Aerojet Rocketdyne delivers 1,000th THAAD solid rocket boost motor and divert and attitude control system ahead of schedule

On the same subject

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  December 2, 2019 | International, C4ISR, Security

  New details emerge on a nearly $1B cyber contract

  By: Mark Pomerleau The Army provided new details about its nearly $1 billion cyber training contract that will serve as the cornerstone of the Department of Defense's much needed cyber training platform. The Army released Nov. 25 updated information regarding the scope of work for the Persistent Cyber Training Environment (PCTE), which is the main component for the nearly $957 billion Cyber Training, Readiness, Integration, Delivery and Enterprise Technology (TRIDENT) contract. PCTE, an online client in which members of U.S. Cyber Command's cyber mission force can log on from anywhere in the world for training and to rehearse missions, is one of the more critical needs for Cyber Command. Currently, no integrated or robust cyber training environment exists. The updated statement of work, posted in advance of the Dec. 2 industry day, provides details regarding the overall TRIDENT contract, which will extend training services beyond Cyber Command to the joint services. It is expected that a single vendor will be selected for TRIDENT, serving as the integrator for various efforts that will be strung together to make up PCTE. At a general level, the updated documents describe a variety of management, maintenance and evolution services the contractor shall provide for PCTE. Included among those services: Platform architecture and product management Agile development and delivery systems engineering processes Development and automation Hardware and software infrastructure management Event or exercise support Cyber Innovation Challenge (CIC) capability integration and event support Development Operations (DevOps) environment management Distributed configuration management among various vendors and stakeholders PCTE infrastructure tool management License management Onsite and remote support Additional documents include details on three separate delivery orders. The first involves support for infrastructure and maintenance, the second involves support for the integration factory of PCTE capabilities, and the third provides details on platform capability production of PCTE. Currently, the Army is in the prototype phase of PCTE. Using what are known as Cyber Innovation Challenges to award smaller companies a piece of the program, they are incrementally building a platform. That platform, which is being used by forces currently, is helping to prove out the concept for PCTE, refine requirements for the final contract, and reduce risk. Regarding the future of the TRIDENT contract, industry sources have explained that a request for proposals was expected in November with a final proposal expected in March 2020. An award for TRIDENT is expected in late 2020. https://www.fifthdomain.com/dod/2019/11/26/new-details-emerge-on-a-nearly-1b-cyber-contract/

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  March 9, 2021 | International, Naval

  EMSA/CPNEG/2/2021

  Service Contracts for Stand-by Oil Spill Recovery Vessels The Agency provides additional response capacity to that of the pollution response mechanisms of EU M ...

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  April 3, 2020 | International, Aerospace

  Editorial: A Code Of Conduct For Aviation’s Recovery

  Desperate times call for bold measures, and the $2.2 trillion coronavirus economic rescue package passed by the U.S. Congress and signed into law by President Donald Trump certainly passes that test. Tucked into the gargantuan measure was $58 billion for airlines and cargo carriers, including $29 billion in grants to keep workers paid for the next six months, even if they are staffing empty flights. Boeing did not get the $60 billion directly that it had sought for aerospace manufacturers, but the aircraft giant and its suppliers still qualify for hefty rescue loans or guarantees. The secretary general of the United Nations has called COVID-19 the worst crisis the world has seen since World War II, and governments have a duty to ensure that this unprecedented pandemic does not wipe out vital industries. But the torrent of rescue money could have negative side effects, and it is imperative that governments step back when the crisis subsides. The market distortions of state aid already are apparent in the airline industry, where a lack of coordination among governments—even those within the EU—has tilted the playing field. And what if Boeing receives government backstops that Airbus has said it does not need? It is increasingly likely that when the pandemic subsides, the aviation industry will be facing a long uphill march to recovery, rather than the quick bounce-back that had been hoped for. As such, we urge the industry's stakeholders to start looking ahead and taking steps that will position them to recover as quickly as possible. Consider this Code of Conduct: Take care of your employees. You will need them to excel and work as a team when you recover. Do whatever possible to keep them healthy and well-informed. In the near term, furloughs, wage freezes and hiring freezes may be unavoidable to control costs. But prioritizing shareholders or senior executives over workers would create labor issues that could slow any recovery. Take care of your customers. You will only recover if they recover, so be flexible in responding to their issues during the crisis. Relationships cemented during hard times will pay off, while fractured relationships could cause long-term damage. Take care of your suppliers. Aviation manufacturers have spent decades pushing risk down to suppliers while trying to limit their rewards to reduce costs. If your suppliers do not survive or take too long to recover, all those risks will rebound onto you. Take care of your industrial base. The Pentagon wields an enormous amount of buying power at the taxpayers' expense. That should be deployed to keep its supply base healthy in the near term, even if it is at the expense of delaying long-term capabilities. Take care of your business. You need to come back more agile and flexible than ever to adjust to the immediate challenges of a recovery and to tackle future challenges unrelated to the coronavirus, such as climate change. And what about taking care of shareholders? Consider that in one recent year Boeing returned nearly six times as much money to shareholders through stock buybacks and dividends as it invested in R&D. Or consider that U.S. airlines sent 96% of their free cash flow to shareholders over the last five years. Now that hard times have hit, taxpayers are being asked to step in and foot the bill to save the industry. Shareholders need healthy airlines and healthy manufacturers. They can wait their turn. https://aviationweek.com/aerospace/editorial-code-conduct-aviations-recovery