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Small Manufacturers Confront the CMMC Readiness Gap


By Greg Rankin S


mall manufacturers repre- sent a major portion of the Department of Defense sup-


ply chain, but many remain less prepared for Cybersecurity Ma- turity Model Certification as- sessments than they realize. As CMMC requirements move into contracts and solicitations, readiness is becoming a business requirement rather than a dis- tant compliance concern. Manufacturing companies


may operate advanced produc- tion equipment, robotics, and tightly controlled processes while still overlooking how sensi- tive defense information moves through office networks, shop- floor systems, and internet-con- nected machines.


Cybersecurity Extends to the Factory Floor


Many manufacturers initially


view cybersecurity as an issue lim- ited to email, accounting, and front-office computers. That as- sumption can leave production equipment, legacy systems, and data exchanges outside the compa- ny’s perceived security boundary. “For many manufacturers,


when they think about cyberse- curity, it’s the front-office com-


puters,” says Michael Eaton, ex- ecutive director of the Missouri Association of Manufacturers. “They don’t always think about the shop floor machines tied to the internet.” Eaton has visited more than


330 manufacturing operations across Missouri and has ob- served a substantial difference between perceived preparedness and the full scope of CMMC re- quirements. Smaller defense sup- pliers may be particularly vulner- able to cyberattacks because they often have limited cybersecurity personnel and incomplete visibili- ty into their data flows.


Self-Assessments Meet Evidence Requirements


For years, many suppliers


evaluated themselves against NIST SP 800-171 requirements. Formal CMMC assessments in- troduce a higher level of scruti- ny, including documented poli- cies, repeatable procedures, clearly defined system bound- aries, and evidence that controls are operating as intended. SSE, a Registered Provider


Organization that works with defense suppliers, has completed more than 60 gap assessments.


According to the company, or- ganizations frequently entered the process believing they were much closer to compliance than the evidence showed. “The difference between an


organization’s self-assessed score and its evidence-based post-as- sessment score averaged nega- tive 133 points,” says Bob Duffy, chief operating officer at SSE. The problem is rarely one


missing technology. Common gaps include incomplete docu- mentation, misunderstood as- sessment boundaries, weak con- trol of data movement, and insuf- ficient proof that policies are fol- lowed consistently.


Readiness Becomes an Operational Project


CMMC preparation can af-


fect IT, production, human re- sources, management, and the shop floor. Manufacturers must identify where controlled infor- mation enters the business, map where it travels, restrict access, document procedures, imple- ment controls, and maintain evi- dence over time. For companies starting with


significant deficiencies, the work may take six months or longer. It


cannot be treated as an occasion- al IT assignment. “This isn’t something you muscle through after hours,” Eaton says. “Most owners are already spread thin.” Failure to prepare can have


consequences beyond the indi- vidual supplier. A manufacturer


CMMC readiness is no longer simply an


IT project; it is a business requirement that reaches from the front office to the factory floor.


that cannot meet contract re- quirements may lose eligibility for new defense work, while prime contractors may face de- lays and the cost of qualifying re- placement vendors.


Starting Before Capacity Tightens


Registered Provider Organi-


zations can conduct gap assess- ments, identify deficiencies, sup- port remediation planning, and help companies prepare evidence for certification. Manufacturing associations can also connect members with providers that un- derstand cybersecurity and fac- tory operations. This guidance can help suppliers distinguish essential corrective work from unnecessary spending. It also gives management a clearer schedule, ownership structure, and sequence of priorities. Timing remains a concern.


As CMMC requirements flow through new contracts and modifi- cations, demand for preparation and assessment services is expect- ed to increase. Qualified providers and assessment capacity are lim- ited, creating a risk for manufac- turers that postpone action until certification becomes an immedi- ate condition of an award. CMMC readiness now af-


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fects competitiveness across the defense industrial base. Manu- facturers that begin by defining their scope, evaluating evidence, and building a realistic remedia- tion plan will be better posi- tioned to preserve customer rela- tionships and pursue future de-


fense work. Contact: SSE, Inc., 9666


Olive Boulevard, St. Louis, MO 63132 % 314-439-4700 E-mail: info@sseinc.com Web: www.sseinc.com r


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