’ missions: We Protect Those Who Protect Us® and We Innovate For Those Who Move the World™. With those missions as a guide, embracing complexity fuels an operations ecosystem built to deliver scale, speed, and impact for today and tomorrow.
By Emily Rodrigues, Communications