December 16, 2022 | International, C4ISR
SES launches advanced broadband satellites as military demand grows
The network will offer more broadband capacity to meet growing demand for secure communications services in hard-to-reach locations.
June 25, 2020 | International, Aerospace
Congress has questions about the Air Force’s and Navy’s next-generation fighter programs
By: Valerie Insinna
WASHINGTON — The House Armed Services Committee wants to limit the amount of money the Air Force and Navy get for their respective sixth-generation fighter programs until it gets some answers.
The Navy and Air Force are leading separate efforts to develop a follow-on fighter jet to the F-35, with both services calling their programs “Next Generation Air Dominance.” Both projects are in the early stages of development, with the services hoping to ramp up activities this year.
But HASC intends to fence off 85 percent of the fiscal 2021 funding requested for the NGAD until the committee receives an independent review performed by the Pentagon's director of cost assessment and program evaluation, according to the Tactical Air and Land Forces Subcommittee's markup of the FY21 defense policy bill.
A committee aide told reporters on Monday that the stipulations are “nothing out of the ordinary” and are meant to allow lawmakers to gain further insight into the programs, not to permanently strip funding from the efforts.
“When they field their capabilities, we just want to make sure that they've thought them through, that the department has determined that they are affordable and that anything else that is already in the budget into the future that's high priority as well is not going to get pushed out unintentionally if they have unexpected cost growth or run into problematic issues when they field the capabilities,” the aide said.
How's the Air Force effort going?
Earlier this month, Air Force acquisition executive Will Roper said the service is on track to finalize a business case for its NGAD program this summer.
The Air Force envisions NGAD as a family of systems that could include aircraft, drones and other advanced technologies. But when it comes to developing new advanced aircraft, Roper wants to pursue a new strategy he calls the “Digital Century Series” that would have multiple companies continuously developing new jets and competing against each other for small-batch contracts.
The business case, which is being put together by the program executive office for advanced aircraft, will explore whether the Digital Century Series idea is technically feasible, how the development and procurement process should be structured, and whether it would be cheaper than traditional contracting methods.
“That is going to really help us, I hope, because we'll show that data and argue that it is not just better from a ‘competing with China and lethality' standpoint. It's just better from a business standpoint,” Roper said. “If it breaks even or is less [than traditional methods], I will be exceptionally happy. If it's more expensive — and I hope not exceptionally more — then we're going to have to argue” on behalf of the program.
The Air Force has asked for $1 billion for its NGAD program for FY21. It received $905 million for the program in FY20.
How's the Navy's effort faring?
The Navy's NGAD program, also known as F/A-XX, is more mysterious.
In its FY21 budget rollout this year, the service announced it would curtail its Super Hornet buy, purchasing a final 24 F/A-18E/Fs and then using the savings from a planned 36 jet buy from FY22 to FY24 to invest in its own future fighter.
Little is known about the Navy's requirements. The service completed an analysis of alternatives in June 2019, as well as broad requirements and guidance for a concept of operations.
The effort is now in the concept development phase, during which defense companies explore ideas “that balance advanced air dominance capabilities and long-term affordability/sustainment,” Navy spokesman Capt. Danny Hernandez told Defense News earlier this month.
Congress has signaled that it may not be willing to allow the Navy to stop buying Super Hornets in future years. HASC inserted language into the FY21 defense policy bill urging the Navy to continue buying new Super Hornets, warning the service that next-generation fighter procurement does not always proceed according to plans.
“The committee recalls the Navy curtailed F/A-18 procurement approximately 10 years ago with aspirational goals to maintain strike-fighter inventory levels with planned procurement of F-35C,” the committee said. “That plan was not realized due to F-35 program execution and subsequently required the Navy to procure additional F/A-18E/F aircraft to reduce operational risk. The committee expects a similar outcome may occur with the Navy's current plan for FA-XX due to affordability and technological challenges.”
The bill also directs the chairman of the Joint Chiefs of Staff and the Defense Department's inspector general to provide more information on the operational risk incurred by not buying additional Super Hornets, as well as F/A-18 squadron adherence to maintenance practices.
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February 8, 2021 | International, Aerospace, Naval, Land, C4ISR, Security
Opinion: Why The Future Will Not Be Virtual
Steven Grundman The COVID-19 pandemic has accustomed us to living in the virtual world and hearing speculation about the ways in which our actual lives may never resume as before. Microsoft founder Bill Gates recently said he believes “over 50% of business travel and over 30% of days in the office will go away.” Explaining why the pandemic-induced surge in virtual house calls is likely to endure, Harvard's Dr. Thomas Delbanco concedes: “There are times when doctors, nurses or therapists really need to see you—no question about it. But there are also times when they really don't.” It was against the backdrop of such head-turning New Year's predictions that I spent the holidays reading about the Cold War and forming a nostalgic rebuttal to those prophesies of Zoom. At the start of my professional life, I led a surveillance platoon of the U.S. 1st Armored Division (1st AD), which was deployed to defend the “Frontier of Freedom” in the towns surrounding Nuremberg, West Germany. So it was that after cracking open Fulda Gap: Battlefield of the Cold War Alliances, I quickly thumbed forward to Chapter 7, “A Personal Perspective from Platoon Leader to Army Group” by Gen. (ret.) Crosbie Saint, who had commanded the 1st AD during my service in it. Saint's reflections transported me back to 1984 and the pastoral beauty of the Bavarian Oberpfalz, where we were actively preparing to fight a third world war. Prominent among the preparations Saint recounts was the terrain walk, a compulsory practice of every officer leading a maneuver unit regularly to traverse the ground where his troops would deploy, battle book in hand, mastering the contours of the landscape and envisioning his squads' movements in the General Defense Plan. Saint writes ardently about how “repetitive terrain walks at multiple command levels to analyze and become expert in exploiting the terrain for tactical purposes” gave the U.S. a decisive advantage over the vast armies of the Warsaw Pact. The still-clear memory of then-Lt. Grundman's own terrain walks along the monikered kill zones in my battle book—The Kemnath Bowl, Erbendorf Fire Trap, et al.—prompted me to wonder if the marvels of a virtual reality simulation would leave as indelible a mark. I doubt it. While the adoption of videoconferencing for commodity conversation is no doubt here to stay, the premium work of enterprise leadership must remain incarnate. Just as the experience of looking out from a ridgeline engages all the senses, strategic vision flows from an intuitive integration of time and space that no telemediation can fully activate. Beyond the battlefield lay other terrain walks affirming my conviction. In April 1993, just three weeks on the job as chief executive of an IBM teetering on insolvency, Lou Gerstner launched Operation Bear Hug, which directed each of the company's 250 most senior executives to visit at least five key customers over the following three months to learn why IBM had lost their trust. Years later, Gerstner wrote that Bear Hug made manifest what came to be the motive force of IBM's acclaimed transformation: “[W]e were going to build a company from the outside in and . . . the customer was going to drive everything we did in the company.” Gerstner invested this practice of deep listening to customers with the same strategic importance Saint attributed to a lieutenant's intimacy with the sight lines of his firing positions. Operation Bear Hug was a terrain walk. One of the trade secrets of my career as a business consultant to the aerospace industry is never to pass up an invitation to take a plant tour. No matter how near it is to your next flight's departure, when asked “Wanna see the shop?” the right answer is always “Of course.” When, a decade ago, I toured SpaceX's Hawthorne, California, headquarters and observed Elon Musk sitting at his desk among the busy cubicles of 30-something engineers gutting out their work in T-shirts, I instantly understood how the company's garage-shop culture could revolutionize the staid business of space launch. Years earlier, the clinical attention to workers' safety I saw at the bustling CFM56 jet engine plant in Villaroche, France, told me more about the success of the GE-Safran joint venture than even its impressive financials. So, too, did I need actually to feel the cavernous quietude in an antique defense factory to appreciate the true meaning of the sunk-cost fallacy. The aerospace plant tour is often a terrain walk. To all you leaders who, like me, find the progressively virtual world unsettling (and with apologies to a certain light lager's ad campaign), I say, “Find your terrain walk.” Once we again are free to move about, go physically to the crucible of what creates value for your enterprise and open your senses. Only from that vantage will you see truly into its future. The views expressed are not necessarily those of Aviation Week. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-why-future-will-not-be-virtual
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November 17, 2021 | International, Aerospace
USAF Should Downsize, Avoid Stealth For Future Tanker, Study Says