November 12, 2023 | International, Aerospace
Dubai will stage its high-profile aerospace pageant next week against the backdrop of the Israel-Hamas war in Gaza that is pushing up demand for weapons while closing airspace and making flights longer and more expensive for some airlines.
July 19, 2022 | International, Aerospace
The U.S. Department of Defense is nearing an agreement with Lockheed Martin Corp for around 375 F-35 fighter jets over three years, three sources said on Monday, amid expectations of a price increase for the most common version of the jet due to lower quantities and inflation.
February 11, 2021 | International, C4ISR
By: Nate Ashton Defense priorities are shifting toward emerging technologies at an unprecedented pace, but still not fast enough to keep America ahead of potential adversaries. We need to hit the accelerator by drastically increasing the tech savviness of defense leaders. The defense establishment is better at this than it used to be. We've seen a rapid expansion of new authorities and programs to drive tech innovation since Pentagon leaders started talking about the “third offset” in 2014. The 2021 National Defense Authorization Act continues that trend, establishing a national cyber director position, elevating the Joint Artificial Intelligence Center, and calling for open-systems architecture and API usage in some key programs. But we will not keep our current military superiority through these kinds of incremental changes alone. We need a radical shift in how the Department of Defense does business. Any organizational transformation starts with the right leadership. This is doubly true in government, where the bureaucracy is built to maintain the status quo and avoid risk to guarantee continuity of operations and effective stewardship of taxpayer dollars. But understanding where risk and opportunity lies — in areas from cybersecurity to agile procurement — is now much more important than knowing how to manage a major, multibillion-dollar weapons system procurement. The Biden administration and Defense Secretary Lloyd Austin should start by filling key acquisitions and management roles with leaders who have experience in the tech or venture sector, or have a record of disruptive innovation within the DoD itself. These people must bring both an understanding of the current tech landscape and a willingness to back the innovators under them. Without a clear, top-down mandate to disrupt the status quo, nothing will change. The new administration should also make it a priority to heed the advice of defense and technology advisory boards. Oftentimes leaders who have spent their careers in tech, venture, and private research and development may be unsuited for full-time government positions, yet bring invaluable perspective and expertise. The Biden administration should continue and accelerate the work already being done to implement the Defense Innovation Board's recommendations for training and software acquisition and the Cyberspace Solarium Commission's recommendations for security. More than identifying useful, new technologies, defense leaders must transform culture and skills at all levels of the DoD to operationalize tech innovation. The hardest part of driving change in a big organization is not recognizing the end goal nor setting policies to get there, but rather operationalizing it at all levels across the millions of active-duty, civilian and contractor personnel doing the day-to-day work. This will take massive investments in training the existing workforce, strengthening the pathways between defense and the national tech and venture ecosystems, and changing processes to enable and incentivize new ways of doing business. The DoD needs to make aggressive investments in the near term. In the near term, defense leaders should: Train all DoD personnel on emerging technology. The need for these types of knowledge across the DoD simply can't be met by existing resources, which is why Dcode has worked with the Defense Acquisition University, AFWERX and others to equip defense leaders to innovate like a startup, evaluate tech like an investor and understand the emerging tech landscape. Provide advanced training and specialization on commercial tech procurement and software procurement for contracting and information security personnel. Today's purchases are best-value decisions that require true subject matter expertise to scope problem sets, assess the best solutions and bring those solutions in. In contracting, the practice of rating bids based on meeting rigid requirements and competing on price alone simply does not work. In security, moving from compliance-based to risk-based approaches will require a massive influx of technical talent and training. Expand, promote and incentivize industry exchange programs both ways: pulling in private sector talent, and sending the DoD's talent on loan to the tech and venture industry. Fund and empower tech innovation hubs. Some of the biggest successes in recent years have come from newer innovation hubs and centers of excellence that are proliferating across agencies and programs. Efforts like these should be encouraged to both replicate best practices from existing hubs that have seen success, seeded with funding to try new things, and matured into programs of record as their business model proves out. One need only look at the significant measurable outcomes that the Defense Innovation Unit and AFWERX have driven in recent years, with a relatively minimal amount of resources, to see that they are only just beginning to scratch the surface. Driving internal disruption at scale will take an exponential increase in the number of people and amount of funding. The future of defense innovation is bright, and the community of passionate leaders inside and outside of the government working to move things forward is incredibly inspiring. I'm hopeful the Biden administration and new Congress will see 2021 as the year to make ambitious investments for the future. https://www.defensenews.com/opinion/commentary/2021/02/10/urgently-needed-tech-savvy-defense-leaders/
August 21, 2020 | International, Aerospace
Nathan Strout WASHINGTON — Beginning in September, entities across the U.S. Department of Defense will be able to buy small, American-manufactured drones from five select companies, allowing users in the field to quickly and easily gain a bird's eye view of their environment. A spin-off of U.S. Army efforts to develop a rucksack-packable quadcopter with the Short Range Reconnaissance (SRR) program of record, the Defense Innovation Unit's Blue sUAS effort let's U.S. government customers purchase trusted small Unmanned Aerial Systems (sUAS) that can take off and land vertically. The new drones were developed to comply with Section 848 of the 2020 National Defense Authorization Act, which prohibits the procurement of UAS built in China. Drone configurations will be available from five manufacturers: Altavian, Parrot, Skydio, Teal, and Vantage Robotics. “I think the fact that we started a program with a single requirement around an Army effort and were able to scale it across not only all of the services in DoD to include (U.S. Special Operations Command) and the combatant commands as well as the inter-agency federal government partners ― at least to me ― is super exciting,” Chris Bonzagni, a program manager within DIU's autonomy portfolio and an sUAS subject matter expert, told C4ISRNET. “As a former infantryman, having this capability when I was deployed to Iraq would have been a dream come true.” While Blue sUAS uses the same aerial vehicles as SRR, it offers a vendor-provided ground control system and radio configurations that can be used by customers across DoD and the federal government more broadly. Blue sUAS drones will be available on the GSA schedule starting in September 2020, though DoD entities can also pursue a production contract via Other Transaction Authority, DIU noted in their announcement. “Blue sUAS represents a tremendous first step toward building a robust and trusted UAS domestic industrial base that ensures sustained delivery of highly-capable, secure UAS to the warfighters that depend on it,” said Michael Kratsios, Acting Under Secretary of Defense for Research and Engineering. “Blue sUAS showcases how we can both work with small, nontraditional companies and our allies and partners to quickly pilot cutting-edge technologies that support our mutual defense.” The path to Blue sUAS started about two years ago, according to Bonzagni. The Army approached DIU for help adopting commercial quadcopters for use by every platoon. DIU staff walked the Army through their Commercial Solutions Opening process, distilling about 60 pages of requirements to just a page and a half, making them more accessible to commercial companies looking to work with DoD. Those specifications were posted in November 2018, drawing 34 responses from industry. DIU accepted pitches from half of those companies, and ultimately downselected to just six companies five months later in April 2019. Of those six companies, four had never even worked with DoD before. “Blue sUAS is a great example of DoD acquisition reform by lowering the barrier to entry for non-traditional companies to rapidly iterate shoulder to shoulder with warfighters to deliver highly capable sUAS tailored to mission needs,” said Under Secretary of Defense for Acquisition and Sustainment Ellen Lord in a statement. Under those contracts, DIU worked with those six companies to modify their mature commercial products for broader DoD needs. Among other things, the companies had to incorporate a thermal camera, add a DoD data link, cyber test the drones and ruggedize them for field use. Midway through development, Congress passed a new requirement in the annual defense policy legislation, prohibiting the operation or procurement of UAS manufactured in China. That effort grounded significant numbers of government drones, said Bonzagni, and there were no suitable U.S.-manufactured alternatives available. While the Army continued to focus on developing a solution specifically for its soldiers through SRR, the new requirement opened up a much broader need across the federal government for U.S.-manufactured sUAS. DIU was able to leverage the Army's investment in SRR and make the technology available for all federal government customers — including organizations that use drones every day like the Bureau of Land Management or the U.S. Geological Survey — as Blue sUAS. Drones available through Blue sUAS can be assembled in two minutes or less and will have an operational range of over 3 kilometers, flight endurance greater than 30 minutes, and can fly through dust and rain. All products are three pounds or greater. According to Bonzagni, DIU is looking for a pricing range between $7,000 and $15,000 per unit, although the end price point will vary based on configuration. “While all these offerings were derived from essentially consumer-based [products] ― in some cases toys and some cases fun cameras in the sky — these are sUAS built for work,” explained Matthew Borowski, program manager within DIU's sUAS portfolio and an sUAS subject matter expert. “There really is no consumer offering that has the type of payload package that these drones have on them, including higher resolution thermal cameras [and cameras with seamless zoom].” https://www.c4isrnet.com/unmanned/2020/08/20/department-of-defense-can-now-buy-us-manufactured-small-drones-from-these-five-companies/