Quantum Literacy Magazine - Quantum Supply Chain August 2023

HARNESSING THE POWER OF AWARENESS FOR A DYNAMIC WORKFORCE

STRIKING BALANCE BETWEEN INNOVATION AND REGULATION

ON THE COVER

INSIDE

SPOTLIGHT

From the Editor...

Step into a realm where quantum meets supply chain in our latest issue. Delve into articles that illuminate Quantum Literacy Awareness, dissect the layers of the Quantum Stack, and unveil the investment landscape driving quantum advancements. Explore how Workforce Development is shaping quantum-ready professionals to lead us into the future.

Journey with us through Montana’s quantum future in the supply chain, supply chain resilience, cybersecurity logistics, and an insightful interview with a pioneer redefining supply chain norms.

The Quantum Supply Chain Issue is your guide to an evolving landscape where quantum technology reshapes industries. Join us in exploring the fusion of quantum and supply chain.

Special thank you to our special guest editor, Luke Mauritsen, whose commitment to ensuring this issue included incredible talent and a robust network was noticed and appreciated.

To the quantum supply chain,

Dr. Timothy A. Akers takers@quantumliteracy.org

A Letter to the Editor...

Dancing with Dualities –

Dear Editor,

As a math Ph.D. researcher, I can confirm that the intersection of math with quantum is significant. We could say that math and quantum are entangled.

The unreasonable effectiveness of mathematics in the natural sciences (hats off to Eugene Wigner, a Nobel laureate physicist) testifies to math’s entanglement with the physical world. It is embedded in the history of the discovery of subatomic particles. The Standard Model of particle physics posits certain symmetries-think group theory and gauge theory--and predicts the existence of particles with specific properties. This theory motivated experiments that ultimately uncovered many subatomic particles.

Something strange is afoot in the realm of the small. Working with a classical conception of nature, Newton described light as a particle. This view was upended when Thomas Young discovered that light had wave-like properties. This discovery hinged on the famous double-slit experiment (Young’s version differed slightly): a stream of photons (think laser) is passed through a plate with two slit-like openings. Particles should pass directly through the slits; instead, a wave pattern emerges. To this day, we refer to the ‘wave-particle duality’ of light.

Let’s demystify this a bit. We refer to the wave-particle duality of light because we have two descriptions of light. Don’t mistake this to mean that light itself is weird. Light must have a singular physical nature that we have yet to fully comprehend.

We all can appreciate the unexpected outcome of the famous double-slit experiment at home. Thanks to Dr. Mithuna Yoganathan and her YouTube channel Looking Glass Universe, all you need is a laser pointer, a strand of hair and a darkened room. Split the beam on the hair and view the resulting image on the wall. Don’t panic (appropriate for us galactic hitchhikers), you’re witnessing the same phenomenon as everyone else.

This begs for an explanation. How do we interpret these results? It’s gonna get weird.

This prompts a thought-provoking question: are particles, like electrons and photons, fundamentally electromagnetic waves? Perhaps our illusory perception of a classical world is overlaid on an underlying substrate of vibrating electromagnetic energy. These vibrations (i.e., wave functions), collapse to a point (i.e., particle) under ‘observation’. This is the celebrated Schrödinger’s cat: physical states are actuated with some statistical likelihood but are indeterminate prior to observation. Welcome to the Copenhagen interpretation, an enduring explanation favored by many active research physicists including pioneers like Niels Bohr and Werner Heisenberg, which suggests our perception of a classical world might be superimposed on a deeper layer of vibrating electromagnetic energy.

Alternatively – hold on, it’s gonna be a bumpy ride – we can take on the many-worlds interpretation (MWI), brought forth by physicist Hugh Everett III. With MWI, we posit that each probable state of a system corresponds to an actual reality, an alternative world, or what we might call a parallel universe, one world for each probability. In other words, infinite worlds, each with its own cat in a particular state.

If you avoid metaphysical ambiguity with a passion, you may prefer De Broglie-Bohm theory. In this interpretation, particles are particles (a la Newton’s classical mechanics). The interference patterns observed in the double-slit experiment are explained by an underlying wave that guides the particles, the

so-called ‘pilot wave’. The particle goes through one slit as expected, the underlying pilot wave creates the wave pattern.

That’s only a handful of possible interpretations. In short, we are confronted with undeniable empirical evidence that contradicts our shared, classical conception of the physical world. As we interpret the evidence, I encourage your readers to ponder the implications of the modified version of the double-slit experiment for themselves as they attempt the experiment at home.

Despite the counterintuitive nature of these theories, do not panic! These observations are counterintuitive for everyone. If all we want and need is to understand quantum phenomena to become quantum literate without pursuing cutting edge research, we’re probably okay. Deep knowledge of gauge theory that uses mathematical symmetries to describe how fundamental forces interact with particles, among others, may not provide the understanding we seek. An indispensable tool of quantum mechanics is linear algebra (think matrices and vectors). With a reasonable expenditure of effort, we can gain or brush up on the tools we need to engage with the material.

As you ponder the home-version of the doubleslit experiment, have you taken a measurement of your attitude? Are you tending toward the Copenhagen interpretation? If you want to have your cake and eat it too (quantum cake superposition), De Broglie-Bohm theory is baked with classic ingredients. You could always go native and approach quantum mechanics on its own terms by accepting every theory (with a degree of probability) and experience superposition in your own thinking.

Regardless of what we understand of quantum mechanics or which interpretation we prefer, at least we can disentangle mathematics from the observation that spurred the concept of the wave-particle duality of light. No formula is needed to observe this strange result in our own homes.

Tyler Russ Ph.D. Candidate in Mathematics

George Mason University

Quantum Literacy Corner Reading Recommendations

"Have you had your cup of quantum today?" with Dr. Tim Akers

To those kindred spirits who love to read, I encourage you to also consider Audible, the audio book option. I have greatly enjoyed listening to “Quantum Physics Made Easy” by Donald B. Grey via my Audible smartphone app. For those venturing into the field of quantum physics, “Quantum Physics Made Easy” offers a quick and accessible introduction. While its simplified approach and engaging narrative can draw readers in, the lack of detail might leave those seeking a more in-depth understanding somewhat underwhelmed. It serves as a good springboard for those curious about quantum physics, rather than a detailed guide for serious learners.

The text thrives on the simplicity of its presentation. It strips away the usual jargon, providing a high-level view of the subject that can attract newcomers to this fascinating scientific domain. This uncomplicated approach, however, has its limitations, as it might overlook the granular details of core themes such as quantum phenomena in black holes. But from a quantum literacy perspective, it does a commendable job of easing the reader into abstract yet crucial concepts.

Quantum Literacy Education and Awareness

Randi Hunley, Ph.D. and Timothy Akers, M.S., Ph.D.

FUELING THE QUANTUM SUPPLY CHAIN FOR A QUANTUM-READY AMERICA

The intricacy of quantum mechanics has pushed boundaries since its ideology in the 20th century by defying the basic human understanding of reality. Even though ideologies of quantum have rapidly matured from theoretical scientific concepts to the threshold of everyday application, societal perceptions of quantum’s fundamental principles are still deemed as mysterious and unreachable, often providing the illusion of laboratory physicists performing complex experiments for most of our communities. This misconception about the broader world of quantum raises numerous concerns. These range from the accessibility of quantum funding to the understanding of the modern and developing quantum supply chain.

The lack of awareness and the need to develop a quantum workforce are also significant issues. As a society, we stand on the brink of a ‘quantum revolution’, a future where quantum computers might reduce problem solving from thousands of years to minutes, or where quantum sensors could detect cancer at its earliest stages. Unlike other topics, with quantum, there are no limits to the power of intelligence that can be created nor are there boundaries on developing a multifaceted workforce through quantum literacy.

This new era, suffused with the enormous potential of quantum technologies, brings forth a crucial question: Is America quantum ready to lead in this quantum future? Our preparedness to pioneer in this nascent path of ground called “quantum” heavily depends on bolstering our quantum supply chain – the network of industries and institutions involved in the research, development, production, and distribution of quantum technologies.

The quantum supply chain extends beyond traditional logistical considerations. It’s a broad spectrum that includes research and development, component manufacturing, quantum device production, quantum software development, infrastructure support, distribution to end-users, service and maintenance, and formulation of standards and regulations. Each stage requires robust support to ensure a smooth transition from quantum science to quantum reality. Stated more succinctly, “Let America build a quantum widget!”

Our Nation’s ability to lead in this quantum frontier is a collaboration of technology and infrastructure, relying significantly on an aspect often overlooked- the quantum workforce. What does the support system for quantum at the highest-level look likea transformational workforce built on the foundation of basic principles, hard work, and commitment to explore an everchanging landscape through Quantum Literacy Education and Awareness. Quantum Literacy, which refers to the understanding of quantum principles and technology applications, is critical for professionals and the broader public alike by integrating complex technologies in communities that may be unfamiliar. Through Quantum Literacy, we can ensure an inclusive and diverse quantum future, laying the foundation for a robust, sustainable national quantum supply chain that is quantum workforce ready.

The articles featured in this seminal Quantum Literacy Magazine highlight the wide array of considerations essential to constructing a quantum supply chain. This includes acknowledging the importance of manufacturing, cybersecurity, investment, legal frameworks, theoretical underpinnings, and numerous other potential sectors that contribute to a national infrastructure. This infrastructure, designed with a comprehensive understanding of these elements, aims to position America at the global forefront in terms of quantum supply chain technology production, manufacturing, logistics, and workforce development overall.

Cultivating a Skilled Quantum Workforce

Human capital lies at the heart of any technological revolution. As quantum technologies advance, the requirement for quantum literacy among the workforce becomes non-negotiable. An understanding of quantum mechanics and technologies enables both the development and utilization of these emerging tools, two significant components to advancing and scaling quantum technologies. The divide between quantum literacy and a quantum workforce development is bridged through awareness.

Many roles demand a certain degree of quantum literacy, for example, quantum researchers, software developers, engineers in component manufacturing, professionals maintaining the requisite infrastructure, and end-users in fields as diverse as logistics and healthcare. This knowledge equips individuals with the tools necessary to

interact effectively with quantum technologies, thus ensuring a resilient workforce capable of supporting a robust quantum supply chain of manufactures, logisticians, and technicians.

Education plays a critical role in this environment. Incorporating quantum literacy within academic curricula, from K-12 to tertiary institutions (e.g., trade schools, community colleges, and universities), can ensure that the upcoming workforce is well-prepared to take on the quantum future. Through awareness, education,

and collaboration we can start to plant the seeds for emerging technologies that are not only evolving in their own respective space, but are interconnected through a web of uncertainty, excitement, development, and urgency.

call of the hour? A fresh, dynamic approach to learning, one that fearlessly dives into the deep end of abstraction, making even the enigmatic realms of quantum physics accessible to the curious mind.

Innovation through Quantum

Fostering

Literacy Innovation, the lifeline of technology, thrives on the bedrock of knowledge, the cornerstone of the unknown. Quantum literacy equips individuals with the tools and ideas to innovate, offering a profound understanding and learning experience that allows individuals to create, adapt, and apply quantum technologies. When we integrate quantum literacy into education, we are essentially handing the future scientists, engineers, and entrepreneurs the keys to the quantum kingdom. In the ever-evolving landscape of STEM education, an intricate tapestry woven with threads of science, technology, engineering, and mathematics, it’s become abundantly clear that we stand on the precipice of a pedagogical revolution. The

Imagine a world where quantum literacy permeates every corner of society, sparking a veritable renaissance of fresh ideas, cutting-edge techniques, and groundbreaking applications. This isn’t just about technological innovation, nor is just about quantum technologies rolling off production lines to bolster our quantum supply chain inventory. It is, arguably, more about pedagogical innovation, nurturing a garden of diverse ideas that bloom into a vibrant tapestry of knowledge. This rich diversity is our bulwark against the unpredictable, our safety net in a world of constant change. It lends resilience to our supply chain, providing a robust cushion against unforeseen challenges. It’s a brave new world, and it’s closer than we think.

Strengthening Public-Private Partnerships with Quantum Literacy

As we venture further into the quantum frontier, we’re discovering that quantum literacy is more than an approach, it’s a master key, unlocking doors to unprecedented collaboration among academia, industry, and government. This shared understanding and appreciation of quantum technology is sparking conversation and igniting a wildfire of ideas and innovative solutions. It’s aligning research

priorities, accelerating the development and commercialization of quantum technologies, and fortifying the strength and resilience of the quantum supply chain. In the face of international competition, quantum literacy education is our secret weapon, ensuring we stay not just in the game, but ahead of it.

Promoting Diversity and Inclusion through Quantum Literacy

Quantum literacy is a transformative force in society, accentuating more than technology, as a tool for increasing equitable

about inclusivity but enriching

inclusive approach to quantum

of the quantum revolution penetrate all facets of society by amplifying access to the

opportunities that quantum technologies offer and ensuring that no one is left behind in this quantum leap forward. The focus of quantum literacy is not only the acceptance of a technological quantum revolution involving workforce development and connecting complex issues and principles, but making significant transformational change which encompasses a diverse future and cultivating influence.

Building Public Support with Quantum Literacy Education

Finally, investments in science are often derailed through a lack of topic comprehension involving ideation and development, even more so when working with emerging theories and technologies that challenge perceived reality. Quantum literacy education and awareness can demystify quantum technologies for the general public, elucidating their potential societal impact. In other words, it can get the public to say, “we can build that!” Thus, increasing public awareness can stimulate support for quantum infrastructure and research investments, a Call to Action, that contributes significantly to the establishment of a rich and robust quantum supply chain.

Creating a More Diverse, Equitable and Inclusive Workforce for the Second RevolutionQuantum

Quantum literacy isn’t just a tool, it’s a bridge, a conduit connecting the intricate world of quantum technologies with the diverse landscape of the emerging public workforce. This awareness strips away the mystique and reframes the narrative of quantum perceived as an exclusive club only

accessible to those in quantum research at the highest level. Quantum literacy spotlights the potential benefits of integrating the notion and paints a picture of a future where quantum advancements are understood and embraced by the public. Quantum literacy is our master key to a future where America builds components for quantum technology that is not just accepted, nor expected, but celebrated and expanded.

The role of Quantum Literacy in sculpting America’s quantum future is as pivotal as it is profound. It’s the keystone of our quantum destiny, a beacon that guides us towards a future brimming with a skilled quantum-literate workforce, a hotbed of innovation, robust public-private partnerships, and a culture that champions diversity and inclusivity. As we set sail on this quantum voyage, it’s crucial that our policymakers, educators, and industry leaders join forces. Our path to a quantum future must be more than a mere roadmap, it must be woven into the very fabric of America, anchored through our passion, minds, and classrooms of our nation.

When discussing quantum literacy awareness, we should recognize that in this quantum era, quantum literacy is not merely a tool for scientists and engineers, but a common language spoken across industry shop floors, boardrooms, policy think tanks, classroom, and across the water fountain. It will democratize access to quantum technology, open new avenues for collaboration, and foster a sense of shared purpose in navigating our quantum future. Achieving a robust and inclusive American Quantum Supply

Chain requires a nation-wide emphasis on quantum literacy education and awareness. Our quantum future hinges on quantum literacy.

Dr. Tim Akers currently holds the dual roles of Assistant Vice President for Research Innovation and Advocacy and Professor of Public Health at Morgan State University (MSU). In addition to his academic pursuits, Dr. Akers is the Chief Executive Officer of the National Quantum Literacy Network and includes serving as a former Senior Behavioral Scientist for the U.S. Centers for Disease Control and Prevention (CDC). As a veteran of the U.S. Air Force, Dr. Akers developed his expertise in counterterrorism for Nuclear, Biological, and Chemical warfare while serving as Security Police. He has the distinction of being a former member of the inaugural cohort of the National Quantum Initiative Advisory Committee for the U.S. (NQIAC). Dr. Akers is also the Senior Editor for Quantum Literacy Magazine.

Dr. Randi Hunley works for one of the Big Four Consultant firms and has experience in the private sector, academia, and government working across businesses to develop innovative solutions for higher education, small businesses and workforce development. She has expertise in developing and executing strategic business initiatives and focuses her research and energy on emerging technologies, supply chain management and negotiations, small business needs, and federal technology trends. Dr. Hunley is also the Senior Editor for Quantum LIteracy Magazine.

For more information and guidance on quantum literacy, visit www.quantumliteracy.org

The Quantum Stack as a Framework for Ecosystem Policy and Strategy

There is a race underway among nations, large corporations, and startups to build quantum capabilities in computing, communications and sensing, with massive economic opportunity and national security implications at stake. Deviating from historical precedence, this race is characterized by the commercial industry leading technological development that is critical for national security.

Due to the new reality of globally energized commercial capability across nations, quantum technologies are developing at a blistering pace. In the rush to build the most powerful quantum computer, we’ve surrounded what fragile qubits we have with a myriad

of electronic, cryogenic, and photonic equipment largely borrowed from a research instrumentation ecosystem. Expertise in quantum physics and in the enabling technologies capable of building quantum systems is in extremely high demand.

There are essentially no standards of development, operation, or criterion apart from what exists in ancillary industries. The degree of diversity and complexity among various modalities (photons, ions, atoms, superconducting qubits, and transduction between them) of quantum systems is astounding.

We’ve moved so fast over the past 10 years in pursuit of quantum advantage that

we’ve overlooked the building of the foundation. As a result, increasing and sustainable gain is becoming exponentially harder to achieve. It was the right thing to do.

We had to go as fast as possible with the tools, people and expertise available and see how far we could go. Now as an industry we are facing the undeniable reality that we must build a foundation that will foster breakthrough capabilities in a time where apparent ceilings pose staunch difficulties.

So, while we continue to advance the capabilities of quantum systems and technologies, an ecosystem needs to be built from the ground up. The value of this

Luke Mauritsen

ecosystem will stem from the quality of its framework.

Quantum systems and the many technologies that enable them are being invented and reinvented as this article is being written. We are at an early stage where foundational building blocks of an ecosystem, like standards and policy, are in their infancy.

As our nation works together with aligned nations to build this ecosystem, increased intentionality could lead to a stronger foundation of common understanding, common taxonomy, common language, and a common quantum literacy for each layer of the ecosystem that must be addressed for future strategy.

As we build strategies for national risk assessment, supply

chain, workforce, standards, foreign collaboration, export policy, economic security and more, we can be increasingly confident that we are addressing the quantum ecosystem as a whole.

A solid ecosystem framework as the foundation will assist federal agencies, corporations, educational institutions (such as minority and non-minority serving institutions, to include community colleges and fouryear academic institutions), tribal and state governments, economic development groups, and investors with the ability to develop strategy for their approach to creating value in the quantum industry. Think of it as a necessary piece of quantum literacy that if cultivated now, will facilitate accelerated growth of a diverse quantum ecosystem.

The Quantum Stack

A Quantum Stack has been developed by members from the MonArk Quantum Foundry, QED-C and NQIAC, which provides a fundamental view of each of the major categories of quantum technologies required to provide value to end users. The stack shows the most fundamental layers of quantum hardware as well as the non-quantum hardware and software necessary for providers to offer systems and services to end users. The Quantum Stack serves as a common framework for diverse groups across the quantum ecosystem, beginning to develop a holistic strategy which addresses every layer.

The Quantum Stack organizes the categories and layers from materials to quantum and non-quantum technologies

to systems that are required to provide value to end users. It is a functional stack which is grounded in the technologies that form a quantum supply chain.

Without a common framework, the diversity and complexity across the layers of the quantum supply chain, coupled with language differences, can lead to contrasting understandings of the quantum supply chain even among those within the industry. To an even further degree it is far less understood and therefore intimidating to those outside of the quantum industry, where it is even more important to build strong awareness and a correct understanding.

Investors interested in disruptive industries, government offices establishing policy, defense agencies building quantum capabilities, academic institutions developing workforce, and corporations

using quantum systems are all motivated to increase consistent, strong, and holistic quantum literacy within their organizations.

Starting at the bottom are the core quantum technologies that exhibit the unique quantum mechanical properties of superposition and/or entanglement. These include quantum materials such as two dimensional, photonic, and exotic materials, as well as devices including various types of qubits, quantum memory and transduction devices, and quantum sensing devices. The next group of technologies, non-quantum hardware and software, is required to support the quantum devices, and they can include some devices which operate in the quantum regime but are not the core of the quantum hardware.

The Quantum Stack figure shown presents examples of environments, interface components, control hardware, and software and firmware to coordinate quantum control, readout and perform error correction and finally quantum and classical networking to connect control technologies to quantum systems.

Taken together, the quantum hardware, non-quantum hardware and software supporting the quantum hardware comprise the quantum supply chain. Author Greg Peters speaks in more detail to this area of the Quantum Stack in “The Quantum Supply Chain: A Primer”, of this issue.

The next layer up this stack describes the providers of quantum systems and/ or services. These include quantum systems such as quantum computers, quantum networks, and quantum sensors. The lines between each of these types of systems are already beginning to blur, with quantum computers being linked together by a quantum network. It is likely that future systems will trend toward an increasingly integrated combination of computing, networking, and sensing.

Providers also offer cloud services to deliver quantum solutions to users as well as

The Quantum Stack shows the technology layers to be considered for each category of ecosystem strategy.

algorithms and protocols to apply quantum technologies to specific industry applications. Providers are dependent upon the quantum supply chain to build systems such as quantum computers, networks, and sensing systems to serve the end users. Risks anywhere in the quantum supply chain layers of the quantum stack are risks to providers as they deliver value to end users and are also risks to national security.

– both competitive and aligned. Each entity in this ecosystem is building an understanding of the quantum industry and aligning strategy for their competitive role in it.

Taxonomies, national risk assessments, supply chain, workforce, standards, foreign collaborations and economic security are just a few examples of ecosystem strategies that must be developed. As the industry evolves, more strategies will be built that we cannot yet foresee. The Quantum Stack provides a starting place and a framework for all these strategies to develop. It facilitates productive thought

A Call to Action.

This is a critical time to lay the foundations that will lead to the most effective policy decisions and the right investments to make, both public and private. Because of the nascent state of the quantum industry, there exists substantial risk in the stack and much of the risk is not yet well identified or understood. If we have not identified and don’t understand the risk buried in the Quantum Stack, we are not well equipped as a nation to address it.

Without an understanding of these risks, it is possible that certain bottlenecks buried deep in bills of materials could, without warning, stop

Finally, at the top of the stack, end users are using algorithms employing quantum products to create value for their customers across an increasingly diverse matrix of applications and industries. The Quantum Stack captures each of the technology layers necessary to provide value to end users. Any strategy in building the quantum ecosystem should give consideration to each of these layers.

Ecosystem Strategy

The broad quantum ecosystem includes companies, government, universities, workforce, and foreign nations

and communication to address every technology layer that plays a role in creating value for end-users in the quantum industry. It necessitates and fosters cohesive understanding among policy-makers, scientists, businesspeople, and educators that is fundamental to building this industry.

production of some enabling technologies. An even more likely scenario is that as things like error correction in quantum computing improve and allows the scaling of several thousands of qubits, the enabling technologies quickly become the bottleneck in scaling.

These are issues that can be identified now, but they don’t have easy answers because

“Risks anywhere in the quantum supply chain layers of the quantum stack, are risks to providers as they deliver value to end users and are also risks to national security.”

many of the suppliers are not mature technology developers and/or don’t have the resources to make those investments.

Why would we wait to address these anticipated scaling issues if we could address them now? In the RAND Assessment of the U.S. and Chinese Industrial Bases in Quantum Technology the statement is made:

materials and processing of materials to identify risk in the EV (Electric Vehicle) industry. A similar deep dive is needed for the quantum industry. Much of the risk in the supply chain is buried in the bill of materials of the supply chain companies and in the number and maturity level of the existing supply chain companies.

assessment. Organizations exist today, such as the Quantum Economic Development Consortium QED-C whose membership is well positioned to support this.

A successful national risk assessment could lead to a whole-nation strategy of addressing risk based on regional assets and capabilities. This could be part of a broad strategy that encompasses every aspect of the ecosystem and every part of the nation’s geography and society. But, in order to build the ecosystem, we need a framework. Broad and fundamental quantum literacy translates directly to national security.

This is a critically important statement and while the RAND assessment is beneficial, it does not go deep enough as only a cursory overview of quantum supply chain technologies and companies was done.

In the White House June 2021

100 Day Review: BUILDING RESILIENT SUPPLY CHAINS, REVITALIZING AMERICAN MANUFACTURING, AND FOSTERING BROAD-BASED GROWTH, a specific call was made to survey further into the upstream supply chain reaching

A national risk assessment is needed to properly address each layer in the stack by beginning with a full taxonomy of each layer. The national risk assessment would then consider things such as supplier location, supplier bill of materials risks, supplier maturity as an OEM (Original Equipment Manufacturer), supplier controlling interests, geopolitical risks associated with each supplier, ability of supplier to perform fundamental R&D for reinventing technology for industry needs, scalability of technology, scalability of supplier, broad vs narrow use of each technology. People with industry expertise need to be involved in this national risk

Luke is a business leader, innovator, and engineer who has been involved in the quantum supply chain for over 15 years. Luke founded Montana Instruments in 2010, which is credited with re-inventing cryogenics to accelerate progress in quantum developments, which was acquired by Atlas Copco in 2022. In 2020 he was appointed to the National Quantum Initiative Advisory Committee (NQIAC) committee advising the White House and the Department of Energy on quantum strategy, and in 2019 he initiated and chaired the QED-C Cryogenics for Quantum Workshop in Bozeman that convened industry, academia, and government experts for the purpose of building the first U.S. Cryogenics Roadmap for Quantum.

“Even though quantum technologies are still in the early stages of development, it is important to identify and track these technologies, and the key companies and institutions developing them, to ensure this emerging technology base remains secure and in U.S. hands.”

The Future of Quantum Literacy Starts with You Donate Today

The Emerging Workforce and Scaling the Quantum Supply Chain

Industry Status

As quantum technology continues to advance, the need for a robust quantum supply chain grows increasingly critical. Quantum 1.0 was a revolution which started about 100 years ago, utilizing quantized energy levels and scratching the surface of the potential of quantum, leading to the computer age and now the information age. With quantum 2.0, which is happening now, this expands to harnessing quantum effects of wave and particle duality, entanglement, inherent uncertainty, quantum teleportation, and collapse of the wavefunction, to name a few of some very sophisticated quantum concepts. Where do we see these going in terms of applications and markets? Well, areas of quantum sensing, quantum networking, and quantum computing; see Figure 1. The emerging quantum literate workforce across quantum industries will play a vital role in developing and scaling this supply chain, enabling the growth and success of quantum 2.0.

Mark Wippich

Figure 1. Differences between Quantum 1.0 and Quantum 2.0

Got Ph.D.?

Many critical roles in scaling the quantum supply chain actually do not require a Ph.D. For example,

1. Sales, Marketing, and Business Development: As quantum technology continues to grow, there will be a need for professionals with expertise in sales, marketing, and business development to drive the commercialization and adoption of quantum products and services. These roles typically do not require advanced degrees but are crucial in promoting and scaling quantum technology.

2. Scalability and Manufacturing: As quantum technologies advance and demand for quantum devices grows, a quantum literate workforce will play a key role in scaling up manufacturing capabilities and optimizing production processes to meet the increasing demand.

3. Quality Control and Assurance: A skilled quantum literate workforce can help maintain high-quality standards throughout the supply chain by ensuring that quantum components and systems meet the necessary performance criteria and reliability requirements.

4. Support Roles: Quantum companies and organizations will also require individuals with skills in administration, human resources, finance, and project management to ensure the smooth functioning of operations. These support roles are essential in helping the quantum ecosystem thrive and are open to individuals with various educational backgrounds.

Skilled Technical Roles

Includes researchers, engineers, technicians, and other professionals with expertise in various areas:

1. Quantum Physics and Materials Science: Fundamental understanding of quantum phenomena and the properties of materials used in quantum technologies is critical for developing novel quantum devices and systems.

2. Quantum Engineering: The design, fabrication, and testing of quantum components and systems require skilled engineers with expertise in areas such as superconducting circuits, trapped ions, photonics, and topological qubits.

3. Software Development: Quantum technologies require specialized software for controlling and interfacing with quantum devices, as well as for implementing quantum algorithms and protocols. Skilled software developers with expertise in quantum computing and programming languages will play an essential role in this aspect of the supply chain.

4. System Integration: Integrating quantum components into functional systems and interfacing them with classical computing infrastructure requires system integration specialists who can bridge the gap between quantum and classical technologies.

Getting Quantum Skills

Enterprises and governments are responsible for training and scaling the next generation of quantum professionals through education and mentorship, ensuring

Note: 81% of Adopters Building a Quantum Team Are Upskilling Existing Talent Figure 2: How are enterprises building out their quantum teams 2021 vs. 2022

the continued growth and success of the quantum supply chain. How are enterprises building out their quantum teams? See Figure 2. for recent surveys collected and published by Zapata Computing1.

1. Education: Universities and research institutions providing interdisciplinary programs and curricula to equip students with the necessary knowledge and skills.

2. Certifications and Short Courses: Online courses and micro-credential certifications in quantum computing, programming languages, or related fields can provide individuals with essential skills and knowledge in a more accessible and time-efficient manner. These courses can be especially helpful for professionals looking to transition or pivot from other fields or upskill in their current roles.

3. Apprenticeships and Internships: Hands-on experience is invaluable in the quantum workforce. Apprenticeships and internships can offer opportunities for individuals to learn from experienced professionals in the field while gaining practical experience working on real-world projects. These programs can help participants build a strong foundation for a career in quantum technology, regardless of their educational background.

4. Technical and Vocational Training: Technical schools and vocational programs can offer specialized training in areas such as quantum engineering, quantum software development, or quantum hardware maintenance. These programs can equip individuals with practical skills and knowledge to work on various aspects of quantum technology without needing an advanced degree.

Bolstering the Quantum Workforce

The emerging workforce across quantum industries is vital for developing and maintaining a robust quantum supply chain for component and system providers. To explore this further as part of the QED-C Quantum Marketplace, we ran an event on ‘Bolstering Talent for Quantum’ (video recording available2) with a host of presenters throughout the ecosystem from professional career reinvention, companies providing quantum learning, quantum lab access, quantum head hunting, and a detailed panel discussion diving into the current state of the art and gaps, see Figure 3.

As the quantum ecosystem continues to grow, the importance of a skilled, quantum literate, and diverse quantum workforce will only become more pronounced, shaping the future of the quantum technology landscape.

Mark Wippich is CEO of MPW and a leading advisor and startup expert in the quantum technology space with a deep combination of expertise in business, technical, and connected network throughout the value chain. He has over 20 years of successful corporate development, business development, and marketing leadership in quantum, photonics, electronics, and communications, with multiple high-growth startup, wins and exits. Mark is on the front lines of the scaling quantum ecosystem advising leading entrepreneurs (and their Boards), investors, and established companies on quantum 2.0 execution in corporate development and strategy. Additionally, he leads and drives various critical quantum initiatives. He leads and moderates the highly popular QED-C Quantum Marketplace monthly events (videos on YouTube), connecting world-leading providers and users of quantum technology, including Fortune 500s and startups, highlighting what’s available, what’s needed, and the path forward. As well as he developed the QED-C Laser Prioritization Tool (LPT) to enable corporations, governments, VCs, and other stakeholders to understand better the challenges and opportunities for lasers in the emerging quantum industry.

Figure 3. Quantum Marketplace: Bolstering Talent for Quantum Event

This quantum workforce will be pivotal in advancing quantum technologies, fostering innovation, and ensuring the commercialization and adoption of quantum solutions across various applications and industries.

Quantum Integrators

Do you find yourself saying, “Life is good at my company; and, it has been for decades. Bills get paid, employees are happy, customers seem to eventually get what they want, we win on competitive bids, I get to be in charge; and, most importantly, my spouse is happy.” That said, change and challenging opportunities are ahead if you intend to supply components to the builders/integrators of quantum computers. Why?

Integrators need to have suppliers that:

1. Timely produce large quantities of components

2. Meet integrator specifications.

3. Share a product and technology roadmap that coincides with the integrator’s roadmap.

4. Understand and have experience with legal contracts between themselves and the integrators.

5. Have corporate structures and ownership that meet the expectations of the integrator.

6. Have intelligence and literacy in QIST, including understanding the U.S.’s stance on QIST (more commonly referred to as Quantum Information Science and Technology).

In essence, component suppliers to the quantum integrators must begin the process of becoming an OEM (original equipment manufacturer). That process will take time and expertise. This is not a unique problem that companies face as their market puts more demand on them for new innovative product offerings. Companies often find themselves with more opportunity than they have experience, know-how, resources, or energy to pursue.

Luke and Barry have been involved in helping companies make the transition to a company that is more qualified to win orders and deliver products to larger, more sophisticated integrators. The best way to communicate how that can be done is by following the actual case study

of Montana Instruments, the company that Luke founded, and where Barry provided governance and guidance as a Chairman of the Board.

Montana Instruments (MI) Case Study

Luke Mauritsen, the founder, being a mechanical engineer wanting to solve problems in the quantum industry, founded Montana Instruments in 2010 with a $400k investment by an affiliated company. Other than some initial debt that was quickly paid off, no additional capital was ever brought into the company. This required the company to “bootstrap” its growth. Those of you who have had this experience know that opportunities get passed by and become stagnant because of lack of resources. However, Luke had some valuable early-stage mentors, and MI successfully met an underserved need in the market that grew year after year.

Luke expanded his board of directors in 2017 beyond the original investors. This was a smart move as he quickly added three more ambassadors to his company who were highly qualified and experienced advisors. It is critical to value creation in a company to engage a formal board of directors. The board meets at least quarterly and is always available to the executive team and investors. Two of Montana Instruments board members are affiliated with the company that made the initial investment. In 2018 the interests of the initial investors and Luke began to go in different directions. How did Luke know that his interests

Barry Hobbs, Luke Mauritsen

and those of his initial investors (who had two positions on the board) were not aligned? It became evident that changes needed to be made.

Company Vision Alignment Among Owners

There is a simple analysis that will bring alignment to light. It’s called the success grid. See illustration:

All parties involved fill out the grid and you have your data – aligned or not.

Clean up the Capitalization Table

Montana Instruments’ Chairman of the Board was tasked with orchestrating a buyout of the original investors. This took time and extensive negotiations which culminated in a buyout. Fortunately, MI had enough cash to buy back the shares which resulted in a much simpler capitalization table. A simple capitalization table is attractive to potential investors and other strategic transaction activities.

Reestablish the Company for the Next Phase

Now having a founder/owner who wanted to grow the company and a board that was aligned to the company vision, the growth strategy could be developed. After several months of analysis, the company was directed to pursue an acquisition strategy. A more detailed analysis of

1. Founder/Owners identify and engage board members. Board members should always be made up of individuals with unique expertise that the company needs to be successful. Examples of expertise: sales and marketing, transactional strategy, operations, industry experience, technical prowess, leadership, etc.

2. Board members along with the owners/founders develop the vision and direction of the company.

3. Board members identify and hire the key executive team.

4. The executive team prepares the business plan and strategy that can achieve the vision.

5. The board members then hold the executive team accountable for achieving the objectives of the business plan.

Always remembering who does what and which “hat” you are wearing will improve decision making. Decisions will be made timely by the individuals that are closest to the decision issues. Once decisions are made, the decision makers are responsible for its implementation. Once again, the people closest to the issues are the best ones to execute, monitor and drive towards a successful outcome.

potential targets was completed, and overtures were made to several entities. However, after several more months it was concluded that MI was not the correct platform to buy and integrate with other companies. This was disappointing at first but pushed the board to take a close look at the MI entity itself and see where improvements could be made to better position the company to raise capital, pursue larger customers, move further toward maturity as a product company and OEM supplier and add some additional talent from the outside and improve financial performance.

Corporate Structure

Next, MI needed to determine if every stakeholder –owners, founder, board members, and executive team knew their role and was functioning smoothly. Corporate structure should look and act like this:

Use the success grid and put the round pegs in the round holes and the square pegs in the square holes. There is always the time in a company when it is important to determine if you have the “round pegs” in the “round holes” and the “square pegs” in the “square holes”. Meaning, let’s make sure each person is qualified for and agreeable with their role in the company. No one individual or small group of individuals should thwart the direction and momentum of the company. Let’s get the best person we are able to attract in each role of the company. That includes the board members, executive team and everyone else.

It was clear from Luke’s success grid that his ambition was to be involved at an industry level, a strategic level and affect national competitiveness if possible. If the right

The people closest to the issues are the best ones to execute, monitor and drive towards a successful outcome.

person could take MI forward as CEO, this would give Luke the freedom to operate at this level. At MI the board assessed and discussed whether there was another person that could add to what Luke had built while Luke pursued important initiatives aligned with the company and his success grid. Fortunately, MI had a tenured board member who was qualified to fill the CEO role and was hired. The CEO then recruited a COO from the outside. Both came from executive roles in public companies.

Reestablishing the Company for Growth

Montana Instruments had developed products that re-defined how scientists work at low temperatures and created the premium market in their niche of the industry. With an established customizable product line, premium brand, and employees who loved what they do, the company was ready for the next phase of growth and maturity. The new CEO, in conjunction with the board, developed an 18-month plan to reestablish the company and position it for growth and improved financial performance. Both quantitative and qualitative goals were defined.

Reestablishment included the following steps:

1. A careful examination of all company processes and procedures was completed and corrections made where necessary.

2. An assessment of each individual’s capabilities and matching those with job functions and job descriptions.

3. A handful of highly skilled and experienced individuals were brought in from the outside to fill holes in the management team.

4. A new sales team was assembled.

5. Product management skill sets were added to the team.

6. New products were developed to fit the market need.

7. Manufacturing layout and design were analyzed, and changes were implemented, including a revamping of the MRP system.

8. Accounting practices were reviewed and improved where necessary.

It is important to note that throughout this reestablishing period, the original company core values were maintained.

Those CORE VALUES are:

Team 1st

Company morale and dedication was high throughout this

process. Employees felt the energy behind the effort to take the company to a higher level of performance, value, and profitability. Most employees had or were offered incentive stock options. There was a pride of ownership in the company and a belief that someday those options would be valuable.

Results of Implementation of the 18 Month Plan

The short story here is that sales improved, gross margin improved, cash flow improved, processes matured, new products were introduced, new customers were identified, the time to manufacture and ship products was reduced, bad debts were collected, new commercial customers were identified and large orders were placed, each employee knew where the company was headed and their role in helping the company get there, employee compensation increased as profit sharing grew, and the company was positioned to profitably grow into the future.

A Turn of Events

At the end of 2021, the owners and board took a close look at what was happening in the capital markets. Merger and acquisition activity was highly active, and the multiples used to determine company values were at all-time highs. The board recommended that the company consider a possible sale of the company. One contributing factor to considering a sale was to capitalize on the high company valuations in the marketplace that could go away in a year or two, which held true. But most importantly, we thought it prudent to allow a larger, greater resourced company take MI to higher levels of success while maintaining operations in Montana. The monetization of owner’s equity would allow the pursuit of other important opportunities in the nascent quantum information science and technology industry.

An International Investment Banker was Engaged

The board was tasked to find the investment bank that could best represent the company to the world market. They were engaged in late 2021, and a process was conducted with heavy involvement of the CEO and his team. We selected a large international public company to sell the business to. It was a substantial undertaking to go through the due diligence process while maintaining the company’s day-to-day operations and the management team was phenomenal in balancing both efforts concurrently. MI transferred ownership on November 17, 2022, to a highly successful international public company with multiple operations in the United States. This was a very successful outcome for owners, employees, customers, board members, vendors, and the community. Montana Instruments is currently being operated by the same individual that was the COO previous to the

acquisition. The company is successfully growing each quarter.

Luke and Barry

Barry Hobbs and Luke Mauritsen are in discussions with companies that have more opportunities than resources, know-how, or energy to pursue. We have a specific interest in Quantum Supply Chain Companies and companies adjacent to the Quantum Supply Chain. We bring experience, leadership, relationships, industry knowledge, and resources to those companies that want to capitalize on opportunities they have today.

Luke is a business leader, innovator, and engineer who has been involved in the quantum supply chain for over 15 years. Luke founded Montana Instruments in 2010, which is credited with re-inventing cryogenics to accelerate progress in quantum developments, which was acquired by Atlas Copco in 2022. In 2020 he was appointed to the National Quantum Initiative Advisory Committee (NQIAC) committee advising the White House and the Department of Energy on quantum strategy, and in 2019 he initiated and chaired the QED-C Cryogenics for Quantum Workshop in Bozeman that convened industry, academia, and government experts for the purpose of building the first U.S. Cryogenics Roadmap for Quantum.

Barry Hobbs is Former Chairman of the Board of Montana Instruments and Board Member of Quantum Supply Chain Companies.

Navigating the Quantum Supply Chain: Striking the Balance between Innovation and Regulation

William G. Hervey, J.D., LL.M.

Crafting a Robust Regulatory Framework for a Rapidly Evolving Industry Introduction

Quantum technology is transforming industries such as healthcare, finance, and even warfare at a rapid pace. For emerging technologies like this, effective and responsible regulation is crucial. This is especially true for the quantum supply chain, which encompasses the development, manufacturing, and distribution of components, expertise, and products related to quantum technology.

The quantum supply chain involves the entire process of creating, producing, and distributing both physical and non-physical assets associated with quantum components and products. This includes research and development, component manufacturing, product production, and delivery to end-users. The quantum industry’s success hinges on the quality of its supply chain, ensuring the availability of top-notch technology and products, fostering innovation, cultivating a skilled and quantum literate workforce, and guaranteeing timely delivery to end-users. Naturally, achieving such success necessitates careful consideration of regulations and policies.

In this article, we will delve into the current and future state of supply chain regulation within the quantum technology industry, provide a concise overview of regulatory development strategies, and discuss the vital role of quantum

literacy in these processes. It will suggest that we are currently in a period of soft regulation, and rightly so. It will also predict that at some point, once the technology becomes closer to practical use, more hard regulations will be imposed.

Crafting Regulatory Frameworks for the Quantum Supply Chain

Developing successful policies necessitates striking a balance, particularly in emerging industries where economic and security interests might clash. This process calls for collaboration among policymakers, lawmakers, and industry stakeholders, all of whom should possess at least a basic understanding of the relevant science. There are typically two key considerations to examine:

Economics vs. Security

Crafting an appropriate regulatory framework often entails striking a balance between promoting safe, responsible economic interests and safeguarding national security. For instance, with nuclear technology, the potential advantages of clean energy, medical advancements, and other

scientific progress had to be weighed against the risks of devastating weapons and their societal impacts.

Hard vs. Soft Regulation

Hard regulations, enforced by governments through laws, rules, and penalties, offer clear and enforceable standards but can be inflexible and stifle innovation. In contrast, soft regulations, such as industry standards and best practices, are voluntary and usually developed by agencies and industry groups. These regulations are adaptable to change and encourage innovation and commerce.

Historically, hard regulations have been used to govern technologies that pose physical or economic threats, as seen in the tightly regulated nuclear industry. Meanwhile, soft regulations have been applied when policymakers aim to give a less threatening technology a swift commercial start, as was the case with the Internet of Things (IoT). Usually, a hybrid approach to regulation is implemented, like in the computer industry, where hard regulations protect personal data and privacy, and soft regulations foster financial investment, as well as development of software and hardware standards.

Navigating Supply Chain Regulation in the Quantum Industry

Establishing an effective regulatory framework for the quantum supply chain is critical for the realization of a thriving quantum industry. However, it remains underdeveloped for several reasons. Firstly, the nascent nature of quantum technologies means there is no consensus on how they should be regulated. Secondly, the complex nature of the quantum supply chain, involving multiple stakeholders like governments, private companies, academic institutions, and researchers, presents logistical challenges in coordinating these stakeholders to develop and implement regulatory frameworks.

The international nature of the

quantum supply chain adds further challenges, as different countries may have varying regulatory requirements and standards, which is particularly concerning given the technology’s potential for misuse. Lastly, the lack of expertise among policymakers and regulators, particularly legislators, on quantum technologies makes it difficult to develop effective regulatory frameworks. As a result, it’s not surprising that the current quantum supply chain regulatory framework is underdeveloped.

Presently, there is little hard regulation directly addressing quantum technology, and even less specific to its supply chain. However, quantum technology is covered by many broad, pre-existing laws and regulations, most of which involve international trade control and security. This is understandable, given the technology’s potential for military and nefarious use. Violating such regulations can lead to severe penalties and consequences, including civil and criminal penalties, fines, imprisonment, and restrictions on future trade privileges. Some notable examples of hard regulations encompassing the quantum supply chain include:

◊ The Export Administration Regulations (EAR) , implemented by the U.S. Department of Commerce, control the export of certain sensitive technologies, including some in the quantum industry, to other countries or entities. It includes a list of controlled technologies called the Commerce Control List (CCL), which identifies items subject to export control. Currently, this includes several quantum-related technologies with potential military applications, such as specific types of quantum cryptology

and quantum sensors. Being listed means these technologies are subject to licensing requirements before export to countries like China, Russia, and Iran.

◊ The Committee on Foreign Investment in the United States (CFIUS) primarily focuses on reviewing foreign investments in U.S. companies with potential national security implications, rather than regulating exports of sensitive technologies. However, it has the authority to mitigate or block foreign investments in U.S. companies developing or producing technologies with military and national security applications. In fact, in 2021, it caused Honeywell Corporation to abandon plans to sell its quantum computing division to China Aerospace Science and Industry Corp (CAS), a state-owned enterprise allegedly closely tied to the Chinese military.

◊ The International Traffic in Arms Regulations (ITAR) is a set of U.S. government regulations controlling the export and import of “defense-related” articles, services, and technical data. Enforced by the US Department of State’s Directorate of Defense Trade Controls (DDTC), it applies to all US persons exporting, reexporting, or transferring any defense article or technical data. Any transfer of such articles must be licensed and approved by the DDTC. ITAR impacts the quantum industry because some items, such as superconducting qubits, quantum-key distribution systems, quantum cryptography devices, and quantum sensors are considered “defense articles.”

◊ The Federal Acquisition Regulations (FAR) are a set of rules and guidelines governing the procurement process for the U.S. federal government, applying to all agencies and their contractors. In the case of quantum supply chains, the FAR can impact the acquisition of components and materials used in producing quantum technologies. For example, contractors must comply with certain restrictions on procuring goods and services from countries subject to trade sanctions or restrictions. FAR has already been employed to protect quantum technology, as the U.S.

government has imposed tariffs on Chinesemade goods, including certain components used in quantum technologies.

◊ T he Wassenaar Arrangement , established in 1996, is a global regime regulating the export of dual-use goods and technologies with both civilian and military applications to prevent the proliferation of weapons of mass destruction and their delivery systems. It comprises fortytwo participating countries, with one of its primary aims being to control the export of such goods and technologies. In 2020, certain quantum technologies, like quantum encryption devices and quantum computing systems, were formally added to the list of regulated items under the arrangement. Numerous quantum technology-related violations of the Arrangement have occurred, including the US Department of Commerce denial of a license to export a quantum key distribution (QKD) system to China.

◊ The International Emergency Economic Powers Act (IEEPA) is a law enacted by the U.S. Congress in 1977, granting the President broad powers to regulate international commerce in response to unusual or extraordinary threats to national security, foreign policy, or the economy. Under IEEPA, the President can impose economic sanctions or other restrictions on foreign countries, individuals, or entities, including prohibitions on imports, exports, and financial transactions. In 2020, the U.S. Department of Commerce issued new regulations requiring a license for the export, re-export, or transfer of certain quantum computing technology to several Chinese supercomputing entities.

The quantum industry currently leans more towards soft regulation rather than hard regulation for several reasons. It is still in its infancy, and the technology is rapidly evolving, making it difficult to develop and enforce hard regulations that might become obsolete quickly. Additionally, the industry is highly collaborative, and there is a culture of self-regulation and voluntary compliance among stakeholders. Soft regulation better promotes innovation by providing a degree of regulatory certainty without stifling creativity and experimentation. Moreover, it can be less costly and less burdensome for

businesses, especially for small and medium-sized enterprises, which may not have the resources to comply with complex and rigid regulations. Some notable examples of soft regulations covering the quantum supply chain include:

◊ The National Quantum Initiative Act (NQIA) is a legislative initiative launched by the US government in 2018 to accelerate the development of quantum technologies. It focuses on advancing the quantum supply chain by funding research and development of key components and systems, improving the infrastructure and resources necessary to support the supply chain, and fostering collaboration between government, industry, and academic researchers. It also supports workforce development and education programs. By doing so, the NQIA is helping to build a robust and efficient quantum supply chain.

◊ The National Strategic Overview for Quantum Information Science (NSOQIS) is a report that serves as a roadmap for promoting the development of quantum information science in the United States, with particular emphasis on the quantum supply chain. It emphasizes the need for investments in infrastructure and standards development, partnerships, and workforce development. It specifically recognizes the importance of developing and deploying a robust and efficient quantum supply chain, including the need for a skilled workforce.

◊ The National Institute of Standards and Technology (NIST) Quantum Information Science program : NIST has a program focused on developing standards and measurement tools for quantum technologies, which are essential tools for building and maintaining a successful supply chain.

These are just a few examples of the many US government initiatives and programs focused on advancing quantum technologies.

Conclusion and Recommendations

In conclusion, developing a regulatory framework for the quantum supply chain is a complex and necessary task that requires careful consideration of numerous factors, including risk mitigation, international cooperation, and striking the right balance between soft and hard regulation. To spark further discussion, here are some final suggestions for the future regulation of the quantum supply chain:

◊ Adopt a risk-based approach: Regulatory frameworks should be developed based on a thorough understanding of the risks posed by quantum technologies. This can help identify areas where stricter regulations are needed and where a more flexible approach may be appropriate. As quantum technologies become more commercialized and/or thirdparty misuse becomes increasingly likely, additional hard regulations may need to be enacted.

◊ Balance soft and hard regulation: A regulatory framework that balances soft and hard regulation can help ensure compliance while also encouraging innovation in the field. Soft regulation, such as industry selfregulation and the establishment of best practices and guidelines, can be more flexible and adaptable to changing circumstances, while hard regulation can be more effective at enforcing compliance.

◊ Continue the current soft regulatory approach: The current emphasis on soft regulation will likely continue in the medium term, as it is likely the most efficient means to build a strong supply chain in the nascent industry.

◊ Prioritize security and data privacy: Quantum technologies have the potential to revolutionize encryption and data security, but they also pose new risks. Regulatory frameworks should prioritize security and data privacy to ensure that sensitive information is protected throughout the supply chain. This will likely lead to greater reliance on hard

regulations as the technology comes closer to practical use.

◊ Regularly evaluate and update regulations: The quantum industry is still in its infancy, and regulatory frameworks should be frequently reviewed and updated as technology evolves. This can help ensure that regulations remain relevant and effective in mitigating risks.

◊ Encourage collaboration among stakeholders: The quantum industry is highly collaborative, and regulatory frameworks should encourage cooperation among stakeholders to ensure effective implementation of regulations.

◊ Invest in Quantum Literacy : Quantum literacy refers to a basic understanding of the fundamental principles of quantum mechanics and their potential applications. This includes knowledge of quantum phenomena and how they can be harnessed to develop quantum technologies. Regulators of quantum supply chains should possess quantum literacy to understand the technical aspects of the technology, which in turn enables them to develop effective regulations that ensure its reliability, security, and ethical use.

By considering these suggestions, the future regulation of the quantum supply chain can be more effectively managed, promoting innovation while addressing potential risks and challenges.

William G. Hervey, J.D., LL.M is a professor at Middle Georgia State University in Macon, GA. Prior to joining academia, he served as legal counsel to a large, international pharmaceutical manufacturer. He is also licensed to practice before the U.S. Patent and Trademark Office.

National Quantum Literacy Network Education. Inclusion. Acceleration.

A National Imperative

We are at a pivotal time in history, with the confluence of powerful events presenting an opportunity for change. The COVID 19 pandemic is reordering society and introducing new thinking, “new normals” of life that are yet to be fully realized or understood. At the same time our country is re - reckoning our legacy of racial prejudice, its past social constructs and what a new more diverse, equitable and inclusive society should look like. Layer in the revolutionary power of new quantum technology, with its ability to soon disrupt existing business models, drive new discoveries, markets and industries, and empower new competitors and adversaries, we find ourselves at a moment of necessary and urgent change.

To this end NQLN is bringing together industry, education, and government to develop new skills building systems targeting the unique learning requirements of communities mostly excluded from our technology wealth. Studies show that our past approaches, while well intentioned, have done little to progress underserved communities and their participation in STEM fields. Without new thinking the status quo will just continue in this new and rapidly evolving quantum market.

Creating new opportunities for communities

Expected to exceed $31 billion by 2026, driving trillions of dollars of wealth over the next 20 years.

Today’s urgent societal imperatives for diversity, equity, and inclusion.

More fairness and equity in the opportunities

Framework to Support Innovation in the Quantum Industry

While there has been interest in developing the Quantum industry since the past several decades, currently, the technology is still not at a commercial stage where traditional supply chain processes such as orchestrating the planning, sourcing, transforming, fulfilling and returning are scalable (SCOR, 2023). Though risks of supply chain do exist, Mauritsen has proposed a framework for building quantum ecosystems strategy consisting of a national risk assessment, supply chain development, workforce development, standards development, foreign collaboration, export regulations, and economic security (Mauritsen, 2023).

This article focuses on the earlier phases of supporting innovations in the quantum industry. These innovations emerge from entrepreneurs, research outfits, either from universities, or from research units of large corporations. A supportive ecosystem to take radical innovations (McDermott and O’Connor, 2002) from a nascent idea to fruition, especially in domains that can potentially have a significant impact, are critical, and these are addressed by value chains (Porter 2001). Significant prior research has been conducted on supportive ecosystems for radical innovations (Sandberg, and Aarikka-Stenroos, 2014).

However, the quantum domain is also characterized by requiring deep expertise, not only in fundamental physics but also in a host of other supportive processes and technologies paired with significant capital expenditures. Factors such as deep expertise make ecosystems for quantum radical innovations interesting. As examples, D-Wave was founded

by a physicist at University of British Columbia, a postdoctoral fellow Xanadu.ai was founded by a physicist who went to do post-doctoral work in the quantum discipline at several universities, and PsiQuantum was founded by physicists from Britain.

In this article, we recognize the critical role that entrepreneurship and R&D outfits play for the quantum industry. Moreover, we also see a tremendous overlap between the semiconductor industry in the early stages and the quantum industry currently in terms of the critical need for the right skill set of a highly educated workforce, processes, and policies. It is therefore helpful to also examine industry to understand policies and frameworks that will support innovation for the quantum industry.

Frameworks and Early Phase of the Semiconductor Industry

A framework that considers the role of R&D and supporting functions for innovation in the quantum industry from the lens of the semiconductor industry during the early stages is warranted. Frameworks are designed specifically for particular needs, e.g., innovation in services (Baines, Lightfoot, Benedettini, & Kay, 2009). There has been a realization that in the knowledge economy a policy shift needs to take place from an industry-government dyad to a triadic university-industry-government for policy making to support innovations (Ranga & Etzkowitz, 2013). Thus, we borrow innovation frameworks that have been advocated by academia (Ranga & Etzkowitz, 2013), those who currently follow the triad model (Quantum Economic Development Consortia QED-C), and those that pertain to government support of value chains (Jordan, Mote, Ruegg, Choi,

Sanjay Bapna

Becker-Dippmann, 2014) and synthesize them.

The U.S. Department of Energy’s technology readiness assessment guide (2011) provides maturity level of technology development from basic research (TRL 1), research to prove feasibility (TRL 2-3), Technology Development (TRL 4-5), Technology demonstration (TRL 6), System commissioning (TRL 7), and System Operations (TRL 9). The step up from TRL 7, which represents a full-scale system prototype to TRL 8, where a system has been proven to work in its final form, is when additional resources can be put into an innovation to enable it to be commercialized. The role of the government to support such innovations is described in the DOE framework (Jordan et al., 2014) and how these innovations can be enabled by the government directly or indirectly is described in Table 1 below, at TRL level 4 and beyond.

Adding technical and marketing capabilities available to all firms

● Knowledge gains through R&D

● Improvements in R&D tools and techniques

● Knowledge of Potential customers, including, procurement, delivery, maintenance, and recycling

Availability of Capital

● Government financial support

● Private funding

Supportive Business Practices, Policies

● Craft policies that incentivize business to succeed

● Support business by means of reducing the barriers that would hamper the R&D efforts

Stronger Networks and Knowledge Exchange

● Tighter connections between R&D, various stakeholders, product design and production

Support advances in technical knowledge, technology readiness, and/or technical infrastructure

● Government strategic co-funding

● Government funded R&D infrastructure

● Small Business training programs and funding opportunities

● Standards creation

● User Facilities for Testing and Validation

Take actions to enable firm to decrease the financial burden of new innovations

● De-risk private investments with matching dollars

● Provide grants and contracts

● Early adoption by Government purchasing product

Provide incentives to support business

● Fostering demand through tax policies and procurement practices

● Providing needed standards

● Supporting creation of skilled workforce

● Provide disincentives for intellectual property claims

Building and Facilitating Knowledge Exchange Networks

● Consortia

● Innovation Hubs

● Economic Clusters

● Simple Networking Events

Table 1. Critical Conditions and Role of Government to Support R&D

In the triadic framework, Ranga and Etzkowtiz (2013), prescribe mechanisms for creation of innovation across three functional spaces (knowledge space, innovation space, and consensus space) to generate innovations that go beyond pure R&D efforts. The goal is to create, diffuse and utilize the knowledge to develop innovative firms and build networks of collaborations.

The knowledge space encompasses the creation, diffusion and utilization of knowledge; the innovation space deals with the development of innovative firms; and the consensus space deals with the collaborative supportive functions. In Table 2 below, we list the mechanisms available for creation of these spaces (Ranga and Etkowtiz, 2013, with additional points by the author) and apply it to lessons learned from the early stages of the semiconductor industry.

Mechanisms to Create Spaces

From Table 2, there is credence that during the early stages, the dyad of industry-government was successful in creating innovation in the semiconductor industry. Essentially, entrepreneurship with governmental support was the driving force behind the success of the industry. However, this framework fails to acknowledge the important role that government plays in contracts in supporting a radical innovation, which is discussed next.

Research on solid state superconducting physics was taking place in Germany, UK, USA during the early 1950s. In 1952, Plessey, UK produced the first model of an integrated circuit, based on work done by Dummer (1964). In USA, to meet the needs of the defense industry in 1950s and 1960s, significant contracts were given by government agencies to established companies (Western Electric, an arm of AT&T), and budding semiconductor firms (Fairchild, LSI Logic, Texas Instruments, Advanced Micro Devices, Intel, Motorola, National Semiconductor Corp.), which had a demand for and hired many scientists, and engineers. As a side effect of this, many smaller startups achieved profitability, resulting in the creation of nascent hi-tech venture capital firms e.g., Kleiner Perkins, Caulfield & Byers (Jiang, Quan & Zhou, 2008). Dummer (1964) compares the British semiconductor industry to USA semiconductor industry:

The large military spending in the U.S. has resulted in the rapid advance in technology and production over Europe. Military and space expenditure pay for much of the research which has kept the U.S. electronics industry in the forefront of technological progress. In Europe, research expenses have to be paid for in general out of production profits.

Of significant importance in the growth of the semiconductor industry was AT&T’s decision

to enable cross-licensing of its inventions. This enabled entrepreneurs to create startups such as Shockley Semiconductor Lab, Fairchild, AMD, Intel, Texas Instruments and to make rapid advances in the industry. Japan relied on these cross-licenses to start their R&D efforts, though R&D contributed to only 2% of semiconductor sales compared to 6% of US sales (Hoeren, 2016). Their funding model relied on the banking sector (as opposed to government contracts for US), and thus enabled large companies to be in the industry (as opposed to smaller nimble startups in US).

Moreover, the Japanese culture provided lifetime employment opportunities, restricting mobility, thereby unknowingly erecting barriers in intra-firm knowledge transfer (as opposed to offshoots of Fairchild Semiconductor’s “Fairchildren” and “Fair-grandchildren”). However, during this time, the smaller sized Sony Corp was doing R&D work in this area and along with other smaller companies, Sharp and NEC, focused on the consumer products with a vertical business model, which led to significantly higher fixed costs due to lower volumes for semiconductor design and fabrication. They were unable to compete with the US firms which were focused on their core competencies of design, fabrication, and assembly.

Lessons Learned from the Mid-Phase of the Semiconductor Industry

There are a few salient aspects to be mentioned in lessons learned from the mid-phase of the semiconductor industry (1980s). While the industry may see the role of the government primarily as the means to fund startups through grants, contracts and purchases, research has shown that for private funding sources in high-tech startups an impactful activity is the “coaching” aspect as opposed to “scouting” activity (Colombo and Grilli, 2010). This is to be expected, as an entrepreneur in technologyintensive industries may not possess all the skills necessary to take the company to the commercialization stage. This stage includes competencies beyond selective search, as well as organizational, technical, and learning stages.

West and Iansiti (2003) examined the accumulation of knowledge and the role of experience and experimentation during the mid-phase of the semiconductor industry. Their findings were that experimentation (in terms of capacity devoted to experimentation) may have led to Intel becoming a powerhouse

Table 2. Mechanisms to Create Innovative Spaces

Dispersal of some national public research resources from more research-intensive regions to less research-intensive ones to broaden regional development strategies;

of national research research -intensive regions to less research -intensive ones to broaden regional development strategies;

● Initially, the electronics industry was concentrated in the East Coast. Shockley Semiconductor Lab, a pioneer in USA, had to advertise in East Coast newspapers to recruit-highskilled PhDs and interested technicians

Relocation and aggregation of existing research resources

Initially, the industry in the Lab, in USA, had to advertise in East Coast newspapers to recruit high -skilled PhDs and interested technicians aggregation existing research

● The agglomeration effect of Silicon Valley is well studied, where supply networks, trained workforce, and facilities were available locally

The agglomeration networks, trained facilities were available locally

Leading or -based university or entrepreneurial startups or research centers;

Attraction of Leading Researchers or Scientists through the foundation of science -based university or entrepreneurial start-ups or research centers;

● Hiring of Robert Noyce from Philco, Philadelphia; Gordon Moore, chemistry researcher at JHU APL by Shockley Semiconductors Lab

Hiring Robert Philco, Philadelphia; Moore, JHU APL Semiconductors

Creation of new university resources to support the development of new industries or raise existing ones to a higher level;

university to new or raise existing higher

● Creation of Stanford Research Institute, by Stanford University as the center of innovation. There is no evidence that they assisted the semiconductor industry during the early stages

Creation innovation. they assisted the semiconductor industry during the early stages

Virtual congregation of geographically dispersed groups from university and industry around common research themes, with government support;

Virtual of around with government support;

● Bell Labs organized three technical symposia on semiconductors, site visits to their facility, and published handbooks to disseminate their pioneering scientific knowledge on semiconductors. Shockley worked at Bell Labs, before coming back to California to assist his ailing mother.

Bell symposia semiconductors, their facility, handbooks to disseminate their pioneering scientific knowledge on semiconductors. Shockley worked at Bell Labs, before coming back to California to assist his ailing mother.

Networking of existing knowledge-based organizations and creation of new ones through collaboration among existing players, in o rder to become internationally competitive.

of -based organizations and creation of new ones through collaboration among existing players, in order to become internationally competitive.

● While we do not find direct evidence of this in the early stages of the semiconductor industry, QED -C activities are notable examples in the quantum industry

Few Barriers for other organizations to use inventions created by an organization

While do this stages the semiconductor -C activities are notable examples in the quantum industry for organizations use created by organization

● AT&T’s strategy of providing inexpensive cross-licenses is credited to make it feasible for Shockley and Beckman to establish Shockley Semiconductor Lab. The cross-licensing agreement model was later followed by Texas Instrument and Fairchild, cross-licensing each other’s innovations and making them available at inexpensive terms to others.

AT&T’s strategy of providing -licenses is credited to make it feasible for Shockley and Beckman to establish Shockley Semiconductor Lab. The cross -licensing agreement model was later followed by Texas Instrument and Fairchild, cross -licensing each other’s innovations and making them available at inexpensive terms to others.

Creation of a University in a region without higher education capacity, as a means of raising the technological level of exis ting clusters or a source of new ones;

a without as a existing clusters or a source of new ones;

● Creation of MIT and UC-SD were driven by this. However, that is not what was observed for Semiconductor industry, where universities such as CalTech, Stanford, UC Berkley were in the neighborhood.

Creation of -SD were driven by this. However, that is not what was observed for Semiconductor industry, where universities such as CalTech, Stanford, UC Berkley were in the neighborhood.

Building an integrated environment for university technology transfer and entrepreneurship e.g., Technology transfer offices,start-up accelerators, business incubators, science parks, funding networking.

an environment entrepreneurship offices, start -up accelerators, business incubators, science parks, funding networking.

Creation of by the semiconductor industry.

● Creation of Stanford Research Institute, by Stanford University There is no evidence that SRI’s expertise was tapped by the semiconductor industry.

Provision of access to the resources required to implement a project e.g., human capital, financial resources provisioning;

● Signal Corps funded over $50 million to the Bay area companies

Creation or transformation of an organization to provide a home for brainstorming, analysis of problems and formulation of pl ans ;

access to a human capital, provisioning; Signal Corps funded million the Bay area or transformation to home plans;

● Stanford Research Institute hired fresh MBAs from Stanford Business School, to work alongside scientists and engineers. There is no evidence that this was tapped by the semiconductor industry

● Stanford Research Institute hired fresh MBAs from Stanford Business School, to work alongside scientists and engineers. There is no evidence that this was tapped by the semiconductor industry

Providing solutions to conflict or crisis situations, such as socio -economic crises caused by loss of manufacturing industries a nd failure to create alternative industries

Providing solutions to conflict or crisis situations, such as socio -economic crises caused by loss of manufacturing industries and failure to create alternative industries

We do not find evidence of this during the early stages of the semiconductor industry. However, during the mid -90s slowdown, Joint Venture Silicon Valley was established by the counties and industry groups

We do not find evidence of this during the early stages of the semiconductor industry. However, during the mid -90s slowdown, Joint Venture Silicon Valley was established by the counties and industry groups

in the industry. While experience is a partial substitute, experimentation is more significantly related to achieving higher yields and higher densities of chips. Moreover, organizational structure and standardization of processes was found to be critical for Intel.

Lessons Learned from Recent Phase of Semiconductor Industry Jian, Quan, and Zhou (2008) have examined the successful foundry model of Taiwan and the ongoing efforts by China to become a dominant nation in semiconductor manufacturing. Both the nations are providing significant incentives in the form of tax and custom duties breaks to the industry.

The Taiwan government has provided preferential policies such as tax holidays to semiconductor firms in the island. These policies are being imitated in mainland China as well in order to lure firms there in the future. However, the semiconductor industry in Taiwan is more than just these foundries. A varied and rich cluster of semiconductor companies have emerged on the island that represent many specialized firms dedicated to different activities along the entire semiconductor industry value chain. Among them are design houses, foundries, testing houses and packaging companies… [Chinese] policies include preferential valueadded tax (VAT), preferential enterprise income tax, preferential customs duties and import-related VAT, prolonged periods for the favored policies and limits for depreciation of equipment used in production, among others.

Recommendations

Based on our research, we provide the following recommendations for the quantum industry.

• Contracting mechanisms and purchases by the government plays a significant role in making the US competitive.

• Use government dollars to de-risk new private dollars. Private funding plays a significant role in “coaching” startup founders.

• Capacity devoted to experimentation in R&D has significant payback, much more than experience of teams, especially larger R&D teams.

• The agglomeration effect, where supply networks, skilled and quantum literate workforce, and facilities are available locally will accelerate innovation. Skilled and quantum literate workforce availability is a critical dimension of the agglomeration

effect.

• Fewer barriers for organizations to use inventions created by others has a positive impact.

• Frictionless skilled force mobility from one company to another has a positive impact on radical innovation.

• Government and industry organizations can play a significant role in terms of setting up standards and mechanisms for knowledge sharing.

• Existing large companies may not be able to be as nimble as new entrants in the space.

• Favorable Tax and duties policies have paid dividends in growing an industry of national importance.

There have been successes in government procurement of quantum computing solutions e.g., Los Alamos National Laboratory’s purchase of a D-Wave system. The passage of U.S. Government’s National Quantum Initiative Act, led to the formation of the Quantum Economic Development Consortium (QED-C), a triad consortium of industrial, academic, and governmental entities, other than funding academic Centers related to Quantum computing. Of particular merit are the National Quantum Information Science Research Centers funded by the Department of Energy, and the funding by National Science Foundation of the National Quantum Literacy Workforce Curriculum and Training Network (Quantumliteracy.org). As soon as viable quantum computers emerge, it will become imperative for the government to procure such systems while, at the same time, ensuring that there is a quantum literate workforce that understands these emerging quantum computing technologies.

Sanjay Bapna is Chair and Professor of Information Science and Systems at Morgan State University and Associate Director of the Center for the Studies of Blockchain and Financial Technologies. His background is in the field of analytics, cybersecurity, intelligent transportation systems, supply chain integration, quantum industry, econometrics, Fintech, blockchain, data mining, and evaluations.

ADDRESSING CERTIFICATION AND PROFESSIONAL TRAINING IN QUANTUM LITERACY EDUCATION

October 2022 is an awakening! In other words, there is a growing need for individuals at all levels of business, industry, government, military, and academia to wake-up, seek out knowledge, and begin understanding the national security importance of quantum literacy education in the Second Quantum Revolution. Why? Because the United States has approached an historic crossroad, a decision point of which way to go. This critical period time in history has many issues confronting the nation, such as the importance of quantum literacy for national security, the supply chain, technology, and our need to solve complex problems at much faster speeds while, at the same time, maintaining a commanding lead for the US in the global marketplace, education leadership, and military supremacy.

Quantum computers and the understanding of the emergence of quantum technologies remain a potential solution to address these current and growing challenges. Other nations, such as China, are making huge investments in quantum technologies to advance to the forefront, aggressively working to scientifically and militarily leapfrog way ahead of the United States in the quantum sciences.

However, just as the US has fallen grossly behind other countries in STEM education as a whole and in underserved communities specifically, quantum literacy education and training are targeted areas that few have broached

these unchartered waters. The National Quantum Literacy Network is attempting to bring about awareness and the need for NOT ONLY focusing on the quantum technologies – which is vitally important – but also think and act in developing innovative quantum training programs that occur concurrently with the advent of quantum discoveries. Policymakers, scientists, business leaders, educators, and trainers but come together by creating a singular focus, a singularity of mission, to target American ingenuity and resources to develop RAPID Quantum Literacy training programs for this emerging field.

To achieve this end, Drs. Peters and Akers have embarked on developing a solution to this problem through education and training of the workforce and academia by developing a Micro-credential Certification (MCC) program in Quantum Literacy Education. For example, traditional “quantum education” tends to be students learning the fundamental principles of physics, such as in a college classroom. Whereas, on the other hand, when we juxtapose “literacy” between quantum and education, we create “quantum literacy education”.

The literacy is the bridge that brings together a more basic and robust understanding of quan-

tum concepts and principles that are geared more toward the early learner, the industry learner, the military trainee who might be learning how to align components in a piece of quantum technology deployed by the military, not necessarily a college student. And, the literacy introduces the science of teaching and learning, the pedagogy, that can be developed to expedite the teaching and learning process.

Specifically, the MCC summarized here will address the gaps that exists in awareness as well as understanding of what quantum is and its applications to various interdisciplinary fields of study, critical to industry, government, academia, and military. This work is currently being developed through the National Quantum Literacy Network (NQLN), a nonprofit social enterprise, based in the Washington DC region, representing a broad coalition of business, government, nonprofits, and academic organizations. The mission is to help build new skills ad increase

Timothy Akers, PhD and Kevin Peters, PhD, National Quantum Literacy Network (NQLN)

Dr. Akers and Dr. Peters discussing the concepts and benefits of micro-credential. certification.

WHAT’S A MICRO-CREDENTIAL?

A micro-credential, in short, is a competency-based educational program that allows a learner to demonstrate mastery or competency in a particular area. NQLN’s micro-credentials currently being developed are grounded in research and best-practices needed and used by all disciplines and industries. To illustrate, teaching government policymakers the basic components that go into a quantum computer does not make them quantum physicists or computer programmers. Rather, it helps them become a little more literate when thinking about quantum computing. How will this training be achieved?

The following describes aspects of the NQLN micro-credential:

• Certification: The NQLN micro-credential is a short, competency-based training program that allows a workforce learner to demonstrate mastery or competency in a particular area of knowledge, skills, or application in quantum literacy education that can be measured against a set of accepted industry or academic standards. While this is the gold standard, our MCC is geared more towards developing basic quantum literacy. For example, just as in learning to read, you learn vowels and consonants, but you do not necessarily learn the meaning of every word in the dictionary. Your vocabulary is, most of the time, a function of your level of knowledge seeking, occupation, and training.

• Personalized: The workforce learner through the process will be able create their own learning journey in quantum literacy, designed for adaptive learning, based on their interests and career goals or job tasks; gaps in their skills; and the specific needs of their industry or workers.

• Flexible: The workforce learner and student can study when it’s convenient for them, alone or with their peers. Our NQLN is build an AI framework to help adapt flexibility demands for trainers and learning through our “QUAINT” algorithms – “Quantum Artificial Intelligence for Nascent Technologies and Training”

• Performance-based: Unlike “sit-and-get” certifications, NQLN micro-credentials will be awarded based on demonstrated mastery or competency of the subject matter/content, not just for showing up. That is, if a trainee is asked to provide a basic, rudimentary understanding of “Quantum Spin”, “Quantum Entanglement”, or “Quantum Superposition”, among other areas, they are not expected, necessarily, to provide the complete scientific definition or equation, but rather, explain the concept, basic principles, or a basic understanding of these abstract theories. Embedded in the training will be innovative pedagogy associating with teaching quantum through gaming and other hands-on/ minds-on activities.

quantum workforce development opportunities for greater participation from historically underserved communities in the Second Quantum Revolution.

As we often state,

“Current strategies for teaching STEM are not working and change must be made to advance the US in STEM education and research.”

A certification program that can educate individuals as to what “quantum” is and its many applications are important as technology is moving at a rapid pace. The

authors also believe that “creating multiple strategies for developing the pedagogy of quantum literacy education will represent a paradigm shift in the teaching and learning of STEM, or what we call Q-STEM.”

To close, the National Quantum Literacy Network’s MicroCredential Certification program will assist in closing the gap of knowledge that exist in the US in quantum literacy education at all levels. The NQLN can serve as a lead organization that supports diversity, equity, and inclusion (DEI) in this nascent field of study during the Second Quantum Revolution.

To learn more about NQLN’s MCC, contact takers@quantumliteracy.org or kpeters@quantumliteracy.org.

THE QUANTUM SUPPLY CHAIN: A PRIMER

The second quantum revolution is rapidly progressing, marked by daily innovations announced by research organizations and commercial companies.

Quantum computing captures the lion’s share of attention but investment and progress in quantum (e.g., secured) communications and sensing (imaging and measurement) are equally impressive. All are moving at a brisk pace towards the first instances of quantum advantage and soon commercialization.

A nascent and dynamic quantum supply chain underpins all these efforts and is a bottleneck to accelerated progress – perhaps second only to discovering how to harness the innate power of qubits. This article provides a framework for understanding the quantum supply chain, providing insights into its evolution and future that points to how the imbalance may be addressed.

The divergence between today’s small volume of experimental quantum computers, sensors and communications prototypes and the magnitude of the

Greg Peters

investment required for a quantum-optimized supply chain must be resolved to enable the rapid scaling that will occur when quantum advantage is reached. The quantum supply chain must support profitable business models and recover up front investments in design, tooling and go-to-market activities. Scaling will happen quickly once quantum advantage is achieved, and the supply chain must be ready to support it.

Supply Chain Dynamics

The current state of the industry is characterized by bespoke, low-volume, and highly diverse experimental architectures for quantum computing, sensing, and communications. In the current state of the industry, there exist bespoke, low-volume, and highly diverse experimental architectures for quantum computing, sensing, and communications. This diversity leads to a high cost per unit for components and their subsequent assembly into a working prototype. Additional limiting factors include the use of repurposed and non-optimized conventional technologies from electronics, cryogenics, and photonics industries. This is further compounded by low levels of standardization and the immature state of interfaces. The highly diverse quantum effect mechanisms which can be applied to solve a particular case presents itself inefficient. The vast array of end-use applications covering the entire commercial and government footprint from finance to pharmaceuticals to earth science/sensing to secured communications create a diversity of demand that the current supply chain is ill-equipped to address.

However, the rate of change and innovation in the quantum industry and breadth of end-use applications will radically reshape the supply chain. The models presented below here will undergo change as the quantum industry scales commercialization, becomes more quantum literate, and as today’s independent technologies are integrated into larger sub-systems. Finally, macroeconomic factors provide a useful, but not predictive perspective and will also change as the economic models underpinning the sources of value from quantum effects evolve over time.

The Role of the Quantum Supply Chain

Capturing value from quantum effects requires the temperature of quantum devices at near zero degrees Kelvin temperatures to reduce noise and the application of stimulus and response (or in the case of sensing, response to a specific environmental variable of interest) that obtains a desired outcome. Many components support quantum devices and can be sourced today from adjacent supply chains (electronics, cryogenics, photonics, embedded computing, operating systems and languages) with some level of modification or customization. Quantum architectures today also incorporate a few fully custom components which enhance differentiation and competitive advantage. There are no “off the shelf” quantum computer kits today, though it is a plan of record for several quantum computing companies.

The supply chain described below excludes application-specific algorithms or other programs that run on quantum computers and/or utilize quantum sensors. It also excludes quantum cryptography, or other functionality that would be placed in layers 2 and above the OSI (Open Systems Interconnection) protocol stack and quantum materials/devices that comprise the qubits.

It is useful to start with the quantum stack that Luke Mauritsen introduced in his article “The Quantum Stack as a Framework for Policy and Strategy” in this issue (Illustration 1, below) and focus on the supply chain shown within the stack. The graphic succinctly illustrates the role of the quantum supply chain – to facilitate the power of quantum materials enabling breakthrough applications in communications, computing, and sensing.

The end goal of the quantum systems which are supported by the quantum supply chain is to deliver an economic solution (quantum advantage) to an existing problem or to solve a problem which will never be resolved with classical approaches (quantum supremacy).

An economic solution (quantum economic advantage) is one that achieves results that are cheaper, faster, or better than comparable/classic solutions.

Figure 1: The Supply Chain within the Quantum Stack The supply chain fulfills these roles through three constituents: environment, connection, and control, which are illustrated in Figure 1 and defined below.

In support of this objective the quantum supply chain must deliver on the following combination of attributes:

1. Enable utilization of the unique properties of quantum materials.

2. Be cost competitive with classical options - or enable breakthrough performance that cannot be attained through classical approaches.

3. Form fit and function for the application/use model, e.g., a quantum computer form factor must be able to integrate into the cloud (today), a data room (near future), or in the case of embedded operation meet other environmental constraints.

4. Meet assurance of supply requirements including delivery terms, reliability/up-time guarantees and support.

Figure 2: The Quantum Stack Illustrated A Rigetti quantum computer with shading illustrating three constituents:

• Interface Components: (blue shaded area inside the cryostat, but also includes ambient cabling/ connection not shown here.

• Control: (green shaded area).

• Environment: (red shaded area, cryo pumps and compressors not shown).

This article will focus on three parts of the quantum supply chain, namely environment, connection, and control. Quantum materials and quantum devices deserve a separate and detailed focus; Software and correction are largely owned by the quantum product companies (with some exceptions such as Q-CTRL) and are out of scope here.

Environments

Qubits acting as quantum processors, sensors and transducers require a well-controlled environment to operate. Cryogenic environments reduce noise, improve sensitivity, and provide stability. Most quantum research utilizes temperatures below 20 Kelvin with 4K and below as a common operating point and 10-20 milli-Kelvin required for superconducting qubit architectures.

Leveraging from early low temperature cryogenic systems first developed more than 60 years ago for research into properties of materials, today’s suppliers have made extensive investments in improving performance (including stability), up-time and especially ease of use.

Commercial cryogenic systems range from benchtop research systems (with separate

Figure 2: Image Courtesy of Rigetti Computing (Copyright Rigetti Computing 2021)

• Provides a wellcontrolled enclosure for qubits to minimize noise, improve sensitivity and maximize stability

• Sealed cryogenic enclosure with external fixtures, compressors, and control

• Connects the qubit residing inside the environment with external control, data flow and/or external stimulus as part of a sensing system

• Varies greatly by qubit modality and application

• Must operate in or in conjunction with cryogenic conditions

• Acts as interface between classical (digital) world and qubits by providing control, stimulus and response for qubits

• Dramatic reduction in cost per unit as number of qubits scales

• Fit for purpose, ruggedized and reliable components

the qubit and the outside world, or the quantum and the classical world. Since qubits or the sensors that read them reside in a cryogenic environment, connections (e.g., cables, attenuators, bulkhead connectors, adaptors, photonic sensors, etc.) must be able to operate at low temperatures. Some elements of control, such as photonic detectors and other measurement sensors, must also operate at cryogenic temperatures.

• Transform footprint to address end -use applications

• Scale unit volumes

• Lower price points

• Dramatic reduction in cost per unit as number of qubits scales

Environment Interface Components Control Description Attributes Challenges

• Fit for purpose, ruggedized and reliable components

compressors and control) to room-sized dilution refrigerators that provide mK temperatures and large chambers to enable higher qubit count processors. Commercial systems can range in price from $60,000 to $4,000,000. Total market unit volumes are in the range of 400-600/year.

Form factors and cost down efforts are hard-won and don’t scale at the pace of Moore’s Law. Both attributes impact the economics of a quantum solution. The economic value of any quantum solution must take into account the likelihood of much higher environmental costs vs. classic solutions for the foreseeable future. Despite the significant progress in cryogenic systems much more work is needed to provide cost-competitive, flexible and use-model appropriate environments.

Based on the Quantum Insider’s Intelligence Platform (www.thequantuminsider.com/data) more than 20 companies worldwide are engaged in providing cryogenic environments or associated subsystems. The field has attracted several recent entrants with innovative designs. Given the diversity of applications and use models along with the emerging geopolitical considerations there should be room for tens (e.g., 10, 20, 30 or more) of suppliers. Consolidation will be driven by factors such as region/account access, lower-level supply chain assurance, support footprint and securing intellectual property.

Interface Components

Interface components form the connection between

• Cost per channel must decline as qubit count scales

• Some or all control resides in or attached to cryo environment to reduce size, weight and cost

There are few other environments where such requirements exist; these include space, demanding defense use models, and sensitive instrumentation, such as that used in radio astronomy. These markets have been limited in size and scope, though the rapid increase in LEO constellations has driven an increase in demand for spacequalified components.

Coaxial cables used to connect an external controller to superconducting qubits in a mK (millikelvin) cryostat is one of the few areas to see scale – with cable counts reaching the low thousands in some designs. These connections scale with the number of qubits. Reducing the physical size and cost of a quantum computer would require a reduction in the number of unique interconnects.

A complicating factor is the diversity of qubit modalities (ions, superconducting, photons, atoms…) – each requiring specific connection form, fit and function. This limits the opportunities for interface component standardization and forces quantum computing, sensing and communication companies to fund their own designs. There are opportunities for reduction in the cost of interface components. In-cryo innovations such as multiplexing, switching and use of planar structures that leverage semiconductor processes, or in the case of photonics, integrating some elements of control close to the qubit are underway. More innovation is needed.

Based on the Quantum Insider’s Intelligence Platform, well over 100 companies worldwide are engaged in providing solutions for quantumspecific applications. Most of these companies are leveraging existing products and adding specifications that qualify them for fit for use.

Fewer than 10 companies are entirely focused on quantum-specific connections.

Diversity of qubit modalities and custom requirements of one-off architectures limit volumes. Larger companies that are wellentrenched in other fields can afford to make incremental investments for opportunities that match their capabilities. Start-ups focused on a quantum-specific interface technology may have a more challenging path to scale though a likely exit is via acquisition.

Control

Control provides the stimulus for setting up the quantum device and the read-out of the results; in the case of a quantum sensor, it provides initial setup and read-out. The control and read-out of qubits primarily fall within the Radio Frequency (RF), or low gigahertz range, and photonic domains.

found in Test and Measurement solutions for wireless and aerospace defense industries. These products have superior performance and flexibility that can be overkill for qubit control but are ideal for research institutions that prize the ability to re-purpose expensive capital equipment to other, non-related tasks.

The well-established RF and photonics supply chains are a rich source of control building blocks. These are battle-tested and can be integrated together to address most quantum control needs and will be more cost-effective for higher qubit count architectures or where size, weight and cost is a first-order requirement.

Custom qubit control inside the cryostat (https:// www.microsoft.com/en-us/research/publication/ a-cryogenic-cmos-chip-for-generating-controlsignals-for-multiple-qubits/). This reduces size and cost of goods sold but requires significant investment in a custom semiconductor (ASIC) design. As the market is nascent it would be challenging to get returns from this sort of investment.

Commercial control systems are primarily based on stimulus/response systems, commonly

Diversity of architectures are a challenge for suppliers of control. Those vendors that can spread their investment and solution set across other industry segments should maintain a position in research. Vendors that are focused on quantum applications must innovate along

Fewer than 10 companies are entirely focused

the requirements axis to provide a differentiated solution.

According to the Quantum Insider’s Intelligence Platform, about 20 vendors provide full or partial control solutions. This number can be expected to grow as quantum advantage is achieved across multiple end-use applications as size, weight and cost become important.

Metrology

Metrology is a critical quantum enabler. Mechanical and dimensional attributes of any quantum device drive functionality and performance. Vibration impacts quantum results. RF specifications for connection and control are vital for quantum modalities that are controlled by microwaves. International support via metrology institutes (National Institute of Standards and Technology (NIST, USA) and the National Physical Laboratory (NPL, UK) are investing in new technologies to enable accurate measurement and characterization of quantum interfaces and control.

NPL’s RF Laboratory is developing new metrology for RF cables, connectors, attenuators, amplifiers and more at their Labs in Teddington, UK. They have published a number of papers in this area (see references below) and have invested in dilution refrigerators to support their work. Much more work is required to unlock quantum effects.

Supply Chain Challenges

Three challenges face the development of the quantum supply chain: pre-product stage of the quantum industry, diversity of qubit modalities and architectures, and diversity of end-use applications.

The quantum industry has not yet delivered quantum advantage with economic scale. Until quantum economic advantage is reached, most supply chain elements will not scale. There are exceptions: large cryostats with high ASPs provide gross margin dollar scale and coaxial interconnects have achieved moderate volumes in superconducting modalities. These however are the exception not the rule, and as identified above will face pressure on pricing and an increase in competition once scale is reached. Further, since nearly the entire quantum supply chain today is

derived from research applications and adjacent niche markets, virtually every part of the quantum supply chain will be re-invented or significantly evolved over the coming decade. Even the best examples of supply chain elements were not designed for quantum industry applications. In this context, new factors such as cryogenic operation, miniaturization, heat-load, magnetic effects, thermalization, reliability, modularity, serviceability, and scalability must now be taken into consideration.

The diversity of architecture poses another challenge. New qubit modalities are being announced with impressive frequency, and over 300 university and research institutions worldwide have been identified by The Quantum Insider Database as being active in quantum research. The diversity and possible combinations of materials that exhibit quantum effects and the research horsepower applied in this area are likely to generate many more quantum modalities that can address a specific application or use model. This holds true even as more established modalities (super-conducting, trapped ions, photonics, silicon spin/photonics dots and neutral atoms, to name a few) accelerate towards quantum advantage.

The growing number of university research efforts will continue to create and support demand for custom or semi-custom cryostats, connection, and control. This industry is now well-established and government funding is unlikely to waver unless it becomes clear the entire quantum revolution won’t yield in a reasonable time horizon.

Architectural diversity is not limited to qubits. Higher level architectural approaches – layouts, segmentation of qubit building blocks, the use of 3D to improve density and performance, error correction and many other innovations lay ahead. Each will drive unique connection requirements.

A natural historical reference point is the emergence of the modern digital processor or microprocessor. It is widely known that the first microprocessors were developed by Intel and Motorola in the late 1960s. However, it is less well-known that, by the mid-1980s, over 25 brand-name companies were shipping unique microprocessor or microcontroller architectures (source: Agilent Technologies

Application Support for Logic Analyzers

Configuration Guide, Agilent Technologies, Inc., May 1, 2005, 5966-4365EUS). This does not include a similar number of other companies that developed their own in-house microprocessors and associated operating systems along with proprietary development tools.

This historical footnote supports the notion that architectural diversity will be a sustained part of the second quantum revolution and supply chain providers, enabled by underlying technologies and backed by government policies and private and public investment.

According to the Quantum Insider’s Intelligence Platform over 60 companies worldwide are active in developing quantum computers. End-user demand (number of unique applications and scale of each) is likely to be a primary limiter to the number of companies that will successfully transition as independent companies into the quantum advantage era.

Diversity of end-use applications is another driver of supply chain complexity. Any sufficiently large data set is a potential candidate for quantum computing approaches. Sensing modalities are just getting started with a wide variety of potential applications. Quantum architectures can span the entire communications space. Each provides rich fields for exploration and contribution.

There will be clear groupings of solution sets and most large data set applications will probably be addressed with a smaller number of competing quantum architectures. However, it’s unlikely that quantum computing architectures will consolidate to a similar state as classic computing architectures are today (e.g., Intel, AMD, ARM and a few microcontrollers architecture dominate volume and design starts) within the next decade.

Implications

The three challenges – stage of the industry and diversity of architectures and applications will weigh on supply chain development. Diverse requirements will dampen volume for most supply chain components. Even after quantum advantage is reached, volume won’t necessarily follow for most suppliers. There will be few winners and some innovators who will struggle. Nearly every element will be re-designed for new requirements.

Lack of volume in a hardware-centered business will limit the rapid top line growth financial investors require to mee their own return on capital models. Family offices may be an attractive alternative

source of funding, or perhaps a few innovators can continue to self-fund in a lifestyle business model approach.

Diversity of applications can however be a friend! Building deep and sustained relationships with a few customers can result in higher margins or other share of the economic pie (access to government grants, for example). Diversity can also create a broader base of lower volume opportunities that reduce revenue swings. Governments will continue to fund their local supplier base. A broader view of the entire industry may create opportunities to forward integration into specific end-use applications (e.g., a verticalization strategy).

Conclusions

The quantum supply chain is critical to the success of the second quantum revolution. Technical challenges must be overcome in the face of low volume and high mix/diversity quantum eco-system on both the supply and demand side of the equation. Quantum-specific innovations, government policies and patient investment practices can help bridge the gap until quantum advantage is achieved. It is imperative that the government find ways to attract additional private capital into the quantum industry for supply chain development due to the early stage of the industry. Governments can play a significant role in the de-risking of private investments into the quantum supply chain.

Greg Peters is a board member and strategic advisor with full stack expertise from end-users and applications to 2-D quantum materials. Greg is skilled at strategic formation, board formation, organizational alignment and organization structure, execution and metrics and process to deliver results.

Quantum Supply ChainCybersecurity Logistics

In a world increasingly reliant on digital infrastructure, the present approach to supply chain security and management poses significant national security risks, particularly as we strive to secure emerging quantum information ecosystems. This precarious reality necessitates a fundamental shift in our thinking approach, prioritizing cross-industry collaboration, specifically amongst the scientific community, academia, and the cybersecurity arena. To successfully navigate this complex landscape, we must explore and implement new policies, governance strategies, and leadership and quantum literacy models that encourage these often-opposing communities to unite for the broader good of humankind, rather than operating within the confines of individual budgets or allegiances. This collaborative approach will enable the introduction of quantum innovation concepts into the national security arena with a clear understanding of the associated cybersecurity risks, supply chain issues, performance improvements, quantum literacy education, and natural language abilities.

Dr. Merrick S. Watchorn

Dr. Hans C. Mumm

Joseph Reddix

J. Aaron Bishop

Background

Since 2013, a relentless and calculated assault has been waged against the United States and its allies, targeting national security, compromising resiliency and trust, and threatening the infrastructural core of Digital Warfare Strategies. This offensive has impacted significant financial, technical, and workforce challenges in the cyber domain. The rapid advancement of quantum information science (QIS) and the impending reality of quantum supremacy by 2035 exacerbate these problems, posing a serious threat to conventional cryptographic systems that form the backbone of cybersecurity. To address these deficits, there has been an economic shift towards distributed computing through Cloud Service Providers (CSP), marking a successful merger of quantum and cloud computing. However, as cyber adversaries approach the threshold of quantum computing’s immense potential, our existing cryptographic systems, built around public keys, are at risk of being overwhelmed (NIST, 2021).

To counter this imminent threat, the White House introduced the National Quantum Initiative (NQI) Act, enacted as Public Law 115-368 in December 2018. The NQI Act emphasizes the need for a quantum educated [literate] workforce, capable of managing, protecting, and leveraging quantum capabilities. It also underscores the importance of a secure quantum supply chain to mitigate the risks of what we call, “quantum poisoning”, and large-scale attacks. This cohesive and forward-thinking strategy necessitates an emphasis on diversifying education, training, and the promotion of thought and ideas within the cyber workforce. Collectively, these measures are vital in building a robust, resilient digital ecosystem capable of withstanding the challenges posed by the quantum era.

Problem Statement

Emerging from the backdrop of a relentless assault on digital infrastructures, there is a new frontier rapidly taking shape. The National Security Agency (NSA), via the Congressional Research Services (CRS) bulletins (2022), predicts the emergence of potential quantum supremacy by 2035. This forecast has ignited both excitement and trepidation within the quantum information science ecosystem and beyond, marking an inflection point in the broader digital landscape.

The realization of quantum supremacy will necessitate a significant strategic shift in the workforce, marking one of the pivotal concerns within National Security Strategies over the last three years. To meet the cross-domain capability offered by this new quantum reality, the development of a workforce adept in quantum literacies is essential. This quantum literate workforce, which could take 5 to 10 years to cultivate, refers not just to quantum scientists or physicists. It extends to those capable of managing, servicing, defending, and protecting quantum capabil-

ities across various industries, including information technology, assurance, critical infrastructure protection, artificial intelligence, machine learning, and natural language processing, among others.

The steep learning curve presented by quantum technologies introduces both challenges and opportunities. As we blend knowledge capabilities across these domains, we glimpse the promise of the next technological evolution of the marketplace. Yet, this promise can only be fulfilled if we successfully navigate the challenges of quantum literacy and workforce readiness and weave these capacities into the fabric of our rapidly changing digital and cyber defense infrastructure.

Quantum Supply Chain / Cybersecurity

The Quantum Supply Chain stands in stark contrast to existing cybersecurity protocols. For the past 75 years, the cybersecurity industry has built risk evaluations around the trustworthiness of components, subcomponents, and subsystems within a singular ecosystem, a methodology that has consistently

impacted the security posture of organizations in non-significant ways. The complexity of these issues escalates daily due to emerging security threats, affecting both nation-states and non-nationstate entities. These issues cumulatively influence the evolution of cybersecurity, potentially serving as either a catalyst or a bottleneck.

In this era, characterized by Rutherford Rogers’s assertion that ‘We’re drowning in information and starving for knowledge’ (Harvard, 1987), the adoption of innovative solutions is impeded as security standards struggle to keep pace. A fusion of innovation and cybersecurity expertise could, however, allow us to create a more efficient management model. By the time product development reaches completion, our processes would shift from an agile development methodology to a waterfall innovation outcome that aligns with Technology Readiness Levels (TRLs). This approach ensures that the final product meets essential requirements.

Failure to strictly adhere to these principles undermines both common sense and established cybersecurity frameworks, leading to product non-accreditation. Consequently, products cannot be utilized, impacting a wide range of markets, including national de-

fense. It is thus crucial that we adequately address the challenges presented by the integration of quantum technologies into our supply chains and cybersecurity protocols, to leverage the potential of quantum supremacy while mitigating the associated risks.

Continuous Diagnostic and Monitoring (CDM) is not an Optional Activity

While the quantum community may push the boundaries of scientific discovery, it must recognize that without cybersecurity, the result will not be value creation, but rather the emergence of novel national threats. As innovation and scientific development march towards the creation of the next device or technology, it is crucial to acknowledge that such advancements often broaden the threat landscape, instead of mitigating it. Each innovative device or system invariably lengthens the time required to ensure its security, consequently prolonging the time to market and adoption cycle more than is desirable.

The quantum supply chain demands fresh standards from recognized industry leaders, such as the National Institute of Standards and Technology (NIST) and IEEE. The necessity for CDM within the quantum sphere arises from our current hybrid network approach

to technology integration. Traditional classical computers employ a 64-bit system with a Computer Processing Unit (CPU). However, with the integration of 5G on edge devices, and the advent of AI, ML, NLP, cloud computing, and quantum computing, all conventional security protocols are being tested to their limits. The merging of quantum security with explorations into emerging cyber and supply chain trust models, alongside the development of hybrid computing security control models, will facilitate comprehensive digital forensic investigations (DFIs) in the event of alleged supply chain cybersecurity breaches.

Currently, IEEE is exploring self-healing systems, inclusive of the development of a standard for fault-tolerant systems to the extent of self-healing. The field of self-healing systems investigates methods through which a system, service, or product can adjust, and self-repair based on various triggers or criteria. Such triggers or criteria may include regulatory changes, software updates, improvements in control availability, or failure (or potential failure) of a sub-component. Building self-healing systems demands the capability to continuously measure systems, services, or products at a sub-component level while adjusting security configurations based on observed triggers or criteria. As an objective, we aspire to investigate how a system, service, or product can be dynamically protected, in a self-healing manner, based on these observed criteria.

Quantum Poisoning Through the Supply Chain

Quantum Poisoning as a Service (QPaaS), developed by the Quantum Security Alliance, signifies the ability to craft complex binary hashes with false data elements intended to decelerate, disrupt, or disable processing capabilities. Imagine observing a binary hash traversing the data stream, capturing it in inline memory, and subse-

quently altering the inline memory input for the next sub-stage. What if, by harnessing Quantum Processing Capability (QPC), one could identify and alter a single binary in a hash string that results in a system crash? The effect would be akin to a non-responsive terminal. While this could poison the data pack, the Packet Capture (PCAP) could potentially be manipulated in the same manner as the QPC. And if this were possible, would it differ significantly from inserting a malware packet into a classical computer and resetting it to the initial point? Given the astonishing speeds in the quantum realm, returning to the starting point for another attempt incurs no significant damage. What happens, then, when a quantum process logic bomb is implanted within a quantum processing logic model? The consequences would be analogous.

An emerging threat of paramount concern is the instantiation of quantum poisoning as a service –“QPaaS”. This involves the potential to disrupt or alter quantum processing or processing logic by interfering with or modifying the

quantum command line code. As this code is written in Python, and considering Python lacks inherent error checking, such an attack could be relatively simple to execute. QPaaS represents a malevolent attack, not targeting the

controllers of the quantum environment, but the quantum environment itself. This is achieved by inserting false statements into the system by manipulating binary packets between communication lines. Regardless of a quantum machine’s cost or complexity, a single line of poisonous code could cause system failure. As there currently exists no defined modality for continuous diagnostic monitoring within the quantum cyber realm, predicting the likelihood of such an occurrence remains elusive. The threat landscape now accommodates a new attribute. While the average person struggles to grasp classical computing, quantum computing may seem an insurmountable challenge for many. However, quantum poisoning as a service can be likened to a DDoS attack, lending a degree of familiarity amidst the complexity.

Digital Fraud and its Potential to Impede or Destroy the Supply Chain

When examining digital fraud, it is imperative to understand the lineage and artifacts, in addition to penetration testing. Until recently, quantum technology has been the domain of scientists, who have been effective in its guardianship. However, the time has come to welcome cybersecurity practitioners to the discussion.

Regardless of the strides made by scientists, the absence of complementary cybersecurity signifies that quantum technology cannot be fully integrated or utilized, running the risk of being reduced to an expensive, albeit impressive, paperweight. Cyber practitioners face the same conundrum as innovators: there are simply not enough practitioners to address every issue. Without a unified consensus on standards and models of practice, we cannot hope to achieve the level of adoption necessary to fully harness the capabilities of quantum information science. The process of quan-

Consequently, the delay in training a quantum literate workforce in this modality stems from the uncertainty of how to devise effective training strategies to cultivate this new capability.

tum computing adoption is being stalled due to the lack of involvement in discussions surrounding supply chain risk management, oversight, and cyber management by both cyber practitioners and lawmakers.

Consequently, the delay in training a quantum literate workforce in this modality stems from the uncertainty of how to devise effective training strategies to cultivate this new capability. This confusion further compounds the challenges associated with necessary acquisition policies, regulations, and processes. Instances of fraudulent chips, designed to ‘phone home’ and extract data once activated, are becoming more prevalent, leading to breaches in corporate security, such as the ones experienced by Sony Corporation and Target.

Throughout history, digital security breaches have highlighted the inherent vulnerabilities in supply chains. The Sony breach, for instance, occurred through a fax machine, while a Wi-Fi device connected to Target’s HVAC system, supplied by a third-party vendor, led to their compromise. Such threats have been amplified with more targeted attacks such as ATM malware, NotPetya (Russian malware delivered through an email), hacks on British Airways, SolarWinds, Microsoft Exchange, Gold Exchanges, and SAML (Security Assertion Management - identity

management) attacks, all deploying various types of ransomware. These risks, largely understood by only a small community of practitioners, warn us that the supply chain cannot be implicitly trusted, making us vulnerable to threats as severe as a quantum equivalent of a SolarWinds attack. The history of cyber-attacks dating back to 1978, including compiler attacks at the SPCLs and more recent targeted attacks, underscores the shift in adversaries’ focus from individual companies to their integral components and systems.

score the corporate sector’s keen interest in the government’s endeavors to shape a Comprehensive National Cybersecurity Initiative and Policy. In essence, the optimal path forward hinges on cultivating quantum literacy through comprehensive education and training. Such an approach should encompass cyber expertise that enables individuals not only to acquire new knowledge and pivot in their careers, but also to venture beyond the realm of conventional bits and bytes, delving into the emerging universe of qubits and quarks.

Furthermore, private entities are initiating conversations about the nonexistent CISA (Cybersecurity and Infrastructure Security Agency) and OPM (Office of Personnel Management) prevention standards. These discussions under-

Education and Training

The following quote from Mr. John Sherman, DoD CIO, reflects the Department of Defense’s (DoD) mission and vision for quantum cybersecurity and supply chain effectiveness.

“To address the numerous workforce challenges DoD faces, we must adopt a unified and coordinated approach that takes significant action to reduce the talent pipeline gap, elevate the quality and diversity of our cyber workforce, and prioritize the personal and professional needs of our cyber practitioners.”

To fulfill these outcomes, the following actions are necessary:

• Implement consistent capability assessment and analysis processes to anticipate and meet the needs of the force.

• Develop an enterprise-wide talent management program to ensure force capabilities align with current and future demands.

• Advocate for a cultural shift to optimize Departmentwide personnel management activities.

• Encourage collaboration and partnerships to bolster capability development, operational effectiveness, and broadening career experiences.

Moreover, the principles of diverse thought are crucial to ensure the DoD comprises cyber professionals from diverse backgrounds, offering various skills, thought processes, and worldviews. Developing diversity of ideas is essential for the DoD’s cyber workforce to become the world’s most proficient and dominant force. It counters the risk of the Department becoming an echo chamber of like-minded thought leaders, limiting the ability to devise inno-

vative solutions to cyber issues. The Department aspires to cultivate a workforce reflective of the nation’s diversity.

The National Cybersecurity Strategy outlines the comprehensive approach the Administration is adopting to secure cyberspace, placing the United States in a quantum advantageous position to maximize the benefits and potential of our digital future. It acknowledges the importance of robust collaboration, particularly between the public and private sectors, for securing cyberspace. Furthermore, the strategy addresses the systemic challenge of the disproportionate responsibility for cybersecurity falling on individual users and small organizations.

By forging partnerships with industry, civilian society, and state, local, tribal, and territorial governments, the U.S., the Quantum Security Alliance, and our collaborators, aim to redistribute the burden of cybersecurity in a more equitable manner. To wake up to emerging quantum cyber threats, the U.S. should realign incentives to favor long-term investments in security, resilience, and emerging technologies. In addition, the U.S. should collaborate with allies and partners to reinforce norms of responsible state behavior, hold nations accountable for irresponsible behavior in cyberspace, and disrupt the networks of criminals behind significant global cyber-attacks.

Ultimately, achieving this vision of a prosperous quantum connected future relies heavily on cybersecurity and the resilience of underlying technologies and systems. Despite the challenging structural dynamics of the digital (and emerging quantum) ecosystem, substantial progress has to

be made in its collaborative defense. However, the ecosystem’s components (supply chain) remain susceptible to disruption and exploitation, often co-opted by malicious actors. As a nation, we must fundamentally alter these dynamics, giving the advantage to defenders and perpetually frustrating those who threaten it.

Our goal as the Quantum Security Alliance, in collaboration with our national security agencies, is to foster a defensible, resilient digital (quantum) ecosystem where defending systems is more cost-effective than attacking them. In this envisioned ecosystem, sensitive or private information is secure, and neither incidents nor errors can lead to catastrophic, systemic consequences. By creating these conditions, we aim to embed our most cherished values, as embodied by the Declaration for the Future of the Internet (DFI) and the Freedom Online Coalition.

Quantum Literacy

Quantum literacy, in the era of rapidly emerging quantum computing, signifies an essential facet of academic and professional learning. With its roots in unique, innovative pedagogical approaches, it addresses the wide spectrum of learners, from K-12 students to community college attendees, to industry professionals. Quantum literacy stimulates abstract thinking, a crucial ability when dealing with the intricate nature of quantum theory and applications, thereby fostering the development of neuro-diverse learners who can grasp and build on complex concepts and theories.

The rise of quantum computers presents unprecedented opportunities alongside novel risks, notably the increased vulnerability of quantum supply chains (ecosystem) to cyberattacks. As we push the boundaries of technological advancement, our cybersecuri-

ty measures need to evolve at an equal, if not faster, pace. This situation calls for a new breed of professionals – quantum cyber defenders armed with the necessary literacy, knowledge, skills, and innovative thinking to shield these high-potential systems. Such defenders should be well-versed in the intricacies of quantum supply chains, be alert to their inherent vulnerabilities, and be equipped to devise robust security strategies. The cultivation of quantum literacy is central to meeting this need. It not only enables understanding of advanced quantum technologies and theories but also encourages the conceptualization of their application across various sectors – from industry to policymaking, and from intelligence agencies to military defense. The realization of this vision is contingent on a concerted focus on developing quantum literacy, essentially molding a generation prepared to harness the power of quantum technologies while safeguarding against their potential risks.

Conclusion

The intricate nature of quantum computing supply chains necessitates an adaptable cybersecurity framework, deriving from guidelines for protecting critical infrastructure. Given its classification as a critical infrastructure, the purview of quantum falls within the Department of Homeland Security. This implies that quantum is subject to executive orders and falls under the national strategic defense and cybersecurity oversight.

This status is not open to debate, underscoring the need for all organizations to invest in cultivating the next generation of cybersecurity practitioners equipped to meet the innovation needs of the future. From tackling quantum poisoning threats to securing our supply chains against digital fraud, the cybersecurity landscape is rapidly evolving. Alongside these

developments, the necessity for comprehensive education and training, particularly in quantum “cyber” literacy, grows in importance. The goal is to build a robust, diverse, and resilient workforce that is not only prepared to confront emerging cyber threats but also capable of harnessing the power and potential of our digital future.

Our collective success in this endeavor will dictate the resilience of our technologies, systems, and digital ecosystem. It will influence how well we defend against cyber threats, safeguard sensitive and private information, and ensure incidents or errors do not result in systemic consequences. As we move forward, let us strive to foster an environment where quantum security and quantum literacy are the norm, thereby creating alliances and networks that can build defensible cyber and educational landscape reflective of our most cherished values.

Dr. Mumm is a proven leader in diverse fields, including autonomous systems, post-quantum cyber security, AI/ machine learning, cognitive scientific research, and all aspects of the military intelligence communities. He has nine published books, whitepapers, and research studies in both the scientific and social science arenas.

Mr. Joseph Reddix is innovative and Master Systems Integration (MSI) professional with 56+ years of demonstrated IT success in achieving cost reductions and improving client satisfaction in customer-facing operations in large diverse organizations. Participated in workshops led by the Office of the Under Secretary of Defense (OUSD) Research & Engineering that will help shape the future of AI/ML at the Department of Defense (DoD). Member Quantum Security alliance (QSA), and American Council for TechnologyIndustry Advisory Industry Council (ACTIAC) Emerging Technology Community of Interest Quantum Knowledge Group. Small Business for America’s Future, Small Business Council Member.

Dr. Watchorn, cofounder of the Quantum Security Alliance and founding member of ManTech Labs, brings nearly three decades of experience in quantum information science, cloud computing, cybersecurity, and opensource intelligence technologies. His extensive career encompasses significant contributions within the Department of Defense and the Intelligence Community, and a broad academic background, including a Doctor of Management in Organizational Leadership with a Specialization in Information Systems and Technology. Additionally, Dr. Watchorn serves as an adjunct professor at the University of Maryland and Pace University, and as a member of Purdue Global’s Technical Advisory Board.

J. Aaron Bishop is the Chief Executive Officer and founder of Eigenspace and Quantum Security Alliance. Mr. Bishop evangelized disruptive and transformational research and approaches to the cyber industry while building coalitions with academia, industry partners and U.S. government agencies. As an industry expert, he was nominated to the Presidential National Quantum Initiative Advisory Committee. Mr. Bishop held positions in industry as a key leader with the Science Applications International Corporation as Vice President of Enterprise Business Transformation and Chief Architect, and later, the Chief Information Security Officer. Prior to SAIC, Mr. Bishop was the General Manager of Microsoft Corporation’s National Security Group. He was responsible for providing consultation and support services to National Intelligence, Military Intelligence, U.S. Special Operations, the Department of Justice, Department of Energy and the Department of Homeland Security.

UNRAVELING THE QUANTUM SUPPLY CHAIN

WHY DATA IS THE KEY QUANTUM TECHNOLOGY IS A COMPLEX MARKET

Quantum technology can be perplexing to comprehend due to its fundamentally different principles from classical physics, which govern our everyday experiences. At the quantum level, particles exhibit behaviors that defy our intuitions, such as superposition (existing in multiple states simultaneously) and entanglement (affecting the state of another particle, regardless of distance).

These phenomena make quantum systems challenging to predict, control, and leverage for practical applications. Additionally, the interdisciplinary nature of quantum research, which encompasses physics, computer science, engineering, and more, further complicates the understanding of this technology. As a result, grasping quantum concepts and their implications for real-world use is at the heart of quantum literacy, and requires a substantial investment of time and effort, even for experts in related fields.

Understanding the intricacies of quantum companies is also part of quantum literacy and can be equally challenging, as the quantum technology landscape is still in its nascent stage, with many start-ups and research initiatives working on various aspects of the technology. This can make it difficult for investors, partners, and other stakeholders to assess the technical prowess, market viability, and long-term potential of these companies.

Furthermore, the quantum industry is characterized by a high degree of secrecy, as companies strive to protect their intellectual property and maintain a competitive edge. This often leads to limited public information about their research progress, making it even more difficult to evaluate their capabilities accurately. Navigating the quantum business landscape requires indepth knowledge of the technology, as well as the ability to analyze and interpret the limited information available

about these companies.

This highlights the need for quantum literacy across diverse groups in the population. Policymakers, business leaders, researchers, and educators should have a solid understanding of quantum concepts and their implications to make informed decisions and contribute effectively to the development of the quantum ecosystem.

Unraveling the quantum supply chain –Start with Data

The quantum supply chain includes the interaction of hundreds of organizations and their complex relationships. In short, tracking this can become incredibly difficult. In our work in this domain, we have fundamentally relied on our market intelligence platform. The platform provides our clients with comprehensive, accurate, and up-to-date information on the quantum technology ecosystem, based on the careful structuring of

Alex Challans

open-source information. This provides us with a robust fact base of all organizations involved in the quantum market, classified using our proprietary taxonomy.

Data on the quantum supply chain can be immensely valuable for various users in the industry. For example, governments looking to invest in quantum technology can use this data to identify key players, strategic partnerships, and areas where investment is most needed. This can enable them to create policies and funding programs that effectively support the growth of the quantum sector.

Additionally, academic institutions can use this data to identify potential collaborators or industry partners, allowing them to align their research projects with commercial opportunities and maximize the potential for real-world applications of their findings.

Pragmatism and the Pareto approach

Whilst a full data set is helpful, it’s important to recognize that mapping every organization and relationship in the market only gets you so far. One important concept in supply chain analysis is the Pareto principle, also known as the 80/20 rule. This principle suggests that 80% of the effects come from 20% of the causes. In the context of supply chain management, this means focusing on the most significant suppliers, partners, and processes that have the greatest impact on the overall performance of the supply chain. This is then assessed using key metrics such as substitutability and impact to determine key risk areas. These metrics are informed by a number of variables. Substitutability, for example, is determined by factors such as the number and location of suppliers, as outlined in

the two following examples.

Example 1: Dilution fridges are critical pieces of kit which keep systems at the low temperatures required for many qubit modalities in quantum computation. There are also a limited number of suppliers (low substitutability) with two key names (Oxford Instruments and Bluefors) accounting for much of enterprise level sales.

Example 2: The challenges in the quantum supply chain are not limited to big, complex devices. Even seemingly simple components, such as RF cabling can pose obstacles from a supply security perspective. For instance, if a particular component is not available domestically (e.g., in the USA), it may require sourcing from international suppliers, which can lead to potential delays, increased costs, and other logistical issues.

Conclusion

The quantum supply chain is a highly complex and dynamic landscape that poses significant challenges for businesses and governments alike. Data is the first step in understanding this intricate ecosystem, and understanding the data expands our quantum literacy. Having access to robust market intelligence is essential for making informed decisions and staying ahead of the competition. Using this solid fact base and analytical tools help in making sense of a complex ecosystem.

Alex Challans is the co-founder and CEO of Resonance. Resonance owns and operates platforms across deep tech including The Quantum Insider: the leading provider of market intelligence on the quantum industry. He was previously an investment director in a UK-based private equity fund.

Supply chain reorchestration is a hot topic. Countries large and small have prioritized various supply chain resilience efforts to help protect critical supply lines and products like reshoring and friendshoring, or leveraging allies and close partners. While important progress has been made to understand and reorchestrate critical supply chains, the focus is often on the supply chain of individual items, like semiconductors.

However, many recent global events make clear that the need for supply chain resilience often goes beyond individual items. Shoring up whole value chains for critical capabilities, like end-toend solar power generation, transformation, and storage, requires understanding the relationship between several individual lines of supply and production to help identify where risk and reorchestration opportunities may exist across the larger capability value chain. Understanding the risks and need to reorchestrate whole capability value chains isn’t just a natural next step; it may be a critical step in improving overall supply chain resilience.

Our experience in supply chain resilience has taught us that neglecting the relationships between critical lines of supply—that together create critical capabilities—can leave organizations and governments with increased vulnerability to political coercion and economic shocks, that shoring up single lines of supply may not protect against. It’s time to focus on whole capability value chains.

Evolving from single product to whole value supply chain resilience

In a previous article, Deloitte Global discussed the need to reorchestrate critical supply chains for individual pieces of technology, and specifically semiconductors. Deloitte Global advocates for friendshoring to help efficiently reduce supply chain risk. It is an important step for reducing

trade risk from trading partners that for one reason or another—like divergent national interests—may threaten access to critical materials and products necessary for national and economic security.

Understanding critical lines of supply is often a natural first step in creating greater supply chain resiliency. It requires illuminating individual value chains, understanding their interdependencies, and taking steps to help reduce risk. But the process should not stop with individual items.

Though it might be clear how risk in an individual value chain can affect the production of an aircraft or smart phones, adjusting for risk in a single value chain may not necessarily improve the overall supply chain resilience of those complex products. To improve resilience across whole capability value chains typically requires looking beyond individual items.

Take renewable energy systems, for example. As we move away from a carbon-heavy energy economy, one unintended consequence is to increase reliance on a very small number of specific countries for climate friendly systems. Our ability to produce and store solar energy is, at a high level, reliant on three critical value chains in the collection, conversion, and storage

Beth McGrath, Abhineet Lekhi

stages of renewable energy.

Among other things, collection relies on solar photovoltaics and permanent magnet motors. Conversion depends on semiconductors for inverters, and storage requires lithium batteries. Improving the resilience of a single solar energy product supply chain, like semiconductors, may not offset supply chain risk present across the whole capability.

Unfortunately, many of these critical items are subject to highly concentrated supply chains. According to Deloitte Global’s analysis, the majority of the value chain steps across solar photovoltaics, permanent magnets, lithium-ion batteries and semiconductors are highly concentrated in Asia. For example, four of the five key value chain steps in solar photovoltaic manufacturing have a 75% or higher concentration in China. Similar concentrations can also affect the other critical items in the production of solar, hydro, and wind energy. Meaning, as the world moves increasingly toward clean energy solutions, countries may have to wrestle with supply chain risk across multiple increasingly important value chains.

Reducing supply chain risk across whole value chains requires looking beyond single critical products or single steps in the value chain. This may prove tricky if industry and government don’t work together. The production of whole ecosystems typically requires coordination across dozens of sources of supply and production. –and, each individual step may have a different perspective on risk. Without coordination, solutioning is likely to remain reactionary and inefficient. Which is why supply chain resilience

should be embedded across industry and government decision making.

Taking action

Thinking bigger than single value chains may not require a whole new set of skills or capabilities. In fact, many of the recommendations Deloitte Global advocates for to help improve resilience of single value chains are applicable for reshoring complex capability supply chains.

What is new, however, is the need to expand the scope from individual products to whole capabilities coupled with solutions that can combine insights across organizations and steps in the value chain. This requires:

1. Increasing visibility into supply networks and value chains;

2. Conducting risk sensing and validation across the network to help define requirements with allies and trusted collaborators;

3. Conducting integrated planning and supply assurance discussions among allies and partners; and

4. Elevating or developing trade vehicles to help make reorchestration of whole value chains easy, including the governance necessary to enable trust among trading partners.

For each of the steps, dialogue should be key. Enabled by supply network tools that help shed light on the risk spread across multiple value chains, allies, partners, and industry should work closely together to seek opportunities to shore up collectively. It’s not an ‘if’ but ‘when’ the next supply chain disruption will occur. The time to shore up whole capability value chains is now.

The authors owe a special thanks to Simon Hannan, Consulting Partner, Deloitte Australia for his help with this article. Simon leads Deloitte Australia’s industry strategy and ecosystems business, with a focus in the defense maritime sector.

Beth McGrath is the Global Sector Leader for the Defense, Security & Justice Sector and also Managing Director at Deloitte Consulting LLP. In her global role she is committed to strengthening synergies across global DS&J through the lens of readiness and with a focus on client mission needs, and solutions. As a member of the US Federal Strategy & Operations practice, she advises federal government and commercial organizations on strategies that help further innovation and improve business operations. Prior to joining Deloitte, she served as the Deputy Chief Management Officer for the US Department of Defense (DoD), where she brought a dedicated focus to improving business operations, oversaw a $7 billion information technology portfolio, and authored the DoD’s Strategic Management Plan. She has also served as Vice Chair of the US Federal Suitability and Security Clearance Performance Accountability Council; as the Deputy Director for Systems Integration, US Defense Finance and Accounting Service; and has held numerous business/acquisition roles within the US Department of the Navy. She has also twice received the US DoD Medal for Distinguished Public Service and the Secretary of Defense Exceptional Civilian Service Medal.

Abhineet Lekhi is the Lead Partner for the Value Chain Transformation business in Deloitte Australia. Abhineet is the Global Lead Partner for Deloitte Illuminate, Deloitte’s world leading multi-tier supply resilience offering. He is passionate about developing innovation solutions that lead to tangible benefits for public and private sector organizations.

Bridgebuilders: How Government Can Transcend Boundaries to Solve Big Problems

Pandemics. Climate change. Refugee resettlement. Global supply chains. We face a new generation of complex problems that stretch across the public and private sectors and flow over organizational boundaries. To meet the moment, we need a fresh, new approach that strengthens institutions and government agencies by breaking free from organizational boxes and rigid, top-down leadership.

This article was originally published in Forbes, February 2, 2023 with permission from Deloitte to republish in this issue.

As William D. Eggers, executive director of Deloitte's Center for Government Insights, and Donald F. Kettl, public management scholar, show in this indispensable book, we need a government of bridgebuilders who collaborate with partners— inside and outside government—to get the job done. These leaders manage horizontally instead of vertically; they see their role as connectors; and they identify which players have the assets needed to solve the unprecedented problems at hand.

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INVESTING IN QUANTUM

THE RACE FOR QUANTUM TECHNOLOGIES IS PLAYING OUT AS A MIRROR IMAGE TO THE SPACE RACE. UNLIKE THE SPACE RACE BETWEEN THE UNITED STATES AND SOVIET UNION WHERE THE FUNDING WAS ALMOST EXCLUSIVELY PUBLIC, IN THE QUANTUM RACE PRIVATE INVESTMENT HAS BEEN LEADING THE WAY. GOVERNMENTS MAINLY RESIDE ON THE SIDELINES, OFFERING OCCASIONAL RESEARCH GRANTS WITH THE UNITED STATES WHO IS BELIEVED TO BE THE LEADER IN THE FIELD.

As quantum technology matures, governments have begun investing considerable amounts.

As far as public spending goes, the People’s Republic of China (PRC) is out spending the United States by 800% (McKinsey & Company, 2022). To maintain their lead without disrupting the success of the private quantum ecosystem, the Small Business Administration (SBA) and the Department of Defense (DoD) have partnered to revamp a long standing and extremely successful program, the

Small Business Investment Company or SBIC program. The new SBIC Critical Technologies or SBICCT is specifically designed to support critical technologies and give them a runway of ten to fifteen years to reach maturation.

The SBA as designed during the Eisenhower administration had a national defense mandate. It was intended to keep the industrial base diversified and innovative and to make sure the

Phil Meers

large prime contractors could not stifle competition and innovation that was seen as the free world’s biggest advantage. It was at this time venture investing as we know it took hold. What is not well known is before the limited partnership model we are used to today, most venture funds were SBICs (Paul, 2019).

An SBIC is a privately owned and operated company that makes long-term investments in American small businesses and is licensed by the SBA. SBICs are public private partnerships where the government matches up to $2 for every $1 of private capital a fund raises in exchange for following SBA guidelines. If an SBIC can privately raise $87.5 million, the SBA could leverage a maximum amount of $175 million, leveraging the SBIC to over a quarter billion dollars.

DOD partners with SBA to invest in critical technologies

The SBIC program helped create the modern digital age by supporting some of the world’s most valuable companies in their earliest stages. Companies ranging from Apple, Sun Microsystems, Compaq, and Amgen, even the earliest Stanford companies that gave Silicon Valley its name, like Hewlett Packard and Intel, were also supported by the SBIC program (SBA, April 2022; SBA, October 2022). In order to support quantum and other critical early-stage technologies, the SBA and DoD did not simply look at the past, they added a new tool, the accrual debenture.

During the 2022 Reagan National Defense Forum, DoD Secretary Lloyd Austin and SBA Administrator Isabella Guzman announced a joint program to establish the SBIC Critical Technologies or SBICCT, designed to grow investment in critical technologies vital to U.S. national security. Hand-in-hand with this partnership is SBA’s new proposed regulation to

“Establish an alternative borrowing structure to the traditional Debenture SBIC. This alternative is constructed to align with the cash flow patterns of equity-oriented investment funds and longer-duration strategies.” (SBA, 2022).

The alternative structure, the Accrual SBIC, does exactly what the name suggests. It

creates a new financial instrument, the Accrual Debenture, that allows accrued interest to be paid at the end of a ten-year term. The Accrual SBIC may also apply for a rollover accrual debenture which would allow a five-year extension (Federal Register, 2022). Currently, with the Standard Debenture, SBIC’s leverage themselves up by issuing debentures and must make semi-annual interest payments over a 10-year term. It is unrealistic to expect investors in technologies that may not be viable for a decade or more like quantum technologies to be able to make these semi-annual payments.

Most R&D money in the United States is private capital

The goal of patient capital and the Accrual Debenture is to allow America to compete in the global competition for leadership in critical technologies and “crowd-in” private capital in areas of national security (DoD, n.d.). Most R&D money in the United States is private capital. By working alongside not only private enterprises but also their early investors, the government hopes to develop not only the technologies, but the workforce in needed areas of national security (Office of Strategic Capital, n.d.).

Talent tends to go where investment is, and in the case of new technologies like quantum, that requires finding or training people to be quantum literate. From investors, to CEOs, and technicians, if this new SBICCT investment program aims to create the companies of the future, those companies will need to create not only the technologies of the future but also a quantum literate workforce of the future.

Companies that develop technology with DoD grants and contracts often do not have the long-term capital to develop their

technologies into military or even commercial capabilities (DoD, 2022). If technologies cannot be developed to military or commercial success, they will not mature and the private sector will not develop the workforce. A great example of this is the recent renaissance in space technology. As companies like Launch Alliance and SpaceX have taken over NASA’s low earth orbit launches, they have developed a workforce, advanced the technology, and lowered costs using private funds. This renaissance has allowed the United States to reassert its leadership in space technologies.

While DoD has always used private companies, prime contractors, these “primes” usually only design systems to meet narrow DoD requirements. On occasion these primes will use their own funds to develop something radically different, Lockheed’s Skunk Works famously developed stealth aircraft utilizing this approach (Rich and Janos, 1994). For companies that are not prime contractors, the path is not so clear cut.

Companies such as SpaceX and Palantir had to sue to break into prime contracting. Palantir in particular had a system that the DoD was in need of. DoD wanted to design a bespoke system to their own needs using their preferred contractors. Palantir and SpaceX’s success was the beginning of the change in the way DoD did business (Weinberger et al., 2023).

That said, while Palantir and SpaceX are great success stories, they had the benefit of founders with staying power. SpaceX’s success not only showed how beneficial it can be for start-ups and the government to work together, it also showed the technical hurdles the government is attempting to overcome are not only extremely difficult, but they take more time to solve

than the average start-up has. After the last space shuttle launch in 2011, the country celebrated America’s return to manned space flight when SpaceX put the first crews into orbit in 2020. SpaceX, founded in 2002, did not achieve their first successful landing of a reusable booster until 2015, 13 years later. Their first manned launch, marking a significant milestone, took an additional 5 years, finally happening 18 years after the company’s inception. Not many start-ups have billionaire founders who will support them for the long haul

The Wall Street Journal spoke with Warren Katz, head of the Alliance for Commercial Technology in Government. He estimated there were as few as five companies that had backers with staying power to do what SpaceX or Palantir had done to get major government contracts, while China is able to use external public-private guidance funds to close the technology gap with the United States (Weinberger et

al., 2023). Quantum technologies could one day be a trillion-dollar industry, but it will not happen overnight, and it may be more capital intensive than sending people to Mars. While research grants may be incredibly helpful in developing the foundations of a technology, it will take private investment to commercialize it, and it will take commercialization to develop a workforce.

The realization that history did not really end in 1991 caught many people off guard with the rapid advancement that regional powers began making in technology that had military implications. A fear of another Sputnik moment has led the government of the United States to engage not only the start-up community but also their investors. Opportunities to fill capability gaps whether private or public are often watersheds.

The internet and telecommunications advancement that began in earnest in the 90’s are prime examples. Fortunes and careers

were made. Huge investments, both private and public, lead the largest wealth increase in history ranging from huge multinationals to regional IT and fiber laying companies.

For the first time since the Manhattan Project, the government is willing to directly invest in ideas. What is different is the government does not want to be the sole investor. What is also different is the quantum industry has massive economic implications as well as national security, so the commercial markets are vital to, and in some cases leading quantum system development.

The SBICCT functions to derisk investment for both sides. The private side is able to take risks with assurance of a longterm investor that lowers their exposure. The private party has “skin in the game” meaning they must support and hold accountable founders and executive teams to ensure performance and a return on investment. This also means the government develops projects at arms-length, not taking responsibility for a program that might fail in a career-ending manner, in that sense the risk is on the private enterprise.

In cases like SpaceX, they

benefited from the talent in places like Houston and Florida’s Space Coast, where they also grew their own workforce making work in the space industry more real life and less science fiction. The world has once again changed back to big power competition – whether it is Britain and Germany building dreandaughts, the United States and the Soviet Union building missiles and moon rockets, or a three-way race between the PRC, Russian Federation, and United States to be the leader in quantum technologies. The technologies of the future will remain the technologies of the future without investment and quantum literate workforce development.

, Phil Meers has a background in entrepreneurship having founded a manufacturing company with his wife Therese. Phil currently works with Senator Kirk and other stakeholders in securing the quantum supply chain. He has brought together different national organizations and international partners to advance quantum technologies both for government and private use while ensuring the prioritization of national security goals.

Quantum Unplugged: Q&A with Visionary Thinkers

Luke Mauritsen

Luke Mauritsen is our special guest editor for our Supply Chain edition of Quantum Literacy Magazine. If you have ever met Luke, it is easy to understand why he has propelled to the top of list for Quantum innovators. One of the kindest people I have met, he has the ability to immediately make you feel like friends and neighbors. Perhaps it is the fresh Montana air and friendly state culture that Luke has embraced, or it is the excitement that the future holds for quantum leading Luke to capitalized on quantum developments and expand his network in all of the best ways. In fact, he even agreed to sit down with me for our first installment of “Quantum Unplugged: Q&A with Visionary Thinkers” to get to know him a little bit better on a personal level. Luke, like many others in quantum, was not shy to share his advice in an effort to encourage a quantum literacy perspective and advice on carving a path through his own personal journey. From tumeric, to his life as a professional cyclist, Luke allows a transparent look at what led him to cryogenics and the significance of the quantum stack. Now, let us dig into the interview transcript below as we get to know Luke Mauritsen.

Randi Hunley, Ph.D.

Randi: Luke is a business leader, innovator and engineer who has been involved in the quantum supply chain for over 15 years. Luke founded Montana Instruments in 2010, which is credited with reinventing Cryogenics to accelerate progress in Quantum Developments, which was acquired by Atlas Copco in 2022. In 2020, he was appointed to the National Quantum Initiative of Advisory Committee advising the White House and the Department of Energy on Quantum Strategy. And in 2019, he initiated and chaired the Q E D C cryogenics for Quantum Workshop in Bozeman [Montana] that included industry, academia, and government experts for the purpose of building the first US cryogenics roadmap for quantum.

So let’s get to know Luke Mauritsen. We’re going to start with five rapid fire questions to get to know you on a personal level, and then we’ll jump into some more expertise and in-depth knowledge. Luke, are you a coffee or tea guy?

Luke: I hesitate to say coffee, but I, I want to say some things are both, and, because I start out the morning, uh, with, with a tea and some turmeric and enough, uh, and a little bit of protein powder and enough cayenne pepper to probably kill a small animal.

Randi: Oh, I, I try to do that with my smoothies sometimes. It’s a little too spicy for me.

Luke: I like, that gets me going.

Randi: I know you travel a lot. So, what is your favorite travel accessory? And I’m going to go ahead and say, you cannot say headphones.

Luke: Okay. I won’t say headphones. There are these little green pills that make you sleep really hard. And I just, when I travel, well, I, obviously, when I’m going to Asia, Europe, it’s a longer flight. And, uh, if I can sleep for six or eight hours on, I love sleeping on flight. And then I wake up, we have a few hours, and then I get another sleep. There’s like zero, uh, jet lag, you know, and I feel like a million bucks. So, I like those little green pills like NyQuil, you know?

Randi: Perfect. I love that. What was the best piece of advice you would give your younger self today?

Luke: Hmm. I think I would, tell myself that there’s enough time, there’s enough time. When I think, I see it in younger people now, and I know I felt it when I was, growing up, is I felt like I had to accomplish so much in a very short timeframe. And there’s really no unrealistic goal. There are just unrealistic timeframes. And so, uh, what I realize now is when you’re 40 years old, which I am, you know, almost 50 now, you are kind of just getting started. And I feel like, at least for me personally, the, biggest days and the best things are still ahead. And I’m, I feel like it’s, I’m maybe just getting started. So, if I had that perspective when I was younger, maybe it would’ve given me a little more freedom, thought a little bigger, taken more risks. There’s enough time, plenty of time.

Randi: Love that. And what is one thing people don’t know about you?

Luke: Um, yeah, something that’s, uh, usually a surprise when people get to know me a little bit. Um, so I dropped out of college to go race, uh, bicycles professionally. So, I, as a professional cyclist, I went off to Europe and raced several years there, uh, came back to the us raced for a, a pro team here. And, um, I actually got out of the sport because, uh, I was not willing to get on a program, um, which is doping, right? It’s - back then it was a dirty sport. And, um, for me to advance further, that was the choice I had to make. So, I just didn’t, I didn’t want that, hanging over me. So, then I came back and finished my degree at Montana State University.

Randi: Luke, is that road biking?

Luke: Yeah, that’s right. .

Randi: Okay, yeah. My brother did BMX for a while, so I’m very familiar with the sport, but not road biking as much. That’s, that’s tough. Good for you. Um, and what is on your playlist right now?

Luke: Uh, playlist right now? Okay. Um, the first thing that comes to mind is, uh, Trace Atkins, ‘Just Fishing’ because, I just did the father-daughter dance with my oldest daughter last weekend and married our first one off, and that’s the song she picked for the fatherdaughter dance. So that’s on my playlist. Um, other than that, I love classical. I love classical when there’s no words, you know, or when I, when I need to think and I can’t have words. And then, uh, other than that, it’s just worship and praise, because that’s all about the words.

Randi: Well, those are very sweet answers. I’m sure it was a beautiful wedding. Any marriage advice? Hey, what marriage advice do you give this one? I know we have not prepared for this question, but since you have one that just got married, what type of advice would you provide anyone else in that type of scenario?

Luke: Uh, you know, I have to be, um, 100% honest. When I look at what makes me most, uh, proud and,

photo courtesy of www.montanainstruments.com

and thankful for watching my daughter be married off to, to her new husband. They have Christ at the center of their marriage. And that’s, that’s number one for them. And, um, everything else is subordinate to that. So, to me, that’s what is the foundation of a good marriage. That’s the best advice I can give, even though, not everybody wants to take that advice.

Randi: Perfect. Now that we know a little bit more about you, let’s go to a little bit more of an in-depth conversation about quantum and your quantum journey. So, as we listen to your introduction and all the fantastic things that you’ve done in the quantum space, you’ve been a part of so many different initiatives that have been impactful in a number of ways. Tell us your story on how you got there, and what your journey was like.

Luke: Sure, yeah. Thank you. I came back after racing bikes and finished my degree. I graduated in mechanical engineering with a bachelor’s. So, I’m sort of an odd bill in the quantum industry in that I was, I was never a physicist coming in, but my first job out of school was developing cryogenic technologies for defense applications. So that’s where I like to say I learned, how to spell cryogenics. And I worked for, uh, several years there. And then there came a point where, you know, I was happy, I was thrilled, I was having a lot of fun, but I just, um, I guess I came to this point where I remember as a specific prayer was like, okay, God, I’m either going to go be a pastor if that’s what you wanted me to be, but I’d really like to start a business. But it’s got to be like one of those, I can’t keep just, you know, working as an engineer. I’m really an entrepreneur at heart.

Within three months of that, all these doors just opened. It was quite spectacular, and actually some doors closed in that my job was ending. So there we were, the company I was working for was running out of money. Okay. One of the mentors I had, I went to and I said, ‘Hey, uh, Mike, I, I don’t know how much work I have for, you know, uh, maybe two months, maybe three’. As a result of that, I had this opportunity to just, start a new company and, [they said] hey, we’ll give you everything you need. So there’s, you know, 400 k of startup money, there was a place to start and operate in a, in a lab. I had great mentors there, uh, both on the business side and the technical side that were willing to help me. And that was part of, you know, the investment part of the investors, just, being part of the deal. And I had distribution, like, once the product came out, I had distribution immediately in place all over the world. So it was all these things that just fit perfectly and really pushed me into- almost like, a business on a silver platter in a way. Everything that I needed, was given. But then, you know, you fast forward to five years and or so in, you know, in the history of Montana Instruments, and this was like, you know, the year, uh, 2015-ish, and I started to realize, , most of our customers, nearly all of our customers were developing quantum materials.

And so at that time, I remember, I was actually in New York for some meetings and I picked up the New York Times, and there was this article about, quantum physics and spooky action at a distance, and these results that, this, physicist named Ronald Hanssen was making. And I’m like, Ronald Hanssen, that’s our customer, right? And so I started reading through that article, and I’m realizing that like he was doing measurements, making measurements, that was basically some of the first empirical measurements that were proving, Einstein wrong about entanglement and the nature of entanglement. So, I’m seeing that and, then not long after that, we’re developing systems for some of these, physicists who later spun off into new companies like IonQ remember developing a system for Jungsang Kim at Duke University. And so all of this together happened in a fairly short span of time there. And I realized that, that Montana Instruments was actually a quantum company.

I didn’t know that when we started, but it became apparent, and I started to realize how impactful quantum was going to be on the world

...like perhaps at the same level as electricity. It’s so fundamental, it’s such a big shift for our understanding and the capabilities that quantum offer. So that, you know, of course that was very exciting to see that we are a critical part of supply chain in the quantum industry. We’re a critical part of making the quantum systems work, and even a critical part of, now I understand more about, , it’s national security and what that means, and national security is economic, economic security is national security And so to be, to play a role in that was very exciting. That’s where we realized we’re actually a quantum company.

Randi: So, follow up question then to that, if you had not come across that article, if you hand’t been able to make all those links and connections, if you didn’t recognize that name as one of your customers, do you think it would’ve taken you longer to get to where you guys are or where you, where you were right before you left [Montana Instruments]? Or, do you think it would’ve had a different outcome or you just would’ve progressed the same way?

Luke: That’s a, yeah, good question. I don’t know. I, yeah, and I don’t even know how to answer that. Um, but I have to say it was, it’s obvious for me, and maybe it’s also that I was desiring the company to be working on something significant. I needed that for myself, right? And I wanted that for our employees. I’ve always wanted that. So, we should, we’re a team and we want to be working on significant things. There’s a saying that the eyes only see, and the ears only hear what the brain is looking for. I was looking for significance in my company. And so maybe that’s, you know, it was a matter of time before I was going to make that connection.

Randi: That’s fantastic. So, what are some of the

most significant developments or trends that you see currently shaping the industry in quantum today? Especially in the topic that you specialize in cryogenics and things like that. What are you seeing most significant?

Luke: Yeah, I think it’s interesting. We stand back and, and look at the, you know, after roughly 15 years in the, in the quantum supply chain at, you know, at some level, even when I was doing kind of DoD work, in cryogenics, from the onset of seeing quantum applications develop and these spinoffs out of universities, and then the startups going, and then they’re raising money, right? And hundreds of, hundreds of millions of dollars. So big rounds

of funding and some SPACs, right? Uh, some, some companies going public, and very early, that’s quite remarkable. And so, I think that for the, you know, from the period of maybe 2016 or 17 into like 2021 or something like that, we made a lot of progress and really fast, and largely because we’re, we’re taking whatever’s available. Much of what’s available is just research instruments in this field, in the field of quantum, you’re just borrowing from a research industry largely, and you’re, kind of holding on your, you’re standing on one leg and holding your breath, and you’re building a quantum computer or a quantum system. And quantum computing is probably the best example of that. But, um, it wasn’t methodically thought through from the ground up. It was more like; how can we move so fast that we get results and we actually demonstrate the power of a quantum computer? So, we had a lot of results fast, but then it, then, then it becomes a scale like, yes, quantum computing is real, it’s happening, but it’s happening at a small enough scale that it’s not yet, meaningful enough, right?

To generate a large market or industry, right? So, we’re right at that point where now, it starts to flow down a little bit. Now the funding starts and it’s because if you look through that entire supply chain, none of that was purpose built, right? It’s all research instruments. And so now the scaling problem is hard. So, you have error correction and you have noise that limit the system. But as you scale, those things get harder and harder. And you think about all the, the parts and pieces in, in a quantum system, and like for instance, amplifiers, if you’re generating a few milliwatts or even milliwatt at cryogenic temperatures, and you need a million qubits, well that’s, that’s almost unthinkable.

Like, it’s not going to happen. Because the cryogenic system to support that is like the size of a building, right? And so, uh, that’s just one example of many where now, and I think as a general trend to kind of like, bring it back to the question you’re asking is that I see a general trend that we had a lot of, we had a lot of early action that created a lot of attention, but now we’re kind of facing some reality that we have to build out that supply chain. And a lot of these, I’d say most of that supply chain, most of the parts and pieces to build a quantum computer need to be reinvented

or significantly evolved. And that’s hardware, it’s going to take time, right? So I think it’s a tremendous opportunity, for companies and for startups- But it is going to, it is going to take time. So, I think we’re in a slower growth period of time for the quantum industry.

Randi: Okay. So you spoke about some challenges like scaling, right? You talk about hardware, and there’s even where you discussed the slow of funding, which you think could be education, right? It’s really hard to get funding if there’s not enough education, at a leadership level, right? Or, or at a government level to be able to get, the funding that you need if people don’t understand complex problems. So, for you, do you think that those are the main challenges that we’re facing right now? Or is there anything else in addition to kind of these..

Luke: Yeah. Little bumps,I also think it’s interesting that if you, if you look back in history, things that, dominated national security tech, like say nuclear, right? If you look historically, you would have huge government programs that would develop a tool or something that, that had implication to national security today, with what we’re facing today, it’s different. And, and I think it’s fundamentally different. Commercial markets and commercial companies are now the driver of some of the most significant technologies that affect national security. And remember, it’s a quantum computer that can be used as a weapon, yes, but also economic security is also national security. And there’s a massive economic implication to, this next generation of computing that is, is absolutely going to happen, and it’s just a matter of time. So that changes the role of government. And, and as we know, you know, here in the United States of America, government doesn’t change quickly, right? And the founders had purpose in doing that, right, to protect against factions and that kind of thing. So, our system moves pretty slowly and things have to get, go through Congress and laws have a process to get passed, and there’s a balance of power. But I do see things happening that are good. But I think to sum up what I do see happening to some degree, and what absolutely must happen is the government now becomes, it plays a role of de-risking- the government’s role is to de-risk. And I

think the government can say, okay, here’s, we’ll draw a box around the areas that need that are important for national security, and we’re going to de-risk those areas, but we’re going to, we’re going to support private industry in actually moving that forward. We’re going to work together with them because we realize that the government is not going to do this on their own. They’re absolutely dependent on private industry. So that’s, I think that’s a good thing for Western nations. I think it’s a good thing for the US, I think we’re wired for that. You know, that’s almost like, uh, that’s our heritage. You know, that’s, that’s a lot of what created the industrial revolution going forward. And I think we’re going to see a lot of innovation going forward now.

Randi: So, talking about innovation, what future developments do you see in this field? How do you think they will influence industry or the way professionals are operating?

Luke: Um, like I said, I think that, um, well, let me talk about the, let me make this statement, and then I’d like to talk a little bit about the quantum stack because, it’s just so relevant here. When I look at the quantum supply chain, I think it’s an exciting, thought and reality that it’s really based on a research industry historically. And for the first time, it’s like now you have quantum knocking on the door and saying, hey, we need things. We need reliability, we need scalability. We need manufacturability, we need like modularity and all these things that you think about in an industrial setting where there’s hundreds of thousands or millions in quantities and something that has to operate in an industrial environment that, um, you know, it’s not a research environment. You can’t just be down for two weeks, you know, tweaking with things. So, all that said, it just really speaks to nearly every piece in the quantum supply chain is going to be reinvented or, or significantly evolved. As I and some of my colleagues on the National Quantum Initiative did early work and looking at, supply chain needs, we quickly realized that there was, you know, in the category of quantum literacy, there was a big gap even in, even among the quantum industry and among ourselves, to not let alone outside the industry in, in government or academia or, industry and corporations. There’s a lack of understanding of how that whole supply chain fits together.

So we realized that we needed a framework, and we needed a tool to help us communicate what is the supply chain, how does it fit? And, how does it fit within the industry? Where do materials, fit in that? And how, how does that whole ecosystem start to, to fit together? And if we could display that visually and then speak to it, and have a basic framework, then we could build on that ...- that’s a lot, a lot about quantum literacy. So that’s where the quantum stack came from. And I’m excited that this issue, you know, gets to really, display that and talk about it, and talk about the power of it, the need for it. I think that’s going to be a significant piece, not only for us

in the industry, but also for folks in the government who want to understand like how, where are the, where are the significant, gaps and how, how would we lay that out? Where are the layers, where there are gaps? And how does it fit in with the rest of the ecosystem? How do we start to see that? So it gives the common framework for diverse backgrounds, and also diverse countries even more broadly, as we work with international partners, how to have a common framework to speak to every layer across it from materials to applications and industries and products in the quantum industry. So, I hope that that’s a helpful tool, and I hope it’s a, it’s a foundational piece in just basic quantum literacy.

Randi: Yeah. And that was a great way to talk about, we know that quantum literacy and workforce development come together, right? So that was definitely a great overview of that collaboration we need between workforce and physicists and some of those upper degrees and professionals who are working in quantum. So, as we start to wrap up this interview, can you offer some practical or actionable tips, advice for individuals who are looking to enhance their skills or knowledge in this area? Then we’ll just kind of, if there’s anything else that we didn’t talk about that’s really you’re urging to get off, you know, and get to everybody, we’ll give you that opportunity.

Luke: Sure. Thanks. I think one of the most impactful things that I’m, I’m super thankful for as I look back, is I had some just incredible mentors that came along at the right time and just like, um, put my growth on Hyperdrive, and I would want to encourage young people to look out and just like, who are the people that you admire most? And it might be somebody local, it might be somebody that’s not so local, and just go ask them. Ask them if they’ll spend some time with you. Even, you could even ask them if they’ll mentor you, you know, use that word. It probably won’t happen if you don’t ask, and you never know what might happen if you do ask. I think that can be, that can be actually transformational for a young person’s careers just to have the right person invest in them. I think that’s been really impactful and I have

just one story there. When I was growing Montana Instruments, and this was like 2013, 2014, we were growing really fast at that point. I really didn’t know what I was doing, and I knew it, so I guess that’s a good thing- at least I knew it. So, it was causing me to be on a very steep learning curve. And, you know, I had a very young team. I had some good early, mentors to help get things going, but I found myself at a point where there’s a lot of, just a lot of things I didn’t know how to do. And then there, there was a gentleman who’s now our, he’s now our governor, governor of state of Montana, but at the time, he had just sold his company to Oracle. I knew that I didn’t know him, but I had gotten ahold of his number, and I admired a lot of what he’d done. I just called him up out of the blue, said, Greg, here’s my situation. You know, my company’s growing really fast. This is what we do, and to be honest, I don’t know what I’m doing. We’re growing really fast. And I said, would you mentor me? And he said, sure. And he, he spent once a month, we would meet down in my office. His house wasn’t far away from my business and for a year and a half to two years. And that was just a tremendous investment, by him and to me, and I think, really key to the development of Montana Instruments. And that’s before he was governor.

Randi: Yeah. So what a, what a great relationship to start building right at the beginning stages and then watching things kind of develop. Now you have a great relationship with the governor of the state where you guys can probably have a little bit more influence and make some really neat things happen.

Luke: Yeah. We still have a good friendship and he’s just doing a tremendous job. Yeah, and it’s, you know, to invest in a young person, you just don’t know where that’s going to go. I think there’s a lot of people who are at that place in their life, and I think that’s part of the American dream too, is that we overlook we’ve had so much success in this nation, and there’s so many people that have that realize they’ve been given so much, and their greatest desire isn’t necessarily to go do more-It’s to invest in others and to help others be successful. And that’s where the, I think people, at a certain point in their career, that’s where they actually find a lot of meaning and joy is just giving back and helping others do something similar to what they did. And then watching that growth in somebody else. That’s part of the American dream here. It’s part of our culture really, is that just that idea that we have so much and we like to give back, and see it grow and, and amplify and just exponentially create, new opportunities for many, many others.

Randi: So, the theme between every answer that you’ve provided, was really something that is cross industry, right? Empowering and helping others and then asking for that help and making sure that you are giving yourself the time needed to develop. Right? And this is something that’s not specific to Quantum, for sure. I mean, that advice can go out to anybody in any sort of industry regardless of where they are in their place of life. So, Luke, that’s fantastic. Oh! and the

other tip is to take green pills on long trips, so you can sleep really good on the plane. I’ve got that. And then of course, add some turmeric to the tea. Luke, thank you so much.

Luke: And the Cayenne pepper, don’t forget the cayenne pepper.

Randi: Yeah, the cayenne pepper. Um, I just recommend being light on the cayenne pepper because it’s pretty strong. Um, but thank you so much for taking the time, not only for this interview, it’s been a pleasure, but also as our special editor for the supply chain issue.

Luke: I mean, there’s a lot that has gone into that, so hopefully everyone’s really enjoying the issue and we’ll keep building it up from there. It’s a pleasure, Randi.

Use the QR code below to watch our interveiw with Luke Mauritsen!

Montana’s Journey into the Quantum Frontier

The State of Montana boasts a resilient and diverse economy shaped by its landscape and the people who live on it. Beginning with the state’s rich history, it seems natural that Montana would find itself in the midst of another economic rush. This time the focus is not on gold, but on the deep quarries feeding the quantum supply chain.

MonArk Quantum Foundry : A multi-state partnership investing in the future of quantum

Created in fall 2021, MonArk aims to remove barriers that may impede quantum innovation and develop the means to disperse basic materials and cutting-edge information. Supported by the National Science Foundation, MonArk Quantum Foundry is dedicated to research and innovation through their “mission to accelerate two-dimensional materials research for quantum technologies in the U.S.”. A joint program led by Montana State University and the University of Arkansas, MonArk Quantum Foundry is changing the idea of science and industry collaborations through their research.

The collaboration has expanded to several institutions and organizations across the country as they continue to expand their capabilities. “It’s not that we’re going to create the next sensor or the next quantum computer,” said Yves Idzerda, the director of the MonArk Quantum Foundry, dean of the College of Letters and Science, and professor in the Department of Physics at MSU.

“We’re going to create either the technology, the instrumentation or the devices which will allow for these breakthroughs to occur.”

Future of Montana

As Montana makes moves to become a quantum hub, this creates an incredible opportunity for the state and for the businesses that take notice. The quantum industry is complex and emerging, with a wide range of technologies developing, improving, and even more ideas developing. This leaves gaps on specializations, niche solutions, and workforce development that Montana could immensely benefit from. The nascent recent quantum developments also encourage continuous research and development opportunities. While Monark and companies like Montana Instruments continue to lead the charge in specific research and developments, expanding the scope and encouraging knowledge sharing could catapult quantum technologies into further developments.

Emerging Quantum Industry:

Quantum technologies are still developing and in early stages but hold significant promise across the industry. Exciting announcements on quantum computers hit headlines quickly, and that is only one small component of the quantum industry. The wide range of applications provide an opportunity for Montana businesses to capitalize on the state’s recent quantum wins like MonArk and provide niche materials and solutions to the broader industry.

Scott Osterman, Mitch Staley, Randi Hunley, Ph.D.

Research and Development: Universities and research institutions in Montana have the unique ability to close gaps in research, build industry and government collaborations, all while building the next workforce. Developments in quantum have provided the perfect environment to embrace quantum literacy as we begin to prepare the quantum workforce.

Skilled Workforce: Technology fields continue to be in high demand. The development of a skilled workforce is imperative to the continuous advancements of quantum technologies. Leveraging university and affiliated collaborations, Montana has the capabilities to embrace workforce development and build on the foundation they have laid through current resources.

Startups and Innovation: Small businesses and startups have the unique capability of being dynamic when larger organizations and governments halt. Looking to the future involves robust small business programs, incentives, mentorships, and embracing the entrepreneurship culture to not only encourage small business developments in a wide range of quantum applications but also ensure the talent pipeline can support the needs of the state.

Supply Chain and Manufacturing: The quantum industry relies on a complex supply chain involving the production of quantum components, materials, and devices. Montana’s businesses could potentially contribute to this supply chain by providing specialized manufacturing capabilities.

Collaboration and Partnerships: Collaboration among businesses, research institutions, and government entities will be crucial for the quantum industry’s growth. Montana can establish itself as a hub for quantum-ready collaborations and partnerships, leading the nation to rethink how we engage, and the message being received.

Investment and Funding: Government grants, venture capital, and private investments play a vital role in the growth of emerging industries. Establishing Montana as a place for education, innovation, and quantum workshops would increase the state’s quantum related traffic and

economy. Knowledge is power, by providing the tools necessary to educate decision makers, budget and funding decisions could be influenced to increase quantum investments.

Infrastructure and Facilities: TThe establishment of specialized laboratories, testing facilities, and innovation hubs could provide a platform for the quantum industry’s growth in Montana. Reinventing how people look at Montana is an addressable challenge with a unique prospect. Montana’s actions are louder than its words as they set a national example of innovation.

The future of quantum technologies holds the promise of solving complex problems and will transform research and industry. Montana remains at the cusp of this revolution with the possibilities to reshape perspective and build a dynamic workforce that is built on the historical symbolism of the state. Simply stated, Montana is developing into a quantum hub full of economic opportunity, open appeal, and in the spirit of history, “pioneering spirit and riches await” in the idea of ambition and significance of this evolving movement.economic opportunity, egalitarian appeal, and in the spirit of history, “pioneering spirit and riches await” in the idea of ambition and significance of this evolving movement.

Student Spotlight

UNLOCKING QUANTUM POTENTIAL

QUEST TO EMPOWER FUTURE INNOVATORS IN QUANTUM COMPUTING THROUGH QUANTUM LITERACY

Hi, I’m Jaavon Matthews, a recent graduate of Morgan State University, and I’m setting the stage for a future filled with revolutionary innovation and leadership. As I embark on an exhilarating journey as a software engineer at a world leading technology company, I’m also determined to further my education in graduate school at Morgan State University and to continue my military science and ROTC training. My ultimate goal is to become an exemplary future commissioned officer and a trailblazer in the field of quantum computing and quantum literacy.

My passion for self-development, knowledge, and cultivating leadership in both quantum literacy and ROTC has led me to envision a future where quantum computing plays a significant role in shaping our world. I believe that my generation has the potential to revolutionize technology and make quantum computing more accessible – leading to breakthroughs in fields like cryptography, drug discovery, and optimization problems.

As I plan to enroll in the MS Advanced

Computing program, I’m eager to explore quantum computing, game development, Virtual Reality development, artificial intelligence, and data science. I see the future of quantum computing and quantum literacy intertwined with these cutting-edge technologies, opening up new possibilities for my generation and the ones to follow.

I’m dedicated to fostering a deeper awareness of quantum literacy in my peers and the broader community, ensuring that we are equipped to tackle the challenges and opportunities that lie ahead. By engaging in research and collaborating with like-minded individuals, I aim to contribute to the development of innovative solutions and applications that harness the power of quantum computing.

As I work on individual projects and network with people and businesses, I hope to gain knowledge and make early progress on these exciting topics and goals. I’m confident that as I join graduate school and continue my journey, I will be able to make more significant connections and contribute to the broader quantum computing community.

In addition to my passion for quantum technology, I am committed to building my second career as a 2nd lieutenant in ROTC. Working with the ROTC cadet leadership board, I strive to recruit more cadets, build better leadership within myself and my fellow members, and create an outstanding program that welcomes anyone to join.

I believe that the future of quantum computing and quantum literacy rests on

the shoulders of my generation, and I am determined to play an active role in shaping that future. By continuously growing my skills, intelligence, and character, I hope to inspire others and contribute to the development of groundbreaking quantum technology that will change the world as we know it.

As I immerse myself in the world of quantum computing and quantum literacy, I am excited to share my knowledge and enthusiasm with others, inspiring them to join me on this fascinating journey. I believe that education and collaboration will be crucial in driving the advancement of quantum technology, and I’m committed to creating opportunities for the exchange of ideas, mentorship, and hands-on learning experiences.

In the coming years, I see the integration of quantum computing and quantum literacy into the mainstream, with more educational institutions offering courses and programs to prepare students for the quantum era. As a leader in this field, I plan to collaborate with educators and industry professionals to develop curricula and resources that empower the next generation of quantum enthusiasts.

I also envision the establishment of dedicated research centers and think tanks, where bright minds from diverse backgrounds can come together to explore the vast potential of quantum computing. By fostering an environment of innovation and creativity, we can push the boundaries of what is possible and pave the way for groundbreaking discoveries that will shape the future of technology.

In my pursuit of a career in both quantum computing and the military, I recognize the unique synergy between these fields. The application of quantum technology in defense and national security will have far-reaching implications, and I am eager to contribute to the development of cutting-edge solutions that enhance our capabilities in these areas.

As a future commissioned officer, I will strive to lead by example, instilling the values of determination, integrity, and adaptability in those I serve alongside.

Jaavon Matthews

Student Spotlight

QUANTUM CURIOSITY: MY GEN Z JOURNEY INTO THE QUANTUM REALM

Hey everyone! My name is Owen Peters and I am currently a sophomore at Monte Vista High School, in the San Francisco Bay Area. Living in close proximity to Silicon Valley, I have gotten to watch the dynamic world of tech startups which has fueled my entrepreneurial side. My passions lie in cutting-edge technology and programming. I have been a certified Google TensorFlow engineer for two years now and am constantly learning.

Born in the same year as the iPhone, I grew up as a digital native in Silicon Valley, where technology has always been an integral part of my life. Surrounded by rapid advancements, I found myself drawn to the fascinating world of quantum computers. My passion for building things started when I was young, transforming cardboard and foam into vending machines and floating shoes. As I grew older, code became my new building blocks. Now instead of tinkering out of cardboard and building blocks, I use code.

the concept of quantum, I enrolled in an introductory course. To my surprise, I learned that the fundamentals of quantum computing required almost no prerequisites, not even programming knowledge.

Embarking on this quantum journey ignited a newfound passion for reading. I immersed myself in scientific papers and online resources, becoming acquainted with qubits, superposition, and entanglement. Soon, I was able to understand quantum computing well enough to start building with it. My mindset played a crucial role in my learning process. Offline activities, such as sports, taught me the importance of being open to new ideas and embracing uncertainty. As a sophomore on my high school’s Varsity Track and Field sprints team, this mindset helped me compete with more experienced athletes, regardless of the outcome. Embracing uncertainty and trusting my abilities allowed me to learn quantum computing despite being only sixteen years old. In fact, dealing with uncertainty is a fundamental aspect of quantum computing, as it is inherently built on it.

By staying at the forefront of quantum technology, I hope to inspire my fellow military personnel and civilians alike to embrace the opportunities that come with this paradigm shift in computing.

In conclusion, I am wholeheartedly committed to playing a pivotal role in shaping the future of quantum computing and quantum literacy for my generation and those to come. I recognize the challenges that lie ahead, but I am confident that by believing in myself, relentlessly pursuing my goals, and collaborating with others who share my passion, I can contribute to a brighter, more technologically advanced future for all. Quantum Literacy awareness and diversity in quantum technologies are not choices for my generation; rather, they are essential for our survival!

When the COVID-19 pandemic brought the world to a screeching halt, I—like many others my age—became obsessed with video games and social media. I spent countless hours constructing new worlds in Minecraft with my friends. This online immersion sparked my curiosity about how apps functioned, leading me to teach myself programming. Through free online courses, I eventually discovered machine learning and TensorFlow, a package developed by Google for easy machine learning program development. At the age of thirteen, I became a certified TensorFlow developer.

As the present seemed stagnant, my mind ventured into the future. I delved into emerging technologies and stumbled upon quantum computing. Despite lacking a background in physics or calculus and being unfamiliar with

I am excited about the future and believe that quantum computing will revolutionize our world from the ground up. As an emerging field, it requires fresh perspectives, innovative ideas, and diverse backgrounds. No matter your level of expertise, you have something to contribute. In a world where many aspects seem to be heading in the wrong direction, quantum computing presents an opportunity for anyone to make a difference. Regardless of your age or education level, you can learn quantum computing and help build a new world with a place for everyone.

Owen Peters

End Notes

Quantum Literacy Education and Awareness

• Nita, L., Smith, L. M., Chancellor, N., & Cramman, H. (2023). The challenge and opportunities of quantum literacy for future education and transdisciplinary problem-solving. Research in Science & Technological Education, 41(2), 564-580. https://doi.org/10.1080/0 2635143.2021.1920905

• Foti, C., Anttila, D., Maniscalco, S., & Chiofalo, M. L. (2021). Quantum Physics Literacy Aimed at K12 and the General Public. Universe, 7(4), 86. https://doi. org/10.3390/universe7040086

• LaFrance, P. (2022, May 5). Quantum Literacy Critical in a Post-quantum World. TheInformation Security Report. Retrieved fromhttps://informationsecurity. report/articles/quantum-literacy-critical-in-a-postquantum-world

The Quantum Stack as a Framework for Ecosystem Policy and Strategy

• Parker, E., Gonzales, D., Kochhar, A. K., Litterer, S., O’Connor, K., Schmid, J., Scholl, K.,

• Silberglitt, R., Chang, J., Eusebi, C. A., & Harold, S. W. (2022, February 2). An

• assessment of the U.S. and Chinese industrial bases in Quantum Technology. RAND

• Corporation. https://www.rand.org/pubs/research_ reports/RRA869-1.html

• Sullivan, J., & Deese, B. (2021, June). Building Resilient Supply Chains, Revitalizing American

• Supply Chains and Fostering Broad-Based Growth. The White House.

• https://www.whitheouse.gov/wp-content/ uploads/2021/06/100-day-supply-chain-reviewreport.pdf

The Emerging Workforce and Scaling the Quantum Supply Chain

• [1] See The Second Annual Report on Enterprise Quantum Computing Adoption from Zapata at www.zapatacomputing.com/enterprise-quantumadoption-2022

• [2] See https://mpw-llc.com/learn/quantum-business or www.youtube.com/quantummarketplace

Navigating the Quantum Supply Chain: Striking the Balance between Innovation and Regulation:

• Hagemann, R. (2018). Soft Law for Hard Problems: The Governance of Emerging Technologies in an Uncertain Future. COLO. TECH. L.J., 17, 37-52.

• Baldwin, R. (1999). Understanding Regulation: Theory, Strategy, and Practice. (pp. 96-104). Oxford University Press

• Ibid.

• 28 U.S.C. §2462 (1982).

• 50 U.S.C. app. § 2170(b) (1950).

• 22 C.F.R. §123.1(a) (1993).

• 48 C.F.R. § 3.502-1 (2014).

• Wassenaar Arrangement and the Future of Multilateral Export Controls: Hearing before the Committee on Governmental Affairs, United States Senate, One Hundred Sixth Congress, Second Session.

• 50 U.S. Code Chapter 35.

• 15 U.S. Code Chapter 114.

• NAT’L SCI. & TECH. COUNCIL, EXEC. OFFICE OF THE PRESIDENT, NATIONAL STRAEGIC OVERVIEW FOR QUANTUM INFORMATION SCIENCE 2 (2018), https://www.whitheouse.gov/wp-content/ uploads/2018/09/National-Strategic-Overview-for-

Quantum-Information-Science.pdf [https://perma. cc/3W4G-EQJ6]

• Ibid.

The Quantum Supply Chain: A Primer

• Design of Microwave Calibration Standards for Characterising S-Parameters of Quantum Integrated Circuits at Millikelvin Temperatures: M. Stanley, S. E. de Graaf, T. Lindström, M. J. Salter, J. Skinner, N. M. Ridler National Physical Laboratory, UK {manoj. stanley, sebastian.de.graaf, tobias.lindstrom, martin. salter, james.skinner, nick.ridler}@npl.co.uk

• Characterizing Scattering Parameters of Superconducting Quantum Integrated Circuits at Milli-Kelvin Temperatures

• MANOJ STANLEY 1, (Member, IEEE), SEBASTIAN DE GRAAF 1, TERESA HÖNIGL-DECRINIS 2,3, TOBIAS LINDSTRÖM 1,

• AND NICK M. RIDLER 1, (Fellow, IEEE) 1National Physical Laboratory, Teddington TW11 0LW, U.K. 2Institute for Experimental Physics, University of Innsbruck, 6020 Innsbruck, Austria 3Institute for Quantum Optics and Quantum Information, Austrian Academy of Sciences, 6020 Innsbruck, Austria Corresponding author: Manoj Stanley (manoj. stanley@npl.co.uk)

Quantum Supply Chain - Cybersecurity Logistics

• Cho, A. (2023, February 22). Quantum Computers Take Key Step Toward Curbing Errors. Science. https://www.science.org/content/article/quantumcomputers-take-key-step-toward-curbing-errors

• Trafton, A. (n.d.). Model Analyzes how Viruses Escape the Immune System. MIT News. https://news.mit. edu/2021/model-viruses-escape-immune-0114

• National Cybersecurity Strategy. (2023, March).

• Mumm, D. H. C. (2023). Subcommittee 5-Self Healing Systems Charter. Cyber Security for Next-Generation Connectivity Systems Charter for Subcommittee 5. IEEE.

• Department of Defense. (2023, March). DoD Cyber Workforce Strategy 2023-2027.

• The National Counterintelligence and Security Center. (2021, March). Insider Threat Mitigation for U.S. Critical Infrastructure Entities: Guidelines from an Intelligence Perspective.

Investing in Quantum

• McKinsey & Company. (September 13, 2022). Betting big on quantum. Retrieved June 25, 2023, from https://www.mckinsey.com/featured-insights/ sustainable-inclusive-growth/chart-of-the-day/ betting-big-on-quantum

• Paul, J. (July 9, 2019). The code. The New York Times. Retrieved June 25, 2023, from https://www.nytimes. com/2019/07/09/books/review/the-code-margaretomara.html

• U.S. Small Business Administration. (April 7, 2022). Small Business Investment Company Program. Congressional Research Service. https://sgp.fas.org/ crs/misc/R41456.pd

• U.S. Small Business Administration. (October 18, 2022). Administrator Guzman advances new small business investment company reforms to expand access, strengthen. Retrieved June 25, 2023, from https://www.sba.gov/article/2022/oct/18/ administrator-guzman-advances-new-small-businessinvestment-company-reforms-expand-access-

strengthen

• Federal Register. (October 19, 2022). Small business investment company investment diversification and growth. Retrieved June 25, 2023, from https://www.federalregister.gov/ documents/2022/10/19/2022-22340/small-businessinvestment-company-investment-diversification-andgrowth

• U.S. Department of Defense. (n.d.). Secretary of defense establishes office of strategic capital. Retrieved June 25, 2023, from https://www.defense.gov/News/ Releases/Release/Article/3233377/secretary-ofdefense-establishes-office-of-strategic-capital/

• Office of Strategic Capital. (n.d.). Retrieved June 25, 2023, from https://www.cto.mil/osc/

• U.S. Department of Defense. (December 1, 2022). Secretary of Defense establishes Office of Strategic Capital. https://www.defense.gov/News/Releases/ Release/Article/3233377/secretary-of-defenseestablishes-office-of-strategic-capital/

• Rich, B., & Janos, L. (1994). Skunk Works: A Personal Memoir of My Years at Lockheed. Little, Brown and Company.

• Weinberger, S., Wall, R., & Cameron, D. (March 26, 2023). Pentagon Woos Silicon Valley to Join Ranks of Arms Makers. The Wall Street Journal. https://www. wsj.com/articles/pentagon-woos-silicon-valley-to-joinranks-of-arms-makers-38b1d4c0

Montana’s Journey into the Quantum Frontier

• Hergett, R. (2021). MSU awarded $20M grant for quantum technology development. Montana State University. https://www.montana.edu/news/21419/ msu-awarded-20m-grant-for-quantum-technologydevelopment

• MonArk NSF Quantum Foundry. (2023). MonArk NSF Quantum Foundry; MonArk. https://www. monarkfoundry.org/

• Montana Historical Society. (2023). https://mhs. mt.gov/

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Quantum Literacy Awareness

A National Call to Action:

Releasing America’s Quantum Literacy Readiness through Diversity in Education, Research, and Workforce Development America’s 5 Year, $5 Billion Plan to Build a Diverse, Equitable, and Inclusive Quantum Literate Future

The Quantum Literacy Revolution is Here!

Are you ready to be part of the next technological frontier?

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Empowering the next generation with the awareness, passion, knowledge, and skills to lead America in quantum technology development.

Research

Investing in cutting-edge research to drive innovation and discovery.

Workforce Development

Creating opportunities for all, ensuring a diverse and inclusive quantum-literate workforce. Why Quantum Literacy?

Quantum technologies are shaping the future, from quantum computing to secure communication. Don’t be left behind. Be part of the movement that’s setting the stage for a quantum-empowered America. Why Now?

The future is quantum, and the future is now. Join us in building a sustainable 5-year, $5 billion plan to make America a global leader in quantum science and technology. Why You?

Because every voice matters. Whether you’re a student, educator, researcher, industry leader, or policymakers, you have a role to play in this quantum revolution.

Be on the Lookout!

This is more than a Call to Action; it’s a call to the future. Stay tuned and coming soon for the nation’s first “Call To Action” in Quantum Literacy Awareness. Together, we can build a quantum-ready America. This advertisement is brought to you by the National Quantum Literacy Network. Join us in shaping the future. For more information, visit our website or contact us at info@quantumliteracy.org.