March 30, 2022 | International, Land
The U.S. Army's fiscal 2023 budget request is only a 1.7% increase over the FY22 enacted budget for a total of $178 billion but service officials say the request preserves its modernization efforts and its readiness for another year while reducing its end strength by 12,000 troops in order to preserve quality.
August 8, 2024 | International, Aerospace, Land
Under this five-year contract, Booz Allen will champion a Modular Open Systems Approach strategy, driving the development, integration, and fielding of critical technologies to empower the nation’s warfighters.
May 13, 2020 | International, C4ISR
Arlington, Va. - (BUSINESS WIRE) - May 12, 2020 - CACI International Inc (NYSE: CACI) announced today that it has been awarded a five-year single-award task order, with a ceiling value of more than $465 million, by the U.S. Army Combat Capabilities Development Command's (CCDC) Command, Control, Computers, Communications, Cyber, Intelligence, Surveillance, and Reconnaissance (C5ISR) center to provide research and development on cryptographic modernization, information security, and tactical network protection. Under the task order, which the Army's Cyber Security and Information Division (CSIA) awarded under the GSA Alliant II contract vehicle, CACI will provide mission expertise to enhance cyber defense capabilities for C5ISR systems. CSIA leads the Army in cryptographic modernization, information security, and tactical network protection as a division of the Army Space and Terrestrial Communications Directorate, C5ISR Center, CCDC, U.S. Army Futures Command (AFC). CACI will provide the Army with new software-defined capabilities across the service's many modernization initiatives and research areas. For example, CACI communications and cyber experts will assist the service in protecting next-generation 5G networks, as well as enhancing the security of wireless, near-field, satellite, and other communications. CACI will also support urgent requirements for AFC's cross-functional teams, provide techniques and technologies to reduce risks for Army networks, and move innovative technologies such as artificial intelligence from the laboratory to the field. John Mengucci, CACI President and Chief Executive Officer, said, “With this new work, CACI's mission experts will support the Army's C5ISR capabilities from the desktop to outer space, and enable the service to advance critical technologies from the lab to the field.” CACI Executive Chairman and Chairman of the Board Dr. J.P. (Jack) London, said, “CACI is proud to support Army modernization to ensure it dominates any and all future battlefields.” CACI's 23,000 talented employees are vigilant in providing the unique expertise and distinctive technology that address our customers' greatest enterprise and mission challenges. Our culture of good character, innovation, and excellence drives our success and earns us recognition as a Fortune World's Most Admired Company. As a member of the Fortune 1000 Largest Companies, the Russell 1000 Index, and the S&P MidCap 400 Index, we consistently deliver strong shareholder value. Visit us at www.caci.com There are statements made herein which do not address historical facts, and therefore could be interpreted to be forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such statements are subject to factors that could cause actual results to differ materially from anticipated results. The factors that could cause actual results to differ materially from those anticipated include, but are not limited to, the risk factors set forth in CACI's Annual Report on Form 10-K for the fiscal year ended June 30, 2019, and other such filings that CACI makes with the Securities and Exchange Commission from time to time. Any forward-looking statements should not be unduly relied upon and only speak as of the date hereof. CACI-Contract Award View source version on businesswire.com: https://www.businesswire.com/news/home/20200512005083/en/ Corporate Communications and Media: Jody Brown, Executive Vice President, Public Relations (703) 841-7801, jbrown@caci.com Investor Relations: Daniel Leckburg, Senior Vice President, Investor Relations (703) 841-7666, dleckburg@caci.com Source: CACI International Inc View source version on CACI: http://investor.caci.com/file/Index?KeyFile=403962930
February 18, 2019 | International, C4ISR
BY PATRICK TUCKER Defense officials want to accelerate the delivery of artificial-intelligence tools from the lab to the field. But it's hard to obtain the massive data streams that make AI work. The Pentagon's new artificial-intelligence strategy, released on Tuesday, aims to get AI out of research labs and into the hands of troops and employees across the Defense Department. But truly transforming the Defense Department into an “AI First” institution will require help from tech companies — and the military to rethink its approach to the massive data streams that AI needs to work. In a conversation with reporters on Tuesday, Dana Deasy, chief information officer of the Defense Department, and Lt. Gen. Jack Shanahan, who runs its new Joint Artificial Intelligence Center, said the JAIC will develop AI tools and programs to assist with everything the Pentagon does. That will eventually include combat operations, although both said the military won't deviate from its core doctrine that dictates how humans are to have authority over autonomous systems. They said near-term projects include efforts to predict forest fires, better spot network anomalies that can indicate cyber attacks, and, most prominently, predictive maintenance. It's an area where some smaller tech firms are already working with the Pentagon. SUBSCRIBE Receive daily email updates: Subscribe to the Defense One daily. Be the first to receive updates. One such firm is Uptake, run by GE alum Ganesh Bell, which has a contract with the Defense Innovation Unit to better predict and accelerate repairs for Bradley Fighting Vehicles. The company is building a virtual Bradley, using data streams from sensors on real Bradleys in the field — what Bell has called a learning, digital twin. “We are able to collect what the best-performing Bradley would look like because we are able to go into many of the subsystems and pull the data,” he said. “Just from a single vehicle, we were able to pull terabytes of data.” Bell aims to also incorporate data from external sensors, and use it to digitally recreate the vehicles' operating environments. It's a process that could be relevant to larger military endeavors, such as the Army's effort to design a new combat vehicle, Bell said. “If we prove the value here, imagine what we can do in that environment as we build that system out? We do the same thing in wind turbines. There's so much to learn from all the unused data in these industries; less than one percent of the data is ever actually used.” Bell says that he's had promising conversations with Army officials about helping out. “It's better to get in all the data right now while you're designing the next generation of vehicles,” he said. Or take California-based C3, whose nine Pentagon contracts include predictive-maintenance work on the Boeing E-3 Sentry for the Air Force's AFWERX office. Here, too, massive amounts of diagnostic data plays the essential role. But finding that data wasn't easy. “You go through the wild goose chase with DOD to get the data that you need,” Lt. Col. Dave Harden, AFWERX chief operating officer, said in December. “I had another project where I literally had people with 10-terabyte hard drives going around the country to get the data. I talk to people who are in charge of the data. The data in the database isn't what we needed. I wonder, ‘Who put these people in charge of the data?'” The main thing that the Defense Department brings to the process isn't the algorithms or machine-learning methodologies. Those are increasingly coming from the private sector and companies like Uptake and C3. It's the unique data sets. Thus, if getting that data is a problem, then the Department has a major obstacle in terms of realizing its ambitions. In their briefing on Tuesday, Deasy and Shanahan said they are willing to work with companies on intellectual property issues, which have deterred some companies from taking government contracts. But Shanahan made one condition clear: “The government owns the government's data.” That begs a few questions: How will contractors get the data that they need if the Department is so bad at collecting and keeping it internally? Who owns a datastream that combines private and government data? AFWERX's Harden said getting the Defense Department to change how it collects and makes data available on systems like the E-3 aircraft is less than totally straightforward. Another challenge is getting the department to actually accept AI-generated recommendations. “All of the processes and procedures need to change,” he said. “When I get a prediction now that says, ‘Hey, this aircraft battery, the data shows you were parked in Alaska and it's cold in Alaska and you were there for years. You don't have to swap out this battery on a regular cycle like you're doing,' how are the policy and guidance and procedures changing to allow that to occur? That is our billion-dollar question for DoD. We haven't solved that. How do we get the technology win that we get and turn that into true ROI?” https://www.defenseone.com/technology/2019/02/department-has-rolled-out-its-ai-strategy-now-hard-part-begins/154864/