US Navy creates innovation center, advisory board to focus investments

On the same subject

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  July 24, 2018 | International, C4ISR

  Marines Test New Drone Swarms a Single Operator Can Control

  By Gina Harkins One Marine could soon dispatch more than a dozen drones to jam enemy communications and take out targets -- all from a single handheld tablet. The Marine Corps Warfighting Lab has successfully tested the ability to have a single Marine operate six drones in the air simultaneously. The goal is to get that up to 15 and to see the small unmanned systems stay in the air for hours at a time. "What we're looking at is ... minimal operator burden so [a Marine's] face isn't down in a tablet," said Capt. Matt Cornachio, a fires project officer with the Warfighting Lab's science and technology division. "It's sort of having the machines do the work for you, so you give them intent and they operate." That could help ground troops in remote or hotly contested locations augment 60mm mortar fire with precision strikes. Cornachio said they're looking for drones with a host of potentials, including swarming, automatic-target recognition, kinetic-strike and electronic-warfare capabilities. "Your swarm is multifaceted so you have several warheads that hold their own capabilities in that cloud," he said. "... We see the precise nature of loitering munitions to augment company-level fires." In order to carry out a range of missions -- from delivering explosives to jamming communications, the Marine Corps is on the hunt for drone swarms that can stay in the air for hours. The Warfighting Lab held a drone-endurance test in the desert this month, Cornachio said, during which one unmanned aircraft flew for nearly two hours straight. "It's not out of the realm of possibility that these things could be in the air for three or four hours, so the smaller, the better," he added. Getting to the point where one Marine controls a swarm of drones is a big change from unmanned systems like the Switchblade, which required one operator per drone. That kamikaze-style drone delivers a payload equivalent to a 40mm grenade. The Warfighting Lab's efforts are part of a larger Marine Corps strategy called Sea Dragon 2025. Marines are experimenting with drones, self-driving vehicles, robotics and other technology that can limit their exposure in the field. The use of unmanned technology could be especially beneficial in complex urban environments, said Brig. Gen. Christian Wortman, head of the Warfighting Lab. "We can use manned-unmanned teaming and unmanned systems to take on some of the most dangerous tasks that Marines are executing in that kind of an urban environment," he said. https://www.military.com/defensetech/2018/07/23/marines-test-new-drone-swarms-single-operator-can-control.html

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  September 18, 2019 | International, Aerospace

  Hypersonic weapons could give the B-1 bomber a new lease on life

  By: Aaron Mehta NATIONAL HARBOR, Md. — It's been a rough stretch for the U.S. Air Force's fleet of 62 B-1B Lancer bombers, with a pair of fleet shutdowns over safety concerns and the confirmation of plans to start retiring the plane as the new B-21 comes online, even as the much older B-52 remains in service. But speaking at the Air Force Association's annual conference Monday, Gen. Timothy Ray, the head of Air Force Global Strike Command, seemed to throw his support behind keeping the B-1 around for quite some time. In fact, in Ray's mind, the B-1′s capabilities might expand. Several times throughout the speech, Ray emphasized that while the B-21 is slowly spinning up, he can't afford to lose any capability. Indeed, Ray seemed to posture toward keeping the B-1 over the long term, according to John Venable, a senior defense fellow at the Heritage Foundation and former F-16 command pilot. “One of the major takeaways [from the speech] is that the B-1 is not going to go away nearly as soon as people thought,” Venable said, “and that's a good thing.” Under the Air Force's stated goal of 386 squadrons, the service's force mix requirement is about 225 bombers. The service currently has 156, Ray said, and even with the B-21 coming online sometime in the 2020s, planned retirements to the B-1 and B-2 would keep the bomber force under 200. Ray's belief in the B-1 spans from two broad assessments. First, freed from the heavy workload of B-1s performing regular close-air support activities in Iraq and Afghanistan, the fleet will experience less wear and tear, and hence survive longer than projected. “We're just flying the airplane in a way we shouldn't have been flying it, and we did for far too long. The good news is we're resetting that entire team,” Ray said. “What we thought was a very sizable load of structural issues” ended up being a “fraction” of issues to deal with, he added. Those structural issues have become particularly visible in the last 16 months, with the entire B-1 fleet grounded twice for mechanical issues. In June 2018, the fleet was grounded for two weeks following the discovery of an issue with the Lancer's ejection seat; in March 2019, another ejection seat issue grounded the fleet for almost a month. Members of Congress have since expressed serious concerns about the B-1's readiness rates, a number that was just more than 50 percent in 2018. Ray expressed optimism about the mechanical issues, saying that any fallout from the ejection seat shutdowns will be completed by the end of October, which is “must faster” than the service predicted. The second reason Ray believes there's still life in the B-1? The idea that there are modifications to the Lancer that would add new capabilities relevant in an era of great power competition. In August, the Air Force held a demonstration of how the B-1 could be modified to incorporate four to eight new hypersonic weapons by shifting the bulkhead forward from a bomb bay on the aircraft, increasing the size inside the plane from 180 inches to 269 inches. That change allows the loading of a Conventional Rotary Launcher, the same system used inside the B-52, onto the B-1. According to an Air Force release, first reported by Military.com, the bulkhead change is temporary, giving the B-1 flexibility based on its mission. Overall, the internal bay could be expanded from 24 to 40 weapons, per the service. In addition, the testers proved new racks could be attached to hardpoints on the wings. “The conversation we're having now is how we take that bomb bay [and] put four potentially eight large hypersonic weapons on there,” Ray said. “Certainly, the ability to put more JASSM-ER [Joint Air-to-Surface Standoff Missile Extended Range] or LRASM [Long Range Anti-Ship Missile] externally on the hardpoints as we open those up. So there's a lot more we can do.” Said Venable: “I think it's a great idea. Increasing our bomber force end strength, we're not going to get there just by buying B-21[s] and retiring the B-1s.” “Adding a new rotary [launcher that] he was talking about, just behind the bulkhead of the cockpit of the B-1, freeing up the pylons to actually manifest more longer-range weapons and give it a greater penetrating strike capability — those are great takeaways from this particular event,” the analyst added. https://www.defensenews.com/digital-show-dailies/air-force-association/2019/09/17/global-strike-head-makes-case-of-b-1-survival/

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  May 19, 2020 | International, Aerospace, Naval, Land, C4ISR, Security

  Our nation’s defense supply chain imperative

  By: Bill Brown, L3Harris Technologies The Department of Defense and defense industry have a long history of responding quickly and forcefully to crisis, and the COVID-19 pandemic is no exception. Today, hundreds of thousands of dedicated defense workers remain at their posts – delivering mission-critical products and services to support our troops around the world, while also providing personal protective equipment and other supplies to first responders and health care workers here at home. However, this most recent crisis has re-exposed weaknesses in our defense industrial base – highlighting the need to significantly bolster the nation's vital supply chain. This serves as a call to action to develop a strategic, long-term approach across government and industry. We witnessed the fallout from the 2008-09 financial crisis. Thousands of suppliers shuttered or permanently shifted precious capacity to other verticals when defense budgets were indiscriminately cut following the Budget Control Act of 2011 and sequester of 2013. When budgets began to recover several years later, the damage was clear – longer lead times that in some cases doubled or more, and increased reliance on single-source and international suppliers for critical components, such as microelectronics. In 2017, President Trump signed an executive order and established a multi-agency task force to study supply chain resiliency. The task force identified five macro forces that create risk to the supply chain and national security preparedness including sequestration and the uncertainty of government spending, the overall decline of U.S. manufacturing capabilities and capacity, harmful government business and procurement practices, industrial policies of competitor nations, and diminishing U.S. STEM and trade skills. Task force members proposed a comprehensive set of risk-reduction actions – ranging from establishing sustained and predictable multi-year budgets and developing an adaptive acquisition framework, to directing investment to small businesses and diversifying the supplier base. Over the past two years, the government has made initial strides on a number of these fronts, including working to reduce U.S. reliance on foreign sources for critical rare earth minerals and decreasing the country's dependence on China and other international suppliers for semiconductors and related components. Unfortunately, the COVID-19 pandemic emerged before these and other task force initiatives gained serious traction and forced the DoD to refocus its near-term priorities. And the urgency escalated when we began to see the brutal impact the pandemic was causing in the commercial aerospace sector, an important vertical market for many defense suppliers. The department quickly designated defense suppliers as essential and increased progress payments, spurring larger defense contractors to accelerate payments to thousands of small business suppliers. These actions helped companies to continue operating, maintain their employment and hiring goals, and sustain critical spending on internal research and development (IRAD) to keep the innovation engine humming. At L3Harris, for example, we recommitted to investing nearly 4 percent of revenues in IRAD, hiring 6,000 new employees and maintaining our apprenticeship and internship programs to provide opportunities for the workforce of the future. The combined DoD and industry efforts demonstrate the power of a focused, collaborative approach to mitigate and address the damaging effects of the pandemic and to support the broader defense industrial base. Today, we are at a critical juncture. We have an opportunity to make the necessary strategic investments that could significantly strengthen our supply base for generations to come, including: · Ensure sustained/predictable budgets – stable, long-term funding helps companies better plan and encourages them to invest in staffing, technology and facilities needed for the country to maintain its technical superiority. Now is not the time to pull back the reins on defense spending. · Accelerate contract awards – shorter decision and acquisition cycles enable suppliers to invest in and deliver technologies faster than with traditional methods, and in the near term could help offset the impact of the commercial aerospace downturn. · Expand domestic supplier base – increasing domestic capabilities reduces vulnerabilities and increases access to critical components, such as rare earths and microelectronics, and over time can help reduce the proportion of sole/single-source supply. · Increase workforce investment – providing advanced STEM education opportunities drives innovation and productivity by enhancing critical skillsets for existing employees, while attracting, training and growing the workforce of the future. · Institutionalize process improvements – the COVID-19 pandemic forced government and industry to find new and more efficient ways to work. The challenge now – to make these advances permanent. These are not quick fixes. However, they provide a strong platform for a more resilient national defense supplier base, which is vital at a time when near-peer adversaries continue to invest heavily in new technologies that threaten our nation's security. The imperative is clear – and the opportunity is now. Bill Brown is chairman and CEO at L3Harris Technologies. https://www.defensenews.com/opinion/commentary/2020/05/18/our-nations-defense-supply-chain-imperative/