La crise du Covid-19 a retardé les programmes d’armement

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  December 3, 2019 | International, Aerospace, Naval, Land, C4ISR, Security

  SASC chairman: We must build the national security innovation base our defense strategy requires

  By: Sen. Jim Inhofe Since World War II, the American people have believed our military has had the best of everything, but the technological superiority that kept us 20 years ahead of our competitors has rapidly diminished. In some cases, we're already behind. By 2030, unless we pursue “urgent change at significant scale,” as former Defense Secretary Gen. James Mattis put it, it's likely the U.S. will face an enemy with superior weapons, superior equipment and superior capabilities. Nowhere is this better illustrated than in our strategic competition with China. China used to just steal our technology. Now, through heavy investment, they are improving it. The result? China is outpacing the U.S. in key areas like hypersonic weapons, artificial intelligence and biotechnologies — not to mention conventional capabilities. China isn't the only one. Technological development is accelerating across the globe, expanding to more actors and changing the very nature of war. We can't afford to let our advantage erode further. It is up to the Department of Defense and Congress to make sure that the defense-industrial base becomes, as the National Defense Strategy demands, an “unmatched 21st century National Security Innovation Base.” If we want to “sustain security and solvency,” we need to consider wholesale change to industry culture and its interface with the Department of Defense, shed outdated management processes, and reimagine a resilient supply chain that mitigates 21st century risks. This begins with software, which is foundational to military capability. The DoD and its traditional hardware-dominant industry partners have been behind on software in almost every way — talent, tools, development and delivery processes. Software innovation has failed in countless DoD programs, including the Ford-class carrier, the F-35′s Autonomic Logistics Information System and the GPS next-generation operational control system. Instead of taking the Pentagon for granted as an endless source of cash flow, partners must refocus their attention on delivering secure capability that actually works. Next, the Department of Defense needs to continue to expand capacity — prioritizing speed of delivery and adapting its systems to maximize value and output. For too long we have been slow to expand our stockpiles of fifth-generation weapons required to fight peer adversaries. The second production line for JASSM-ER cruise missiles is a good start toward building the capacity needed to retain advantages that will make any enemy think twice before attacking. We must do the same for other fifth-generation weapons, including air-to-air missiles. Shipbuilding, including aircraft carriers, surface ships, submarines and our logistics fleet, is another area where our capacity is severely limited. The Chinese People's Liberation Army Navy, which recently surpassed ours in size, is on track to reach 400 ships in 2025 and is nearly self-sufficient for all components. Size of the fleet isn't a sole consideration. We've focused on ensuring the capability of our fleet remains unmatched and bolstering suppliers of critical components, but we must also improve the construction performance of lead ships in new classes to maintain and build upon our capability advantage. The last thing we want is a fair fight. Innovation is best done at the subsystem level through a rigorous engineering-based process centered on building knowledge through full-scale prototypes, which can then inform ship design. We are eager to work with the Navy to identify and fund more of these prototypes, which will serve as the building blocks of the future fleet. We also must accelerate innovation. Recent defense authorization legislation encourages the DoD to streamline acquisition, take a business-minded approach to contracting, and tap into nontraditional suppliers and public-private partnerships. This must continue. Dilapidated testing infrastructure is holding us back from catching up to our enemies. Just look at hypersonic weapons: Beijing is parading around dozens of its newest weapons, and we have yet to build one. The DoD has looked to Silicon Valley, but we are competing with Chinese influence there as well, and the Pentagon has often proven an impossible customer due to its antiquated bureaucracy. Any technological improvements will be meaningless if vulnerable to being infiltrated or stolen. Recent legislation continues support for the DoD as it assesses and mitigates risks to its supply chains posed by adversaries. Both the government and contractors need to cooperate on and use modern verification tools to identify trusted suppliers and manufacturers, as well as fix vulnerabilities. To make these tools useful, the DoD must first establish a working digital model of its suppliers. Lastly, while we must continue to invest in the domestic, organic industrial base, it's important to remember that we can't take on China and Russia alone — which is why the National Defense Strategy emphasizes our network of allies and partners. We must remove unnecessary barriers to industrial cooperation that degrade our collective competitive edge. We do not have to make a false choice between investing domestically and in our allies — we can do both. Under our National Technology and Industrial Base partnership with Canada, Australia and the United Kingdom, we can develop a more diverse, resilient industrial base, secure our supply chains, and become a “five eyes for defense procurement.” It's in our best interest to ensure our allies can leverage our technological advantages and we can leverage theirs. Without a strong national security innovation base, the Pentagon cannot implement the National Defense Strategy. Congress' job is to put the appropriate, tailored policy in place and provide sufficient, predictable resources to help the industrial base meet these challenges. Together, we can harness the power of American innovation to ensure that we are able to win the wars of the future. Sen. Jim Inhofe, R-Okla., is the chairman of the Senate Armed Services Committee. https://www.defensenews.com/outlook/2019/12/02/sasc-chairman-we-must-build-the-national-security-innovation-base-our-defense-strategy-requires/

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  October 16, 2020 | International, Aerospace

  Dassault Aviation au service des armées

  A l'occasion du bilan d'étape dressé par Madame Florence Parly, ministre des Armées, au sujet de la réforme du maintien en condition opérationnelle (MCO), Dassault Aviation tient à rappeler sa fierté de servir les armées françaises en apportant un soutien quotidien aux flottes de Rafale, de Mirage 2000, d'ATL2 et de Falcon de surveillance maritime. Saint-Cloud, le 15 octobre 2020 – A l'occasion du bilan d'étape dressé par Madame Florence Parly, ministre des Armées, au sujet de la réforme du maintien en condition opérationnelle (MCO), Dassault Aviation tient à rappeler sa fierté de servir les armées françaises en apportant un soutien quotidien aux flottes de Rafale, de Mirage 2000, d'ATL2 et de Falcon de surveillance maritime. La décision du ministère des Armées de verticaliser le MCO du Rafale et de l'ATL2, avec les contrats RAVEL et OCEAN, permet d'assurer aux forces aériennes françaises une disponibilité optimale de leurs flottes. Gr'ce à la mise en service de RAVEL depuis 18 mois, Dassault Aviation et ses partenaires industriels, dont Thales, assurent ainsi une disponibilité de 76% des Rafale, soit une valeur supérieure aux 73% prévus contractuellement. La qualité de ce service va encore s'améliorer au fil du temps, comme prévu, avec notamment la mise en place d'un système d'information b'ti en coopération avec les opérationnels par Dassault Aviation ; un outil qui s'appuie sur l'expertise de Dassault Systèmes en matière de gestion/analyse des données et qui sera basé sur sa technologie Cloud et son logiciel EXALEAD. © Dassault Aviation – A. Pecchi « Je m'assure en permanence de la satisfaction de l'armée de l'Air et de l'Espace et de la Marine nationale dans le soutien que leur apportent les équipes de Dassault Aviation. En confiance avec elles et avec la Direction de la maintenance aéronautique, nous recherchons sans cesse toutes les possibilités d'amélioration du soutien qui leur est apporté », a déclaré Éric Trappier, P-DG de Dassault Aviation. Gr'ce à l'étroite coopération avec les personnels des bases aériennes, les équipes de Dassault Aviation sont aussi très fières d'avoir poursuivi efficacement, durant ces derniers mois, le soutien des forces armées, malgré le confinement lié à la crise COVID-19. À PROPOS DE DASSAULT AVIATION Avec plus de 10 000 avions militaires et civils livrés dans plus de 90 pays depuis un siècle (dont 2 500 Falcon), Dassault Aviation dispose d'un savoir-faire et d'une expérience reconnus dans la conception, le développement, la vente et le support de tous les types d'avion, depuis l'appareil de combat Rafale jusqu'à la famille de business jets haut de gamme Falcon en passant par les drones militaires et les systèmes spatiaux. En 2019, le chiffre d'affaires de Dassault Aviation s'est élevé à 7,3 milliards d'euros. Le Groupe compte 12 750 collaborateurs. https://www.dassault-aviation.com/fr/groupe/presse/press-kits/dassault-aviation-au-service-des-armees/

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  December 5, 2019 | International, Aerospace

  Military/Commercial Avionics Outlook Strong, Deloitte Says

  By Frank Wolfe The military and commercial outlook for avionics sales is strong, according to the author of a new Deloitte report, the 2020 Global Aerospace and Defense Industry Outlook. "The outlook for the aerospace avionics market is positive with good growth expected over the next few years, primarily due to the strong aircraft order book," Robin Lineberger, the leader of Deloitte global aerospace and defense, wrote in an email to Avionics International. "Moreover, all the major global militaries are increasing their spending on acquiring advanced military aircraft, further driving the growth for avionics," Lineberger wrote. Such aircraft include the Japanese F-3 twin-engine stealth fighter by Mitsubishi to replace the country's single-engine Mitsubishi F-2 jets and to complement the country's Lockheed Martin F-35s; the European Future Combat Air System (FCAS); and the United States Air Force's sixth generation fighter. In June at the Paris Air Show, Dassault Aviation unveiled an FCAS mock up, as government and company officials signed an FCAS Industry Agreement on Demonstrator Programs. The latter accord covers the main components of FCAS: a new generation, manned fighter; support "remote carrier" drones; and an Air Combat Cloud to integrate sensors. FCAS is to replace Dassault's Rafale fighter and the Airbus/BAE Systems/Leonardo-built Eurofighter. During the unveiling of the mock up, French President Emmanuel Macron said that he favors German-French-Spanish cooperation on FCAS with the British, which are developing their own advanced fighter through the BAE Systems Tempest program. In early October, the Air Force officially stood up a new program executive office to lead Digital Century Series, which will look to rapidly develop and field new aircraft beginning with the service's sixth-generation fighter. Last week, Will Roper, the Air Force's service acquisition executive, said that the new Digital Century Series initiative will look to improve integration of emerging technologies by buying smaller quantities of new fighter jets, potentially from multiple companies at a time. “Demand for military equipment is on the rise as governments across the globe focus on military modernization, given increasing global security concerns,” according to the new Deloitte report. “The uncertainty and sustained complexity of the international security environment worldwide is likely to boost global defense spending over the next five years.” In 2020, global defense spending will reach around $1.9 trillion, driven mainly by the U.S. but also countries such as China, Russia and India, the 14-page report says. It adds that NATO members in Europe, under pressure from the U.S., are also increasing defense spending to hit a target of 2 percent of GDP, and tensions in the Middle East are also driving demand for defense equipment. By 2023, global defense spending is expected to be $2.1 trillion, Deloitte said. Commercial and general aviation avionics sales are also expected to grow. "Demand for new and advanced flight capabilities from airlines and small general aviation aircraft owners to make flight operations more efficient and safer will continue to drive demand for commercial avionics," Lineberger wrote in his email to Avionics International. "Moreover, significant investments will be made on avionics because of government-mandated upgrades, for instance, the mandates for Automatic Dependent Surveillance/Broadcast capability (ADS-B), Head-Up Displays (HUD) and Controller/Pilot Datalink Communications equipment (CPDLC). However, there are some challenges which include longer product development cycle that leads to increased development costs." Urban air mobility, electric propulsion and fully automated flight decks are technology trends to watch in years ahead, according to the Deloitte report. "Although commercial aircraft manufacturers are increasingly relying on automated flight controls, including automated cockpits, the commercial aerospace sector is aiming to transition to fully automated flight decks," Lineberger wrote in his email. "Such a transition will likely reduce the number of crew members in the cockpit, resulting in lower costs for airlines. Moreover, automated flight decks would also address the growing pilot shortage issue currently faced by the aviation industry, which will likely be accentuated in the future as the commercial aircraft fleet continues to grow." https://www.aviationtoday.com/2019/12/04/military-commercial-avionics-outlook-strong-deloitte-says/