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November 4, 2019 | International, Aerospace

USAF Sees Five-Year Window To Invent A New Fighter Aircraft Industry

By Steve Trimble and Lee Hudson

The U.S. Air Force's vision to rapidly produce multiple fleets of advanced fighters the way Apple makes iPhones begins with an important change in plans for the secretive Next-Generation Air Dominance (NGAD) program.

For three years, the Air Force analyzed how to replace the Lockheed Martin F-22 by 2030. The original plan—defined as the Penetrating Counter-Air capability in the Air Superiority Flight Plan released in 2017—called for developing a conventional replacement for the F-22, with a next-generation F-X fighter featuring a dazzling array of new technologies, ranging from adaptive cycle propulsion to advanced weapons and new sensors.

As an extended, two-year-long analysis of alternatives neared a conclusion in mid-2018, the Air Force decided to shift to a new approach. The new strategy led Air Force leaders to drain about half of the $13.2 billion budget previously allocated to the NGAD program through fiscal 2024 in the Defense Department's five-year spending plan sent to Congress in March. Instead of launching full development of the F-X within that five-year window, the Air Force is developing a radical new aircraft design process—even as spending continues on deliveries of Lockheed F-35As, Boeing F-15EXs and a host of fighter upgrade programs.

“We're at a good point to attempt something new because we have hot production lines for fifth [generation fighters]. [And] fourth-gen fighters [are] going through major multibillion dollar modernizations,” says Will Roper, the assistant secretary of the U.S. Air Force for acquisition, technology and logistics.

“So it's a good time to try something new for a five-year window and see if we can create a new way to build airplanes for us that [is] between the building of one or two X-planes and the building of 1,000 units in a major defense acquisition program,” Roper, who is leading the new NGAD strategy, tells Aviation Week in an interview.

Roper's comments on the sidelines of Aviation Week's DefenseChain Conference on Oct. 22, help clarify the dramatic shifts within the classified NGAD program over the last year. The U.S. Air Force essentially has delayed F-X development beyond the five-year spending plan to provide a window of time to invent a new business model for the combat aircraft industry, one ideally suited for a new era of air warfare with peer adversaries.

The initiative will be supported by the new Program Executive Office for Advanced Aircraft that was established on Oct. 2. The office will be led by Col. Dale White, formerly the senior program director for the Northrop Grumman B-21 bomber development program at the Rapid Capabilities Office.

Roper's vision for NGAD calls for a sharp break from the conventional acquisition approach adopted for the B-21, with a single prime contractor responsible for the full aircraft lifecycle, including at least a 10- to 15-year period between an initial contract award and delivering an operational capability.

To Roper, the ideal model for NGAD is not another Western fighter program, but rather a consumer electronic device. Apple's customers buy an iPhone model that is designed to become obsolete within a few years, and replace it with a more advanced device, he says. The equivalent in the fighter business are aircraft designed to last perhaps 3,500 flight hours, which the U.S. Air Force buys in batches of hundreds and replaces in intervals of 10 years or less.

“We want to retire airplanes when the next one is ready to be brought out—very similar to the iPhone model. So there's no reason to keep that old iPhone once you have the new one,” Roper says.

Over the next five years, the Air Force wants to define the digital engineering-based approach to the hardware and common operating system approach to the software for the NGAD aircraft family.

The goal is to attract new companies besides traditional defense firms to be involved in production, along with the specialized design units of the prime contractors such as Lockheed's Skunk Works, Boeing's Phantom Works and Northrop Grumman's Scaled Composites.

“I could imagine companies that could build a few airplanes per month eventually breaking in and wanting to do it because there's an opportunity to do it frequently. And let's face it, design and cutting-edge airplanes [are] just wicked cool,” Roper says.

https://aviationweek.com/defense/usaf-sees-five-year-window-invent-new-fighter-aircraft-industry

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    Lee Hudson June 11, 2020 Once the global coronavirus pandemic hit the U.S., the military moved to ramp up remote pilot training options. But it is unclear if the trend will continue after the contagion passes. Before COVID-19, the Air Force was developing immersive training devices that would help instruct students remotely as part of Air Education and Training Command's Pilot Training Next program, says Lt. Col. Ryan Riley, commander of Detachment 24. Instead of the pupil coming into the office, receiving an in-person brief, locating a training device and executing a mission, Riley's team was looking at how to conduct those events with both the student and instructor at separate locations. Army pauses to assess training options Air Force and Navy immediately pivot to remote instruction “What we wanted to see, prior to COVID-19, was how far [we could] push the bounds of remote instruction,” Riley says. The pandemic turned that desire into a need to provide students the same level of instruction remotely as they would in person. The Air Force and training companies were already working to develop virtual training systems when COVID-19 struck, and the pandemic seems to have accelerated adoption. “There are only so many places to train,” says Todd Probert, defense and security group president at CAE. Though the military was once reluctant to fully tap into distance training, the question has become: “Is there a way to centralize that instruction?” he says. Pilots more than 100 mi. from a training base would be required to quarantine for two weeks once they arrived. The technology, however, was “very glitchy,” Riley says. The main problem was latency. So the team got to work, disassembling hardware and issuing the newest equipment to students and some of the instructor corps. Another issue was the fact that the detachment's home-use devices were running off a laptop. The team discovered that various software programs such as remote screen-sharing were taxing the central processing unit (CPU) heavily, overwhelming laptops, says Lt. Col. Robert Knapp, Detachment 24 operations officer. “No matter how good a laptop you buy, they're just never going to run at the same speed as a desktop computer,” Knapp says. “We took some of our older desktop computers that were in the building and sent those home with students to replace the laptops, which opened up a lot more CPU bandwidth.” The students also were asked to plug their devices into their routers instead of using wireless home internet, which reduced latency and resulted in a more streamlined, less glitchy process. Meanwhile, the Army was tackling similar challenges at Fort Rucker in Dale County, Alabama, where the service produces pilots to fly the Boeing AH-64 Apache and CH-47 Chinook and Sikorsky UH-60 Black Hawk. In addition to training its own pilots at Fort Rucker, the service also assists with the training of foreign military aviators from as many as 47 countries annually at the base. The Army established a virtual instructor's course so that the instructor pilots could learn how to teach using a digital platform, says Maj. Gen. David Francis, U.S. Army Aviation Center of Excellence and Fort Rucker commanding general. “COVID-19 has enabled us to really take a look at ourselves and how we're delivering training,” he says. Francis envisions a blend of in-person and virtual training once the crisis passes. As the pandemic took hold, the Navy, too, set up remote instruction with unprecedented speed. With 45 students per class, the service would not have been able to comply with social distancing guidance from the Centers for Disease Control and Prevention, according to Lt. Tim Benoit, aviation preflight indoctrination instructor at Naval Aviation Schools Command located in Pensacola, Florida. So in just five days, the Navy created a digital classroom and launched classes for its student Coast Guard, Marine Corps and Navy pilots. Benoit had selected flight instructors to test the new digital system, and the next day he prepared a presentation to train the rest of the instructors. “We were able to adapt to this without missing any productivity targets,” Benoit says. The Navy does not plan to employ remote instruction after the COVID-19 crisis but views the technology as an alternative when a natural disaster such as a hurricane hits. The service is recognizing the advantages of remote learning, however, which include saving time and money. Students have access to each session's recording and associated course materials, and the technology would allow students not in Pensacola to take the courses. “It can also be used in conjunction with in-person training to prep students . . . and it's been used to enable guest speakers” in another city, Benoit says. “Those are some things that I think may persist beyond the pandemic.” https://aviationweek.com/defense-space/budget-policy-operations/us-military-turns-remote-pilot-training

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