November 19, 2020 | International, Aerospace, Naval, Land, C4ISR, Security
By: Valerie Insinna
WASHINGTON — Despite increasing coronavirus cases in the U.S., the Pentagon's top weapons buyer on Wednesday sounded a note of confidence that defense companies would remain open throughout the winter and keep weapons production on track.
“I am concerned about that — as we see within [the Defense Department] — the number of [COVID-19 positive] individuals still are increasing in industry,” Ellen Lord, the undersecretary of defense for acquisition and sustainment, said during the American Institute of Aeronautics and Astronautics' Ascend conference.
However, she added she doesn't anticipate another wave of facility closures.
“We're very hopeful that all of the steps that industry took during the pandemic — to space out [production] lines, to do telework, to find ways to comply with all the CDC regulations — that those have really prevented severe cases and the need to shut down,” she said, using an acronym for the Centers for Disease Control and Prevention.
“So I'm optimistic that although cases are going up, industry is going to continue to be very resilient. And we will continue at pretty impressive productivity rates,” she added.
At the height of the pandemic earlier this year, almost 700 defense companies shut down operations in the hopes of quelling the spread of the virus. By June, that number had decreased to 33 businesses, according to data from the Defense Logistics Agency and the Defense Contracts Management Agency
Currently, only one of those companies remains closed, Lord said.
However, the number of confirmed COVID-19 cases has been trending upward in the country since the end of September, with a high of almost 195,000 new cases reported Nov. 12, according to CDC data.
But there is cause for hope: On Wednesday morning, Pfizer announced that phase 3 trials of its vaccine showed it was 95 percent effective in preventing the virus, and the company could seek emergency use authorization from the Food and Drug Administration within days, CNN reported.
During the conference, Lord was asked whether defense contractors would get priority access to COVID-19 vaccines, given the defense industry's status as an “essential” business sector during the pandemic.
“I don't have the answer to that,” she said. “That's being sorted out right now in the White House.”
July 9, 2021 | International, Aerospace
Excitement always attends the release of a new image of a classified aircraft. A new picture of the B-21 Raider strategic bomber teases viewers with a distinct lack of critical detail.
July 9, 2020 | International, Aerospace, Naval, Land, C4ISR, Security
By: JihFen Lei If you're reading this over the internet, you're using technology developed by the Department of Defense science and technology enterprise. For decades, the DoD has cultivated a wide-ranging ecosystem of technical professionals, research infrastructure and partnerships that has made vast contributions to U.S. national security and economic strength. From microchips to the GPS satellites that enabled a revolution in precision warfare, the department's S&T enterprise has been central to creating the security and prosperity our nation enjoys today. Although technology dominance has long been central to the American way of war, U.S. military superiority is increasingly under threat. American adversaries are making rapid technological advancements and incorporating them into newly modernized forces. In response, the department has been working to aggressively position its S&T enterprise to meet the security needs of the 21st century. Long-term success will require concentration in three fundamental areas: First, we must invest for the future while focusing on the present. This requires investing in foundational research that will create the next generation of military superiority. Second, we must cultivate a workforce of scientists and engineers ready to solve the DoD's hardest problems. Finally, we must create and maintain world-class defense laboratories and research facilities, enabling us to work with academic and industrial partners to quickly transition technology into capabilities. Each of these elements are critical to nurturing an innovation ecosystem optimized for the department's needs. The road to the next great scientific or technological advance starts with basic science and research. Basic research is central to the DoD's long-term competitive strategy to create and maintain military superiority for the nation. The DoD has a long history of conducting and sponsoring basic research, focusing on understanding how and why things work at a fundamental scientific level. Although basic research is often performed without obvious or immediate benefit and requires long timelines to realize its impact, the importance of continued investment cannot be overlooked. Without the department's basic research investments — made years ago — in the new areas of autonomy, quantum science, artificial intelligence and machine learning, or biotechnology, the DoD would not possess the innovative and advanced capabilities it does today. Basic research enables the U.S. to create strategic surprise for its adversaries and insulates the nation from technological shocks driven by the advancements of others. Stable and healthy investment in basic research is not only good to have, it is a vital component of the nation's strategy to maintain a competitive advantage. The DoD must use all of the tools at its disposal to develop a skilled, diverse workforce of technical professionals who are knowledgeable about the DoD's missions and capable of advising DoD leaders on technology decisions. This includes the scientists and engineers who will conduct research in DoD laboratories and engineering centers, our industry partners, and the academic research community with whom the department closely collaborates. There is nothing more critical to the American military's ability to innovate than its people. For these reasons, the department relies on authorities provided by Congress to conduct flexible, direct hiring of technical professionals to work in DoD research institutions. The department looks for the best technical professionals to join its ranks as researchers, engineers and trusted advisers to the DOD's senior leaders. When the department attempts to incorporate new knowledge from academia or new technologies from industry, the DoD's S&T workforce must be capable of making smart buying decisions based on sound technical judgment and an understanding of the DoD's unique mission needs. At a time when other nations are prioritizing the recruitment of technology professionals to bolster their military strength, the department must view its S&T workforce as a strategic resource that is fundamental to long-term technological superiority. Many capabilities found at DoD labs are unique national treasures and cannot be found elsewhere. On average, these laboratories, which span 63 locations across 22 states and the District of Columbia, are over 45 years old. As part of its strategy to recruit and retain a world-class S&T workforce, the department must modernize its technical infrastructure, laboratories and engineering centers. The DoD should invest wisely to modernize these outdated facilities and their equipment to support the modern, cutting-edge research that our national defense demands. As the nation once again prepares to engage in long-term strategic competition, the DoD's S&T enterprise is the key to success. Sufficiently resourcing long-term research and technology development activities will ensure America avoids technology surprise while creating a disproportionate advantage for the war fighter. The department must make the investments necessary to educate, attract and retain the world's best talent. As the DoD's National Defense Strategy makes clear, advanced technologies will be central to America's ability to fight and win future wars. https://www.defensenews.com/opinion/commentary/2020/07/08/dod-must-modernize-infrastructure-to-support-cutting-edge-technology-research/
March 30, 2020 | International, Aerospace
Steve Trimble The design of the Northrop Grumman B-21's trailing edge has led to speculation about a high-altitude role for the secretive stealth bomber, and new U.S. Air Force statements appear to confirm that analysis. As the U.S. Air Force enters a legally required environmental impact review process for basing the new bomber, service officials disclosed a few new details about the design on large poster boards displayed at public meetings since February. The posters are now available on B21EIS.com, a clearinghouse web site set up by the Air Force to share data during the year-long process to complete the final environmental impact statement. “The B-21 is not expected to use low altitude training routes,” the Air Force poster says. The B-2 was originally conceived as a high-altitude bomber, but a last-minute requirements change during the development phase forced Northrop Grumman to redesign the bomber for a low-altitude mission. As a result, the trailing edge was transformed from a simple W-shape to the sawtooth design seen today. The B-2, like the preceding B-52 and B-1B fleets, need low-altitude training routes. The renderings of the B-21 released by the Air Force so far reveal a trailing edge that resembles the original, high-altitude design for the B-2. The Air Force has never confirmed operational details about the future stealth bomber. Another comment on the Air Force's poster provides the first official description of the B-21's acoustic signature, as well as the performance of the engines. “The B-21 engine noise is expected to be quieter than the B-1B and about the same or quieter than the B-2,” the poster says. Previously, the only detail released by the Air Force about the B-21's engines is that Pratt & Whitney is named as one of seven of Northrop's suppliers. The poster data appears to confirm expectations that the B-21 would use a non-afterburning engine, like the similarly subsonic, flying wing-shaped, B-2. The supersonic B-1B is powered by afterburning engines. The Air Force has selected Ellsworth Air Force Base in South Dakora as the site for the first B-21 operational squadron, followed by Dyess AFB in Texas and Whiteman AFB, Missouri. The environmental impact review is evaluating Ellsworth and Dyess for the main operating beddown 1 location. https://aviationweek.com/defense-space/aircraft-propulsion/new-usaf-materials-hint-high-altitude-role-b-21