March 18, 2020 | International, Aerospace
By: Jen Judson
WASHINGTON — The Army has selected Bell and Sikorsky to enter into a competitive demonstration and risk reduction effort ahead of the start of the Future Long-Range Assault Aircraft, or FLRAA, program of record.
The service is on a tight timeline to field a new long-range assault aircraft by 2030. The CDRR will consist of two phases that will last roughly one year each.
The companies will deliver initial conceptual designs, an assessment of the feasibility of requirements and trade studies using model-based systems engineering. The competition for the program of record will begin in 2022 with a plan to field the first unit equipped in 2030.
Congress added $76 million in funding to the aircraft program's top line in fiscal 2020 to drive down technical risk and speed up delivery. The money, which Congress approved as part of its FY20 appropriations bill signed into law in December, will fund the CDRR effort.
The Army completed its Joint Multi-Role Technology Demonstration, or JMR TD, for which Bell and the Sikorsky-Boeing team each built aircraft to help the service understand what is possible for a future aircraft — mainly to replace the UH-60 Black Hawk.
“These agreements are an important milestone for FLRAA,” Patrick Mason, the Army's aviation program executive officer, said in a statement issued March 16. “The CD&RR continues to transition technologies from the JMR-TD effort to the FLRAA weapons system design. We will be conducting analysis to refine the requirements, conceptual designs, and acquisition approach. Ultimately, this information and industry feedback are vital to understanding the performance, cost, affordability, schedule risks and trades needed to successfully execute the FLRAA program.”
Bell has flown its V-280 Valor tilt-rotor demonstrator for two years in the JMR-TD and has logged more than 160 hours of flight time on the experimental aircraft.
Sikorsky and Boeing's SB-1 Defiant coaxial demonstrator had a more difficult time getting off the ground due to issues in manufacturing its rotor blades. Its first flight was in March 2019.
Even though Defiant has flown for a significantly reduced amount of time, the Army has determined it has enough data to move forward on its FLRAA program rather than extend the JMR TD to wait for the Sikorsky-Boeing team to log flight time.
Brig. Gen. Wally Rugen, who is in charge of the service's future vertical lift modernization efforts, said last spring that because of the data collected through the JMR TD process as a well as additional studies and modeling, the service now thinks it has enough information to move more quickly into a full and open competition for FLRAA.
Lt. Gen. Paul Ostrowski, the military deputy to the acquisition chief, said in a Senate Armed Services Airland Subcommittee hearing around the same time that the Army is presenting an acquisition strategy to the Pentagon's acquisition chief focusing on a nondevelopmental item approach to procuring FLRAA. That route, Ostrowski said, could lead to a competitive downselect by FY22.
The extra funding provided by Congress will give the service the ability to continue to fly and burn down that inherent risk in developing a new helicopter.
“What [that] may do as we hit those gates, is allow us to take what was going to be a primary budget, really a starting budget for the Army in ‘23 and ‘24, and potentially move that selection back to ‘23,” Rugen said recently. “We are not going to go to selection if, number one, we don't have requirements stable, we don't have resources stable, and, number two, the technology is not there.”
The Army already has had a robust technology demonstrator program, including an extension, Rugen said, but that type of effort doesn't garner the same data as a prototype demonstration or a full-up weapon system.
“In the CDRR [competitive demonstration and risk reduction], we're really trying to develop a weapons system, not the tech demonstrator,” Rugen said. “So we're trying to take it to the next level.”
The CDRR will assess a laundry list of technologies identified through an Office of the Secretary of Defense-conducted independent technology readiness assessment, which would require additional evaluation to reduce risk, according to Rugen.
Some of these technologies include the powertrain, drivetrain and control laws of the aircraft. “When we look at the software involved in flight controls, we have to really reduce risk there,” Rugen noted.
The CDRR will also allow the Army to work on the integration of its mission systems.
January 25, 2024 | International, Land
In January 2024, NATO unveiled a 15-metre high street mural in Vilnius, Lithuania, which symbolises the security and protection provided by NATO across the Alliance. We spoke with the creative mind behind the urban art piece, Lithuanian street artist and co-founder of the “Living Graphics” art collective, Žygimantas Amelynas.
May 1, 2024 | International, Security
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August 14, 2018 | International, Aerospace, Naval, Land, C4ISR
By: Jill Aitoro WASHINGTON — The secret to tackling the defense information technology market may be scale. Looking specifically at the pure-play IT companies that landed on the 2018 Defense News Top 100 list, many of those that have doubled down in some capacity saw defense revenue increase during fiscal 2017. That came on the tail end of another trend among the largest defense primes, to get out of the IT business. “The evolution started a couple years ago, where the large defense primes who had boned up on IT service work during the war [on terror] started to realize that for a variety of reasons they might not be able to compete as effectively, or extract the returns they want out of a business like that,” said Jon Raviv, senior analyst and vice president for aerospace and defense at Citi Research. Divestitures followed, and pure-play IT companies were able to quickly scale up not just in size and their ability to support massive contracts, but also in capability set. The acquisition of Lockheed Martin's IT business transformed Leidos from a $5 billion company to a $10 billion company. That deal closed in late 2016, explaining how the company saw double-digit growth in defense revenue in both 2016 and 2017 — despite the buy actually making the company less defense heavy overall. Similarly, CACI closed on the acquisition of L3 Technology's National Security Solutions for $550 million in February 2016 — three months before the end of its fiscal year. The associated revenue contributed to the 16 percent increase in defense revenue during 2017. Leidos CEO Roger Krone, in an interview with Defense News in 2016 soon after the acquisition closed, pointed to “scale, but not scale for scale's sake” as a big factor in the buy — noting, too, the importance of balancing the portfolio and geographic distribution. He also pointed to sheer numbers — 15,000 employees specifically — many with security clearances. The trend does seem to be continuing. CSRA chose to not participate in the 2018 Top 100 because its $9.7 billion acquisition by General Dynamics closed by the time data collection for the list kicked off. While General Dynamics is a top defense prime, its IT business functions as a largely separate entity, similar to the pure-play IT companies. The acquisition of CSRA, which reported $2.25 billion in defense revenue for fiscal 2016 — will add significant scale to GDIT. It is also likely to influence the company's Top 100 rank next year. The future promises more cyber and IT-related merger and acquisition activity in the vein of that deal, according to Daniel Gouré, a vice president with the Lexington Institute think tank. “Raytheon is still in acquisition mode with cyber, so it's an area that's still kind of churning,” he said. “I wouldn't be surprised to see some of these big players acquire some of the more defense-oriented cyber players.” Unclear is what the sweet spot may be for those exclusively IT-focused firms. “Where we sit right now, it's not clear what the right size is,” Raviv said. “GDIT and Leidos are about $10 billion in sales; SAIC and CACI and ManTech are lower tier. All of those companies say they are happy with scale but could do a deal. Whether they call it scale, or marrying capability sets — it's all marketing, I suppose.” And there are other tactics that achieve scale without acquisition. Perspecta emerged on the 2018 Top 100, having launched June 1, 2018 through the combination of DXC Technology's U.S. public sector business, Vencore, and KeyPoint Government Solutions. As one entity, Perspecta reported $2.73 billion in defense revenue and ranked 37. To put that in perspective, Vencore ranked 67 in last year's list, with $886.59 million in defense revenue. And all of these pure-play companies are increasingly marketing themselves as conduits to the “nontraditional players” that the Pentagon is so keen to attract. Amazon Web Services, for example, will often partner with government IT companies on defense contracts to hand off some of the contracting morass. That said, for all the potential, the bulk of the defense IT market is notoriously fickle. Services often set aside IT projects in an effort to preserve platform buys, and margins can be low. Agencies also struggle to balance upkeep of existing systems versus modernization efforts versus research and development into the next great technological marvel. But as Raviv noted, it's all IT. “Yes, there are companies working on high-end cyber, the ability to launch attacks through cyberspace or to harden the communication node on a new missile so it can't be hacked by, say, China. And while the word cyber came up a lot three or four years ago, now you hear a lot about AI, autonomy and machine learning. But it's all technology. And it's a lot of smart people working on a lot of advanced things many of us don't understand.” https://www.defensenews.com/top-100/2018/08/09/for-it-companies-the-secret-to-success-in-defense-is-all-about-big-growth/