US Air Force secretary wants ‘another shot’ at adaptive F-35 engine

On the same subject

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  April 3, 2020 | International, Aerospace

  Editorial: A Code Of Conduct For Aviation’s Recovery

  Desperate times call for bold measures, and the $2.2 trillion coronavirus economic rescue package passed by the U.S. Congress and signed into law by President Donald Trump certainly passes that test. Tucked into the gargantuan measure was $58 billion for airlines and cargo carriers, including $29 billion in grants to keep workers paid for the next six months, even if they are staffing empty flights. Boeing did not get the $60 billion directly that it had sought for aerospace manufacturers, but the aircraft giant and its suppliers still qualify for hefty rescue loans or guarantees. The secretary general of the United Nations has called COVID-19 the worst crisis the world has seen since World War II, and governments have a duty to ensure that this unprecedented pandemic does not wipe out vital industries. But the torrent of rescue money could have negative side effects, and it is imperative that governments step back when the crisis subsides. The market distortions of state aid already are apparent in the airline industry, where a lack of coordination among governments—even those within the EU—has tilted the playing field. And what if Boeing receives government backstops that Airbus has said it does not need? It is increasingly likely that when the pandemic subsides, the aviation industry will be facing a long uphill march to recovery, rather than the quick bounce-back that had been hoped for. As such, we urge the industry's stakeholders to start looking ahead and taking steps that will position them to recover as quickly as possible. Consider this Code of Conduct: Take care of your employees. You will need them to excel and work as a team when you recover. Do whatever possible to keep them healthy and well-informed. In the near term, furloughs, wage freezes and hiring freezes may be unavoidable to control costs. But prioritizing shareholders or senior executives over workers would create labor issues that could slow any recovery. Take care of your customers. You will only recover if they recover, so be flexible in responding to their issues during the crisis. Relationships cemented during hard times will pay off, while fractured relationships could cause long-term damage. Take care of your suppliers. Aviation manufacturers have spent decades pushing risk down to suppliers while trying to limit their rewards to reduce costs. If your suppliers do not survive or take too long to recover, all those risks will rebound onto you. Take care of your industrial base. The Pentagon wields an enormous amount of buying power at the taxpayers' expense. That should be deployed to keep its supply base healthy in the near term, even if it is at the expense of delaying long-term capabilities. Take care of your business. You need to come back more agile and flexible than ever to adjust to the immediate challenges of a recovery and to tackle future challenges unrelated to the coronavirus, such as climate change. And what about taking care of shareholders? Consider that in one recent year Boeing returned nearly six times as much money to shareholders through stock buybacks and dividends as it invested in R&D. Or consider that U.S. airlines sent 96% of their free cash flow to shareholders over the last five years. Now that hard times have hit, taxpayers are being asked to step in and foot the bill to save the industry. Shareholders need healthy airlines and healthy manufacturers. They can wait their turn. https://aviationweek.com/aerospace/editorial-code-conduct-aviations-recovery

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  October 6, 2024 | International, Land

  Dutch defence minister pledges 400 million for Ukraine drone plan

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  October 5, 2020 | International, Land, C4ISR, Security

  US Army discontinues Rapid Equipping Force

  Jen Judson WASHINGTON — The U.S. Army has discontinued its Rapid Equipping Force stood up during the wars in Iraq and Afghanistan to get urgently needed capabilities into the field in 180 days or less. As the Army shifts from a focus on counterinsurgency operations to going up against near-peer adversaries like Russia and China across air, land, sea, cyberspace and space domains in large-scale operations, the REF's utility and mission has been in question. The service is also disbanding its Asymmetric Warfare Group. “As our focus changes to great power competition and large-scale combat operations, Army analysis indicated that the personnel and resources could best be utilized in building the operational fighting force,” an Oct. 2 Army statement read. “To ensure the value of organization's work over the past 14 years is not lost, all lessons learned will be maintained by the U.S. Army Combined Arms Center, via the Center for Army Lessons Learned, Centers of Excellence and other [Training and Doctrine Command] enterprise stakeholders.” The discontinuation won't happen overnight. Both organizations will be fully deactivated by the end of fiscal 2021 “and will transition the mission of providing immediate support to other organizations,” the statement noted. Over the past several years, the REF hung on to certain missions and continued to advocate for its relevancy. A year ago, Defense News sat down with the REF's director in a new, smaller office space at Fort Belvoir, Virginia, in a conference room surrounded by small counter-unmanned aircraft systems that it was rapidly fielded to units and considered one of its success stories. In 2017, the REF was focused on counter-drone technologies; dismounted electronic warfare equipment; tethered intelligence, surveillance and reconnaissance capabilities; and urban operations equipment including up-armored commercial vehicles. But many of those technologies have found other homes within the Army. As the service stood up its new security force assistance brigades, the REF expected a surge in work to support the needs of those units in the field as they deployed. The REF played a small role at the time, providing the first SFAB with a few items it needed ahead of deployment such as communications gear and an item that assisted the unit with indirect fires. Last year, the REF was highlighting its nearly 10-year-old Expeditionary Lab, a 3D-printing trailer that can be deployed downrange to solve problems for units operating in austere environments. Col. Joe Bookard, who is still the REF's director, told Defense News at the time that the REF would continue to fill the niche of urgently supplying soldiers with capabilities to meet immediate needs while they are deployed. He said that, in a way, the REF has been doing what Army Futures Command is doing now, but on a smaller scale: providing capabilities that are rapidly procured to a small number of soldiers for evaluation, and then refining those capabilities as needed. In 2019, the REF addressed 400 requirements sent from combatant commanders to address operational capability gaps, Bookard said. Among some of the recent success stories is the tiny Black Hornet, an unmanned aircraft system that is now a program of record and was fielded as the Soldier Borne Sensor. The REF was also working to transition two hand-held counter-UAS capabilities — the DroneBuster and the Drone Defender — to the larger force as official programs. https://www.defensenews.com/land/2020/10/02/army-discontinues-rapid-equipping-force/