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Intel Analysis, Inc.

Intel Analysis, Inc. · Est. 2006

Bridging analytical gaps.

Intelligence analysis, supply chain risk and technical expertise for government and industry.

How a question becomes an answer — an illustrative case, in six steps

Read the case
QUESTION · ILLUSTRATIVE CASEIs Supplier 07 who itsays it is? SOURCES Registration recordHighAnnual filingHighSupplier statementMediumPress itemLow OWNERSHIP Supplier 07 owned by Company 12 owned by Holding company shared director Supplier 02 · same program CHANGES OF OWNERSHIP Year 1Year 2Year 3Year 4Year 5Year 6 BID CONFIDENCE OWNERSHIP CHAIN · WELL SUPPORTED INFLUENCE · UNRESOLVED FINDING · ILLUSTRATIVE What the evidence showsA three-step ownership chain, well documented. What it meansA shared director links two suppliers on one program. What remains openWhether that link carries any influence. Every statement cited to its source.

Illustrative example — a hypothetical supplier, people and dates.

  1. Question

    A question arrives.

    A program office is about to award a subcontract. Before it does, it asks a plain question: is Supplier 07 who it says it is — and who stands behind it?

  2. 01 · Evidence

    Start with what is known.

    Registration records, filings and the supplier’s own statements are gathered first, and each source is weighed for how reliable it is before anything is concluded.

  3. 02 · Context

    Follow the connections.

    Supplier 07 is owned by Company 12, which is owned by a holding company. A director of that holding also sits on the board of Supplier 02 — already on the same program.

  4. 02 · Context

    Watch what changed, and when.

    Ownership moved twice in a short period, and the most recent change came shortly before the bid. Timing is not proof of anything; it is a reason to look closer.

  5. 03 · Judgment

    Make uncertainty clear.

    The ownership chain is well supported. Whether the shared director has any influence over either supplier is not. The finding says both — plainly.

  6. The answer

    A finding a decision can rest on.

    What the evidence shows, what it means for the award, and what remains open — on one page, with every source cited.

From systems to components

Every detail. A wider context.

Understanding a supply chain means looking beyond the finished product. We examine organizations, components and the relationships between them.

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Parts in storage, 1930 — Wikimedia Commons (public domain)

Parts in storage, 1930 · Wikimedia Commons (public domain)

Overview

The value is in the connections.

We investigate the organizations, suppliers and relationships behind your questions. Our assessments explain what the evidence shows and what it means for your decision.

Analyst-owned and led, IAI brings together analysis, technical expertise and program support for government and commercial organizations.

Capabilities

Depth where it counts.

  1. 01Supply Chain Risk ManagementAssess vendor, component and ownership risks across federal supply chains.Flagship practice
  2. 02Corporate Due DiligenceInvestigate company ownership, control and relationships to support business and government decisions.
  3. 03All-Source Intelligence AnalysisCombine intelligence from multiple sources into assessments that explain the findings, evidence and uncertainty.
  4. 04Counterintelligence and Insider ThreatAnalysis, threat assessment and program support for counterintelligence and insider threat teams.
  5. 05AI and Data SolutionsAI planning, data integration and analytic support shaped around your team’s needs.
  6. 06Technical and Program ServicesIT, project management, system assessment and proposal support for customer programs.

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Our leaders are intelligence analysts who understand the work and support the people doing it.

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Intelligence Analysis, Incorporated · SBA-certified SDVOSB · UEI LK5CFHLMKLK1 · CAGE 4CDF0 · Since 16 March 2006