Space Force awards $88 million in contracts for launch system prototyping

On the same subject

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  November 15, 2017 | International, Aerospace

  Discovery Air Defence Flies First Fast Jet Training Mission in Australia

  Montreal, November 14, 2017 – Discovery Air Defence Services Inc. (“DA Defence”), a wholly owned subsidiary of Discovery Air Inc., today announced that it has now flown its first fast jet training mission in support of the Australian Defence Force's Fast Jet Trial contract. Two DA Defence upgraded Alpha Jets and four Air Affairs Learjets participated in air-to-air missions as Red Air aggressors near RAAF Williamtown, New South Wales. The jets were participating in the Royal Australian Air Force 81 Wing workups for future exercises. “This inaugural fast jet mission is a great milestone for everyone involved in our new Australian program,” said Steven “Bunt” Nierlich, DA Defence Program Manager and a highly-experienced former CF-18 pilot. “Discovery Air Defence and Air Affairs Australia are committed to delivering the world's best adversary training to the Australian Defence Force.” “This mission marks the achievement of initial operating capability (IOC) in our Australian fast jet program,” said Paul Bouchard, President of DA Defence. “Working closely with our partner Air Affairs Australia, also an expert in providing both jet and unmanned target services, we look forward to training the Australian Defence Force with highly-representative adversary threats beyond this trial and into the future.” DA Defence is the most experienced provider of turnkey tactical airborne training in the world. With eight Main Operating Bases across three continents, DA Defence operates the world's largest privately-owned fleet of aggressor and combat support aircraft. With an unparalleled safety record, including 66,000 accident-free flight hours, DA Defence, along with their wholly-owned U.S. subsidiary, Top Aces Corp., is the exclusive contracted airborne training service provider to the Canadian, German, and Australian armed forces. DA Defence's unique mix of modern fighter and special mission aircraft equipped with representative 4th generation threat capabilities delivers the mission profiles, flexibility, and availability demanded by the world's leading air forces. About DA Defence and Discovery Air DA Defence and its U.S. subsidiary, Top Aces Corp., have the world's largest privately-held operating fleet of fighter aircraft. The training provided supports the operational readiness of both current and future generation fighter aircraft. Discover more on how DA Defence is changing the face of air combat training at experiencematters.ca. #CdnInnovation #AeroInnovates Discovery Air Inc. is a global leader in specialty aviation services. We deliver exceptional air combat training; medevac equipped aircraft services; air charter services; helicopter operations; and transport and logistics support to ensure operational readiness, health, safety, and vital lifelines for our clients and the communities we serve. Discovery Air's unsecured convertible debentures trade on the Toronto Stock Exchange (symbol DA.DB.A). For Further Information: Garrick Ngai Director of Marketing Garrick.Ngai@discoveryair.com 514-694-5565 http://www.discoveryair-ds.com/page?a=2082&lang=en-CA

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  December 2, 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 essay is part of the Defense News 2020 Outlook project. Click here for more. 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. 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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  November 2, 2020 | International, C4ISR

  Pentagon re-awards multibillion-dollar office tools contract to CSRA

  Andrew Eversden WASHINGTON ― The Pentagon re-awarded its Defense Enterprise Office Solutions contract to CSRA on Friday, nearly 14 months after it awarded it to the General Dynamics Information Technology subsidiary last year. The award to CSRA was delayed several times after the General Services Administration twice took corrective action after protests by Perspecta, the other contractor in the competition. According to the announcement from the General Services Administration and Department of Defense, the blanket purchasing agreement is estimated to be worth $4.4 billion over a decade, with a five-year base. The contract was estimated to be worth $7.6 billion when the award was made last year. The DEOS contract will provide the DoD with productivity tools such as word processing and spreadsheets, email, collaboration, file sharing, and storage across the enterprise. “DEOS is a key part of the Department's Digital Modernization Strategy and its fit-for-purpose cloud offering will streamline our use of cloud email and collaborative tools while enhancing cybersecurity and information sharing based on standardized needs and market offerings,” DoD Chief Information Officer Dana Deasy said in a statement. “The last six months have put enormous pressure on the Department to move faster with cloud adoption. All across the Department there are demand signals for enterprise wide collaboration and ubiquitous access to information.” The DEOS environment is intended to meet DoD Impact Level 5 and Impact Level 6 cloud security standards that allow access to unclassified and classified work, respectively. "“We were determined that the Department could achieve faster department-wide adoption of cloud collaboration capabilities by moving forward in a federated manner to the DoD 365 (IL 5) cloud environment while ensuring the individual components efforts work together to create an enterprise capability,” Deasy added. “This approach required the government team to assume a greater responsibility up front to shape the enterprise standards. With the award of DEOS, the Department will be able to transfer a significant part of the ongoing technical and management load to the integrator and free up strained resources to execute other priority missions.” The DEOS contract award was marred by several errors, detailed by NextGov, including issues with the statement of work, requirements and a subsequent incident in which proprietary information about Perspecta's bid was shared with GDIT. CSRA is partnered with Dell Marketing and Minburn Technology Group for the DEOS contract. DoD components have waited a long time for delivery of the DEOS solution. When the original award was made last year, the Marine Corps deputy director of command, control, communications and computers, Kenneth Bible, said the service was looking forward to the “promise and substantial benefits” of DEOS capabilities in “disconnected, degraded, intermittent and low bandwidth [DDIL] environments that are anticipated in 21st century conflicts.” The DEOS re-award comes nearly two months after the department confirmed its other long-delayed enterprise cloud, the Joint Enterprise Defense Infrastructure, to its original winner, Microsoft. That contract has a $10 billion ceiling. https://www.c4isrnet.com/it-networks/2020/10/30/pentagon-re-awards-multibillion-dollar-office-tools-contract-to-csra/