Dassault Aviation receives order for 12 Rafales for French Air and Space Force

On the same subject

• 

  June 3, 2020 | International, Aerospace

  Lockheed Martin Delivers First KC-130J Super Hercules Tanker To U.S. Marine Corps Reserve Squadron At Stewart ANGB, New York

  Marietta, Ga., May 29, 2020 — Lockheed Martin (NYSE: LMT) recently delivered the first KC-130J Super Hercules tanker assigned to Marine Aerial Refueler Transport Squadron 452 (VMGR-452), the Marine Forces Reserve squadron at Stewart Air National Guard Base, New York. A U.S. Marine Corps crew ferried the aircraft from Lockheed Martin's facility here on May 28 to the aircraft's new home. VMGR-452 is the second Marine Reserve squadron to operate KC-130Js and this delivery signifies the recapitalization of the squadron's existing KC-130T fleet. VMGR-452 — known as the Yankees — has operated Hercules tankers for more than 30 years, flying KC-130s in support of Operations Desert Storm, Enduring Freedom and Iraqi Freedom. “The KC-130 Hercules tanker has been a pivotal part of Marine Corps aviation operations since 1960, a relationship that began with the KC-130F and R-models, transitioned to the KC-130T and continues now with the KC-130J Super Hercules,” said Rod McLean, vice president and general manager of Lockheed Martin's Air Mobility & Maritime Missions line of business. “Our C-130 team knows this delivery is significant and represents increased capability for VMGR-452. We are proud to support our Marine aviation partners as they continue to be ‘first to fight'." KC-130s are operated in support of the Marine Air-Ground Task Force (MAGTF) commander by providing tactical in-flight refueling for fixed-wing, rotary-wing, and tilt-rotor aircraft; aviation delivered ground refueling of aircraft or tactical vehicles; assault air transport or air-landed or aerial-delivered (parachute) personnel and equipment; pathfinder support, battlefield illumination; tactical aeromedical evacuation; and tactical recovery of aircraft and personnel support. The proven and battle-tested KC-130J builds on the Hercules' proven tanker refueling system while taking full advantage of the tremendous technological and performance enhancements found only in a Super Hercules. Compared to legacy models, the KC-130J delivers increased speed and fuel efficiency, improved payload/range capabilities, an integrated defensive suite, automated maintenance fault reporting, high-altitude ramp and door hydraulics, and unmatched situational awareness with its digital avionics and dual Head Up Displays. The KC-130J is one of nine production variants of the C-130J Super Hercules, the current production model of the legendary C-130 Hercules aircraft. With 460+ aircraft delivered, the C‑130J is the airlifter of choice for 20 nations. The global Super Hercules fleet has more than 2 million flight hours of experience supporting almost any mission requirement — anytime, anywhere. The U.S. Marine Corps has the distinction of operating the largest KC-130J Super Hercules fleet in the world. This delivery continues the U.S. government's transition to the C-130J as the common platform across Marine Corps, Air Force and Coast Guard. For additional information, visit: www.lockheedmartin.com/c130 About Lockheed Martin Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs approximately 110,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services View source version on Lockheed Martin: https://news.lockheedmartin.com/lockheed-martin-delivers-first-kc-130j-super-hercules-tanker-us-marine-corps-reserve-squadron-stewart-angb-new-york

• 

  January 20, 2021 | International, Aerospace, Naval, Land, C4ISR, Security

  Turkey reports nearly 15% drop in defense exports

  By: Burak Ege Bekdil ANKARA, Turkey — Turkey's defense and aerospace exports stood at $2.3 billion in 2020, marking a 14.8 percent decline in comparison to 2019, official figures have revealed. The Turkish Exporters' Assembly, or TIM in its Turkish acronym, said disruption in production, supply and logistics processes due to restrictions imposed over the coronavirus pandemic caused the fall in exports. In 2020, the defense and aerospace industry accounted for 1.3 percent of Turkey's overall exports. TIM said the top market for Turkish manufacturers in 2020 was the United States, with $784.2 million in sales, or 4 percent less than in 2019. Turkey's staunch political ally in the Caucasus, Azerbaijan, was the second-largest export market, with sales reaching $260.8 million, marking a 194 percent rise from the previous year. Another major market was the United Arab Emirates, a Gulf rival to Turkey in foreign policy. Turkish exports to the UAE were at $200.2 million, up 51 percent from 2019. Locally produced systems meet 70 percent of Turkey's military's requirements, compared to 35 percent in 2002. In that same period, the number of defense procurement programs rose from 66 to more than 700, or from $5.5 billion to $70 billion in contract value. Similarly, defense and aerospace industry turnover went up from less than $1 billion to more than $9 billion, and exports from $248 million to $2.7 billion. In 2020, there were seven Turkish companies on Defense News' list of the top 100 defense companies around the world. The government has declared its defense and aerospace industry exports target as $10.2 billion by 2023. https://www.defensenews.com/global/europe/2021/01/19/turkey-reports-nearly-15-drop-in-defense-exports/

• 

  September 16, 2020 | International, Aerospace, Naval, Other Defence

  Opinion: How To Break Exponential Pentagon Cost Growth

  James Chew The recently published viewpoint “Can the Pentagon Spend More Smartly?” (AW&ST Aug. 31-Sept. 13, p. 58) highlights the consequences of increased dependence on technology to maintain an edge. In fact, the core issue of the exponential growth in cost associated with the linear growth in technology capability is highlighted in Norman Augustine's 1982 book Augustine's Laws. Specifically, two of “Augustine's laws” focus on what needs to be avoided within the Defense Department acquisition community. One of the laws states: “In the year 2054, the entire defense budget will purchase just one aircraft. This aircraft will have to be shared by the Air Force and Navy three and a half days each per week, except for leap year when it will be made available to the Marines for the extra day.” Additionally, the book highlights the Defense Department's growing dependence on electronic systems with this law: “After the year 2015, there will be no airplane crashes. There will be no takeoffs either, because electronics will occupy 100% of every airplane's weight.” Even if these laws seem outlandish, the book's underlying lessons still ring true today. For decades, the Pentagon was the driving force behind the development of microelectronics until, interestingly, the commercial sector ultimately ended up in the driver's seat. To share a little history, the Army-funded Micromodule project was the precursor of the integrated circuit and the Very-Large Scale Integration project created today's electronic design automation companies and resulted in the development of multichip wafer fabrication technology. The fact is, today's microelectronics technology would not exist, or would almost certainly be less sophisticated, if not for a few brave and visionary Defense Department project officers. The electronics industry is likely the most visible and significant example of a commercial market that not only transitioned from but significantly advanced technology developed by the U.S. military. Without the government investment, the device on which I am writing this article, and the one on which you are reading it, would perhaps not exist. There are lessons to be learned from both the public and private sectors, and best practices from each can certainly be applied cross-functionally to optimize outcomes. For example, the commercial electronics industry has enabled electronic systems companies to develop high-quality, sustainable and modernizable products on a “can't-miss-Christmas” schedule. Much of the industry's success is due in large part to an adherence to “first-pass success” and the computational software tools and processes that enable it. These tools and processes have been developed by companies that invest significant portions of their annual sales—some up to 40%—into research and development (that is “IR&D” to you in the Pentagon) and are a result of the intense competition within the unforgiving consumer electronics market. These tools and processes, which have institutionalized the product development practice of “emulate before you fabricate,” make up the foundation of on-schedule, on-cost product development. The best-case scenario is that the current Defense Department and defense industry electronic development process matches up with the commercial electronics development process, where they both seek to achieve “first-pass success.” Even if all things were equal, which they aren't, the commercial timeline would still be around 30% that of the defense timeline. Eliminating the need for prototype hardware and the associated tests and reworks is a major reduction in design time and cost. So, after so many years of funding research into electronic design and development, why have the Defense Department and defense industry turned away from the commercial processes that stemmed from that investment? Why aren't these processes being adopted? Congress appreciates that transitioning to commercial electronics best practices is the basis for the much-desired firm, fixed-price acquisition. The fiscal 2017 National Defense Authorization Act, reinforced by the fiscal 2021 Defense Appropriations Act, has an entire section on transitioning to commercial electronics best practices. Program offices and some individuals within the defense industrial base are seeking to better understand the commercial industry-proven way to design electronics that reduce design schedules by at least 70%, producing “first-pass success” electronic system designs that are immediately sustainable and agilely modernizable. The answer is out there—adopt commercial best practices to save time and money. With nontraditional companies entering the picture (what's the name of that space company?), the public sector should have plenty of motivation to implement tools and processes that are prevalent and successful in today's private sector. https://aviationweek.com/defense-space/budget-policy-operations/opinion-how-break-exponential-pentagon-cost-growth