February 15, 2024 | International, Land
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we need to consider wholesale change to industry culture and its interface with the Department of Defense, shed outdated management processes, and reimagine a resilient supply chain that mitigates 21st century risks.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.
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October 26, 2018 | International, C4ISR
DoD seeks industry input on multibillion-dollar cloud collaboration solution
By: Jessie Bur The Pentagon and General Services Administration released a request for information Oct. 25 for a new unified collaborative cloud solution that will unite the entire defense apparatus under one enterprise contract. The Defense Enterprise Office Solution is the first capability set of three that the Department of Defense plans to use to capture its enterprise collaboration and productivity needs. The DEOS capability set needs include a productivity suite, messaging capabilities, content management systems and collaboration tools. “We operate pretty much in a disparate environment right now, and predominantly on-[premises] for these capabilities. So DEOS will give us an opportunity to tear down some of those barriers, posture us for increased interoperability while taking advantage of what the commercial community has to offer,” said Essye Miller, principal deputy to the DoD chief information officer, at a press roundtable. “From a benefit perspective, for us: real-time upgrades, real-time refresh, real-time access to innovation as our industry partners make them available to us.” The contract will be offered through GSA's IT Schedule 70, which Miller said has matured to the level that was needed to support Non-Classified Internet Protocol Router, Secret Internet Protocol Router and tactical environment needs. “In fact, IT Schedule 70 is the vehicle GSA itself used to procure its own cloud-based email, collaboration and productivity solution,” said GSA Administrator Emily Murphy, adding that GSA is committed to working with vendors who would want to propose through the expedited Schedule 70 FASt Lane program. “Using IT Schedule 70 to help DoD procure an enterprisewide solution for email, productivity and collaboration tools could establish a baseline for GSA to scale up this type of solution across the federal government in the future.” In fact, according to Federal CIO Suzette Kent, the DoD solution moves the federal government forward on initiatives to use and procure scalable cloud solutions across agencies. “When we look at where we were with the report to the president across the federal government, and the intent to leverage as many common solutions for purposes of interoperability, cybersecurity ... and the overall efficiency of how we go after those solutions and the ability to keep those current, this is a really positive collaboration, and something that we're incredibly supportive of,” said Kent. Industry has just over two weeks to respond to the RFI, which closes Nov. 9, and the subsequent request for quotes will likely be released in early 2019, according to officials. The DoD and General Services Administration also plan to hold industry days in early December 2018 to facilitate communication between government and industry on the best way to approach the contract. The award for the eventual contract is planned for sometime in the third quarter of 2019, and would likely be set for approximately 10 years and $8 billion, according to Murphy, though that number could change depending on industry input. The appropriate solution would likely have to be certified at FedRAMP Moderate, said Miller. According to Murphy, GSA and DoD have yet to determine whether a single-award or multi-award contract will best suit the DoD's needs — a debate that proved highly contentious for the Joint Enterprise Defense Infrastructure cloud contract that opened for proposals July 26 — and the RFI asks respondents to provide pros and cons for each option. But DoD CIO Dana Deasy said that the DEOS program is part of a Pentagon initiative to bring defense operations into a multi-cloud and multi-vendor environment. “Our intentions are to have a cloud that can serve general purpose computing needs, as well as what I have coined a term as ‘fit-for-purpose' clouds, which could consist of internal clouds or commercial clouds that have a unique fit for purpose,” said Deasy, adding that DEOS would be one such cloud. Because DEOS is one of three collaboration capability sets the agency is looking to fulfill, DoD could end up offering a total of three contracts in that space, according to Miller. https://www.federaltimes.com/acquisition/2018/10/25/dod-seeks-industry-input-on-multibillion-dollar-cloud-collaboration-solution
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March 16, 2023 | International, Land
Rheinmetall optimistic for 2023 as defence spending rises
Rheinmetall expects a strong 2023 after the German defence contractor reported its highest-ever operating result for last year due to the Ukraine war and increased defence spending in Europe.