Germany launches urgent appeal to bolster Ukraine's starved air defences against Russia

On the same subject

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  January 22, 2020 | International, Aerospace, Naval, Land, C4ISR, Security

  Interservice rivalries: A force for good

  By: Susanna V. Blume and Molly Parrish It's no secret that the military services fight hard to protect their shares of the defense budget. Just last week, Chief of Naval Operations Adm. Michael Gilday made his case for a greater share of the defense budget. Army Secretary Ryan McCarthy quickly answered, making the same claim on behalf of his service. What if the Department of Defense were able to use these rivalries as a force for good? The secretary of defense should pit the services against each other in a healthy competition for solutions to real operational challenges. The reward? More funding in their budgets to implement the best solutions. It is by now old news that the 2018 National Defense Strategy solidified a shift in priorities from long-term counterinsurgency and stabilization operations in the Middle East to strategic competition with China and Russia. This shift represents a significant change in what the country will require of the joint force in the future. As a result, to fully embrace this shift in priorities, it follows that the services must accept additional risk in some areas in order to invest in the capabilities required to sustain U.S. military advantage over aspiring great powers. In other words, in order to implement the NDS, the DoD must shift resources. But shifting resource around with the defense budget is really hard. For the most part, defense budgets are built from the bottom up, with each program having strong institutional champions, regardless of how relevant that program is to the current strategy. In this environment, it's difficult to take money away from something to give it to something else. The result is budgets that largely reflect the status quo. While the DoD should of course avoid capricious and destabilizing swings in funding for defense programs, there are times when deliberate, strategy-driven shifts in resources are necessary. To make it a little easier to move money around the DoD in these cases, we recommend in our latest report that the secretary of defense harness interservice rivalry as a force for good. The secretary should give the services specific operational challenges to solve at the outset of the budget cycle, and reward the service or services with the best solutions at the end of the cycle with the funds to implement them. The DoD competition would start at the beginning of the budget cycle, with the operational challenge given alongside the usual strategic, planning and fiscal guidance. Over the course of the budget cycle, the services would each work to come up with solutions to the operational challenges posed by the secretary. During program review, the services would present their solutions to defense leadership. The service or services with the best solution to the secretary's challenges would then receive the funds to implement them. To fund this competition, the secretary would have to hold back some resources at the start of the process, effectively giving less to each of the services to begin with. This decision will be extremely unpopular with the services, but it will also ensure that the secretary has easily accessible funding available to him or her at the end of program review with which to ensure that the services are implementing his or her top priorities. The idea of spurring innovation through competition is not new. The DoD already uses competitions to drive innovative solutions to a wide variety of technical challenges. Take the Defense Advanced Research Projects Agency's Launch Challenge, which aims to improve resiliency in space by tasking participants to “launch payloads to orbit on extremely short notice.” DARPA will give the team who is able to complete both launches a prize of $10 million to continue their work. In addition, this past September, the DoD's Joint Artificial intelligence Center, along with the National Security Innovation Network, hosted a Hackathon at the University of Michigan. Participants came from both academia and the commercial industry to find artificial intelligence-enabled solutions. The hackers were given a specific problem and then tasked with finding a solution. The winners of the Hackathon are rewarded with — surprise — money! The services like money just as much as the average citizen, and the Department of Defense needs to take this concept and use these persistent and unavoidable interservice rivalries as a force for good. A healthy competition between the services, incentivized by funding, could be the next step toward implementing and addressing the challenges inherent in implementing the National Defense Strategy. https://www.defensenews.com/opinion/commentary/2020/01/21/interservice-rivalries-a-force-for-good/

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  March 4, 2020 | International, Aerospace

  Nearly All the F-35 Jet Engines Ordered Last Year Arrived Late

  By Anthony Capaccio Nearly all the engines ordered for the next-generation F-35 jet were delivered late last year as the Pratt & Whitney unit of United Technologies Corp. struggled to solve nagging difficulties with parts and suppliers, according to the Pentagon. About 85% of the engines for the stealthy fighter were delivered late in 2019, the Defense Department's F-35 program office reported, adding that Pratt & Whitney did manage to deliver more engines than required. The tardiness figure was in line with data from 2018, but up from 48% and 58% in 2016 and 2017, respectively. “In general, the monthly schedule performance continues to be impacted by issues with parts and suppliers which the program office is monitoring closely,” the program office said in statement Tuesday. Pratt & Whitney “continues to perform reviews” within its expansive production chain and “has made some progress but more progress is needed to meet the monthly schedule,” it added. Engine delivery issues are just one problem that has plagued the jet's manufacturing ahead of a key decision expected in the next year on whether to move ahead into full-rate production on the $428 billion F-35 program. The fighter has also been flagged for breaking down too often, carrying a 25mm gun that doesn't shoot accurately and having shortages in its supply chain for spare parts from tire assemblies to seats. Some of the problems have since been fixed. Nevertheless, the jet is a key part of a broader weapons modernization effort meant to bolster not just the U.S. military but those of key allies from Poland to Japan. As the sole provider of F-35 engines, Pratt & Whitney and its subcontractors are in line to collect as much as $66 billion of the total jet contract. Congress has approved about $27 billion to date for F-35 engines. But the eventual decision on full-rate production means Pratt & Whitney needs to show it can ramp up production effectively. Overall, 128 of 150 engines delivered last year arrived late, eight arrived on time and 14 came in ahead of schedule, according to the F-35 program office. Of 93 engines in the 11th low-rate production contract bloc, 90 arrived an average of 41 days late. In a statement, the company emphasized that it “exceeded its annual F-35 engine delivery commitment” for 2019. “This represents a 60% year-over-year increase in deliveries. We remain laser-focused on working closely” with the program office and “our supply base to achieving on-time delivery in 2020.” Pratt & Whitney remains under a high-level “Corrective Action Request” that the Defense Contract Management Agency issued in December 2018, citing “poor delivery performance.” The agency said it's evaluating the company's corrective actions and may rescind the CAR by month's end. The company has made improvements in four areas, including deploying “focus teams” to subcontractors for ensuring adequate “critical hardware” and qualifying additional suppliers, DCMA said. Asked if the company was ready for accelerated full-rate engine production, the agency said “as the P&W suppliers demonstrate success in meeting their contract delivery rate the probability of P&W meeting their full-rate production level increases. https://www.bloomberg.com/news/articles/2020-03-03/nearly-all-the-f-35-jet-engines-ordered-last-year-arrived-late

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  October 2, 2019 | International, Land

  Raytheon Rheinmetall Land Systems submits bid for US Army combat vehicle competition

  DETROIT, October 1, 2019 /PRNewswire/ - Raytheon Rheinmetall Land Systems, a joint venture formed by Raytheon Company (NYSE: RTN) and Rheinmetall Defence, has submitted its bid for the U.S. Army's new Optionally Manned Fighting Vehicle, or OMFV, program. The team will offer the next-generation Lynx Infantry Fighting Vehicle. Lynx is a next-generation, tracked armored fighting vehicle designed to address the critical challenges of the future battlefield. The vehicle provides ample growth capacity to support new technologies over its lifetime, and features lower life-cycle costs. "U.S. Army soldiers deserve the best possible fighting vehicle when they go into battle and that's exactly what this team is offering," said Sam Deneke, Raytheon Land Warfare Systems vice president. "Lynx provides unparalleled troop protection and features advanced technology that will keep our men and women in uniform ahead of the threat." Scheduled for fielding in 2026, the OMFV is expected to replace the Bradley fighting vehicle. "Our team has spent the last year assembling a U.S. supply chain to ensure that Lynx will be built in America by American workers," said Ben Hudson, global head of Rheinmetall's Vehicle Systems division. "This next-generation combat vehicle will help save lives on the battlefield and further bolster the U.S. industrial base - now that's a win-win." Raytheon technology earmarked for the Lynx includes the company's advanced weapons, Active Protection System, third-generation thermal sights, Coyote® unmanned aircraft system and cyber protection. About Rheinmetall Headquartered in Düsseldorf, the publicly traded Rheinmetall AG is a high-tech enterprise dedicated to the twin modern imperatives of mobility and security. Founded in 1889, the group today consists of two operational components: Rheinmetall Defence and Rheinmetall Automotive. One of the world's leading suppliers of military systems and equipment, Rheinmetall's Defence arm comprises three divisions: Vehicle Systems, Electronic Solutions and Weapon and Ammunition. The group's 23,000-strong global workforce generated sales last year of $6.9 billion. Follow us on Twitter. About Raytheon Raytheon Company, with 2018 sales of $27 billion and 67,000 employees, is a technology and innovation leader specializing in defense, civil government and cybersecurity solutions. With a history of innovation spanning 97 years, Raytheon provides state-of-the-art electronics, mission systems integration, C5I(®) products and services, sensing, effects and mission support for customers in more than 80 countries. Raytheon is headquartered in Waltham, Massachusetts. Follow us on Twitter. Media Contacts Raytheon John B. Patterson +1.520. 440.2194 rmspr@raytheon.com Rheinmetall Oliver Hoffmann Head of Public Relations, Rheinmetall AG +49-(0)211-473 4748 oliver.hoffmann@rheinmetall.com http://www.prnewswire.com/news-releases/raytheon-rheinmetall-land-systems-submits-bid-for-us-army-combat-vehicle-competition-300929126.html