April 23, 2020 | International, Aerospace
By: Valerie Insinna
WASHINGTON — Lockheed Martin anticipates another wave of international F-16 sales, with countries from Africa, South America and Southeast Asia among those interested in purchasing the jet, the company's chief financial officer said Tuesday.
“I think this is a good fourth-generation aircraft for those customers that can't afford the F-35 or, frankly, can't at this time buy the F-35,” Lockheed CFO Kenneth Possenriede told investors during an April 21 earnings call. “It might be a good intermediary step for customers to go from the F-16 to F-35. So we see it frankly as complementary and not competing against themselves.”
Unlike the F-35 program, which is seeing disruption within its supply chain that could delay future deliveries, the F-16 production line has experienced little impact as a result of the coronavirus pandemic, Possenriede said.
The company moved production of the F-16 production line from Fort Worth, Texas, to Greenville, South Carolina, in 2019 to accommodate production of 16 Block 70 aircraft for Bahrain. Since Bahrain's order in 2018, Lockheed has garnered contracts for eight F-16s for Bulgaria, 14 aircraft for Slovakia, and is working with the U.S. government on a sale of 66 jets for Taiwan.
“We also have a couple of orders for F-16 that we're working to try to shape,” Possenriede said. “There is an African country that is interested in F-16, so we're hopeful that will happen. [There is also a] South American country, and then there are some Southeast Asian countries that are interested in F-16 as well.”
Possenriede didn't detail which nations were considering purchases of the F-16, as defense companies typically wait until international militaries publicly declare their interest in a sale before talking about specific customers.
Richard Aboulafia, an aerospace analyst with the Teal Group, said there's a “pretty good chance” that some of those orders materialize.
“Lockheed was doing a disservice by forgetting the F-16 program for so many years. They had this idea that the future was F-35 and nothing but F-35, ignoring the part of the market that is not prepared to buy the F-35 price tag,” he said. “It's actually a really good franchise with a really solid core market. It seems ill-advised to neglect it.”
If a new customer in Africa is looking to buy F-16s, it could be Botswana, which has indicated an interest in buying fighter jets, Aboulafia said. Lockheed has already sold F-16s to Morocco and Egypt, and the U.S. State Department in 2019 cleared Morocco for new F-16s and upgrades.
In South America, Lockheed has been trying to sell F-16s to Argentina for years, but Aboulafia believes a second order for Chile is a more likely prospect. In Southeast Asia, a sale to Indonesia “would seem to be one of the most likely possibilities,” he added.
November 23, 2023 | International, Land
The UAS100 meets the requirements of a wide range of mission scenarios while operating in full compliance with general aviation regulations.
September 18, 2019 | International, Aerospace
By: Valerie Insinna WASHINGTON — Gen. Stephen “Seve” Wilson knows the enemy doesn't sleep. As the U.S. Air Force's vice chief of staff, he's aware of how innovation can be stifled. But that must change as the United States finds itself in an era of great power competition, he argues. Wilson spoke on a panel at the 2019 Defense News Conference on Sept. 4, where he discussed how the government can close the innovation gap, and how the military can improve its relationship with industry. What is the biggest challenge to moving innovative concepts into military operations? What I see arguably as the biggest challenge to innovation and moving it forward is urgency. And today I can't beat that drum hard enough and loud enough about the sense of urgency that the status quo simply isn't acceptable in the world that we live in. The good news is we know how to do this, we've done it before. And I'd go back to a time in our history in the early '60s when President [John F.] Kennedy said: “We're going to go to the moon and back.” In about eight years, we did 36 space launches. We built the biggest rockets ever known. And we did 36 launches in eight years. Today I look at the time frame it takes us to deliver capability, and we're nowhere on that timeline. I think we as a nation need to understand the competition and develop amongst all of us in all of our communities this sense of urgency that we're in this competition, and the status quo is just simply not good enough. So how do you enable that change? I was just at in San Antonio, Texas, visiting the 33rd Network Warfare Squadron. I met a young lieutenant with these bold ideas. He went to his boss and said: “Hey, I think we've got this really hard problem. I think I can solve it. Give me a handful of people in a couple of days and I'll be able to get after [it].” He came back and not once, not twice, but three times he failed. And along the way he asked for more people and time, until he didn't fail, and he solved a really wicked hard problem. There was a courageous lieutenant in this case and a leadership that empowered him to move forward. And then he briefed me — here's the vice chief coming to visit, [and he says]: “Hey vice chief, here's where I failed three times until we didn't.” And he brought the sense of urgency. It was about building a team, a common vision. It's really powerful, and I think it's indicative of what we need to see across all of our forces. We hear how advanced China is in areas of innovation. Just how advanced is it really? I tell people that we're the best in the world and our adversaries know it. But they're catching up. If we don't change, we could lose. We have to do business differently. We're trying. How? We hear government is not always easy to do business with. We're trying to lower those barriers and bring on people quicker and easier. We have some of the most impactful problems for our nation. And if we can get people in the door and expose them to the challenges and let them do what they can do, it's hugely rewarding. We have to make it easy. Can we make it easy where industry could come work with us, maybe even for only a few years, but [long enough] to really make a difference? How can we bring somebody in, let them work and then let them go back to industry? We both benefit from it. We have to find ways because this is about a competition for talent and good ideas. Then what do we do with it? Do we empower them and let them really work at these really hard problems? I think that's what people really want to get after. https://www.defensenews.com/digital-show-dailies/air-force-association/2019/09/15/4-questions-about-innovation-with-the-us-air-forces-vice-chief-of-staff
March 17, 2021 | International, Other Defence
The DoD Small Business and Technology Partnerships Office announces the pre-release of the following Broad Agency Announcement (BAA) topic: Defense Advanced Research Projects Agency (DARPA), HR001121S0007 STTR Topic HR001121S0007-06: “R&D Automated Profit Incentive Determination (RAPID),” published at: https://beta.sam.gov/opp/7478362958224363af5729528cdff22e/view IMPORTANT DATES: March 16, 2021: Pre-release begins April 8, 2021: BAA opens, begin submitting proposals in DSIP May 11, 2021: BAA closes, full proposals must be submitted in DSIP no later than 12:00 p.m. ET Full topics and instructions are available at the links provided above.